Military Aviation Authority

Five Year Strategy July 2016

FOREWORD BY DIRECTOR MILITARY

AVIATION AUTHORITY

I am personally committed to enhancing the safe delivery of

operational capability and the continuous improvement of

the Military Aviation Authority (MAA) through a focus on

improved safety and quality management. Key to this is the

continued development of a widespread engaged safety

culture and greater sharing of information through effective

knowledge management.

To enable the MAA Vision of being recognised as a world class Air Safety Regulator

we must continue to engage with the Regulated Community (RC) and other regulatory

bodies to ensure that our regulatory activity remains effective, relevant and

proportional.

Empowered by the Defence Safety Authority (DSA) Charter from the Secretary of State

for Defence, the MAA is required to regulate UK military registered aircraft, assure the

safety of the delivery of military aviation capability and enforce adherence to the

regulations. I sincerely believe that the management of Risk to Life (RtL) across the

RC is sufficiently mature that while formal advice and corrective actions will be of

benefit for continual improvement, more severe enforcement such as the issue of

Prohibit Notices will rarely be needed.

My goal is for the MAA to be conducting fully risk-based activity underpinned by

evidence by April 17 and to do this we will continue to develop our people and support

other assurance organizations within the RC. We will also improve the knowledge

management across the community to enable increased transparency and a greater

sharing of information.

Whether Regulator or Regulated, our engagement through training, stakeholder liaison

and international forums enables us to identify and share good practice across the

Defence Air Environment (DAE). I need you all to engage and contribute to the

evolution of the MAA and the wider Air Environment and continue on the journey we

are on together.

This strategy document underpins my stated commitment to improving Air Safety

across the DAE and outlines the MAA’s role in achieving it. It also outlines the MAA

Vision for the future and provides long-term direction for all MAA activity as part of the

DSA. This strategy will be used to align resources to accomplish our Mission and

deliver our Vision in the best way possible.

P A Chivers OBE Rear Admiral Director Military Aviation Authority

i

CONTENTS

FOREWORD BY DIRECTOR MAA i

INTRODUCTION 1

OUR VISION 1

OUR MISSION 1

OUR GUIDING PRINCIPLES 1

THE STRATEGIC CONTEXT 4

OUR STRATEGIC OUTCOMES 7

DELIVERING THE STRATEGIC OUTCOMES THROUGH THE

KEY CONDITIONS 7

DELIVERING THE STRATEGIC OUTCOMES THROUGH KEY

CONDITIONS - THE DETAIL AND HOW IT LINKS TOGETHER 9

GLOSSARY 20

1

INTRODUCTION

This strategy document sets out the MAA’s Vision and Mission and is a reminder of our

purpose and direction. Our Mission statement outlines our fundamental purpose and role in

bringing the Vision to life. Over the next 5 years it is our intent to achieve a number of

Strategic Outcomes which will be delivered through the enabling Key Conditions and

underpinned by our guiding principles. As a key component of the DSA, our Vision is

necessarily aspirational, and one that we may never completely achieve, but it serves to

drive continual improvement in the delivery of the Mission.

The MAA is the single authority responsible for the full and independent regulation and

oversight of the entire UK DAE. We aspire to be recognized as an exemplar worldwide.

Our Vision provides us with a direction of travel and is the motivation for improving our

business, but it is aspirational; it is our Mission that provides clarity of purpose and focus for

our efforts.

OUR GUIDING PRINCIPLES In all that we do, we will be mindful of our primary purpose. Our activities will focus on

providing assurance that operating RtL is managed so that it is Tolerable and As Low As

Reasonably Practicable (ALARP) and we are conscious of the part we play in supporting

the efficient and effective delivery of UK operational capability. Underpinning all of our

activity are our guiding principles which form the foundations for individual and

organizational behaviours, as well as continuing to influence our strategic thinking. Our

guiding principles are derived from the key principles stated in the Nimrod Review1, the

Regulators’ Code2 and the Quality Management Principles3. Constant attention to these

guiding principles will support the successful delivery of our Mission as we strive to attain

our Vision.

