Ms. Pasztor is the new Boeing person in charge of its Safety Culture

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Changes to Sharpen Company Focus on Product and Services Safety

Company implements and builds upon recommendations from Boeing Board of Directors independent review

New Product and Services Safety organization unifies company approach to safety

Additional actions elevate Engineering function, strengthen Boeing’s culture and will advance safety across the aerospace ecosystem

Muilenburg selects Pasztor to lead Product and Services Safety organization

Board recommended new function to enhance Safety Culture

sms and SMS

Experienced and Knowledgeable, but has MAJOR CHALLENGE 

Boeing Chairman, President and CEO Dennis Muilenburg today announced several immediate actions he is taking to strengthen the company’s enduring commitment to product and services safety.

The actions follow recent recommendations from the Boeing Board of Directors that were the result of a five-month independent review of the company’s policies and processes for the design and development of its airplanes by a specially appointed committee, initiated by Muilenburg following the Lion Air Flight 610 and Ethiopian Airlines Flight 302 737 MAX accidents. Recommendations from the Committee on Airplane Policies and Processes—supported by extensive outreach to internal and external experts—focused on further improving safety throughout the company and the broader aerospace ecosystem.

…”My team and I embrace our board’s recommendations and are taking immediate steps to implement them across the company in partnership with our people, while continuing and expanding our ongoing efforts to strengthen safety across Boeing and the broader aerospace industry.[1]

In addition to the previously announced permanent Aerospace Safety Committee of the Boeing Board of Directors, Muilenburg shared that Boeing is standing up a new Product and Services Safety organization that will further strengthen the company’s safety-first focus. This organization will unify safety-related responsibilities currently managed by teams across several Boeing business and operating units.

The team will be led by Vice President of Product and Services Safety Beth Pasztor[2](see cover), who will report jointly to the Boeing Board of Directors Aerospace Safety Committee[3] and Greg Hyslop, Boeing chief engineer and senior vice president of Engineering, Test & Technology. The organization will bring together teams across Boeing—and external talent where needed—to elevate awareness and reporting of, and accountability for, safety issues within the company, further improving enterprise-wide product and services safety.[4]

Pasztor, a 34-year Boeing veteran, previously served as vice president of Safety, Security & Compliance for Boeing Commercial Airplanes, where she was responsible for integrating product safety and regulatory compliance actions and initiatives.

The organization is responsible for reviewing all aspects of product safety, including investigating cases of undue pressure and anonymous product and service safety concerns raised by employees.  [i.e. whistleblowers]

Pasztor also will oversee

the company’s Accident Investigation Team and

safety review boards,

 in addition to

the enterprise Organization Designation Authorization[5]—the company’s engineering and technical experts who represent the Federal Aviation Administration in airplane certification activities.[6]

With input from the specially appointed committee, Muilenburg also announced that engineers throughout the company, including the new Product and Services Safety organization, will report directly to Hyslop, whose focus will be on health and capability of the Engineering function and related needs of the company. This realignment will help strengthen engineering expertise, encourage a companywide approach to meeting customer, business unit and operational priorities, and further emphasize the importance of safety. It also places an even greater emphasis on creating professional growth opportunities for engineers across the enterprise.

[Muilenburg also announced a number of detailed changes which appear to be exceptionally well-designed responses to the company’s recent problems see APPENDIX B] …

Boeing is a huge, globally dispersed organization–from top of the Chicago headquarters to the floor of its hangars. Ms. Pasztor’s span must reach all of those members of Boeing’s newly enhanced safety culture.

There is sms and there is SMS. It is impossible to discern the difference from the outside. However, again without real knowledge, one assumes that the risk analysis of the MCAS was not subject to the ROBUST SMS.







Given that this is a fair observation, here are some resources for Ms. Pasztor:


WSJ’s Pasztor exposes the new SMS safety concept to readers

John Goglia’s Position on SMS is an IMPORTANT READ

Does SMS need to look at Cognitive Outcome Bias in pilots as an error flag?

