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accountable for any deficiencies in the SMS itself, the SM should not be accountable for the safety
performance of the organization.
Ideally, the SM should have no responsibilities other than safety. This would generally be the case in large
organizations where a full-time SM position can be justified. In smaller organizations, safety management
may have to be the responsibility of a manager who also has other duties. In such cases, in order to avoid
possible conflicts of interest, it would be preferable that the person responsible for safety management did
not also have direct responsibility for any of the operational or engineering areas. Whether the SM position
is a full-time one or forms only part of the responsibilities of the designated manager, the duties and
responsibilities of the position will be the same. Regardless, the SM is a member of the overall management
team of the organization and needs to be at a sufficiently high level in the management hierarchy to be able
to communicate directly with other senior managers.
The SM should be responsible for managing all aspects of the operation of the SMS. This would include
ensuring that safety documentation accurately reflects the current environment, monitoring the effectiveness
of corrective actions, providing periodic reports on safety performance, and providing independent advice to
the CEO, senior managers and other personnel on safety-related matters.
A sample job description for an SM is included in Appendix 1 to Chapter 15.
Chapter 12. Establishing a Safety Management System 12-7
Organizational structure and statement of
responsibilities and accountabilities
Two approaches to an operator’s organizational structure that are consistent with the requirements for
managing safety are outlined in Figures 12-1 and 12-2. Both are designed to support a coherent SMS.
Sample A in Figure 12-1 is typical of many organizations with good safety records. The Flight Safety Officer
(FSO) reports directly to the Director of Flight Operations. However, the FSO does not have responsibilities
for safety management in other departments. To cover considerations of safety in maintenance, a
Maintenance Safety Officer, reporting directly to the Director of Maintenance, coordinates informally with the
FSO through the “safety office”. Although the organizational chart depicts an informal reporting relationship
from the safety office to the executive level, this structure does not truly promote a systems approach to
safety management. Rather, the organization focuses on safety issues from the perspectives of flight
operations and maintenance only.
In Sample B depicted in Figure 12-2, both the SM and the Quality Manager perform the SMS functions.
However, they both have a direct reporting line to the CEO. The safety functions are dispersed throughout
the organization to the Operations, Maintenance and other departments. The SM and the Quality Manager
then coordinate with each other and the departmental chiefs, assisting them in the fulfilment of their safety
management functions. Sample B broadens the focus over that of Sample A and is more consistent with the
systems approach to safety management.
Changes to the organizational structure should be assessed to determine whether there is any effect on
safety responsibilities and accountabilities. Any necessary amendments to previous responsibilities and
accountabilities should be properly documented.
Safety committee
In addition to the need for a group of line managers to carry out the initial planning for an SMS (Step 1), it
may also be desirable to establish a safety committee. The need for, and structure of, safety committees
depend on the size of the organization. In small organizations, where there are relatively few levels in the
organizational structure between the working and senior management levels, there may be less need to
establish a safety committee.
A safety committee would typically be established at the senior management level and should include the
SM as well as other senior managers. The objective of the safety committee is to provide a forum to discuss
issues related to the safety performance of the organization and the health of the SMS. The safety
committee makes recommendations concerning safety policy decisions, and reviews safety performance
results. During the initial implementation phase of an SMS, the safety committee would also review progress
of the implementation process. The terms of reference for the safety committee should be documented in
the organization’s safety management manual.
Additional guidance on safety committees is included in Chapter 15.
Training and competency
Having staff who are competent for the jobs they are performing is a fundamental prerequisite for safety.
　
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