SMS-Draft-Manual-17DEC08 (Rev 3)Hold Upon MOR TRNG Page 56

TRANSMILE AIR SERVICESSDN BHD

TRANSMILE AIR

SAFETY MANAGEMENT

SYSTEM MANUAL

Equate Business Performance to Safety Performance

TRANSMILE AIR SAFETY MANAGEMENT SYSTEM MANUAL

TRANSMILE AIR

SAFETY MANAGEMENT

SYSTEM MANUAL

UNCONTROLLED COPY

CONTROLLED COPY

DRAFT COPY

SMM/TAS001/ISSUE 1Rev. 0 Page: 2Date 1/12/2008

SMM


DOC. REF NO: SMM / TAS 001 / ISSUE 1 REVISION 0, 1 DEC 2008

CORPORATE & OPERATIONS OFFICE : ENGINEERING & SPARES:TRANSMILE CENTER, CARGO COMPLEX, TRANSMILE AIR ENGINEERING COMPLEXLETTER BOX 20, HP TOWERS, LOT 4060 (AA / 4 /65),SULTAN ABDUL AZIZ SHAH AIRPORT, SULTAN ABDUL AZIZ SHAH AIRPORT 47200 SUBANG, SELANGOR MALAYSIA 46000 SUBANG, SELANGOR MALAYSIATEL: 603-7884 9898 TEL: 603-78465066 FAX: 603-7884 9899/7884 9897 FAX: 603-78465088

PART IDOCUMENT CONTROL



DISTRIBUTION LIST

No HOLDER / LOCATION REFERENCE

1 Transmile Air Services SMM ( Master Copy ) SMM/MC/001

2 Managing Director/Accountable ManagerChairman, TML Safety Review Board

SMM/MD/002

3 Corporate Safety ManagerSecretary, TML Safety Review Board

SMM/CSM/003

4 Chief Financial Controller SMM/CFC/004

5 Head, Group Human Resource & Admin SMM/HRA/005

6 Accountable Manager (Safety), Engineering General Manager (Engineering)/Delegated Accountable Manager TML

SMM/GME/006

7 Accountable Manager (Safety), Flight OperationsGeneral Manager (Flight Operations)/Delegated Accountable Manager TML

SMM/GMF/007

8 Safety Manager Engineering SMM/SME/008

9 Safety Manager Flight Operations SMM/SMF/009

10 Safety Coordinator, Engineering Quality Assurance, SMM/EQA/010

11 Safety Coordinator, Engineering Base Maintenance SMM/EBM/011

12 Safety Coordinator, Engineering Line Maintenance SMM/ELM/012

13 Safety Coordinator, Engineering Technical Services SMM/ETS/013

14 Safety Coordinator, Engineering Maintenance Planning SMM/EMP/014

15 Safety Coordinator, Engineering Spares SMM/EES/015

16 Safety Coordinator, Engineering Maintenance Control Centre SMM/EMC/016

17 Safety Coordinator, Engineering Workshop SMM/EWS/017

18 Safety Coordinator, Engineering Finance SMM/EFI/018

19 Safety Coordinator, Flight Operations Ground Handling Services SMM/FGH/019

20 Safety Coordinator, Flight Operations reserved SMM/FXX/020


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23 Department of Civil Aviation, Malaysia Flight Operations Unit SMM/DCA1/023

24 Department of Civil Aviation, Malaysia Airworthiness Unit SMM/DCA1/024

LIST OF EFFECTIVE PAGES

The List of Effective Pages (LEP) lists all the current pages that are in this Manual. After inclusion of revised pages, the manual must comply with the enclosed LEP. The new pages are indicated by the letter ‘N’ and the revised pages or paragraphs by a vertical bar on the right margin.

Page No

Revision No

Amendment Date

Cover 1 0 1/12/2008

Title page 2 0 1/12/2008

Title – Part 1 Document Control 3 0 1/12/2008

Distribution List 4 0 1/12/2008

List of Effective Pages 5 0 1/12/2008

6 0 1/12/2008

7 0 1/12/2008

8 0 1/12/2008

9 0 1/12/2008

Records of Amendments 10 0 1/12/2008

Records of Annual Review 11 0 1/12/2008

Abbreviations 12 0 1/12/2008

Introduction 13 0 1/12/2008

Purpose of Manual 14 0 1/12/2008

Contents and Structure of this Manual 15 0 1/12/2008

Table of Contents 16 0 1/12/2008

17 0 1/12/2008

Title page – Part 2 – Scope of Safety Management System 18 0 1/12/2008

Safety Management System - Background 19 0 1/12/2008


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Introduction to Safety Management System 20 0 1/12/2008

Regulatory Requirements for Safety Management System 21 0 1/12/2008

Corporate Commitment for Safety by the Accountable Manager

22 0 1/12/2008

Safety Review Board (SRB) 23 0 1/12/2008

SMS Safety Action Group (SAG) 24 0 1/12/2008

25 0 1/12/2008

Engineering Safety Action Group (ESAG) 26 0 1/12/2008

Flight Operations Safety Action Group (FSAG) 27 0 1/12/2008

LIST OF EFFECTIVE PAGES (Cont’d)


Page No

Revision No

Amendment Date

SMS Safety Working Group (SWG) 28 0 1/12/2008

29 0 1/12/2008

TML Corporate SMS Organization Structure 30 0 1/12/2008

Engineering SMS Organization Structure 31 0 1/12/2008

Flight Operations SMS Organization Structure 32 0 1/12/2008

Title page – Terms of Reference 33 0 1/12/2008

Managing Director (Accountable Manager) 34 0 1/12/2008

Corporate SMS Manager 35 0 1/12/2008

36 0 1/12/2008

Chief Financial Controller (CFC) 37 0 1/12/2008

Head Group Human Resource & Admin 38 0 1/12/2008

General Managers (Engineering/Flight Operations) 39 0 1/12/2008

SMS Manager (Engineering/Flight Operations 40 0 1/12/2008

41 0 1/12/2008

Department’s Safety Coordinators (DSC) 42 0 1/12/2008

Terms of Reference All TML Personnel 43 0 1/12/2008

Safety Management Administration Office 44 0 1/12/2008

45 0 1/12/2008

Scope of Safety Management System 46 0 1/12/2008

47 0 1/12/2008


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48 0 1/12/2008

Title page – SMS Policy & Objectives 49 0 1/12/2008

TML Safety Policy and Objectives 50 0 1/12/2008

51 0 1/12/2008

SMS Roles and Responsibilities 52 0 1/12/2008

Non Punitive Reporting Policy 53 0 1/12/2008

Title page - SMS processes and Procedures 54 0 1/12/2008

Hazard Identification and Incident Reporting 55 0 1/12/2008

56 0 1/12/2008



Page No

Revision No

Amendment Date

Safety Risk Management (SRM) 57 0 1/12/2008

Chart - Risk Management Process flow 58 0 1/12/2008

Risk Assessment 59 0 1/12/2008

60 0 1/12/2008

Chart – Risk Tolerable 61 0 1/12/2008

Chart – Risk Probability 62 0 1/12/2008

Chart – Risk Severity 63 0 1/12/2008

Chart – Risk Index 64 0 1/12/2008

Chart – Risk Tolerability 65 0 1/12/2008

Risk Mitigation 66 0 1/12/2008

67 0 1/12/2008

Safety Investigation 68 0 1/12/2008

69 0 1/12/2008

Safety Recommendation 70 0 1/12/2008

Chart – Safety Integration Methodology 71 0 1/12/2008

Chart – Investigation Process Flow (MERES/FERES) 72 0 1/12/2008

SMS Data and Record Management 73 0 1/12/2008

Title page - SMS Promotion and Training 74 0 1/12/2008

Safety Promotion 75 0 1/12/2008

76 0 1/12/2008


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Safety Management Training 77 0 1/12/2008

78 0 1/12/2008

Title page – Safety Assurance 79 0 1/12/2008

Safety Performance Monitoring 80 0 1/12/2008

81 0 1/12/2008

82 0 1/12/2008

83 0 1/12/2008

Acceptable Level of Safety (ALS) 84 0 1/12/2008

85 0 1/12/2008

86 0 1/12/2008



Page No

Revision No

Amendment Date

Safety Audit 87 0 1/12/2008

88 0 1/12/2008

89 0 1/12/2008

90 0 1/12/2008

91 0 1/12/2008

Safety Audit System and Action Procedures 92 0 1/12/2008

93 0 1/12/2008

94 0 1/12/2008

95 0 1/12/2008

Management of Change 96 0 1/12/2008

Title page – Emergency Response Planning 97 0 1/12/2008

98 0 1/12/2008

99 0 1/12/2008

100 0 1/12/2008

101 0 1/12/2008

102 0 1/12/2008

103 0 1/12/2008

104 0 1/12/2008

105 0 1/12/2008


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106 0 1/12/2008

Title page - Appendices 107 0 1/12/2008

Title page - SMS Form 108 0 1/12/2008

SMS Form - MERES 109 0 1/12/2008

110 0 1/12/2008

SMS Form – HIRA Log 111 0 1/12/2008

SMS Form – Risk Management Log 112 0 1/12/2008

SMS Form – TML – Organization & SMS relationship 113 0 1/12/2008



Page No

Revision No

Amendment Date

SMS Form – DCA Occurrence Report page 1 113 0 1/12/2008

SMS Form – DCA Occurrence Report page 2 114 0

SMS Form – CHIRP 115 0

SMS Form – Pilot Route Report 116 0

SMS Form – Hazard Report 117 0

SMS Form – E-MOR Process form page 1 118 0





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RECORDS OF AMENDMENT

The controlled copyholder is responsible for filling in the table below, upon receipt of amendments from Technical Publications Section of Support Services Department. On receiving an Amendment List, if the manual holder finds that the previous Amendment List has not been received, please advice the Supervisor Technical Publications to obtain the required Amendment List.

S/N Page No.

Issue Revision No.

Date Incorporated By

Signature

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16


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17

18

19

20

21

22

23

RECORDS OF ANNUAL REVIEW

S/N Page No. Issue Revision DateIncorporate

d by Signature

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24


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25

26

27

28

29

30

31

ABBREVIATIONS

AMO - Approved Maintenance OrganizationAIC - Aeronautical Information CircularAN - Airworthiness NoticeAOC - Air Operator CertificateCAP - CAA PublicationCSM - Corporate SMS ManagerDCAM - Department of Civil Aviation, MalaysiaDSC - Departmental Safety CoordinatorsDSI - Designated Safety InspectorESAG - Engineering Safety Action GroupESM - Engineering System ManualFAA - Federal Aviation AdministrationFDA - Flight Data AnalysisFERES - Flight Operations Error Reporting SchemeFSAG - Flight Operations Safety Action GroupGSE - Ground Support EquipmentHOD - Head of DepartmentICAO - International Civil Aviation Organization JAA - Joint Airworthiness AuthoritiesJAR - Joint Aviation RequirementsLOSA - Line Operations Safety AuditMAB - Malaysian Airport BerhadMCAR - Malaysian Civil Aviation RegulationMCC - Maintenance Control CentreMERES - Maintenance Error Reporting SchemeMOE - Maintenance Organisation ExpositionMRC - Management Review CouncilMRO - Maintenance, Repair & Overhaul CentreNCR - Non Compliance ReportNOSS - National Occupational Safety StandardsOEM - Original Equipment ManufacturerQAE - Quality Assurance EngineerQASD - Engineering Quality Assurance & Safety DepartmentSAG - Safety Action GroupSME - SMS Manager Engineering


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SMF - SMS Manager Flight OperationsSMM - Safety Management System ManualSMS - Safety Management SystemSOP - Standard Operating ProceduresSR - Safety Requirements SRB - Safety Review BoardSRC - Safety Review CouncilSWG - Safety Working GroupTAS - Transmile Air Services Sdn. Bhd.TML - Transmile Air Services Sdn. Bhd.

INTRODUCTION

The Transmile Air Services Sdn. Bhd.’s (TML) Safety Management System Manual (SMM) consists of the following parts:

Part 1 - DOCUMENT CONTROL

Part 2 - SCOPE OF SAFETY MANAGEMENT SYSTEM

Part 3 - SMS POLICY & OBJECTIVES

Part 4 - SMS PROCESSES AND PROCEDURES

Part 5 - SMS PROMOTION & SAFETY TRAINING

Part 6 - SMS ASSURANCE

Part 7 - EMERGENCY RESPONSE PLANNING

This TML Safety Management System Manual makes references and being guided by the following documents:

1. DCAM Airworthiness Notice No. 101 - SMS for AMO2. DCAM Aeronautical Circular No. 06/2008 - SMS for AOC Holder3. ICAO Annex 6 Part 1 - Operation of Aircraft4. ICAO Document 9859 - Safety Management Manual5. CAA CAP 712 - SMS for Commercial Air Transport Operations

This TAS Safety Management System Manual is applicable to Transmile Air Services Sdn Bhd and provides the principles which the company needs to comply with.


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PURPOSE OF MANUAL

This safety management manual (SMM) provides management with a key instrument for communicating the TML’s approach to safety to the whole organization. The manual should document all aspects of the Safety Management System (SMS), including the safety policy, safety procedures and individual safety accountabilities.

The safety management manual include, inter alia:

a) document control procedures;b) scope of the SMS;c) safety policy;d) safety accountabilities and responsibilities;e) hazard identification schemes;f) safety performance monitoring;g) safety assessment;h) safety auditing;i) safety promotion j) safety organizational structure; andk) emergency response planning

The SMM shall be maintained current at all times and reflects the current status of the SMS. The Corporate SMS Manager (CSM) shall be responsible for the development of the SMM. The manual shall contain reflects the intent and processes of the SMS. Any significant change to the SMS will require an update of the SMM.


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CONTENTS & STRUCTURE OF THIS MANUAL

This SMS Manual contains:

a. Table of Contentsb. List of Effective Pagesc. Record of Amendments

d. Part 1 – Document ControlThis part contains the Introduction to the manual and the complete SMM. It also gives details on the use of the manual and information on Transmile Air Services Sdn Bhd corporate structure for safety.

e. Part 2 – Scope of Safety Management SystemThis part contains Declaration of Corporate Commitment by the Accountable Manager. It provides the Management Structure, its objectives and defines the responsibility of personnel in the group. It also contains the scope of the safety management system applied within TML.

f. Part 3 - SMS Policy & ObjectivesThis part contains chapters that provide the policies to be followed for effective implementation of safety management system throughout TAS.

g. Part 4 – SMS Processes & ProceduresThis part includes detail of the safety management processes and procedures as well as personnel certification procedures to ensure system of safety management.

h. Part 5 – SMS Promotion & Safety TrainingThis chapter contains information on the safety promotion and the requirements accomplishment of SMS training for various level of employees within TML.

i. Part 6 - SMS AssuranceThis chapter contains detail procedures and work processes for the SMS safety audit, surveillance and performance monitoring

j. Part 7 - Emergency Response Planning (ERP)This chapter contains detail procedures and work processes for the ERP within all division and departments of TML.

The contents of this manual are organized into Part and Chapter. Each of the pages is identified with a page number.


