May/June 2023 - 39

AIRPORT GURU
the same manner as other aspects of
business management. It provides:
* A structured method of safety risk
management decision-making
* A means of demonstrating safety
management capability before
system failures occur
* Increased confidence in risk
controls though structured safety
assurance processes
* An effective interface for knowledge
sharing between regulators
and certificate holders
* A safety promotion framework to
support an organization's sound
safety culture
SMS involves the cooperation
of all members of an organization,
from senior management to line staff.
It is a continuous process that aims
to improve safety over time. While
implementing an SMS requires a
significant investment of time and
resources, aircraft operators should
take the evolution of aviation safety
management very seriously.
A combination of factors is contributing
to an increased number
of aircraft accidents, mishaps and
near-misses - causing federal regulators
to place a heightened emphasis
on aviation safety. Due to a shortage
of qualified, trained pilots and
air traffic controllers, there are less
experienced personnel in both the
tower and the cockpit.
For example, in the wake of
several fatal accidents involving
revenue-generating Part 91 flights,
the National Transportation Safety
Board (NTSB) has urged the FAA to
develop more stringent safety standards
for companies offering tour,
skydiving, air combat and tourist
flights. Specifically, NTSB investigators
have discovered a pattern of
minimal FAA oversight, insufficient
pilot training and maintenance shortfalls
when investigating accidents in
which people were killed or injured
during Part 91 flight operations.
To address these serious safety
issues, the FAA is considering a policy
that brings revenue-generating Part
91 operators under one national
standard, similar to the regulations
governing Part 135 operators providing
commercial, non-scheduled air
charter or taxi flights. For air tour
operators, this would include eliminating
the current exemption in Part
135 for flights operating within 25
miles of the same airport, as well as
requiring safety management systems
similar to those required of Part 121
airline operations.
Notably, NTSB data indicates Part
121 airline operations maintain the
best safety record in civil aviation,
with the Part 135 on-demand air taxi
segment holding the next lowest accident
rate. In light of these facts, some
non-Part 121 operators, maintenance
repair and overhaul organizations, and
training organizations are taking the
steps to develop a voluntary SMS with
guidance from the FAA.
A key takeaway is that an organization-wide
and preventive approach
to managing safety goes beyond the
safety policy, processes and performance
goals found in a comprehensive
SMS. An SMS is intended to be
designed and developed by an organization's
own workforce and should be
integrated into existing operations and
business decision-making processes.
While 14 CFR Part 5 specifies a
basic set of processes integral to an
effective SMS, it does not provide
particular methods for implementing
these processes. In simple terms, the
FAA defines " what " must be accomplished,
but does not define " how " it
must be accomplished.
General aviation operators may
start developing an SMS by considering
these core questions: Do
you have an open and non-punitive
hazard reporting system? Do you have
an organizational culture where all
employees feel vested in the shared
responsibility of keeping each other,
and the equipment they maintain and
operate, safe? Are identified hazards
dispositioned correctly in terms of
root cause and corrective action? How
will you measure the effectiveness of
the SMS?
An effective, comprehensive SMS
requires the engagement and commitment
of an organization's entire
workforce at its foundation. A healthy
and predictive safety culture rests on
every team member feeling empowered
to think critically, ask questions,
provide recommendations and report
safety hazards.
Notably, the terms " safety management "
and " safety culture " are
often used interchangeably. However,
they each serve specific purposes.
Understanding where the nuances
lie between what makes up safety
management and what falls under
safety culture will help strengthen
both processes for businesses.
Let's look at how these processes
become linked. Think of safety management
as the foundation that provides
a strong, stable base to support
the safety culture. The safety culture
then reevaluates and repairs the foundation
of safety management.
Both safety management and safety
culture function with the intention of
mitigating injuries and promoting safe
working habits. Both safety management
and safety culture also utilize a
commitment to continuous improvement
to make workplaces safer. How
each process sets out to achieve these
goals varies slightly.
Safety culture and safety management
are not mutually exclusive, and
organizations should not feel the need
to choose one at the expense of the
other. Both sets of processes work best
when they operate synergistically to
create a whole safety program.
Committing to strong safety management
overseen by a trusted safety
culture will lead to reduced accidents/
incidents, more efficient workflows
and a more loyal employee base. By
empowering a culture of safety with a
sound safety management system, you
can distinguish your organization as
an industry leader in safety. 
MAY/JUNE 2023 \ AVIATIONPROS.COM / 39
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May/June 2023

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