FOREWORD
1. PURPOSE:
This advisory circular (EAC) cont=
ains
standards, specifications and recommendations for Safety
Management System
2. APPLICATION=
: =
The Standards referenced herein a=
re
recommended by the Egyptian Civil Aviation Authority (ECAA) for Application=
on
all aerodromes.
3. RELATED
3.1 Regulatory References:
=
a. Egyptian Civil Aviation Regulation Part 139,
Certification and Operations: Land Airports Certification and Operations: L=
and
Airports intended to serve Commercial or Non-Commercial Aircraft Operations=
.
b. EAC
No: 139-1, Aerodrome Certification Procedures.
c. Airport Certification Program Handbook, ECAA
Doc. No. 2002-1.
=
a. ICAO
=
b. ICAO Do=
cument
9422 - AN/923, Accident Prevention Manual.
c. <=
/span>ICAO Document 9376 - AN/914 Preparation of an Operat=
ions
Manual.
4. HOW TO
ORDER:
Copies of these documents can be
purchased from ECAA, MoCA.
CHAPTER 1
INTRODUCTION
1.1
GENERAL:<=
span
lang=3DAR-EG dir=3DRTL style=3D'font-size:12.0pt;font-family:"Traditional A=
rabic";
mso-ansi-language:EN-GB;mso-fareast-language:EN-GB;mso-bidi-language:AR-EG'=
>
1.1.1 =
The Egyptian
Civil Aviation Regulation, ECAR Part 139 has
proposed to implement a the process of the Safety Management System (SMS), =
to
identify, track and resolve deficiencies in compliance with ECAA Standards =
and
Recommended Practices at Egyptain aerodromes. The SMS is proposed to become=
a
Recommended Practice in operation (139.304(a)), a Standard in
preparing the Aerodrome Certification Manul (ACM) (139.304(b)) <=
span
lang=3DEN-GB style=3D'font-size:12.0pt;mso-ansi-language:EN-GB;mso-fareast-=
language:
EN-GB'>in ECAR
Part 139 from July 2003, and a Standard in operati=
on
of a certified aerodrome (139.304(c)) in ECAR Part 139 from
24 June 2005.
1.1.2 An operator shall establish an accident prevention and flight safety
programme, which may be integrated with the Quality System, including
programmes to achieve and maintain risk awareness by all persons involved i=
n operations".
This statement is based upon the International Civil Aviation Organisation
(ICAO) recommended practice (Annex 6 Part 1) for operators to have such a
programme in place.
1.2
1.2.1 "Safety
Management” is defined as the systematic management of the risks
associated with flight operations, related ground operation and aircraft
engineering or maintenance activities to achieve high levels of safety
performance: and,
1.2.2 A " Safety
Management System' is an explicit element of the corporate management
responsibility which sets out a airport’s safety policy and defines h=
ow
it intends to manage safety as an integral part of its overall business.
1.2.3 A SMS includes the
organizational structure, responsibilities, procedures, processes and
provisions for the implementation of aerodrome safety policies by the aerod=
rome
operator, which provides for control, of safety and order at the aerodrome.=
1.3
BENEFITS OF A SAFETY MANAGEMENT SYSTEM:
To improve on existing le=
vels
of aviation safety in the light of the continuing growth of the industry,
additional measures are needed. One such measure is to require certificate
holders to introduce their own Safety Management System. Such a system is as
important to business survival as a financial management system and the
implementation of a Safety Management System should lead to achievement of =
one
of civil aviation’s key business goals: enhanced safety performance
aiming at best practice and moving beyond mere compliance with regulatory
requirements.
1.4
WHAT IS A SAFETY MANAGEMENT SYSTEM?
1.4.1 A Safety
Management System can be compared with a financial management
system as a method of systematically managing a vital business function. It=
is
instructive to look briefly at this aspect.
1.4.2 The features of a financial managem=
ent
system are well recognized. Financial targets are set, budgets are prepared,
levels of authority are established and so on. The formalities associated w=
ith
a financial management system include ‘checks and balances’. The
whole system includes a monitoring element so that corrections can be made =
if
performance falls short of set targets.
1.4.3 The outputs from a financial manage=
ment
system are usually felt across the company. Risks are still taken but the f=
inance
procedures should ensure that there are no ‘business surprises’=
. If
there are, it can be disastrous for a small company. For the larger company,
unwelcome media attention usually follows an unexpected loss.
1.4.4 An aircraft accident is also ‘=
;an
unexpected loss’ and not one that any company in the civil aviation
industry wishes to suffer. It should be apparent that the management of saf=
ety
must attract at least the same focus as that of finance. The adoption of an
effective Safety Management System (SMS) will provide this.
1.4.5 A developed SMS provides a transpar=
ent,
recorded system to manage safety and deserves at least the same degree of c=
are
that would be applied to a financial management system.
1.4.6 A similar argument applies to a
comparison with Quality Management, which should interface with Safety
Management as part of the organization’s core management system.
1.5 THE FUNDAMENTAL REQUIREMENT OF SAFETY MANAGEMENT
Success in an
aerodrome's safety performance will be greatly strengthened by the existenc=
e of
a positive safety culture. Safety culture in an aerodrome can be described =
as
the way in which it conducts its operation and particularly
in the way it manages safety. It stems from the communicated principles of =
top
management and results in all staff exhibiting a safety ethos, which transc=
ends
departmental boundaries. Safety culture can be measured by informal or form=
al
staff surveys, or by observations conducted in safety related work areas. I=
t is
essential that safety must be actively managed from the very top of an
aerodrome. Safety management must be seen as an integral =
strategic aspect of aviation management, recognising the high priori=
ty
attached by the aerodrome to safety. To that end, a demonstrable Board̴=
9;level
commitment to an effective formal Safety Management System must exist The
contribution that all staff can make to the effectiveness of an
aerodrome’s SMS can’t be over emphasised.
1.6 UNDERSTANDING A=
ND
IMPLEMENTING A SAFETY MMANAGEMENT SYSTEM
1.6.1 There are four main points described below=
that
must be made and understood from the outset to indicate that implementation of a Safety
Management System involves evolution rather than revolution. These are:
(a) Aerodromes establishing=
an
SMS need to take a pragmatic approach, building where
possible on existing procedures and practices (particularly =
Quality Management). SMS identifies and prioritises the use of resou=
rces =
to manage risk and it should lead to gains in =
e=
efficiency.
(b) <=
/span>Adoption of “best practice” standards must be a dearly
stated objective.
(c) A fully‑fl=
edged
SMS is a formalised, aerodrome wide system. Established at corporate level,=
the
SMS then devolves out into the individual departments of an aerodrome. Flig=
ht
Operations, engineering & Maintenance, Ground Handling and all other
departments whose activities contribute to the operator's safety performance
will have their own processes and procedures under the umbrella of the
corporate SMS.
