iar Nite | ) Sar xWHOSE JOB IS IT? Worldwide Helicopter Accidents per Year 1991 to 2005 00 a 4 500 Accident Count x 4 2 ® 2 & BB ae 82 8 & BS Year mUS Civil =m US Military Non US Civil and MilitaryDefinition of an SMS SMS Is defined as a coordinated, comprehensive set of processes designed to direct and control resources to optimally manage safety. SMS takes unre lated processes and builds them into one coherent structure to achieve a higher level of safety perform- making safety management an integral part of overall risk management. SMS is based on leadershi and accountability. It requires proactive hazard i information control, ncludes incident and accident fication, risk managemen Ing and training. It also investigation and analysis. + The purpose of a safety management system is to provide a CCG A CU mE OO CRE CCL OE eC UCC ORCI CHSMS: What it is and is not... Merah Oe nil cls MU UCR Or * Not a replacement for system PCa * Not a requirement for a new CCL Mela eT Cu mem) safety management OCMC Ca ll Be mnt eed ORS CCC eu Prat) OSS UES meg: acc) making processes for senior and line management Cee eee Ge oC CySMS Components (‘fou Pillars’) Policy: i | re My (Con fe} Safety Management Systems ~ Fight Sanderds Qc oe Casrtsy of Dor Arena, PRD, AA SMS Program ManagerThe Four Pillars of SMS: The ICA© Document 9859 and FAA Advisory Circular 120-92 states that SMS is structured upon four basic components of safety management: ™ Safety Policy ™ Safety Risk Management ™ Safety Assurance ™ Safety Promotion Safety Policy Every type of management system must define policies, procedures and organizational structures to accomplish its goals. An SMS must have poli- cies and procedures in place that explicitly describe responsibility, authority, accountability and expectations. Most importantly, safety must be a core value.Safety Risk Management A formal system of hazard identification and management is fundamental in centrelling an accept able level of risk. A welldesigned risk management system describes operational processes across depart ment and organizational boundaries, identifies key hazards and measures them, methodically assesses risk, and implements controls to mitigate risk. Safety Assurance Policies, process measures, assessments and controls are in place. The organization must incorpo rate regular data collection, analysis, assessment and management review to assure safety goals are being achieved. Solid change management processes must be in place to assure the system is able to adapt. Safety Promotion The organizaticn must continually promote, train and communicate safety as a core value with prac- tices that support a sound safety culture.A OCU Cures OTT TU eau CC) rest Ur Ltd 1 4 OTE CLL) 0 Teen: § CommitmentDefinition phase Gap Analysis The first step in developing on SMS is for the organization to analyze its existing programs, systems and actviies with respect to the SMS fune- tional expectations found in ICAO or FAA documents. This cnalysis is © process and called a ‘gap analysis,” the gops being those elements in the guidonce documents not already being performed by the organization. 1# The gap onalysis process should consider and encompass the entire organization [e.g., functions, processes, organizational depart- ments, etc,| to be covered by the SMS 1 The gop onolysis should be continuously updated os the organization progresses through the SMS implementation process. Implementation phase, Implementation Plan When the gap analysis has been performed, an implementation plan is prepared. The implementa- tion plan is simply a “roadmap” describing how the organization iniends to close the existing gaps by meeting the objectives and expectations in the guidance documents. @ As depicted in the chart to follow, little activity is expected during level one. The organizotion must first arrange resources, assign responsibili- ties, set schedules and define objectives neces- sory to address all gaps identified.4.2 Safety requirements forthe service provider's SMS The DGCA has released a series of SMS CARs, setting out operational regulations and implementation policies for the applicable service providers to implement their SMS as part of their certification process. The applicable regulations are as follows: Purpose To require commercial air transport (aeroplanes) operators including maintenance organisations to implement a safety management system acceptable to the DGCA Reference CAR Section 2 Series 'O" Part II - Operational of Commercial Air Transport ~ Aeroplanes To require commercial air transport (helicopters) operators including maintenance organisations to implement a safety management system acceptable to the DGCA CAR Section 2 Series 'O' Part IV - Operational of Commercial Air Transport - Helicopters To require air traffic service providers to implement a safety management system acceptable to the DGCA CAR Section 9 Series 'E* Part I - Air Traffic ServicesTo lay down the minimum acceptable requirements for the establishment of an SMS in an applicable service provider, with detailed requirements including the hazard identification process and safety rick management CAR Section 1 Series 'C’ Part_I_ Establishment of a Safety Management System (known as CAR SMS) The CAR SMS lays down the safety-related processes, procedures and activities for the establishment of an SMS acceptable to the DGCA, and should be consulted by the applicable service providers as the key reference in understanding the requirements of the DGCA. Specifically, it lays out the following phased approach for the development and acceptance of service providers’ SMS. Implementation date (reference to date of issuance of SMS CAR) + 120 