SMS Manual Template

8/16/2019 SMS Manual Template

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Safety Management

System

Manual Template

Version 3

For (Organisation Name)



SAFETY MANAGEMENT SYSTEM MANUAL TEMPLATE

Intentionally Blank

of 34




1 INTRO!"TION

This Safety Management System (SMS) Manual has been developed to direct all personnel in

the safe operations of the organisation, in terms of all aspects of the business including flight

safety and environmental safety. The manual defines the policy that governs the operation of

the organisation. SMS is a pro‐active, integrated approach to safety management and is part

of an overall management process that the organisation has adopted to achieve its goals and

objectives. It embraces the principle that the proactive identification and management of risk

increases the likelihood of achieving safe outcomes. a!ards can be identified and dealt "ith

systematically through the a!ard #eporting $rogram that facilitates continuing

improvement and professionalism. %uditing and monitoring processes ensure that operations

are carried out in such a "ay as to not only minimi!e the risks inherent in the operation, butmeet best practice in terms of other legislative responsibilities including environmental

responsibility under the #esource Management %ct &''& and the a!ardous Substances and

e" rganisms %ct &''*.

+ompliance "ith this manual is intended to be the cornerstone of allo"ing the business to

gro" in a managed fashion, and coupled as it is "ith the %I#+%#- Management System

and the sector specific codes of practice, should enable the organisation to meet the

epectations of all our regulators. To achieve a truly sustainable future this organisation must/

perate in compliance "ith the +ivil %viation %ct and the +ivil %viation #ules and

other applicable la"s Maintain accreditation under the %I#+%#- $rogram

0eep all personnel, visitors and customers free from harm

Manage a realistic profit strategy

I invite all company personnel to adopt the rules, procedures and philosophies detailed in this

manual.

Chief Executive Officer XXXXX Company Dated

of 341 October 2012




1.1 Compliance Flowchart

of 341 October 2012




of 34




1#$ In%e&

1 INTRO!"TION##########################################################################################################3

1.1 Compliance Flowchart....................................................................................4

1.2 Index................................................................................................................

1.! "ecord of #mendment$....................................................................................%

1.4 &i$t of Effective 'a(e$.....................................................................................)

1. #**reviation$..................................................................................................+

1., Definition$.....................................................................................................1-

1.% Document Control.........................................................................................12

1.) cope.............................................................................................................1!

1.+ /0 &e(i$lation...............................................................................................1!

1.1- Compliance...................................................................................................14

1.11 "eferenced Document$..................................................................................14

$ SMS Manual 'RT 1####################################################################################################1

2.1 afety ana(ement 'lan...............................................................................1,

2.2 afety 'olicy..................................................................................................1,

2.! afety 'rinciple$............................................................................................1%

2.4 Compliance with tandard$..........................................................................1%

2. Intentional /on‐compliance with tandard$.................................................1)

2., "eward$.........................................................................................................1)

2.% afety 'romotion...........................................................................................1)

3 Organisation Stru*ture#################################################################################################1+

, Safety **ounta-ilities##################################################################################################1+

4.1 CEO "e$pon$i*ilitie$...................................................................................1+

4.2 afety Officer "e$pon$i*ilitie$......................................................................2-

4.! Operation$ ana(er3Chief 'ilot "e$pon$i*ilitie$.......................................2-

4.4 aintenance Controller "e$pon$i*ilitie$....................................................21

Reser.e%########################################################################################################################$1

/ 0aar% I%entifi*ation an% Risk Management#############################################################$1

of 34




2 O**urren*es###################################################################################################################$,

%.1 u$t Culture 'roce$$......................................................................................2

%.2 Occurrence Inve$ti(ation and #naly$i$.........................................................2,

Safety ssuran*e O.ersig4t 'rograms########################################################################$/

).1 ana(ement "eview$....................................................................................2,

+ Safety Management Training Re5uirements##############################################################$/

16 Management of "4ange (MO")###############################################################################$2

11 7mergen*y 'repare%ness an% Response#################################################################$+

