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100% found this document useful (1 vote)
294 views114 pagesAHM600 Management and Safety
Airport Handling Manual, 40 Edition, 2020
Uploaded by
Anton Domin (Airport Manager)Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF or read online on Scribd
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CHAPTER 6—-MANAGEMENT AND SAFETY
>>> AHM 600
CHAPTER 6—RECORD OF REVISIONS
‘Shown belowis a table containing the original and latest issue dates forall the AHM 6c series documents
‘AH Number Title Original lesve | Latest Review
600 | Chapter 6-Record of Revisions Jan 03 van 20
610 | Gudelines fora Safety Management System Jan 99 van 20
615 | Guay Maragoment System van 15 van 18
Huan Facors Program van 18 van 20
‘Occupational Heath and Safely (OHS) dan 19
28 for Producing Emergency Response Plan(s) Jan 08 Jan 08
36 fran Emergency Management System van 04 van 15
Secuiy Management van 18 van 20
Guidelines forthe Hending of Emergencies Requiring the Evacuaton
’an Area During Groun Handing Jano1
G50 [Ramp incidenAccident Repot Dec 78 van 16
652 | Recommentatons for Asie Safty vestigations Jan 98 van 20
660 Cartier Guidelines for Calculating Aircraft Ground Accident Costs ‘Apr 98 Janos |
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>>> AHM 610
SAFETY MANAGEMENT SYSTEM
‘SMS Brochure - Printable version
4. INTRODUCTION
{A Safety Management System (SMS) is a framework of policies, processes, procedures and techniques for an organization to
‘monitor and continuously improve its safety performance by making informed decisions on the management of operational safety
risks. Specifications for a SMS are derived from global standards a3 contained in CAC Annex 19,
‘The safety management principles a SMS are based on a single framework of processes and procedures which are descrbed in
four components that are further sub-divided into 12 elements (See AHM 610- 4.1),
No reference is curently made in the ICAO State Safety Program (SSP) and SMS regulations regarding ground service
providers. Homever, ground handling personnel are involved in the operatioral environment ard are mentioned in the context of
repotting safety events or issues. As such, they have an important role in safety management at an airport
‘Additional guidance material on the implementation of a SMS is contained in |CAO Doe 9859, Safety Management Manual
Note: Refer fo the /ATA Reference Mancal (IRM) or the definitions of SSP and SMS.
2. OBJECTIVES OF A SAFETY MANAGEMENT SYSTEM
‘The objective of a SMS is 10 improve the safety performance of the organization. The SMS of a ground service provider shall
interace with, and contribute to, the SMS of other organizations invclved on the airport, including the aircraft operators.
3. SCOPE OF A SAFETY MANAGEMENT SYSTEM
{All exganizations that provide aircraft ground services should have a SMS that covers both the corporate level and the airport
environment.
The SMS framework and is elements are applicable in ll cases, but the way the SMS is implemented typically reflects the size
dnd Complonly of be Urganleaion. All aspocis UF ihe SMS henniework toed Wo be lyplemenied 1 Wie SMS work std be
steive
‘The SMS shuld be integrated with other safety or risk management systems, such as, but not limited to, general health and
safely of persannel ané elomonts of qualty control
Management or assurance systems shallbe embedded within the SMS. The SMS iderties and addresses safety risks that could
affect
(2) People (e.g. employees, public, passengers)
{b) Assets (eg irra, facies, ground support equipment)
{6} Environment (e.g. ground, ar, wate, noise)
(@)_ Brand (eg. company image, product, intellectual property)
A single set of SMS processes and procedures should be developed and implemented throughout the organization. Exceptions
‘may exist dus to the location of the operation 8 well as local regulalions or requrements. Differences should be avoided,
however, so measures should be developed and implemented to achieve SMS compliance.
‘A SNS shall not be viewed as a stand-alone eysiom, buts roquited to interface with other safely eystome and programs. The
lerace would most likely be in the safety risk management and safely assurance arces as this would allow complete
compatibility and integrity
The SMS of the ground service provider mus! be able to function independenty and management accountabilties and
responsibities cannot be delegated externally (outsources). Some SMS acivles Mowever, such as safely sk assessment,
normally benefit from cooperaton with other operational organizations; particularly where any procedural changes deemed
necessary may impact he Safety of those organizations.
