Aerodrome Manual Part 5 Safety Management System Issue 13
Tingwall Aerodrome Manual Part 5 Issue 13 Uncontrolled Issue date 01 January 2021 Part 5 SMS SMS 1 - 1 Section 1 Preface and Contents
PREFACE
The Safety Management System (SMS) applicable to the operation of Tingwall Airport is defined and explained in this part of the document. This document also aims to explain the principles of Safety Management and why safety must be managed in a systematic manner.
The SMS includes the Tingwall Policy, and all operational documents are subservient to this.
This part of the Aerodrome Manual: Clarifies the purpose behind Safety Management Systems Explains the purpose behind the procedures Identifies safety and quality management responsibilities and accountabilities Outlines the Tingwall Airport Safety Management System Provides a reference system.
Tingwall Aerodrome Manual Part 5 Issue 13 Uncontrolled Issue date 01 January 2021 Part 5 SMS SMS 1 - 2 Section 1 Preface and Contents
Section PART 5 SAFETY MANAGEMENT SYSTEM [SMS]
SMS 1 Preface and Contents SMS 2 Glossary of SMS Terminology SMS 3 Introduction to SMS SMS 4 Safety Policy Statements SMS 5 Standards and Compliance SMS 6 Safety Accountability SMS 7 Safety Systems SMS 8 Safety Assessment and Assurance SMS 9 Safety Learning Process SMS 10 Monitoring and Auditing SMS 11 Review
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SMS Specific Glossary
Accident An unintended event or sequence of events that cause death, injury, environmental or material damage
Accountability The obligation to give account for the control and discharge of responsibilities
Accountable Held to give account for discharge of responsibilities
Airport Operating Staff All persons whose duties are concerned either with ensuring that the Airport and airspace within which its visual traffic pattern is normally contained are safe for use by aircraft, or whose duties require them to have access to the Airport manoeuvring area or apron
Competence Knowledge, experience, training and an ability to apply each
Contractor Any organisation, other than the Airport Authority, providing services within the Airport and Airport Licensed Area
Hazard A physical situation, often following from some initiating event, that can lead to an accident
Incident All undesired circumstances and ‘near misses’ which could cause accidents
Inspection An inspection is the process of examining, checking or looking at a product or activity
Mitigation The methods by which hazards will be eliminated or their effect minimised in order to achieve the safety requirement
Monitoring Checking the effectiveness of systems, procedures, equipment and personnel
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Occurrence Includes accidents, incidents and any other event which has safety implications
Proactive Taking the initiative to control a situation
Reactive Taking action subsequent to an event
Responsibility Having an agreed duty to control and discharge assigned or implied tasks
Responsible Exercising the agreed duty to control and discharge assigned or implied tasks
Qualitative Those analytical processes that assess system and aeroplane safety in a subjective, non- numerical manner
Quantitative Those analytical processes that apply mathematical methods to assess system and aeroplane safety
Regulatory Requirements stipulated by the various Requirement regulatory organisations governing airport/departmental equipment, procedures or personnel, or, additional standards as may be necessary in a particular set of circumstances
Risk Is the combination of the probability, or frequency of occurrence of a defined hazard and the magnitude of the consequences of the occurrence
Risk Assessment Assessment of the system or component to establish that the achieved risk level is lower than or equal to the tolerable risk level
Safety Freedom from unacceptable risk or harm
Safety Assessment A systematic, comprehensive evaluation of an implemented system to show that the safety requirements are met
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Safety Audit A systematic and independent examination to determine whether safety related activities and related results comply with planned arrangements and whether these arrangements are suitable to achieve safety objectives and are implemented effectively
Safety Case A documented account of the evidence, arguments and assumptions to show that system hazards have been identified and controlled, both in engineering and operational areas, and that qualitative and quantitative safety requirements have been met
Safety Objectives A planned and considered goal that has been set by a design or project authority
Safety Policy The fundamental approach to managing safety and that it is to be adopted within an organisation and its commitment to achieving safety
Safety Management The systematic management of the risks to System achieve high levels of safety performance
Safety Requirements The requirements for safety features to be met by a system
Severity The potential consequences of a hazard
System A combination of procedures and personnel actions organised to achieve a function.
Tingwall Aerodrome Manual Part 5 Issue 13 Uncontrolled Issue date 01 January 2021 Part 5 SMS SMS 3 - 1 Section 3 Introduction to SMS
1. INTRODUCTION
‘Safety Management’ is an integral part of aviation vocabulary. Tingwall Airport aspires to comply with CAA regulations, which require Airport Licence Holders to have a system for managing safety within the licensed area.
It is recognised that absolute safety is unachievable but that systematic management of safety issues will minimise the likelihood of unsafe events.
Simply, Safety Management is the management of risks; risks to personnel, to aircraft and to the business itself. Safety Management is about having policies, procedures and mechanisms in place to ensure that risks to safety are minimised.
More importantly, the management of safety at Tingwall Airport involves the development of a culture in which Tingwall Airport personnel are focused on the safety priority. This will afford the best opportunity of ensuring that all system components (human, equipment and procedural) co-operate to meet the highest possible standards of safety consistent with the legal duty of care.
The possibility of improving safety will always be present. This Part of the Aerodrome Manual is intended to guide and build upon industry ‘Good Practice’ to achieve a working operation and environment as safe as is reasonably practicable.
This systematic management of safety is intended to contribute to a safe aviation environment in the interests of customers, stakeholders, management and staff. Safety Management will continue to evolve at Tingwall Airport in the light of experience and all personnel are encouraged to contribute to this developing process within the Just Culture developed by the Airport Management team.
The requirement for systematic and auditable management, combined with a commitment to analytical appraisal of performance and continuous improvement is a demonstration of best practice.
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2. SUMMARY OF KEY SMS PRINCIPLES
POLICY
Identification & Assessment of Risk
Planning &
Monitoring and Implementing Auditing [Managing the Risk]
Learning from Experience Incidents/Occurrences
Review
The above diagram outlines the key principles of Safety Management.
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POLICY The commitment of the organisation to safety and the direction to be followed on particular matters.
IDENTIFICATION and ASSESSMENT of RISK Translation of the Policy into Practice. The systematic process of examining every aspect of the Airport operation in order to determine how each risk can be managed appropriately.
PLANNING and IMPLEMENTING The means by which the management of personnel, equipment and procedures is organised in order to contribute to the risk management.
LEARNING from EXPERIENCE The technique of incorporating lessons learned locally, or from within the aviation industry, into local procedures. This includes airport personnel feeling they can contribute to the continuous improvement of systems as part of the Just Culture.
MONITORING and AUDIT This process compares what is being achieved with what was intended to be achieved; it also examines the adequacy of procedures, equipment and personnel. Techniques such as inspection, monitoring and audit are commonly utilised.
REVIEW Assessing the effectiveness of the SMS.
This Manual seeks to outline how Tingwall Airport will utilise the above process.
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1. AVIATION SAFETY POLICY STATEMENT
Safety is the first priority in all activities.
We are committed to developing, implementing and improving management systems and processes to ensure that all our aviation activities, whether using in-house or contracted out resources, uphold the highest appropriate level of safety performance and meet national standards.
Our Commitment is to:
Develop, embed and practise a safety culture across our airport operations that recognises the importance and value of effective safety management and acknowledges, at all times, that safety is paramount. Ensure that the Service is appropriately resourced to ensure that the airport is able to operate safely and develop and implement a robust airport Safety Management System. Define clearly for everyone their accountabilities and responsibilities for the development and delivery of safe practices and procedures. Provide everyone with adequate and appropriate aviation safety information and training to enable them to implement safety policy and procedures. Ensure sufficient skilled and trained people are available, who are competent in aviation safety matters. Comply with legislative standards and appropriate best practice. Reduce the risk of and mitigate the consequences of an aircraft accident or incident to a level that is as low as reasonably practicable. Ensure externally supplied systems and services that affect the safety of our airport operations meet appropriate regulatory and safety standards. Establish and measure our aviation safety performance where practicable and appropriate. Foster a learning environment by which we learn from incidents and accidents, our experiences and the experiences of others within our Just Culture. Regularly conduct safety and management reviews leading to improved processes. Actively develop and improve our safety performance to conform to relevant safety standards.