1$ "ontinual Impro.ement###########################################################################################$+

of 34




1#3 Re*or% of men%ments

men%#

No '87S "0N87

7FF7"TI

V7 T7

T7

7NT7R7

7NT7R7 B9

(SI8NT!R7)

e"

Manual

&

1

2

3

4

*

5

6

'

&7

&&

&1

&2

&3

&4

&*

&5

&6

&'

17

1&

11

12

13

14

1*

of 341 October 20111 October 2011 1 October 2012




1#,

1# :ist of 7ffe*ti.e 'ages

This table specifies the effective pages for this manual'age No ate 'age No ate 'age No ate 'age No ate

& 7&.&7.&1 1* 7&.&7.&1

1 7&.&7.&1 15 7&.&7.&1

2 7&.&7.&1 16 7&.&7.&1

3 7&.&7.&1 1' 7&.&7.&1

4 7&.&7.&1 27 7&.&7.&1

* 7&.&7.&1 7&.&7.&1

5 7&.&7.&1

6 7&.&7.&1 1

' 7&.&7.&1

&7 7&.&7.&1

&& 7&.&7.&1

&1 7&.&7.&1

&2 7&.&7.&1

&3 7&.&7.&1

&4 7&.&7.&1

&* 7&.&7.&1

&5 7&.&7.&1

&6 7&.&7.&1

&' 7&.&7.&1

17 7&.&7.&1

1& 7&.&7.&1

11 7&.&7.&1

12 7&.&7.&1

13 7&.&7.&1

14 7&.&7.&1

1#/ --re.iations

of 341 October 2012




%%8 %ircraft ngineers %ssociation of 8 a division of %I%

%I% %viation Industry %ssociation of e" 8ealand Incorporated

%M+ %I#+%#- Management +ommittee

+%% +ivil %viation %uthority of e" 8ealand+%# +ivil %viation #ules

+ +hief ecutive fficer9"ner9Manager

+$: +ontinuing $rofessional :evelopment

:;$S :ifferential ;lobal $ositioning System

MS mergency Medical Services :ivision of %I%, <ormerly

kno"n as %%9%#

ecutive fficer

<=T T#; <light Training :ivision of %I%

;IS ;eographical Information System

S ealth and Safety in mployment

I%> In %ccordance >ith

8%%% e" 8ealand %gricultural %viation %ssociation (% division of

%I%)

8% e" 8ealand elicopter %ssociation (% division of %I%)

$+ $ersonal +omputer

?% ?uality %ssurance

# @ : #esearch and :evelopment

#M% #esource Management %ct &''& and amendments

SMS Safety Management System

S$ Standard perating $rocedure

T%= Take ff and =anding %rea (elicopters)

T< Tourist <light perators A a division of %I%

of 341 October 2012




1#2 efinitions

IR"R7; % brand o"ned by %I%

**re%itation +onfirmation that an rganisation has demonstrated

compliance "ith selected rules and standards. <or the

purposes of %I#+%#- %ccreditation the rules and

standards are those that appear or are referred to in this

manual, the associated codes of practice and their

appendices.

ir*raft <ied "ing aeroplanes and helicopters.

menity Values Those natural or physical Bualities and characteristics of an

area that contribute to peopleCs appreciation of its pleasantness, aesthetic coherence, and cultural and

recreational attributes.

ppro.e% 'attern

Tester

% person approved by the <ertiliser ?uality +ouncil to carry

out spread pattern testing of agricultural aircraft according to

Spreadmark- standards.

IR"R7;

Management

"ommittee

%I#+%#- Management +ommittee being a subD

committee of %I% %dvisory +ouncil.

"ontrolle% % document that is dated and can be tracked.

8eneral .iation %ll aviation activity other than military and scheduled

airline and regular cargo flights, both private and

commercial.

0aar% Something that has the potential to cause harm to a person,

loss of or damage to eBuipment, property, the environment or

cause a reduction in the ability to perform a prescribed

function.

O**urren*e %ny unplanned safety related event, including accidents and

incidents that could impact the safety of guests, passengers,

organisation personnel, eBuipment, property or the

environment. In this manual "hilst occurrences involving

flight safety are referred to as occurrences or incidents, those

relating to environmental safety are called events.

