HPL – Basic Concepts – EASA: 040 01 00 00

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ICAO: 040 01 00 00 Basic Concepts

BGS question bank explanations taken into consideration. 29-9-21

040 01 01 00 Human factors in aviation.

040 01 01 01 – Becoming a competent pilot.

8 Core competencies, known as evidence based training:

State that competence is based on knowledge, skills and attitudes of the individual pilot, and list the ICAO eight core competencies:

A
Application of procedures: Correct use of SOPs etc, basically do things properly.
C
Communication: Knowing who, how what and when to communicate.
A - A
Aircraft flight path management – Automation: Monitor and use correctly.
A - M
Aircraft flight path management – Manual: Hand fly without crashing or getting lost.
L
Leadership and teamwork: Well balanced and constructive behaviour.
P
Problem solving and decision making: Taking into account behaviour biases for example.
S
Situational awareness: Exactly that, don’t nod off, be ahead of the game.
W
Workload management: Calm, good planning prioritising and delegation for example.

NUEMONIC is W A C A L A P S

Airline Prep Site

040 01 02 00 – Accidents **NOT IN 2020 Syllabus**

040 01 03 00 – Flight safety concepts.

040 01 03 01 – TEM and SHELL model

It is a chain that can lead to an undesired aircraft state, can start as as threat or as an error but either way, it needs managing.

(1) The three components of the TEM model.

T
Threat – Beyond the influence of the flight crew, threats come at the crew. 2 main types – Environmental and Organisational.
E
Error – Actions or inactions by the flight crew, errors come from the crew.
Leading to
Leading to and undesired aircraft state.

(2) Explain and give an example of latent threats:

Explain
Not obvious or observable, buried and undiscovered.
Example
Equipment design – the undercarriage lever could be the same shape and colour as the flaps leaver, optical illusions, short turn around schedules causing rushing and mistakes, poor training philosophy. For example, using the same sound for different alerts possibly of different severity.

(3) Explain and give an example of environmental threats:

Explain
The Environment where operations take place, must be managed in real time as they come.
Example
Weather in all its forms as it is so changeable. Terrain, i.e the effects of terrain on wind. ATC Language, competence, misunderstanding, phraseology. Airport things, signage confusion.

(4) Explain and give an example of organisational threats:

Explain
Organisational threats can be controlled at source before it gets it the flight crew
Example
Aircraft problems. Crew error. Maintenance. Ground. Dispatch. Errors in documents. Pressure from management.

(5) Explain and define error according to ICAO Doc 9683

An error is; an action or inaction by the crew that leads to deviations from organisational or flight crew intentions or expectations according to ICAO Doc 9683 the Human Performance Manual. (Pt.2 ch.2)

(6) Give examples of different countermeasures to manage threats, errors and undesired aircraft states.

Systemic, fixed or hard countermeasures such as a stick pusher.

Individual (Reading TAFS and delaying a flight, checking FMS input, other pilot to verify) Specifically brief TEM.

(7) Explain and give examples of procedural, communication and handling errors .

Errors in TEM are: Aircraft Handling, Procedural and Communication Errors (BGS)

These are the three basic categories derived from the TEM model.

Aircraft Handling;

Manual handling/flight controls: vertical/lateral and/or speed deviations, bad flying essentially.
Automation: incorrect altitude, speed, heading, autothrottle settings, incorrect mode executed, or incorrect entries.
Systems/radio/instruments: incorrect packs, incorrect anti-icing, incorrect altimeter, incorrect fuel switches settings, incorrect speed bug, incorrect radio frequency dialled.
Ground navigation: attempting to turn down wrong taxiway/runway, taxi too fast, failure to hold short, missed taxiway/runway.

Procedural;

SOPs: failure to cross-verify automation inputs.
Checklists: wrong challenge and response; items missed,
checklist performed late or at the wrong time.
Callouts: omitted/incorrect callouts
Briefings: omitted briefings; items missed.

Communication;

Crew to external: missed calls, misinterpretations of instructions, incorrect read-back, wrong clearance, taxiway, gate or runway communicated.
Pilot to pilot: within crew miscommunication or misinterpretation

https://www.skybrary.aero/bookshelf/books/515.pdf

(8) Explain and give examples of 'undesired aircraft states'

Incorrect attitude, vertical, lateral or speed deviation. Flying into inappropriate weather. Unstable approach. Ground nav, wrong configuration.

(9) State the components of the SHELL model:

S
Software – Non-physical. Operating Instructions, Checklists, Company policy.
H
Hardware – Aircraft systems.
E
Environment – Climate in and out of the cockpit, the conditions where people are working. Also the regulatory and operational environment appears again here.
L
Liveware – individual – Pilot – humans, this L is in the centre.
L
Liveware – peripheral, basically, other people.

(10) Explain the relevance of SHELL in the cockpit.

SHELL is the interaction between the 5 components. It helps to realise errors between each. You could potentially brief SHELL interactions, it may bring up unknown factors – like the co-pilot is being a dick this morning…

040 01 04 00 – Safety Culture

040 01 04 01 – Safety culture and safety management

(1) Distinguish between 'open cultures' and 'closed cultures'

Open; allows open communication at all levels. Closed; conspiracy of silence, mistakes aren’t publicised so others cannot learn from mistakes

(2) How is safety culture reflected in national culture

National culture defines one’s initial attitude to safety culture. Positive safety can be trained for with a correct attitude in line with the aviation industry.

(3) Discuss the established expression, 'safety first' in a commercial entity.

Safety first does not take into account, commercial pressures. profit, competition, punctuality and indifference for example, because without the business side there would be no need for safety first as there would be no business.

(4) Explain James Reason's 'Swiss cheese Model'

Each slice of cheese represents a particular defence against a potential accident. These protective layers (regulation, organisational, training and protective systems) have holes (because nothing is perfect). When lined up there is an accident.

(5) Explain important factors that promote a good safety culture

Leadership, commitment and good examples. Accountability rests with management, making the necessary resources available. The responsibility lies with everyone.

There are 5 components that a good safety culture requires:

(6) Distinguish between a just culture and a punitive culture

Diametrically opposed outlooks. Acceptable behaviour is mutually agreed in a just culture, this means mistakes can be openly shared and learnt from and not punished as they would be in a punitive culture. Deliberate transgression however is openly punished

(7) State the 5 components of a safety culture:

I
Informed culture – A reporting system. Anonymous. Feedback. Trust. (Current knowledge updated, collected and analysed.)
R
Reporting culture – (People are prepared to report incidents or difficulties)
L
Learning – (willingness to implement reform, Safety Management Systems).
- Learn from its mistakes and make changes. Ensure people understand SMS (BGS)

Just (Atmosphere of trust non punitive, encouraging questioning).

Flexible (An organisation is willing to reconfigure to aid safety, i.e autonomy at lower levels)

(8) Name the basic concepts of safety management systems.

Identify hazards, Provide risk assessments and mitigation practices,
Provide effective communication across the organisation.
Provide objective and effective ways to assess risk and mitigation strategies.
Four components: SAFETY Policy and objectives, Risk management, Assurance, Promotion.