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2. SAFETY POLICY – AIRPORT OPERATING STAFF
Tingwall Airport recognises the contribution which people make to its safe and successful operation.
Tingwall Airport accepts its responsibility to provide, as far as is reasonably practicable, a safe working environment for all its employees and contractors and to ensure their health, safety and welfare whilst on the Tingwall Airport premises.
All employees have a responsibility towards themselves and any persons who might be affected by their acts or omissions.
3. SAFETY POLICY – Staff, passengers, visitors and the general public.
Tingwall Airport’s policy is to ensure, so far as is reasonably practicable, the safety of all airport users including staff, passengers, visitors and the general public whilst on the Tingwall Airport premises.
Tingwall Airport will meet this responsibility by the following means:
Recognising that any visitor may be unfamiliar with many of the airport hazards. The provision of appropriate controls so that visitors are not inadvertently subjected to safety hazards. The maintenance of public areas in a safe condition. Induct and supervise contractors and implement a permit to work scheme when engaged in construction, maintenance or development projects, that they and their staff have a duty not to endanger the general public or themselves. Informing tenants and other airport users and their staff of the need to comply with the management policies. Ensuring that Public Liability insurance cover is maintained to an appropriate level.
4. REGULATORY OVERSIGHT
Responsibility for the regulation of Tingwall Airport is vested in the United Kingdom Civil Aviation Authority.
Tingwall Aerodrome Manual Part 5 Issue 13 Uncontrolled Issue date 01 January 2021 Part 5 SMS SMS 4 - 3 Section 4 Safety Policy Statements The Airport and Air Traffic Service are audited on an annual basis by the CAA.
5. SAFETY CULTURE
Tingwall Airport recognises that safety management is as much about the safety culture as it is about regulations and procedures.
The safety culture is communicated, in part, by Directors and Managers setting an example, providing positive leadership and by visibly and actively supporting staff.
Tingwall Airport management will support staff in implementing safety improvements and support good communication in order to deliver safety improvements as part of our Just Culture.
6. SAFETY SUMMARY STATEMENT
We the undersigned accept the Aviation Safety Policy Statement (above) and are committed to providing Tingwall Airport with the resources required to undertake its operations in a safe manner to comply with appropriate CAA regulations. As Airport Licence Holders we will maintain a safety management system within the licensed area. We require the Aerodrome Manager to maintain the safety management system under review and inform the Accountable Manager of any changes to systems, practices and equipment.
…………………………………………………………
Signed Dated
Chief Executive SIC
......
Signed Dated
Director of Infrastructure
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1. STANDARDS AND COMPLIANCE
All Tingwall Airport procedures and standards must comply with all relevant CAA regulatory requirements.
Tingwall Airport will also aim to follow appropriate industry good practice.
Compliance with CAA requirements will be demonstrated by risk assessment, monitoring and audit processes.
Monitoring of systems and procedures are detailed in the Airport’s Operating Instructions.
2. COMPETENCY
Tingwall Airport will ensure that competent persons are appointed to all safety related posts and tasks. Each member of staff will undergo ongoing training and development to maintain and demonstrate their competence. All training will be recorded. Audit systems are in place to monitor compliance with training plans.
Where staff have been unable to maintain their competence they shall be retrained and re-assessed prior to returning to duty. An individual plan will be developed in those circumstances.
2.1. Audits
The Airport’s internal audit process will assess the strengths and weaknesses of the Safety Management System and identify opportunities for improvement.
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1. TINGWALL AIRPORT MANAGEMENT STRUCTURE
Council Chief Executive
Environment & Director of Transport Infrastructure Committee
Executive Manager – Marine & Air Resources Operations / Manager Accountable Manager
Aerodrome Manager (LCAS and Duty AFISO)
Finance Administration ICT Human Resources Legal Safety Manager Safety and Risk Insurance
Fire Fighter Fire Fighter / Fire Fighter / Aviation Fire Fighter / Watch Room x 3 LCAS AFISO / Operations AFISO Attendant x 2 (incl. 2 relief) LCAS x 2 Trainee x 2 (Relief) (incl. 1 relief)
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1.1. Safety Responsibilities and Accountabilities
Central to safety policy is the accountability of individuals for their actions within our Just Culture; responsibility allocated to individuals, and the allocation of necessary authority for the discharge of responsibilities.
The operational management structure is designed to ensure that all aspects of safety are managed.
1.2. Accountability – General Explanation
Safety is an integral function of both management and operational staff. All levels within the organisation are accountable for the safety performance within their areas of responsibilities.
1.3. Responsibility – General Explanation
Safety responsibilities and lines of reporting are identified above. They are also included in relevant terms of reference.
A comprehensive list of safety responsibilities held by personnel at Tingwall Airport is detailed in this Aerodrome Manual and associated documents.
Staff with safety responsibilities are accountable for the discharge of those responsibilities.
All SIC staff with responsibilities for the operation of Tingwall Aerodrome must sign an individual accountability record. The record will detail the roles the person may take in the operation and where the accountability and safety responsibilities for each role is in the Aerodrome Manual. Once signed, these records will be filed in the Aerodrome Manual folder in the Operations Building at Tingwall Aerodrome.
2. REPORTING PROCESS and DEPUTIES
The management reporting process is identified in paragraph 1 of this section 6. Where appropriate, deputies are identified in this manual.
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3. ELECTED MEMBERS ENVIRONMENT AND TRANSPORT COMMITTEE
The Environment and Transport Committee is responsible, through delegated authority, to the full Shetland Islands Council to implement decisions for which the overall objectives have been approved by the Council.
NOTE: Full Council delegates responsibility to the Environment and Transport Committee, however, Shetland Islands Council retains Corporate Accountability at all times.
This includes:
Approval of revenue and capital expenditure within any allocation delegated by the Council (including Tingwall Aerodrome)
Determination of issues of a local and non-strategic nature relating to all of the services and functions (including Tingwall Aerodrome) within the remit of the Committee.
Ensuring the implementation of Council policies, procedures, plans and standards for effectively fulfilling the statutory and other responsibilities of the Council in terms of those functions and services (including Tingwall Aerodrome) that are within the remit of the Council.
Ensuring the effective discharge of the Council’s responsibilities in respect of those functions and services (including Tingwall Aerodrome) that are within the Committee’s remit, and to monitor performance in achieving the objectives of the Committee and Council.
Co-ordinating and monitoring the effective use of resources, human, physical and financial, for the provision of those services (including Tingwall Aerodrome) that are within the remit of the Committee.
Considering individual service policy proposals and making appropriate recommendations to Council.
4. SHETLAND ISLANDS COUNCIL – COMMITTEE STRUCTURE
4.1. The Council has a group of Councillors, as Policy and Resources Committee, which has some delegated powers within given terms of reference – stated in the Scheme of Delegation.
4.2. The Policy and Resources Committee is concerned with considering and recommending to Council the corporate plan and high level strategies which Tingwall Aerodrome Manual Part 5 Issue 13 Uncontrolled Issue date 01 January 2021 Part 5 SMS SMS 6 - 4 Section 6 Safety Accountability
span over individual services such as the Council budget. It has delegated powers to take forward all matters concerned with the development of the Council as an organisation, and has responsibilities overall for the finance and other resources including staff resources.
4.3. This type of arrangement also provides a focused body for the development of issues of strategic significance, and crucially will work with the Chief Executive and Corporate Management Team on the development of the organisation and its processes, such as the Planning and Performance Management Framework.
4.4. This Model provides for four functional Committees which will take decisions, within their respective scope of responsibility, compatible with existing policies, otherwise recommending to the Policy and Resources Committee or Council; they will develop the service plans concerned with service delivery, and manage performance.
4.5. Council Organogram:
COUNCIL
Policy and Resource s Committe e
Education Social Development Environment & Services Committee & Transport Families Committe Committee Committe e e
Audit & College Licensing Planning Harbour Standard Board Committe Committe Board s e e Committe e
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5. SIC CHIEF EXECUTIVE
5.1. Accountability
The Chief Executive is accountable to Council for all Council related activities and strategies, including safety, operations and the direction of resources.