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TABLE OF CONTENTS

Page

Cover Page 1Title Page 2

PART 1 DOCUMENT CONTROL 3 DISTRIBUTION LIST 4LIST OF EFFECTIVE PAGES 5RECORDS OF AMENDMENTS

6RECORDS OF ANNUAL REVIEW 7ABBREVIATIONS 8

1.1 INTRODUCTION 9

1.2 PURPOSE OF MANUAL

14

1.3 CONTENTS & STRUCTURE OF THIS MANUAL

15

1.4 TABLE OF CONTENTS

16

PART 2 SCOPE OF SAFETY MANAGEMENT SYSTEM 18

2.1 INTRODUCTION TO SAFETY MANAGEMENT SYSTEM

19

2.2 REGULATORY REQUIREMENTS FOR SAFETY MANAGEMENT SYSTEM

21

2.3 CORPORATE COMMITMENT FOR SAFETY BY THE ACCOUNTABLE MANAGER

22

2.4 SAFETY REVIEW BOARD (SRB) 23

2.5 SAFETY ACTION GROUP (SAG) 23

2.5.1 ENGINEERING SAFETY ACTION GROUP (ESAG) 26

2.5.2 FLIGHT OPERATIONS SAFETY ACTION GROUP (FSAG) 27

2.6 SAFETY WORKING GROUP (SWG) 28

2.7 TML CORPORATE SMS ORGANISATION CHART (SAFETY REVIEW BOARD)

30

2.7.1 TML ENGINEERING SMS ORGANISATION CHART 31

2.7.2 TML FLIGHT OPERATIONS SMS ORGANISATION CHART 32


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2.8 TERMS OF REFERENCE 33

2.8.1 MANAGING DIRECTOR/ACCOUNTABLE MANAGER

34

2.8.2 CORPORATE SMS MANAGER

35

2.8.3 CHIEF FINANCIAL CONTROLLER (CFC) 37

2.8.4 HEAD GROUP HUMAN RESOURCE & ADMIN

38

2.8.5 GENERAL MANAGERS (ENGINEERING & FLIGHT OPERATIONS)

39

2.8.6 SMS MANAGERS ENGINEERING/FLIGHT OPERATIONS

40

2.8.7 DEPARTMENT’S SAFETY COORDINATOR (DSC) 42

2.8.8 ALL TML PERSONNEL

43

2.9 SAFETY MANAGEMENT ADMINISTRATIVE OFFICES 44

2.10 SCOPE OF SAFETY MANAGEMENT 46

PART 3 SMS POLICY & OBJECTIVES 49

3.1 SAFETY POLICY AND OBJECTIVES 50

3.2 SMS ROLES AND RESPONSIBILITIES

51

3.3 NON-PUNITIVE REPORTING POLICY

52

PART 4 SMS PROCESSES AND PROCEDURES 54

4.1 HAZARD IDENTIFICATION AND INCIDENT REPORTING 55

4.2 SAFETY RISK MANAGEMENT (SRM)

57

4.3 RISK ASSESSMENT 59

4.4 RISK MITIGATION 66

4.5 SAFETY INVESTIGATION 68

4.6 SAFETY RECOMMENDATION

70

4.7 SMS DATA AND RECORD MANAGEMENT 73

PART 5 SMS PROMOTION & TRAINING 74

5.1 SMS PROMOTION 75

5.2 SMS TRAINING 77


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PART 6 SMS ASSURANCE

79

6.1 SAFETY MANAGEMENT INSTRUCTIONS & DOCUMENT CONTROL 80

6.2 SAFETY PERFORMANCE MONITORING

81

6.3 ACCEPTABLE LEVEL OF SAFETY (ALS) (PERFORMANCE TARGET)

84

6.4 SAFETY AUDIT 87

6.5 SAFETY AUDIT AND ACTION PROCEDURES

92

6.6 MANAGEMENT OF CHANGE

96

PART 7 EMERGENCY RESPONSE PLANNING 97

7.1 EMERGENCY RESPONSE PLANNING (ERP) 98

PART 8 APPENDICES 107

8.1 Title page - SMS Forms 108



PART 2SCOPE OF SAFETY

MANAGEMENT SYSTEM

SAFETY MANAGEMENT SYSTEM

BACKGROUND

The modern aviation system is characterized by increasingly diverse and complex networks of business and governmental organizations. The rapidly changing aviation operational environment requires these organizations to adapt continuously to maintain their viability and relevance.

The aviation system is also becoming increasingly global. Few business entity markets, supplier networks and operations are confined entirely within the boundaries of a single country. These characteristics of complexity, diversity and change add to the importance of sound management of functions that are essential to safe operations.


SCOPE


While safety efforts in the aviation system have been highly successful to date, the rapid increase in the volume and variety of aviation operations push the limitations of current safety strategies and practices. Along with this trend is the problem of decreasing resources to be applied by both business and government organizations. These processes have forced a fresh look at the safety strategies of the future.

The best approach to problems of increased aviation activity and decreased resources is to bring safety efforts into the normal management framework of aviation operations. Just as businesses and government organizations must these factors effectively to accomplish their missions or to maintain business viability, they must likewise provide sound management of safety.

This innovation in aviation system safety is best termed “Safety Management System” a term indicating that safety efforts are most effective when made part of business and government management of operations and oversight.

INTRODUCTION

In Transmile Air Services, safety has always been the overriding consideration in the conduct of all the company’s aviation activities. Safety is defined as the state in which the risk of harm to persons or property damage is reduced to, and maintained at or below, an acceptable level through a continuing process of hazard identification and risk management.

Due to the nature of our industry, the total elimination of accidents or serious incidents is unachievable. No human endeavour or human-made system can be free from risk and error, and failures will be expected to occur in spite of the most accomplished prevention efforts. The TML safety management system (SMS), therefore, seek to understand and control such risks and errors. The study of accident causation shall focus on organisational processes, latent conditions, workplace conditions, human factors, adequacy of defenses as well as active failures. TML’s SMS also seek to enhance the organisational approach to managing a safe and successful aviation operation.

SAFETY MANAGEMENT SYSTEM (SMS)

In TML, safety management starts from senior management, and the effects on safety are be examined at all levels of the organisation. The Safety Management System (SMS) is a systematic, explicit and proactive process for managing safety within TML that integrates operations and technical systems with financial and human resource management to achieve safe operations with as low as reasonably practicable risk.

It is systematic in that safety management activities are carried out in accordance with a pre-determined plan, and applied in a consistent manner throughout the organisation. It is proactive by taking an approach that emphasizes prevention, through hazards identification and risk control and mitigation measures, before events that affect safety occur. It is also explicit, in that all safety management activities are documented, visible and performed as an essential component of management activities. People, procedures, practices and technology needed to monitor and improve the safety of the aviation transportation system.


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Business Benefits of an SMS

The SMS incorporates internal evaluation and quality assurance concepts that can result in more structured management and continuous improvement of operational processes. The SMS outlined in this manual is designed to allow integration of safety efforts into the operator’s business model and to integrate other systems such as quality, occupational safety and environmental control systems that operators might already have or might be considering.

The primary reason for the introduction of SMS in TML is to improve existing levels of the organization’s safety, i.e. reduction in aircraft and ground accidents and incidents, through a systematic process of hazard and risk management. An effective safety management system will enable TML to reap the following additional benefits:

• Minimise direct and indirect costs resulting from accidents and incidents • Gain safety recognition from customers • Create a positive, reliable and generative organisational culture • Reduction in insurance rate • Exceed regulatory requirements with simultaneous bottom line and productivity gains • Proof of due diligence in event of legal or regulatory safety enquiries • Improved working environment resulting in better productivity and morale • Synergy in the safety related processes and functions within the organisation

“Safety Management involves judgement, assigning prioritiesand making decisions”

REGULATORY REQUIREMENTS FOR SAFETY MANAGEMENT SYSTEM

Annex 6 to the Convention on International Civil Aviation mandated for the implementation of safety management systems by air operators and maintenance organisations by January 2009. The DCAM has adopted a two-phased SMS implementation plan. All air operators are encouraged to initiate the implementation of their Safety Management System from June until December 2008. During this period, DCA will continue to provide guidance where appropriate as well as assess each organisation’s level of SMS implementation. However, deficiencies will not be recorded as findings.

SMS will be mandated on 1 January 2009, and by then all AMOs and AOC Holders must have in place a functioning SMS in order to meet the requirements relevant to the DCA approval.


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With effect from 1 June 2008, all DCA AMOs and Flight Operations are recommended to initiate the implementation of a safety management system. Such a system should include, as a minimum, the following elements:

(a) a safety policy on which the system is based;

(b) clearly defined lines of safety accountability for all members of senior management, including a direct accountability for safety on the part of the Accountable Manager;

(c) setting of safety objectives and goals;

(d) documentation of all SMS components, procedures and activities including their relevant integration;

(e) an emergency response plan;

(f) hazard identification and risk management process;

(g) audit and continuous improvement of the SMS;

(h) safety performance monitoring and an acceptable level of safety;

(i) management of change;

(j) personnel SMS training, communication and promotion of SMS outcomes.

AMOs and Flight Operations are free to build their SMS to the complexity of their operations. Organisations have a wide range of procedural options for compliance, and are encouraged to identify the best method of compliance to meet their individual circumstances. The key to a successful SMS is to develop and grow the SMS based on the organisation’s needs and customized to its operations.

SMS implementation will be incorporated as a mandatory requirement by TML by 1 January 2009.

CORPORATE COMMITMENT FOR SAFETY BY THE ACCOUNTABLE MANAGER

Safety excellence will be a component of our mission at Transmile Air Services Sdn Bhd.

The Senior management and all employees of TAS are responsible for safety performance. TAS shall adopt an organized approach in managing safety, including the necessary organizational structures, accountabilities, policies and procedures. The Senior management of Transmile Air shall be fully involved and committed to the SMS in place and uphold the safety policy and objectives, the implementation plan and operational safety standards.


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All employees of TAS shall accept responsibility and accountability in developing safety standards and procedures. We shall openly communicate information about safety incidents and will share the lessons learned with others. All employees shall be concerned for the safety of others in our organization.

The safety policy shall enjoy the commitment and involvement of all staff; aligns with other operational policies; provides direction for implementing the policy and states the responsibilities and accountabilities for directors, managers and employees. This policy shall be reflected in the actions and decisions of all staff and communicated to them effectively. The safety policy shall be reviewed periodically.

The management shall ensure appropriate resources are allocated and commit those resources to correct hazards posing unacceptable risks as well as the safety programmes. The management shall also promotes a positive safety culture whereby personnel are trained for their safety responsibilities and that safety is a shared responsibility.

The Safety Management Department is responsible to provide the management and administration of the company Safety Management System. This exposition defines the TAS’ SMS organization and procedures upon which the Department of Civil Aviation of Malaysia (DCAM) approval is based. These procedures are approved and issued under the executive authority of the undersigned and must be adhered to where applicable, when work and/ or orders are being progressed under the terms of the DCAM approval and the company policy.

The procedures and guidelines laid down in this manual do not override the requirement for compliance to the Malaysian Civil Aviation Regulations (MCAR), the Airworthiness Notices (AN) and the Aeronautical Information Circulars (AIC) for the time being in force, or any new or amended requirements as published by the DCAM from time to time.

Signed: ___________________ Signed: ______________________ Signed: __________________________Managing Director/ General Manager General ManagerSafety Accountable manager Del. Accountable manager Del. Accountable Manager Transmile Air Services Sdn Bhd Transmile Air Services(Engineering) Transmile Air Services(Flight Operations)

Date: Date: Date:

Note: The signed page of this corporate commitment is retained in the Master Copy.

SMS SAFETY REVIEW BOARD (SRB)

The SMS Safety Review Board (SRB) is a high level forum to address and review company safety policies/objectives related to the organization, aircraft operations and maintenance. SRC ensures the active involvement of the senior management of the organization in the SMS.

The SRB meeting is chaired by the Accountable Manager. This meeting is held twice a Year.


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The SMS Review Board shall comprise senior management staff and representatives from all key departments of TAS as follows:

DEPARTMENT REPRESENTATIVENAME

Accountable Manager/Managing Director’s Office Managing Director Liu Tai Shin Corporate Safety Corporate Safety Manager (CSM) Tba

Secretary, SRB

Finance Chief Financial Officer Kam Wai Lam

Human Resource Head Group Human Resource

Flight Operations General Manager, Flt Ops Capt. Krishnasamy Sec., Flight Ops Safety Manager Capt. Nasser

Engineering General Manager, Engineering Arthur Lee Siew Wah Sec., Engineering Safety Manager Abdollah A. Rahman

The CSM through his safety office shall coordinate activities and provide assistance to the SRB and any sub-committees, where applicable.

The SRB is the natural forum for the “cross-pollination” of ideas and for assessing safety performance from a “system” perspective and provides a better interdepartmental coordination. Inputs for safety issues will be from a variety of different fields.

The SRB shall make recommendations for action by the responsible managers.

The SRB will determine safety policy in Transmile Air Services. The SRB together with MRC will meet with DCAM on annual basis.

SMS SAFETY ACTION GROUP (SAG)

In TML, Safety Action Groups (SAGs) shall be established in the ‘functional areas’, currently being the Flight Operations and Engineering divisions. Within these Corporate SAG, each division shall establish its divisional SAG, the Engineering SAG (E-SAG) and the Flight Operations SAG (F-SAG).


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Accountability

The SAGs are responsible to the Accountable Divisional Manager (General Managers), who is also the member of SRB. Each SAG is chaired by the divisional General Manager, being the safety accountable managers for the division, and is responsible for that division’’s contribution to development and maintenance of the organisation’s Engineering and Flight Safety Programmes.In the absence of Safety Accountable Manager,SME/SMF will asume the responsibility.

Membership

SAG membership shall be drawn from managers and controllers from within the appropriate functional area of each division. The Divisional Safety Manager (SME/SMF) will be responsible to their respective divisional SAGs.

Terms of Reference

As a minimum each SAG is responsible for the following:

• to oversee operational safety within the division’s functional area• to ensure that any necessary corrective action is taken in a timely manner• to report to and accept strategic direction from the Corporate Safety Review Board.

This shall be done by:

• ensuring that hazard identifications and risk assessments are carried out as appropriate with such involvement of staff as may be necessary to build up safety awareness;

• ensuring that satisfactory arrangements exist for safety data capture and actioning employee feedback;

• ensuring that suitable safety performance indicators are developed and regularly reviewed for the functional area;

• ensuring that the mandatory Safety Audit Programme is so operated as to maximise its direct contribution to safety performance and that full assistance is afforded to the corporate safety department in the event of a requirement to carry out a safety audit or review of any aspect of the functional area;

• convening of such meetings or briefings as may be necessary to ensure that effective opportunities are available for all employees to participate fully in management for safety • ensuring that shortfalls in human performance which are found to have contributed to safety events are dealt with in such a manner that no avoidable indirect detriment is caused to the contribution which the workforce must make to the required culture of safety as a priority;

• ensuring that adequate investigation of safety events/issues takes place and that safety reviews are then conducted and any actions arising tracked to completion

• ensuring that appropriate safety, emergency and technical training of personnel is carried out to meet or exceed minimum regulatory requirements


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• reviewing incident, accident and safety information received from other operators, manufacturers and Airworthiness Authorities, and the dissemination of appropriate information to staff through quarterly newsletter.