¹ https://www.gov.uk/government/publications/the-nimrod-review

² https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/300126/14-705-

regulators-code.pdf 3

http://www.iso.org/iso/pub100080.pdf

Our Mission:

To enhance the delivery of operational capability through the

continual improvement in military Air Safety, appropriate culture,

regulation and practice.

Our Vision:

To be a world class military Air Safety regulatory and assurance

organization that is proactive, innovative, modern, efficient and

effective.

2

LEADERSHIP - Strong and inclusive leadership, demanding and demonstrating by

example, active and constant commitment to Air Safety as the overriding priority.

INDEPENDENCE - Maintenance of independence throughout the regulatory regime,

in particular in the setting of safety and airworthiness policy and regulation, and our assurance and enforcement activities.

PEOPLE - Investing in our People as they are essential for delivering high standards

of work and need to be actively engaged in our safety culture.

SIMPLICITY - Regulatory structures, processes and rules must be as simple,

straightforward and accessible as possible so that everyone can understand them.

ENGAGEMENT - Activities are undertaken so we can provide simple and direct

ways to engage with those we regulate and hear their views.

IMPROVEMENT - Employing a comprehensive approach to the improvement of the

products, processes and the systems we use.

EVIDENCED AND RISK BASED - Driving towards a predominantly risk based

approach so that our regulatory activities are driven by evidence and risk that target our regulation in the areas where it will make the biggest difference.

THE STRATEGIC CONTEXT

THE STRATEGIC CONTEXT

From 1 Apr 15, the MAA alongside the other Defence Regulators4 became a key component

of the DSA in line with wider MOD policy objectives. As the MOD’s Air Safety Regulator, the

MAA sits in a unique position within Defence aviation. We are charged with the regulation

and assurance of the safe delivery of aviation within the DAE. However, the DAE does not

exist in a vacuum and is continually adapting to real-world influences and challenges

including increasing air traffic density, developing technologies

and general growth and changes across the entire aviation

sector. This requires careful consideration in order for military

operations to be conducted within the relevant legal

frameworks without undue constraint on force generation and

operational capability, whilst also meeting commitments.

Against all of this change, Defence must conduct military

aviation safely without undue risk and with due regard to the

wider aerospace community, other domains and the

environment. We must be cognisant of the need for stability

within regulation and seek to avoid unnecessary amendment, whilst ensuring it remains

relevant and effective. There are a number of external factors that will influence the DAE over

the next 5 years, these include but are not limited to:

Organizational & Personnel Influences:

Continuing maturation of the DSA following Full Operating Capability (FOC) in Apr

16.

Defence Transformation5 and continued implementation of the outcomes from the

Strategic Defence and Security Review 15.

The UK Defence Sector shortfall in Suitably

Qualified and Experienced Persons (SQEP).

The outcome of continued engagement with

external agencies and bodies, including the

Civil Aviation Authority (CAA), European

Aviation Safety Agency (EASA), European

Defence Agency (EDA), Military Airworthiness

Authorities Forum (MAWA), the Development,

Concepts and Doctrine Centre (DCDC), Defence Science and Technology

Laboratory (Dstl) and industry; delivered through the MAA Engagement Strategy.

Further maturation and evolution of processes within the MAA to become a truly risk

based Regulator.

Defence pressures on resources.

Programme Influences:

Global Air Safety developments, for example Single European Skies Programme, as

co-ordinated within the UK by the Civil Aviation Authority (CAA) under their Future

Airspace Strategy.

As the MOD’s Independent

Aviation Regulator, the MAA sits in a

unique position within Defence

aviation

4 Land (Land Systems, Fuel and Gas, Transport and Movements, Adventurous Training), Maritime, Nuclear,

Ordnance, Munitions and Explosives and Fire. 5

DE&S Transformation, Army 2020, RN 2025 etc. 4

A significant number of new equipment projects delivered by a wide range of

acquisition methods to bring them into the UK inventory in the most cost effective

manner with each having unique and potentially novel implications against current

regulation6.

The proliferation of Military Remotely Piloted Air Systems (RPAS), including

Commercial off the Shelf systems, for operational and non-operational use and the

future need to operate in non-segregated airspace.