(d) Where safety sensitive functi=
ons of
the the certificate holder are outsource (e.g. maintenance and ground handl=
ing)
contractual agreements should identify the need for equivalent auditable SM=
S in
the supplier.
1.6.2 Many existing procedures and practices are
reactive, i.e. they are put in place following a safety event. SMS is both =
proactive
and reactive, giving a means to anticipate and prevent or reduce the effect=
of
risks. This is the essential benefit of Safety working in partnership with
Quality Management.
1.6.3 Successful development of SMS in a aerdrome
company follows an initial approach to the task; preparation for and
implementation of SMS and, finally, the assurance of continued success of t=
he
system.
1.6.4 Unless ‘starting from scratch’,=
it
is not necessary to adhere to any particular sequence of actions. Many, per=
haps
all, certificate holders will find that their existing processes and proced=
ures
can be linked into the framework of a formal SMS.
1.7
There are three
essential prerequisites for a successful Safety Management System described
below as:
1.7.1 A Comprehensive Corporate Approach:
(a) =
An
effective SMS will provide a means of achieving enhanced safety performance,
which meets or exceeds basic
compliance with the regulatory requirements associated with safety and qual=
ity.
It is a well-established fact that enhanced safety performance is founded u=
pon
a proactive safety culture inherent in all the aerodrome 's safety related
activities. It is achieved by effective, devolved executive management in
association with a means of independent safety oversight, both of which are=
the
ultimate responsibility of the aerodrome's Board and Chief Executive Office=
r.
The Board and CEO are then able to demonstrate how safety is managed in the
aerodrome.
(b) =
A
corporate approach to safety must be able to meet the following criteria:
·
Published safety
accountabilities of managers and key staff.
·
Requirements for=
a
safety manager.
·
The ability to
demonstrate that it generates a positive safety culture throughout the
aerodrome.
·
Documented opera=
tion
policies, principles and practices in which safety is inherent.
·
Commitment to a
safety oversight process which is independent of line management.
·
Regularly review=
ed
safety improvement plans.
· &n=
bsp;
Formal safety re=
view
process.
1.7.2 An Effective Organisation for Delivering Safety: The
second essential prerequisite is for an organisation that delivers safe
standards by way of:
·
Effective
arrangements for selection, recruitment, development and =
training of staff.
·
Safety awareness
training for management and staff.
·
Defined safety
standards for, and auditing of, asset purchases and contracted services.
·
Controls for the
early detection of ‑ and action on ‑ deterioration in the
performance of safety‑significant equipment or systems or services.
·
Controls for
monitoring and recording the overall safety standards of the airport.
·
The application =
of
appropriate hazard identification, risk assessment and effective management=
of
resources to control those risks.
·
Change managemen=
t.
·
Arrangements
enabling staff to communicate significant safety concerns to the appropriate
level of management for resolution and feedback of actions taken.
·
Emergency respon=
se
planning and simulated exercises to test its Effectiveness.
·
Assessment of
commercial policies with regard to impact on safety.
1.7.3 Systems
to Achieve Safety Oversight: The following
elements are desirable:
·
A system for
analysing flight data for the purpose of monitoring flight operations and f=
or
detecting unreported safety events.
· An aerodrome wide system for the capture of wri=
tten
safety event issues/reports.
·
A planned and
comprehensive safety audit review system which has the flexibility to focus=
on
specific safety concerns as they arise.
·
A published syst=
em
for the conduct of internal safety inspections, the implementation of remed=
ial
actions and the communication of such information.
·
Systems for
effective use of safety data for performance analysis and for monitoring
organisational change as part of the risk management process.
·
Arrangements for
ongoing safety promotion based on the measured internal safety performance =
and
assimilation of experience of other operations.
·
Periodic review =
of
the continued effectiveness of the safety management system an internal,
independent body.
· Line manager's monitoring of work in progress in
all safety critical activities to confirm compliance with all regulatory
requirements, aviation standards and local
procedures.
2.1 General:
2.1.1 The aerodrome
operator shall establish a SMS for the aerodrome, describing the structure =
of
the organization and the duties, powers and responsibility of the officials=
in
the organizational structure, with a view to ensuring that operational
structures are carried out in a demonstrable controlled way and are improved
where necessary. The SMS tracks these issues, ensures their
appropriate resolution, and provides the results to the system users. There
should be periodic audits of the SMS of each aerodrome by the SMS program of
the Civil Aviation Authority.
2.1.2 The aerodrome
operator shall oblige all the users of the aerodrome including fixed‑=
based
operators,
ground handling agencies and other organizations that perform activities independently at the aerodrome=
in
relations to flight or aircraft handling, to comply with the requirements l=
aid
down by the aerodrome operator with regard to safety and order at the aerod=
rome
and shall monitor such compliance.
2.1.3 The aerodrome
operator shall require all the users of the aerodrome including fixed‑=
;base
operators, ground
handling agencies and other organizations
referred to above paragraph, to promote safety and order at the aerodrome by
immediately informing it of the accidents, incidents, defects and faults th=
at
have a bearing on safety.
2.2
AERODROME OPERATOR’S INTERNAL SAFETY AUDITS AND SAFETY REPORTING:
The aerodrome
operator shall arrange for an audit of the SMS including an inspection of t=
he
aerodrome facilities and equipment. The aerodrome operator shall also arran=
ge
an external audit and inspection program for evaluation of other users
including fixed‑based operators; and organizations working at the
aerodrome. The operator shall ensure that the audit reports include inspect=
ion
of facilities, services and equipment and the report is prepared by suitably
qualified safety experts. The operator shall retain a copy of the reports f=
or
periods of two years and provide copies of the report to the ECAA.
2.3
SAFETY AUDITS:
2.3.1 Safety audits shall be conducted on a regularly scheduled basis, and=
for
special conditions. The SMS shall include verification of aerodrome and data
published in the AIP and shall review the aerodrome operator's daily audits=
and
special safety audit reports and actions taken to correct deficiencies. The
aerodrome internal audits are the primary enforcement program, and the Egyptian Civil Aviation Authority audits are secondary to ensure the
effectiveness of the aerodrome SMS. The frequency of these inspections shal=
l be
related to the operational environment of the aerodrome, with more active f=
acilities
receiving oversight inspections more often than less active aerodromes.
2.3.2
A typical SMS inspection program shall include:
·
Administrative
inspection of aerodrome SMS training records, emergency planning and exercises, and
internal safety audits,
·
Movement<=
/span> Area inspection to include checking of runways,
taxiways, paved and unpaved runway safety areas,
·=
Rescue and Fire Fighting records, emergency
exercise training and testing,
·=
Fuel Facilities records and training,
·=
Night inspection and obstacle lighting, =
·
Aerodrome
condition reporting (NOTAM) and AIP validation procedures.=
2.4
DEFICIENCIES:
2.4.1 Deficiencies shall be resolved as soon as possible. The aerodrome sa=
fety
and security council should assist in prioritising deficiencies based on a =
risk
assessment. The aerodrome management shall have programs in place to elimin=
ate
all severe hazards or isolate the public and airport staff from these hazar=
ds.
