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.