Organisation % ;eneral %viation company that is participating in the

of 341 October 2011




%I#+%#- $rogram.

<uality ssuran*e

(<uality

Management)

The process of verifying or determining "hether products or

services meet or eceed customer epectations

Risk The effect of uncertainty on objectives.

Safety The state in "hich the possibility of harm to persons,

property or the environment is reduced to and maintained at

or belo" a level through a continuing process of ha!ard

identification and safety risk management.

Safety Management

System

The comprehensive system designed to manage the safety,

health, environmental and general risk aspects of industry.

%n SMS is the specific application of Buality management to

safety.

Safety Offi*er The person "ho manages the SMS $rogram on behalf of the

+.

of 341 October 2012

http://en.wikipedia.org/wiki/Quality_management

http://en.wikipedia.org/wiki/Quality_management




1# o*ument "ontrol

56hi$ manual template $hall *e made availa*le to mem*er$ in electronic format a$ a 7ord document. anual holder$ $hall 8eep at lea$t one copy in either electronic

or printed format . 9

(6hi$ manual i$ intended to *e a framewor8 that or(ani$ation$ may u$e to develop

their own anual. #ccordin(ly manual holder$ are encoura(ed to ma8e their

own chan(e$ to it *y further definin( proce$$e$ that are relevant to it in each $ection.9

56hi$ template wa$ ori(inally 8nown a$ the #I"C#"E: ;uidance anual 'art

1 and a$ $uch wa$ amended twice *y #I# *efore *ein( renamed anual

6emplate <er$ion !. 6ho$e or(ani$ation$ who have already developed their own

anual *a$ed upon earlier ver$ion$ are not re=uired to incorporate the chan(e$made in thi$ and $u*$e=uent ver$ion$ unle$$ they $o choo$e9.

56ext that i$ *rac8eted in italic$ $hould *e removed a$ the or(ani$ation per$onali$e$

thi$ manual for it$elf9

ach amendment the organisation makes shall be recorded on the page titled

#+#: < %M:MTS and the =IST < %<<+T: $%;S changed to

reflect the issue dates of the ne" pages.

Followin( i$ an example of a manual hierarchy typical for a 1! Operator. anual holder$ may con$ider chan(in( thi$ chart to reflect their own circum$tance$.

of 34

AIRCARE

Safety Maage!et

Sy"te! Ma#a$

1 October 2012

O%erat&o"

Ma#a$

A&rcraft '$&g(t

Ma#a$

Ma&teace

Ma#a$

A&rcraft

Ma#fact#rer")

'or!"

Re &"ter

R&"*

A""e""!et

R&"*

Maage!et

AIRCARE Co-e"

of Pract&ce

.A Ma#a$




1#+ S*ope

This SMS Manual details "hat "e "ill do to meet SMS reBuirements. It is the

management system for managing safety in the air and on the ground. Thismanagement system embraces the follo"ing performance standards/

#isk Management Standard 8S IS 2&777 (current issue)

%I#+%#- %ccreditation #ules

8S637' Management of %grichemicals (;#>S%<E current

issue)

S$#%:M%#0- +ode of $ractice A %erial

%I#+%#- +ode of $ractice for %erial %pplication of Fertebrate

Toic %gents %I#+%#- +ode of $ractice for oise %batement

%I#+%#- +ode of $ractice for <light Training

%ir %mbulance 9 %ir S%# Standards

%I#+%#- +ode of $ractice for <ire <ighting

5Delete the one$ that don>t apply to you9

In terms of the #M% the first four codes are about managing discharges. oise

abatement is about preserving amenity values "hilst <light Training, <ire <ighting

and %ir %mbulance codes are performance standards that represent best pracrice inthose disciplines.

1#16 N= :egislation

This SMS Manual is intended to facilitate compliance "ith the +%% %ct &''7 and

+ivil %viation #ules, and other applicable legislation ("hich is referred to in the

respective codes of practice).

