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56 Safety Management Systems for Airports
At the discretion of each airport, the following are the main characteristics to be considered
for the selection process of a good SMS Manager:
· Knowledge of the FAA documents and regulatory requirements
· Knowledge of the aeronautical system, safety, and SMS processes
· Experience with airport activities associated to the SMS scope
· Basic theoretical and practical training accomplished for the function
· Familiarity with the functions of the position including:
-- Airport safety risk management
-- Principles of organization and management
-- Management and control of SMS processes
-- Process auditing, mitigation, and corrective actions and feedback
-- Basic knowledge of airport accident/incident investigations
-- Basic knowledge of statistics
-- Basic knowledge of performance, performance indicators, and trend analysis
· Dynamic and capable of making correct and timely decisions about safety issues
· Solid written and oral communication skills
· Ability to relate to airport staff and stakeholders
· Familiarity with airports reporting systems
· Leadership and capacity to influence SMS staff to support safety promotion initiatives
· Computer literacy
Each airport should establish the minimum requirements for the SMS Manager job function
according to its characteristics and needs.
4.4 Implement Each SMS Process
At this stage, you should have a clear picture of where you are going (safety policy), the per-
son willing to take you there (SMS Manager), and management support (to provide the neces-
sary support and resources). Now you need to define the vehicles that will make SMS possible.
In other words, define the SMS elements and develop tools to support their execution. The devel-
opment process should consider the integration of those elements already in existence within the
airport organization, as well as the development of new ones.
4.5 Provide Training to SMS Staff
As with any other business or operational activity, SMS will be most effective if the players are
competent in performing their duties and are aware of the tools available to them so they can
have meaningful participation in the system. Everybody should receive SMS training, initially
and on an on-going basis. However, not all personnel should receive the same level of training.
A recent hire probably will need to know the basics of SMS and learn how to follow certain pro-
cedures (produce a report, for example), whereas the SMS Manager will most likely need to know
about risk management, safety investigation, and interviewing techniques. Information on levels
of training and suggested programs is found in Section 6.8.
Figure 5 illustrates these SMS implementation steps and references for all of the SMS elements
described in Chapter 2.
4.6 Proven Practices
The following approaches to SMS implementation have been used and proven effective in
both the aviation industry and other high-risk industries.
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SMS Implementation 57
SMS IMPLEMENTATION STEPS
Step Document the Hazard
1 SMS Identification
Safety Risk
Management
Risk assessment
Develop
Step
2
Implementation Investigation
Plan Process
Objectives Corrective
Action Plans
Step Develop
Develop Safety
Safety Goals
3 Policy Operating
Impact of Changes
Safety Procedures
Responsibilities
Step Appoint Safety Continuous
4 Safety Team
Manager Improvement of the
Safety System Legal & Others
Documentation SMS Manual
Process
Data Management
Reporting Process Records
Step Develop SMS Management
5 Processes
Performance Performance
Measurement & Measurement &
Monitoring Monitoring
Audit
Communication
Step
Training Processes
6
Emergency
Response Process
Training
Figure 5. SMS implementation steps.
Phased-In Implementation
For an SMS to be effective, a culture change in the organization may be necessary. This does
not happen overnight. A successful implementation will require steady, consecutive small
steps that allow people the time they need to understand them, get used to them, and eventually
embrace them.
SMS will require the integration of existing
processes and, in many cases, the development of A phased implementation allows for gradual
new ones. These tasks of integrating and develop- and controlled changes to existing practices.
ing will probably require the personnel involved People must be prepared for such changes.
in SMS implementation to acquire new skills. Too many new initiatives in a relatively short
You will need to build confidence within man- period of time can be overwhelming.
agement and line personnel. Both management
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58 Safety Management Systems for Airports
and line personnel will need to accept this new way of doing business, and more often than not,
positive results will need to be demonstrated before the next step can be taken. For example, if
you decide to start with a reporting system, make sure that the reports submitted receive a timely
and appropriate response.
If employees do not see any action (or at least acknowledgement) when they
report a safety issue, they likely will stop reporting. If this happens, it will take
a much larger effort to get the reporting process re-started.
Once you set up your action plan, start implementing one process at a time. Make sure that
each element is achieving the desired goals before moving on to the next. Promote each SMS
process throughout the organization at every phase of implementation so that all employees
understand how it works, what its purpose is, and how they can help.
Use Existing Processes and Procedures
Many of the processes that are needed to satisfy SMS requirements probably already exist
within your airport organization to some extent. For example, many airports have an acci-
dent investigation process or an incident/accident reporting system. Make use of as many of
your existing processes as you can and integrate them within the SMS context. This will save
you a lot of development time and effort, as well as the time to familiarize employees with
the process.
Select the Right People for Key Positions
An enthusiastic individual who is willing to learn will do a lot more for the collective effort
than somebody with no interest in getting involved. Someone who may be less qualified but is
very enthusiastic could be more valuable to the process.
Get Everyone Involved
Ask for employee feedback whenever possible. People are more likely to take ownership and
pride in things that they helped develop.
Advertise planned activities and request suggestions from staff. Allow participa-
tion in process development workshops and create work groups to address
specific issues.
Keep it Simple
It is extremely important that processes and tasks are kept to a level that is well understood by
all. Avoid long, academic discussions and explanations because it will do very little to support the
broad understanding at all levels that SMS requires.
