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relationships should be marked by:
a) competence and professionalism;
b) cordiality and courtesy;
c) fairness and integrity; and
d) openness.
15.3.13 The SM should be available to discuss safety management issues with anyone. A so-called
“open-door” policy is not sufficient. The SM must be visible and approachable in all areas of operations and
maintenance, and with external suppliers.
15.4 SAFETY COMMITTEES
15.4.1 Depending on the size and complexity of the organization, the SM may benefit from the support
of a safety committee. Smaller organizations may best discuss and resolve safety matters in an informal
way. As long as there is good communication and staff and management are willing to provide advice and
assistance to the SM, a formal safety committee may not be necessary. Where no separate safety
committee is established, safety performance and safety management should be a regular agenda item at
general management meetings. The SM should participate in these meetings.
15.4.2 However, for larger organizations with several operational departments, communications are
often “filtered” and better interdepartmental coordination is frequently required. Safety issues often require
inputs from a variety of different fields. Safety committees can provide a forum for discussing safety-related
issues from different perspectives, especially for safety issues requiring a broader viewpoint. Safety
committees also ensure the active involvement of the senior management of the organization in the SMS.
With such multidisciplinary expertise, safety committees are the natural forum for the “cross-pollination” of
ideas and for assessing safety performance from a “system” perspective.
15-6 Safety Management Manual (SMM)
15.4.3 The focus of safety committees should be on “action”, as opposed to “dialogue”. The role of the
safety committee may include to:
a) act as a source of expertise and advice on safety matters to senior management;
b) review the progress on identified hazards and actions taken following accidents and incidents;
c) make safety recommendations to address safety hazards;
d) review internal safety audit reports;
e) review and approve the audit response and the actions taken;
f) encourage lateral thinking about safety issues;
g) help identify hazards and defences; and
h) prepare and review safety reports to be presented to the CEO.
15.4.4 Safety committees do not normally have the authority to direct individual departments. (Such
authority would interfere with the formal lines of authority.) Rather, safety committees make recommendations
for action by the responsible managers. However, because of accountability issues, some
organizations have introduced safety committees at the Board level, thus ensuring that corrective actions
are taken.
Committee chairman
15.4.5 The safety committee is often chaired by a senior executive, with the SM acting as the
Secretary. This arrangement helps ensure that discussions do not avoid controversial issues. To be
effective, the safety committee must have the support of the CEO and departmental heads. Those
managers with the capacity to make decisions and authorize expenditures should participate in the meetings
for particular agenda items. Without the involvement of the decision-makers, the meetings may become
“chat rooms” with much time wasted.
Membership
15.4.6 Safety committees generally comprise representatives from all key departments of the
organization. Depending on the size of the organization, separate sub-committees may be required to
address specific issues. The SM and the safety office coordinate activities and provide assistance to the
safety committee and any sub-committees.
Agenda
15.4.7 All committee members should have the opportunity to submit potential agenda items. If there
are insufficient agenda items to warrant a regular meeting, then the meeting should be cancelled. The SM,
as meeting Secretary, should finalize the agenda with the Chairman, providing the necessary background
material for each item. Items requiring decisions and action take precedence over standing (information)
items.
Chapter 15. Practical Considerations for Operating a Safety Management System 15-7
The minutes
15.4.8 The SM, as the Secretary of the meeting, should prepare draft minutes immediately following
the meeting (before memories lapse). Once the Chairman has signed the minutes, they become an action
document. The minutes should be distributed within a few working days of the meeting while those
responsible for action items remember their commitment. Copies of the minutes should be distributed widely
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