Safety Culture Definition and Enhancement Process Safety Culture Definition Contents and Enhancement Process

civil air navigation services organisation

1_ Background_p3 2_ Safety Culture Definition and Elements_p3 2.1_ Proposed Safety Culture Definition_p3 2.2_ Safety Culture versus Safety Climate_p3 2.3_ Proposed Safety Culture Elements_p4 3_ Systematic Safety Culture Enhancement Process_p6 3.1_ Define the Safety Culture_p7 3.2_ Identify Drivers of a Safety Culture_p8 3.3_ Measuring the Safety Culture_p9 3.4_ Evaluating the Measures_p10 3.5_ Improving the Safety Culture_p10 3_ Conclusions_p11

This document has been developed through the collective contributions of CANSO members. The views and recommendations expressed in this publication do not necessarily reflect those of individual CANSO members.

We have endeavoured to ensure the integrity of this publication insofar as possible. However, please note that the responsibility for the quality, accuracy, and verification of the data and results in this report rests with participating ANSPs. All recommendations are made without any warranty or guarantee on the part of the contributors or CANSO. CANSO disclaims any liability in connection with the use of this publication or any aspect thereof. Safety Culture Definition 2_3 and Enhancement Process

1 Background

The detailed work plan for Year One for address the fact that a safety culture is the CANSO Safety Culture Workgroup (CSCWG) demonstrated through attitudes, accepted norms identified a number of activities. Two key and behaviours. It is about how things work and deliverables for the year are: “the way things are done around here.” Finally, the safety culture definition should 1. CANSO Safety Culture Definition be related directly to the safe provision of air 2. Safety Culture Enhancement Process navigation. On the other hand, it should not include Model worker safety which comes under the purview of occupational health and safety, which is not This document was prepared by the CANSO in the scope of the CSCWG. However, it can be Safety Culture Workgroup. It presents a proposal assumed, that a good safety culture focused on for the above deliverables for review, comment service provision also has a positive effect on and acceptance by the CANSO Safety Standing occupational health and safety. Committee (SSC). Based on the review, further discussion and the elements presented above, a safety culture 2 definition for use by CANSO was developed. The Safety Culture Definition and Elements proposed definition is: “Safety culture refers to the enduring value, 2.1_Proposed Safety Culture Definition priority and commitment placed on safety by every A review of a number of definitions of safety individual and every group at every level of the culture was conducted by the CSCWG. This review organisation. Safety culture reflects the individual, included identifying the strengths and weaknesses group and organisational attitudes, norms and of each definition. behaviours related to the safe provision of air The review identified a number of elements navigation services.” necessary for a good safety culture definition. First and foremost the definition should recognise 2.2_Safety Culture versus Safety Climate that a safety culture reflects individual, group and One of the issues highlighted in the literature organisational attitudes, norms and behaviours. is the lack of universal consensus regarding the Safety culture is not just a reflection of the individuals terms safety culture and safety climate. Much that make up an organisation; an organisation’s debate still continues over the definition and safety culture is more than the sum of its parts. application of the terms and they are often used Secondly, a safety culture definition must interchangeably. For the purpose of CANSO and recognise that safety culture is reflected in the its related safety culture work, there will be a value of, priority of and commitment to safety. An distinction between the two terms. organisation with a strong safety culture values Safety Culture has been defined above the importance of safety; it recognises that safety and is seen as representing the more enduring, is a business imperative. Safety is also afforded underlying culture surrounding safety in an the highest priority over commercial, operating, organisation whereas safety climate represents environmental and social pressures. And finally, what people feel and their perceptions about there is a commitment to safety; safety issues safety at a given point in time. There safety receive the attention warranted by their significance. climate measurement provides a snap-shot of A safety culture definition should also the state of an organisation’s safety. Typically 2.3_Proposed Safety Culture Elements the safety climate is measured using quantitative As well as a definition, the CSCWG is questionnaires while assessing safety culture proposing that safety culture may be further requires more qualitative methods. defined by eight key elements: Informed Culture, As presented by Cox and Cox (1996), safety Reporting Culture, Just Culture, Learning Culture, culture can be likened to personality, whereas Flexible Culture, Risk Perception, Attitudes to climate is likened to mood. Both can change within Safety and Safety-Related Behaviour. These an organisation. However, like one’s personality, elements were chosen as they reflect work by safety culture takes time to grow and change; you James Reason and add three elements that were can not “implement” a safety culture but it can be identified previously by the CANSO safety culture re-directed through concerted effort and action working group (see Figure 1). Table 1 (see page by an organisation. Safety climate, as with one’s 5) presents the definition and an explanation of mood, can change more quickly and dramatically each element. It is important to note that there given the circumstances and current conditions are interrelationships between the elements. For being faced by an organisation and the resulting example, an informed culture must relay on a good actions taken. You try to shape the culture over reporting culture, which it turn depends upon a time by changing the climate. just culture. Not only must the interrelationship between the elements be considered but the role of management in establishing the policies, procedures and tools to foster those elements and committing to their success. With these, an organisation can achieve a strong, positive safety culture.