• ensuring that aircraft operational safety actions interface adequately with workplace occupational safety so that the latter are compatible.

The focus of the committee shall be on “action”, as opposed to “dialogue”. The role of the SAG committee shall include to:

a) act as a source of expertise and advice on safety matters to senior management;b) review the progress on identified hazards and actions taken following accidents/incidents;c) make safety recommendations to address safety hazards;d) review internal safety audit reports;e) review and approve the audit response and the actions taken;f) encourage lateral thinking about safety issues;g) help identify hazards and defences; andh) prepare and review safety reports to be presented to the Divisional Accountable Manager (GMs).

ENGINEERING SAFETY ACTION GROUP (ESAG)

DEPARTMENT REPRESENTATIVENAME


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Engineering SMS Accountable Manager General Manager Engineering Arthur Lee Siew Wah Secretary, ESAG Safety Manager Engineering

Abdollah A Rahman

Engineering Quality Assurance Manager Quality AssuranceZakaria Ismail

Engineering Maintenance Maintenance Manager Khoo Cheng Eng

Engineering Maint. Control Centre MCC Coordinator(General Manager, Engg) Arthur Lee Siew Wah

Engineering Maintenance Planning Manager Maint. Planning James Quah

Engineering Technical Services Manager Technical ServicesAhmad Irwan

Engineering Spares Senior Manager Engg Spares Frank Loo

Engineering Finance Manager Engg Finance Lim Keng Yew

The SME through his engineering safety office shall coordinate activities and provide assistance to the SAG and any sub-committees, where applicable.

FLIGHT OPERATIONS SAFETY ACTION GROUP (FSAG)


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DEPARTMENT REPRESENTATIVE NAME

Flight Operations SMS Accountable Manager General Manager Flight Operations Capt Krishnasamy Secretary, FSAG Manager, Safety & Security Capt Mohammed Nasser

Narrow Body Aircraft Fleet Chief Pilot Narrow Body Capt Abdul Mues

TML Operations Control Centre Manager Flight Operations Anton Alex

Ground Handling Services Manager GHS Khairuddin Wahad

Airline Operations Airlines Operations Manager Palaraman

Training & Standards Chief Pilot T & S Capt. Syed Zul

Flight Operations Finance Manager Finance Lim Keng Yew

SMS SAFETY WORKING GROUP (SWG)


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SWG is a safety working group of functional departments within a division and generally comprises of managers, controllers and section heads, administrators, LAEs, technicians and supervisor.

Accountability

The SWGs are responsible to the departmental SAG, the membership of which includes the relevant departmental heads. Each SWG is chaired by the departmental/section heads, being the SMS Action Group Accountable Managers for the department/section and is responsible for that department’s/section’s contribution to development and maintenance of the division’s SMS programmes.

Membership

SWG membership shall be drawn from managers, supervisors and staff from within the appropriate functional area of each department/section within a division. The Divisional Safety Manager (ESM/FSM)shall attend each SWG primarily to function as an independent facilitator/observer.

Terms of Reference

As a minimum each SWG is responsible for the following:

• to oversee operational safety within the department’s/section’s functional area• to ensure that any necessary corrective action is taken in a timely manner• to report to and accept strategic direction from the Divisional Safety Action Group.

This shall be done by:

• performing hazard identifications and risk assessments as appropriate with such involvement of staff as may be necessary to build up safety awareness;

• capturing safety data and actioning employee feedbacks;

• reviewing the safety performance indicators for the functional area;

• operating the internal Safety Audit Programme and assisting is afforded to the divisional safety department in the event of a requirement to carry out a safety audit or review of any aspect of the functional area;

• convening of meetings or briefings as may be necessary to ensure that effective opportunities are available for all employees to participate fully in management for safety.

• dealing with shortfalls in human performance which are found to have contributed to safety events in such a manner that no avoidable indirect detriment is caused to the contribution which the workforce must make to the required culture of safety as a priority;



• investigating safety events/issues that takes place and that safety reviews are then conducted and any actions arising tracked to completion

• training (appropriate safety, emergency and technical training) of personnel to meet or exceed minimum regulatory requirements

TML CORPORATE SMS ORGANIZATION CHART


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MANAGING DIRECTORACCOUNTABLE

MANAGER SAFETYLIU TAI SHIN

FLIGHT OPERATIONSGENERAL MANAGER(Del. Accountable Mgr)CAPT KRISHNASAMY

ENGINEERINGGENERAL MANAGER (Del. Accountable Mgr)ARTHUR LEE S. WAH

GROUP HR & ADMINHEAD

FINANCECHIEF FINANCIAL

CONTROLLERKAM WAI PENG

CORPORATESAFETY

MANAGERTBA

Transmile Air ServicesCORPORATE ORGANIZATION STRUCTURE

SMF


(SAFETY REVIEW BOARD - SRB)

ENGINEERING SMS ORGANIZATION CHART


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SME


Reporting link to SRB trough CSM

FLIGHT OPERATIONS SMS ORGANIZATION CHART


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Reporting link to SRB through CSM


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TERMS OF REFERENCE

TERMS OF REFERENCE FOR SMS MANAGEMENT PERSONNEL.

Title : MANAGING DIRECTOR (ACCOUNTABLE MANAGER) Safety Accountable Manager

Chairman, TML SMS Safety Review Board (SRB)

Reports to : Board of Directors TML


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SafetyAccountability: The Managing Director is accountable to the DCAM and TML Board of

Directors for the safe management of the services provided by TML.

SafetyResponsibility : In discharging this accountability, the MD is responsible for:

Authorizing a Safety Policy that indicates the TML’s safety objectives and its commitment to safety;

Ensuring a Safety Management System is implemented at TML;

Assuming the leadership role to ensure commitment throughout the organization, particularly at senior management level, to the safety management policy intent and safety management system requirements;

Ensuring that TML executives and staff are aware of safety guidelines and held accountable for their safety performance;

Ensuring that TML’s safety management system and operational performance are evaluated for effectiveness on a regular basis; and

Chairs the Safety Review Board meetings.

Financial on Human resources allocation for SMS

To review SMS Audit/ Assessment report submitted by CSM


Title : CORPORATE SMS MANAGER Secretary, SMS Safety Review Board (SRB)

Reports to : MD/Safety Accountable Manager


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Function : Serve as the focal point for the development, implementation and maintenance of an effective Safety Management System of TML and shall be the main contact with the regulatory authority for safety issues.

SafetyAccountability: The Corporate Safety Manager is accountable to the Managing Director

for safety management of TML operations and services by:

Providing advice and assurance relating to safety issues and performance; internal, external and international safety initiatives and requirements;

Maintenance of the corporate safety policy and Safety Management System;

Establishing the corporate safety standards;

Establishing a system for safety management education and safety awareness for TML;

Establishing a corporate safety audit and surveillance system;

Effective interface with the Director General of Civil Aviation Department Malaysia regarding safety matters;

Establishing industry liaison on safety matters; and

Establishing safety relations with international bodies including the ICAO.

SafetyResponsibility : In discharging these accountabilities, the CSM is responsible for:

Developing and maintaining a TML corporate safety management policy;

Establishing and maintaining a safety management system including arrangement for identifying, reporting, tracking and correcting safety issues and for the initiation of preventive action where necessary;

Establishing adequate corporate safety guidelines and publishing them to users;

Undertaking safety audits of all operational and maintenance units and corporate aspects of safety management;

Undertaking ongoing review of the corporate safety management system to evaluate its effectiveness and ensuring that improvements are made where required;

Overseeing the performance of the TML safety management activities and providing advice on potential improvements to safety performance;


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Reviewing and reporting on compliance with regulatory safety management policies, plans, systems and procedures and regulatory arrangements and standards; ensuring safety issues are reported in a timely manner to the Accountable Manager and SRB;

Designing, developing and managing an effective corporate audit programme directed towards the highest risk exposure to the safe operation of TML;

Designing, developing and managing an effective corporate safety surveillance programme;

Ensuring that TML Corporate Safety Department staff members are aware of and held accountable for their safety performance;

Ensuring that TML Corporate Safety Department staff members are trained, qualified and competent to discharge their safety related obligations;

Developing and promoting safety management training across TML; and

Ongoing review of the interface between TML and DCAM, and ensuring improvements are made when required.

Organizing Safety promotion, seminars and safety campaign.

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Title : CHIEF FINANCIAL CONTROLLER (CFC)


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Reports to : MD/Safety Accountable Manager TML SMS Safety Review Board (SRB)

SafetyAccountability: The Chief Financial Controller is accountable to the Managing Director for

effective management of the financial resources and timely availability of funds to meet all requirements essential for ensuring operational safety of TML.

SafetyResponsibility : In discharging this accountability, the CFC is responsible for:

Ensuring that in exercising his/her powers and performing its functions, the finance and commercial divisions of TML regards aviation safety as an important consideration;

Assuming the leadership role to ensure commitment throughout the Finance Division to the safety management policy intent and safety management system requirements;

Ensuring that all managers and staff reporting to him/her are aware of and held accountable for their safety performance;

Ensuring the provision of TML financial functions are conducted in accordance with the relevant government, industry and international standards and regulations;

Establishing the appropriate controls over financial activities to ensure the safety of TML is not compromised by changes to the financial systems;

Ensuring the provisions of adequately trained and competent manpower within the Finance Division to ensure that financial activities do not compromise the delivery of a safe TML services by the service delivery units; and

Ensuring effective liaison is conducted between the Finance Division and other TML Divisions, departments & sections, and relevant external organizations to ensure that the safety aspects for any change involving the Finance Division are fully considered before the change is implemented.

Allocation of funds for SMS programme and activities



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Title : HEAD GROUP HUMAN RESOURCE & ADMIN


SafetyAccountability: The Head Human Resource & Admin is accountable to the Managing

Director for supporting operational safety management through:

Developing personnel policies, personnel management and placement of personnel most suited for the task and having the correct attitude towards operational safety;

Career planning and management of performance appraisal records taking into consideration each employees safety track record;

Creation and review of manpower requirements (recruitment, training and counselling) in keeping with TML’s overall Safety Performance Goals; and

Implementation of aviation safety related government policies with respect to general administration matters like restrictions on duty hours etc.

SafetyResponsibility : In discharging these accountabilities, the HRM is responsible for:

Ensuring that safety considerations are given the foremost priority in decisions involving personnel management;

Ensuring the application of the explicit safety management policy and procedures in accordance with TML’s SMS within the division;

Overseeing the safety and operational performance of the division;

Ensuring that any safety issues are reported in a timely manner to the Corporate Safety Department;

Ensuring that all the division’s executives are made aware of and held accountable for their safety performance;

Ensuring that all the division’s executives and and staff are trained, qualified and competent to discharge their safety related obligations; and

Ensuring that management of human resources is appropriate to facilitate safe operations.



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Title : GENERAL MANAGERS (ENGINEERING/FLIGHT OPERATIONS)Delegated Accountable Managers TML


SafetyAccountability: The General Manager (Engineering) and the General Manager (Flight

Operations) are accountable to the Managing Director and SRB for the safe management of TML’s Engineering and Flight Operations division respectively and the services provided by their divisions.

SafetyResponsibility : In discharging these accountabilities, the General Managers are

responsible for:

Ensuring the adherence of the corporate Safety Policy that indicates the TML’s safety objectives and its commitment to safety;

Ensuring a Safety Management System is implemented at his division;

Assuming the leadership role to ensure commitment throughout the division, particularly at the department/section head level, to the safety management policy intent and safety management system requirements;

Ensuring that the division’s executives and staff are aware of safety guidelines and held accountable for their safety performance;

Ensuring that the division’s safety management system and operational performance are evaluated for effectiveness on a regular basis; and

Chairs the division’s Safety Action Group’s meetings.



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Title : SMS MANAGER, ENGINEERING (SME)SMS MANAGER, FLIGHT OPERATIONS (SMF)

Function : Serve as the focal point for the development and maintenance of an effective Safety Management System within the TML divisions and shall be the main point of contact with the Corporate Safety Manager for safety issues

Reports to : General Manager (Delegated Accountable Manager) Flight Operations Engineering

SafetyAccountability: SME/SMF is accountable to the General Manager of the respective division

for:

Providing advice and assurance relating to safety issues and performance; internal, external and international safety initiatives and requirements;

Maintenance of the division’s safety policy and safety management system;

Establishing the division’s safety standards;

Establishing a system for safety management education and safety awareness for the respective division;

Establishing a safety audit and surveillance system;

Effective interface with the Director of Airworthiness/Flight Operations of the Department of Civil Aviation Malaysia regarding safety matters; and

Establishing industry liaison on safety matters.

SafetyResponsibility : In discharging these accountabilities, the ESM/FSM is responsible (for

his/her respective division) for:

Upholding and maintaining TML safety management policy;

Establishing and maintaining the arrangement for identifying, reporting, tracking and correcting safety issues and for the initiation of preventive action where necessary;

Establishing adequate safety guidelines and publishing them to all personnel;



Undertaking safety audits of the operational and maintenance units and corporate aspects of safety management;

Undertaking ongoing review of the safety management system to evaluate its effectiveness and ensuring that improvements are made where required;

Overseeing the performance of the safety management activities and providing advice on potential improvements to safety performance;

Reviewing and reporting on compliance with corporate safety management policies, plans, systems and procedures and regulatory arrangements and standards; ensuring safety issues are reported in a timely manner to the respective General Managers;

Designing, developing and managing an effective divisional audit programme directed towards the highest risk exposure to the safe operation of the division;

Designing, developing and managing an effective safety surveillance program;

Ensuring that Departmental Managers/Heads of Department (HOD) and their staff are aware of and held accountable for their safety performance;

Ensuring each department’s staff are trained, qualified and competent to discharge their safety related obligations;

Developing and promoting safety management training across the division and its departments/sections; and

Ongoing review of the interface between divisions of TML and DCAM, and ensuring improvements are made when required.

Fully responsible in maintaining and updating SMS Manual.


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TERMS OF REFERENCE FOR SMS MANAGEMENT PERSONNEL

Title : DEPARTMENT’S/SECTION’S SAFETY COORDINATOR (DSC)

Function : Serve as the coordinator for each SWG and team leader for each SWG.

Reports to : Departmental Heads (SAG)

SafetyAccountability: DSC is accountable to the Departmental Head of the respective division

to provide services and facilities, for customers and stakeholders, for the purpose of safety, regularity and efficiency of the respective operations in TML:

SafetyResponsibility : In discharging these accountabilities, the DSC is responsible (for

his/her respective department/section) for:

Ensuring that safety considerations are given the foremost priority;

Ensuring the application of the explicit safety management policy and procedures in accordance with TML’s Safety Management System;

Ensuring acceptance and overview of any residual risks or hazards, and their associated controls, that are identified within the system, in accordance with the procedures contained in TML’s SMS Manual;

Overseeing the department’s/section’s safety and operational performance of the daily operations at TML.

