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throughout the organization — for both line personnel and management.
Follow-up
15.4.9 After the meeting, other priorities may capture the attention of the action addressees. The SM
should discretely monitor the actions being taken (or not being taken) and review the progress made with
those who have a commitment for action.
15.5 SAFETY MANAGEMENT TRAINING
15.5.1 The organization’s safety culture is linked to the success of its safety management training
programme. All personnel must understand the organization’s safety philosophy, policies, procedures and
practices, and they must understand their roles and responsibilities within that safety management
framework. Safety training should begin with the initial indoctrination of employees and continue throughout
their employment. Specific safety management training should be provided for staff who occupy positions
with particular safety responsibilities. The training programme should ensure that the safety policy and
principles of the organization are understood and adhered to by all staff, and that all staff are aware of the
safety responsibilities of their positions.
Training needs
15.5.2 The SM should, in conjunction with the personnel department, review the job descriptions of all
staff and identify those positions that have safety responsibilities. The details of the safety responsibilities
should then be added to the job descriptions.
15.5.3 Once the job descriptions have been updated, the SM, in conjunction with the training manager,
should conduct a training needs analysis to identify the training that will be required for each position.
15.5.4 Depending on the nature of the task, the level of safety management training required will vary
from general safety familiarization to expert level for safety specialists, for example:
a) corporate safety training for all staff;
b) training aimed at management’s safety responsibilities;
c) training for operational personnel (such as pilots, ATCOs, AMEs and apron personnel); and
d) training for aviation safety specialists (such as the SM and Flight Data Analysts).
15.5.5 During the initial implementation of an SMS, specific training will have to be provided for
existing staff. Once the SMS is fully implemented, the safety training needs of those other than the safety
specialists should be met by incorporating the appropriate safety content into the general training
programme for their positions.
15-8 Safety Management Manual (SMM)
Initial safety training for all staff
15.5.6 One of the functions of safety management training is to create awareness of the objectives of
the SMS of the organization and the importance of developing a safety culture. All staff should receive a
basic introductory course covering:
a) basic principles of safety management;
b) corporate safety philosophy, safety policies and safety standards (including corporate approach to
disciplinary action versus safety issues, integrated nature of safety management, risk management
decision-making, safety culture, etc.);
c) importance of complying with the safety policy and with the procedures that form part of the SMS;
d) organization, roles and responsibilities of staff in relation to safety;
e) corporate safety record, including areas of systemic weakness;
f) corporate safety goals and objectives;
g) corporate safety management programmes (e.g. incident reporting systems, LOSA and NOSS);
h) requirement for ongoing internal assessment of organizational safety performance (e.g. employee
surveys, safety audits and assessments);
i) reporting accidents, incidents and perceived hazards;
j) lines of communication for safety matters;
k) feedback and communication methods for the dissemination of safety information;
l) safety awards programmes (if applicable);
m) safety audits; and
n) safety promotion and information dissemination.
Safety training for management
15.5.7 It is essential that the management team understand the principles on which the SMS is based.
Training should ensure that managers and supervisors are familiar with the principles of the SMS and their
responsibilities and accountabilities for safety. It may also be of value to provide managers with training that
addresses the legal issues involved, for example, their legal liabilities.
Specialist safety training
15.5.8 A number of safety-related tasks require specially trained personnel. These tasks include:
a) investigating safety occurrences;
b) monitoring safety performance;
Chapter 15. Practical Considerations for Operating a Safety Management System 15-9
c) performing safety assessments;
d) managing safety databases; and
e) performing safety audits.
　
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