Figure 1 Elements of a Safety Culture

Safety Risk Related Perception Behavior

Attitudes to Safety Safety Culture Definition 4_5 and Enhancement Process

Element Description Explanation

Just Culture An atmosphere of trust in which An informed culture relies on a reporting culture which in turn people are encouraged for relies on a Just Culture. All employees must clearly understand providing essential safety-related and recognise that it is unacceptable to punish all errors and information, but in which they unsafe acts regardless of their origins and circumstances are also clear about where the while it is equally unacceptable to give blanket immunity line must be drawn between from sanctions to all actions that could, or did, contribute acceptable and unacceptable to organisational accidents. A prerequisite for engineering a behaviour. just culture is an agreed set of principles for drawing the line between acceptable and unacceptable actions.

Reporting Managers and operational The issue is not whether the organisation has a reporting Culture personnel freely share critical system; it is whether, as a matter of practice, errors, near safety information without the misses, hazards and risks are reported. A reporting culture threat of punitive action. depends, in turn, on how the organisation handles blame and punishment. If blame is the routine response to error, then reports will not be forthcoming. If, on the other hand, blame is reserved for truly egregious behaviour, involving recklessness or malice, reporting in general will not be discouraged. Rather than a blanket no-blame approach, what is required, Reason argues, is a just culture.

Informed Those who manage and operate Management fosters a culture where people understand Culture the system have current the hazards and risks inherent in their areas of operation. knowledge about the human, Personnel are provided with the necessary knowledge, skills technical, organisational and and job experience to work safely, and they are encouraged environmental factors that to identify the threats to safety and to seek the changes determine the safety of the necessary to overcome them. An informed culture relies on system as a whole. having a strong reporting culture.

Learning An organisation must possess the Reports are only effective if an organisation learns from them. Culture willingness and the competence Learning will occur from both reactive and proactive safety to draw the right conclusions assessments and is promoted by an inherent organisational from its safety information system willingness to adapt and improve. and the will to implement major reforms.

Flexible A culture in which an organisation A culture of safety is flexible, in the sense that decision- Culture is able to reconfigure themselves making processes vary, depending on the urgency of the in the face of high tempo decision and the expertise of the people involved. operations or certain kinds of danger – often shifting from the conventional hierarchical mode to a flatter mode.