Future uncertainty/challenges:

The impact of Cyber threats on Air Safety.

The increased use of synthetics in the training environment.

Further implementation of European Military Airworthiness Requirements (EMARs)

and alignment with other like-minded Regulators.

Advances in science, innovation and technology development and how they may

impact regulatory requirements.

Exploitation of the Space environment.

Environmental influences.

The implications of the European Union (EU) Referendum result.

5

6 Such as Queen Elizabeth Class Carrier, F35 Lightning II, Future Combat Air System, Maritime

Patrol Aircraft, Crowsnest and Apache 64E; this is not an exhaustive list.

7

DELIVERING THE STRATEGIC OUTCOMES THROUGH THE KEY CONDITIONS

7

KEY CONDITION 1 - Effective Regulation

KEY CONDITION 2 - Risk Based Assurance

KEY CONDITION 3 - Engaged Air Safety Culture

KEY CONDITION 4 - Recognition, Co-operation and Reputation

KEY CONDITION 5 - Structural / Resource Agility

KEY CONDITION 6 - Effective Knowledge Management and Information Exploitation.

OUR STRATEGIC OUTCOMES In order to achieve our Vision and Mission, we have identified 4 Strategic Outcomes which

we will strive to achieve over the next 5 years. Deliberately they resemble enduring

concepts and not necessarily ‘end state’ conditions. As such the road to their delivery is

made easier by continual business improvement. Our Strategic Outcomes can only be

achieved through commitment and can be used to measure success over the longer-term:

DELIVERING THE STRATEGIC OUTCOMES THROUGH

THE KEY CONDITIONS

To enable delivery of our Strategic Outcomes, the MAA has identified a number of

conditions that will support success. From the identified conditions, the following 6 form our

Key Conditions which will facilitate delivery of the Strategic Outcomes and also enable us to

measure how successful we are in achieving them:

STRATEGIC OUTCOME 1 - REGULATION - To develop appropriate and effective

regulation that is forward looking, responsive to external factors and evidenced from

our assurance activities.

STRATEGIC OUTCOME 2 - ASSURANCE - To ensure that we conduct intelligent

assurance of UK DAE activity worldwide, resulting in comprehensive understanding

and judicious management of RtL utilising a risk based approach.

STRATEGIC OUTCOME 3 - AIR SAFETY CULTURE - To support the development

of a UK DAE with a demonstrably strong and enduring Air Safety culture exemplified

by associated behaviours.

STRATEGIC OUTCOME 4 - RECOGNISED ORGANIZATION - To be recognised

as a learning organization in relation to the UK DAE and aviation Regulators

worldwide, acknowledged by all as being at the forefront of Air Safety thinking and

sustained in that position through sharing good practice and engagement.

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DELIVERING THE STRATEGIC OUTCOMES THROUGH KEY CONDITIONS - THE DETAIL AND HOW IT LINKS TOGETHER

DELIVERING THE STRATEGIC OUTCOMES THROUGH KEY CONDITIONS - THE DETAIL AND HOW IT LINKS TOGETHER Our strategic direction aligns the full range of activities that the MAA is required to perform in

regulating and providing assurance of the DAE. Figure 1 shows the relationship between our

activities from our guiding principles, through the Key Conditions in order to deliver our

Strategic Outcomes. This in turn will enable us to achieve our Mission and Vision. Figure 1

also shows that the 4 Strategic Outcomes are aligned with the first 4 Key Conditions. The

final 2 Key Conditions are broader enabling activities which feed into, across and influence all

of the other Key Conditions and enable delivery of the Strategic Outcomes.

Our strategy must influence, shape and inform a rigorous planning process that drives our

activity.