The principles laid out in this manual or any of the codes of practice do not replace,

repeal or override any la"s (including statutes, regulations and rules), contractual

common or other"ise that may be in force from time to time, nor do they prejudice

any other remedies available to any party at common la".

rganisations need to have robust methods to ensure that they become a"are of

changes in la"s and the effects that those changes may have on their operations.

of 341 October 2012




1#11 "omplian*e

<or the purposes of this manual the "ord GshallH refers to practices that are mandatory

for compliance "ith the SMS Manual and the "ord GshouldG refers to practices that

are advised, recommended or are industry best practice.

1#1$ Referen*e% o*uments

• #esource Management %ct &''& including the #M %mendment %ct 177'

• %S98S IS 2&777 177' #isk Management ($reviously 8S 32*7)

• %erosafe #isk Management for %viation 17&&

• avigatus +onsulting =td ;% #isk Matri

• International +ivil %viation rgani!ation Safety Management Manual (1nd

edition (1776)

of 341 October 2012




$ SMS Manual

In the past under S #egulations "e have identified ha!ards and treated those so as to

eliminate, minimi!e, or isolate their risks. nder a previous ?% $rogram "e have done thesame but have also recorded incidents that have created risk, for eample to our finances, our

reputation, ourselves, our customers or the environment. ur SMS not only includes both of

these but builds on them. The "hole point of SMS is that "e identify things that could go

"rong before they go "rong. The follo"ing diagram sho"s ho" "e do this.

This is the frame"ork for our SMS

of 34

Ma-ate /

Co!!&t!et

e"&g of

fra!eor*

for !aag&g

Cot&#a$

&!%roe!

et of t(efra!eor*

I!%$e!et&

g r&"*!aage!e

t

Mo&tor&g

a- re&e of

t(e

fra!eor*




$#1 Safety Management 'lan

Safety holds the key to this organisationCs future and affects everything "e do. This

SMS Manual defines the organisationCs Safety Management $lan. The Safety

Management $lan is the tool used to define ho" SMS supports the organisationCs

business objectives. Management is committed to the SMS, and is reBuired to give

leadership to the program and demonstrate through everyday actions, the commitment

the organisation has to safety and that it places eBual priority on safety and achieving

its operational goals. The processes in place in the Safety Management $lan include

the active involvement of all managers and9or supervisors and staff "ho, through

planning and revie", must continue to drive efforts for continuing improvement in

safety and safety performance. The key focus is the safe operations of air"orthy

aircraft. Safety audits are essential components of the Safety Management $lan. They

revie" systems, identify safety issues, prioritise safety issues, involve all personnel,and enhance the safety of operations.

$#$ Safety 'oli*y

Management is committed to providing safe, healthy, secure "ork conditions and

attitudes "ith the objective of having an accident‐free "orkplace. The organisationCs

+ is committed to/

ngoing dedication to an accident free "orkplace, including no harm to

people, no damage to eBuipment, the environment or property % culture of open reporting of all safety ha!ards in "hich management shall

not initiate disciplinary action against any personnel "ho, in good faith,

disclose a ha!ard or safety occurrence due to unintentional conduct.

% culture of open reporting of all ha!ards

Support for safety training and a"areness programs and ha!ard identification

Support for continuous professional development of employees

+onducting regular audits of safety policies, procedures and practices

Monitoring industry activity to ensure best safety practices are incorporated

into the organisation

%chieving and maintaining the organisationCs %I#+%#- %ccreditation

$roviding the necessary resources to support this policy

#eBuiring all employees to have the duty to maintain a safe "ork environment

through adherence to approved policies, procedures, and training, and shall

familiarise themselves, and comply "ith safety policies and procedures

%ll levels of management are accountable for safety performance, starting

"ith the +

The organisation is strengthened by making safety ecellence an integral part

of all activities

The above shall all be included in the +Cs employment agreement. The

organisation has developed a Safety $olicy Statement and displays it at

appropriate places throughout the business. (See eample %I#+%#-%ccreditation #ules %nne )

of 341 October 2012




$#3 Safety 'rin*iples

Management embraces the follo"ing safety principles/ %l"ays operate in the safest manner practicable

% culture of open reporting of all safety ha!ards in "hich management shall

not initiate disciplinary action against any person, "ho in good faith, due to

unintentional conduct, discloses a ha!ard or safety occurrence

ever take unnecessary risks

Safe does not mean risk free

veryone is responsible for the identification and management of risk

<amiliarity and prolonged eposure "ithout a mishap leads to a loss of

appreciation of risk

2.4 "omplian*e >it4 Stan%ar%s

%ll personnel have the duty to comply "ith standards adopted by the organisation.

