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e) Hearsay and rumour need to be substantiated before being accepted.
Survey frequency
15.6.10 Some organizations advocate conducting safety surveys at regular intervals as an integral
component of their SMS. Surveys have a particular application when an organization is undergoing
significant change, for example:
a) during rapid organizational change due to growth and expansion;
b) when major changes in the nature of the organization’s operations are planned (such as the
introduction of new equipment or corporate mergers);
c) during major labour-management differences (such as contract negotiations or strike action);
d) following the change of key personnel (such as the chief pilot or the unit supervisor); or
e) during the introduction of a major new safety initiative (such as TCAS, FDA, LOSA or NOSS).
Where to look
15.6.11 Typically, employees know where best to look for areas of risk. Line managers and front-line
workers often have valid perceptions of where the greatest risks are in their areas of responsibility. Their
input can be sought through focus groups, consultations with employee representatives, and interviews with
subordinate managers and supervisors.
15.6.12 The information sources outlined in Chapter 9 can also contribute to an understanding of the
potential risks facing the organization. Audit reports may provide a structured record of areas of concern.
Since changing accountable managers has a tendency to shorten corporate memories, follow-up
assessments of formal audit reports may reveal lingering safety hazards.
Concluding the survey
15.6.13 The gathering and analysis of the information, development of the recommendations and
preparation of the final report of a survey will take time. It is therefore desirable to conduct a brief review with
those responsible as soon as the survey has been completed. If any conclusions are immediately obvious,
they should be discussed informally.
15.6.14 Recommendations should be practical and within the scope and ability of the organization
concerned. Sensitive issues should not be avoided, but care should be taken to ensure that they are
presented in a fair, constructive and diplomatic manner.
15-12 Safety Management Manual (SMM)
15.7 DISSEMINATING SAFETY INFORMATION
15.7.1 The SM should be the focal point for safety-related information — hazard reports, risk
assessments, safety analyses, investigation reports, audit reports, meeting minutes, conference
proceedings, etc. From all this information, the SM must sift the most relevant safety messages for
dissemination. Some messages are urgent (before the next flight), some are directive, some are for
background understanding, some are seasonal, etc. Most staff do not have time to read all this information,
so the SM must distil the salient points into easily understood safety messages. Several considerations
should guide the SM in disseminating safety information, for example:
a) criticality of the information;
b) the target audience;
c) best means for disseminating the information (e.g. briefings, directed letters, newsletters,
organization’s intranet, videos and posters);
d) timing strategy to maximize the impact of the message (e.g. winter briefings generate little interest
during the summer);
e) content (e.g. how much background information should be given versus the core message); and
f) wording (e.g. most appropriate vocabulary, style and tone).
Safety critical information
15.7.2 Urgent safety information may be disseminated using such means as:
a) direct messages (oral or written) to responsible managers;
b) direct briefings (e.g. for the flight crew of a particular fleet, or for controllers in a specific unit);
c) shift changeover briefings (e.g. for AMEs and ATCOs); and
d) direct mail (post, facsimile or e-mail) — particularly for personnel who are away from home base.
“Nice-to-know” information
15.7.3 The aviation industry produces a considerable amount of literature — some of it targeted at
particular operations. This material includes State accident/incident reports, safety studies, aviation journals,
proceedings of conferences and symposia, manufacturers’ reports, training videos, etc. Increasingly, this
information is available electronically. Regardless of the format of the information, it may be made available
to staff and/or management through:
a) an internal circulation system;
b) a safety library (probably the SM’s office);
c) summaries (probably by the SM) notifying staff of the receipt of such information; and
d) directed distribution to selected managers.
Chapter 15. Practical Considerations for Operating a Safety Management System 15-13
　
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