FOUR RESPONSIBILITIES FOR MANAGING SAFETY .1
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and extract safety information and safety intelligence from data, because data that are collected and relegated to a drawer are as good as no data at all. 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”. The aviation industry’s excellent tradition of sharing safety data must be maintained and, if at
all possible, reinforced.
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 everybody’s
responsibility”, operational personnel are safety experts in their own right. The fallacy of this line of reasoning is evident and is discussed in Chapter 7. There is an urgent need to include dedicated training
addressing the basics of safety management at all levels of operational personnel training.
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.
3.7.2 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.
3.8 FOUR RESPONSIBILITIES FOR MANAGING SAFETY 3.8.1
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 organizational mandates reflecting how senior management wants operations to be conducted. A clear definition of
policies and procedures is therefore essential to provide operational personnel clear guidance on the operational 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.
Chapter 3. Introduction to Safety Management 3-15
c Adoption of best industry practices. The tradition of aviation regarding safety excellence has led to
the continuous development of robust safety practices. Aviation has, 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 civil aviation 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.
3.8.2 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.
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