These include/

rganisation policy as detailed in the manual suite %ircraft manufacturerCs operating and maintenance procedures, and limitations

%I#+%#- +odes of $ractice

The organisationCs Standard perating $rocedures (So$s)

%pplicable legislation (including all statutes, rules and regulations), and the

common la"

#esearch sho"s that once you start deviating from the rules, you are almost t"ice as

likely to commit an error "ith serious conseBuences. Jreaking the rules usually does

not result in an accidentK ho"ever, it al"ays results in greater risk for the operation,

and this organisation supports the principle of, GF# take unnecessary risks.H

of 341 October 2012




2.5 Intentional Non‐*omplian*e >it4 Stan%ar%s

?ehaviour i$ a function of con$e=uence$. Management is committed to identifying

deviations from standards and taking immediate corrective action. +orrective action

can include counselling, training, discipline, grounding or removal. +orrective actionmust be consistent and fair. The management makes a clear distinction bet"een

honest mistakes and intentional non‐compliance "ith standards. onest mistakes

occur, and they should be addressed through counselling and training. #esearch has

sho"n that most accidents involve some form of fla"ed decision making. This most

often involves some form of non‐compliance "ith kno"n standards.

rganisation policy agrees "ith the follo"ing conclusions/

+ompliance "ith kno"n procedures produces kno"n outcomes

+ompliance "ith standards helps guarantee repeatable results

+omplacency affects the safe operation of the aircraft and cannot be tolerated

Standards are mechanisms for change

The hardest thing to do, and the right thing to do are often the same thing

$#/ Re>ar%s

#e"ard systems sometimes send the "rong message. #einforced bad behaviour

breeds continued bad behaviour and that is unacceptable. This organisation is

committed to the principle that people should be re"arded for normal, positive

performance of their duties that comply "ith organisation standards. $ersonnel shall

not be re"arded for getting the job done by breaking the rules.

The organisationCs re"ard for demonstrating compliance "ith operations in

accordance "ith relevant %I#+%#- +odes of $ractice is %ccreditation under the

%I#+%#- program.

$#2 Safety 'romotion

Safety is promoted as a core value. $rocedures, practices and allocation of resources

and training must clearly demonstrate the organisationCs commitment to safety.

There is a perception in 8 that a canDdo attitude is "hat is most important D no

matter the risk. This attitude does not promote safety.

The follo"ing methods are used to promote safety/

$osting the Safety $olicy in prominent locations around the base of operations

Starting meetings "ith a revie" of safety issues

aving a safety notice board

aving an employee safety feedback process

aving an open reporting culture

of 341 October 20111 October 2012




3 Organisation Stru*ture

The organisationCs structure detail follo"s. 56he example i$ repre$entative of an

or(ani$ation that operate$ four or more aircraft9 anual holder$ $hall amend thi$

flow chart to repre$ent their own circum$tance$

, Safety **ounta-ilities

The follo"ing responsibilities listed are those individualCs safety responsibilities and

these are additional to those detailed in the other manuals that make up the manual

suite.

,#1 "7O Responsi-ilities?

+Cs shall demonstrate a commitment to safety by/

#ecruiting a management team appropriate to the si!e and compleity of theorganisation

:eveloping and disseminating a safety policy and safety objectives

+reating and adeBuately resourcing the SMS program

Specifying roles, responsibilities and accountabilities of the management team

in relation to safety

Implementing management systems that "ill establish and maintain safe "ork

practices

#ecognising that safety and profitability are directly linked together

:eploying sufficient resources to fund the reBuirements of the management

systems

of 34

CEO

Safety Ocer

O%erat&o"