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Figure 1: The MAA Strategy in a Picture

The successful delivery of Strategic Outcome 1 is predominantly through Key Condition 1 -

Effective Regulation. Our regulation must be proportionate, risk based and appropriate, so

delivery is also informed by Key Condition 6 - Effective Knowledge Management and

Information Exploitation. We will need to constantly assess the applicability of our

regulations for appropriateness and consistency, ensuring that they provide effective

safeguards without sacrificing operational flexibility. The following supporting conditions will

enable successful delivery of this Strategic Outcome:

Assessing regulatory impact: We need to understand the impact that our actions will have

on the RC, the MAA and of course the Air Safety risk that is being mitigated, so that

effectiveness can be assessed. The use of Regulatory Impact Assessments (RIA) at various

stages of the regulatory cycle provides a vehicle to prioritise efforts and understand impacts.

Assessing regulatory efficiency: We will assess ourselves against similar regulatory

bodies such as other National Military Airworthiness Authorities (NMAA) in an attempt to

benchmark our regulatory efficiency. Whilst this may be subjective, it will allow us to better

understand where we can improve. We will also be steered by previous MAA External Audit

Panel (MEAP) results and future DSA external assurance and audit activities.

Improved responsiveness to change: We need to have robust processes in place that

deliver a disciplined approach to regulatory improvements whilst remaining mindful of the

impact of continual change on the RC. We have implemented a tool to support the Request

for Change (RFC) process which provides greater ability to track RFC submissions and

provide automated responses to the originator.

Improved use of feedback: Whilst already a key part of our process, there is potential to

make better use of the feedback that is gleaned from the RC during our engagement,

assurance and approval activities. We intend to review our processes and implement any

necessary changes in order to maximise the effectiveness of this feedback. Included within

this review will be an assessment of our structure to ensure that we have an appropriate

balance of effort between our regulation and assurance activity.

A common approach - the MAWA forum: Following a UK

initiative, in 2008 the Defence Ministers of the 26 participating

Member States tasked7 the EDA to prepare for the creation of a

formal EU-wide Forum for Military Airworthiness Authorities and to

propose a roadmap for European military airworthiness

harmonisation and how this could be implemented. Our UK

approach centres on the implementation of the harmonized

requirements – the EMARs – into our UK Military Regulatory

Publications where appropriate.

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Strategic Outcome 1 - Regulation

To develop appropriate and effective regulation that is forward

looking, responsive to external factors and evidenced from our

assurance activities.

7 EDA Document No. 2008/39.

Longer term, our work with Europe should lead to a period of increased stability in the

principles underpinning regulation, but we will monitor any potential impact on this intent

following the announcement of the UK withdrawal from the EU.

The Key Condition for the successful delivery of this Strategic Outcome is that we have

effective Risk Based Assurance (Key Condition 2) which is driven by the assessed

performance of the organization that is under review. Delivery of this Strategic Outcome is

also supported and enabled through Key Condition 6 - Effective Knowledge Management

and Information Exploitation, where knowledge must be exploited to ensure a risk based

approach guides our assurance activity so that it is focussed on areas where there are

greater risks. This will enable effective use of our resource and minimise the burden on the

RC. To achieve this state, we will need to sustain the considerable progress that has been

achieved thus far and improve upon the following supporting conditions:

A robust assurance process: Our assurance process needs to remain credible, where

information is available, relevant and manageable and where staff are trained to an

independently acknowledged standard. On 1 Jan 16, the MAA became the first ever

organization, globally, to join the International Register of Certificated Auditors (IRCA)

Approved Auditor Competence Scheme which recognised that the MAA meets the highest

standards of professional training and development for auditors.

A comprehensive layer of 2nd party assurance (2PA): The focus is now moving so that

the MAA can become a true 3rd party assurance organization working with recognised and

empowered 2PA organizations. We will be focussing on ensuring that the 2PA activity

conducted by organizations is sufficiently robust to permit the MAA to operate at the level of

an independent party. In support of the 2PA, the MAA has developed a tool to provide

organizations with the ability to conduct maturity assessments of their Air Safety

Management System (ASMS).

Risk based oversight: Risk based processes will continue to be developed and refined to

assist in effective resource management, allowing our attention to be focussed on higher-risk/

higher-impact areas or those with potential of introducing greater risk.