The Chief Executive is the most Senior Official within Shetland Islands Council. The Chief Executive is responsible for implementing Council decisions, objectives and strategies.
The Chief Executive is responsible for ensuring that adequate resources are made available to safely operate Tingwall Airport. The Chief Executive is responsible for ensuring that any safety or operational issues raised are addressed.
5.2. Chief Executive’s Spending Authority: Excerpt from Scheme of Delegation
“To take such measures as may be required to enable the Council to respond to an emergency situation, subject to advising as appropriate (a) the Leader, (b) the relevant Senior Councillor Chair, and where the emergency is likely to affect significantly a particular part of the Council’s area (c) the Ward Councillors, reporting to the Executive Committee as soon as possible thereafter, on any items of expenditure for which approval would normally be necessary. (Note, Directors have the same powers.)”
6. DIRECTOR OF INFRASTRUCTURE
6.1. Accountabilities
The Director of Infrastructure is accountable to the Chief Executive for all Council related Infrastructure activities and strategies, including safety, operations and the direction of resources.
The Director of Infrastructure is responsible for ensuring that adequate resources are made available to safely operate Tingwall Airport. The Director is responsible for ensuring that any safety or operational issues raised are addressed.
6.2. Spending Authority: Excerpt from Scheme of Delegation
“To take such measures as may be required to enable the Council to respond to an emergency situation, subject to advising as appropriate (a) the Leader, (b) the
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relevant Senior Councillor Chair, and where the emergency is likely to affect significantly a particular part of the Council’s area (c) the Ward Councillors, reporting to the Policy and Resources Committee as soon as possible thereafter, on any items of expenditure for which approval would normally be necessary.”
7. EXECUTIVE MANAGER – MARINE AND AIR OPERATIONS
7.1 Accountabilities
The Executive Manager – Marine and Air Operations is accountable to the Director of Infrastructure for all Council related Infrastructure activities and strategies, including safety, operations and the direction of resources.
The Executive Manager – Marine and Air Operations is responsible for ensuring that adequate resources are made available to safely operate Tingwall Airport. The Executive Manager is responsible for ensuring that any safety or operational issues raised are addressed. The Executive Manager – Marine and Air Operations is the Accountable Manager of Tingwall Airport.
7.2 Spending Authority: Excerpt from Scheme of Delegation
“To take such measures as may be required to enable the Council to respond to an emergency situation, subject to advising as appropriate (a) the Leader, (b) the relevant Senior Councillor Chair, and where the emergency is likely to affect significantly a particular part of the Council’s area (c) the Ward Councillors, reporting to the Policy and Resources Committee as soon as possible thereafter, on any items of expenditure for which approval would normally be necessary.”
7.3 Accountable Manager
The Executive Manager – Marine and Air Operations is the Accountable Manager for Tingwall Airport.
The Aerodrome Manager is accountable to the Executive Manager – Marine and Air Operations for the safe operation of Tingwall Airport.
Notwithstanding the accountabilities outlined above, the Executive Manager – Marine and Air Operations, in the role of Accountable Manager, must ensure that where financial constraints may impact on safe operations, that the services provided and operations of the Airport are reduced to meet the financial resources available.
Under no circumstance may service or operational requirements, Senior Officer, Committee instruction or policy take precedence over safety as Tingwall Aerodrome Manual Part 5 Issue 13 Uncontrolled Issue date 01 January 2021 Part 5 SMS SMS 6 - 7 Section 6 Safety Accountability
deemed by the Accountable Manager.
The Executive Manager – Marine and Air Operations has delegated authority to reduce or cease operations at Tingwall Airport without recourse to higher authority.
Shetland Islands Council will support any decision by the Executive Manager – Marine and Air Operations as Accountable Manager when made in good faith and in the interest of safety.
7.4 RESPONSIBILITIES
The Safety Policy and Safety Management System. Be familiar with regulatory requirements. Liaison with the CAA ASD on licensing matters Ensuring compliance with all safety related legislation applicable to the licensing and management of the airport and its facilities. Ensuring that airport business plans are sufficiently resourced to achieve compliance with the airport safety policy and safety management system. Appointing competent personnel and monitoring their performance Establish clear lines of responsibility. Encouraging Airport personnel to be pro-active in safety matters by promoting a Just Culture. Allocating responsibility for document management to the Aerodrome Manager. Ensuring the safety integrity of changes in the airport’s organisational structure and business processes. The Aerodrome Manual. Airport safeguarding and survey requirements. Determining the annual internal audit plan to ensure the compliance and effectiveness of the Airport SMS. Facilitating effective open communications at all levels.
7.5 DEPUTISING FOR THE EXECUTIVE MANAGER – MARINE AND AIR OPERATIONS
In the event of the Executive Manager – Marine and Air Operations absence, the Aerodrome Manager assumes the responsibility for management of the Airport held by this post, and all accountabilities and responsibilities of that role. Note however that the accountabilities of the Accountable Manager do not move.
7.6 EXECUTIVE MANAGER – MARINE AND AIR OPERATIONS COMPETENCIES
Aerodrome Licensing
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Aerodrome Physical Characteristics Airside Safety Management Risk Assessment Safety Management Airfield Work in Progress Aerodrome Safeguarding Aircraft Operations Runway Surface Friction Snow and Ice Procedures Bird Hazard Control Local Airspace Management Integration of Aircraft Operations Aeronautical Information Services Night Operations Fire and Rescue Operations Aviation Fuel Safety Aviation Emergency Procedures Environmental Issues Media Relations on Safety Matters
8. AERODROME MANAGER
8.1. Accountability
The Aerodrome Manager is accountable to the Accountable Manager for the safe day-to-day operation of the Airport.
The Aerodrome Manager has delegated authority to reduce or cease operations at Tingwall Airport without recourse to higher authority.
Shetland Islands Council will support any decision by the Aerodrome Manager, when made in good faith and in the interest of safety.
8.2. Safety Responsibilities
Ensuring that the SIC Safety Policy is understood and that the Airport SMS is implemented. Act as Duty AFISO on a rota basis with Fire Fighters / AFISOs. Management functions in accordance with the Aerodrome Manual. Operation of the AFIS Unit in accordance with the relevant CAPs. Application of Health and Safety policy, rules, procedures and training. Maintenance of the MAFIS. Tingwall Aerodrome Manual Part 5 Issue 13 Uncontrolled Issue date 01 January 2021 Part 5 SMS SMS 6 - 9 Section 6 Safety Accountability
The safe and efficient operation of the Rescue Fire Fighting Service as Officer in Charge. Providing advice on the provision of Telecommunications, Rescue Fire Fighting Service, Meteorological and Works services to meet the Airport needs. Being aware of all relevant current regulatory health and safety issues. Competence requirements and maintenance. Day-to-day staffing and rostering of personnel. Managing all changes involving procedures, equipment, training and personnel. Communicating with and monitoring third parties. Assisting with the investigation of aircraft incidents and accidents. Maintenance of incident & accident records and compilation of statistics in order that causes or trends may be identified. Liaison with the Accountable Manager on all matters affecting safety. Ensuring that a weekly Aerodrome Inspection is conducted. Monthly Management Inspection. Overseeing the management of all training plans. Application of security procedures ensuring safety and security around the aerodrome.
Note. Under no circumstances must any consideration be allowed to justify the taking of risk(s) that may pose a threat to life, to the environment, or to the aerodrome itself. The Shetland Islands Council will support any decision by the Aerodrome Manager to avoid such risks, when made in good faith and in the interests of safety.
8.3. Deputising For The Aerodrome Manager
In the absence of the Aerodrome Manager the Duty AFISO shall assume full responsibility for all accountabilities as listed above, but shall receive technical and operational support from the Accountable Manager as appropriate.
9. DUTY AFISO
9.1 Accountability
The Duty AFISO is a role undertaken on a rota, shared between the Aerodrome Manager and the LCAS/Duty AFISO and the other duly qualified, trained and competent relief AFISOs.