Other hazards should be corrected in order of severity of risk and within t=
he
budgetary constraints of the aerodrome.
2.4.2 Each aerodrome should issue a policy statement related to aviation
safety. For example: To
improve aviation safety by actively performing the highest quality of ground
and flight operation. Each employee and contractor is required to perform
assigned tasks in accordance with established procedures, standards or
regulations. Each employee and contractor is also required to inform manage=
ment
if a task cannot be performed safely. The Manager of Airport shall ensure t=
hat
a Safety Management System is established, and that all safety issues are
properly reported and investigated. The Safety Management System shall ensu=
re
the highest level of safety as far as reasonable practicable.
2.5
PARTICULARS OF THE SAFETY MANAGEMENT SYSTEM:
<=
/span>Particulars of the safety management system established for ensuring
compliance with all safety requirements and achieving continuous improvemen=
t in
safety performance, the essential features being:
(a) The
safety policy, insofar as applicable, on the safety management process and =
its
relation to the operation and maintenance process;
(b) The
structure or organization of the SMS, including staffing and the assignment=
of
individual and group responsibilities for safety issues;
(c) SMS strategy =
and
planning, such as setting safety performance targets, allocating priorities=
for
implementing safety initiatives and providing a framework for controlling t=
he
risks to as low a level as is reasonably practicable keeping always in view=
the
requirements of the Standards and Recommended Practices in ECAR Part 139,
standards, rules or orders;
(d) SMS implement=
ation,
including facilities, methods and procedures for the effective communicatio=
n of
safety messages and the enforcement of safety requirements;
(e) A system for =
the implementation
of, and action on, critical safety areas which require a higher level of sa=
fety
management integrity (safety measures programme);
(f) Measure=
s for
safety promotion and accident prevention and a system for risk control
involving analysis and handling of accidents, incidents, complaints, defect=
s,
faults, discrepancies and failures, and continuing safety monitoring;
(g) The internal =
safety
audit and review system detailing the systems and programmes for quality
control of safety;
(h) The system for
documenting all safety-related airport facilities as well as airport
operational and maintenance records, including information on the design and
construction of aircraft pavements and aerodrome lighting. The system should
enable easy retrieval of records including charts;
(i) Staff
training and competency, including the review and evaluation of the adequac=
y of
training provided to staff on safety-related duties and of the certification
system for testing their competency; and
(j) The
incorporation and enforcement of safety-related clauses in the contracts for
construction work at the aerodrome.
2.6
THE SMS PROCEDURES:
The SMS should have established procedures: For example: =
A Safety Management System shall be established at each aerodrome to=
:
(a) Monitor
daily inspections of the aircraft movement areas,
(b) Conduct month=
ly
meetings to receive and distribute safety information,
(c) Conduct audit=
s of
routine and emergency procedures,
(d) Monitor opera=
tional
and maintenance records,
(e) Conduct revie=
ws of
employee identified safety issues,
(f) Conduct
investigations of incidents and accidents,
(g) Report the re=
sults
of audits, reviews and investigations,
(h) Conduct safety
awareness training,
(i) Monitor
supervisors to ensure early detection of degraded safety practices,
(j) Brief
management of safety trends and concerns,
(k) Review proposed changes in operational procedures and identify
potential safety risks and hazards,
(l) Include
safety related clauses in contracts for work at the aerodrome,
(m) Accompany oversi=
ght
inspectors during formal safety assessments.
In order for the Safety Management System to function appropriately,=
it
was be funded and have appropriately trained staff in order to accomplish i=
ts
assigned responsibilities. The staff must also have the authority to conduct
inspections without delay, and to stop any work that they determine is unsa=
fe.
CHAPTER 4
IMPLEMENTATION OF SAFETY MANAGEMENT SYSTEM
4.1 GENERAL
4.1.1 A safety management sys=
tem is
a customized and structured method used by the certificate holder to manage=
the
safety of operations and personnel in an active and integrated manner.
4.1.2 This management system
incorporates all of the certificate holder’s activities undertaken in=
the
organization.
4.1.3 The Safety Manageme=
nt
System requirements have been established so that the system is documented =
and
implemented by certificate holders to be compatible with quality assurance =
and
total quality management systems. Operators are encouraged to structure the=
ir
documented processes to achieve a fully integrated management system.
4.2 SAFETY POLICY
4.2.1 The safety policy should
include a statement in writing, signed by the certificate holder’s
(a) Achieving and maintaining the
certificate holder’s safety objectives and
(b) Giving emphasis to the import=
ance
of a positive safety culture in the certificate holder’s organization;
and
(c) Managing fatigue through the
certificate holder’s fatigue management system.
4.2.2 The safety policy s=
hould:
(a) Be appropriate for the needs=
of
the organization; and
(b) Provide for a commitment to
compliance with the Civil Aviation Law, ECARs and the certificate
holder’s; and
(c) Provide for a commitment to t=
he
establishment and review of the certificate holder’s safety objective=
s;
and
(d) Be communicated throughout t=
he
organization; and
(e) Be regularly reviewed to ensu=
re
that it remains appropriate for the organization.
4.3 SAFETY OBJECTIVES
4.3.1 The safety objectives s=
hould
state an intended safety outcome. The safety objectives may comprise both
long-term objectives and short-to-medium term objectives. The safety object=
ives
should:
(a) Be specific, measurable, achi=
evable
and realistic; and
(b) Have a specified and timely
timeframe within which they are to be achieved.
4.3.2 The certificate hol=
der
should have documented safety plans to achieve each specified safety object=
ive.
4.4 PERSONNEL – DOCUMENTATION OF ROLES, RESPONSIBILITIES AND AUTHORITIES<= o:p>
Personnel should be group=
ed
into tasks. Position descriptions should relate to activities performed. Ea=
ch
person employed should have a clear direction from management as to how to
conduct all the activities they are required to perform. Reporting lines sh=
ould
provide for each of the certificate holder’s personnel, within their =
task
groupings, to identify their responsibilities and accountabilities for all
safety related activities.
4.5 MANAGEMENT REVIEWS OF SAFETY MANAGEMENT SYSTEM
4.5.1 A reference to the
certificate holder’s key personnel includes a reference to any person=
to
whom a function of a key personnel position in the certificate holder’=
;s
organization has been delegated.
4.5.2 The review should be ca=
rried
out at least annually, through a combination of an annual strategic review,=
and
more frequent tactical reviews, of the performance of the safety management
system.