There shouldbe mutual recognition and cooperation in the dentiication and resolution of safety issues.
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4, COMPONENTS OF A SAFETY MANAGEMENT SYSTEM
4.1. General
The ICAO Amex 19 SMS Framework specifies the four components that make up the basic structure of a SMS. These four
‘components have 12 elements that provide further detail. The components ard elements of a SMS are:
(a) Component 1 - Safety Policy and Objectives, whish detail the orgenizational and administrative aspects of the SMS,
Including the assignment of les and responsibilities:
‘Management commitment and responsitility
Safety accountabilities
Appointment of key safety personnel
Coordination of emergency response planning
‘SMS Documentation
(b) Component 2 - Safety Risk Management, which dotails the method of collecting safety information (hazard identification),
assessing the safety risk and determining of any necessary conirol measures:
1, Hazard identication
2, Safety risk assessment and mitigation
(c) Component 3 - Safety Assurance, which details the monitoring of safety performance, particularly those actons associated
with the outcome of safety risk management, and any acions taken to improve safely performance, including the
‘management of change:
41. Safety performance monitoring and measurement
2, Management of change
3. Continuous improvement of the SMS
(2) Component 4 - Safety Promotion, which details the processes in place to handle and disseminate safety information, and
‘maintain safely competence and awareness in key personnel:
4, Training and education
2. Safety communication
Al policies should be accompanied by clearly defined processes and procedures as to how @ policy is to be implemented and
‘managed. It is importent to reiterate that all components (and elements) of the SMS framework must be implemented for the
‘SMS to work and be efective. Checklists and flow charts may be useful and facilitate implementation,
Each component comprises elements detailing the processes and procedures for its implementation. A ground service provider
that s not able to implement all the elements of the framework or have a full functional SMS should develop an implementation
plan that outlines the process and timeline for working towerd full SNS implementation
‘Tho table below provides an example:
‘Source: IATA ISAGO SMS Strategy 2012
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‘The plan should contain a strategy for implementation with a realistic timeline of actives. It should describe those elements that
have been implemented and those that are in the process of being implemented (gap analysis). In addition, the plan should
clearly describe how aay deficiency will be addressed and what resources and processes are in place to manage the safety of
‘operations effectively. The following sections provide additional guidance to support the implementation of the SMS framework as
Sspectied in the ISAGO Standards Manual (GOSM),
4,2. Safety Policy and Objectives
4.2.1 Introduction
‘The requirement for a provider to have a defined safely policy is an element of the Safety Policy and Objectives component of
the SMS framework. A safety policy is a statement of an organization's intent with respect to the implementation of a SMS and
the organization's commitment’n striving to achieve its safety objectives, The safely policy should be sgned by the most senior
person in the organizaton, normally the person named as the Accountable Executive, and should detail
(a) Senior managements safety commiment, including the implementation of the SMS and provision of resources.
(b). The organization's principles and measures to be taken to conform to applicable safety regulations,
(c) The orgenization’s safety objectives and their relevance to the organization's operations; as wel, where applicabie, any
safety requirements.
(a) The orgenization’s promotion of a safety culture, including the policy and action to be taken regarding unacceptable
behavior.
(e) The organization's safety reporting Frocedures with respect to any exterral interaction.
4.2.2 Management Commitment and Responsibility
‘Accountability for the safety performance of the organization rests ahvays with the person nominsted as the Accountable
Executive
‘Acccuntabilty in SMS terms means:
(@) Commit, communicate and promote all safety-related policies and procedures.
(b) Address hazards identified through reporting or from other sources.
(6), Provide tha nacassary rascuieas ta mplemact the SMS
(@) Take decisions to implement corrective actions,
(e). Respond to events such as accidents and incdents
4.2.3 Safety Accountabilities
Responsibility for functions within the SMS, which contribute toward safety performance, should be delegated to management or
other supervisory positons withn the organization, An effective management system has lines of authorty and responsibilty that
flow from senior management irto all eperational ereas of the organization,
Within the SMS these roles and lines of responsibilty should te identified and documented (see AMM 610 - 4.2.5) and
communicated throughout the organization. Safety responsibilities are allocated in accordance with the organizations
‘management and reporting structure.