Ensuring that safety issues are reported in a timely manner to the TMS Safety Department through the respective DSM.

Ensuring that all the department’s/section’s executive and staff are aware of, and held accountable for, their safety performance;

Ensuring that all executives and staff reporting to him are trained, qualified and competent to discharge their safety related obligations;

Ensuring that fitness for service, including any necessary safety assessment, has been declared and accepted by the responsible authority, in relation to the development of all plans, policies, procedures, processes and systems at TML; and


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Ensuring that management of human resources is appropriate to facilitate safe operations.

TERMS OF REFERENCE FOR ALL TML PERSONNEL

Function : To perform and carry out his/her part in TML to ensure full and successful implementation of a Safety Management System to in an organized approach to managing safety through identification of hazards, taking remedial actions necessary to mitigate the risks/hazards and to provide continuous monitoring and regular assessment of the safety level achieved.

Reports to : Respective superior in their respective department/section

SafetyResponsibility : All TML personnel have the following safety responsibilities:

To comply with the relevant safety requirements and procedures outlined in:

o TML’s Safety Management System Manual (SMM) and any Supplementary Manuals;

o Other applicable TML and departmental manuals; and

o Other duly authorized Corporate Manuals, Instructions and Notices.

To apply system safety measures as required by safety management procedures and instructions;

To advise the respective Safety Heads or officers of any safety occurrence or system failure and to identify and report any situation of potential risk or concern affecting system safety via one of the following means:

o Report directly to respective safety officer or their supervisor;

o Via safety team meetings;

o Submitting either an incident, event or confidential report through the MERES/MOR/PIREPS/CHIRPS/Approved Reporting Forms or any other means as necessary;

o Supporting safety audits as and when they occur; and

o Supporting safety investigations as and when they occur.


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SAFETY MANAGEMENT ADMINISTRATIVE OFFICES

1. General

The Safety Management offices are located where TAS’s operational personnel can have ready access. The offices serve as a focal point for safety-related activities and act as repository for safety reports and information. The offices also provide expertise on safety management to line managers. There will be ESM/FSM officers for each division.

2. Safety office functions

The offices of Safety Management Department shall operate to fulfil TAS corporate safety functions of:

2.1 advising senior management on safety-related matters setting safety policy; defining responsibilities and accountabilities for safety; establishing an effective corporate SMS; recommending resource allocations in support of safety initiatives; disseminating public communications on safety issues; and organizing emergency response planning.

2.2 assisting line managers in: assessing identified risks; and selecting the most appropriate risk mitigation measures for those risks deemed

unacceptable

2.3 overseeing hazard identification systems: occurrence investigations; incident reporting systems; and data analysis programmes.

2.4 managing safety databases; conducting safety analyses: trend monitoring; and safety studies.

2.5 providing training on safety management methods;

2.6 coordinating safety committees;

2.7 promoting safety by: sustaining awareness and understanding of the organization’s safety

management processes across all operational areas; disseminating safety lessons in-house; and exchanging safety information with external agencies and similar operations.


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2.8 monitoring safety performance measurement by: conducting safety surveys; and providing guidance on safety oversight.

2.9 participating in accident and incident investigations.

2.10 reporting on safety to meet the requirements of: management (e.g. annual/quarterly review of safety trends and identification of

unresolved safety issues); and the Department of Civil Aviation Malaysia.

2.11 Coordinating safety audit by regulatory bodies.

2.12 Coordinating safety audit with the organization (TML).


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SCOPE OF SAFETY MANAGEMENT

1. HAZARD IDENTIFICATION

Hazard identification process employing reactive and proactive schemes for identification of safety hazards throughout TAS. The scheme shall include:

1.1 Voluntary incident reporting - formal procedures for reporting safety occurrences and other unsafe conditions, to supplement the information obtained from mandatory reporting systems. The reporter, without any legal or administrative requirement to do so, submits a voluntary incident report. They have

1.2 Safety survey - flexible and cost-effective method for identifying hazards to provide management with an indication of the levels of safety and efficiency within TAS. They may be used to review a particular area of safety concern where hazards appear or are suspected, or as a monitoring tool to confirm that an existing situation is satisfactory. Surveys may be conducted through the use of checklists, questionnaires and interviews.

1.3 To determine the underlying hazards in a system, surveys shall be independent of routine inspections by the authority or company management. Surveys completed by operational personnel shall be used to provide important diagnostic information about daily operations.

1.4 Operational safety audits - to provide evidence of the level of safety performance being achieved.

1.5 Safety assessment - systematically analyse proposed changes to equipment or procedures to identify and mitigate weaknesses before change is implemented.

2. RISK MANAGEMENT

2.1 Identification, analysis and elimination (and/or mitigation to an acceptable/tolerable level) of hazards identified and their subsequent risks that threaten TAS’ viability. The management process shall encompass:

2.2 Risk Assessment - to provide an analysis of a confirmed safety hazard to assess its potential harm or damage in terms of the probability, severity and the rate of exposure. The methods of assessment may be of quantitative or qualitative, logical or critical analysis.

2.3 Risk Mitigation - select appropriate risk mitigation strategies to manage risk to “as low as reasonably practicable”, balancing them against time, cost and difficulty of taking measures to reduce or eliminate the risk.


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3. SAFETY INVESTIGATION AND ANALYSIS

3.1 Safety Investigation - Conduct a process for the purpose of accident prevention by gathering and analysing the information, drawing conclusion and determination of causas and making appropriate safety recommendations. The department shall clearly identify and validate the underlying hazard.

3.2 In-house investigation shall make use of various specialist in quality assurance, floght operations, maintenance, etc.

3.3 Safety Analysis - Provide a process of organizing facts using specific methods, tools or techniques to assist in deciding what additional facts are needed, ascertain causal and contributary factors and to assist in reaching a valid conclusion.

4. PERFORMANCE MONITORING

4.1 Manage a performance monitoring programs to provide feedback on safety performance to enable evaluation of such system performance and for necessary changes that may be effected. The scope includes:

4.2 Inspection - Involves carrying out informal “walk-arounds” of all operational areas of TAS. Talking to workers and supervisors, witnessing actual work practices, etc. in a non-structured way or by use of a checklist as a guide to help ensure that parts of the operation are not overlooked.

4.3 Surveys - Surveys of operations and facilities to provide an indication of the levels of safety and efficiency within TAS and also to systematically examine particular organizational elements or the processes used to perform a specific operation — either generally or from a particular safety perspective. Surveys are independent of routine inspections by the authority or company management.

4.4 Safety Assurance - Defines and establishes TAS’s quality policy and objectives to ensure TAS has in place those elements necessary to improve efficiency and reduce risks. Safety Assurance ensures that procedures are carried out consistently and in compliance with applicable requirements, that problems are identified and resolved, and that TAS continuously reviews and improves its procedures, products and services. A Safety Assurance should identify problems and improve procedures in order to meet corporate objectives.

4.5 Safety Assurance helps ensure that the requisite systemic measures have been taken to meet TAS’ safety goals. Safety assurance measures help management ensure the necessary standardization of the systems within TAS to reduce the risk of accidents.


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4.6 Safety Assurance contains procedures for monitoring the performance of all aspects of TAS.

4.7 Safety Audits - Safety audits provide a means for systematically assessing how well TAS is meeting its safety objectives. The safety audit programme, together with other safety performance monitoring activities, shall provide feedback to managers of individual units and senior management concerning the safety performance of TAS and evidence of the level of safety performance being achieved. Safety auditing provides a means of identifying potential problems before they have an impact on safety.

5. SAFETY PROMOTION & TRAINING

5.1 Conduct of all activities to ensure that the staff understand why safety management procedures are being introduced, what safety management means, why particular safety actions are being taken, etc. Safety promotion provides the mechanism through which lessons learned from safety occurrence investigations and other safety-related activities are made available to all affected personnel. It also provides a means of encouraging the development of a positive safety culture and ensuring that, once established, the safety culture is maintained.

5.2 Establishment of an ongoing programme of safety promotion to ensure that employees benefit from safety lessons learned and continue to understand TAS’s SMS. Safety promotion shall be linked closely with safety training and the dissemination of safety information.

5.3 Publication of safety policies, procedures, newsletters and bulletins and publication of evidence of the commitment of management to safety. The attitudes and actions of management is a significant factor in the promotion of safe work practices and the development of a positive safety culture.

5.4 Conduct of safety training to ensure all personnel understand TAS’s safety philosophy, policies, procedures and practices, and they must understand their roles and responsibilities within that safety management framework. Specific safety management training should be provided for staff who occupy positions with particular safety responsibilities.

5.5 The training programme should ensure that the safety policy and principles of the organization are understood and adhered to by all staff, and that all staff are aware of the safety responsibilities of their positions.

6. EMERGENCY RESPONSE PLANNING

6.1 An emergency is an event that could cause major harm or disruption to an organization.

6.2 Establish, in writing, an emergency plan that outline what should be done after an accident and who is responsible for each action.

6.3 ERP shall provides the basis for a systematic approach to managing TAS affairs in the aftermath of a significant unplanned event, in the worst case, a major accident.


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PART 3SMS

POLICY & OBJECTIVES



TML SAFETY POLICY & OBJECTIVES

1. SAFETY POLICY STATEMENT

Safety is the first priority in all our activities. We are committed to implementing, developing and improving strategies, management systems and processes to ensure that all our aviation activities uphold the highest level of safety performance and meet national and international standards.

Our corporate commitment for safety is to:

Develop and embed a safety culture in all our aviation activities that recognizes the importance and value of effective aviation safety management and acknowledges at all times that safety is paramount;

Clearly define for all staff their accountabilities and responsibilities for the development and delivery of aviation safety strategy and performance;

Minimize the risks associated with aircraft maintenance and operations to a point that is as low as reasonably practicable/achievable;

Ensure that externally supplied systems and services that impact upon the safety of our operations meet appropriate safety standards;

Actively develop and improve our safety processes to conform to world-class standards;

Comply with and, wherever possible, exceed legislative and regulatory requirements and standards;

Ensure that all staff are provided with adequate and appropriate aviation safety information and training, are competent in safety matters and are only allocated tasks commensurate with their skills;

Ensure that sufficient skilled and trained resources are available to implement safety strategy and policy;

Establish and measure our safety performance against realistic objectives and/or targets;

Continually improve our safety performance;

Conduct safety and management reviews and ensure that relevant action is taken; and


POLICY & OBJECTIVES


Ensure that the application of effective aviation safety management systems is integral to all our aviation activities, with the objective of achieving the highest levels of safety standards and performance.

Signed: Managing Director/Safety Accountable

ManagerTrandmile Air Services Sdn

Bhd

Date:

2. SAFETY OBJECTIVES

All levels of management will be clearly committed to safety.

We will have clear employee safety metrics, with clear accountability.

We will have open safety communications.

We will involve all relevant staff in the decision-making process.

We will provide the necessary training to build and maintain meaningful safety leadership skills.

The safety of our employees, customers and suppliers will be a strategic issue of the organization.

Review safety objectives during SRB meeting


POLICY & OBJECTIVES


SMS ROLES AND RESPONSIBILITIES

Refer to Part 2 Chapter 8 “Terms of Reference”


POLICY & OBJECTIVES


NON-PUNITIVE REPORTING POLICY

When risk hazard or occurrence reported, TML shall act reasonably with the primary objective to establish WHY the event occurred and NOT use it as a means for punitive action to be instituted.

Voluntary reporting or any unpremeditated or inadvertent lapse shall NOT incur ANY punitive action unless:

The act was intended to cause deliberate harm or damage.

The employee concerned does not have a constructive attitude towards complying with safe operating procedures.

The employee concerned knowingly violated procedures that were readily available, workable, intelligible and correct.

The employee concerned has been involved previously in similar lapses.

The person concerned has attempted to hide their lapse or part in a mishap.

The act was a result of a substantial disregard to safety. ‘Substantial disregard’, for the above purpose means:

a. In the case of an engineer or a pilot, the act or the failure to act was a substantial deviation from the degree of care, judgment and responsibility reasonably expected of such person.

b. In case of other than the above personnel, the act or the failure to act was a substantial deviation from the degree of care and diligence expected of a reasonable person in those circumstances.

The degree of culpability would vary depending on the mitigating circumstances that were identified as a result of the process/investigation. Disciplinary action may include any one of the following or any combination thereof:

Re-training Counselling Suspension of approval/authorization Variation of approval/authorization Dismissal


POLICY & OBJECTIVES


Signed: ___________________ Managing Director/Safety Accountable manager

Transmile Air Services Sdn Bhd

Date:

PART 4SMS PROCESSES& PROCEDURES


PROCESSES & PROCEDURES


HAZARD IDENTIFICATION AND INCIDENT REPORTING(DCAM AN No. 101/AIC 06/2008)

1. INTRODUCTION

1.1 One of the objectives of SMS is to reduce the number of maintenance errors and to mitigate the consequences of those which remain. TAS shall endeavour to provide an environment in which such errors may be openly discussed and investigated in order that the contributing factors and root causes of maintenance errors can be addressed.

1.2 This system would complement any present reporting system such as the Mandatory Occurrence Reporting (MOR), CMR process, Non-Compliance Reports, delay analysis etc. MERES/FERES would complement but NOT supplant any existing reporting scheme.

Maintenance error shall be defined to have occurred when the maintenance system, including the human element, FAILS to perform in the manner expected in order to achieve its safety objectives.

1.3 The human element includes but is not limited to managers, engineers, technicians, maintenance planners, accountants, administrative staff - in fact this is applicable to any person contributing to the maintenance process.

2. CORPORATE COMMITMENT

2.1 The TAS Safety Policy described in this SMM incorporates TAS corporate commitment to undertake the MERES/MOR/PIREPS/CHIRPS.

2.2 Managing errors shall be the responsibility of all personnel within TAS SMS group. The corporate commitment ensures that the company continues to provide an environment conducive for employees to report any errors that have been committed without the fear of any punitive action being taken.

2.3 The corporate commitment also ensures that the primary objective of the MERES/MOR is to examine not just what had happened but WHY it happened to determine the root cause and problems.

2.4 Further to this, the corporate commitment ensures that TAS workforce is informed of the investigation results through MERES MERES/MOR/PIREPS. This will ensure that the situational awareness of the work force is enhanced.

3. MAINTENANCE/FLIGHT OPS ERROR REPORTING SCHEME (MERES/MOR)




3.1 The aim of this scheme is to identify the factors contributing to the incidents and to make the system resistant to similar errors. It is important to examine not just what happened but WHY it happened in order to determine the root causes and problems.

3.2 TAS employees are required to use this reporting scheme to highlight any maintenance/flight ops error that they have committed or about to commit. This is a mandatory scheme made available to all TAS employees. 3.3 MERES Form - QA 1/014 and FERES Form – FO 1/04 shall be made available at all work locations. These forms shall be completed by any TAS personnel and deposited to the ‘MERES’/’FERES’ boxes placed at the work locations. Respective SMS department shall collect these reports for further analysis and appropriate actions.

