Every aspect of our complex industry relies on strong human relationships and understanding. Crew resource management and human factors training are the formal incarnation of this – but safety management systems, effective reporting systems and even good customer service are all based on good human relationships.

In the last couple of months I have attended a number of industry meetings and events where this concept is fully accepted and the focus has been on seeking to improve things further. So why is it that my perception is that airlines and regulators seem to be constantly making life harder and harder for those of us who believe that enhancing the safety, security and economic competitiveness of our industry relies on good human relationships?

In aviation we address problems methodically, thoroughly and almost without exception; successfully. Take the examples of icing conditions or low visibility operations. In the past these phenomena have caused serious accidents and precluded operations. In response, we have developed technology, procedures and training processes which now allow for safe flying into inhospitable weather conditions. The investment of time and resources has paid off in uninterrupted (and therefore more profitable) operations.

I believe we need to apply this analogy to human relationships in aviation. The hazard, I would contend, has been the by-product of a more vibrant aviation marketplace. The liberalisation of the aviation industry, although not complete, has provided for a much better market with many more flights at more competitive prices. As aviation is a vital part of our infrastructure, this benefits both leisure and business travellers alike. But liberalisation has also produced a hazard

• greater competition means that costs come under greater scrutiny and assumptions are torn up in the process
• regulators are becoming the weaker partners as airlines are not contained within a geographical area and are potentially able to ‘shop’ for a regulator, producing competition in an area it was not forseen
• social balance between employer and employee which has made the EU the richest market in the world, have been upset – and in some cases destroyed

The EU has recognised the problem and has produced some fine words and aspirations to address it – the Lisbon agenda, social protocols and even in the EU-US Comprehensive Air Transport Agreement. However, it is deeds, not words, which count and for both the safety and competitiveness of our industry, we need to see action.