Risk Individuals at all organisational It has been found that misperceptions of the seriousness of Perception levels need to have the same risks occur frequently at all levels in an organisation (HSC, perceptions and judgments of 1993). The perception of risk or people’s judgments of the seriousness of risks, as these riskiness is influenced by different attributes of hazards, e.g. perceptions affect risk behaviour controllable-uncontrollable. Misjudgements of risks may and appropriate decisions with cause risk behaviour and inappropriate decisions with regard regard to safety issues. to safety measures and ordinary occupational accidents as well as large-scale accidents (Rundmo, T., 1997. Associations between risk perception and safety. Safety Science 24 (3), 197-209). Attitudes to Attitudes (especially Research has shown that attitudes to safety can be associated Safety management’s) in relation to with risk perception and safety-related behaviours. safety, risk and production. Safety- Safety-related behaviour has Having accurate risk perceptions does not necessarily result related to do with directly complying in correct risk and safety related behaviours. Ignorance or behaviour with procedures, rules and deliberate violations to safety rules and procedures are often regulations, but also to aspects due to employee attitudes towards risk and safety (HSC, such as coaching, recognising, 1993). Hale (2003) advances the shared purpose in safety communicating, demonstrating, performance, i.e. the involvement felt by all parties in the and actively caring. organisation, especially the workforce, in the process of defining, prioritising and controlling risk. 3 Systematic Safety Culture Enhancement Process

Once it has been decided to enhance an What was going to be measured was defined in organisation’s safety culture, a systematic, closed- the first step; next, how, who, and when must be loop process for doing so must be selected. determined. A typical enhancement process is presented Once the measurement activities have in Figure 2. First and foremost, what is meant been completed, the results must be evaluated. by safety culture in your organisation must be Interpreting the results can be challenging and the understood. How will safety culture be defined? results need to have credibility both internally and What will be the sub-components? What will be externally. the characteristics? Before something can be After the evaluation has been completed measured, you must first define and describe what and interpreted, an action plan needs to be it is that you want to measure. developed to address any identified weaknesses. The next step involves identifying the drivers The enhancement process then repeats itself in of safety culture. If you know who or what drives due time, in order to check the new level of safety culture then you are in a better position to know culture reached and to confirm if the actions taken who or what you can elicit to help change or have been effective providing measures over time. maintain it. It is important to note that safety culture measures The third step involves measuring the safety are but one metric that can be used to evaluate culture. Tools and process must be selected the “safety state” of an organisation and in order that best meet the organisation’s requirements. to obtain a full picture other safety performance measures should be established.

Figure 2 Systematic Safety Culture Enhancement Process

Define a Safety Culture Model Understanding Safety Culture Identify Rivers { of Safety Culture

Measure Safety Culture Assessing Safety Culture Continuous Evaluate the Measures Enhancement { (Closed Loop)

Enhancing Enhance Safety Safety Culture { Culture } Safety Culture Definition 6_7 and Enhancement Process

3.1_Define the Safety Culture In order to determine what you are going to aspect here is management’s commitment to assess and to select the appropriate measurement safety – Is there an understanding and acceptance tools, it is first necessary to determine what of the current safety state? Is safety afforded approach you will use to model your safety the right priority? Are the appropriate resources culture. A useful framework based on the work assigned to safety? by M.D. Cooper is to distinguish between three The situational aspects of safety culture interrelated aspects of safety culture (see Figure 3). describe ‘what the organisation has’. This is The psychological aspects of safety reflected in the organisation’s policies, operating culture refers to ‘how people feel’ about procedures, management systems, control safety and safety management systems. This systems, communication flows and workflow encompasses the individual and group values, systems. These aspects can also be described as attitudes and perceptions regarding safety, which “organisational factors”. is often referred to as the safety climate of the The connecting arrows between the boxes organisation. reflect the view that the three aspects of safety culture are interrelated and are therefore not Behavioural aspects are concerned with mutually exclusive. It is important to note that ‘what people do’ within the organisation, which when looking at the different aspects one must includes the safety-related activities, actions and not only look at the “what or how” but also the behaviours exhibited by employees. A critical “why”. Without understanding why people

Figure 3 Safety Culture Framework

Safety Culture

“Safety culture refers to the enduring value, priority and commitment placed on safety by every individual, group and organisational attitudes, norms and behaviors related to the safe provision of air navigation services”