3.4 All MERES/FERES/MOR/PIREPS submissions shall be investigated. The error investigation process shall be objective and have the primary intention to establish WHY the event/error happened. The contributory factors that led to the incident shall be studied and every effort shall be made to avoid any action that may inhibit further reporting.

3.5 As a result of the investigation analysis, TML shall implement appropriate measures to prevent the error from re-occurring or alternatively monitor future re-occurrences.

3.6 MOR reporting is applicable for Flight Ops.

4. FEED BACK OF RESULT TO WORKFORCE

4.1 To ensure a closed loop system, the workforce shall be informed via the Safety Advisory Circulars (SACs), the result of the MEDA analysis.

4.2 The objective of the SAC is to share information with the workforce and create an increased situational awareness on their part. By sharing such information the entire TAS workforce can jointly develop a better understanding of contributory causes of maintenance error and develop a more focused human factors strategy.

5. TRAINING ON MERES (Refer to Appendix 1)

5.1 To ensure the success of the reporting system, TAS Engineering shall conduct training to address the element of human factors and to create an awareness and understanding on the safety element whenever any maintenance task or maintenance related task is being performed.

5.2 TAS Engineering personnel shall undergo human factors (HF) training, in which the SMS training shall be embedded in. Part 3 Chapter 15 of the MOE provides further amplification of the HF training, its syllabus and TAS Engineering policy with regards to the HF training.

5.3 Safety reporting systems should not just be restricted to incidents but should include provision for the reporting of hazards, i.e. unsafe conditions that have not yet caused an incident. Data from incident reporting systems can facilitate an understanding of the causes of hazards, help to define intervention strategies and help to verify the effectiveness of interventions.




5.4 Flight Operations personnel shall undergo Crew Resource Management (CRM) training in which SMS training shall be embedded. Safety reporting system such as MOR, CHIRP and Pilot Route Report shall be emphasized throughout training of operational activities.

SAFETY RISK MANAGEMENT (SRM)

1. INTRODUCTION

1.1 Risk management shall serve to focus safety efforts on those hazards posing the greatest risks. It involves the identification, analysis and elimination (and/or mitigation to an acceptable or tolerable level) of those hazards, as well as the subsequent risks, that threaten the viability of the company.

1.2 Risk Management shall facilitates the balancing act between assessed risks and viable risk mitigation. It is an integral component of TAS safety management. It involves a logical process of objective analysis, particularly in the evaluation of the risks.

2. RISK MANAGEMENT PROCESSES

2.1 Risk management shall comprise three essential elements:

Hazard identification Risk assessment Risk mitigation

2.2 The SRM shall include the following processes:

System and task analysis; Identify hazards; Analyse safety risk; Assess safety risk; and Control safety risk.

2.3 The SRM shall be applied to the following: Initial designs of systems, organization and/or product The development of operational procedures Hazards that are identified in the safety assurance functions Planned changes to the operational processes to identify hazards associated with

those changes

2.4 Acceptable and unacceptable levels of safety risk shall be defined.


POLICY & OBJECTIVES


RISK MANAGEMENT PROCESS FLOW CHART




RISK ASSESSMENT

1. GENERAL

1.1 Risk assessment, after having confirmed the presence of a safety hazard, is required to assess its potential for harm or damage. The assessment of the hazard involves three considerations:

1. the probability of the hazard precipitating an unsafe event (i.e. the probability of adverse consequences should the underlying unsafe conditions be allowed to persist);

2. the severity of the potential adverse consequences, or the outcome of an unsafe event; and

3. the rate of exposure to the hazards. The probability of adverse consequences becomes greater through increased exposure to the unsafe conditions. Thus, exposure may be viewed as another dimension of probability.

1.2 Risk assessment involves consideration of both the probability and the severity of any adverse consequences - the loss potential is determined. The hazards (the potential to cause harm) and the risk (the likelihood of that harm being realized within a specified period of time) shall be properly distinguished. A risk assessment matrix shall be used as a tool for prioritizing the hazards most warranting attention.

1.3 The hazard analyses shall be supplemented qualitatively through critical and logical analysis of the known facts and their relationships.

1.4 Risks shall be expressed in the terms as appropriate to the risk.

2. ASSESMENT OF RISK

2.1 The problems shall first be defined which include defining the characteristics of the hazard, into a problem for resolution. Something that poses a significant risk will reflect these different backgrounds, exacerbated by normal human biases. How the safety issue is defined will affect the course of action taken to reduce or eliminate the hazards. In assessing the risks, all potentially valid perspectives must be evaluated and only the most suitable pursued.

2.2 The probability of causing harm or damage must be assessed and the likelihood of an event occurring can be assessed as:

2.2.1 Unlikely to occur




Failures that are “unlikely to occur” shall include isolated occurrences, and risks where the exposure rate is very low or the sample size is small. The complexity of the circumstances necessary to create an accident situation may be such that it is unlikely the same chain of events will happen again. However, even if the possibility is only remote, the consequences of concurrent failures may warrant follow-up.

Note - There is a natural tendency to attribute unlikely events to “coincidence”. Caution is advised. While coincidence may be statistically feasible, coincidence should not be used as an excuse for the absence of due analysis.

2.2.2 May occur

Failures that “may occur” shall derive from hazards with a reasonable probability that similar patterns of human performance can be expected under similar working conditions, or that the same material effects exist elsewhere in the system.

2.2.3 Probably will occurSuch occurrences reflect a pattern (or potential pattern) of material failures that have not yet been rectified. Given the design or maintenance of the equipment, its strength under known operating conditions, etc., continued operations will likely lead to failure. Similarly, given the empirical evidence on some aspects of human performance, it can be expected with some certainty that normal individuals operating under similar working conditions would likely commit the same errors or be subject to the same undesirable performance outcome.

2.3 Having determined the probability of occurrence, the nature of the adverse consequences if the event does occur must be assessed. The potential consequences govern the degree of urgency attached to the safety action required. If there is significant risk of catastrophic consequences, or if the risk of serious injury, property or environmental damage is high, urgent follow-up action shall be warranted.

3. RISK ACCEPTABILITY

3.1 Based on the risk assessment, the risks shall be prioritized relative to other, unresolved safety hazards to ensure rational decisions can be made of allocating limited resources against those hazards posing the greatest risks to the organization.

3.2 Criteria/standards shall be defined within a risk assessment matrix, the values of which shall categorize the risk as acceptable or unacceptable.

3.2.1 Acceptable risk - No further action needs to be taken (unless the risk can be reduced further at little cost or effort).

3.2.2 Undesirable (or tolerable) – the organization/persons are prepared to live with the risk in order to have certain benefits, in the understanding that the risk is being mitigated as best as possible.

3.2.3 Unacceptable - Operations under current conditions must cease until risk is reduced to at least the Tolerable level.




RISK TOLERABLE CHART




RISK PROBABILITY




RISK SEVERITY




RISK INDEX




RISK TOLERABILITY




RISK MITIGATION

1. GENERAL

1.1 Risks shall be managed to a level “as low as reasonably practicable” (ALARP), balanced against the time, cost and difficulty of taking measures to reduce or eliminate the risk.

1.2 When the acceptability of the risk has been found to be Undesirable or Unacceptable, control measures shall be introduced - the higher the risk, the greater the urgency. The level of risk can be lowered by reducing the severity of the potential consequences, by reducing the likelihood of occurrence or by reducing the exposure to that risk.

1.3 The optimum solution will vary depending on the existing circumstances and exigencies. In formulating meaningful safety action, an understanding of the adequacy of existing defences is required.

2. DEFENCE ANALYSIS

2.1 The purpose of safety defences put in place is to protect people, property and the environment and used to reduce the probability of unwanted events occurring and to reduce the severity of the consequences associated with any unwanted events.

2.2 Defences shall be categorized as:

2.2.1 Physical defences

These include objects that discourage or prevent inappropriate action, or that mitigate the consequences of events (for example, squat switches, switch covers, firewalls, survival equipment, warnings and alarms).

2.2.2 Administrative defences

These include procedures and practices that mitigate the probability of an accident (for example, safety regulations, SOPs, supervision and inspection, and personal proficiency).

2.2.3 Before selecting appropriate risk mitigation strategies, why the existing system of defences was inadequate shall be first understood.

3. RISK MITIGATION STRATEGIES

3.1 Risk mitigation can be of the following:

3.1.1 Exposure avoidance - The risky task, practice, operation or activity is avoided because the risk exceeds the benefits.

3.1.2 Loss reduction - Activities are taken to reduce the frequency of the unsafe events or the magnitude of the consequences.




3.1.3 Segregation of exposure (separation or duplication) - Action taken is to isolate the effects of the risk or build in redundancy to protect against the risks, i.e. reduce the severity of the risk (for example, protecting against collateral damage in the event of a material failure, or providing back-up systems to reduce the likelihood of total system failure).

3.2 In evaluating risk mitigation, the effectiveness of each option shall to be evaluated before a decision is to be taken. Full range of possible control measures shall be considered and that trade-offs between measures be considered to find an optimal solution. Each proposed risk mitigation option shall be examined from following perspectives:

3.2.1 Effectiveness

o Level One) : The safety action eliminates the risk, e.g. by (Operations’ actions) providing interlocks to prevent thrust reverser

activation in flight;

o Level Two : The safety action accepts the risk but adjusts the(Control actions) system to mitigate the risk by reducing it to

a manageable level, e.g. by imposing more restrictive operating conditions; and

o Level Three : The safety action taken accepts that the hazard can (Personnel actions) neither be eliminated (Level One) nor controlled

(Level Two), so personnel must be taught how to

cope with it, for example, by adding a warning, a revised checklist and extra training.

3.2.2 Cost/benefit, practicality, Challenge, Acceptability, Enforceability, Durability, Residual risks and new problems

3.3 When there is insufficient organizational will or resources, the problem shall be deferred to the training department to teach staff to cope with the risks.




SAFETY INVESTIGATION

INTRODUCTION

Accidents result in damage and/or injury, and reactive investigations are rather inefficient from a safety perspective in that latent unsafe conditions posing significant safety risks may be overlooked. The focus of an accident investigation must be directed towards effective risk control. “Serious incident” are those incidents which good fortune prevented from becoming accidents. for example, a near collision with another aircraft or with the ground. Due to the seriousness of such incidents, they should be thoroughly investigated.

Many incidences, although do not warrant investigations by either the regulatory authorities may be indicative of potentially serious hazards - perhaps systemic problems that will not be revealed unless the occurrence is properly investigated. For every accident or serious incident, there will likely be hundreds of minor occurrences, many of which have the potential to become an accident. It is important that all reported hazards and incidents be reviewed and a decision taken on which ones should be investigated and how thoroughly.

For in-house investigations, the investigating team may require the assistance of specialists, depending on the nature of the occurrence being investigated, such as the pilots, maintenance engineers and safety specialists.

SCOPE OF SAFETY INVESTIGATIONS

The extent of the investigation will depend on the actual or potential consequences of the occurrence or hazard. Hazard or incident reports that indicate high-risk potential should be investigated in greater depth than those with low risk potential. The depth of the investigation should be that which is required to clearly identify and validate the underlying hazards. Understanding why something happened requires a broad appreciation of the context for the occurrence. Although the investigation should focus on the factors that are most likely to have influenced actions, the dividing line between relevance and irrelevance is often blurred.

INFORMATION SOURCES

Information relevant to a safety investigation can be acquired from a variety of sources, including:

Physical examination of the equipment used during the safety event.

Documentation spanning a broad spectrum of the operation, for example:

o maintenance records and logs;




o certificates and licences;o in-house personnel and training records and work schedules;o Standard Operating Procedures;o training manuals and syllabi;o manufacturers’ data and manuals;o regulatory authority records;o weather forecasts, records and briefing material; ando flight planning documents.

Recordings (flight recorders and voice tapes).

Interviews conducted with individuals directly or indirectly involved in the safety event.

Direct observation of actions performed by operating personnel in their work environment. This can reveal information about potential unsafe conditions.

Simulations. Permit reconstruction of occurrence and facilitate a better understanding of the sequence of events that led up to the occurrence, and the manner in which personnel responded to the event.

Specialist advice. When necessary, consult with other professionals during an investigation.

Safety databases. Useful supporting information such as FDA, LOSA and NOSS programmes.

INTERVIEWS

Information acquired through interviews clarifies the context for unsafe acts and conditions. It is used to confirm, clarify or supplement information learned from other sources. Interviews determine “what” happened. Interviews are often the only way to answer the important “why” questions which can facilitate appropriate and effective safety recommendations.

The details of a system defect reported by operational personnel may differ from those observed by maintenance personnel during a service check. Supervisors and management may perceive issues differently than line personnel. All views must be accepted as worthy of further exploration.

Conducting interviews

To achieve the best results, employ following processes when interviewing:

carefully preparing and planning for the interview; conducting the interview in accordance with a logical, well-planned structure; and assessing the information gathered in the context of all other known information.

INVESTIGATION METHODOLOGY

The field phase of an investigation is used to identify and validate perceived safety hazards. Competent safety analysis is required to assess the risks, and effective communications are required to control the risks.




When considering human error, an understanding of the conditions that may have affected human performance or decision-making is required. These unsafe conditions may be indicative of systemic hazards that put the entire aviation system at risk. Consistent with the systems approach to safety, an integrated approach to safety investigations considers all aspects that may have contributed to unsafe behaviour or created unsafe conditions.

Effective investigations follow an iterative process that may require going back and repeating steps as new data are acquired and/or as conclusions are reached.

SAFETY RECOMMENDATIONS

When an investigation identifies hazards or unmitigated risks, safety action is required. The need for action must be communicated by means of safety recommendations to those with the authority to expend the necessary resources. The following considerations may apply:

Action agency

Ideally, problems should be addressed at the lowest possible level of authority, such as the departmental or sectional level.

What versus how

Safety recommendations should clearly articulate what should be done, not how to do it. The focus is on communicating the nature of the risks requiring control measures. Avoid detailed safety recommendations which spell out exactly how the problem should be fixed. The responsible manager should judge the specifics of the most appropriate action for the current operating conditions. The effectiveness of any recommendation will be measured in terms of the extent to which the risks have been reduced, rather than strict adherence to the wording in the recommendation.

General versus specific wording

Specific language should be used in summarizing the scope and consequences of the identified risks. On the other hand, since the recommendation should specify what is to be done (not how to do it), concise wording is preferable.

Formal safety recommendations warrant written communications. This ensures that the recommendations are not misunderstood and provides the necessary baseline for evaluating the effectiveness of implementation. However, it is important to remember that safety recommendations are only effective if they are implemented.




CHART – INTEGRATED SAFETY INVESTIGATION METHODOLOGY




SAFETY INVESTIGATION PROCESS FLOW



SRB REVIEW


SMS DATA AND RECORD MANAGEMENT

This section to be published.




PART 5SMS PROMOTION

& TRAINING



SMS PROMOTION

1. INTRODUCTION

1.1 Safety promotion will be an ongoing programme to ensure that employees benefit from safety lessons learned and continue to understand the TAS’s SMS. Safety promotion is linked closely with safety training and the dissemination of safety information.

