Baldwin Aviation® - Aviation SMS

Aviation Safety Management Systems (SMS)

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Helicopter Pilots Model Code of Conduct Released

The Helicopter Pilots Model Code of Conduct (HMCC) was released today by the project’s Permanent Editorial Board. The HMCC offers recommendations to advance helicopter flight safety, airmanship, and professionalism. Developed by a team of helicopter experts, the HMCC draws upon decades of research as well as input from key helicopter organizations in both the private and public sectors, and builds upon the foundation of the Aviators Model Code of Conductinitiative, a project of over ten years’ duration. The Code applies to a range of operating environments, from primary instruction to commercial flight operations.

The HMCC articulates broad guidance—a set of values—to help a pilot interpret and apply standards and regulations, and to confront the real world challenges that could lead to a mishap. The Code provides a framework for how to think and act in situations that may not be covered by procedures, checklists, or operating manuals.  Fred Brisbois, Co-Chair, U.S. Safety Implementation Team, International Helicopter Safety Team stated, “The HMCC embodies the standards to which all helicopter pilots need to adhere. It should serve as the basis for private and professional pilots to take personal responsibility for how they conduct themselves as pilots and promote the growth of the helicopter industry. But most importantly, flying in accordance with this code will save lives!” Lindsay Cunningham, Manager, Aviation Safety, Eurocopter USA remarked, “It is nice to see such a clear, complete and concise standard for helicopter pilots that goes beyond the “minimums”. The HMCC promotes the high level of personal accountability and professionalism I think we would all like to see in our industry.” Bryan Smith, Safety Program Manager, Airborne Law Enforcement Association stated, “The HMCC provides an accessible and practical guide for decision-making. Every pilot should regard it as an indispensabletool for aviation safety.”

The HMCC:

promotes improved helicopter pilot training, conduct, personal responsibility and pilot contributions to the aviation community and society at large,

encourages the development and adoption of good judgment, ethical behavior, and commitment to continuous improvement, and

supports improved communications between pilots, regulators, and others in the aviation industry.

Pilot conduct and professionalism impact the entire aviation community, including its safety culture. Correspondingly, organizational safety culture affects pilot conduct. A voluntary, aspirational code of conduct can promote pilot proficiency and operational safety. The HMCC is just such a tool: a set of guidelines or recommended practices adaptable to each pilot and organizational need. The Code of Conduct presents a vision of helicopter aviation excellence within its seven sections:

(1) General Responsibilities of Helicopter Pilots; (2) Passengers and People on the Surface; (3) Training and Proficiency; (4) Security; (5) Environmental Issues; (6) Use of Technology; and (7) Advancement and Promotion of Aviation. The Code is a living document and will be periodically updated to reflect changes in standards, practice, and the aviation environment.

The Helicopter Pilots Model Code of Conduct is the latest in the family of aviators’ codes including the Aviation Maintenance Technicians, Aviators, Flight Instructors, Glider Aviators, Light Sport Aviators, Seaplane Pilots, and Student Pilots Model Code of Conduct. Developed as a volunteer effort, each is available as a free public service along with supporting materials at http://www.secureav.com. For more information about the Helicopter Pilots Model Code of Conduct, contact [email protected].

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"It isn't often I feel compelled to write an unsolicited note on behalf of a Company, or its Principals. I happen to be in the Hilton Head area, and thought I would contact [them]. Having implemented the Baldwin SMS program while I was with [my company], I had spent a great deal of time on the telephone with them. I always appreciated their attention to providing excellent customer service, and patience with my on-going technical questions. Therefore, I felt comfortable contacting them while in the area. I accepted an invitation to the office today, and thoroughly enjoyed meeting them in person...................The Company is impressive in that when you consider they provide a convenient web based portal product, they still reach out to get to know people behind the business. I would suggest to any flight department, regardless of size and scope, to implement unified programs such as Global SM4, and Baldwin Safety Systems. As I mentioned, this is entirely unsolicited, but thought you would appreciate the feedback.

Sent to key management at Global-Aerospace Insurance Underwriters.  One of our many satisfied clients!

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Everybody Contributes to SMS

Everybody Contributes to SMS  

Aviation departments that exclusively focus their safety program on pilots are not optimizing the potential of their other employees. A mature Safety Management System (SMS) requires all of an organization's personnel to be properly educated about the safety system and to be actively involved in identifying hazards and reducing risks.

Robert Conyers - Director of Safety Management - Baldwin Aviation

Educating everyone about the safety system reinforces the recognition of team members' professionalism.  It also helps the system evolve over time and incrementally improve, making full participation and complete transparency part of the organization's culture.

As I visit aviation departments around the country, I still see many that focus their safety programs on the pilots. In some cases, maintenance technicians, dispatchers, line support technicians and office staff seem to have only a distant connection to the safety improvement effort. When these departments focus their safety programs only on the pilots, they are not optimizing their potential.