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The Duty AFISO will undertake AFISO duties using his own judgement and experience, with full authority to undertake whatever actions he deems appropriate under the AFISO legislation for the safe operation of the aerodrome and aircraft. To maintain operational competency, the post holder will be expected to undertake AFISO duties for a minimum of two days in a 30-day period. If absent from work for more than 60-days a ten hour assessment must be completed prior to resuming AFIS duties. A record of days worked and absences from work shall be maintained. The Duty AFISO has complete authority, with regard to the provision of the Air Traffic Service; to undertake such actions as is required to maintain the safe operation of the airport.
9.2. Safety Responsibilities
The Duty AFISO provides information to aircraft on the runway or in the air appropriate to the ‘Basic’ level of service provided by Tingwall Airport’s ANSP Licence, and decides on the information to be given in response to data received from ground based instruments and pilot information. The Duty AFISO provides information and instruction to aircraft on the apron appropriate to the ‘Basic’ level of service provided by Tingwall Airport’s ANSP Licence, and decides on the information and instructions to be given in response to data received from ground based instruments and pilot information. Completion of 40 hours (minimum) airport induction and a minimum of one- day in 90 AFISO duties (to fulfill AFISO Licence requirements). It is the Policy of Tingwall Airport that an acceptable minimum use for AFISO duties is two days per 30-day period (except in exceptional circumstances). Communication with aircraft and pilots by VHF radio (in flight) and phone, and email (flight planning – Prior Permission Required) to ascertain and pass on required information. Operate equipment for communications, weather status, data collection, data analysis and establishment of a traffic image. Transmit information: o At appropriate times or when requested by an aircraft or personnel airside; o As may be needed to aid an aircraft in difficult navigational or meteorological circumstances or in case of defects or deficiencies. Inform air traffic by means of promulgating information, traffic monitoring and traffic regulations using, as necessary, geographical knowledge of the area and the traffic image, without going beyond the remit of the AFIS “Basic” Service.
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Liaising with pilots to provide and seek information. Maintaining a radio / telephone watch whilst on shift. Undertaking relevant administrative duties and record keeping. Implementation of the security procedures on a day-to-day basis ensuring safety and security around the aerodrome.
Note. Under no circumstances must any consideration be allowed to justify the taking of risk(s) that may pose a threat to life, to the environment, or to the aerodrome itself. Shetland Islands Council will support any decision by the Duty AFISO to avoid such risks, when made in good faith and in the interests of safety.
10. OFFICER IN CHARGE
10.1 Accountability
The Officer in Charge is accountable to the Aerodrome Manager for the safe day-to-day operation of the RFFS at the Airport.
The Officer in Charge has delegated authority to reduce or cease operations at Tingwall Airport without recourse to higher authority.
Shetland Islands Council will support any decision by the Officer in Charge when made in good faith and in the interest of safety.
10.2 Safety Responsibilities
Ensuring that the SIC Safety Policy is understood and that the Airport SMS is implemented. Application of Health and Safety policy, rules, procedures and training.
Ensure that staff operate within procedures contained in Airport manuals.
Safe and efficient operation of the Rescue Fire Fighting Service.
Being aware of current regulatory safety and health issues.
Competence requirements and maintenance.
Completing airfield inspections.
Brief and monitor third parties while airside.
Assisting with the investigation of aircraft incidents and accidents.
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Liaison with the Aerodrome Manager on all matters affecting safety.
To ensure and enhance the general security of the aerodrome.
To undertake a weekly aerodrome inspection.
11. RESOURCES MANAGER – MARINE AND AIR OPERATIONS
11.1 Accountabilities
The Resources Manager is accountable for auditing and monitoring compliance with the Safety Management System and will provide guidance and direction to the Aerodrome Manager for the planning, implementation and operation of the organisation’s safety management system (SMS). The Resources Manager reports directly to the Accountable Manager.
11.2 Responsibilities
To carry out a planned programme of audits to monitor compliance with the Safety Management System and other associated procedures.
To make recommendations to improve processes to enhance safety, achieve efficiency or increase effectiveness.
To model and promote the Airport’s Just Culture by fostering safety practices through effective mentoring.
To act as an information conduit to bring safety issues to the attention of the Accountable Manager and to deliver safety information to the Tingwall Airport staff.
Provide and articulate information regarding safety issues at meetings and through maintenance of the safety notice board and Facebook page.
To assist in the continuous improvement of hazard identification and safety risk assessment schemes, and the SMS.
To maintain and analyse the safety data which demonstrates the delivery of the Tingwall Airport Safety Objectives.
To support the Accountable Manager at CAA audits, where necessary.
To ensure and enhance the general security of the aerodrome.
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Note. The Resources Manager reports directly to the Accountable Manager on any matter of serious safety concern including matters brought to their attention by any other member of staff, visitor or user of the airport.
12. SECURITY MANAGER
12.1 Accountabilities
The Airport Security Manager is accountable for complying with the regulatory requirements for the Aviation Security at Tingwall Airport. The Airport Security Manager achieves this by:
12.2 Responsibilities
Establishing, monitoring and reviewing security procedures to maintain the safety of passengers, staff, aircraft, and aerodrome facilities.
Establishing procedures and actions in response to a security alert and ensuring the integrity of the restricted areas and access points is maintained at all times.
Planning and instigating the training and development of internal and external staff in relation to security.
Note. The Airport Security Manager reports directly to the Aerodrome Manager or in his absence the Accountable Manager on any matter of serious safety concern including matters brought to their attention by any other member of staff, visitor or user of the airport.
13. AERODROME FIRE FIGHTER
The Aerodrome Fire Fighter is required to live within 30 minutes normal driving time (from initial call-out) of Tingwall Airport.
Specific tasks of the Fire Fighter will be:
Provide fire or Watchroom Attendant cover at Tingwall Airport.
To undertake the safe and efficient operation of the Rescue Fire Fighting Equipment. Tingwall Aerodrome Manual Part 5 Issue 13 Uncontrolled Issue date 01 January 2021 Part 5 SMS SMS 6 - 14 Section 6 Safety Accountability
To follow the SIC Safety Policy and Airport SMS in relation to all tasks at the airport.
To fuel aircraft to regulatory standards and compiling associated documentation as required by the CAA.
To undertake fuel sampling (unless exempt) and advise the Aerodrome Manager of any hazards, defects or concerns.
Monitor all third parties whilst airside.
To undertake daily, weekly and monthly checks on the fire appliance.
To undertake bird control duties to regulatory standards.
To undertake daily, and as required, checks of runway condition and FOD checks.
To undertake winter maintenance at the airport.
To be responsible for building security as a key holder, and for plant, vehicles and equipment – This includes undertaking operation inspections, small repairs and ongoing maintenance.
To provide a 24 hour stand-by service for air ambulance service on a rota basis (as required).
Liaison with Aerodrome Manager on all matters of safety.
Assist with the investigation of aircraft accidents and incidents.
To ensure and enhance the general security of the aerodrome.
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14. WATCHROOM ATTENDANT
14.1. Accountability
The Watchroom Attendant is the person who takes over control of the Operations Room when the Duty AFISO responds to an emergency as part of the RFFS crew. The Watchroom Attendant does not have permission to broadcast on the VHF radio, but can communicate with the Officer In Charge using the UHF radio.
14.2. Safety Responsibilities
To follow the SIC Safety Policy and Airport SMS in relation to all tasks at the airport.
In the event of an emergency initiating the ‘cascade’ of information.
In the event of an emergency relaying information from the RFFS Officer In Charge to services at the RVP.
In the event of an emergency providing airside access to relevant services.
In the event of an emergency referring all requests for information to Police Scotland.
To ensure and enhance the general security of the aerodrome.
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TINGWALL AIRPORT SAFETY SYSTEMS – DETAILED BELOW
Consultation and Cooperation Risk Management Risk Assessment Process Hazard Analysis Management of Change Contracted Services Document Control Tingwall Airport Safety Meetings Operations Meetings Shetland Emergency Planning Forum
1. CONSULTATION AND CO-OPERATION
1.1. Communications
Communications must be effective in all directions. The Aerodrome Manager will meet with staff on duty to ensure safety and operational issues are discussed and effective consultation processes are maintained. Regular communication with airport users, contractors and other Council departments will also be maintained and documented.