Psychological aspects Behavioural aspects Situational aspects ‘How People Feel’ ‘What People Do’ ‘What the Organisation Has’ Can be described as the Safety-related actions and Policies, procedures, regulation, ‘safety climate’ of the organisation, behaviours; management organisational structures and which is concerned with individual commitment to safety. management systems. and group values, attitudes and perceptions about safety. feel they way they do or why they do what they do 3.2_Identify Drivers of a Safety Culture or why the organisation has what it does, changes Cultural drivers focus on two main areas implemented to improve culture may not address – organisational and those which relate to ‘key the underlying issues and therefore will likely be individuals’. Organisational drivers may be inappropriate and/or ineffective. characterised by management systems and A model such as the illustrated in Figure 3 procedures in a variety of areas of organisational will prove useful when the time comes to select activity. These drivers include both internal the safety culture assessment tool you will use. and external influences. Examples include: One can find in literature many suggestions corporate business plan, corporate safety as to how best to define safety culture along with plan, organisational systems, procedures and the key characteristics or indicators as illustrated standards. External examples include: regulatory in Figure 4. Reason breaks safety culture down and legal requirements as well as industry into five elements – Reporting, Just, Flexible, standards. Learning and Informed. Ron Westrum and Mark Key groups and individuals within an Flemming have identified lower level indicators organisation can influence and drive culture which can be, in some instances, mapped directly both directly and indirectly through their actions, into Reason’s elements. It is necessary to select words and commitment. There can be a strong and define the indicators that will be used to relationship and influence between group measure safety culture before selecting the behaviours and individual drivers. Groups within methods and tools that will be employed. an organisation can be professional groups,

Figure 4 Indicators of a Safety Culture

Indicators of a Safety Culture

James Reason (1997) Ron Westrum (1999) Mark Flemming (2000) Reporting Culture Organisational Safety Emphasis Management Commitment & Just Culture Collective Efficacy Visibility Flexible Culture Task-Resource Conguence Communication Learning Culture Free-Flowing and Effective Productivity versus Safety Informed Culture Communications Learning Organisation Clear Mapping of Safety Situation Safety Resources Organisational Learning Participation Clear Lines of Accountability Shared Safety Perception and Authority Trust Industrial Relations & Job Satisfaction Training Safety Culture Definition 8_9 and Enhancement Process

labour groups. Just some of the many possible define safety culture and its key indicators. individual drivers include the CEO, Senior These tools and frameworks allow management, safety personnel, “champions” and organisations to determine the extent to which of course the employees themselves. the indicators of a strong safety culture exist in Knowing the key drivers will be important an organisation and/or have been instilled in the when it comes to evaluating any measurement behaviours of managers and employees. results and planning safety culture enhancement The selection of the tool or tools that will be strategies. An organisation can use these drivers to used depends upon a number of factors, including develop and implement strategies for improving its what will be measured, resources and schedule. safety culture. Going back to our model of a safety culture (See Figure 5), you can see that different tools are used 3.3_Measuring the Safety Culture depending upon which aspects of a safety culture There are many tools that have been you want to assess. For example, questionnaires developed to measure the various aspects of can be used to assess the psychological or safety culture. Some focus only on operational behavioural aspects. It is important to realise, safety (keeping the public safe from accidents and when using them to assess what people do, they incidents), others looks primarily at Occupational will collect data about what people believe or Health and Safety (keeping workers safe), while perceive that they do and not what they actually others look at both. This is why it is so important do. On the other hand, audits and observations for an organisation to determine how it wants to are tools that when applied properly will more

Figure 5 Possible Measurement Tools

Safety Culture

Psychological aspects Behavioural aspects Situational aspects ‘How People Feel’ ‘What People Do’ ‘What the Organisation Has’

