OBJECTIVE AND CONTENTS .1 THE SAFETY STEREOTYPE .1
Chapter 3 INTRODUCTION TO SAFETY MANAGEMENT
3.1 OBJECTIVE AND CONTENTS 3.1.1 This chapter discusses the need for, and the strategies and key features of, safety management. The chapter addresses the differences between the management of safety as an organizational process and the prevention of accidents as a remedial activity. 3.1.2 The chapter includes the following topics: a The safety stereotype; b The management dilemma; c The need for safety management; d Strategies for safety management; e The imperative of change; f Safety management — Eight building blocks; and g Four responsibilities for managing safety. 3.2 THE SAFETY STEREOTYPE 3.2.1 A misperception has been pervasive in aviation regarding where safety fits, in terms of priority, within the spectrum of objectives that aviation organizations pursue, regardless of the nature of the services that aviation organizations might deliver. This misperception has evolved into a universally accepted stereotype: in aviation, safety is the first priority. While socially, ethically and morally impeccable because of its inherent recognition of the supreme value of human life, the stereotype and the perspective that it conveys do not hold ground when considered from the perspective that the management of safety is an organizational process. 3.2.2 All aviation organizations, regardless of their nature, have a business component, to a greater or lesser degree. Thus, all aviation organizations can be considered business organizations. A simple question is then relevant to shed light on the truthfulness, or lack thereof, of the safety stereotype: what is the fundamental objective of a business organization? The answer to this question is obvious: to deliver the service for which the organization was created in the first place, to achieve production objectives and eventually deliver dividends to stakeholders. 3.2.3 There is no aviation organization that has been created to deliver only safety. Even organizations that act as guardians of aviation safety are subject to efficiency constraints, internal or external, as dictated by their stakeholders. This includes the International Civil Aviation Organization, national and supra national civil aviation authorities, international trade organizations and safety advocate international organizations. 3-2 Safety Management Manual SMM 3.2.4 Chapter 2 discusses how safety is increasingly viewed as the consequence of the management of certain organizational processes, with the final objective of keeping the safety risks of the consequences of hazards in operational contexts under organizational control. The management of specific organizational processes, most business-related, is a necessary condition to enable organizations to achieve their production objectives through the delivery of services. These organizational processes, including communication, allocation of resources, planning and supervision, were also discussed in Chapter 2. The management of these processes is delivered through core business functions and management systems, such as financial management, human resources management and legal management. 3.2.5 The perspective advanced by this manual is that safety is not the first priority of aviation organizations. Rather, the management of safety is just another organizational process that allows aviation organizations to achieve their business objectives through the delivery of their services. Safety management is therefore just another core business function that must be considered at the same level and with the same importance as other core business functions, and it is delivered through a dedicated management system safety management system or SMS, discussed in Chapter 7. 3.3 THE MANAGEMENT DILEMMA 3.3.1Parts
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» GENERAL OBJECTIVES CONCEPT CONTENTS .1
» OBJECTIVE AND CONTENTS .1 THE CONCEPT OF SAFETY .1
» THE EVOLUTION OF SAFETY THINKING .1
» ACCIDENT CAUSATION — THE REASON MODEL .1
» THE ORGANIZATIONAL ACCIDENT .1 BASIC SAFETY CONCEPTS
» PEOPLE, CONTEXT AND SAFETY — THE SHEL MODEL .1
» ERRORS AND VIOLATIONS Operational errors
» ORGANIZATIONAL CULTURE .1 BASIC SAFETY CONCEPTS
» SAFETY INVESTIGATION .1 BASIC SAFETY CONCEPTS
» OBJECTIVE AND CONTENTS .1 THE SAFETY STEREOTYPE .1
