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accountabilities is advisable, even in small organizations. This statement clarifies the formal and informal
reporting lines on the organizational chart and specifies accountabilities for particular activities.
SM selection criteria
15.3.6 Irrespective of the size of the organization, the SM should possess operational management
experience and an adequate technical background to understand the systems that support operations.
Operational skills alone will not be sufficient. The SM must have a good understanding of safety
management principles that has been acquired through formal training and practical experience.
15.3.7 SMs require strength in several areas to complement their professional expertise. They should
have:
a) a broad knowledge of aviation and the organization’s functions and activities;
b) people skills (such as tact, diplomacy, objectivity and fairness);
15-4 Safety Management Manual (SMM)
c) analytical and problem-solving skills;
d) project management skills; and
e) oral and written communication skills.
15.3.8 A sample job description for an SM is contained in Appendix 1 to this chapter.
Leadership role
15.3.9 From the outset, the SM must establish a persona. The SM is seen as a subject matter expert
on safety management. One of the SM’s strengths is in convincing others of the need for change. This
requires leadership skills. Some considerations for developing the most suitable leadership style in a
particular organization are listed below:
a) Personal example. The SM’s personal value system must include setting an example for all
personnel, service providers and management. The SM must be seen at all times to be upholding
the highest standards of safety. The SM’s example cannot be one of “Do as I say, not as I do.”
b) Courage of convictions. The SM must be willing to go against the tide if necessary. In some
instances, the SM may be the lone voice for change. The need for change will not always be
popular, either to management or to the affected personnel.
c) Consensus builder. As a team builder, whether for office staff or in committee situations, the SM
must build consensus, inspiring confidence while convincing key players of the need for change.
Often this will require compromise and conflict-resolution skills.
d) Adaptable. The SM needs to steer a fine course through ever-changing circumstances and
priorities, judging when to speak out and when to give in. There is a fine line between perseverance
and stubbornness, and between flexibility and lack of personal resolve.
e) Self-starter. The effective SM does not wait for problems to present themselves. Consistent with a
proactive safety culture, initiative is required to search out hazards, assess the associated risks and
provide argument for change.
f) Innovative. There are few new messages in safety. Too many lessons have been learned and
relearned. The SM must find innovative approaches to such age-old problems as complacency,
short cuts and “work arounds”.
g) Firm but fair. Effective leadership treats all people equitably — firmly in terms of what is required
but fairly in being sensitive to unique circumstances.
SM in expanding or large organizations
15.3.10 As an organization expands, it will become increasingly difficult for an SM to function as a
single entity. For example, an operator’s expanding route network may mean an increase in fleet size and,
perhaps, the introduction of different types of aircraft. As a result, the number of occurrences warranting the
SM’s attention will increase. In such circumstances, a minimally staffed safety management department may
Chapter 15. Practical Considerations for Operating a Safety Management System 15-5
not be able to provide an adequate monitoring function. Additional specialists will likely be needed to assist
the SM, perhaps through secondary duty assignments. For example, in the case of an airline, some
specialists that may be needed include:
a) fleet flight safety officers (pilots qualified on type);
b) engineering safety officers (licensed ground engineers with broad experience); and
c) cabin safety officers (senior cabin crew members experienced in cabin crew training, safety
equipment and operating procedures).
15.3.11 These specialists can assist with the monitoring of events peculiar to their own fleet or
discipline and provide expert input during the investigation of occurrences.
SM’s relationships
15.3.12 The SM’s areas of interest are very broad, including external relations with service providers,
contractors, suppliers, manufacturers and officials of the regulatory authority. The SM must foster effective
working relationships across the whole spectrum of those influencing safety and at all levels. These
　
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