days + 1 year + 2 year +3 year PHASE 1 PHASE 2 PHASE 3 PHASE 4 1. the name of the 41. a documented | A process for 1. training; accountable safety the proactive 2. quality executive; management identification of | assurance; 2. the name of the plan; hazards and and person responsible 2. documented associated 3. emergency for implementing Policies and methods of Preparedness the SMS; procedures. collecting, 3. a statement of relating to the storing and ‘commitment to the required SMS distributing implementation of components; data and a risk SMS (signed by the and management accountable 3. a process for process. executive); occurrence The required4. documentation of | reporting with ‘components a gap analysis the associated are between the supportive 1. documented organization's elements such safety existing system and as training, a management the SMS regulatory method of plan; requirements; and collecting, 2. documented 5. the organisation's | storing and policies and implementation distributing data, | procedures; Project plan based and a risk 3. process for on an intemal gap management reactive ‘analysis. process. ‘Occurrence reporting and training; and 4. Process for proactive identification of hazards are in place.DESCRIPTION OF SMS COMPONENTS: O Defi a) Philosophical Approach - Vision, Mission, Values b) Safety Policy - SMS Policy Statement ¢) Organization Goals - Set/Reviewed Annually ition of Fundamental Approach to Safety © Clearly Defined Roles and Responsibilities a) Openly documented and briefed © Top Leadership Involvement a) Safety is an agenda item, resource allocation, openness, involved in daily activities, promoting awarenessSAFETY POLICY A Brainstorm your organiziation’s values and write them down. A The opening paragraph of your safety policy should reflect where safety fits into your values. 4 Dream « what would you like the SMS to do for your organization? A Set those as the SMS objectives in your policy. 4 Outline high level responsibilities for all employees Oe aC Outmy — 04) Ture elt pT emitter Formal Reporting s--+-+-=- Informal Administrative/CommunicationsMANAGEMENT & SUPERVISON SUPERVISORS Courlory of Patick Hedon, PRD, lecen Universiy CH 2009 Saity Summitea) Economic a mere ie Inflation Few qualified Peet: People Deficient training program ee ‘ Improper Threat analysis wi Aileen a ae Pete) Vere ; \ Failed ro identify threat Entered unsufe situation Failed or Absent Defenses Accident & InjuryOrganizational Meeting The key to the plan’s success is the ability of management to respond in a logical, coordinated manner. The first step in assuring a timely and appro- priate response is to assemble a team of key organi- zation personnel, each of whom will have specific, preassigned responsibilities when an accident occurs. The Accident Response Team (ART) should be composed of a primary and an alternate representa- tive from each of the following departments or persons with these responsibilities: ™ Accident Response Team Leader m@ Chief Pilot m Public Relations ™ Dispatcher ™ Safety Officer m™ Human Resources @™ Senior Management ™ Legal ™ Supervisor of Operations ™ Maintenance SupervisorRISK MANAGEMENT STRATEGIES NC Ne De CONE Responds to events that identification of hazardous processes and environ- ey Re ieee ates A DMC Cay ee a ETUC R ele AR See Mcrae analysis of the organization's processes. Ce ee ee OES ae ESTABLISH THE CONTEXT IDENTIFY THE RISKS ANALYZE THE RISKS UE ILER 2 ple}il fo) y EVALUATE THE RISKS COMMUNICATE & CONSULT Li 7 Ve eyRisk Assessment & Control tial of the events related to the hazards in terms {includes safely sk onalyss, assessment & contrl/Itigatior) of likelihood of occurrence of the events and Analyze Safety Risk severity of resulting consequences. The following Basad on the onalysis in the hazard identifice- _‘table is extracted from the FAA SMS Program tion step, determine the injury and damage poten- Office Assurance Guide LIKELIHOOD OCCASIONAL IMPROBABLE ECATASTROPHIC ILCRITICAL <4=—7m seciboatb ete he ee ees an accident. PROACTIVE is open but still obsessed Precodures are “owned” by the werkferce- We cracked it! lots and lots of audits. MSE advisers chasing statistics. We are serious, but why don’t they do what Pees ee Cee en eet Pa ean Pee ane net et oa Safety is high on the agenda after an accident. The lawyers said it was OK. PATHOLOGICAL pk ee dangerous business: Sack the idiet whe head the accident.ASSESSING YOUR AVIATION SAFETY PROGRAM @ iF you were briefing senior manogement on safety sks 1o your organization, what would you Identify a2 the Immediate stuation having the greatest potential te result ia an incident or accident Invelving damage or Injury? In the air? on the grouna? @ If you were briefing senior management on safety rks lo your organization, what would you Hdanlify as areas of concern for the long terme In the Air? on the grouna? © What do oudit reports, cccident reports, hazard reports ond Inspections in your organization Identify a2 areas of concern? In the Air? on the grouna? © From o staff occupational heelth and safety viewpoint, what do you predict will be the next report Of injury 10; oF predict who will be the next point oF Talury? Maintenance Technicians? Pilots? Tactical Flight Officers? crew chiefs? Supervisors? Ramp agents? In the workshops? © What do you suspect will be the couse of the next repert of damage te an aircraft? © Whot is the status of the orgenizetion’s safety program elements? Be sure to check on the tree Categories for each row.CHAIN of EVENTS Management & Regulatory Body Break ANY Link and the Rest Likely Doesn’t Happen Courtesy of Gordon Dupont CEQ. System Safety Services lac= THE SAFE WAY IS THE BEST WAY