Aerodrome Manual Part 5 Safety Management System Issue 13

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


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


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


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



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



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


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.



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



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


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.



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.



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


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


THIS PAGE IS INTENTIONALLY BLANK

Part 5 SMS SMS 6 - 1 Section 6 Safety Accountability


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



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.



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



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:



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







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



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





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



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



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



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.


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.

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.

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


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.



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.


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


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.

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.




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.


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.


Part 5 SMS SMS 7 - 1 Section 7 Safety Systems


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.



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.



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.



4.2. Hazard Severity Value Tables



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



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

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 – 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.



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.



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.



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.



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


SMS


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



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.



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.



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


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



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.


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



Note. The Accountable Manager & the Safety Manager – Tingwall Airport may

attend as and when required and at the discretion of the Chair.


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


Minutes are to be taken at every meeting and distributed to all attendees as early as

possible following the meeting.


subsequent meeting.



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.


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.


Six monthly.

11.5. Agenda

Circulated prior to the meeting.


Minutes are to be taken at every meeting and distributed to all members of the

Forum as early as possible following the meeting.


subsequent meeting.

Part 5 SMS SMS 8 - 1 Section 8 Safety Assessment and Assurance


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.



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



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


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



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

http://luke/lachs



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.



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


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



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.



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.



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.



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.



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.



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


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

.

Part 5 SMS SMS 11 - 2 Section 11 Review


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Aerodrome Manual Part 5 Safety Management System Issue 13

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