Even seemingly remote SMS scenarios should be judged by relevant data

International Industry team develops Cradle-to-Grave SMS standard






Blockchain and SMS—another safety advance based on technology and data ?

SMS, Schein and the Right Role for Consultants

IASMS is being developed as the SMS on steriods; economists needed

AD issuance might be best served by including SMS analysis

What does a lessor have to do with SMS, ASIAS, etc.?

What does a lessor have to do with SMS, ASIAS, etc.?

SMS needs the right process, the right leadership & the right data

Boeing Falsified Papers & Ignored Procedures VS. SMS

The Promise of New Data requires additional planning for SMS

SMS application to Aircraft Certification should be a Positive Experience

Lessons from 4 years of Safety Culture survey

Airbus’ and Delta’s SKYWISE is missing a KEY focus

Boeing Quality Transformation- less human touch but greater QA






Ms. Pasztor certainly knows her SMS, but this library might be helpful in amplifying the Boeing Safety Culture.





…. the board amended the company’s Governance Principles to include safety-related experience as one of the criteria it will consider in choosing future directors.

… Reaffirming Boeing’s commitment to the safety of the global aerospace ecosystem and to the safety of its products and services, the board recommends that the company:


  • Create a Product and Services Safety organization: The board recommends that a new Product and Services Safety organization be created and report directly to senior company leadership and the board’s Aerospace Safety Committee. The organization’s responsibilities would include reviewing all aspects of product safety, including investigating cases of undue pressure and anonymous product and service safety concerns raised by employees. The organization also would maintain oversight of the company’s Accident Investigation Team and the company’s safety review boards. The committee believes the work of this organization should increase awareness and reporting of, and accountability for, safety issues within the company, further improving enterprise-wide product and services safety.

    It is recommended that the enterprise Organization Designation Authorization, the company’s engineering and technical experts who represent the Federal Aviation Administration in airplane certification activities, report to the Product and Services Safety organization and vice president for Product and Services Safety.

    The board further recommends that the Accident Investigation Team as well as the teams responsible for military aircraft certification and mission assurance for space and launch systems report to the vice president for Product and Services Safety.

  • Realign the Engineering function: The board recommends that engineers throughout Boeing, including the new Product and Services Safety organization, report directly to the chief engineer, who in turn reports directly to the company’s chief executive officer. The company’s chief engineer should focus his or her attention primarily on the Engineering function and the related needs of the company, supported by a senior leader who is responsible for developing, implementing and integrating new technology, tools, processes and digital systems. The board believes the recommended realignment would strengthen the company’s Engineering function, promote continued companywide focus on customer, business unit and operational priorities, and result in an even greater emphasis on safety.
  • Establish a Design Requirements Program: The board recommends that the realigned Engineering function create a formal Design Requirements Program that would incorporate historical design materials, data and information, best practices, lessons learned and detailed after-action reports. The board believes this will reinforce Boeing’s commitment to continuous improvement and a culture of learning and innovation.
  • Enhance the Continued Operation Safety Program: The board recommends that the company amend its Continued Operation Safety Program to require all safety and potential safety reports be provided to the chief engineer for his or her review. This requirement would increase transparency and ensure safety reports from all levels of the company are reviewed by senior management.
  • Re-examine flight deck design and operation:The board recommends that Boeing partner with its airline customers and others in the industry to re-examine assumptions around flight deck design and operation. Design assumptions have evolved over time, and the company should ensure flight deck designs continue to anticipate the needs of the changing demographics and future pilot populations. Additionally, the company should work with all aviation stakeholders to advise and recommend general pilot training, methods and curricula – where warranted, above and beyond those recommended in a traditional training program – for all commercial aircraft manufactured by the company.
  • Expand the role and reach of the Safety Promotion Center:The board recommends that the Safety Promotion Center’s role and reach be extended beyond Boeing’s engineering and manufacturing communities to the company’s global network of employees, factories, facilities and offices. This expansion would serve to reinforce Boeing’s longstanding safety culture and remind employees and the flying public of the company’s unyielding commitment to safety, quality and integrity.