Organizational Approvals: Since the MAA was established, much of our activity has been

focused on approving organizations under the various Approval Schemes8. As these

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Strategic Outcome 2 - Assurance

To ensure that we conduct intelligent assurance of UK DAE activity

worldwide, resulting in comprehensive understanding and judicious

management of RtL.

8 As defined in RA 1005 for contracting with competent organizations which includes Design Ap-

proved Organization Scheme (DAOS), Maintenance Approved Organization Scheme (MAOS), Con-tractor Flying Approved Organization Scheme (CFAOS) and ATM Equipment Approved Organization Scheme (AAOS). Also RA 1016 which requires Military registered Air Systems to be managed by an MAA Approved Military Continuing Airworthiness Management Organization (Mil CAMO).

schemes continue to mature, our focus will transition from initial compliance based reviews to

how well these organizations have established themselves through use of our risk based

assurance programme.

Type Certification and Oversight of Design Integrity: To ensure that an Air System’s

design meets appropriate safety requirements, a systematic, independent certification

process is provided for both new types of military registered Air Systems and for major

changes to existing designs.

The Key Condition to the successful delivery of this Strategic Outcome is Key Condition 3 -

Engaged Air Safety Culture. As stated within the Nimrod Review, the fostering of a strong

and effective Safety Culture is vital to reducing aircraft accidents. Improving Air Safety

Culture is about inculcating Air Safety as part of routine decision-making in all that we do;

from the manufacturer to the individual on the front line. It is about safety in procurement and

equipment support, as much as in day-to-day training and operating. Our activity

encompasses the organizational beliefs, attitudes and values which take time and persistent

action to shape as well as the structures, practices and controls that are in place to manage

Air Safety.

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Strategic Outcome 3 - Air Safety Culture

To develop a UK DAE with a demonstrably strong and enduring Air

Safety Culture exemplified by associated behaviours.

We will continue to champion the major components of Air Safety: Reporting Culture, Just

Culture, Flexible Culture, Learning Culture, and Questioning Culture; which is underpinned

by Leadership Commitment, Open Communication and an Effective Decision Making

Process. We have identified the following supporting conditions for success:

Air Safety training: The continued delivery of effective Air Safety training. We intend to

build upon a strong foundation and continue to develop the syllabus of the courses

delivered by the Centre of Air Safety Training (CoAST). Excellence in Air Safety training will

help promote a maturing and self-sustaining Air Safety Culture that is engaged and

evidenced by a tangible change in behaviours and attitudes.

Improved self-assessment: This is enabled through the ASMS self-assessment tool

(MAPM9) and the Safety Culture assessment framework. These tools have been developed

to build upon assessments of ASMS and Air Safety Culture that are undertaken, at all levels

across the RC, by adding additional rigor and a common approach. The tools, readily

available and widely communicated, help to provide a benchmark against which

organizations can monitor their developing maturity. The journey towards embedding an

Engaged Air Safety Culture across the RC continues and will be aided by the provision of a

revised DA FAiR10 model that has been developed following feedback from the RC and in

close consultation with the MAA’s Defence Aviation Error Management System (DAEMS)

partner.

MAA influence of the RC: We will work to improve the sharing and transparent use of Air

Safety knowledge so it can be exploited across both the DAE and the civil aviation

environment. By doing so, we will continue to encourage the development of the Learning

Culture so that clear and accountable decisions can be made in light of Air Safety

information. Engagement of the RC will be implemented through our Engagement Strategy.

The Key Condition to the successful delivery of this Strategic Outcome is that we have Key

Condition 4 – Recognition, Co-operation and Reputation. Our multi-level Engagement

Strategy provides a framework for engagement with stakeholders encompassing the RC

and areas which may have influence on the DAE. The primary function of these

engagements is to ensure that our remit is fully understood across the stakeholder

community - letting people know the span and boundaries of our responsibilities.

Specifically, we plan to continue and develop our activity in the following areas:

9 MAA Air Safety Management Performance Matrix.

10 Defence Aviation Flowchart Analysis of Investigation Results.

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Strategic Outcome 4 - Recognised Organization

To be recognized as a learning organization in relation to the UK

DAE and aviation regulators worldwide, acknowledged by all as

being at the forefront of Air Safety thinking and sustained in that

position through sharing good practice.

