A Final Optimisation Phase, Known as the Safety Period

A Final Optimisation Phase, Known as the Safety Period  

At this stage, accidents have become rare or even very rare but they are much more intolerable to public opinion. The burden of management swells safety divisions replace quality divisions or new ones are created alongside them. Crisis cells come into being because crises themselves become more and more frequent and 

The polemical atmosphere rapidly intensified following revelations about the maintenance of charter aircraft, flight authorisations and the lack of information on dangerous airlines. The DGAC (Direction G6n6rale de T Aviation Civile, the French CAA) quickly announced stricter controls on charter airlines and made available a list of charter airlines to avoid (blacklist). 

Two years later, the companies in the hot seat who had made efforts, particularly the charter airlines, annoyed at being subjected to this lack of understanding, had in some cases reverted to their former approach of disclosing as little as possible to passengers and the authorities. 

Media pressure and irrational investment late in the cycle France invested around 50 million euro in the (high media-profile) aftermath of the accident that occurred in the Mont Blanc tunnel (39 victims, 24 March 1999) to improve safety in a small number of major Alpine tunnels which have claimed no more than a few victims over 20 years. This was significantly higher than the total amount invested by the French State during the same period in road safety as a whole (although more than 8,000 people 

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