COORDINATION OF EMERGENCY RESPONSE PLANNING .1 SMS DOCUMENTATION .1

Chapter 8. SMS Planning 8-11 d monitors the effectiveness of the organization’s safety management processes which support the declared corporate priority of safety management as another core business process; e monitors the effectiveness of the safety supervision of subcontracted operations; f ensures that appropriate resources are allocated to achieve safety performance beyond that required by regulatory compliance; and g gives strategic direction to the SAG. 8.6.8 Once a strategic direction has been developed by the SRB, concerted implementation of strategies across the organization must take place, in a coordinated manner. This is the primary role of the Safety Action Group SAG. SAG is a high-level committee, composed of line managers and representatives of front-line personnel, and chaired in turn by designated line managers. The safety manager is the secretary of the SAG. The SAG is eminently tactical and deals with implementation issues to satisfy the strategic directives of the SRB. While the SAG deals with “grass roots” implementation issues pertaining to specific activities to ensure control of the safety risks of the consequences of hazards during line operations, the SRB deals with the coordination of those issues, to ensure consistency with the strategic direction provided by the SRB. The SAG: a oversees operational safety performance within the functional areas and ensures that hazard identification and safety risk management are carried out as appropriate, with staff involvement as necessary to build up safety awareness; b coordinates the resolution of mitigation strategies for the identified consequences of hazards and ensures that satisfactory arrangements exist for safety data capture and employee feedback; c assesses the impact of operational changes on safety; d coordinates the implementation of corrective action plans and convenes meetings or briefings as necessary to ensure that ample opportunities are available for all employees to participate fully in management for safety; e ensures that corrective action is taken in a timely manner; f reviews the effectiveness of previous safety recommendations; and g oversees safety promotion and ensures that appropriate safety, emergency and technical training of personnel is carried out that meets or exceeds minimum regulatory requirements. 8.7 COORDINATION OF EMERGENCY RESPONSE PLANNING 8.7.1 An emergency response planning ERP outlines in writing what actions should be taken following an accident and who is responsible for each action. The purpose of an ERP is to ensure that there is an orderly and efficient transition from normal to emergency operations, including delegation of emergency authority and assignment of emergency responsibilities. Authorization for action by key personnel is also contained in the plan, as well as the coordination of efforts to cope with the emergency. The overall objective is the safe continuation of operations or the return to normal operations as soon as possible. 8.7.2 Airports must develop an airport emergency plan AEP, air traffic service providers must develop contingency plans, and airlines must develop an emergency response plan. Since airport, ATC and airline operations overlap, it stands to reason that these plans should be compatible. The coordination of these plans should be described in the SMS manual. 8-12 Safety Management Manual SMM 8.8 SMS DOCUMENTATION 8.8.1 As discussed in Chapter 7, one explicit feature of an SMS is that all safety management activities are required to be documented and visible. It follows that documentation is an essential element of an SMS. 8.8.2 SMS documentation must include and make reference to, as appropriate, all relevant and applicable national and international regulations. It must also include SMS-specific records and documentation, such as hazard reporting forms, lines of accountability, responsibility and authority regarding the management of operational safety, and the structure of the safety management organization. It must furthermore document explicit guidelines for records management, including handling, storage, retrieval and preservation. But without doubt, the most important piece of documentation of an SMS is the SMS Manual SMSM. 8.8.3 The SMSM is a key instrument for communicating the organization’s approach to safety to the whole organization. It documents all aspects of the SMS, including the safety policy, objectives, procedures and individual safety accountabilities. 8.8.4 Typical contents of an SMSM include: a scope of the safety management system; b safety policy and objectives; c safety accountabilities; d key safety personnel; e documentation control procedures; f coordination of emergency response planning; g hazard identification and risk management schemes; h safety assurance; i safety performance monitoring; j safety auditing; k management of change; l safety promotion; and m contracted activities. 8.9 SMS IMPLEMENTATION PLAN 8.9.1