Managers at all levels are responsible ‘for safety performance in their respective areas of operation and shall provide strong
active leadership withn the SMS. The safety responsiblties of all staff members shall be documented, communicated and
Understood. Every staff member has accountabilty for safely within their area of responsibilty
4.24 Appointment of Key Safety Personnel
‘The requirement for safely personnel and a manager that focuses on the administraton and oversight of the SMS on behalf of
the Accountable Executive is an element of the Sefely Policy and Objectives component of the SMS framework,
Utimate responsibilty for the SMS remains always with the Accountable Executive, however, responsibilty for the implemen-
tation of the SMS may be delegated to another person or persons.
‘The organization shall dentiy, and document, the individual responsible for ensuring the implementation of the SMS.
“This person liases with operational managers, who retain the responsibilty for safety in their respective areas of operation. The
operational managers may alsa be the experts required when safety risk management tasks are performed. Management
ppositons critical to operational safety require enhanced job descriptions or terms of reference that reflect the specialized
requirements inherent in certain key positions and, where applicable, compliance with regulatory requirements, as well as internal
polices and procedures.
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4.2.5 Emergency Response Planning
Emergency response flanning is an element ofthe Safety Policy and Objectives component of the SMS framework
Serious incidents and accidents do, or wll, occur at some time: whan one does, the main purpose of the Emergency Response
Plan (ERP) is to assure the safe continuation or, if necessary, the safe cessation of any other operations that may be affected by
the cccurrence. The ERP also addresses the re-establishment of normal operations ance the occurrence has been contained or
resolved. In effect, the ERP includes contingency plans and procedures to ensure a proper response and actions when an
emergency arses.
Incidents and accidents at an airport involving ground handling could take many different forms depending upon the type of
event, where it happened, who or what was involved, and what the outcome was. Other variables could include who would
handle the emergency response and in what capacity. Ground handling events can happen anywhere on the airpor, but ground
Services woud probatly be involved to some extent with any ailcraft accident. Worst cases. scenatios at the alrport would
probably invovve natural hazards (e.g. earthquakes, hurricanes), fire (especially in terminal areas) or an aircraft accident in the
airport vicinity
Responsibility for an emergency response to an aircraft accident on or near an airpot is normally assumed by the operator, the
airpar, or in some staies, a governmental authorty. In such cases, the ERP focuses on and addresses interaction with and/or
participation cf the ground service provider in the response. As a contracted service, it would be unlikely that @ ground service
provider would play a leading role in an emergency response invoving an aircraft or an airport facilly. However, ifthe ground
‘service provider is involved in an incident, the ERP should identify - within the ground service provider's organization - what
‘actions to take, by whom and how. In most cases when an emergency ofthis nature occurs, the initial action would probebly be
(perkaps after raising the alarm) to get out of the way, quickly and in an orderly fashion. However, there would nomally be duties
to be performed in coping with the consequences and restoring order, while maybe maintaining operations for other fights.
(a) Ata high level, the ERP typically defines:
1, General conditions forimplementation (:0., the type of emergencies that could occur and for which the ERP applies)
2. A framework for an orderly implementation (.., the roles and responsibilities applicable to the ground service provider,
including perhaps the formation of an emergency response team)
3. The coordination procedures for action by key personnel
External entites that will interact with the organization during emergency situations, including the airport authority and/or
other responsible authorities
5. Coordination and methods of coordinatien (depending upon the nature of the emergency) with the ERPs of the external
entites
6. The regulations in effect atthe airport
7. A scenario for the transition back to normal operation
(b) In greater and, where necessary, in explicit detail, the ERP should specify:
41, All potential aspects of an event including the handling of casualties
2. Communication methods and procedures (\.e., netification and liaison with artines and first responders, such as airport
‘emergency services and local authorities
3. Evacuation and remedial action procedures as well as the location cf facilities to be used
4. Aetione to be taken once the emergency is contained or resolved
In some emergency situations, the use of a dedicated faciity (contol center) would be beneficial. The control center should be
‘equipped to accommodate key personnel from all relevant organizations and allow them to perform their roles. An emergency
Contiol center may already exist atthe airport, provided by the airport authority
The ERP should be tested at regular intervals to assure its adequacy and achieve continuous improvement. Testing should
evaluate various emergency scenarios, using one or more ofthe following techniques:
{a) Table top exercises with witten scenarios and hypotheticalthecretical events
(b) Restricted exercises involving theoretical events without the use of manpower anc/or equipment
(c) Realtime exercises involving people playing out various roles and the use of aircraft and other services under actual
‘peratioral conditions
Even though they are the most dificult to organize and potentially ‘sky’, if done correctly real-time exercises offer the most value
in terms of experiencing the ERP. Refer to the IRM for the definiton of Emergency Response Plan (ERP). Addtional gudance
‘may be found in AHIM 619.