2. RISK MANAGEMENT
Risk Management is the cornerstone of all safety management activity.
It identifies, analyses and as far as possible eliminates or minimises the risks associated with activities at the aerodrome. In the context of Safety Management, it assists the safe introduction and use of equipment, procedures and new personnel.
There is a general requirement under the Management of Health and Safety at Work Regulations 1999 to carry out risk assessments.
The involvement of staff in the risk management process develops an understanding of the safety management processes and all staff will be involved in the risk management process.
The Risk Assessment Process outlined below should be used with the forms in the Master Records Index during the management of any change process.
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3. RISK ASSESSMENT PROCESS
3.1. Introduction
In order to manage risks, it is first necessary to identify the potential hazards together with the likelihood of their impact occurring. The consequent outcome is then considered together with appropriate mitigation and management measures.
Good industry practice is to be used in the hazard identification and risk assessment practice.
Risk assessment is relevant as an ongoing process and when there is change. CAP 760 provides useful guidance on this topic.
3.2. Hazard Identification
This is to ensure that the new proposal or change has been properly thought through to identify all associated hazards and risks.
Appropriately experienced people are to identify where potential hazards, including failures, may exist with personnel, equipment or procedures. All staff will be engaged in the process of development and review of risk assessments.
The following methods are used to identify hazards, Checklists. Looking and observing. Discussion with others. Judgement based on previous experience. Reports (occurrence, incidents etc.). Records and trend analysis. Creative thinking at meetings. Systems analysis, which looks for gaps in how systems are working. Scenario analysis, which imagines possibilities for hazard or error. Asking the question – ‘what if?’
Note: The hazard identification process is used to identify potential safety hazards, not inconveniences or aspects that may impact only on the effectiveness or efficiency of a new or modified procedure.
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3.3. Hazard Log
The list of hazards identified at the Aerodrome are held in the ‘Hazard Log’.
Each hazard should be identified in a master hazard log by a unique alpha-numeric ID number. This number will cross refer to the associated risk assessment and thereby demonstrate how each hazard and its associated risk is being managed. The Hazard Log is to be checked on an ongoing basis when there are significant changes to ascertain that risks are continuing to be adequately managed.
4. HAZARD ANALYSIS
This stage of the process examines the likely impact of a hazard. Staff will be involved in this process. Each hazard is analysed as follows:
4.1. Identified Hazard and Incidence.
Describe the hazard identified.
Identify the area of operation/circumstances under which a hazard might occur because mitigation may differ according to the circumstance in which the hazard occurs.
Provide links to AOIs, Working Procedure Risk Assessments and Safe Working Procedures.
Provide detail on the hazard consequences.
Provide an initial unmitigated Risk Score.
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4.2. Hazard Severity Value Tables
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4.2.1. Risk Classification and Tolerability
The above two parameters (severity and likelihood) combined, identify an associated risk classification. Multiplication of the severity by the likelihood will provide a value as indicated below and will determine the acceptability of the hazard.
VALUE PRIORITY OF ACTION
11 – 25 Unacceptable Major Control measures required / likely Note 1. Control measures should be cost effective Note 2. Appropriate remedies / control measures are to be in place before work / use of equipment / procedure commences
7 - 10 Review / Improve solutions These values indicate a less than ideal situation and all reasonably practical steps are to be taken to improve the situation
1 – 6 Tolerable / Acceptable No further action necessary although if cost effective enhancements can be made these should be considered
4.2.2. Mitigation
The above risk calculation can be seen to assist with the determination of risk acceptability. By definition, any result other than tolerable / acceptable will require appropriate mitigation measures. Examples of such mitigation measures are indicated below.
Complete re-design solutions Partial re-design Changing Standard Operating Procedures Ongoing reviews of the activity or task Revised/re-current training Tingwall Aerodrome Manual Part 5 Issue 13 Uncontrolled Issue date 01 January 2021 Part 5 SMS SMS 7 - 6 Section 7 Safety Systems
Improved supervision Targeted safety information or advice Contingency planning Improved maintenance Limit exposure to the risk Protective equipment Close monitoring
4.2.3. Viability of Mitigation
The viability and cost effectiveness of mitigation must always be considered whether in the initial assessment or as a result of unacceptable findings. For example:
Practicality Resultant new problems and hazards Likely misuse of procedures Omission of procedures Equipment weaknesses Poor communications Working environment issues Human error possibilities Other Human factors Cost Adequacy and sufficiency of the checks and balances
4.2.4. Reassessment
When the necessary mitigation has been devised, the same process is repeated to prove that the mitigation will reduce the risk to an acceptable level. This produces a mitigated risk score.
4.2.5. Mitigation Measures
Note. Where practicable, mitigation is to be in place before any implementation date. Where the operational needs dictate, a change may be implemented before all mitigation is in place provided that the reason for this is justified and discussed with the Accountable Manager.
4.3. Assurance
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The above process, together with the relevant records, provides assurance that all the necessary actions have been taken to address the particular issues before any change is implemented.
4.4. Communication
It is imperative that risks are communicated to all relevant parties as follows:
Management who need to know about residual risks. Personnel affected by any risk or changes.
This process in itself will assist with risk reduction.
4.5. Records
Comprehensive records of all risk assessments and safety cases are to be retained on file. There must be an auditable trail of the manner in which the case was considered, assessed and implemented. The records are intended to demonstrate to external bodies that issues are being managed systematically, as well as providing the necessary assurance to Tingwall Airport.
5. MANAGEMENT OF CHANGE
Procedure for management of change can be found in the Tingwall Aerodrome Change Management Procedure Document, held in the VCR and on the Master Records Index.
6. CONTRACTED SERVICES
6.2. Introduction
In the context of this manual, a contractor is any organisation providing materials or services to Tingwall Airport, or to any part of the Tingwall Airport organisation which impacts on the operation of the airport.
6.3. Responsibilities
The Duty AFISO is responsible for supervising and monitoring all contractors on site.
The Aerodrome Manager, Duty AFISO and Safety Manager all have the authority to remove contractors. Tingwall Aerodrome Manual Part 5 Issue 13 Uncontrolled Issue date 01 January 2021 Part 5 SMS SMS 7 - 8 Section 7 Safety Systems
This does not mean that the Officer in Charge or any other member of staff cannot stop activities Airside if they feel safety is at risk.
6.4. Contractor Standards
Assurances of the following are to be considered when assessing the competence of any contractor:
Technical ability, including qualifications and skills. CAA approval (if relevant). SIC approval, where appropriate. Experience and examples of the type of work. Performance record (For Tingwall Airport or the SIC). The compatibility of the contractor’s SMS with the Tingwall Airport SMS. Health and Safety record. A Training and Competence Assessment Programme (TCAP) is required to be detailed in the Maintenance Exposition document.
Contractors are to be required to meet standards set by Tingwall Airport Management. Such standards, appropriate to the task, must take into account all relevant requirements established by Regulatory Authorities, HSE as well as industry good practice.
6.5. Procedures
When a contractor is employed the appropriate SMS procedures are to be followed.
Contractors are to be consulted through the change to operating procedures detailed in this document whenever a change to operating procedures or equipment will affect their existing operation, safety or welfare.
6.6. Monitoring Of Contractors
The standard of all contracted services is to be monitored and audited by the Aerodrome Manager. If failing to meet standards contractors may be removed from site or required to amend changes in working practices. This will be used for reference whenever the same contractor is being considered for future contracts.
6.7. Permits To Work
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No work is allowed to be undertaken at the airport, whether airside or landside without a Permit to Work.
A Permit to Work can only be issued by the Duty AFISO.
Further details are contained in AOI 11.
6.8. Inductions
All contractors must be given an induction to site safety – See AOI 1 & 2.
7. DOCUMENT CONTROL
7.2. Introduction
Tingwall Aerodrome is committed to maintaining robust document control procedures. All current operational documents are held on the Aerodrome’s Master Records Index. All current operational documents must be sourced from the Aerodrome’s Master Records Index. Current documents, whether internal or external, are not to be photocopied unless approved by the Aerodrome Manager. This is to prevent the proliferation of out of date information. Hand written amendments are not permitted in any SMS documents.