Maager

Ma&teace

Cotro$$er

Co!%etecy

Ma&teace

Orga&"at&o

Co!%ay P&$ot"

ro#- Cre

Part 141 ra&&g

Orga&"at&o

1 October 2012




%l"ays letting pilots make their o"n decision as to "hether to fly or not. To

this end the management should avoid putting pressure on pilots. This may

take the form of direct pressure e.g. in doubtful "eather, or it may be indirect,

for eample by sharing the businessCs financial stress "ith the pilot

,#$ Safety Offi*er Responsi-ilities

The Safety fficers duties shall include but are not limited to/

Implementation, maintenance, revie" and revision of the SMS

$rovide safety information and advice to management and staff

$romotion of safety a"areness and a positive safety culture

versee the reduction of ha!ards to ensure they are as lo" as reasonably

possible nsure SMS induction and recurrent training are conducted I%> the SMS

Manual

Identifying onDgoing safety training reBuirements to support the SMS program

objectives

versee the internal and eternal audit programmes

Maintains all safety related information including reports, data, meeting

minutes, information on ha!ard and risk analysis (risk assessments) risk

management, remedial action, occurrence and accident investigations, and

audit reports

$rovides risk assessment and data analysis

Investigates safety occurrences

+ompletes monthly operational checklists

nsures that staff are trained in emergency preparedness relative to their roles

in the organisation and that they have recurrent training every year. This may

take the form of drills or simulated emergencies.

,#3 Operations Manager@"4ief 'ilot Responsi-ilities?

The perations Manager9+hief $ilot #esponsibilities shall include but are notlimited to/

nsuring all flight operations personnel understand applicable regulatory

reBuirements, standards, and organisation safety policies and procedures

Identification and development of resources to achieve safe flight operations

bserve and control safety systems by monitoring and supervision of aircre"s

Measure aircre" performance compliance "ith organisation goals, objectives

and regulatory reBuirements

#evie" standards and the practices of organisation personnel as they impact

safety

of 341 October 2012




$rogram. a!ards are identified through employee reporting, safety meetings, audits

and inspections.

#isk management is the identification and control of risk. It is the responsibility of

every member of the organisation. The first goal of risk management is to avoid the

ha!ard. The organisation should establish sufficient independent and effective barriers, controls and recovery measures to manage the risk posed by ha!ards to a

level as lo" as practicable. These barriers, controls and recovery measures can be

eBuipment, "ork processes, standard operating procedures, training or other means to

prevent the release of ha!ards and limit their conseBuences should they be released.

The organisation should ensure that all individuals responsible for safety critical

barriers, controls, and recovery measures are a"are of their responsibilities and

competent to carry them out. The organisation shall establish "ho is doing "hat to

manage key risks and ensure that these people are up to the task.

The organisation + is responsible for accepting or denying operations, and

manages risk through the #isk %ssessment Matri (#%M). >hen a major change in

operations, eBuipment or services is anticipated, the management of change process

shall include ha!ard identification and risk management processes. The #%M is a

graphic portrayal of risk as the product of probability on one ais (eposure,

freBuency or likelihood) and potential conseBuence on the other ais (loss generated

from the outcome).The #isk %ssessment Matri sho"s an assigned value, and has a

broad application for Bualitative risk determination as "ell as graphically presenting

risk criteria. The data from the risk assessment(s) is entered into the risk assessment

form and is maintained by the Safety fficer. These risk assessment forms make up

the list of ha!ards for the organisation and typically replace those forms used for

a!ard I: as reBuired by the S %ct &''1.

Sample #isk %ssessment <orms and ccurrence and a!ard Identification #eportsappear as %nne : of the %I#+%#- %ccreditation #ules and the %I#+%#-

#isk Matri appears at %ppendi .

In this organisation "e do not use the #isk Matri for every situation because that is

not appropriate. %ll of the day to day risks that "e have identified are managed

through training, personal protective eBuipment and adherence to the standard

operating procedures "e have developed.

