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Reporting to management
15.7.4 When reporting to management, the rule is to keep it simple. Management does not have the
time to sift through large amounts of material, some of which is probably irrelevant. Management is
interested in such basic questions as those listed below:
a) What is the problem?
b) How could it affect the organization?
c) How likely is it to happen?
d) What is the cost if it does happen?
e) How can the hazard be eliminated?
f) How can the risk be reduced?
g) How much will it cost to fix?
h) What are the downsides of such action?
15.8 WRITTEN COMMUNICATIONS
15.8.1 Documenting the SMS, recording and following up on significant safety actions, formulating
meaningful safety recommendations, promoting safety, etc. all require strong written communications.
15.8.2 Since safety recommendations usually involve additional resources (or reallocation of existing
resources), affected managers may understandably be resistant to taking action. Written communication
offers an effective means for making the necessary argument for change as it reduces the likelihood of
misunderstandings.
15.8.3 Regardless of the nature of any safety action being recommended, poorly written
communications stand little chance of convincing the recipient to change. Therefore, written communications
should meet the following criteria:
a) clarity of purpose;
b) simplicity of language;
c) attention to detail, yet concise;
d) relevance of words and ideas;
e) logic and accuracy of argument;
f) objective, balanced and fair consideration of facts and analysis;
g) neutral (non-blameworthy) tone; and
h) timeliness.
15-14 Safety Management Manual (SMM)
15.9 SAFETY PROMOTION
15.9.1 An ongoing programme of safety promotion will ensure that employees benefit from safety
lessons learned and continue to understand the organization’s SMS. Safety promotion is linked closely with
safety training and the dissemination of safety information. It refers to those activities which the organization
carries out in order to ensure that the staff understand why safety management procedures are being
introduced, what safety management means, why particular safety actions are being taken, etc. Safety
promotion provides the mechanism through which lessons learned from safety occurrence investigations
and other safety-related activities are made available to all affected personnel. It also provides a means of
encouraging the development of a positive safety culture and ensuring that, once established, the safety
culture is maintained.
15.9.2 Publication of safety policies, procedures, newsletters and bulletins alone will not necessarily
bring about the development of a positive safety culture. While it is important that staff be well informed, it is
also important that they see evidence of the commitment of management to safety. The attitudes and
actions of management will therefore be a significant factor in the promotion of safe work practices and the
development of a positive safety culture.
15.9.3 Safety promotion activities are particularly important during the initial stages of the
implementation of an SMS. However, safety promotion also plays an important role in the maintenance of
safety, as it is the means by which safety issues are communicated within the organization. These issues
may be addressed through staff training programmes or less formal mechanisms.
15.9.4 In order to propose solutions to identified hazards, staff must be aware of the hazards that have
already been identified and the corrective actions that have already been implemented. The safety
promotion activities and training programmes should therefore address the rationale behind the introduction
of new procedures. When the lessons learned could also be significant to other States, operators or service
providers, consideration should be given to wider dissemination of the information.
Promotion methods
15.9.5 If a safety message is to be learned and retained, the recipient first has to be positively
motivated. Unless this is achieved, much well-intended effort will be wasted. Propaganda which merely
exhorts people to avoid making errors, to take more care, etc. is ineffective as it does not provide anything
substantial to which individuals can relate. This approach has sometimes been described as the “bumper
sticker” approach to safety.
15.9.6 Safety topics should be selected for promotional campaigns based on their potential to control
and reduce losses. Selection should therefore be based on the experience of past accidents or near misses,
matters identified by hazard analysis, and observations from routine safety audits. In addition, employees
　
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