Muilenburg’s Other Actions

“These changes will enhance our team and amplify our focus on safety, while benefiting our customers and operational performance, and intensify our focus on learning, tools and talent development across the company,” said Muilenburg.

The company also is establishing a Design Requirements Program to strengthen a culture of continuous improvement, learning and innovation; enhancing the Continued Operation Safety Program to raise visibility and transparency of all safety and potential safety reports; partnering with commercial and defense customers, and other stakeholders, to ensure flight deck designs continue to anticipate the needs of future pilot populations; and expanding the role and reach of the company’s Safety Promotion Center to reinforce Boeing’s long-standing safety culture.

Concurrently and in addition to the board’s recommendations, Muilenburg announced further steps Boeing is taking to strengthen how it manages safety across the company and its supply chain, focusing on operational excellence, investing in its people and, in partnership with others across the aerospace community, working to improve global aviation safety.

That includes expanding companywide use of a comprehensive safety management system and safety review boards to standardize safety policy and objectives, share best practices, manage risk, assess performance, increase visibility and further strengthen the company’s safety culture. An anonymous reporting system, born in Commercial Airplanes and expanded across the company, is encouraging employees to bring forward potential safety issues that will be reviewed by the Product and Services Safety organization. Also, safety review boards have been expanded and are now led by senior company leadership, including Boeing’s chief engineer and business unit CEOs, resulting in enhanced visibility. Early gains and lessons learned are being applied—today—across a range of development and established programs. Additionally, investments in enhanced flight simulation and computing capabilities have increased the company’s ability to proactively test a wide range of scenarios, resulting in improved product safety. For example, over the past several weeks, software engineers have run 390,000 flight hours on the 737 MAX—the equivalent of flying 45 years. Advanced R&D efforts in future flight decks also are underway, leveraging leading-edge work in human factors science and design.

“At this defining moment, Boeing must take an expanded leadership role with a heightened focus on safety — and reach even higher,” said Muilenburg. “In addition to our focus on a common safety management system, we’re creating new leadership positions with the authority, accountability and transparency needed to make measurable progress; addressing the growing need for talent, pilot and maintenance technician training, and STEM education; as well as investing in areas such as product design, future flight decks, infrastructure, regulation and new technologies. We will have more to share on these additional efforts soon.

“Ensuring the safety of the flying public, pilots and crew is our top priority as we work to return the 737 MAX to service,” he continued. “We’ll keep learning from the recent accidents, share what we learn with the broader aviation community, and emerge better and stronger as a company and industry.”

Boeing is the world’s largest aerospace company and leading provider of commercial airplanes, defense, space and security systems, and global services. As the top U.S. exporter, the company supports commercial and government customers in more than 150 countries. Boeing employs more than 150,000 people worldwide and leverages the talents of a global supplier base. Building on a legacy of aerospace leadership, Boeing continues to lead in technology and innovation, deliver for its customers and invest in its people and future growth.


[1] Like the Industry Safety Strategy Group (ISSG)

[2] Ms. Pasztor is so highly regarded within the industry that DOT Secretary Chao named her to the Safety Oversight and Certification Advisory Committee (SOCAC)

[3] Adm. Edmund Giambastiani, Jr., (Ret.), former vice chairman, U.S. Joint Chiefs of Staff, and a career nuclear-trained submarine officer, chairman of the Aerospace Safety Committee; current Boeing Board members Lynn Good, chairman, president and CEO, Duke Energy Corporation, and Lawrence Kellner, president, Emerald Creek Group and former chairman and CEO of Continental Airlines

[4] For the full list of Board Recommendations see APPENDIX A

[5] Boeing might consider making this organization as an independent company, not owned by Boeing Such a corporate change might alter the public (read several Congresspersons) that the ODA is a self-certification.

[6] Ms. Pasztor might consider hiring an outside audit firm to assess what went wrong in the FAA- Boeing ODA relationship.


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