Historically, pilots have always been put on the highest pedestal, afforded the best training, monitored for fatigue and monitored for wellness. Pilots are often the first to be consulted on procedural changes and are offered opportunities for input. Others in the organization may be perceived as being one or more rungs lower on the organizational ladder. This unofficial caste system tends to break lines of communication. Stories of rifts between pilots and mechanics are legendary in the industry.

One of the beneficial attributes of a mature Safety Management System (SMS) is that it encourages— in fact, requires—all of an organization's personnel to be educated about the safety system and to be actively involved in identifying hazards and reducing risks. Moreover, a solid SMS makes it possible for everyone to participate in the evaluation and review of operational standards, opens up organizational lines of communication and encourages honest discussions about safety.

An effective SMS is built on trust. Team members have to be confident that when they voluntarily report a hazard or incident, even if that incident is the result of a lapse in judgment or an honest error, it won't result in disciplinary action. That is the basis of a "Just Culture." No SMS works effectively without a fundamental and solid Just Culture as a beginning point. Learn more about Just Culture.

Including all team members in the safety system process reinforces recognition of their professionalism. That extends to all aspects of each individual's role in the operation, including appropriate authority for decision making. Aviation departments that have realized the truth in that statement have extended the fundamentals of safety management—professionalism, training, fatigue management, relationships—throughout the organization.

Developing the professionalism of all employees is well-documented as an industry standard within the structure defined by the International Standard for Business Aircraft Operations (IS-BAO.) Under those guidelines all personnel involved with aircraft operations are encouraged to meet high standards of training, performance, wellness, rest and readiness. Open communication within an organization is encouraged through the use of safety reporting forms, internal audits, committee activity, and other SMS resources.

When the entire aviation staff contributes, flight risk assessments, technical risk assessments and hazard reporting increase. All employees participate in the internal audit process. People begin to communicate in a new safety language. Over time, the system evolves and incrementally improves. Full participation and complete transparency become part of the organization's culture.

Aviation departments that have undergone this transformation have acknowledged the improvements that result from having a more respectful, participatory working environment. Almost universally, flight organizations that incorporate functioning safety management systems reap significant operational benefits. They are more efficient. They drop fewer flights, have better employee retention rates, stronger relationships with senior management and, obviously, better safety records.

If you are still on the fence about the SMS concept and if you are skeptical of what you see as just another safety fad, remember what people said about CRM (Crew Resource Management) when it was introduced a generation ago. Think about it. SMS is a process that focuses the entire organization on performing the mission safely and efficiently. It is proven to work—for all sizes of flight departments. Do yourself a favor. Do just a little bit of research. Here are some great places to start.

To gain an understanding of some of the basic concepts revolving around SMS: http://www.faa.gov/about/initiatives/sms/ To download the FAA's SMS Advisory Circular: http://www.faa.gov/documentLibrary/media/Advisory_Circular/AC%20120-92A.pdf To learn more about the International Standard for Business Aviation Operations: http://www.ibac.org/is_bao

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Gaining Support for your SMS

Pilots and maintenance technicians alike are notoriously resistant to change. Those who were around in the early ‘80s may remember that Cockpit Resource Management (as it was called then) encountered a great deal of resistance. It took more than a generation of pilots – especially captains - to embrace the new concept. While CRM is now firmly established in the cockpit, it is still struggling for acceptance in the maintenance shop.

At many flight departments one of the toughest things for a safety manager to do is convince the troops to accept and get engaged in the Safety Management System. SMS is a paradigm shift, just as CRM was when it was introduced. The new procedures and forms associated with SMS can seem confusing. Many people have trouble getting past the argument that “We’ve never had an accident. Why do we need this?”

In SMS training sessions, one point that seems to enjoy broad acceptance is the idea that “Safety is everyone’s responsibility.”  From the accountable executive to the last person on the recall list, everyone acknowledges that they share responsibility for the unit’s safety record. However, many people feel that all they have to do is be safe to fulfill that responsibility. That individualistic approach, though, fails to turn the page on the paradigm shift. It overlooks the Management aspect of safety management.

That’s where Risk Assessments, Safety Reports, and the other tools of SMS come into play. To be most effective, these applications must be used conscientiously and reported thoroughly. That really is the meaning of “Safety is everyone’s responsibility.” Every employee should understand that how they meet their responsibility is measured in the quality and thoroughness of how they participate in the SMS. If they are asked to conduct an internal audit or investigate the facts behind a safety report, were their findings accurate and appropriate? Did they offer suggestions for improvement? Did they follow through to assist in updating or developing a new policy or procedure to address the event?

Most organizations conduct personnel evaluations periodically – annually, when considered for promotion or a raise, or other personnel action. Every employee should understand that evaluation of their job performance should include a review of their contributions to the Safety Management System, well beyond just being safe. For most people, knowing that is a strong motivator to encourage superior performance.  That, it seems to me, is the key to getting full buy-in by employees.

- Bob Conyers is the Director of Safety for Baldwin Aviation

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Safety Management System

Safety Management Systems are part of a greater organizational system.