SMS Planning

 Safety management addresses all of the operational activities of the entire organization.  The four (4) components of an SMS are: 1) Safety Risk Management 2) Safety policy and objectives 3) Safety assurance 4) Safety promotion  All these four components are based on the eight building blocks of safety management.

What are those eight building blocks in managing safety? List all of them!

 Each component is subdivided into elements.  Under SMS planning, the components lie under the safety policy and objectives are: 1) Management commitment and responsibility 2) Safety accountabilities 3) Appointment of key safety personnel 4) Coordination of emergency response planning 5) SMS documentation

Figure: Commitment from top management and committee to create safety accountabilities

 The written safety policy is a concrete expression of the management’s philosophy and commitment to safety.  It should clearly encapsulate the senior management’s commitment to improving aviation safety as their top priority.  It should be a straightforward statement that includes the following points : a) Senior management commitment and intentions with regard to safety b) The organisation’s safety management principles c) Establishment of safety as a core value d) Responsibility for the safety programme

 To identify and eliminate hazardous conditions within our aviation related processes and operations  To perform hazard and risk assessment for all proposed new equipment acquisitions, facilities, operations and procedures  To provide relevant SMS training/ education to all personnel.  To provide a safe, healthy work environment for all personnel

 To minimize accidents/incidents that is attributable to organisational factors  To prevent damage and injury to property and people resulting from our operations  To improve the effectiveness of the safety management system through a yearly safety audit that reviews all aspects of the SMS

 An SMS is a management system for ensuring safe and efficient operations.  Therefore an SMS must start with senior manager.  In any organization, management is in control of: a) The activities of personnel b) The use of resources that are directly related to, or necessary for, the delivery of services.

 The senior management of the organisation led by the Chief Executive Officer is ultimately responsible for the entire organisation’s attitude towards safety.  Its organisation safety culture will depend on the senior management’s level of commitment toward safe operations  A safety management system will not be effective if it receives attention only at the operational level.

 The successful management of safety is a cooperative responsibility that requires the participation of all management and operational personnel of the organisation.  The safety roles and accountabilities between the organisation’s key safety personnel (or department) and all other functional departments should be established and clearly defined.  They should be documented and communicated to all levels of the organisation

Can we consider this situation as a safe act? If an organization did not have good planning towards safety act, thus people will not think that our organization is not safe. To create safety accountabilities, systematic system must be created.

Accountable Manager The Accountable Manager should have: a) ultimate responsibility for the implementation and maintenance of the SMS b) full control of human/ financial resources c) final authority over operations under the certificate of approval d) final responsibility for all aviation safety issues

Figure: Safety Accountabilities

Safety (SMS) Manager  Managing the SMS implementation plan  Facilitating hazard identification and risk assessment activities  Monitoring the effectiveness of mitigation actions  Providing periodic reports on safety performance  Maintaining the SMS documentation  Planning and organizing staff safety training

Safety Review Board (Safety Committee)  Making recommendations or decisions concerning safety policy and objectives  Defining safety performance indicators and set safety performance goals for the organisation  Reviewing safety performance and outcomes  Providing strategic directions to departmental Safety Action Groups (SAG) where applicable

Safety Action Group(s)  Managing the area’s hazard identification and risk assessment activities.  Implementing mitigation or corrective actions to improve aviation safety relevant to the area.  Maintenance and review of relevant performance indicators.  Managing safety training and promotion activities within the area.

Every individual must play their roles to create safety trusty and accountabilities. Even if the top manager give all out commitment, without cooperation and good practices of workers, the safety environment cannot be created. THINK OUT OF THE BOX!!!

 It is necessary that the organisation maintain a systematic record of all measures taken to fulfill the objectives and activities of the SMS.  Such records would be required as evidence of on going SMS processes.  These records should be appropriately centralised and maintained in sufficient detail to ensure traceability of all safety related decisions.

What should we record? a) Hazards Register b) Incident/Accident reports c) Incident/Accident investigation report d) Safety/SMS audit reports e) Periodic analyses of safety trends/indicators f) Minutes of safety committee or safety action group meetings. g) Hazard and Risk Analysis Reports

SAFETY LIBRARY

 An Emergency Response Plan (ERP) outlines in writing what should be done upon a major incident or accident and who is responsible for each action.  The purpose of an ERP is to ensure : a) Planned actions to minimize indirect or consequential damage b) Planned actions to recover the safety-related maintenance error c) Recovery actions as well as procedures for orderly transition from normal to emergency operations

Figure: Planned actions to minimize indirect or consequential damage

Continue... d) Designation of emergency authority e) Assignment of emergency responsibilities f) Authorization by key personnel for actions contained in the plan g) Safe continuation of operations, or return to normal operations as soon as possible

Figure: Assignment of emergency responsibilities