4.5.3 An annual strategic
review should focus on the performance and continuing suitability of:
(a) The safety management system;=
and
(b) The safety policy; and
(c) The safety objectives;
In response to statistics
prepared by the certificate holder’s safety manager on the performanc=
e of
the safety management system and to reports to the Chairman by other key
personnel.
4.5.4 A tactical review should
focus on the following:
(a) Ongoing progress of accident,
serious incident and incident investigations, and subsequent actions;
(b) Corrective and preventive act=
ions
in progress;
(c) Risk management procedures
including safety improvement reporting actions.
(d) Results of emergency planning
exercises and subsequent actions; and
(e) Internal audit and external a=
udit
results.
4.5.5 Each review should:=
(a) Be an integral part of the
certificate holder’s management meeting schedule; and
(b) Follow appropriate meeting
protocols, including the taking of minutes, a review of previous minutes and
action items and the recording and assigning of action items.
4.6
SAFETY MANAGEMENT SYSTEM IMPROVEMENT AND PREVENTIVE ACTION
4.6.1 The certificate holder =
should
establish and maintain procedures for analyzing data from internal and exte=
rnal
sources using appropriate statistical techniques.
4.6.2 The certificate hol=
der
when establishing procedures for preventive action should include requireme=
nts
for:
(a) Identifying potential risks,
accidents, serious incidents, or reported problems and their causes;
(b) Implementation of preventive =
action
needed;
(c) Recording results of action t=
aken;
(d) Reviewing preventive action t=
aken.
4.7 SAFETY PRACTICES
The outcome from the
application of Safety Practices will be the development of a positive safety
culture.
4.7.1 Benefits of a Safety Cu=
lture:
In
addition to a moral and legal obligation to provide employees with a safe w=
ork
environment many benefits will flow from a positive safety culture. These
include but are not limited to:
(a) Trust: A
positive safety culture will generate trust on the part of employees,
contractors and has the potential to generate additional business
opportunities.
(b) Improved and realistic audits=
: Rather
than being an imposition and potential threat, a positive safety culture wi=
ll
welcome audits as an important source of external information and or
confirmation of how well the organization is doing.
4.7.2 What is Culture:
(a) Culture is a term that ca=
n be
applied to nations, organizations, sections and even small work groups. This
means that at any given time your work behavior is being influenced by seve=
ral
overlapping cultures. This raises the question: Exactly what is culture? Th=
ere
are various definitions but for our purposes culture can be thought of as
having three components. They are:
(i) What is important (to u=
s);
(ii) What we believe; and
(iii) The way we do things around here.
(b) In order to understand
“What is important” in an organization, you must begin by looki=
ng
at its Policy Statements. However these are indications of intention and do=
not
necessarily reflect current organizational practices. You must go further a=
nd
consider our organization’s actual reward and punishment practices. In
many respects these practices, both formal and informal, are what define yo=
ur
culture: Those things that are important are rewarded; those things that are
not important are ignored; and those things that are not wanted may be
punished.
(c) By themselves, rewards and
punishments do not define a culture. How we react to rewards and punishments
and take them into account as we go about flying or maintaining our airport
depends to a large extent on what we believe. To borrow an old phrase, &=
#8220;If
we believe something to be true, we will behave as though it is true”=
. This
means that regardless of what an organization’s stated policies might=
be,
employees will act on their beliefs. For example, if someone believes that =
if
they make and then report an error they will suffer an unpleasant consequen=
ce.
They are therefore unlikely to make the report. At this point it is very
important to mention that beliefs can be tenacious and very resistant to
change, even in some cases where there is overwhelming evidence for the nee=
d to
change.
(d) Finally all work organiza=
tions
have informal or “understood” rules and procedures about how th=
ings
actually get done. This is known as peer group influence and it can be very
powerful. To follow on from the error-reporting theme it may be that in your
organizational errors may be seen as a signs of weakness or lack of diligen=
ce.
The result can be that errors are not reported to supervisors or
management”. That is, the “understood” rule might be
“around here we work from memory”, etc.
4.7.3 Culture and Behaviour:<= o:p>
(a) Many things influence how=
we
perform on the job. These include knowledge, skills, abilities, training,
practice, availability and appropriateness of tools and procedures, etc. The
list is almost endless. It is apparent therefore that culture does not
determine behavior. Rather culture shapes and predisposes behavior. A posit=
ive
culture is the added extra in the creation and maintenance of high performi=
ng
and safe organizations.
(b) It is apparent from the
foregoing that a positive safety culture must include a clear policy statem=
ent
to the effect that safety is important and that this statement must be back=
ed
up by development and support of social and technical practices that encour=
age
positive safety behavior. Also included must be a belief shared by all
employees that they will not experience negative consequences if they behav=
e in
a manner consistent with a positive safety outcome. Finally behaviour in a
manner consistent with a positive safety outcome must become the norm for a=
ll
your employees as must the willingness to speak up if an unsafe (or less than safe)
practice or behaviour is observed.
4.7.4 Characteristics of a Sa=
fety
Culture:
The
goal of a positive safety culture is to encourage, promote, and support safe
behaviour. A Safety Culture must include the following characteristics:
(a) Just:
(1) How individuals are treated
following the investigation of a mistake or event is at the very foundation=
of
a safety culture. One of the most challenging tasks here will be to remove =
the
idea that blame is useful. Accomplishing this will be difficult as blaming
individuals for mistakes and events is a strongly ingrained part of our
national and aviation culture. This in no way suggests however that you sho=
uld
adopt a “No Blame” policy-punishment and sanctions do have their
place. What is required is that there be a clear distinction between what is
acceptable behaviour and what is not, and that following a negligent action=
or
deliberate non-compliance, people are treated accordingly.
(2) For these distinctions to be
accepted they must be developed by all those involved. They must not be sim=
ply
imposed from the top.
(3) It should be noted that behaviour unrelated to safety, can also influence =
the
safety culture. Actions which are perceived or believed to be unfair, for example, can creat=
e a
negative reaction to all other actions by the organisation. Therefore the
concept of “just” must be applied to any or all mistakes or eve=
nts
whether they have safety implications or not.
(b) Reporting: Your
employees must be willing to report their own errors and near misses. To
encourage this reporting, your systems need to be easy to use and employees
must be convinced that incidents are worth reporting. Good reporting will o=
nly
happen in a “just” culture.
(c) Informed: Your
managers must know what is really going on. Once reported, there must be ag=
reed
ways to analyze mistakes and events to reveal underlying systemic and/or
individual issues. The key here is that “you cannot manage what you do
not measure”.
(d) Wary:
(1) You can anticipate and plan f=
or
most threats and hazards. However most hazards do not happen because people
plan poorly or decide to gamble and lose, they happen because they did not
believe that the hazard was even possible.
(2) Everyone in your organization=
must
be on the lookout for the “impossible” hazard. There needs to a
chronic unease when you can’t seem to see anything wrong.