1.2 It refers to those activities which TAS carries out in order to ensure that the staff understand why safety management procedures are being introduced, what safety management means, why particular safety actions are being taken, etc.

2. OBJECTIVES

2.1 Safety promotion provides the mechanism through which lessons learned from safety occurrence investigations and other safety-related activities are made available to all affected personnel. It also provides a means of encouraging the development of a positive safety culture and ensuring that, once established, the safety culture is maintained.

2.2 Publication of safety policies, procedures, newsletters and bulletins alone will not necessarily bring about the development of a positive safety culture. While it is important that staff be well informed, it is also important that they see evidence of the commitment of management to safety. The attitudes and actions of management will therefore be a significant factor in the promotion of safe work practices and the development of a positive safety culture.

3. PROMOTION METHODS

3.1 To enable a safety message to be learned and retained, the recipient first has to be positively motivated.

3.2 Safety topics should be selected for promotional campaigns based on their potential to control and reduce losses. Selection should be based on the experience of past accidents or near misses, matters identified by hazard analysis, and observations from routine safety audits.

3.3 Employees should be encouraged to submit suggestions for promotional campaigns.

3.4 All methods of dissemination - the spoken and written word, posters, videos, slide presentations, etc. - require talent, skill and experience to be effective. Professional input is therefore advisable when disseminating information to a critical audience.

2.5 Once a decision has been made to disseminate safety information, the following factors must be considered:

a) the audience. The message needs to be expressed in terms and vernacular that reflect the knowledge of the audience.

b) the response. What is expected to be accomplished?c) the medium. While the printed word may be the easiest and cheapest, it is

likely to be the least effective.


PROMOTION& TRAINING


d) the style of presentation. This may involve the use of humour, graphics, photography and other attention-getting techniques.

2.6 The safety promotion programme will be based on several different communication methods, such as:a) Spoken wordb) Written word c) Videosd) Displayse) Websites (intranet)f) Postersg) Newsletterh) Safety campaigni) Seminars


PROMOTION& TRAINING


SAFETY MANAGEMENT TRAINING

1. INTRODUCTION

1.1 The safety culture is linked to the success of safety management training programme. The training is to ensure that all personnel understand the TAS’s safety philosophy, policies, procedures and practices, and their roles and responsibilities within that safety management framework. Safety training shall begin with the initial indoctrination of employees and continue throughout their employment.

1.2 Specific safety management training shall be provided for staff who occupy positions with particular safety responsibilities. The training programme shall ensure that the safety policy and principles of TAS are understood and adhered to by all staff, and that all staff are aware of the safety responsibilities of their positions.

2. TRAINING NEEDS

2.1 The SM shall, in conjunction with the personnel department, review the job descriptions of all staff and identify those positions that have safety responsibilities. The details of the safety responsibilities shall then be added to the job descriptions.

2.2 Once the job descriptions have been updated, the SM, in conjunction with the training manager, shall conduct a training needs analysis to identify the training that will be required for each position.

2.3 Depending on the nature of the task, the level of safety management training required will vary from general safety familiarization to expert level for safety specialists, for example:

a) corporate safety training for all staff;b) training aimed at management’s safety responsibilities;c) training for operational personnel (such as pilots, AMEs and apron personnel);

andd) training for aviation safety specialists (such as the SM and Safety Auditors).

2.4 During the initial implementation of an SMS, specific training shall be provided for existing staff. Once the SMS is fully implemented, the safety training needs of those other than the safety specialists shall be met by incorporating the appropriate safety content into the Human Factor training programme for their positions.

3. INITIAL SAFETY TRAINING (FOR ALL STAFF)

3.1 All staff shall receive a basic introductory course covering:a) basic principles of safety management;b) corporate safety philosophy, safety policies and safety standards (including

corporate approach to disciplinary action versus safety issues, integrated nature of safety management, risk management decision-making, safety culture, etc.);

c) importance of complying with the safety policy and with the procedures that form part of the SMS;

d) organization, roles and responsibilities of staff in relation to safety;e) corporate safety record, including areas of systemic weakness;f) corporate safety goals and objectives;


PROMOTION& TRAINING


g) corporate safety management programmes (e.g. incident reporting systems, LOSA and NOSS);

h) requirement for ongoing internal assessment of organizational safety performance (e.g. employee surveys, safety audits and assessments);

i) reporting accidents, incidents and perceived hazards;j) lines of communication for safety matters;k) feedback and communication methods for the dissemination of safety

information;l) safety awards programmes (if applicable);m) safety audits; andn) safety promotion and information dissemination.

4. SAFETY TRAINING FOR MANAGEMENT

4.1 The purpose of the training is to ensure that the management team understand the principles on which the SMS is based.

4.2 Training shall ensure that managers and supervisors are familiar with the principles of the SMS and their responsibilities and accountabilities for safety. It may also be of value to provide managers with training that addresses the legal issues involved, for example, their legal liabilities.

5. SPECIALIST SAFETY TRAINING

5.1 To accomodate safety-related tasks that require specially trained personnel, speciallist safety training shall be provided to personnel with such functions within the SMS. These include training relating to:a) investigating safety occurrences;b) monitoring safety performance;c) performing safety assessments;d) managing safety databases; ande) performing safety audits.

5.2 It is important that staff performing these tasks receive adequate training in the special methods and techniques involved. Depending on the depth of training required and the level of existing expertise in safety management within the organization, it may be necessary to obtain assistance from external specialists in order to provide this training.

6. SAFETY TRAINING FOR OPERATIONAL PERSONNEL

6.1 Personnel engaged directly in flight operations shall be given a more specific safety training with respect to:a) procedures for reporting accidents and incidents;b) unique hazards facing operational personnel;c) procedures for hazard reporting;d) specific safety initiatives, such as:

1) FDA programme;2) LOSA programme; and3) NOSS programme;

e) safety committee(s);f) seasonal safety hazards and procedures (winter operations, etc.); andg) emergency procedures.


PROMOTION& TRAINING


PART 6SAFETY ASSURANCE


SAFETY ASSURANCE

SAFETY ASSURANCE


SAFETY PERFORMANCE MONITORING

INTRODUCTION

Safety management will require feedback on safety performance to complete the safety management cycle to evaluate system performance and any necessary changes effected. It will also provide all stakeholders with an indication of the level of safety within TML.

SAFETY HEALTH

Recognizing the complex interactions affecting safety and the difficulty in defining what is safe and what is not, reference to the “safety health” of TML is made. It would be an indication of TML’s resistance to unexpected conditions or acts by individuals. It reflects the systemic measures put in place by TML to defend against the unknown. It also indicates our ability to adapt to the unknown. In effect, it reflects the safety culture of TML.

Absence of safety-related events (accidents and incidents) does not necessarily indicate a “safe” operation, as some operations are considered to be “safer” than others. Safety deals with risk reduction to an acceptable (or at least a tolerable) level. The level of safety in TML is not static. As we adds defences against safety hazards, its safety health may be considered to be improving. However, various factors (hazards) may compromise that safety health, requiring additional measures to strengthen the company’s resistance to misadventure.

In principle, the characteristics and safety performance of the “safest” organizations can be identified. These characteristics, which reflect industry’s best practices, can serve as benchmarks for assessing safety performance of TML.

Symptoms of poor safety health

Poor safety health may be indicated by symptoms that put elements of the organization at risk. that may be indicative of poor safety health. A weakness in any one area may be tolerable; however, weaknesses in many areas indicate serious systemic risks, compromising the safety health of TML.

Indicators of improving safety health

These reflect the industry’s best practices and a good safety culture. Organizations with the best safety records tend to “maintain or improve their safety fitness” by implementing measures to increase their resistance to the unforeseen. They consistently do more than just meet the minimum regulatory requirements.

Identifying the symptoms may provide a valid impression of TML’s safety health; however, information may still be lacking for effective decision-making. Additional tools will required to measure safety performance in a systematic and convincing way.



Statistical safety performance indicators

Statistical safety performance indicators illustrate historic safety achievements; they provide a “snapshot” of past events. Presented either numerically or graphically, they provide a simple, easily understood indication of the level of safety in a given sector in terms of the number or rate of accidents, incidents or casualties over a given time frame.

Statistical safety performance indicators can be focused on specific areas of the operation to monitor safety achievement, or on identifying areas of interest. This “retrospective” approach is useful in trend analysis, hazard identification, risk assessment, as well as in the choice of risk control measures.

Acceptable levels of safety

TML must meet regulatory requirements to ensure acceptable levels of safety. By just meeting those minimal requirements, however, may not be healthy from a safety point of view. Although we may have reduced our vulnerabilities to the unsafe acts and conditions most conducive to accidents, we have actually taken only minimum precautionary measures.

Weak organizations that fail to meet the acceptable levels of safety will finally be removed from the aviation system either proactively, by the regulator revoking their operating certificate, or reactively, in response to commercial pressures such as the high cost of accidents or serious incidents.

SAFETY OVERSIGHT & SAFETY PERFORMANCE MONITORING

Safety oversight is a function of the State (in our context, that would be the DCAM), as the regulator, while safety performance monitoring is carried out by TML, as the operator/service provider. The “monitoring” functions of safety oversight take many forms with varying degrees of formality.

Components of the Authority Regulatory Safety Audits

DCAM carries out a programme of safety audits to ensure the integrity of the national aviation system. Audits conducted by the DCAM will take a broad view of the safety management procedures of an organization as a whole. The key issues in such audits would be:

a) Surveillance and complianceb) Areas and degree of riskc) Competenced) Safety management

DCAM’s safety oversight, in essence, will require TML to present to the authority that TML’s SMS is in place amd that safety issues are or will be managed effectively and that TML is generally meeting its safety performance targets.


SAFETY ASSURANCE


Implementing TML’s Safety Performance Monitoring

To provide adequate safety oversight the following methods need to be employed by the SMS department (Corporate or divisional) as well as the functional/first line supervisors:

a) Maintain vigilance (from a safety perspective) by monitoring day-to-day activities and regularly conduct inspections (formal or informal) of day-to-day activities in all safety-critical

areas;

b) Sample employees’ views on safety (from both a general and a specific point of view) through safety surveys or any other means as appropriate;

d) Systematically review and follow up on all reports of identified safety issues.

e) Systematically capture data which reflect actual day-to-day performance (FDA,

LOSA,NOSS etc.).

f) Conduct macro-analyses of safety performance (safety studies).

g) Follow a regular operational audit programme (both internally and externally conducted

safety audits).

h) Communicate safety results to all affected personnel.

Inspections

It involves carrying out informal “walk-arounds” of all TML operational areas. The resulting feedback should help to fine-tune the safety management system. The focus of an inspection should be on the quality of the “end product” and should be void of the traditional tick-box format as using a tick-box format may be helpful for verifying compliance with particular requirements, but it is less effective for assessing systemic safety risks. Use of checklist should be used as a guide to help ensure that parts of the operation are not overlooked. Management and functional supervisors should conduct safety inspections to assess adherence to TML organizational requirements, plans and procedures although such inspections may only provide a spot check of the operations, with little potential for systemic safety oversight.

Surveys

Surveys of operations and facilities must be conducted to provide management with an indication of the levels of safety and efficiency within TML. Understanding the systemic hazards and inherent risks associated with everyday activities will allow us to minimize unsafe acts and respond proactively by improving the processes, conditions and other systemic issues that lead to unsafe acts. Safety surveys are one way to systematically examine particular organizational (divisional and departmental) elements or the processes used to perform a specific operation - either generally or from a particular safety perspective. They will be particularly useful in assessing attitudes of selected populations, e.g. technicians, aircraft engineers and pilots.


SAFETYASSURANCE


Surveys must be independent of routine inspections to enable us to determine the underlying hazards in a system. Surveys completed by operational personnel can provide important diagnostic information about daily operations. Safety surveys would have to involve the use of checklists, questionnaires and informal confidential interviews. Surveys, particularly those using interviews, will elicit information that cannot be obtained any other way.

Quality assurance for safety

A safety quality assurance system (SQAS) defines and establishes the TML’s quality policy and objectives. It ensures that we have in place those elements necessary to improve efficiency and reduce risks. Properly implemented, a SQAS ensures that procedures are carried out consistently and in compliance with applicable requirements, that problems are identified and resolved, and that we continuously review and improve our procedures, products and services. An SQAS should identify problems and improve procedures in order to meet corporate objectives.

An SQAS will help ensure that the requisite systemic measures have been taken to meet our safety goals. However, quality assurance does not “assure safety”. Rather, quality assurance measures help management ensure the necessary standardization of the systems within TML to reduce the risk of accidents. An SQAS will contain procedures for monitoring the performance of all aspects of TML, including such elements as:

a) well designed and documented procedures (e.g. SOPs);

b) inspection and testing methods;

c) monitoring of equipment and operations;

d) internal and external audits;

e) monitoring of corrective actions taken; and

f) the use of appropriate statistical analysis, when required.

Safety audits

Safety auditing is core TML’a safety management activity. It provides a means for systematically assessing how well we are meeting our safety objectives. The safety audit programme, together with other safety performance monitoring activities, provides feedback to managers of individual units and senior management concerning the safety performance of the organization.

Safety audits will be conducted internally, or by the divisional and/or corporate safety department’s auditors. Demonstrating safety performance for regulatory authorities is the most common form of external safety audit. Safety audits should be conducted on a regular and systematic basis in accordance with the TML safety audit programme.

Self-Audit

Critical self-assessment (or self-audit) is a tool that senior management can employ to measure safety margins. A comprehensive questionnaire or check list to assist management


SAFETYASSURANCE


in conducting a self-audit to identify organizational events, policies, procedures or practices that may be indicative of safety hazards.

There are no right or wrong answers in all situations, nor are all the questions relevant to all types of operations. However, the response to a certain line of questioning may help reveal the TML’s safety health.

ACCEPTABLE LEVEL OF SAFETY (ALS)

In determining whether the system is operating in accordance with expectations, and to identify where action may be required (to enhance performance levels) to meet these expectations, performance outcomes need to be set and accordingly measured. The concept of acceptable level of safety responds to the need to complement the prevailing approach to the management of safety based upon regulatory compliance, with a performance-based approach.

Acceptable level of safety expresses the safety goals (or expectations) of Transmile Air Services and from the perspective of the relationship between DCAM and TML, it provides an objective in terms of the safety performance TML should achieve while conducting its core business functions, as a minimum acceptable to the authority. It is a reference against which the authority can measure safety performance.

In determining an acceptable level of safety, factors as the level of risk that applies and the cost/benefits of improvements to the system are considered. The ALS is expressed by two measures or metrics (safety performance indicators and safety performance targets) and implemented through various safety requirements, where:

Safety Performance Indicators (SPI)

SPI is a measure of the safety performance of TML. Safety indicators will be taken so as they are easy to measure and can be linked to the major components of the DCAM’s safety programme or the TML’s SMS. Safety indicators may therefore differ between segments of the TML, such as the engineering and the flight operations. Safety performance indicators are generally expressed in terms of the frequency of occurrence of some event causing harm.

Safety Performance Targets (SPT) (also referred to as goals or objectives)

SPI is determined by considering what safety performance levels are desirable and realistic for TML (as a whole) as well as for its sub-units. Safety targets should also be measurable, acceptable to stakeholders, and consistent with the DCAM’s safety programme.

