Safety & Security System Assignment
Safety & Security System Assignment
Safety & Security System Assignment
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Table of Contents
1. Table of Abbreviations…………………………………………………..…..3
2. Abstract………………………………………………..…………………….4
3. Introduction…………………………………………………………….……5
6. How Safety Management System Improves Safety Culture & Safety Gaps
Identified …………………………………………………..……….…..10-12
7. Conclusion……………………………………………………………….....13
8. References………………………………………………………………14-15
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1. Table of Abbreviations
SC Safety Culture
SM Safety Management
SP Safety Promotion
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2. Abstract
SMS is a business-based proactive and ongoing approach that addresses identifying SRAHs,
introducing and continuing to use mitigation steps and analysing the data collected to evaluate
the effectiveness of the solution. SMS has evolved and will continue to evolve as the aviation
industry transitions from a technical era in which the emphasis was on safety improvements after
AOIs investigations to a holistic approach that includes human and organisational factors.
According to the case study, management was dismissive of multiple SRAHs raised by their
employees because it was profit-driven, which resulted in costly consequences. Thus, having a
positive SC in an organisation where management leads and is accountable for having safety
policies and practises that employees embrace and adhere to positively while being open and
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3. Introduction
Since the 1900s, SM has been constantly evolving. SM was parked within each Annex, but in
2013, the importance of it becoming a designated Annex (Annex 19) was decided at ICAO’s
2010 High-Level Safety Conference (ICAO 2017). It encompasses SMS, SSP framework, SSOS,
and data collection, analysis and exchange, aiming at proactively addressing SRAHs, stressing
the notion of holistic safety performance, managing and supporting strategic regulatory and
infrastructure developments and reiterating a state’s role in managing state-level safety with
service providers (SKYbrary 2022). An organisation should embrace SMS's four pillars through
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4. Safety Management System
organisation to identify and assess safety issues and manage and mitigate potential SRAHs,
through data collection and analysis and using of accountabilities and policies. This enables an
aviation organisation to identify, prioritise and control SRAHs by efficiently managing its
Moreover, SMS has four pillars: SPAO, SRM, SRA and SP, under ICAO’s Document 9859, a
guided SM manual for all members to develop and implement an obligated SSP and SSOS in
compliance with SARPs (ICAO 2017). All aviation organisations ranging from air traffic service
strategies and processes to accomplish organisational safety objectives. SRM assesses the
ongoing effectiveness of risk-control techniques that have been applied. SRA enables continuous
hazard detection, leading to a risk assessment process to develop appropriate control strategies.
(SKYbrary 2022).
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5. Safety Management System Evolution
The 1900s–1960s was the technical era, where emphasis on safety improvements was placed on
technical factor investigations, which took a significant amount of time. During the 1950s, the
number and frequency of AOIs decreased gradually, owing largely to aircraft technological
advancements. Regulatory compliance and control were also added to safety processes. (ICAO
2017)
The 1970s to the mid-1990s was the human factors era, where aviation AOIs significantly
decreased in frequency due to enormous safety regulations in the early 1970s made to
technological advancements and changes. Berling T. (2021) mentioned that aviation became the
safest transportation means, but AOIs occurrence continued, leading to more emphasis on safety
efforts and information, which were broadened to include human factor issues such as the
man/machine interface. However, did not fully address the issue, as these human factors were
intended to concentrate on the individual without accounting for operational and organisational
settings. This gave rise to the SHELL model, which was created by Elwyn Edwards. The model
enabled a better understanding of the connection between the aviation environment and human
factors, which included elements such as software (procedures and policies), hardware
(equipment and aircraft), environment (physical and organisational) and liveware (individuals
and teams). It was not until the early 1990s that it was recognised that individuals operate in a
complex environment with various elements that have the capacity to influence behaviour in
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Diagram 1: ICAO SHELL Model
The organisational era was born thereafter and lasted till the 2000s, where safety began to be
considered from a systemic standpoint, which included human and technical factors alongside
organisational factors, resulting in accounted organisational culture and policies when evaluating
the SRM's effectiveness. Traditional data collection and analysis methods, where data were only
collected during investigations of AOIs, were replaced with proactive ones to allow monitoring
and detection of known and emerging SRAHs and efficiently react to them. These improvements
and progress propelled the aviation industry towards an SM approach, which resulted in
As the industry grew rapidly, it became critical to have a holistic system approach in SMS,
which gave rise to the total aviation system approach era, which began in the 2000s and will span
into the future. With the global implementation of SMSs and SSPs by many state members, most
SMSs focus on an individual's safety performance and what they can control as an organisation,
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but not the entire industrial system. Thus, there was a need to have a total aviation system
approach, to consider various stakeholders playing a role in aviation safety and to share SMS
resources collaboratively among all parties, including states and service providers, to better
understand and manage safety issues effectively to improve safety performance. States are also
starting to recognise the total aviation system and how they can develop their SSPs and manage
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6. How SMS Improves Safety Culture & Safety Gaps Identified
One of the four key pillars of SMS is SC, which includes SP as a key component. While it is
impalpable, it is highly important because it influences how the organisation sees the significance of
safety. A good SC is always looking for ways to improve and employs tools and procedures to monitor
Safety performance may be continuously improved when the whole organisation advocates and
prioritises safe practices, alongside aligning them at a managerial or national level under the SPAO
and SRA pillars, as various locations have varied views, priorities and expectations of safety.