» THE MANAGEMENT DILEMMA .1 INTRODUCTION TO SAFETY MANAGEMENT
» THE NEED FOR SAFETY MANAGEMENT .1
» STRATEGIES FOR SAFETY MANAGEMENT .1
» THE IMPERATIVE OF CHANGE .1 SAFETY MANAGEMENT — EIGHT BUILDING BLOCKS .1
» FOUR RESPONSIBILITIES FOR MANAGING SAFETY .1
» OBJECTIVE AND CONTENTS HAZARDS AND CONSEQUENCES .1
» FIRST FUNDAMENTAL — UNDERSTANDING HAZARDS .1
» SECOND FUNDAMENTAL — HAZARD IDENTIFICATION .1
» THIRD FUNDAMENTAL — HAZARD ANALYSIS .1
» GENERAL INFORMATION SYSTEM REQUIREMENTS
» UNDERSTANDING DATABASES FOURTH FUNDAMENTAL — DOCUMENTATION OF HAZARDS .1
» DATABASE LIMITATIONS DATABASE INTEGRITY
» SAFETY DATABASE CAPABILITIES DATABASE SELECTION CONSIDERATIONS
» OBJECTIVE AND CONTENTS DEFINITION OF SAFETY RISK .1
» FIRST FUNDAMENTAL — SAFETY RISK MANAGEMENT .1
» SECOND FUNDAMENTAL — SAFETY RISK PROBABILITY .1
» THIRD FUNDAMENTAL — SAFETY RISK SEVERITY .1
» FOURTH FUNDAMENTAL — SAFETY RISK TOLERABILITY .1
» FIFTH FUNDAMENTAL — SAFETY RISK CONTROLMITIGATION .1
» SCENARIO SYSTEM DESCRIPTION HAZARD IDENTIFICATION PROCESS
» SAFETY RISK ASSESSMENT PROCESS SAFETY RISK CONTROLMITIGATION PROCESS
» HAZARD IDENTIFICATION AND SAFETY RISK MANAGEMENT LOG
» SCENARIO SYSTEM DESCRIPTION THE FIVE FUNDAMENTALS OF SAFETY RISK MANAGEMENT — SUMMARY .1
» HAZARD IDENTIFICATION PROCESS SAFETY RISK ASSESSMENT PROCESS
» SAFETY RISK CONTROLMITIGATION PROCESS
» OBJECTIVE AND CONTENTS ICAO SAFETY MANAGEMENT SARPS — GENERAL .1
» STATE SAFETY PROGRAMME SSP .1
» ACCEPTABLE LEVEL OF SAFETY ALoS
» SAFETY MANAGEMENT SYSTEM SMS .1
» SMS SAFETY PERFORMANCE .1 ICAO SAFETY MANAGEMENT SARPs
» MANAGEMENT ACCOUNTABILITY .1 ICAO SAFETY MANAGEMENT SARPs
» RELATIONSHIP BETWEEN AN SSP AND AN SMS .1
» COMPLIANCE AND PERFORMANCE .1 ICAO SAFETY MANAGEMENT SARPs
» OBJECTIVE AND CONTENTS INTRODUCTORY CONCEPTS .1
» SMS FEATURES .1 INTRODUCTION TO SAFETY
» SYSTEM DESCRIPTION .1 INTRODUCTION TO SAFETY
» GAP ANALYSIS .1 INTRODUCTION TO SAFETY
» SMS AND QMS .1 INTRODUCTION TO SAFETY
» SSPSMS AND THE ACCIDENT INVESTIGATION PROCESS .1 INTEGRATION OF MANAGEMENT SYSTEMS .1
» INTRODUCTION SYSTEM DESCRIPTION OF AN AERODROME
» GAP ANALYSIS ICAO SMS FRAMEWORK SMS GAP ANALYSIS FOR SERVICE PROVIDERS
» OBJECTIVE AND CONTENTS THE COMPONENTS AND ELEMENTS OF AN SMS .1
» THE ICAO SMS FRAMEWORK MANAGEMENT COMMITMENT AND RESPONSIBILITY .1
» SAFETY ACCOUNTABILITIES .1 SMS PLANNING
» APPOINTMENT OF KEY SAFETY PERSONNEL .1
» COORDINATION OF EMERGENCY RESPONSE PLANNING .1 SMS DOCUMENTATION .1
» OVERALL PURPOSE KEY ROLES Safety advocate RESPONSIBILITIES
» NATURE AND SCOPE QUALIFICATIONS AUTHORITY
» OBJECTIVE AND CONTENTS SAFETY RISK MANAGEMENT — GENERAL .1
» HAZARD IDENTIFICATION .1 SMS OPERATION
» RISK ASSESSMENT AND MITIGATION .1
» SAFETY ASSURANCE — GENERAL .1 SMS OPERATION
» SAFETY PERFORMANCE MONITORING AND MEASUREMENT .1
» PROTECTION OF SOURCES OF SAFETY INFORMATION .1
» CONTINUOUS IMPROVEMENT OF THE SMS .1
» THE RELATIONSHIP BETWEEN SAFETY RISK MANAGEMENT SRM AND SAFETY ASSURANCE SA
» SAFETY PROMOTION — TRAINING AND EDUCATION .1
» OBJECTIVE AND CONTENTS WHY ADOPT A PHASED APPROACH TO SMS IMPLEMENTATION .1
» PHASE I — PLANNING SMS IMPLEMENTATION .1
» PHASE II — REACTIVE SAFETY MANAGEMENT PROCESSES .1
» REFERENCES DEFINITIONS GENERAL SAFETY POLICY AND OBJECTIVES 1 General requirements
» QUALITY POLICY IMPLEMENTATION OF THE SMS
» PHASE I — PLANNING SMS IMPLEMENTATION
» PHASE II — REACTIVE SAFETY MANAGEMENT PROCESSES
» PHASE III — PROACTIVE AND PREDICTIVE SAFETY MANAGEMENT PROCESSES
» PHASE IV — OPERATIONAL SAFETY ASSURANCE
» OBJECTIVES AND CONTENTS THE COMPONENTS AND ELEMENTS OF AN SSP .1
» THE ICAO SSP FRAMEWORK SSP DEVELOPMENT .1
» GAP ANALYSIS ICAO SSP FRAMEWORK
» STATE SAFETY PROGRAMME SSP GAP ANALYSIS
» GENERAL REMEDIAL MEASURES External training, communication and dissemination of safety information
» ENFORCEMENT PROCEDURES PROPORTIONALITY OF RESPONSES NATURAL JUSTICE AND ACCOUNTABILITY EXCEPTIONS
» GENERAL APPLICABILITY External training, communication and dissemination of safety information
» PROCEDURES External training, communication and dissemination of safety information
» State safety responsibilities and accountabilities
» INTRODUCTION External training, communication and dissemination of safety information
» ICAO REQUIREMENTS ERP CONTENTS
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