Methods Methods Methods

Questionnaires Observations Observations Interviews Audits Audits Questionnaires accurately reflect what is happening in the 3.4_Evaluating the Measures workplace as well as what the organisation has. Interpreting the results produced by the When determining which tools to use, there are a various safety culture measurement tools can number of factors that must be considered. be daunting. Each tool can have its own unique First and foremost, you must determine challenges. what it is that you are planning on measuring. It For surveys, did the respondents is important for those planning to measure safety understand the question? Why did they answer culture to take into consideration the level of the way they did? For interviews, were the trust of employees towards those managing the participants open and honest? If they do not trust assessment. For example if interviews or focus the process or those conducting the interviews, groups are held and there is a low level of trust, the data collected may be incomplete and then the results may be biased. Or for a survey, if inaccurate. For audits, are you actually capturing employees do not believe that confidentiality will the day-to-day activities or are those being be maintained, then the response rate may be low. audited on their best behaviour? Or perhaps they With regards to the utility of results you spent the week prior to the audit, catching up on need to consider the amount of data that will be things. produced, how difficult it will be to analyse the By using different measurement tools, you data and, in turn, to interpret the results. Will the can address weaknesses in one by the strengths tool allow comparability between assessments in another. For example, you can follow-up a as well as across groups? Will a link be seen safety culture survey with focus groups in order between the data collection efforts and the to explore respondents’ understanding of key identified actions? For example, Interviews questions and to obtain a better and deeper can limit comparability particularly between understanding of the findings. assessments. Surveys can offer comparability There are many different ways to measure, between assessments as well as groups. and in turn present, the results of a safety culture Cost is important and is affected by a assessment. It is important to understand what it number of factors. Is there an inexpensive tool is you are measuring and what are the best means available that you can purchase, can one be easily for presenting the results. Examples include modified or do you have to undertake expensive frequency charts, radar plots and comparison’s development? How much time will be spent in against normed databases. applying the tool and analysing the results? What are the logistical costs – 3.5_Improving the Safety Culture communications, survey administration and travel The final step of the safety culture are just some that need to be considered. enhancement process is “closing the safety loop”. Lastly but just as importantly you need to It is important that assessments of safety culture consider what is the timeframe for completion of be followed by change where weaknesses have the activity and how quickly does the assessment been identified. Employees will disengage from need to be completed? the enhancement process if they see no real benefits from participating. By using the appropriate tools and accurately evaluating the results, you will be able Safety Culture Definition 10_11 and Enhancement Process

4 Conclusion to develop enhancement strategies and formulate The achievement of an effective safety action plans. Enhancement strategies will focus on culture is recognised to be a vital element of weaknesses identified by your safety indicators. achieving and maintaining satisfactory levels of Do you have weaknesses in the area of trust, safety performance. A Systematic Safety Culture communications, learning or perhaps perceptions Enhancement Process is a managerial tool on consistency between words and actions? allowing organisations to identify areas where Action plans must be realistic and safety culture may be enhanced. The process of employees must be able to see the links between enhancement begins with a model of an effective the action plans and the identified weaknesses safety culture – in other words a safety culture in safety culture. Don’t forget to consider your definition and its elements as presented previously organisation’s vision or mission. Make sure that in Section 2. the actions tie into the business plan if you hope The enhancement process moves onto to have senior management support and the measuring and evaluating the safety culture. necessary resources to undertake the planned There are many available tools for measuring and actions. Here is where you look back to those evaluating safety culture. The selection of the safety culture drivers. Look to see how you can appropriate measurement tools begins with the best use them to drive your action plans. model and takes many factors into effect including Finally remember that timely feed-back and but not limited to cost, time, confidentiality follow-up is critical - do this as soon as possible requirements, ease of data analysis and usefulness after completion of the assessment so that staff of output for planning of enhancement actions. The sees that momentum is being maintained. If your CSCWG will begin to look at developing such tools are providing feedback following the introduction in future years. of enhancement actions or other changes, make It is important to recognise that the clear how the changes relate to the findings of the Systematic Safety Culture Enhancement Process safety culture assessment, what the changes are is a closed loop system. Following implementation and what employees can expect to see. Do this at of enhancement actions, an organisation must the beginning of the feedback process. begin again by measuring the safety culture to determine the impact of those actions. Did they have the intended effect? Are there areas that require further enhancement or fine tuning? As Mao Tse Tung once said, “Peoples attitudes and opinions have been formed over the decades of life and cannot be changed by having a few meetings or giving a few lectures”. And finally, a last thought from James Reason: If you are convinced that your organisation has a good safety culture, you are almost certainly mistaken ... a safety culture is something that is striven for but rarely attained. The virtue – and the reward – lies in the struggle rather than the outcome. CANSO Members

