AMC1 CAMO.A.200(a)(3) Management system
CAA ORS9 Decision No. 1
SAFETY MANAGEMENT KEY PROCESSES
(a) Hazard identification processes
(1) A reporting scheme for both reactive event and proactive hazards should be the formal means of collecting, recording, analysing, acting on, and generating feedback about hazards and the associated risks that may affect safety.
(2) The identification should include:
(i) hazards that may be generated from HF issues that affect human performance; and
(ii) hazards that may stem from the organisational set-up or the existence of complex operational and maintenance arrangements (such as when multiple organisations are contracted, or when multiple levels of contracting/subcontracting are included).
(b) Risk management processes
(1) A formal safety risk management process should be developed and maintained that ensures that there is:
(i) analysis (e.g. in terms of the probability and severity of the consequences of hazards and occurrences);
(ii) assessment (in terms of tolerability); and
(iii) control (in terms of mitigation) of risks to an acceptable level.
(2) The levels of management who have the authority to make decisions regarding the tolerability of safety risks, in accordance with (b)(1)(ii), should be specified.
(c) Internal investigation
(1) In line with its just culture policy, the organisation should define how to investigate incidents such as errors or near misses, in order to understand not only what happened, but also how it happened, to prevent or reduce the probability and/or consequence of future recurrences (refer to AMC1 CAMO.A.202).
(2) The scope of internal investigations should extend beyond the scope of the occurrences required to be reported to the CAA in accordance with point CAMO.A.160, to include the reports referred to in CAMO.A.202(b).
(d) Safety performance monitoring and measurement
(1) Safety performance monitoring and measurement should be the process by which the safety performance of the organisation is verified in comparison with the safety policy and the safety objectives.
(2) This process may include, as appropriate to the size, nature and complexity of the organisation:
(i) safety reporting, addressing also the status of compliance with the applicable requirements;
(ii) safety reviews, including trends reviews, which would be conducted during the introduction of new products and their components, new equipment/technologies, the implementation of new or changed procedures, or in situations of organisational changes that may have an impact on safety;
(iii) safety audits focusing on the integrity of the organisation’s management system, and on periodically assessing the status of safety risk controls; and
(iv) safety surveys, examining particular elements or procedures in a specific area, such as problem areas identified, or bottlenecks in daily continuing airworthiness management activities, perceptions and opinions of management personnel, and areas of dissent or confusion.
(e) Management of change
The organisation should manage the safety risks related to a change. The management of change should be a documented process to identify external and internal changes that may have an adverse effect on the safety of its continuing airworthiness management activities. It should make use of the organisation’s existing hazard identification, risk assessment and mitigation processes.
(f) Continuous improvement
The organisation should continuously seek to improve its safety performance and the effectiveness of its management system. Continuous improvement may be achieved through:
(1) audits carried out by external organisations;
(2) assessments, including assessments of the effectiveness of the safety culture and management system, in particular to assess the effectiveness of the safety risk management processes;
(3) staff surveys, including cultural surveys, that can provide useful feedback on how engaged personnel are with the management system;
(4) monitoring the recurrence of incidents and occurrences;
(5) evaluation of safety performance indicators and review of all the available safety performance information; and
(6) identification of lessons learnt.
(g) Immediate safety action and coordination with the operator’s Emergency Response Plan (ERP)
(1) A procedure should be implemented to enable the organisation to act promptly when it identifies safety concerns with the potential to have immediate effect on flight safety, including clear instructions on who to contact at the owner/operator, and how to contact them, including outside normal business hours. These provisions are without prejudice to the occurrence reporting required by point CAMO.A.160.
(2) If applicable, a procedure should be implemented to enable the organisation to react promptly if the ERP is triggered by the operator and it requires the support of the CAMO.