4.2.8 Safety Management System Documentation
‘SMS documentation is an element of the Safety Policy and Objectives component of the SMS framework. All SMS policies,
procedures, and processes shal be documented,
‘SMS documentation shall include the following
(a) Safety policy and objectives
(b) Description and scope of the SMS, including any interface with the SMS of other organizations
(c} Safety accountabiities and nomination of key safety personnel, including the lines of responsibility
(@) Coordination of emergency response planning
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(6) Documentation and quality contol procedures
(Hazard ientification
(g)_ Risk management procedures
{h) Safety assurance assessment procedures, including safety performance measurement and monitoring (nate: safety and
‘quality auditing may be combined)
(i) Management of change
(Continuous Improvement
(k) Safety promotion and training procedures
(Safety communication
4.3. Safety Risk Management
4.3.1 Hazard Identification, Risk Assessment and Mitigation
Hazard identiication, sk assessment and mitigation is an element of the Safety Risk Management component of the SMS
framework. A risk management system for operational risks that is formulated, driven and enforced al the corporate level, and
that is implemented at all stations, shall be in place. Tho risk management system shall have policies and procedures that
require:
(a) Hazard identification
(b) Risk assessment (.e., identification, prioritization, analysis)
(c)_ Risk contol
(a) Measurement
(@) Follow-up and reporting
In addition to the policies and procedures outlined above, the risk management system must contain an organizatonal framework
and an infrasiructure at effectively provides for management of the company's exoosure to risk in ts dally operations, The
framework and infrastructure should be comprised of:
(An orgarizational chart that identifies all positions in the organization that have supenisory responsibility for managing
paratinnal eke
(g) Job descriptions for supervisory positions outining the risk management responsibilities and accountablies for each (e.9.,
is responsible for managing the company's exposure to the following operational risks:...")
(h) A document descnbing
(0) Riskmanagement roles and responsibiltes forall positions in the company that deal with operational risks
(i) The company's philosophy on managing risk (.., what is an level of acceptable risk?)
(ii) Common language for identifying, prioritizing, analyzing, measuring and contoling risks
(Wy) The kinds of internal communications to be disseminated on what risk management culture means in the company
() A process for conducting a periodic risk management review
‘One of the reasons for implementing a formal framework fora risk management system is to ensure that senior management is
driving the system, roles are defined, accountabilties are assigned, and employees understand what rsk management means,
hhow they fit into the picture, and how ther actions contribute to the company's overall exposure to risk.
4.3.2 Risk Management Review
‘A process shall be in place al the coporate level for conducting @ routine, periadic risk management review of all of its
‘operational risks at all stations. In addition, it shall be ensured thal formal isk assessments are performed more frequently in
response to significant events, inliatives or hazardous conditions that coud affect the safely or security of ground handling
‘operations, including at @ minimum
{@) The introution of new operations
{©) Significant changes tothe internal andor external business environment
{0} Hazardous operational conditions
(@) Accidents and incidents
Ideally, a risk management review is comprised of he follwing steps:
4. Identieation
Prostizaon
Analysis
Measurement
Controt
Reporting
Follow-up end repetition
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The risk management system is structured to provide a continual and comprehensive oversight of the Ground Operations
company’s business activities for the purpose of identifying any aspects that might pose a sefety or security threat to sircratt,
passengers, operational personel, facies, systems or equipment. Once identified, the risks are pricrtized according to their
Signticance to the operation.
The next step is key: analyze why certain risks exist, whether they can be controlled, and the extent to which they can be
Contiolied to prevent harmful consequences. If adverse consequences cannot be completely prevented, the company must
decide what level of ris is acceptable and whether it will assume and control the risk, fnance itor transfer it to someone else.