Recognition as a learning organization: We must demonstrate that we are a learning

organization, particularly by the community we regulate, a community which is also

expected to be a learning community. We must also then share and encourage the sharing

of this learning across the DAE.

Formal (mutual) recognition and global engagement: We will continue to lead thinking

towards airworthiness harmonization and seek opportunities for technical and operator

recognition. Throughout this work, we will preserve sovereignty in regulatory decision-

making whilst taking every opportunity to learn from our international colleagues. We will

continue to work within Europe, North Atlantic Treaty Organization (NATO), and the Air and

Space Interoperability Council (ASIC) and by working with other NMAA, we will enhance UK

Defence reputation and exploit worldwide good practice whilst seeking opportunities for the

Department. We remain committed to the recognition of competent authorities where there

are tangible benefits to the DAE such as the ability to reduce costs and save time from joint

acquisition projects subject to available resources. However, we will monitor any potential

impact on this intent following the announcement of the UK withdraw from the EU.

Interaction with other Regulators within the DSA: We welcome the formation of the

DSA and will work collegiately with the other Regulators to ensure a positive outcome for

Defence. Given the complex nature and breadth of our business, there is often overlap with

the other regulatory bodies. There is therefore potential for the RC to be faced with

duplicate or conflicting information or worse still there to be a gap in the management of

RtL. The formation of the DSA provided the opportunity to conduct a regulatory gap

14

11 Defence Safety Regulatory Review

15

analysis11 and to identify any overlaps to ensure that all areas of the DAE are appropriately

regulated and to help identify sub-optimal arrangements. Much of this activity is being

conducted through the Programme for the Regulation and Investigation of Safety by the

MOD (PRISM) DSA change initiative, in which we will continue to be an active participant.

Quality Management System: We intend to build upon the strong foundation of our

internal Business Management System so that it provides more effective quality

management of our processes. In turn, this will ensure that the outputs from the MAA

remain of high quality and that the processes we employ are efficient and effective.

Reputation: In all that we do, at both the organizational and individual levels, we must be

competent and recognised as professionals. Steps towards demonstrating this at the

organizational level have already been taken with the MAA being approved under the IRCA

Approved Auditor Competence Scheme on 1 Jan 16. At the individual level, we will

therefore maintain our system of assessing and tracking competence across the MAA whilst

incorporating better methods of managing that experience for maximum benefit. We will

continue to encourage the professional development and registration of our people so that

their credibility is maintained.

Sharing good practice: Our initiatives to develop our own knowledge exploitation and risk

management techniques will be shared across the DAE and DSA for the benefit of others.

Initiatives where we intend to continue sharing our experience are: Air Safety Information

Management System (ASIMS), DAEMS2, Risk Based Assurance (Heat Maps) and Bow Tie

analysis.

Key Condition 5 - Structural and Resource Agility: MAA outputs are clearly dependent

on having a motivated and empowered workforce that has the ability to respond to external

challenge and deliver against a risk based12 assurance programme. Therefore, we are

planning to build on our strengths and develop the following supporting conditions:

Optimise the MAA workforce: The MAA's workforce should be SQEP, motivated and

empowered.

Optimise the MAA governance and planning processes: Through frequent review of its

governance and planning processes, the MAA should ensure it manages its resources

efficiently in order to assess progress against the Key Conditions in delivering our Strategic

Outcomes.

Handle change and external influences: The MAA should adapt successfully to changes

in its environment and manage any effects from external units on its performance.

Financial resources: As with all centrally funded departments, we are accountable for

delivering outputs that support Defence Strategic Direction and the Defence Plan. Director

MAA is personally responsible for delivering these as effectively, efficiently, sustainably and

economically as possible, and for safeguarding regularity and propriety, remaining within

control totals. To permit this control, we have a robust business planning and control

framework and effective system that monitors and accurately reports delivery of our plans.

We consider the financial implications of risks to the delivery of plans and base our financial

forecasts on appropriate and reasonable assumptions and information. Over the next 5

years, we will improve our forecasting of financial requirements that are not routine

business, enabling us to maximise effort for discrete periods of time on priority tasks.

