ES 315

INTRODUCTION TO SAFETY MANAGEMENT

The Concept of Safety

Safety. The state in which the possibility of harm to persons or of property damage is reduced
to, and
maintained at or below, an acceptable level through a continuing process of hazard identification
and
safety risk management.

Depending on the perspective, the concept of safety may have different connotations, such as:
a) zero accidents or serious incidents a view widely held by the travelling public;
b) freedom from hazards, i.e. those factors which cause or are likely to cause harm;
c) attitudes of employees of organizations towards unsafe acts and conditions;
d) error avoidance; and
e) regulatory compliance.

Safety management strategies

Reactive method. The reactive method responds to events that have already happened, such as incidents and accidents.

Proactive method. The proactive method looks actively for the identification of safety risks through the
analysis of the organizations activities

Predictive method. The predictive method captures system performance as it happens in real-time
normal operations to identify potential future problems

SAFETY MANAGEMENT EIGHT BUILDING BLOCKS

Eight basic and generic building blocks underlie the process of managing safety, as follows.

a) Senior managements commitment to the management of safety.

Managing safety, just like any other management activity, requires allocation of resources. This
allocation of resources is, in all organizations, a function of senior management, hence the need
for senior managements commitment to the management of safety. In plain language: no
money, no safety.

b) Effective safety reporting.

It is a known aphorism that one cannot manage what one cannot measure. In order to manage
safety, organizations need to acquire safety data on hazards that allow for measurement to take
place. Most of such data will be acquired through voluntary and self-reporting by operational
personnel. It is essential therefore for organizations to develop working environments where
effective safety reporting by operational personnel takes place.

c) Continuous monitoring.
Continuous monitoring through systems that collect safety data on hazards during normal
operations. Safety data collection is just the first step.. Furthermore, it is essential to share the
safety information and intelligence gleaned with those who operate the system daily for they are
the ones who are in constant contact with the hazards, the consequences of which effective
safety reporting aims to mitigate.

d) Investigation of safety occurrences with the objective of identifying systemic safety

deficiencies rather than assigning blame. It is not as important to identify who did it as it is to
learn why it happened. System resilience can be much more effectively reinforced by removing
systemic deficiencies than by removing supposedly unfit individuals.

e) Sharing safety lessons learned and best practices through the active exchange of
safety information. Another well-known aphorism eloquently illustrates the need for data sharing
and exchange of safety information: learn from the mistakes of others, you are not going to live
long enough to make them all yourself.

f) Integration of safety training for operational personnel. Seldom do training curricula for
operational personnel include dedicated safety training. There is an assumption that since
safety is everybodys responsibility, operational
g) Effective implementation of standard operating procedures (SOPs), including the use
of checklists and briefings. SOPs, checklists and briefings, whether on a flight deck, in an air
traffic control room, in a maintenance shop or an aerodrome apron, are amongst the most
effective safety devices operational personnel have to discharge their daily responsibilities. They
are a powerful mandate from the organization regarding how senior management wants
operations to be conducted. The safety value of realistic, properly written and constantly
adhered to SOPs, checklists and briefings should never be underestimated.

h) Continuous improvement of the overall level of safety. Managing safety is not a one-
day affair. It is an ongoing activity that can be successful only through continuous improvement.
The result of implementing these eight building blocks will be an organizational culture that
fosters safe practices, encourages effective safety communication, and actively manages safety.

FOUR RESPONSIBILITIES FOR MANAGING SAFETY

The responsibilities for managing safety can be grouped into four generic and basic areas, as
follows:

a) Definition of policies and procedures regarding safety.

Policies and procedures are organizationalmandates reflecting how senior management wants
operations to be conducted. A clear definition ofpolicies and procedures is therefore essential to
provide operational personnel clear guidance on theoperational behaviour the organization
expects from operational personnel in day-to-day operations.

b) Allocation of resources for safety management activities.

Managing safety requires resources.The allocation of resources is a managerial function.

Management has the authority and therefore the responsibility for the allocation of resources to
mitigate the safety risks of the consequences of hazards that threaten the capabilities of the
organization.

c) Adoption of best industry practices.

The tradition regarding safety excellence has led to the continuous development of robust
safety practices. In addition, a tradition regarding exchange of safety information through both
institutional and informal channels. These two positive traits should be reinforced and practised
to foster adoption of best industry practices.

d) Incorporation of regulations governing safety.

There might be a misperception that safety management will make prevailing regulatory
frameworks redundant or unnecessary. This is a misperception that must be dispelled in the
strongest terms. There will always be a need for a
regulatory framework as the bedrock for safety management endeavours. In fact, sensible safety
management can develop only from sensible regulations.

In summary, safety management:

a) includes the entire operation;

b) focuses on processes, making a clear differentiation between processes and outcomes;
c) is data-driven;
d) involves constant monitoring;
e) is strictly documented;
f) aims at gradual improvement as opposed to dramatic change; and
g) is based on strategic planning as opposed to piecemeal initiatives.