International Helicopter Safety Team Safety Management System Toolkit

DEFINING “At Risk Behavior”
“At risk behavior” is behavior in which an individual
is willing to assume “unnecessary risks”
while performing a particular task in his or her
everyday life.
Written warnings should remain active for one
year, after which a letter of recognition for positive
change will be written and attached to the formal
written warning in the personnel file by the individual’s
direct supervisor.
An organization should document and define the
roles and responsibilities of all personnel in the safety
management system. Furthermore, a statement should
be made attesting that everyone has a responsibility
for safety. This includes a commitment on the part of
top management to be accountable for safety within
the organization. The dedication and involvement of
top management towards safety and safety practices
should be clearly visible. It is important that senior
management is seen to provide a strong and active
leadership role in the safety management system. This
includes a commitment to provide the resources necessary
to attain the strategic safety objectives established
by the organization.
The traditional disciplinary process often falls short
in increasing awareness to all personnel. When an incident
occurs, whether or not injury or damage occurs,
develop and distribute a safety alert notice to increase
awareness among all personnel regarding what
happened, why and what will be done to prevent it
from happening again – even if it is just “following the
rules.” It is a way to educate others on the importance
of following the rules and the potential consequences of
not following the rules.
These are activities that demonstrate
management’s active commitment to SMS:
Putting safety matters on the agenda of organization
meetings, from the management
level downwards.
Being actively involved in safety activities and
reviews at both local and remote sites.
Allocating the necessary resources, such as time
and money, to safety matters.
Setting personal examples in day-to-day work and
holding others accountable.
Receiving and acting on safety reports submitted
by employees.
Promoting safety topics in organization publications.
The ideal safety culture embodies a spirit of openness
and should also demonstrate support for staff
and the systems of work. Senior management should
be accessible and dedicated to making the changes
necessary to enhance safety. They should be available
to discuss emerging trends and safety issues identified
through the system. A positive safety culture reinforces
the entire safety achievement of the organization and
is critical to its success.
58 SMS Toolkit