‘Once a risk Is controlled, itis important to measure whether the contro! has deen effective or not. The results must be folowed-
Lup and reported from the station level to the corporate level, usualy to the Risk Management Commitee, the Chief Executive
Officer, the Board of Directors and the Audit Committee. Firally, the process must be repeated continualy.
4.3.3 Risk Register
‘A corporate policy should be in place requiring a risk register as part of its risk management system for operational risks to
document relevant information associated with risks that have been dentified and subjected to risk control
A risk register should inctude:
(a) Description of each risk
(b) Ranking according to significance to the company
(c)_ Existing mitigation plan or contrat
(a) Corrective action for unacceptable risk
(e) Ownership (accountable person) for corrective action
(9 Compieuon date assigned
(a) Actual completion date
{h) Comments/expianation
(i) Integration of risk management system with al business management systems thoughout the organization
4.3.4 Integrated Risk Management System
‘The rick managemant syctam for anaratinnal risks eho be intagratad with all husinacs managament eystams theowighotit the:
organization, not just those systems that address ground handling operations on a day-to-day basis. The risk management
system for opsrational risks must be integrated wih the company's other management systems, such 2s its enterprise-wide risk
‘management system or ERM. The system for managing operational risks is usually one component of a larger approach to
‘managing the company’ legal, nancial and strategic sks.
Integration also means that the two systems (operational level and enterprise level) are linked tagether at the corporate level and
the station level. Integration is accomplished through @ company’s formal organizational framework. However, as a practical
‘matter, itis done through day-to-day acivites such as documentation, meetings and other communications, risk management
reviews, and reporting of accident and incident information.
Integration also means that staton-level risk management activity is tied together so information is shared horizontally across all
Stations. The sharing of information across all stations is essential to analyzing why accidents and incidents are occurring and
hhow they can be prevented or a least minimized in the future,
4.3.5 Accountability for Risk Management
{A senior management official should be assigned with overall accountability for the risk management sysiem for operational risks,
a8 specified in AMM G10 - 4.5.4, 10 Include auhorily ard contra over resources necessary to Implement and enforce risk
‘management policies and procedures throughout the organization. Often, 2 company will assign this oversight function to the
‘manager or director of quality andior safety. A large organization may have a chief risk cficer who is responsible for the
‘enterprise-wide risk management system andlor the risk rranagement system for operational sks and who reports to the CEO.
Regardless of the posiion or placemment ofthe individual, it's important that he/she has authorly to
(a) Enter into contractual arrangements on behalf of the company
(b) Modify policies and procedures
(c) Determine scheduling sufficiency
(a) Determine staffing qualifications
(@) Determine staffing adequacy
(9) Access contracts, cords and information, such as service level agreements and accidenincident reports
(a) Communicate with customers
(h) Have direct access, ifnot reporting responsiblity, to the CEO of the company
{0TH EDTION JANUARY 2029 585 Airport Handling Manual
4.4. Risk Assessment Flow Chart
Describe the
operation or task
|
Identify the hazards
associated with the
operation or task
i
Determine the level
of risk involved
t
Isthe
Cres
peace
No YES
Can
¥
Discontinue with Uist measures |
| |
ax» Dei co
measures
¥
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4.5. Risk Assessment Matrix
B._ ana 610 Risk Assessmert Matrix - Printable version
‘A hazard is any physical stuaton or object that has the poten to cause harm to people anor damage to property. Risk isthe
liketinood of a spectic undesired event occurring within a specified period. Risk is, therefore, a function of both the likelihood and
‘consequence of a specific ha
rd being realized.
Risk assessment is the process of estmating the likelihood of occurrence of specific undesirable events (he realizaion of
identified hazards), and the severity of harm or damage caused, together wih a value judgement concerning the significance of
the results. It, therefore, has two distinct elements: risk estimation ard risk evaluation
Risk Assessment table
atone mame a
sme emer
sor Saar [a |e
ay =
=
cen
=
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rr recce the
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Risk Assessment Example
‘Activity: Hi-loader (K-Loader) Operations.