CANSO—–—The—Civil—Air—Navigation—Services— Organisation—–—is—the—global—voice—of—the—companies— that—provide—air—traffic—control,—and—represents— the—interests—of—Air—Navigation—Services—Providers— worldwide.—

CANSO—members—are—responsible—for—supporting—over— 85%—of—world—air—traffic,—and—through—our—Workgroups,— members—share—information—and—develop—new— policies,—with—the—ultimate—aim—of—improving—air— navigation—services—on—the—ground—and—in—the—air.— CANSO—also—represents—its—members’—views—in—major— regulatory—and—industry—forums,—including—at—ICAO,— where—we—have—official—Observer—status.—For—more— information—on—joining—CANSO,—visit—www.canso.org/ joiningcanso.— Lighter—areas—represent—airspace—covered—by—CANSO—Members Full Members - 78 —— Aeronautical—Radio—of—Thailand—(AEROTHAI) —— Luchtverkeersleiding—Nederland—(LVNL) —— Adacel—Inc. —— Aeroportos—de—Moçambique —— Luxembourg—ANA —— ARINC —— Air—Navigation—and—Weather—Services,—— —— Maldives—Airports—Company—Limited—(MACL) —— ATCA—–—Japan CAA—(ANWS) —— Malta—Air—Traffic—Services—(MATS) —— ATECH—Negócios—em—Tecnologia—S/A — Aviation—Advocacy—Sarl —— Air—Navigation—Services—of—the—Czech—Republic— —— NATA—Albania — —— Avibit—Data—Processing—GmbH (ANS—Czech—Republic) —— National—Airports—Corporation—Ltd. —— Avitech—AG —— Air—Traffic—&—Navigation—Services—(ATNS) — National—Air—Navigation—Services—Company— — —— AZIMUT—JSC —— Airports—and—Aviation—Services—Limited—(AASL) (NANSC) —— Barco—Orthogon—GmbH —— Airports—Authority—of—India—(AAI) —— NATS—UK —— Booz—Allen—Hamilton,—Inc. —— Airports—Fiji—Limited —— NAV—CANADA —— Brüel—&—Kjaer—EMS —— Airservices—Australia —— NAV—Portugal —— Comsoft—GmbH —— Airways—New—Zealand —— Naviair —— CGH—Technologies,—Inc —— Angkasa—Pura—I —— Nigerian—Airspace—Management—Agency—(NAMA) —— Abu—Dhabi—Department—of—Transport —— Austro—Control —— Office—de—l’Aviation—Civile—et—des—Aeroports— —— Dubai—Airports —— Avinor—AS (OACA) —— EADS—Cassidian —— EIZO—Technologies—GmbH —— AZANS—Azerbaijan —— ORO—NAVIGACIJA,—Lithuania —— European—Satellite—Services—Provider—(ESSP—SAS) —— Belgocontrol —— PNG—Air—Services—Limited—(PNGASL) —— Emirates —— Bulgarian—Air—Traffic—Services—Authority— —— Polish—Air—Navigation—Services—Agency—(PANSA) —— Entry—Point—North (BULATSA) —— PIA—“Adem—Jashari”—-—Air—Control—J.S.C. —— Era—Corporation —— CAA—Uganda —— PT—Angkasa—Pura—II—(Persero) —— Etihad—Airways —— Civil—Aviation—Authority—of—Bangladesh—(CAAB) —— ROMATSA —— Guntermann—&—Drunck—GmbH —— Civil—Aviation—Authority—of—Botswana —— Sakaeronavigatsia—Ltd —— Harris—Corporation —— Civil—Aviation—Authority—of—Singapore—(CAAS) —— S.E.