(e fo$$o&g tab$e &" t(e g#&-e e (ae a-o%te- to -eter!&e (e

t(e r&"* !atr& &$$ be #"e-

Matrix Not Suitable Matrix Most Matrix Partially

of 341 October 2012




Suitable Suitable

I "&t#at&o" (ere for

ea!%$e

•:ot(&g &" e or##"#a$

• (e ;ob &" e$$#-er"too- a"are t(e r&"*"

• (ere are

e"tab$&"(e-%roce-#re" a-"ta-ar-" &%$ace

• (ere &" a

ty%&ca$$y (&g($ee$ of cotro$

• I e!ergecy or

#rgecy"&t#at&o"


ea!%$e

• (ere &" c(age+(&" ca bec(age &tera$to t(eorga&"at&o oretera$, eg <eco"&-erete-&g o#r=eet &t( a ety%e or t(ere &" ae reg#$at&o

• So!et(&g &"

e or ##"#a$

• So!et(&g &" ot

e$$ #-er"too-

• Proce-#re" are&co!%$ete

• (ere &"

#certa&ty

• R&"* tra-eo>" are

be&g !a-e

• (ere &" $&!&te-

cotro$


ea!%$e

• (ere &"tec(&ca$co!%$e&ty

• (ere &" a ery(&g( $ee$ ofr&"*

• A %roce-#re &"

be&g -e"&ge-

• (ere &" a ery

(&g( $ee$ of#certa&ty

So &"tea- of !atr&

• I-et&fy (a?ar-" @e$&!&ate ao&- %rotect

• Sta-ar-

%roce-#re"

• Profe""&oa$

;#-ge!et

• oo- a&r!a"(&%• M&-f#$e""

Co!b&e &t(

• Profe""&oa$ ;#-ge!et

• oo- %ract&ce

• ro#% &%#t

+-&"c#"" c(a$$ege -ebate,

See* e%ert a-&ce

a- "%ec&a$&"t

a""&"tace

The key components of #isk Management are/

+ommunicate and consult

stablish the contet

Identify risks

%nalyse risks

valuate risks

Treat9Mitigate risks

Monitor and revie" mitigation effectiveness

of 34




It is recommended good practice for someone eternal to the organisation (e.g.

Internal %uditor retained on a contract basis) to revie" the #isk %ssessment(s) to

ensure objectivity in the processes and outcomes.

2 O**urren*es

>hen the Safety fficer is reBuired to complete an occurrence investigation, all staff

shall be invited to make comment but senior personnel are reBuired to make

comments. The Safety fficer is responsible to ensure all these relevant comments

from other personnel and the safety actions they have agreed are recorded in the

report. The report therefore, shall include all the relevant comments and also the

agreed remedial actions. #eports are closed "hen all remedial actions have been

taken. ccurrences shall be revie"ed at the regular meetings. $ersonnel may

anonymously report ha!ards using the same report. $ersonnel "ho report shall be

treated fairly and justly, "ithout punitive action from management ecept in the caseof kno"n reckless disregard for regulations and standards, or repeated substandard

performance.

The GLust +ultureH $rocess sho"n is used "hen deciding if disciplinary action is

appropriate.

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2#1 Aust "ulture 'ro*ess

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2#$ O**urren*e In.estigation an% nalysis

%ll occurrences including environmental events are investigated by the Safety fficer or his designee, and shall be revie"ed by the + in the first instance then by all staff

at the net Safety Meeting. The Safety fficer shall revie" the database for previous

occurrences in order to identify trends.

Safety ssuran*e O.ersig4t 'rograms

The organisation conducts monthly base inspections. #ecords of base inspections and

the resolution of actions are maintained by the Safety fficer. Issues identified during

inspections are included in the agenda of the safety meeting. The form to be used is

the Monthly perational +hecklist located in the <orms #egister. 57rite your own or $ee #ppendix 1 to @Aow to *uild a =uality and $afety $y$temB at

www.aircare.co.n3re$ource$9 The Safety fficer is responsible for filing these

documents in the compliance file. %t periods not eceeding si months an internal

audit shall be carried out to measure compliance and assess all ccurrence #eports.

This audit should be carried out by an auditor eternal to the organisation. The Safety

fficer shall manage and file audit reports, "hich include findings and recommended

corrective actions in the same folder as the ccurrence #eports are filed. $ositive

findings shall also be recorded. e.g. +ompliments from customers, findings and

recommended actions should be communicated to all personnel.