Prereai
isk Assessment
ites for conducting a
Prior to conducting a Risk Assessment, the following conditons shall be taken into consideration:
co)
)
«)
@
The overall Risk Assessment shall have an owner assigned: typically this is a functional head or process owner
Operational subject matter experts should participate in the Risk Assessment process,
The organization shall adopt a Risk Matrix to be consistently used (see step 3 for more information)
The organization shall have a Risk Register as a mears of documenting and montoring the current risk status
Whilst genetic Risk Assessments ae beneficial, itis importart to take local variations into consideration when proposing
andor implementing risk mitigation actions. The derived risk levels at a centralicorporate level may not reflect the exact risk
levels in each lecalon (it epeaing in multiple ecafons) due to loeal variations which may increase or decrease the actual
risk level
Step 1: Mentity the Hazarfs) assovated with the actvly and Kenly who may be exposed
1. Hazards idenfied for his example
(i) Working at height-access/egress
(i) Positoning of 63
(ii) Movement of Load
‘Step 2: ientiy the undesirable consequences associated withthe hazards
1. Working at height-accosslegress
(0) Fall from height
2. Posiioning of GSE
(0) Contact wit the cargo door if using the h-loader platform to operate the door
(Contact withthe fuselage whten approaching withthe hitoader guard ral extended
(ii) Contact withthe fuselage due to not stopping with suicient distance
2. Muweent of Lveus
(i) Objects tang from the hitoader platform either at ground height or during the liting procedure
{i Loadinglunioading ULDs making contac with the lnerdoor framelactuators
Its important to note that there may be addtional contibuting fectors which have a direct impact en the identified
hazards. As an example, envirenmental conditions such as extreme weather, ighing, noise and Surface contamination
may affect the hazard and influence the likelihood and/or severity of any undesirable outcome.
Step 3: Atributing a risk classification
1. Arnumber of Risk Matices exist Both IATA and ICAO have examples of Risk Matrices.
(i) Annex AN/474 Dec: 9859 Safety Menagement Manua2.14 Sefety Risk
{i IATA: AHM Chapter 610, sub-section 4.5 Risk Assessments
2. Each organization should agree on the classification cfteria used if it differs from the guidance material already
provided by either IATA or |CAO
3, The agreed classifications shall then be applied to each risk item and a value derived.
4. Use the risk matrix to classify each of the above documented hazards.
5, Where possitle, use previous data to valdate the attributed risk values.
Step 4: Identify Risk Mitigation actions:
Based on the value of each risk derived from the Risk Matrix, appropriate risk mitigation action(s) shall be identified to reduce the
risk level so that i is tolerable to the organization.
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Example of how to use the Risk Matrix:
In ths example, the IATA Risk Matrix willbe used (AHM 610 sub-section 4.5 Risk Assessment Matis,
‘Activity | Hazard | Risk without Risk Mitigation Activities, Risk with Controt
Control
Operating [Working at |B Severe Training 5D High
the Hie | Height
er = Standard operating procedures
= Guard Rails
= Non-sip matts
Personal Protective Equipment
= Supervision
Positioning of [4A Severe | Trainin 7 i 2Dlow
CSE Tee
Standard Operating Procedures
= Fit for purpose equipment
— Effective maintenance program
= Proximity Sensors
= Marshalled/Guide Man
= _ Protective bumper
The above exercise shall be completed for each ofthe identified hazards.
‘Step 6: Implementing Risk Mitigation Actwities:
The responsitiliy for implementing and managing the risk mitigation actions should be assigned to an individual at a level where
decisions can be made and actions implemented.
Step 7: Review your Risk Assessment and update:
The risk assessment shall be reviewed at a predetermined time frame (e.g. six months or annually) in accordance with the
procedure as documented in the organizations SMS.
In acdtion, the following conditions shall rigger a review of the Risk Assessment
(a) As.a result of changes to equipment and/or procedures
(b) As a result of changes to local or naional regulations
(c) As a result of an incident or accident related to that procedure
(d)_As.a result of near miss and/or minor precursor events indicative ofa potential accidentiincident.
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4.6 Risk Probability
‘The process of controling safely risks stats by assessing the probabily that the consequences of hazards will materialize during
activlies performed by the organization. Safely risk probabilty is defined as the lkelincod or frequency that a safely consequence
fr outcome mht occur. The determination of likethood can be aided by questions such as:
(a) Is there a history of occurrences similar to the one under consideration, or is this an isolated occurrence?
(b) What other equipment or components of the same type might have similar defects?
(c) How mary personel are following, or are subject to, the procedures in question?