—MoldATSA —— Helios —— Civil—Aviation—Regulatory—Commission—(CARC) —— SENEAM —— Honeywell—International—Inc.—/—Aerospace —— Department—of—Airspace—Control—(DECEA) —— Serbia—and—Montenegro—Air—Traffic—Services— —— IDS—–—Ingegneria—Dei—Sistemi—S.p.A. —— Indra—Navia—AS —— Department—of—Civil—Aviation,—Republic—of—Cyprus Agency—(SMATSA) —— Indra—Sistemas —— DFS—Deutsche—Flugsicherung—GmbH—(DFS) —— Serco —— INECO — Dirección—General—de—Control—de—Tránsito—Aéreo— — —— skyguide —— Inmarsat—Global—Limited (DGCTA) —— Slovenia—Control —— Integra—A/S —— DSNA—France —— State—Airports—Authority—&—ANSP—(DHMI) —— Intelcan—Technosystems—Inc. —— Dutch—Caribbean—Air—Navigation—Service—Provider— —— State—ATM—Corporation —— International—Aeronavigation—Systems—(IANS) (DC-ANSP) —— Tanzania—Civil—Aviation—Authority —— Iridium—Communications—Inc. —— ENANA-EP—ANGOLA —— The—LFV—Group —— Jeppesen —— ENAV—S.p.A:—Società—Nazionale—per—l’Assistenza—al— —— Ukrainian—Air—Traffic—Service—Enterprise— —— JMA—Solutions Volo (UkSATSE) —— LAIC—Aktiengesellschaft —— LEMZ—R&P—Corporation —— Entidad—Pública—Aeropuertos—Españoles—y— —— U.S.—DoD—Policy—Board—on—Federal—Aviation —— LFV—Aviation—Consulting—AB Navegación—Aérea—(Aena) —— Micro—Nav—Ltd — Estonian—Air—Navigation—Services—(EANS) — Gold Associate Members - 14 —— The—MITRE—Corporation—–—CAASD —— Federal—Aviation—Administration—(FAA) —— Abu—Dhabi—Airports—Company —— MovingDot —— Finavia—Corporation —— Airbus—ProSky —— New—Mexico—State—University—Physical—Science—Lab —— GCAA—United—Arab—Emirates —— Boeing —— NLR —— General—Authority—of—Civil—Aviation—(GACA) —— BT—Plc —— Northrop—Grumman —— Hellenic—Civil—Aviation—Authority—(HCAA) —— FREQUENTIS—AG —— NTT—Data—Corporation —— Project—Boost— —— HungaroControl—Pte.—Ltd.—Co. —— GE—Air—Traffic—Optimization—Services —— Quintiq —— Israel—Airports—Authority—(IAA) —— GroupEAD—Europe—S.L. —— Rockwell—Collins,—Inc. —— Iran—Airports—Co — ITT—Exelis — —— Rohde—&—Schwarz—GmbH—&—Co.—KG —— Irish—Aviation—Authority—(IAA) —— Lockheed—Martin —— RTCA,—Inc. — ISAVIA—Ltd — —— Metron—Aviation —— Saab—AB —— Japan—Civil—Aviation—Bureau—(JCAB) —— Raytheon —— Saab—Sensis—Corporation —— Kazaeronavigatsia —— SELEX—Sistemi—Integrati—S.p.A. —— Saudi—Arabian—Airlines —— Kenya—Civil—Aviation—Authority—(KCAA) —— Telephonics—Corporation,—ESD —— SENASA —— Latvijas—Gaisa—Satiksme—(LGS) —— Thales— —— SITA —— Letové—prevádzkové—Služby—Slovenskej— —— STR-SpeechTech—Ltd. Republiky,—Štátny—Podnik —— TASC,—Inc. Silver Associate Members - 62 —— Tetra—Tech—AMT —— Washington—Consulting—Group —— WIDE

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