7.3. Document Procedures
The Aerodrome Manager is responsible for:
Ascertaining document requirements. Ensuring that Document Control Procedures are followed, including those laid out in SWP ADMIN 008. Procuring necessary external documents. Establishing and maintaining the Master Records Index, listing all current operational documents. Regular and frequent monitoring of document currency. Incorporating amendments into documents using the checklist. The regular review and amendment, where necessary, of all Tingwall Aerodrome Operational Manuals to ensure currency and credibility. Ensuring that new and amended documents are brought to the attention of relevant staff and that obsolete documents are removed from use. Tingwall Aerodrome Manual Part 5 Issue 13 Uncontrolled Issue date 01 January 2021 Part 5 SMS SMS 7 - 10 Section 7 Safety Systems
The maintenance of a ‘read and sign’ system for SMS documents. Ensuring minutes from meetings are correctly filed on the O: Drive and sent to the meeting’s membership via e-mail. Ensuring that all documents sent to third parties are accompanied with a Transmission Notice and Acknowledgement Form. Acknowledgement Forms must be signed and returned for hard copies and e-mail acknowledgement received for electronic copies.
7.4. Document Content
All Tingwall Aerodrome Manuals are to be written using the formats below:
Pages titled and dated; Pages to include ‘change bars’ indicating the revised or new text; All instructions and procedures used in manuals are to be based on the following:
What? The subject
Why? The purpose of the instruction/procedure etc.
Who? Allocation of responsibility and authority
When? When will it take place When is a task to be implemented When the procedure commences
Where? If relevant or necessary provide precise information
How? The clear detailed procedures to be followed
Contingency As applicable arrangements
Accountable personnel and those responsible for implementing procedures are to be clearly identified. The authority for using equipment is to be clearly identified.
When writing instructions the words below are to have the same meanings indicated below.
May Permissive
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Will A description of what will happen in a given situation. (Not to be used as an instruction.)
Should Strongly advisable (Per CAP 168 Introduction, Paragraph 4) - This does not mean that compliance is optional but rather that, where insurmountable difficulties exist, the CAA may accept an alternative means of compliance, provided that an acceptable safety assurance from the applicant or licence holder shows that the safety requirements will not be reduced below that intended by the requirement.
Must, Is to, A mandatory instruction / requirement. Are to, Shall
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7.5. Document Relationship
The relationship of the Tingwall Airport internal documents is shown below. These are all controlled documents and as such are issued to named individuals or departments. Only the controlled documents will be amended.
Tingwall Aerodrome Manual Parts 1 to 4
Aerodrome Aerodrome Manual Part 5 Manual Part 6 SMS Emergency Orders
SIC Health, Temporary Supplementary Safety & Operating Instructions Welfare Instructions Policy
MAFIS Fuel RFFS Manual of Related Station Flight Procedures Procedures Information Services
SyMS RFFS Security Training Management Manual System
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8. TINGWALL AIRPORT SAFETY MEETING
8.2. Introduction
This meeting reports to the Infrastructure Departmental Safety Forum which in turn reports to the Central Safety Committee which is chaired by the Director of Corporate Services as the Council’s Health & Safety Champion.
8.3. Objectives
Promoting and maintaining the safe and efficient operation of all airside facilities. The provision of a safe shared environment for all persons working in and around aircraft operating areas. Promoting co-operation between employees by instigating, developing and carrying out measures to ensure the Health & Safety at work of airport authority personnel, airport operators, airport users and the general public. Examining processes, procedures, equipment, and development projects affecting the Airport. To promote and maintain safe operations airside and to prevent runway incursions. To promote a Just Culture and maintain positive communications about safety between personnel and management.
8.4. Terms Of Reference
The development, introduction and monitoring of works safety rules and safe systems of work. Monitor and review current safety arrangements. Monitor and review current security arrangements. Monitor and review compliance with airside safety procedures. Review of procedures and action points implemented since the previous meeting. A constant appraisal of the effectiveness of safety training. Review of accidents, incidents and occurrences together with the implementation of any lessons learned. Review of runway safety issues. The examination of safety audit reports. The Accountable Manager is responsible for ensuring that any action plans are either followed through to conclusion, or, are incorporated into other appropriate areas of safety management. Tingwall Aerodrome Manual Part 5 Issue 13 Uncontrolled Issue date 01 January 2021 Part 5 SMS SMS 7 - 14 Section 7 Safety Systems
The Accountable Manager is responsible for ensuring that minutes of the meeting are available to all appropriate staff. Safety meetings will: O Monitor the number, type and severity of runway incursions O Identify any local problem areas and suggest improvements. e.g. by sharing the outcome of investigation reports to establish local hot spots or problem areas at the aerodrome, and workable mitigations with and for operational staff. O Work as a cohesive team to better understand the operational difficulties of personnel who work in other areas and recommend areas for improvement. O Ensure that recommendations contained in the European Action Plan for the Prevention of Runway Incursions are implemented. O Conduct a runway safety awareness campaign that focuses on local issues, e.g. produce and distribute local hot spot maps or guidance material as considered necessary. O Review the airfield to ensure it is adequate and compliant with ICAO standards and Recommended Practices regularly.
8.5. Safety Meeting Membership
Chair – Aerodrome Manager Accountable Manager Duty LCAS Resources Manager Airport Security Manager Fire Fighters SIC Safety Officer Base Operator representative
8.6. Meeting Frequency
Quarterly.
8.7. MEETING MINUTES
Minutes are taken at every meeting and distributed to the membership and Infrastructure Departmental Safety Forum.
Minutes will include action points, which are to be progressed prior to the subsequent meeting.
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8.8. Agenda
AIRPORT SAFETY MEETING 1 Accidents and 12 PIN Form Report Incidents 2 Apologies 13 Aircraft Operator update 3 Previous Minutes 14 CAA Information 4 Review of Action Points 15 Tingwall Airport Safety Objectives 5 Aerodrome Manager Briefing 16 Airside Safety - All Airside Staff 6 Monthly Check 17 SMS / Aerodrome Manual - All Airside Staff 7 Runway condition / status 18 Welfare & Facilities 8 Defect / Maintenance Reports 19 Security (SyMS) 9 Safety Manager’s Report 10 PPE 11 Risk Assessments
9. OPERATIONS MEETINGS
9.2. Objective
To monitor, discuss and review operational, administrative and business topics.
To cover the broad range of topics that need to be addressed, the meetings shall be divided in to three groups. Each group shall meet quarterly, as per the schedule below.
9.3. Terms Of Reference
Review business development and financial matters Management and organisational issues Customer service RFFS AFIS Fuelling and fuel farm Bird and wildlife hazard control Maintenance issues Airside operations Regulatory matters Tingwall Aerodrome Manual Part 5 Issue 13 Uncontrolled Issue date 01 January 2021 Part 5 SMS SMS 7 - 16 Section 7 Safety Systems
Building issues Health and Safety Issues Documentation matters Welfare facilities Outer Isle services and airstrips
9.4. Membership
Chair – Aerodrome Manager Accountable Manager Officer in Charge Resources Manager Fire Fighter Base Operator representative
9.5. Meeting Frequency
Each meeting convenes during the 4th week of each month, prior to that quarter’s Airport Safety Meeting.
Operations Meeting 1 January April July October Operations Meeting 2 February May August November Operations Meeting 3 March June September December
9.6. Agenda
January February March April May June July August September
Months October November December 1 Apologies Apologies Apologies 2 Previous Minutes Previous Minutes Previous Minutes 3 Staff Development/ AFIS Aerodrome Manual / SMS / AMS Training / TOI & OPS Notices 4 Aerodrome Business RFFS MAFIS Development 5 Internal Audit (SIC) Fuelling & Fuel Farm Key Performance Indicators/Statistics 6 Capital Improvements Airfield Maintenance CAA SRG Audit 7 Budget Update/Review Change Management CAA ANSP Audit 8 Customer Services/ Wildlife Plan Internal Audit (Aero Manual) Payments
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9 Organisation and Integration Airside Operations Emergency Exercises 10 General Aviation Snow Plan Business Continuity 11 Current Year Service Plan Safeguarding / Planning Quality & Assurance Audit 12 Rolling Five-Year Work Plan Duty Crew Management Safe Working Procedures 13 Quality & Assurance Audit Quality & Assurance Audit Review of previous Mar/Jun/Sep/Dec Action Points 14 Safe Working Procedures Safe Working Procedures AOCB 15 Review of previous Review of previous Feb / Jan/Apr/Jul/Oct Action Points May/Aug/Nov Action Points 16 AOCB AOCB
9.7. Meeting Minutes
Minutes are to be taken at every meeting and distributed to all attendees as early as possible following the meeting.
