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board;
e) transport uninjured persons to the designated holding area;
f) make arrangements for any uninjured persons who may intend to continue their journey or who
need accommodation or other assistance;
g) release information to the media in coordination with the airport public information officer and police;
and
h) remove the aircraft and/or wreckage upon the authorization of the investigation authority.
Although the information in this paragraph is oriented towards an aircraft accident, some of the concepts
also apply to emergency response planning by aerodrome operators and ATS providers.
11.5 CHECKLISTS
Everyone involved in the initial response to a major aircraft accident will experience some degree of shock.
Therefore, the emergency response process lends itself to the use of checklists. These checklists can form
an integral part of the company’s Operations or Emergency Response Manuals. To be effective, checklists
must be regularly:
a) reviewed and updated (for example, call-out lists and contact details); and
b) tested through realistic exercises.
11.6 TRAINING AND EXERCISES
An ERP is a written indication of intent. Hopefully, much of an ERP will never be tested under actual
conditions. Training is required to ensure that the intentions in the ERP are backed by operational
capabilities. Since training has a short “shelf life”, regular drills and exercises are advisable. Some portions
of the ERP, such as the call-out and communications plans, can be tested by “desktop” exercises. Other
aspects, such as “on-site” activities involving other agencies, need to be practised at regular intervals.
Conducting exercises has the advantage of demonstrating deficiencies in the plan, which can be rectified
before an actual emergency occurs.
__________________
12-1
Chapter 12
ESTABLISHING A SAFETY MANAGEMENT SYSTEM
12.1 INTRODUCTION
12.1.1 Effective safety management requires a systems approach to the development of safety
policies, procedures and practices to allow the organization to achieve its safety objectives. Similar to other
management functions, safety management requires planning, organizing, communicating and providing
direction. Safety management integrates diverse activities into a coherent whole. Follow-up will be required
to evaluate and validate the appropriateness and effectiveness of the organization’s safety management
practices, thereby closing the safety loop.
12.1.2 There are several ways of meeting an organization’s needs for safety management. There is no
single model that “fits all”. Size, complexity and the type of operation, as well as the corporate safety culture
and operating environment, will influence the structure most suited for individual organizations and their
unique circumstances. Some organizations will require a formal safety management system (SMS) (as
described in Chapter 5). Others may require most of the same functions to be performed, but with a less
structured approach. Some may also face resource limitations and be able to carry out only selected safety
management activities.
12.1.3 This chapter focuses on the factors to be considered in establishing an SMS. The degree of
formality and rigidity in the SMS should be a reflection of the organization’s needs, rather than blind
adherence to doctrine. It is important that the size and complexity of the SMS be appropriate for each
organization. Chapter 15 discusses some of the more practical considerations for operating an SMS.
12.1.4 Before an organization can implement an effective SMS, it needs to possess an appropriate
safety culture. Cultural aspects are discussed in Chapter 4. However, because of the importance of safety
culture to the success of an SMS, the relevant aspects of a safety culture are further discussed in 12.2.
12.2 SAFETY CULTURE
12.2.1 Effective safety management requires more than establishing an appropriate organizational
structure and promulgating rules and procedures to be followed. It requires a genuine commitment to safety
on the part of senior management. The attitudes, decisions and methods of operation at the policy-making
level demonstrate the priority given to safety. The initial indication of corporate commitment to safety is in
the organization’s stated safety policy and objectives and whether staff believe that concerns for safety
might, on occasion, override production objectives.
12.2.2 A key indicator of management’s commitment to safety is the adequacy of resource allocations.
Establishing an appropriate management structure, assigning responsibilities and accountabilities, and
allocating appropriate resources must be consistent with the organization’s stated safety objectives.
　
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