(e) Flexible: Your
organization and employees must be flexible. This means that they must be
prepared to shift away from the “status quo” or the traditional=
way
of doing things. Policies, procedures and programs must be defined by what =
is
safe and sensible. This will require that all employees have sense of owner=
ship
of the goals, a fundamental knowledge of risk assessment and the authority =
to
act within their competence. Above all, the aim here is be flexible enough =
to
avoid following procedures all the way to a hazard.
(f) Learning:
4.7.5 Creating a Safety Cultu=
re:
Safety
Culture is an integral part of a Safety Management system and it cannot be
developed in isolation. Concurrently with the development of a Safety
Management System, attention must be paid to each of the six characteristic=
s of
a safety culture. However you must start somewhere. As the concept of a
“just” culture is a core characteristic of a safety culture, it
might be useful to start with an analysis of the practices within the
organization and the development of error and violation management strategi=
es.
With this as a starting point it will rapidly become apparent how the other
characteristics will develop.
4.7.6 Stages of a developing a
Safety Culture:
(a) Safety cultures can be placed=
on a
continuum from pathological, or caring less about safety than about =
not
being caught, through calculate, that is, mechanically following all=
the
necessary steps, to generative, in which safe behavior is fully
integrated into everything the organization does. Regardless where an
organization starts it will progress through each stage in order. It is not
possible to jump or circumvent a stage.
(b) At the pathological st=
age,
an organization is not even interested in safety and has to reach the first
level of acquiring a value system that includes safety as a necessary eleme=
nt.
(c) The reactive stage is =
one in
which safety issues begin to acquire importance, often driven by both inter=
nal
and external factors as a result of having many incidents. At this first st=
age
of development safety values are beginning to be acquired but the beliefs,
methods and working practices are still quite basic. At this stage, top
management believes accidents to be caused by stupidity and inattention and
even wilfulness on the part of their employees. Many messages may flow from=
on
high but the majority still reflect the organisation’s primary aims,
often with ‘and be safe’ tacked on at the end.
(d) The next stage, calculativ=
e, involves
the recognition that safety needs to be taken seriously. The term calcul=
ative
is used to stress that safety is calculated; quantitative risk assessme=
nt
techniques and overt cost-benefit analyses are used to justify safety and to
measure the effectiveness of proposed measures. Such techniques are typical
problemsolving methods. Often simple calculations suggest that failing to be
safe, or at least having incidents, costs money. Furthermore organizations =
that
are seen from outside as being uncaring about safety may have image problems
that knock on to the bottom line. Despite this stance and despite what can
become an impressive safety record, safety is still an addon, certainly when
seen from outside. This is the level of mechanical application of a managem=
ent
system. A true safety culture is one that transcends the calculative levels.
(e) A Safety Culture can only=
be
considered to have developed in the later proactive or generative=
stages
of this evolutionary line. The foundation can now be laid for acquiring the
belief that safety is worthwhile in its own right. By constructing delibera=
te
procedures an organization can force itself into taking safety seriously but
the values are not yet fully internalized. The methods are still new and
individual beliefs generally lag behind corporate intentions.
(f) This demonstrates a
significant characteristic of a true safety culture, that the value system
associated with safety and safe working has to be fully internalised as
beliefs, almost to the point of invisibility and that the entire suite of
approaches the organisation uses, are safety-based. What this also stresses=
is
that the notion of a safety culture can only arise in an organizational con=
text
within which the necessary technical steps and procedures are already in pl=
ace
and in operation.
Note: Pathological=
: Who cares as long as we=
217;re
not caught, Reactive: Safety is important, we do a lot every time we have =
an
accident, Calculative: We have systems in place to manage all hazards, Proactive:
We work on the
problems that we still find, Generative: Safety is how we do business
round here-Increasing Trust-The Evolution of Safety Culture-Increasing info=
rmedness.
4.7.7 Maintaining a Safety Cu=
lture:
How
do you maintain your effort and prevent regression or backsliding?
Paradoxically, the biggest threat to a developing safety culture is success.
There is a strong feeling that because mistakes or events have started to
decrease that the “war” has been won and “peace”
(safety) has broken out so we can now get back our “real” busin=
ess.
Nothing could be further from the truth. One of the best ways to continue t=
he
struggle is to stay wary and worried. Look at your hazard identification
program or look around you. If you aren’t having mistakes or events,
someone else is. Borrow theirs and treat them as your own.
4.8 SAFETY MANAGEMENT SYSTEM TRAINING
4.8.1 The briefings should in=
clude
the following matters:
(a) The basic principles of the s=
afety
management system and the way in which the system will function in the
organization;
(b) The importance of complying w=
ith
the certificate holder’s safety policy and with the requirements of
procedures that form part of the certificate holder’s safety manageme=
nt
system;
(c) The roles and responsibilitie=
s of
personnel in achieving compliance with the safety policy and procedures.
4.8.2 The certificate hol=
der
should ensure that new personnel are trained in the operation of the safety management system du=
ring
their initial training program.
4.9
RISK MANAGEMENT PROCEDURES AND IDENTIFICATION OF SAFETY IMPROVEMENTS
4.9.1 Risk Management Procedu=
res: Risk
management procedures should involve the following:
(a) Risk identification;
(b) Risk analysis;
(c) Risk assessment;
(d) Risk management;
(f) Reporting procedures.
4.9.2 Risk Identification:
(a) Risk identification should in=
volve
a systematic process of regular meetings where organizational risks are
identified, managed and introduced in a manner that does not compromise the
safety of aircraft operations.
(b) Organizational risks are =
to be
determined individually by identifying the types and extent of any:
(1) Changes to operations authori=
zed by
the certificate holder’s AOC or to the aerodrome certificate
holder’s organization; or
(2) New internal or external
influences.
4.9.3 Risk Analysis: <=
/b>Risk
analysis should involve a determination of the severity of the consequences=
of
each identified risk and the likelihood of its occurrence.
4.9.4 Risk Assessment: Risk
assessment should:
(a) Involve determining the prior=
ity of
an identified risk; and
(b) Include an assessment of the
defenses which exist to protect against the risk and the adequacy of those
defenses.
4.9.5 Risk Management:
(a) Risk management should involv=
e the
establishment of appropriate procedures to eliminate or minimize a risk.
(b) Risk minimization should
involve:
(1) Providing and implementing
solutions; and
(2) The development of procedures=
; and
(3) Personnel training.
4.9.6 Reporting Procedures:
(a) Procedures for the identifica=
tion,
reporting, analysis and management of identified safety improvements should=
be
documented and implemented as part of the risk management procedures.
(b) Depending on the size and
complexity of the certificate holder’s organization and the nature of the potential risk, =
an
appropriate way of reporting may be 1 or more of the following:
(1) To the safety manager directl=
y
(2) Through a safety committee
(3) Through a confidential report=
ing or
suggestion-box scheme.