Safety requirements

Safety requirements will be imposed within TML to achieve the SPI and SPT. These will include the operational procedures, technology, systems and programmes, to which measures of reliability, availability, performance and/or accuracy can be specified.


SAFETYASSURANCE


A range of different SPI and SPT will provide a better insight of the ALS of TML and its functional units instead of having (use of) a single indicator or target. The relationship between ALS, SPI, SPT and the Safety Requirements is as follows:

acceptable level of safety is the overarching concept;

safety performance indicators are the measures used to determine if ALS has been

achieved;

safety performance targets are the quantified objectives pertinent to the ALS;

safety requirements are the tools or means required to achieve the safety targets.

Implementation

DCAM Safety Programme.

DCAM, as the SMS’s state oversight authority, as to date, has yet to establish any ALS to be achieved by its safety programmes. However so as to progress with TML’s planning for SMS, the following, being the ICAO’s ALS examples, are used for reference. Generally State’s ALS may be expressed by:

DCAM Safety Performance Indicator (SPI) & Safety Performance Target (SPT)

NO.

SPI SPT Ref.

1

2

3

4

5

6

DCAM Safety Requirements

a) the DCAM accident prevention programme;b) a mandatory occurrence reporting (MOR) system;c) a voluntary occurrence reporting system;d) a bird strike programme; and


SAFETYASSURANCE


e) the deployment of radar systems in 3 Malaysian busiest airports within the next 12 months.

TML Safety Management System & Programme.

Generally, the State’s safety performance indicator(s) chosen to express global, regional and national targets will not be appropriate for application to TML, as an individual organizations and since accidents are relatively rare events, they do not provide a good indication of safety performance - especially at the local or organization level. From the DCAM’s Safety Programme, its SPI and SPT so established, TML’s SMS’s Safety Programme, SPI and SPT are accordingly drawn and it is then decide on what represents an acceptable outcome or goal. These are:

a) to reduce the number of accidents & fatalities in Malaysia irrespective of volume of air traffic; and

b) to achieve a significant decrease in accident rates, particularly in regions where these remain high.

TML Safety Performance Indicator (SPI) & Safety Performance Target (SPT)

NO.

SPI SPT SR ACC

1 ___ total operational incidents per year 15% reduction per year

SMS

211.5 Air Turn Backs (ATB) per ____ departures

15% reduction per year FOP

325.4 Ground Turn Backs (GTB) per ____ departures

15% reduction per year ENG

4 ___ major aircraft defects per _____ flights15% reduction per year ENG

5 ___ FOD ingestion per _____ aircraft movements

15% reduction per year

FOP

6 ____ Unstable approach per ____ 15% reduction per year

FOP

7 ____ Non adherence to ATC per ____ 15% reduction per year

FOP

8____ Rainwater ingression per _____ aircraft stops

15% reduction per year ENG

TML Safety Requirements

a) TML-wide hazard identification programme;b) a departmental mandatory occurrence reporting system;c) a voluntary occurrence reporting system;d) an FOD programme; ande) the deployment of safety officer in area exceeding 50 occupancy/main

activity/process within the next 12 months.


SAFETYASSURANCE


SAFETY AUDIT

1. INTRODUCTION

1.1 Safety audits fulfills the safety performance monitoring functions. It is a core activity of the TAS Safety Management System (SMS). Safety audits may be performed by an external audit authority, such as the State regulatory authority, or they may be carried out internally as part of an SMS. This chapter focuses on the internal safety auditing programme.

2. SAFETY AUDITS

2.1 Safety audits are used to ensure that:

a) the structure of the SMS is sound in terms of appropriate levels of staff; compliance with approved procedures and instructions; and a satisfactory level of competency and training to operate equipment and facilities and to maintain their levels of performance;

b) equipment performance is adequate for the safety levels of the service provided;

c) effective arrangements exist for promoting safety, monitoring safety performance and processing safety issues; and

d) adequate arrangements exist to handle foreseeable emergencies.

2.2 Safety audits shall be conducted regularly, following a cycle that ensures each functional area is audited as a part of TAS’s plan for evaluating overall safety performance. Safety audits should entail a periodic detailed review of the safety performance, procedures and practices of each unit or section with safety responsibilities. Thus, in addition to the organization-wide audit plan, a detailed audit plan shall be prepared for each individual unit/section.


SAFETY ASSURANCE


2.3 Safety audits should go beyond just checking compliance with regulatory requirements and conformance with the TAS’s standards. The audit team should assess whether the procedures in use are appropriate and whether there are any work practices that could have unforeseen safety consequences.

2.4 The scope of a safety audit may vary from an overview of all activities of the unit or section, to a specific activity. The criteria against which the audit will be conducted should be specified in advance. Checklists may be used to identify what is to be reviewed during the audit in sufficient detail in order to ensure that all intended tasks and functions are covered.

2.5 The safety audit programme shall be based on the following principles:

a) It must never appear to be a “witch hunt”. The objective is to gain knowledge. Any suggestions of blame or punishment will be counterproductive.

b) The auditee should make all relevant documentation available to the auditors and arrange for staff to be available for interview as required.

c) Facts should be examined in an objective manner.

d) A written audit report describing the findings and recommendations should be presented to the unit or section within a specified period.

e) The staff of the unit or section, as well as the management, should be provided with feedback concerning the findings of the audit.

f) Positive feedback should be provided by highlighting in the report the good points observed during the audit.

g) While deficiencies must be identified, negative criticism should be avoided as much as possible.

h) The need to develop a plan to resolve deficiencies should be required.

2.6 Following an audit, a monitoring mechanism may be implemented to verify the effectiveness of any necessary corrective actions. Follow-up audits should concentrate on aspects of the operations where the need for corrective action was identified.

2.7 The overall annual audit programme should make allowance for unscheduled audits.

3 THE SAFETY AUDIT TEAM

3.1 Safety audits may be undertaken by a single individual or a team, depending on the scale of the audit. Experienced and trained individuals within TAS may perform safety audits or they may assist external auditors.

3.2 The staff selected to conduct an audit should have practical experience in disciplines relevant to the area to be audited, a good knowledge of the relevant regulatory requirements and the SMS, and they should have been trained in auditing procedures and techniques.


SAFETY ASSURANCE


3.3 An audit team comprises an audit team leader and one or more auditors. Those chosen to undertake an audit must be credible to those being audited. They must be qualified and trained for the audit function in the appropriate areas of expertise.

3.4 The audit team members should be independent of the area being audited. These functions should be undertaken by persons who are not responsible for, and have not been involved in, the design or performance of the tasks and functions being audited. The audit team shall not be composed exclusively of management level staff.

3.5 A specialist from outside the audit authority may be required to participate in the audit.

3.6 An audit team leader should be appointed if more than one auditor is involved. The audit team leader is responsible for the overall conduct of the audit. In addition, the audit team leader undertakes some of the general tasks of an auditor. The audit team leader must be an effective communicator and must be able to earn the trust of the organization being audited.

3.7 The tasks to be undertaken by each audit team member will be assigned by the audit team leader. These tasks may include conducting interviews with staff of the unit or section being audited, reviewing documentation, observing operations and writing material for the audit report.

4 PLANNING AND PREPARATION

4.1 A formal notification of intention to perform the audit shall be forwarded to the unit or section to be audited in adequate time for any necessary preparations to be made. The auditee may be requested to provide preparatory material in advance of the actual audit, for example, selected records, a completed pre-audit questionnaire, and manuals. The auditee must have a clear understanding of the purpose, scope, resource requirements, audit and follow-up processes, etc. before the auditors arrive.

4.2 Pre-audit activity

4.2.1 Verify the feasibility of the proposed schedule and to identify the information that will be needed before commencement of the audit.

4.2.2 Specify the criteria against which the audit will be conducted and to develop a detailed audit plan together with checklists to be used during the audit.

4.2.3 The checklists consist of a comprehensive series of questions grouped under topic headings, which are used to ensure that all relevant topics are covered. For the purposes of a safety audit, the checklists should address the following areas in the organization:

a) national safety regulatory requirements;b) TAS safety policies and standards;c) structure of safety accountabilities;d) documentation, such as safety management manual and operational

documentation (including its local instructions);e) safety culture (reactive or proactive);f) hazard identification and risk management processes;g) safety oversight capabilities (monitoring, inspections, audits, etc.); and


SAFETY ASSURANCE


h) provisions for assuring safety performance of contractors.i) sampling of safety assesment SME Record

4.3 The audit plan

An outline of a typical audit plan is shown in Table 14-1.

5 CONDUCT OF THE AUDIT

5.1 The conduct of the actual audit is essentially a process of inspection or fact-finding. Information from almost any source may be reviewed as part of the audit.

5.2 Opening meeting - At the opening meeting, the audit team leader should briefly present the background for the audit, its purpose, and any specific issues that will be addressed by the audit team. The practical arrangements, including the availability of staff for interview, should be discussed and agreed upon with the manager of the unit or section being audited.

5.3 Audit procedures - The techniques for gathering the information on which the audit team’s assessment will be made include:

a) review of documentation;b) interviews with staff; andc) observations by the audit team.

5.4 The audit team should work systematically through the items on the relevant checklist. Observations should be noted on standardized observation sheets.

5.5 If a particular area of concern is identified during the audit, this should be the subject of a more thorough investigation. However, the auditor must complete the rest of the audit as planned and therefore avoid spending an excessive amount of time exploring a single issue and so risk missing other problems.

5.6 Audit interviews - the purpose of audit interviews is to elicit information, not to enter into discussions. The persons to be interviewed should be drawn from a range of management, supervisory and operational positions.

5.7 Audit observations - once the audit activities are completed, the audit team should review all audit observations and compare them against the relevant regulations and procedures in order to confirm the correctness of observations noted as nonconformities, deficiencies or safety shortcomings.

5.8 An assessment should be made of the seriousness with respect to all items noted as nonconformities, deficiencies or safety shortcomings.

5.9 It should be borne in mind that the audit should not focus only on negative findings. An important objective of the safety audit is also to highlight good practice within the area being audited.

5.10 Closing meeting - Management may require regular progress reports throughout the audit. Nevertheless, a closing meeting should be held with the management of the unit or section at the conclusion of the audit activities to brief them on the audit observations and any resulting recommendations. Factual accuracy can be confirmed and significant findings highlighted.


SAFETY ASSURANCE


5.11 Prior to this meeting, the audit team should:

a) agree on the audit conclusions;b) prepare recommendations, such as proposing appropriate corrective action, if

required; c) discuss whether there is a need for follow-up action.

5.12 The audit findings may fall into three categories:

a) serious discrepancies of non-compliance warranting action to suspend a licence, certificate or approval;

b) any discrepancy or non-compliance that must be rectified within an agreed time limit;

c) observations on issues that are likely to impact on safety or become a regulatory issue before the next audit.

5.13 At the closing meeting, the audit team leader should present the observations made during the audit and give the representatives of the unit or section being audited the opportunity to correct any misunderstandings. Dates for issuing an interim audit report and for receiving comments on it should be mutually agreed upon. A draft copy of the final report is often left with management.

6. CORRECTIVE ACTION PLAN

6.1 At the completion of an audit, planned remedial actions should be documented for all identified areas of safety concern. The management of the unit or section has the responsibility for developing a corrective action plan setting out the action(s) to be taken to resolve identified deficiencies or safety shortcomings within the agreed time period.

6.2 When completed, the corrective action plan should be forwarded to the audit team leader. The

final audit report will include this corrective action plan and detail any follow-up audit action proposed. The manager of the area being audited is responsible for ensuring the timely implementation of the appropriate corrective actions.

7. AUDIT REPORTS

7.1 The audit report should be an objective presentation of the results of the safety audit. As soon as possible after completion of the audit, an interim audit report should be forwarded to the manager of the unit or section for review and comments. Any comments received should be taken into consideration in the preparation of the final report, which constitutes the official report of the audit.

7.2 The key principles of audit report are:

a) consistency of observations and recommendations in the closing meeting, interim audit report and final audit report;

b) conclusions substantiated with references;


SAFETY ASSURANCE


c) observations and recommendations stated clearly and concisely;d) avoidance of generalities and vague observations;e) objective presentation of the observations;f) use of widely accepted aviation terminology, avoiding acronyms and jargon;

andg) avoidance of criticism of individuals or positions.

.8. AUDIT FOLLOW-UP

8.1 Audit follow-up involves the management of change. Upon receipt of the final audit report, management shall ensure that progress is made to reduce or eliminate the attendant risks. The primary purpose of an audit follow-up is to verify the effective implementation of the corrective action plan. Follow-up is also required to ensure that any action taken pursuant to the audit does not in any way degrade safety.

8.2 Follow-up action may be effected through monitoring the status of implementation of accepted corrective action plans or through follow-up audit visits. Where a follow-up visit has been made, a further report of this visit should be prepared. This report should clearly indicate the current status of the implementation of the agreed corrective actions. If any non-compliance, deficiency or safety shortcoming remains unresolved, the audit team leader should highlight this in the follow-up report.

SAFETY AUDIT SYSTEM & ACTION PROCEDURES

INTRODUCTION

This Leaflet outlines the procedures of the Safety Audit System for the Safety Management System as reflected in TAS Maintenance Organisation Exposition (MOE) Part 1 and Flight Operations Surveillance and Inspection (FOSI) Handbook Vol. 3 Chapter 11. Safety Audit policy is to ensure that approved policies and procedures are adhered to and implemented in order to achieve Safety Standards. Safety Audit findings and observations shall be taken into consideration when reviewing the company procedures. This requirement is applicable to all TAS Engineering personnel involved with the applicable Safety Audit consisting of Safety Audit of Organisation (MOE Part 3 - Chapter X) and Surveillance (MOE Part 3 - Chapter X) respectively.

ACTIONS

2.1 Safety Audits

2.1.1 The Safety Audits of Organisation shall be performed twice a year. The Manager Safety (SM) is responsible for the Safety Audit System and the planned Safety Audits performed by Safety Auditors. The Safety Audit shall always be performed by trained personnel independent of direct responsibility for the activity being audited.


SAFETY ASSURANCE


2.1.2 Engineering activities in Transmile Air Services, Transmile Spares and Transmile Aviation shall be audited as determined by Safety Assurance & Safety Department. These activities identified in TAS annual Safety Audit Plan, is planned and reviewed by Manager Safety who shall submit the Safety Audit Plan by the end of November each year to Manager Safety for approval.

2.1.3 Flight Operations safety activities shall be audited by Division Manager Safety &

Security in accordance to the Annual Safety Audit plan structured by Safety Manager.

2.1.4 The Manager Safety shall develop the schedule of Safety audit activities (Safety Audit Programme) for a one year period. The schedule shall be reviewed and approved by SM before being circulated to responsible Managers for advance information to Transmile Air Services, Transmile Spares and Transmile Aviation.

2.1.5 Manager Safety may perform the Safety Audit or appoint a team of auditors to prepare and perform the planned Safety Audit as stipulated in the approved Safety Audit Plan for the year.