Key Condition 6 - Effective Knowledge Management and Information Exploitation:

The MAA is heavily dependent on information. Critical to our credibility and success is the

ability to analyse this information and conduct knowledge exploitation in order to inform our

risk based assurance and regulation activity with the following supporting conditions:-

A Co-ordinated Information Management plan: The MAA's information should be

effectively structured and managed to enable timely and accurate analysis and

exploitation. The MAA is heavily dependent on information. Our Information

Management Strategy focuses on our ability to collect both internal and external

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12 A risk based assurance programme varies in frequency, depth and duration with corresponding

effect on the resources that are required.

Enabling Key Conditions

The enabling Key Conditions: Key Condition 5 - Structural and

Resource Agility and Key Condition 6 - Effective Knowledge

Management and Information Exploitation have been

mentioned, but not covered in full detail. These 2 Key Conditions

are important activities which support, influence and inform all of

the other Key Conditions to achieve the Strategic Outcomes.

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data from a number of sources such as Service Inquiries, ASIMS, Audit and

Assurance Reports. We will continue to improve our tools for the collation and

exploitation of this information in a co-ordinated Information Management plan. Critical

to our credibility and success is the ability to analyse this information and conduct

knowledge exploitation in order to inform our risk based assurance and regulation

activity.

Knowledge Exploitation: The MAA should ensure that it is able to effectively collate

and exploit data in support of risk based assurance and regulation. The development

of ASIMS has progressed well and there are now over 200,000 reports available for

analysis and knowledge exploitation. ASIMS (V3.0) has been introduced; this version

improves the taxonomy and allows better classification of reported occurrences,

enabling greater data exploitation and providing a clearer picture of Air Safety risks.

We are developing excel-based risk analysis tools that are predictive allowing the clear

presentation and exploitation of the overall risk picture. Additionally, we will continue

to investigate the use of enhanced and emerging software tools to allow better data

mining of the information available to us, for example through the integration of BowTie

with ASIMS and PRISM Project 2 Report-Analyse-Exploit.

Learning From Experience (LFE): The MAA conducts multiple activities with a wide

range of external organizations and it is crucial for us to learn from the experience

gained during this engagement activity. The principal means by which lessons are

identified and captured is formal LFE management activity. We therefore intend to

establish an LFE Strategy , programme of reviews and system of tracking our lessons.

GLOSSARY

GLOSSARY

20

2PA - 2nd Party Assurance

ALARP - As Low as Reasonably Practicable

AOS - Approved Organization Scheme

ASIC - Air and Space Interoperability Council (UK, USA, Canada, Australia and New Zealand).

ASIMS - Air Safety Information and Management System

ASMS - Air Safety Management System

CAA - Civil Aviation Authority

CAMO - Continuing Airworthiness Management Organization

CoAST - Centre of Air Safety Training

DAE - Defence Air Environment

DAEMS - Defence Aviation Error Management System

DA FAiR - Defence Aviation Flowchart Analysis of Investigation Results

DCDC - Development, Concepts and Doctrine Centre

DSA - Defence Safety Authority

Dstl - Defence Science and Technology Laboratory

EASA - European Aviation Safety Agency

EDA - European Defence Agency

EMAR - European Military Airworthiness Requirements

EU - European Union

FOC - Full Operating Capability

IRCA - International Register of Certificated Auditors

LFE - Learning From Experience

MAA - Military Aviation Authority

MAPM - MAA Air Safety Management Performance Matrix

MAWA - Military Airworthiness Authorities Forum

MEAP - MAA External Audit Panel

NATO - North Atlantic Treaty Organization

NMAA - National Military Airworthiness Authorities

PRISM - Programme for the Regulation and Investigation of Safety by the MOD

RC - Regulated Community

RFC - Request for Change

RIA - Regulatory Impact Assessment

RPAS - Remotely Piloted Air System

RtL - Risk to Life

SQEP - Suitably Qualified and Experienced Person

www.gov.uk/maa

dsa-maa-mrpenquiries@mod.uk

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