4.10 INTERNAL COMMUNICATION AND CONSULTATION
PROCEDURES
4.10.1 The internal communication and
consultation procedures should be appropriate to the size and complexity of
operations authorized by the certificate holder’s AOC and the aerodro=
me
certificate holder’s organization.
4.10.2 An certificate holder should establ=
ish
and maintain information management procedures to ensure that all personnel
have access to the sources of relevant information to enable them to carry =
out
tasks effectively.
Note: information managem=
ent
procedures includes, but is not limited to, the distribution =
of
safety-related literature, magazines, periodicals, textbooks, posters,
video’s, CD’s, DVD’s and web based information.
4.11 DOCUMENT CONTROL PROCEDURES AND DOCUMENT CONTRO=
L
4.11.1 Document control procedures should:=
(a) Include methods for identifyi=
ng the
current issue of any safety-related document so that the currency of the
document set to which it belongs can be determined; and
(b) Ensure that changes to any
safety-related document are clearly identified within the document and are
communicated to all personnel to whom the document applies.
4.11.2 A safety-related document may be in=
any
form (including electronic form) or format.
4.11.3 A safety-related document should:
(a) Be readily accessible to all
personnel who need to use it; and
(b) Present information, procedur=
es or
instructions in a way that can be clearly understood and followed by those
personnel.
4.11.4 A safety-related document that is n=
ot
authorized, or is obsolete, should be:
(a) Clearly marked as not authori=
zed,
or as obsolete; or
(b) Removed from the workplace to
prevent its use.
4.11.5 If a safety-related document is
updated, an archive copy of any superseded document should be stored, for at
least 3 years, in order to maintain a historical record of updates.
4.12 RECORD CONTROL PROCEDURES
4.12.1 A certificate holder should establi=
sh and
maintain documented record control
procedures to ensure that records form a resource for statistical an=
alysis
and preventive action.
4.12.2 The records may be stored in any fo=
rm
(including electronic form).
4.12.3 The records should be:
(a) Adequately filed and labelled=
; and
(b) Stored in a way that prevents=
loss
or deterioration; and
(c) Readily accessible to an auth=
orised
officer.
4.12.4 The procedures should specify:<= o:p>
(a) The period for which the reco=
rds
are required to be kept; and
(b) The means of their disposal.<= o:p>
4.13 INTERNAL AUDIT
4.13.1 An internal audit should includ=
e at
least the following processes:
(a) A defined scope of the audit;=
(b) Planning and preparation;
(c) Gathering and recording evide=
nce;
and
(d) Analysis of the evidence.
4.13.2 The certificate holder should consi=
der
the following methods for inclusion in an internal audit:
(a) A review of existing procedur=
es
relating to the operation being audited;
(b) Interviews or discussions with
personnel;
(c) The witnessing of the activit=
ies
involved in the operation being audited; and
(d) The examination of an adequate
sample of records.
4.13.3 An internal audit may be undertaken=
by 1
or more internal auditors.
4.13.4 In determining the frequency of int=
ernal
audit of an operation the internal audit procedures should take into accoun=
t:
(a) The importance of the operati=
on to
be audited; and
(b) The frequency of significant
changes to the organization, management, operation, relevant technology or
regulatory requirements.
4.13.5 The internal audit procedures should
provide for unscheduled audits to be carried out when trends that indicate
potential problems are identified.
4.13.6 A certificate holder may increase t=
he
frequency of audits under the internal audit procedures but should not decr=
ease
the frequency without the written permission of ECAA.
4.13.7 If an internal audit shows that
procedures relating to the audited operation can be improved, the certifica=
te
holder should take steps to improve those procedures.
4.14 AUDITORS FOR INTERNAL AUDITS
4.14.1 An internal auditor may be employed=
or
engaged by a certificate holder on a full-time or part-time basis.
4.14.2 An internal auditor should have
appropriate responsibility and authority to do the following:
(a) Carry out internal audits;
(b) Initiate and recommend soluti=
ons to
concerns and findings through the certificate holder’s safety manager=
;
(c) Verify the implementation of
solutions within specified timeframes; and
(d) Report directly to the safety
manager.
An internal auditor should
have the relevant operational and maintenance experience to carry out an
internal audit of an operation that is to be audited.
4.15
ACCIDENT AND INCIDENT RECORDING, REPORTING AND INVESTIGATION SCHEME
4.15.1 The detailed objectives of the repo=
rting
scheme are:
(a)
To enable an assessment of the safety implications of each accident, serious
incident or incident to be made, taking into account any previous similar
occurrence, so that any necessary action can be taken; and
(b)
To ensure that information gained through the investigation of accidents,
serious incidents and incidents is disseminated so that other certificate h=
olders
and their personnel, and other interested organizations, may improve the sa=
fety
aspects of their operations.
4.15.2 The procedures established for the
reporting scheme should be accessible to all personnel.
4.16 REMEDIAL, INVESTIGATIVE AND CORRECTIVE ACTION
4.16.1 The procedures should deal with=
the
following:
(a)
Remedial Action: Action required to be taken, in response to an audit
finding, to remedy the immediate situation so that operations are brought
within safe parameters, to enable the operations to continue until such tim=
e as
corrective action(s) can be initiated.
(b) Investigative Action: Action
required to be taken to investigate the accident, incident or problem and to
determine the root cause;
(c)
Corrective Action: Action required to address the root cause =
so
as to ensure that the accident, serious incident, incident or problem does =
not
recur;
(d) Preventive Action:. The
action, resulting from internal processes to analyze data (from internal and
external sources), to eliminate the causes of potential problems.
4.16.2 The certificate holder should
establish and maintain monitoring procedures to review corrective action and
ensure that it is effective.
4.17 EMERGENCY RESPONSE PROCEDURES
The certificate
holder’s Chairman, together with the certificate holder’s other=
key
personnel, should:
(a) Review the emergency response
procedures on a regular basis and particularly after the occurrence of an
accident, incident or emergency situation; and
(b) Periodically test the procedu=
res
where practicable.
4.18 DOCUMENTATION OF
PROCESSES AND CHANGE MANAGEMENT
4.18.1 The certificate holder should ensur=
e that
all activities undertaken as part of a process are undertaken under control=
led
conditions and produce safe outcomes.
Note: Elements of a proce=
ss are
usually documented as part of the certificate holder’s operations man=
ual
or maintenance control manual.
4.18.2 The certificate holder should estab=
lish
and maintain procedures to ensure that the development process in designing=
and
introducing any new service is adequately planned.
4.18.3 The certificate holder should ensur=
e that
operational and safety requirements (including regulatory requirements) for=
a
new service are defined and documented.
4.18.4 The certificate holder should e=
nsure
that:
(a) The results of the development
process for a new service are reviewed at appropriate stages; and
(b) The results of the review are
recorded.