2.1.5 Manager Safety shall assign a control number for each Safety Audit report. This includes the monitoring, control and registering of the Non-Compliance Reports (NCR). The Manager Safety shall send a reminder to the responsible Managers to ‘Close’ any ‘Open’ NCR within the agreed time frame, failing which The Manager Safety is informed on the status for appropriate action(s).

2.1.6 Safety Auditors are authorised to perform Safety Audit and Surveillance.

2.1.7 All relevant guidelines and references shall be provided by the Manager Safety to the Safety Audit team for the preparation and planning of the actual Safety Audit.

2.18 Assigned Safety Auditors shall report directly to Manager Safety for a pre-audit briefing. The briefing shall focus on comments and observations by previous Safety Auditors, their personal observations & areas of concern including recent changes to policies and procedures. The briefing shall determine “target dates” for completion of the Safety Audit.

2.1.9 The Safety Audit Report and NCRs shall be reviewed by Manager Safety before they are issued to the responsible Managers. The Manager Safety is authorised by the Accountable Manager to approve the Safety Audit Reports. The NCRs are registered and controlled before being issued to the respective responsible Managers for corrective actions and preventive measures taken to prevent a recurrence within an agreed time frame.

2.1.10 The Safety Auditor shall devote full time for the audit. Below are Safety Auditors’ responsibilities:

He/She shall familiarise himself / herself with the documents including references provided by Manager Safety.

He/She shall develop questionnaires to check the implementation of policies and procedures which are to be carried out accordingly.

Opening Safety Audit meeting is required. This meeting shall be organised by the Safety Audit Team Leader to brief the responsible Manager on the Safety Audit Programme.


SAFETY ASSURANCE


Safety Audit shall be performed in accordance with the prepared questionnaires. If non- compliance is observed, these shall be identified in draft sheets.

Manager Safety shall be briefed from time to time on any doubt including all non-compliances found in the prepared draft sheets during the audit.

A post-audit briefing for the responsible Manager shall be done as soon as the audit is completed. Non-compliance or observations made to auditee shall be discussed and appropriate corrective action time scales shall be agreed with each auditee.

Non-compliance reports (NCR’s) using Form SA1/002 shall be raised. Original copy shall be given to the auditee and photocopy retained by the Safety Auditor. The Team Leader shall prepare an Executive Summary of the completed Safety Audit for Manager Safety and the audited Department Head using Form SA1/004.

A Closing meeting may be organised by the Safety Audit Team Leader to brief the department / business head of the findings, corrective action & time scales for NCRs.

Each NCR shall be categorised as follows:-

Critical – means any non-compliance with the safety Regulation which could lower the safety standard and probably hazard an aircraft

Major - means any non-compliance with the safety Regulation that could lower the safety standard and possibly hazard an aircraft.

Minor - means any non-compliance with the Maintenance Regulation that could lower the maintenance standard but do not hazard the aircraft.

Observation – means an observation intended to give background information. This must not include information suggesting non-compliance with the Safety Regulation.

2.1.11 The Department Manager shall be informed immediately of any non-conformance detrimental to the operation of the system in order that appropriate corrective actions may be taken to overcome the non-conformance. All corrective actions must be closed affirmatively. Intentions to close with recorded statements as “Noted” is not acceptable. Where possible, preventive measures shall be identified and recorded. Each NCR shall be given a time frame agreed between the Safety audit Team Leader and the department Manager for its accomplishment as follows:

Critical - Immediate action required to avoid a potential hazard or safety degradation.

Major -Within thirty (30) days to avoid a lowering of safety standards. Minor - Within three (03) months Observation - No action required.

2.1.12 The satisfactory closure of all corrective actions and satisfactory accomplishment of preventive measures as stated in the Safety audit report shall be monitored closely by Manager Safety.


SAFETY ASSURANCE


2.1.13 The Safety audit reports, complete with auditee’s corrective action implementation remarks shall be passed to Manager Safety for review and comment. Delays in completion of corrective action shall be tabled in Safety Review Council (SRC) by Manager Safety who shall determine if and when a follow up audit (whenever required) shall take place.

2.1.14 Manager Safety is responsible for keeping all Safety Audit results/reports together with the Summary of Safety Audit for a period of not less than two (02) years from the date of clearance of the finding. These records may be subjected to routine audits by the Safety Authority / other Operator to validate the effective functioning of TAS Engineering Safety Management System.

2.2 Safety Surveillance

2.2.1 The Safety Surveillance normally performed by Safety Engineers, Manager Safety or Inspector Safety who shall raise Form SA1/001 upon identification of non-conformance of Safety System requirement during their Safety Surveillance.

2.2.2 Manager Safety shall administer routine surveillance on TAS Engineering activities including activities of Transmile Spares and Transmile Aviation and Flight Operations activities. SE shall raise and register all NCRs and brief Manager Safety for appropriate actions to be taken to address the NCR.

2.2.3 TAS Engineering personnel e.g. Licensed Aircraft Engineer/Approval Holders may instigate non-compliance by informing Safety Engineers who shall raise a NCR. This may be done through an acceptable means such as MERES, etc.

2.2.4 The Safety Engineers and Safety Manager shall advise the Department Manager regarding deficiency found so that corrective action can be taken on an agreed time frame. If corrective actions are not carried out within the specified time frame, the NCRs may be tabled by Manager Safety at the Safety Review Council for discussion and disposition.

2.2.5 All corrective actions must be closed affirmatively. The Safety Engineers shall verify that corrective actions are satisfactory and record such observations on Form SA1/002 for review by Manager Safety for appropriate actions.

2.2.6 All completed NCRs shall be returned to the SME/SMF for review and closure.

2.2.7 SME/SMF shall review and summarise all NCRs picked up using Form SA1/003 and submit the summary to CMS for his review and subsequent tabling of the surveillance findings to the Safety Review Council/Board.

2.3 Safety Audit Personnel – Safety Auditors

2.3.1 The Auditors are usually the trained LAEs/Authorised Pilots who have been with Transmile Air Services as QAE/Management Pilot and assigned to report directly to Manager Safety. The Safety Auditors primary function is to perform planned Safety Audits as directed by SME/SMF. The Safety Auditor is normally the Team Leader of a group of auditors.

2.3.1 The Designated Safety Inspectors are normally suitably trained Licensed Aircraft Engineers who are recommended by the departmental manager and assigned to


3-1-00

SAFETY ASSURANCE


SME as Safety auditor. For Flight Operations, the auditors are normally SMF and Executives, Manager Cargo Safety & Standards and Inspectorate Safety & Security.

2.3.2 The Designated Safety Inspectors shall attend the Safety Audit briefing and be prepared as a team member for a live audit.

2.3.5 The Designated Safety Inspectors shall be independent from the Section that the audit team plans to audit. The Team Leader is responsible in ensuring that this restriction is strictly adhered to.

2.4 Yearly Safety Audit Programmes

2.4.1 The SME/SMF shall prepare the Safety Audit of Organisation programme and Safety Audit of Aircraft / Line Station programme and this shall be reviewed and approved by CMS.

2.4.2 An Example of Safety Audit of Organisation is shown in Annex A

2.4.3 An example of Safety Audit of Aircraft / Line Station is also shown in Annex B.

2.4.4 The Manager Safety may follow the examples of the above two Safety Audit Programmes.

MANAGEMENT OF CHANGE

To be published


SAFETY ASSURANCE




PART 7EMERGENCY RESPONSE

PLANNING

EMERGENCY RESPONSE PLANNING (ERP)

Refer to Transmile Air EMERGENCY RESPONSE PLANNING MANUAL.


ERP



ERP



ERP



ERP



ERP



ERP


ERP FLOW CHART

ACTIVATE CRISIS



CRISIS MANAGEMENT COMMITTEE COMPOSITION

MANAGING MR. LIU TAI SHIN HEAD OF CRISIS DIRECTOR MANAGEMENT COMMITTEE

COO MR. ROBERT HYSLOP ASSISTANT CRISIS MANAGEMENT COMMITTEE


DECLARE CRISIS

SETTING UP MANAGEMENT

CONTROL

UNDER CRISIS MANAGEMENT

DIRECTIVE/CONTROL

WHEN SITUATION UNDER CONTROL

DECLARE BUSINESS BACK TO NORMAL

OPERATION BACK TO NORMAL

CRISIS MANAGEMENT

COMITTEE

ERP


GM FLT.OPS CAPTAIN KRISHNASAMY ACCIDENT MANAGER

MGR SAFETY & CAPTAIN MOHD NASSER ACCIDENT INVESTIGATORSECURITY TAIR

SAFETY TAIR MR. MANIMARAN ASSISTANT ACCID INVEST

CP FLEET CAPTAIN MUES CHIEF PILOT B727

GM ENG TAIR MR. LEE SIEW WAH ENGINEERING MANAGER

CFO TAIR MS. KAM WAI PENG ACCIDENT LOGISTIC MANAGER

MGR HR TAIR TBN CRISIS MANAGEMENT CENTRE MANAGER

MOC TAIR MR. ANTON ALEX ACCIDENT COORDINATOR

MGR GHS MR.KHAIRUDDIN GROUND HANDLING SERVICES

COMP LEGAL MS. ERICA LAM TRANSMILE LEGAL ADVISOR

SEC.TAIR MR. BAHAROM TRANSMILE SECURITY REP

CMSS TAIR MR. RAHIM TRANSMILE CARGO S & S

OPERATIONAL CONTROL COMPOSITION

MOC TAIR MR. ANTON ALEX ACCIDENT COORDINATOR

FOC TAIR MR. JEFF LEE ASST. ACC. COODINATOR(INFORMATION COODINATOR)

SCHEDULER MADAM.YAP CHIEF OPS OFFICER

TRNSMILE EMERGENCY COORDINATOR

No Operating Station Venue Contact No Contact Personnel Remarks1 KUCHING KCH 082-461742 Pilop AK Reum Station


ERP


082-460870/1 019-8885272 Manager2 KOTA KINABALU BKI 088-257719

088-256719088-256771

Mr.Soler Bin Sarapil088-257719

Station Manager

3 MIRI MYY 603-614552 Mr.Canada016-8403977

Station Manager

4 SUBANG SZB 03-7884813303-7884989803-78849752

Mr.Manimaran012-6071720

Station Manager

5 KLIA KUL 8787171787871651

Mr Tahir Bin Idris012-2939010

Operation Officer

6 LABUAN LBU AB ENTERPRISEMdm.Prunella013-8560975

Mr.Anuar Bin Abd Rahman017-7119092/016-6627168

Station Manager

7 MANILA MNL 632-852-96850917-8472407

Rene M.SayoRodolfo P.Sarile

Ground Handling

8 BEIJING PEK 86-10-8486804686-13911886820

Mr.Felix-yan Station Manager

9 SINGAPORE SIN 02-6541453302-65493940

Mr.Bernard Station Manager

10 HONG KONG HKG 00852211602930085222153718

Mr.Mario012-668099

Station Manager

11 SHENZHEN SZX 00853-89831320086-13713767750

Miss.Lee Shiau q0086-13312953377

Station Manager

TRNSMILE AIR CRISIS MANAGEMENT COMMITTEES/N NAME APPOINTMENT CONTACT MOBILE 1 MR. LIU TAI SHIN M/DIRECTOR 03-78849888

2 MR. ROBERT HYLSOP COO 03-78849886 0123041584 3 CAPT. KRISHNASAMY GMFO 03-78849730 016-2017237 4 CAPT. MOHD NASEER MGR SAFETY/

SECURITY03-78849732 013-8080809


ERP


5 MS. ERICA LAM LEGAL ADVISOR 03-78849855 012-2012991 6 CAPT. MUES CP 727-200 03-78849800 012-6683066 7 MR. MANIMARAN AVIATION S&S INSP. 03-78849760 012-6071720 8 MR. LEE SIEW WAH GM.TAIR ENGINEERING 03-78465066 016-2233321 9 MR. KHAIRUDDIN MGR G.H SERVICES 03-78849700 10 MS. KAM WAI PENG CFO 03-78849800 012-2764277 11 TBN MGRHR TAIR 03-78849740 012-2355470 12 MR ALEX ANTON MOC TAIR 03-78849750 012-3316880 13 MR. LIM KENG YEW ACCD. LOGISTIC

MANAGER 03-78849805 016-3367006

14 MR. HJ RAHIM MCSS 03-78849733 016-2017179 15 MDM YAP SCHEDULER 03-78849742 019 -3553628 16 MR. JEFF LEE MOC TAIR 03-78849751 016-2017203 17 MS. CARYN KOH ADMIN EXEC. 03-78849868 012-3027179 18 MS. CHERYL HR. EXEC 03-78849861 NIL 19 MS. SUBASHINI TRAINING. ASST. 03-78849731 019-2557542 20 MISS SHAFINAZ ADM. ASST. 03-78849870 019-3623813 21 MR. AHMAD AZMI FINANCE EXEC. 03-78849812 012-3192492 22 MR. BAHAROM SEC. MANAGER 03-78849761 016-2133977

KUALA LUMPUR AND SUBANG CONTACT DETAILS

S/N NAME APPOINTMENT CONTACT MOBILE1 ATC SUBANG 784735732 DCA SUBANG 784652333 JATCC SUBANG 784645484 MAB SAFETY 784532515 MAB SECURITY 784532416 FIRE MALAYSIA 79584444 79244444 7 FIRE TUDM 784647448 CIVIL DEFENCE 26925533 269490649 U/SITI HOSP. 79564422 7957442210 DCA MALAYSIA 8871400011 B/POLISKPG SB 78462322 7846222212 TNB 1545413 JBA 7781233314 A/UNTA HOSP. 77823433



PART 8APPENDICES


APPENDIX


SMS FORMS

MERES FORM (Page 1 of 2)


APPENDIX


MERES FORM (Page 2 of 2)


APPENDIX


HIRA LOG


APPENDIX


RISK MANAGEMENT LOG


APPENDIX


TML - ORGANIZATION & SMS RELATIONSHIP

ORGANIZATION STRUCTURE SMS STRUCTURE AREA OF RESPONSIBILITY


APPENDIX


DIVISIONAL HEADS General Managers Chief Financial Controllers

S R B SAFETY REVIEW BOARD

Safety PolicyDecision making safety issuesReview operational critical safety

DEPARTMENTAL HEADSSenior ManagersManagers

S A GSAFETY ACTION GROUP

SMS REPORTSSafety reviewSafety actionsTraining/promotionSafety assurance

SECTION HEADSControllers/AdministratorsSupervisorsEngineers/technicians

S W GSAFETY WORKING GROUP

Hazard reportingHazard identification & Risk Assessment (HIRA)

InvestigateMitigationReview

Safety reports

ALL PERSONNELReports hazardContribute ideas for safety

DCA OCCURRENCE REPORT FORM


APPENDIX


DCA OCCURRENCE REPORT FORM (Page 2)


APPENDIX


CHIRP FORM


APPENDIX


PILOT ROUTE REPORT FORM


APPENDIX


HAZARD REPORT FORM


APPENDIX


E-MOR PROCESS FORM


APPENDIX



APPENDIX



APPENDIX



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