SC may be positive, negative, or indifferent and it varies depending on how it is viewed, appreciated,
and prioritised within a company. A generative corporation has a strong SC. There are also
pathological (conflicted) organisations and bureaucratic (many red tapes) businesses, both of which
reduce the efficacy of safety. When both employees and management are committed to personal
safety, a positive SC occurs. Workers' faith in the safety system and the availability of a well-defined
set of rules and procedures that ensure the system's integrity, will result in a positive SC (FAA 2022).
The case study emphasises the necessity for an organisation's management to foster a SC. Many
safety-related activities and policies will be declined without the management team's backing
since many safety-related processes increase operating expenditures or affect business time.
However, it would raise SRAHs and cost the company dearly in both direct and indirect costs if
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any AOIs occurred, as seen in the case study's two examples. It would be advantageous for the
organisation to implement gap analysis to detect present safety gaps and avoid safety failures
based on self-auditing against a set of best practices to avoid more indirect and direct costs from
AOIs, which may possibly cause the business to cease operations indefinitely and be liquidated
(ASMSP 2019).
Furthermore, management showed little regard for the pilot staff, who wanted to improve
processes for safety and the overloading of flying jobs, affecting the health and performance of
pilots. Another would be the dismissal of the change request in the current hotels' rest-catered
environments in favour of more conducive ones for pilots to rest well when they take on
outstation flights with rest catered for. Also, the management was too focused on profits and
laughed off the logistic staff’s concern about the poor crate packaging for cargo transported and
how it has affected their pilots' workload, along with the unrepaired trolley brakes. Thus, a good
SC is primarily dependent on trust and respect between workers and management, it must be
built and supported at the top management level. Employees must trust that there will be no
negative consequences for reporting safety deficiencies and that any measures taken in the
interest of SRAHs will be supported and addressed. The organisation should also have a zero-
Both hazard and voluntary anonymous reporting systems should be present and function with
suitable non-disciplinary regulations. Staff can be educated on the improvements made thanks to
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report SRAHs, it blocks the follow-up process. Easy access to safety reporting systems while
maintaining confidentiality will increase active safety data collection and contribute to proactive
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7. Conclusion
SM is never stagnant, it will continuously evolve and enhance over time due to the findings of
new SRAHs that need to be addressed from daily operations and AOIs.
In any organisation, the management-level team should be responsible for ensuring SPAO and
practices are adhered to. However, the responsibility also lies with the staff to embrace and have
a positive mindset for safety, as each member of the organisation has an essential role in
ensuring a healthy and effective SC. Thus, an SMS will ensure safety is well managed and a safe
working environment is present within all aviation organisations, allowing the industry to grow
safely together.
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8. References
Aviation Safety Management Software Pro (ASMSP) (2019) What is a Gap Analysis in Aviation
https://www.asms-pro.com/modules/safetyassurance/gapanalysis.aspx
Burling T (2021), 'Aviation Safety Management Theory: Three core models and the potential
risk of evolution and change on aviation operations', Research Gate website, accessed 19
February 2021.
https://www.researchgate.net/publication/351689314_Aviation_Safety_Management_Theory_Th
ree_core_models_and_the_potential_risk_of_evolution_and_change_on_aviation_operations#pf
Federal Aviation Administration (FAA) (2022), Safety Management System, FAA website,
%3e
ICAO (International Civil Aviation Organisation) (2017) Safety Management Manual (SMM),
https://www.icao.int/safety/SafetyManagement/Pages/Access%20to%20ICAO%20%20Annexes
%20and%20Guidance%20Material.aspx
McKechnie Aviation (2022), SMS: Safety Management System, McKechnie Aviation website,
sms-safety-management-systems
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SKYbrary (2022), ICAO Annex 19, Safety Management, SKYbrary website, accessed 19
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