If you do not change, you can become extinct. Spencer Johnson, M.D. 30 May 2016

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2 If you do not change, you can become extinct Spencer Johnson, M.D. 2

3 Your facilitators Anne-Mette Petri Anders Halskov-Jensen Former B737 driver Training Specialist Development Specialist MSc. HF & System safety Former air traffic controller Training Specialist Development Specialist I want 4 lines too 3

4 Practicalities 4

5 A request to you 5

6 One year ago... 6

7 And there is more to come The European Union 7

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9 EU Aviation Strategy Growth Markets Capacity Efficiency Safety Social agenda Passenger rights Technology Sustainability 9

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12 How to change in our own organisations? 12

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14 Changes at EPN 14

15 BRIO 15

16 Changes at EPN 16

17 Changes at EPN 17

18 Changes at EPN 18

19 Changes at EPN 19

20 Changes at EPN 20

21 Things, that help us handle changes 21

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23 Handling changes 23

24 Handling changes 24

25 Handling changes 25

26 Handling changes 26

27 Handling changes 27

28 Handling changes 28

29 Handling changes 29

30 Are you ready to change...and think differently? 30

31 BRIO 31

32 Sten Winther The values trigger a behavior that is needed for having successful implementation of changes. In my perspective I would see the Responsible as the most important, because I see it as one of the key elements in implementing changes. Everybody shall take a responsibility in implementing changes. The other values are characteristics that can support better implementation of changes 32

33 Matthieu Branlat = Identify & recognise that change might be necessary. Such recognition from an open mindedness relative to workarounds performed by operators in their daily practice a frame of mind that switches from considering such actions as deviations that threaten performance, to looking at them as potential innovative adaptations, performed responsibly, indicative of gaps in normal practices and needs for change in order to sustain performance that operators at the sharp end dare to speak up when issues arise, an attitude that needs to be encouraged at the blunt end, and courage at the blunt end to investigate the evolving operational environment and new ways of functioning 33

34 Jeanette Hounsgaard You are all responsible people, no question about that. You don't need to be innovative to see how work is actually done day after day. You need to be open-minded and you need to be brave to accept what you see and act on it 34

35 Endre Berntzen All changes should be looked at as opportunities, not limitations. If you HAVE to change, my experience is that you don't get as involved. To make a REAL change you should be: brave enough to ask good questions responsible enough to see how things will benefit your company innovative enough to make sure the change is adapted to the needs. And... open minded enough to review all paths taken 35

36 Steven Shorrock For all organisations - I am less interested in espoused values than in how the values (and the actual values of its subgroups) are enacted. If I had to choose one it would be open minded. It is a fairly rare quality in organisations so to see evidence of it is always nice 36

37 Johan Bergström In a business typically dedicated to make people fit a certain socio-technical system (something that resonates more with words such as reliability, stability, trustworthiness and perhaps quality). I think these four values represents how brave you actually are, which at least proves the no. 1 to be valid 37