#1 Management Re.ie>s

%t periods not eceeding three months management revie"s shall take place. Their

purpose is to ensure that all relevant reBuirements, standards, procedures, and

instructions are adeBuately defined, documented, continue to be appropriate, and are

being complied "ith. The + shall carry out the revie"s in the company of the

Safety fficer. In most small to medium enterprises this meeting may be arranged to

coincide "ith the regular staff meetings that shall take place at periods not eceeding

three months. % management revie" shall take place "ithin three "eeks of an internal

or eternal audit.

%t the first revie" follo"ing an audit the Management #evie" shall also consider any

audit recommendation "here compliance is voluntary and either assign it for

implementation, and record a proposed timing for implementation, or shall record a

brief note as to "hy the recommendation has not been adopted.

+ Safety Management Training Re5uirements

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mployees shall receive SMS training at the time of induction and thereafter every

t"o years. % record of training shall be kept in the employeeCs personal file. The

training to satisfy SMS shall include/

rganisation commitment to safety

rganisationCs safety policy

mployeeCs role in the SMS

$rocess for reporting occurrences

%pplicable emergency procedures

Training #ecord <orms are found in the <orms #egister 57rite your own9

16 Management of "4ange (MO")

$rocedures are established and maintained to manage changes associated "ith safety.

The systematic approach to managing and monitoring organisational change is part of

the risk management process. Safety issues associated "ith change are identified and

standards associated "ith change are maintained during the change process.

$rocedures for managing change include/

#isk assessment

Identification of the goals and objectives and nature of the proposed change

perational procedures are identified

+hanges in location, eBuipment or operating conditions are analy!ed

Maintenance and organisation manuals are posted "ith current changes

%ll personnel are made a"are of and understand changes nly the + has authority to approve changes identified although this can be

delegated to the Safety fficer

The responsibility for revie"ing, evaluating and recording the potential safety

ha!ards from the change or its implementation

%pproval of the agreed change and the implementation procedure(s)

The M+ process has 3 basic phases/ screening, revie", approval and

implementation. Joth the effect of change and the effect of implementing change

are considered. There are methods for managing the introduction of ne" technology.

%ll personnel shall be consulted "hen changes to the "ork environment, process or practices could have health or safety implications. +hanges to resource levels and

competencies and associated risks are assessed as part of the change control

procedure.

The flo" chart on the follo"ing page sho"s the M+ process used by this

organisation.

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Mangement of "4ange 'ro*ess

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of 34

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1 October 2012




11 7mergen*y 'repare%ness an% Response

The detail of the mergency #esponse $lan is contained in this manual. The Safetyfficer is responsible for assuring that all employees are trained to handle

organisation emergencies based on their role in the organisation. mergency drills or

simulated emergencies shall be conducted at least annually to ensure employees are

competent.

mergency contact numbers shall be posted and kept current at every operations base,

every aircraft and every support vehicle. ote that some of the codes of practice

included in this program have specific emergency response reBuirements of their o"n

and those organisations that include those standards in their accreditation shall meet

the emergency response reBuirements of those standards. 5Emer(ency "e$pon$e 'lan$

follow. It i$ O8 to u$t reference the one$ in the code$ of practice here9

1$ "ontinual Impro.ement

+ontinual improvement to safety and eemplary service to customers is a core value.

:elivering Buality services "ith minimal environmental impact is another.

Safety performance is measured by the follo"ing performance measures/

#educe the number occurrences that cause damage and the amount of damage

#educe the number of occurrence per &,777 hours flo"n

#educe the number of Injuries to employees, visitors and passengers

Increase the number of actions raised from safety meetings

#educe the number of near ‐miss events

Increase compliance "ith the safety occurrence management process

(reporting, classification, root cause investigation, and implementation of

corrective actions)

#educe the number of non‐compliances "ith standard flight operations

procedures as measured by observation or flight data monitoring

#educe the number of complaints received in respect to diminished amenity

values and discharges to land, air and "ater

The + is responsible for ensuring that the organisation performance is revie"ed

annually and employees are adeBuately informed of the results of the revie".

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6hi$ pa(e i$ deli*erately left *lan8

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