Note: New
service, for a certificate holder, includes the introduction by the certifi=
cate
holder of: a new route; or a type of aircraft on an existing route that is =
not
already used on that route.
4.19 HANDLING AND STO=
RAGE
PROCEDURES
4.19.1 A certificate holder should establi=
sh and
maintain procedures for the handling, loading and storage of cargo and
materials (including materials for the certificate holder’s own use) =
that
may affect the safety of operations authorised by the certificate
holder’s.
Note: For specific
requirements relating to dangerous goods, see ECAR Part 175.
4.19.2 Handling and storage of hazardous s=
ubstances
and dangerous goods should be conducted in accordance with Egyptian
legislation.
4.19.3 ECAR Part 139 requires that Certifi=
ed
Aerodrome Operators include in their operating manual procedures for handli=
ng
hazardous substances at that aerodrome. Certified Air Carriers located at a
Certified Aerodrome should develop their procedures in conjunction with the
Certified Aerodrome Operator.
4.19.4 Procedures should ensure the co=
rrect
and ready identification, storage, packaging, labelling and marking of dang=
erous
goods from their receipt into a certificate holder’s supply system un=
til
their final disposition. It should be noted that maintenance materials such=
as
paint and adhesives, and replacement and spare aircraft components, which a=
re
dangerous goods, must be transported by air in accordance with ECAR Part 17=
5.
ECAR Part 175 also con=
tains
training requirements for employees involved in the handling of dangerous g=
oods
consigned and transported by air.
4.20 MEASURING EQUIPMENT AND MEAS=
URING
EQUIPMENT CALIBRATION
4.20.1 A certificate holder should:
(a) Identify any measuring equipm=
ent
that is used to ensure that safe operations authorised by the certificate
holder’s are maintained; and
(b) Ensure that the equipment can
achieve the measurement accuracy required by these regulations.
4.20.2 The certificate holder should ensur=
e that
a list of calibrated measuring equipment is kept and that the equipment is
calibrated at regular intervals as required by relevant Egyptian standards.=
4.20.3 The state of calibration of the equ=
ipment
should be readily determined from labels attached to the equipment, or from
readily accessible records.
4.20.4 The certificate holder should
document calibration methods and maintain records of calibration.
5.1 INTRODUCTION:
5.1.1 This document sets out =
the
criteria for a training course for Safety Managers. These are individuals who are, or will be,
responsible for the implementation and maintenance of an AOC’s Safety
Management System (“SMS”), within the meaning of ECAR Part 139.=
5.1.2 With any new process or
system it is essential that the management representative responsible for t=
he
activity be appropriately trained to implement and continuously improve the
system. Only with qualified management experience driving the process will a
capable system evolve.
5.1.3 The suggested course cr=
iteria
contained in this AC is intended to provide the training organisation with =
the
core training components necessary to establish a course of safety manageme=
nt
training. The person who successfully completes this training will be expec=
ted
to have the skills necessary to implement and maintain a safety management
system as required by ECAR Part 139.
5.1.4 This suggested crit=
eria
should not be seen as limiting further expansion of the training course bey=
ond
these minimum recommended components.
5.2 OVERVIEW:
A training course for Safety Managers (“the Course”) sho=
uld
teach the Safety Manager how to design, implement and maintain a SMS. The
Course should address the four general requirements of SMSs, which are as
follows:
5.2.1 Senior Management Commi=
tment
to SMS: Chief
Executives Officers or managers should demonstrate commitment by:
· &n=
bsp;
Specifying the airport’s SMS standards;
· &n=
bsp;
Allocating adequate resources to the SMS;
· &n=
bsp;
Ensuring the standards are known and accepted by
all staff; and
· &n=
bsp;
Ensuring there is a system in place so that
deviations from the standards are recognised and reported.
5.2..2 Reporting and Notification Sy=
stem: An efficient and effective hazard and occurrence
reporting and notification system is needed. This means:
· &n=
bsp;
Hazards and occurrences are reported in a timely
manner;
· &n=
bsp;
All staff are encouraged to report hazards,
occurrences and safety concerns;
· &n=
bsp;
Procedures are in place to track significant
events, and detect unexplained increases in safety related events; and
· &n=
bsp;
There are processes to regularly review the
effectiveness of the airport reporting and notification system.
5.2.3 Evaluation and Follow-up
Action: Once an occurrence or hazard is identified, acti=
on to
defend the operation from the associated risk involved must be taken. This =
can
be done in three ways:
· &n=
bsp;
Eliminate the hazard completely—this is t=
he
most effective defence, but is sometimes not practical;
· &n=
bsp;
Change operational procedures to minimise the h=
azard;
and
· &n=
bsp;
Warn people about the hazard - by itself, this =
is
the least effective action.
5.2.4 Maintenance of Standard=
s: To maintain standards, staff support is needed. =
This
requires:
· &n=
bsp;
That selected staff are involved in developing =
the
standards;
· &n=
bsp;
Responsibilities being clearly defined; and
· &n=
bsp;
All staff consistently achieve the standards.
5.3 COURSE CONTENT:
The Course should address the following twelve
features of an SMS. Each feature should be taught as a separate unit of stu=
dy
with reference to the overview above. However, it is important that the Saf=
ety
Manager learns how each unit works in conjunction with every other unit.
Problem based learning is encouraged. The units, together with their purpos=
e,
and learning outcomes are as follows:
5.3.1 Unit One – Senior
Management Commitment: The purpose of this unit is to educate the student on the importance=
of
top management commitment to, providing initiative to, and application of an
SMS and how to achieve these management objectives.
· &n=
bsp;
Assist senior management to demonstrate commitm=
ent
to the SMS to employees by a variety of techniques including leading by
example; and
· &n=
bsp;
Inform and update senior managers’ knowle=
dge
of an organisation’s SMS.
5.3.2 Unit Two –
Responsibility for the SMS: It =
is
important that Safety Managers are aware of their organisational role and h=
ow
they should interact with the other people and groups within the organisati=
on.
This includes understanding how to simultaneously perform the functions of a
Safety Manager alongside other responsibilities when required (especially useful for a small =
GA
operator where the Safety Manager may also be, for example the head of flyi=
ng
operations). Safety Managers who understand their own responsibilities may =
then
implement a system in which everyone in the organisation can perform their =
role
in the SMS:
· &n=
bsp;
Determine an organisation’s structure
efficiently and accurately including lines of communication and authority
within an organisation; and
· &n=
bsp;
Design systems for the maintenance and revision=
of
the SMS, within a wide range of organisational structures, including inputs,
outputs and feedback from all staff.
