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study, analysis and advocacy, such groups provide subject matter expertise for identifying and ameliorating
safety hazards.
2.1.24 Increasingly, airlines are joining partnerships or alliances with other airlines to extend their
effective route structure through code-sharing agreements. This can result in a flight segment being
operated by an airline other than that expected by the passenger. These arrangements can have safety
implications. No airline wants to be associated with an unsafe partner. To protect their own interests, the
alliance partners conduct mutual safety audits — thereby enhancing airline safety.
2.1.25 The general aviation community has a system of national and international associations that
have been formed to enhance safety and further their interests in the aviation community. The business
aviation sector is also active in SMS and in pursuing safety issues for its members.
2.2 MANAGEMENT’S SPECIAL RESPONSIBILITY FOR SAFETY2
2.2.1 The management teams of operators and service providers bear a special responsibility for
safety management. In a major study of airlines around the world, it was found that the safest airlines had a
clear safety mission, starting at the top of the organization and guiding actions right down to the operational
level. Lautman and Gallimore found that in the safest airlines:
2. The Human Factors Training Manual (Doc 9683), Part 1, Chapter 2, further addresses the importance of management in the
establishment of a positive safety culture.
2-6 Safety Management Manual (SMM)
“Flight operations and training managers recognize their responsibility to flight safety and are dedicated
to creating and enforcing safety-oriented policies. … There is a method of getting information to the flight
crews expeditiously and a policy that encourages confidential feedback from pilots to management. …
The management attitude … is a dynamic force that sets the stage for the standardization and discipline
in the cockpit brought about by a training programme oriented to safety issues.”
2.2.2 The safest organizations are often the most efficient. Although trade-offs between safety
management and costs may occur, management needs to recognize the hidden costs of accidents and that
safety is good for business. By taking a systematic approach to corporate decision-making and risk
management, accidental losses are reduced.
2.2.3 Management has the authority and the responsibility to manage safety risks in the company.
This is achieved by establishing a systematic method for identifying hazards, assessing risks, assigning
priorities to these risks and then by reducing or eliminating those hazards which pose the greatest potential
loss. Management alone has the ability to introduce changes in the organization’s structure, staffing,
equipment, policies and procedures.
2.2.4 Above all, management sets the organizational climate for safety. Without its wholehearted
commitment to safety, safety management will be largely ineffective. By positively reinforcing safety actions,
management sends the message to all staff that it really cares about safety and that they should too.
2.2.5 Management needs to establish safety as a core value of the organization. It can accomplish this
by setting objectives and safety goals, then holding managers and employees accountable for achieving
those goals. Staff look to management for:
a) clear direction in the form of credible policies, objectives, goals, standards, etc.;
b) adequate resources, including sufficient time, to fulfil assigned tasks safely and efficiently; and
c) expertise in terms of access to experience through safety literature, training, seminars, etc.
2.2.6 This onus on management applies regardless of the size or type of organization providing the
aviation service. The role of management in managing safety is a recurring theme throughout this manual.
2.3 RESPONSIBILITIES AND ACCOUNTABILITIES
2.3.1 Responsibility and accountability are closely related concepts. While individual staff members
are responsible for their actions, they are also accountable to their supervisor or manager for the safe
performance of their functions and may be called on to justify their actions. Although individuals must be
accountable for their own actions, managers and supervisors are accountable for the overall performance of
the group that reports to them. Accountability is a two-way street. Managers are also accountable for
ensuring that their subordinates have the resources, training, experience, etc. needed for the safe
completion of their assigned duties.
2.3.2 A formal statement of responsibilities and accountabilities is advisable, even in small
organizations. This statement clarifies the formal and informal reporting lines on the organizational chart and
　
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