Minutes will include action points, which are to be progressed prior to the subsequent meeting.
10. SHETLAND EMERGENCY PLANNING FORUM
10.2. Objective
The integration and co-ordination of responses from Tingwall Airport and Emergency Services, and other Civil Contingency Plan responders.
10.3. Terms Of Reference
To act as a forum for developing an overall emergency response to all incidents occurring in Shetland including at Tingwall Airport. Provision of an interface for the testing and resolution of emergency planning arrangements.
10.4. Meeting Frequency
Six monthly.
10.5. Agenda
Circulated prior to the meeting.
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10.6. Meeting Minutes
Minutes are to be taken at every meeting and distributed to all members of the Forum as early as possible following the meeting.
Minutes will include action points, which are to be progressed prior to the subsequent meeting.
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1. SAFETY ASSESSMENT
The monitoring, inspection and audit processes are a vital part of the safety assessment process in order to establish the effectiveness of safety management measures.
The mechanisms for Safety Assessment are detailed below.
1.1. Safety Assessment Records
INTRODUCTION
Sound and comprehensive records are an important aspect of a safety management system. Safety regulators determine some of the records that must be maintained.
1.2. Records To Be Retained
The following records are to be maintained and where appropriate copied to personal files:
Personnel Changes All training whether mandatory or otherwise All competency assessments Risk assessments Safety monitoring (including audits & inspections) Internal and external audits Change management procedure forms All maintenance activities Incident and accident reports Mandatory occurrences Health and Safety issues Bird strikes
1.3. Record Keeping
Paper records are accessible in the Visual Control Room or Portakabin office. Electronic records are accessible via the Shetland Islands Council internal drives and Master Records Index. Previous versions of documents should be archived and retained for the full retention period.
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Paper systems shall use robust material which can withstand normal handling and filing. The SIC’s ICT Security Policy and procedures applies to Tingwall Airport. The SIC internal drives are backed up regularly. The records shall be kept for a minimum period of at least 5 years unless otherwise specified.
2. RECORD CONTENT
All records must provide sufficient detail to form an audit trail and provide information that may be needed at any subsequent enquiry.
3. SAFETY ASSURANCE DOCUMENTATION
3.1. Introduction
Safety assurance documentation demonstrates that a system or procedure fulfils relevant safety standards.
3.2. Current Operations
Safety Assurance Documents will be based on the following format.
Description of the system or procedure Operational procedures Compliance with regulatory requirements Risk assessment and management Safety accountabilities and responsibilities Modification procedures Maintenance arrangements (equipment) Training requirements
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3.3. Change Of Operations
When a change is proposed, the change procedure is to be followed and associated Safety Assurance Documentation must address the following issues:
New operational requirements. Responsibility for the change process. How the change process will be managed without degrading safety. Risk assessment, mitigation and safety requirements. Evidence that the new system/procedure will meet the specified safety requirements. Evidence that there will be no negative impact on safety during and as a consequence of the change. New operating and maintenance requirements. Any revised monitoring arrangements.
4. SAFETY CASES
4.1. A safety case is a documented demonstration of an undertaking’s approach to the management of safety and is based around a description of its safety management system. The safety case also includes a description of the airport operations and details of a systematic risk assessment, including results and analysis of actual accident statistics.
4.2. A formal Safety Case will be provided when required by Regulatory Authorities. A template is to be found in CAP 760.
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1. SAFETY SIGNIFICANT EVENTS
Accidents and incidents are rarely the consequence of a single cause and are more normally the result of several issues which occur together.
All such events must be reported and investigated so that lessons can be learned.
1.1. Reporting Culture
Tingwall Aerodrome promotes a Just Culture and accidents and incidents are discussed at staff meetings. The purpose of any accident investigation is not primarily to apportion blame but to establish the facts surrounding the incident.
1.2. Purpose Of Reporting
The primary purpose of the reporting process is as follows:
To establish causes. Why did it happen? Was equipment faulty? Was it used incorrectly? Were the procedures followed? Were they inadequate? Were training needs adequately identified? Was appropriate training carried out? Were there underlying contributory causes?
Additionally to identify:
Were there human factor issues? Establish safety trends. Learn lessons. Take corrective action. Minimise the likelihood of recurrence.
1.3. Reporting Procedure
All accidents involving injury to personnel and damage to aircraft, vehicles, equipment and buildings are to be reported.
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reported. The Aerodrome Manager is required to ensure compliance with the MOR scheme.
MOR training and familiarisation will be considered as part of the ABES training and is part of the AFISO UTP
Incidents / occurrences required to be reported by any other regulatory body are to be reported using the appropriate method.
The majority of accidents are the consequence of a number of events. Therefore any other incident, occurrence, event or near miss is to be regarded as safety significant and is to be reported following internal procedures.
In the situation where any person wishes to retain anonymity, this will be respected on the basis that any information concerning safety issues is better than no information.
Internal reports should be made using the PIN form (ACC1) found at http://luke/lachs
All staff submitting PIN forms must first obtain a password in order to use the system and advice on this is available from the SIC’s Safety and Risk section.
Staff who do not have access to a computer may complete a paper PIN form and pass it to their Admin Support staff for processing.
1.4. Investigation
All incidents must be investigated thoroughly. Reports to external authorities will inevitably involve investigation by those external authorities, however this does not preclude appropriate internal investigation.
An internal investigation will be conducted, as SWP ADMIN 015. The CAA will be notified of the preliminary results within 30 days, and the final results reported to the CAA no later than 3 months after the original date of notification.
1.4.1. Responsibility for Investigation
Regardless of any investigations carried out by external authorities, all reported incidents, occurrences and events are to be investigated
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and reviewed by appropriate personnel who possess the necessary competence to make appropriate recommendations.
In all investigations the likely impact of the following is to be considered:
Procedural Issues. Equipment related problems. Working conditions / Environment issues. Human Factors.
1.5. Data Base
All reported incidents and accidents (events) are to be recorded on the JCAD database. Shetland Islands Council’s Safety and Risk Section control this system. JCAD is used for the following purposes: To classify types of event Identify particular issues requiring attention Monitoring trends Sharing data with other organisations Checking the effectiveness of procedures etc. Establishment of performance targets
JCAD contains the following information: Event Date & time of event Location Brief details Organisation involved Person responsible for investigation Follow up action take. Whether or not reported to external organisations
1.6. Incident Report Findings
The results of investigations must be ‘fed back’ to those involved in the incident and other members of staff because: They are interested in outcomes. So that they can learn about incident / accident avoidance. It will help staff to learn how to handle similar situations. It will encourage them to continue reporting.
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1.7. Safety Promotion
Tingwall Airport undertakes monthly and quarterly safety promotions. Safety Promotions are discussed at safety meetings and information is also relayed to operations staff using the Safety notice board.
1.8. Safety Performance Reporting
Tingwall Airport reports statistics on safety objectives. These statistics form part of the safety performance reporting system. Performance indicators are reported and discussed at Operations Meeting 3.
2. LESSON DISSEMINATION
Safety information gathered from the reporting, auditing and supervisory process will be distributed as appropriate in:
Safety meetings Staff meetings Handover systems for urgent messages Accident and Incident reports
3. HEALTH & SAFETY REPORTS
SAFETY IMPROVEMENT
Safety improvement is the central objective of civil aviation and the purpose of a safety management system.
All personnel are therefore supported to identify potential hazards, suggest solutions to safety problems and contribute to the process of safety improvement as part of our Just Culture.
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1. INTRODUCTION
In order to properly assess and measure the effectiveness of the safety management system it is necessary to have appropriate mechanisms in place. This part of the manual outlines the process whereby the safety performance is measured, audited, reviewed and consequently improved at Tingwall Airport.
