aerodrome manual part 5 safety management system issue 13
TRANSCRIPT
Tingwall Aerodrome Manual Part 5 Issue 14 Uncontrolled Issue date 01 January 2022
Aerodrome Manual Part 5
Safety Management System Issue 14
Part 5 SMS SMS 1 - 1 Section 1 Preface and Contents
Tingwall Aerodrome Manual Part 5 Issue 14 Uncontrolled Issue date 01 January 2022
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.
Part 5 SMS SMS 1 - 2 Section 1 Preface and Contents
Tingwall Aerodrome Manual Part 5 Issue 14 Uncontrolled Issue date 01 January 2022
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
Part 5 SMS SMS 2 - 1 Section 2 Glossary of SMS Terminology
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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 Requirement
Requirements stipulated by the various
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 System
The systematic management of the risks to
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.
Part 5 SMS SMS 3 - 1 Section 3 Introduction to SMS
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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
The above diagram outlines the key principles of Safety Management.
POLICY
Identification & Assessment of
Risk
Planning & Implementing [Managing the
Risk]
Learning from Experience
Incidents/Occurrences
Monitoring and Auditing
Review
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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.
Part 5 SMS SMS 4 - 1 Section 4 Safety Policy Statements
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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.
The Airport and Air Traffic Service are audited frequently by the CAA.
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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
Part 5 SMS SMS 5 - 1 Section 5 Standards and Compliance
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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.
Part 5 SMS SMS 5 - 2 Section 5 Standards and Compliance
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Part 5 SMS SMS 6 - 1 Section 6 Safety Accountability
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1. TINGWALL AIRPORT MANAGEMENT STRUCTURE
Chief Executive
Director of Infrastructure
Fire Fighter x 4
(incl. 3 relief)
Fire Fighter / AFISO /
LCAS x 2 (incl. 1 relief)
Aviation Operations Trainee x 1
Fire Fighter / AFISO (Relief)
Watch Room Attendant x 3
Aerodrome Manager (LCAS
and Duty AFISO)
Finance Administration
ICT Human
Resources Legal
Health & Safety Insurance
Environment & Transport Committee
Council
Safety Manager –
Tingwall Airport
Accountable Manager /
Executive Manager - Ferry & Airport
Operations & Port Infrastructure
Fire Fighter / LCAS
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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
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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:
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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 - FERRY & AIRPORT OPERATIONS & PORT
INFRASTRUCTURE
7.1 Accountable Manager The Executive Manager - Ferry & Airport Operations & Port Infrastructure is the
Accountable Manager for Tingwall Airport.
The Aerodrome Manager is accountable to the Executive Manager - Ferry & Airport
Operations & Port Infrastructure for the safe operation of Tingwall Airport.
Notwithstanding the accountabilities outlined below, the Executive Manager -
Ferry & Airport Operations & Port Infrastructure, 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 deemed by the
Accountable Manager.
The Executive Manager - Ferry & Airport Operations & Port Infrastructure 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 -
Ferry & Airport Operations & Port Infrastructure as Accountable Manager when
made in good faith and in the interest of safety.
7.2 Accountabilities
The Executive Manager - Ferry & Airport Operations & Port Infrastructure 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 - Ferry & Airport Operations & Port Infrastructure is
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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 -
Ferry & Airport Operations & Port Infrastructure is the Accountable Manager of
Tingwall Airport.
7.3 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.”
7.4 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 - FERRY & AIRPORT OPERATIONS & PORT INFRASTRUCTURE In the event of the Executive Manager - Ferry & Airport Operations & Port Infrastructure absence, the Aerodrome Manager assumes the responsibility for
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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 - FERRY & AIRPORT OPERATIONS & PORT INFRASTRUCTURE COMPETENCIES
Aerodrome Licensing
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
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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.
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
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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.
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;
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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.
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.
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Completing airfield inspections.
Brief and monitor third parties while airside.
Assisting with the investigation of aircraft incidents and accidents.
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. SAFETY MANAGER – TINGWALL AIRPORT
11.1 Accountabilities
The Safety Manager – Tingwall Airport 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 Safety
Manager – Tingwall Airport reports directly to the Accountable Manager.
11.2 Responsibilities
To chair Tingwall Airport Safety Meetings
To attend Departmental Safety Meetings
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.
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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.
Note. The Safety Manager – Tingwall Airport 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.
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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.
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
Management 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.
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
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
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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.
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4.3. Assurance
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.
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The Aerodrome Manager, Duty AFISO and Safety Manager – Tingwall Airport all
have the authority to remove contractors.
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.
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6.7. Permits To Work
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.
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Ensuring that new and amended documents are brought to the attention of
relevant staff and that obsolete documents are removed from use.
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
arrangements
As applicable
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.
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May Permissive
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,
Are to, Shall
A mandatory instruction / requirement.
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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 Manual Part 5
SMS
Aerodrome Manual Part 6
Emergency Orders
SIC Health, Safety & Welfare Policy
Supplementary Instructions
Temporary Operating
Instructions
SyMS Security
Management System
Fuel Related
Procedures
MAFIS Manual of
Flight Information
Services
RFFS Station
Procedures
RFFS Training Manual
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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.
