In conjunction with an organisation’s overall safety policy statement, there should be a set of underlying tangible safety objectives. Possibly this is one of the areas where companies veer of course a little in respect of how to :
a) Satisfy the regulators interest – means for example compliance with EASA
b) Demonstrate compliance with ICAO and in some cases IOSA
c) At the same time as achieving a) & c) above to add real value to the organisations process
What are Safety Objectives?
The highest level safety objective could be either a a qualitative or quantitative statement defining both the aspirations and strategic goals of our organisation directly relating to the safety of services which we either provide or indeed receive.
Taking another view we could describe them as an overarching set of criteria which we identify or set in place to enable the setting of specific safety goals or desired organisational targets.
As an example we may see the following quoted as a typical example:
“Reduction in fatal airline accidents”
“Reduction in runway excursion events”
“Reduction in ground collision events”
So what is wrong with the above?
Well nothing, other than maybe they do not go far enough ! (they are all related to flight operations – what about maintenance for example?)
So if we start by under defining the chosen criteria how will we develop appropriate measures across the rest of the business?
If you consider an integrated organisation – for example one which is delivering its own maintenance, ops etc. then referencing the IOSA definitions we will see that we have
Organization and Management System (ORG)
Flight Operations (FLT)
Operational Control and Flight Dispatch (DSP)
Aircraft Engineering and Maintenance (MNT)
Cabin Operations (CAB)
Ground Handling Operations (GRH)
Cargo Operations (CGO)
Security Management (SEC)
So a more effective set of safety objectives would consider all relevant aspects of the organisation’s safety impacted environment which in air Airline is far reaching, together with a direct connection to the commitment of senior management.
Taking into full consideration, realistic safety milestones appropriate for our organisation and the ability to be able to measure in the light of our desired outcomes.
Such Safety objectives should clear and be unambiguous. They should also be continuously reviewed (annually is good – six monthly is better).
To consider examples of such safety objectives (should be identified in respect of each business area as mentioned above in the IOSA reference:
a) To identify and eliminate hazardous conditions within our aviation related processes and operations.-
b) To perform hazard and risk assessment for all proposed new equipment acquisitions, facilities, operations and procedures
c) To promulgate an ongoing systematic hazard and risk assessment plan
d) To provide relevant SMS training/ education to all personnel
e) To provide a safe, healthy work environment for all personnel
f) To minimize accidents/incidents that is attributable to organisational factors
g) To prevent damage and injury to property and people resulting from our operations
h) To improve the effectiveness of the safety management system through a yearly safety audit that reviews all aspects of the SMS
As we appreciate the above we should be able to clearly see that the most effective organisations are able to set their objectives both formally and in sufficient details to clearly demonstrate their vision, and define the desired outcomes.
As they say the devil is in the detail and it is here where we should spend time which will be rewarded when we see the results.
Please email office@sassofia.com or visit www.sassofia.com for details of current and forthcoming trainings.