It is important to recognise that the effectiveness of the safety management system cannot be measured simply by the absence of accidents.
The diagram below demonstrates the continuous improvement policy in the SMS.
Policy
Identification & Assessment of Risk
Planning & Implementing Auditing/ [Managing the Monitoring Risk]
Learning from Experience Incidents/Occurrences
Review
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2. MONITORING
2.1. General
The term ‘Monitoring’ is used in this context to mean checking the effectiveness of policies, systems, procedures, equipment and personnel. Consequently it embraces inspection and audit.
In the context of safety management, safety monitoring is simply the process of comparing safety ideals with reality. An important part of this process is comparing safety critical activities year on year.
The sole intent of the entire monitoring process is to improve the overall system of safety. It is not the purpose of monitoring systems to find fault with individuals although inevitably, from time to time, this may be an outcome.
Monitoring is also important to determine the effectiveness or weaknesses whenever new policies, procedures, equipment or staff are introduced. It is important to use active monitoring to determine the degree to which safety objectives are being achieved and the extent of compliance with laid down standards and procedures.
Reactive monitoring of incidents and accidents is also a part of the process whereby performance is checked, safety trends established and most importantly, there is learning from deficiencies and mistakes.
Equally, it is essential that all deficiencies, however they may have been determined, are recorded and fed back into the Safety Management System. This will enable the relevant policies, procedures, equipment and personnel issues to be reviewed and safety thereby enhanced.
As a consequence of monitoring, it may be necessary on occasions to intervene with urgent action if immediate risks become evident.
The establishment of an effective monitoring system will also serve to demonstrate to any interested external body that Safety is being managed systematically.
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2.2. Proactive Monitoring
The following methods of proactive monitoring are to be used:
Observing work practices Competency checks Reading logs, forms and reports Systematic inspections Operation of audit systems Staff meetings Informal discussions with managers and staff
2.3. Reactive Monitoring
Reactive monitoring is triggered by an event such as:
Accidents and Incidents When systems or procedures show signs of failure If occurrences elsewhere suggest timely intervention
3. INSPECTIONS
3.1. General
Inspections form an important part of active monitoring. They are to be used in the following circumstances:
If there is a legal requirement. When there is a regulatory requirement. If deemed necessary by local instructions. When recommended by equipment manufacturers. When there is increased risk associated with a particular procedure. When any doubt exists as to the integrity of systems, equipment, personnel or procedures.
3.2. Responsibility for Inspection
Only personnel who have been deemed competent are permitted to carry out inspections. Such persons are to be competent to identify hazards and any associated risks, together with the subsequent reporting process.
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3.3. Reporting Procedures
A sound reporting system is required for the following reasons:
So that defects and weaknesses can be corrected. To record remedial actions. In order to build up a database of problem issues. Provide an audit trail. To demonstrate the integrity of the inspection process.
3.4. It is the responsibility of the Aerodrome Manager to establish procedures for correcting faults and deficiencies detected during inspections.
4. CAA AUDITS
This paragraph states the process for dealing with findings raised by the CAA.
4.1. Level 1
In the case of Level 1 finding(s), the Aerodrome Manager shall take immediate and appropriate action.
4.2. Level 2
In the case of level 2 finding(s) the Aerodrome Manager shall follow the Audit Action Plan.
4.3. Observations
In the case of an observation the Aerodrome Manager will review the finding(s), and where no action is taken will acknowledge and provide justification. Where action is required the Aerodrome Manager shall follow the Audit Action Plan.
NOTE: The Audit Action Plan is available via the Master Records Index.
5. INTERNAL AUDITS
5.1. Introduction
Audits are distinguished from inspection by virtue of the fact that they ‘dig a little deeper’. Audits investigate the documentation, the procedures and the records. They examine whether or not the various policies, procedures, equipment, personnel etc. are achieving what they are intended to achieve.
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Audits are a methodical and planned review of the policy, procedures and practice. They establish whether policies and procedures are realistic as well as comparing procedures with practice. They establish whether or not risks are being managed adequately. Audits identify strengths and weaknesses.
5.2. Responsibility for the Audit Programme
The Aerodrome Manager is responsible for establishing an annual audit programme. This will be the means whereby the Aerodrome Manager is provided with the assurance, or otherwise, that Safety is being managed effectively at Tingwall Airport.
5.3. Who Audits?
Audits may be internal or external. Staff deemed competent by the Accountable Manager, such as – Airport Staff, Safety Manager or Marine and Air Operations Management – may carry out Internal Audits.
5.4. Frequency
There will be an annual (plus or minus 2 months) internal audit or more frequently if required. The Resources Manager also undertakes monthly audits. These audits are not undertaken in months when CAA or other internal audits take place.
5.5. Auditors
Auditors may be selected from personnel working both inside and outside the immediate functional area to be audited. Determine the audit agenda. Agree audit dates and times. Produce an appropriate check list for the audit. Should cause minimum disturbance during the audit. Arrange and agree a programme for rectification when necessary. Carry out follow-up audits when necessary. Complete an audit report on completion of the process.
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5.6. Audit Preparation
Before each internal audit, the auditor shall:
Review the audit record from the previous year in the area(s) to be audited, taking note of any previous non-conformities encountered and associated corrective actions. Review the appropriate sections of the relevant documents. Prepare audit checklists.
5.6.1. Audit Topics
Topical industry issues Issues from previous audits Equipment and procedures introduced since the previous audit
5.6.2. Examples Of Audit Topics – Aerodrome Manual / SMS
Safety Policies Staff competence Safety committee effectiveness Runway safety procedures Apron operations Management of WIP Safety information dissemination Adequacy and accuracy of documentation Risk assessments Effectiveness of consultation and communications Currency of Documents Document control Monitoring of KPIs Meeting KPIs Performance relative to Directorate Plan Customer Satisfaction
5.7. Follow Up Audit
Follow up audits are necessary for two reasons. First they underline the importance of the whole process. Second, they help to ensure that appropriate remedial action is taken when problems are discovered.
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A follow-up audit should be carried out normally within 30 calendar days of the agreed corrective action date. The follow-up audit may comprise assessment of documentary proof of corrective action and may not require a physical re-audit. The date and results of the follow-up audit shall be recorded.
5.8. Audit Records
5.8.1. The Purpose Of Records:
Evidence of the event Establishing trends Proving effectiveness Safety assurance Meeting regulatory requirements Evidence following accidents and incidents Determining remedial activity Reinforcement of the safety culture and encouragement of staff
5.8.2. The Audit Record
Name of auditor Date and time of audit Topic of audit Non-conformance to regulated and documented procedures Unsafe practices Corrective action deemed necessary to resolve the non-conformance and the date by which the corrective action is to be taken. This must always be a realistic date. A written audit report is to be given to the auditee within five working days of the audit. All audit records are to be filed
5.8.3. Records to be Retained
All audit records Follow up actions
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1. PURPOSE
The review process is intended, on a routine basis, to examine the effectiveness of the Safety Management System. As a consequence of this process, changes to the system may be made with the intention of improving the System.
It is in the particular interest of SIC that safety management systems are functioning efficiently and achieving the necessary safety improvement.
The Accountable Manager will therefore need, periodically, to be assured that the safety programme is adequately resourced, supported by the Aerodrome Manager and staff as well as meeting safety objectives.
2. REVIEW PROCESS
To this end the Safety Management System will be reviewed in its entirety at an annual minuted meeting in October or November. This review will include the following:
Development of the safety culture External Audit reports Internal Audits SMS policy The efficiency of the risk management process Organisation of the Safety Management System Use, effectiveness and compliance of contracted services The effectiveness of the monitoring, audit and record systems Adequacy of the safety improvement process Workload generated by the various processes
3. RESPONSIBILITY
The Accountable Manager is responsible for implementing the review process and for reporting the following to the SIC on an annual basis, plus or minus 2- months:
Any major changes made to the SMS Any forthcoming required changes with financial implications .
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Tingwall Aerodrome Manual Part 5 Issue 13 Uncontrolled Issue date 01 January 2021