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15.2.2 The SM requires a suitably equipped office. The physical presence of the safety office (size and
location) says a lot about the importance that management attaches to safety management and the role of
the SM.
15.2.3 The SM should be free to move around the organization — probing, questioning and
observing. The SM needs to be readily accessible to anyone wishing to contact him, and he should not
shut himself in an office and wait for information to come to him. If the physical location of the SM is
remote from the day-to-day operations, communications will inevitably suffer.
15.2.4 Since the main source of safety information within an organization is its operational personnel,
the SM should be located where these personnel can have ready access to him. This is particularly
important in relation to human performance issues where the facility to discuss a problem, in confidence if
necessary, immediately after a safety occurrence may be the deciding factor as to whether the information is
reported at all.
Safety office functions
15.2.5 Regardless of its location within an organization, typically, a safety office fulfils a variety of
corporate safety functions. Some of the more common functions include:
a) advising senior management on safety-related matters such as:
1) setting safety policy;
2) defining responsibilities and accountabilities for safety;
15-2 Safety Management Manual (SMM)
3) establishing an effective corporate SMS;
4) recommending resource allocations in support of safety initiatives;
5) disseminating public communications on safety issues; and
6) organizing emergency response planning;
b) assisting line managers in:
1) assessing identified risks; and
2) selecting the most appropriate risk mitigation measures for those risks deemed unacceptable;
c) overseeing hazard identification systems, for example:
1) occurrence investigations;
2) incident reporting systems; and
3) data analysis programmes;
d) managing safety databases;
e) conducting safety analyses, for example:
1) trend monitoring; and
2) safety studies;
f) providing training on safety management methods;
g) coordinating safety committees;
h) promoting safety by:
1) sustaining awareness and understanding of the organization’s safety management processes
across all operational areas;
2) disseminating safety lessons in-house; and
3) exchanging safety information with external agencies and similar operations;
i) monitoring safety performance measurement by:
1) conducting safety surveys; and
2) providing guidance on safety oversight;
j) participating in accident and incident investigations; and
Chapter 15. Practical Considerations for Operating a Safety Management System 15-3
k) reporting on safety to meet the requirements of:
1) management (e.g. annual/quarterly review of safety trends and identification of unresolved
safety issues); and
2) the regulator (CAA).
15.3 SAFETY MANAGER (SM)
15.3.1 The SM is the focal point for the development and maintenance of an effective SMS. The SM is
also likely to be the main point of contact with the regulatory authority for many safety issues. Having the SM
report directly to the Chief Executive Officer (CEO) demonstrates that safety has an equivalent level of
importance in the decision-making process as other major organizational functions.
15.3.2 The functions of the SM are discussed briefly in Chapter 12. Broadly, the SM is responsible for
ensuring that safety documentation accurately reflects the current situation, 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.
15.3.3 In many organizations, the SM holds a “staff” position and advises senior management on
safety matters. A potential conflict of interest can arise if the SM also holds line management
responsibilities. Safety management then is a responsibility shared by line managers and supported by the
“staff” safety specialist, the SM. Senior management should not hold the SM accountable for line managers’
responsibilities. Rather, the SM is accountable for rendering effective staff support to line managers to
ensure the success of their safety management efforts.
15.3.4 Large organizations may require a small staff of dedicated safety specialists to assist the SM.
These specialists would undertake a variety of tasks, such as maintaining safety documentation, reviewing
safety assessments and taking part in safety audits.
15.3.5 Regardless of the organizational arrangement, a formal statement of responsibilities and
　
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