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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 – Safety Manager – Tingwall Airport
Aerodrome Manager
Duty LCAS
Airport Security Manager
Fire Fighters
SIC Health & Safety Officer
Base Operator representative
Note. The Accountable Manager may attend as and when required and at the
discretion of the Chair.
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 Apologies 11 Risk Assessments
2 Accidents and Incidents 12 PIN Form Report
3 Previous Minutes 13 Aircraft Operator update
4 Review of Action Points 14 CAA Information
5 Airport Manager Briefing 15 Tingwall Airport Safety Objectives
6 Monthly Check 16 Airside Safety - All Airside Staff
7 Runway condition / status 17 SMS / Aerodrome Manual -
All Airside Staff
8 Defect / Maintenance Reports 18 Welfare & Facilities
9 Safety Report – Health & Safety
SIC
19 Security (SyMS)
10 PPE
9. MANAGEMENT MEETINGS
9.2. Management Meeting Membership
Chair – Accountable Manager
Aerodrome manager
Safety Manager – Tingwall Airport
Team Leader – Engineering & Operations Support
9.3. Meeting Frequency
Monthly.
9.4. Agenda
MANAGEMENT MEETING
1 Apologies 7 Training
2 Accidents and Incidents 8 Budgets
3 Previous Minutes 9 Audits – CAA / Tingwall Annual Internal
Audit / Quarterly Audits
4 Review of Action Points 10 Equipment and Infrastructure
5 Safety – Just Culture 11 AOCB
6 Staffing 12 Date of Next Meeting
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9.5. Meeting Minutes
Minutes are to be taken at every meeting and distributed to all attendees as early
as possible following the meeting.
10. OPERATIONS MEETINGS
10.2. 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.
10.3. 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
Building issues
Health and Safety Issues
Documentation matters
Welfare facilities
Outer Isle services and airstrips
10.4. Membership
Chair – Aerodrome Manager
Officer in Charge
Fire Fighter
Base Operator representative
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Note. The Accountable Manager & the Safety Manager – Tingwall Airport may
attend as and when required and at the discretion of the Chair.
10.5. Meeting Frequency
Operations Meeting 1 January April July October
Operations Meeting 2 February May August November
Operations Meeting 3 March June September December
10.6. Agenda
Ops 1 Ops 2 Ops 3
1 Apologies Apologies Apologies
2 Previous Minutes Previous Minutes Previous Minutes
3 Review of Action Points Review of Action Points Review of Action Points
4 Staff Development/
Training
AFIS Aerodrome Manual / SMS / AMS
/ TOI & OPS Notices
5 Aerodrome Business
Development
RFFS MAFIS
6 Capital Improvements Fuelling & Fuel Farm Key Performance
Indicators/Statistics
7 Budget Update/Review Airfield Maintenance CAA SRG Audit
8 Customer Services/
Payments
Change Management CAA ANSP Audit
9 Organisation and Integration Wildlife Plan Internal Audit (Aero Manual)
10 General Aviation Airside Operations Emergency Exercises
11 Current Year Service Plan Snow Plan Business Continuity
12 Rolling Five-Year Work Plan Safeguarding / Planning Safety Manager – Tingwall
Airport Audit Report
13 Safe Working Procedures Duty Crew Management Safe Working Procedures
14 AOCB Safe Working Procedures AOCB
15 AOCB
10.7. 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.
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11. SHETLAND EMERGENCY PLANNING FORUM
11.2. Objective
The integration and co-ordination of responses from Tingwall Airport and
Emergency Services, and other Civil Contingency Plan responders.
11.3. 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.
11.4. Meeting Frequency
Six monthly.
11.5. Agenda
Circulated prior to the meeting.
11.6. 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 Management Procedure as referenced
in Part 5, Section 7, Paragraph 5 ‘Management of Change’ is to be followed.
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.
Part 5 SMS SMS 9 - 1 Section 9 Safety Learning Process
Tingwall Aerodrome Manual Part 5 Issue 14 Uncontrolled Issue date 01 January 2022
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.
Safety Manager - Tingwall Airport should be notified of any safety
significant event
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The formal CAA Mandatory Occurrence Reporting (MOR) system should
ensure that all incidents and occurrences covered by this system are
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 Health and
Safety 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
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Regardless of any investigations carried out by external authorities,
all reported incidents, occurrences and events are to be investigated
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 Health and Safety 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.
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It will encourage them to continue reporting.
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.
Part 5 SMS SMS 10 - 1 Section 10 Monitoring and Auditing
Tingwall Aerodrome Manual Part 5 Issue 14 Uncontrolled Issue date 01 January 2022
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 [Managing the
Risk]
Learning from Experience
Incidents/Occurrences
Auditing/ Monitoring
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 Safety Manager – Tingwall Airport is responsible for establishing an annual
audit programme. This will be the means whereby the Safety Manager – Tingwall
Airport 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 – Tingwall Airport 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 Safety Manager – Tingwall Airport also undertakes quarterly 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
Part 5 SMS SMS 11 - 1 Section 11 Review
Tingwall Aerodrome Manual Part 5 Issue 14 Uncontrolled Issue date 01 January 2022
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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