5.3.3 Unit Three – Establishment of A Safety Action Group: It is important for an organisation to have a Safety Action Group that is an integral and essential part of management at every level. It is important that the Safety Manager understands that a Safety Action Group is not a ‘paper tiger’:<= o:p>
· &n=
bsp;
The links between a SMS, the role of the Safety
Action Group and an organisation’s safety culture (including the effe=
cts
of a poorly functioning safety action group) and be able to determine if the
organisation’s structure is such that a formalised Safety Action Grou=
p is
appropriate.
· &n=
bsp;
Identify those in an organisation who should
constitute a Safety Action Group from time to time.
· &n=
bsp;
Develop systems to implement a Safety Action
Group’s decisions and monitor that implementation.
· &n=
bsp;
Be aware of methods to encourage the flow of
information to the Safety Action Group including the implications of blame =
free
reporting of unsafe behaviour (covered in more detail in Unit 5)
5.3.4 Unit Four – Haz=
ard
Identification and Risk Management: Hazard
Identification and Risk management are crucial to understanding the practic=
al threats to safety in =
an
organisation. It is essential that these two processes are part of an
organisation’s SMS so that the maximum increases in safety can be
achieved.
· &n=
bsp;
Determine “safety hazard” and
“safety risk”;
· &n=
bsp;
Identify hazards and risks using a variety of
tested methods;
· &n=
bsp;
Identify who to include in discussion groups who
work to identify, prioritise and manage hazards and be aware of methods to
assist these groups in their decision making processes;
· &n=
bsp;
Enlist the assistance of any employee or manage=
r to
assist in mitigating a particular hazard -remembering that safety improveme=
nt
is the obligation of all members of an organisation; and
· &n=
bsp;
Demonstrate the ability to develop and utilise =
an
effective Risk Management Tool.
5.3.5 Unit Five – Ongoi=
ng
Occurrence and Hazard Reporting System: It
is important to maximise the quality and flow of safety hazard information.=
An
important strategy, though one which is often difficult to implement, is to
deal with reports of unsafe behaviours in a way which does not discourage further
reporting:
· &n=
bsp;
Take advantage of existing reporting systems and
develop further improvements to suit new situations, as appropriate;
· &n=
bsp;
Determine what needs to be reported and by whom=
;
· &n=
bsp;
Establish systems to ensure that reports are
disseminated and acted upon;
· &n=
bsp;
Avoid “shooting the messenger” to
promote future reporting; and
· &n=
bsp;
Develop and implement Data Management and Analy=
sis
processes.
5.3.6 Unit Six –
Establishing and Maintaining A Positive Safety =
Culture: It is important that a Safety Manager understand=
s what
a safety culture is and the various approaches to establishing a safety culture. In
particular, the student should understand how an SMS can alter an
organisation’s safety culture:
· &n=
bsp;
Establish communication systems and understand
communication techniques;
· &n=
bsp;
Discuss with staff the nature of a positive saf=
ety
culture and its theoretical foundations;
· &n=
bsp;
Apply methods for assessing safety culture and
appreciate their limitations;
· &n=
bsp;
Know how to promote a positive safety culture
within the context of every aspect of a SMS;
· &n=
bsp;
Manage expectations, given the often gradual na=
ture
of cultural change; and
· &n=
bsp;
When responding to system reports, distinguish
between an employee who may have been a victim of organisational deficienci=
es
or improper management from an employee who conducted themselves negligentl=
y or
unsafely of their own volition and to respond appropriately.
5.3.7 Unit Seven – Safe=
ty
Induction and Recurrent Training: It is crucial to promote the application of SMSs
and for every employee to be involved.
· &n=
bsp;
Record and review the current level of training,
achievements and acceptance of SMSs by every employee;
· &n=
bsp;
Realise that the form and content of safety
training will have an impact on safety culture;
· &n=
bsp;
Train all employees to work on managing their o=
wn
safety as active SMS members; and
· &n=
bsp;
Recognise and use informal opportunities to
instruct employees and management on safety.
5.3.8 Unit Eight – Sa=
fety
Audit/Assessment: Safety assess=
ments
are an important part of an SMS. It is important for Safety Managers to remain conscious of t=
he
overall objectives of an audit so that they are focussed on safety improvem=
ent and
not punishment. Further, audits represent an opportunity to demonstrate
management commitment to the SMS. Within the context of an SMS, for example=
, an
auditor should wear all appropriate personal protective equipment. A Safety
Manager must be aware of these issues:
· &n=
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Plan an audit, prepare an audit checklist, cond=
uct,
report and evaluate the audit;
· &n=
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Conduct audits in a way that is non-punitive and
identifies successes as well as deficiencies
· &n= bsp; Realise the potential, which audits have, to im= pact upon safety culture and to complement all of the processes of the SMS; and<= o:p>
· &n=
bsp;
Manage the SMS administrative processes and app=
ly
audit data to improve safety within the SMS.
5.3.9 Unit Nine – Occur=
rence
Reporting and Evaluation (Includes Quality, Audit, Compliance, Hazards): It is important for every organisation to comply=
with
relevant legislation and regulations on reporting. At the same time, report=
ing
and evaluation outcomes can assist the organisation to properly manage and
learn from occurrences, incidents and accidents.
· &n=
bsp;
Interpret and comply with laws that apply to
reporting of occurrences, incidents and accidents; and
· &n=
bsp;
Analyse occurrence, incident and accident repor=
ts
to improve organisational safety.
5.3.10 Unit Ten – Sms Review and
Evaluation: It is essential to con=
tinually
review and evaluate an SMS for the purpose of sustaining and improving it. It is
important that the Safety Manager works on helping all members of an
organisation to maintain interest in and commitment to the SMS:
· &n=
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To critically evaluate SMSs to determine its
effectiveness;
· &n=
bsp;
Seek out constructive criticism internally or f=
rom
external sources as required; and
· &n=
bsp;
Promote the SMS using appropriate techniques an=
d to
analyse the impact of these techniques on the safety culture. (for example,
rewards for a reduction in incidents may simply stifle reporting)
5.3.11 Unit Eleven – Emergency Respo=
nse
Plan: It
is important that all employees know their role in an emergency. Safety
Managers should have the skills to develop an emergency response plan:
· &n=
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develop a plan and support it with appropriate
education, signs and appropriate contacts with emergency services;
· &n=
bsp;
Recognise the psychological impact of disasters=
on
employees, their families and the public, and know what to do; and
· &n=
bsp;
Be aware of how to deal with the media.
5.3.12 Unit Twelve – Documentation: =
Documentation is good evidence of safety practic=
es and
it is an excellent source of data for reviews and comparisons with past performance. =
The
SMS must be relevant to all employees and management, and therefore the SMS
documentation must be clearly expressed and readily accessible:
· &n=
bsp;
Prepare, update and maintain SMS documentation;=
· &n=
bsp;
Record and retain (in a way which renders them
useful) all safety related reports and management actions; and
· &n=
bsp;
Establish database systems or direct and advise
experts to establish them.
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