(a) What percentage of the tims is the suspect equipment or the questionable procedure in use?
(e) To what extent are there organizational, managerial or regulatory implications that might reflect larger threats to public
safely?
‘Any factors underiying these questions wil help in assessing the likelihood that a hazard may exist, taking into consideration all
potentially vald scenarios. The determination of likelihood can then be used to assist in determining safety risk probably
The table below prosents a tyrieal safely risk probabilly, in this ease, a five-point table. The table includes fv categeries to
dencte the probabilty related to an unsafe event or condition, the description of each category, and an assignment of a value to
each categor. It must be stressed that ths is an example oniy and tha the level of detail and complexity of tables and matrixes
should be adapted to be commensurate with the particular needs and complexities of diferent organizations. Also, it should be
noted that organizations may include both qualitative and quantitative critria that may include up to fifteen values.
Below is an example definition of ikelinood criteria:
Likelihood Meaning Value
Frequent Likely to occur many times (has occurred A
frequently)
Occasional | Occurred more than once in the company 8
Remote Has occurred once in the comoany c
Improbable ‘Known in the industry D
Extremely impenhahle Linkawn bit passihie in tha indict E
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4.7. Risk Severity Levels
B._ avin 610 Risk Severity Levels - Printable version
ATA
General
‘Once the probability assessment has been completed, the next step is to assess risk severity, taking into account the potential
consequences related to the hazard. Safely risk severity is defined as the extent of harm that might reasonably occur as a
‘consequence or outcome of the identified hazard. The severity assessment should consider all possible consequences related to
‘an unsafe condition or object, taking into account the werst foreseeable stuation, Table bebw presents a typical safety risk
seveilty; it inctudes five categories to derote the level of severity, the description of each category, and the assignment of @ value
to each category/severty.
Rating: Physical Injury Impact on Damage to Asset Impact on Operation Damage to
ronment Company
Negligible Nealibe Negligible Neglble Negligible
iinswae Nothing visible fom
Very tht inury, wit | product epllags 100% | No rel damage to ‘otede company
1 | senuom Nout dey | S2btahed wih adapted assets (GSE, pal- | impact on operation | perimeter, Even,
vention. No ll day | ean into dee work: form, tooing. eis ok measurabe nor" inemaly the
work stoppage No | STG urea, NO. | cra.) No ropa vise" company i
neal Se | gourduatar potion | “requested? ‘espontalyenm
renga
Limited oral
Minor Minor Minor toss Minor pied a
er ete ‘smal ented
implog Firs inter mal deified dam.
vention, but without age to assets (GSE,
Acoptchreton Pete | Lowhestsned impact | attr oni) | even ti om
2 | ing minor anon ect adjacent area | "anahis nat” | fon scene. | oud company
“Coppagelss an’ | “Fulyrosuanes wo” | "vsage, abs | 200. sBeae | Soraya
Sdaye May requiro | mar environment | repaired in the noxt | ™BSUES GAINS Gamage tho image of
sddtonalmescal | """pohuton™””” | planned maintenance the enerpce™
support bit heath Tank No process,
fillyrecovered ih inerupton"
ele wostnamn”
Serious Limited Nedum NMedum | Regional implations
Jisod a) Bove 0:
inti a) Revere eae to stste
il eects with (GSE, patio, oo
specialist medial tna) ich wl 769 | Gls me of oper
teatment: Deep | tesueapiagnaust | SEPA TaBKiN Ne | sions impacted by a| SUbAE hal impacts
Sukoscnericals day ror mites
| seaide burs, esp | ,,SmeRe!chamicale) sop products | GORY OM MINES? ct reperesaions are
ater infections: em | Fart pati impact on | US992,0" 1688 Nan + | revere is mpacted | led and ely
feoring ies. Over 9 | onwfonment ere is “PY opsrated win | nown slution regional company
days nck of) ro pectic attention | ana/ovexta.means | ercvonmort
Verable ele Loss sine then. Teor.
offingers, toe, dam an process,
age oye site imerupton
cr month off sick
40TH EDITION, JANUARY 2020 591 ,
TATA _ Airport Handling Manual
Rating Physical Injury Impact on Damage to Asset Impact on Operation Damage to
Environment Company
Reputation
Major
Important damage to
assets (GSE, pat- | Operations are
form, tooling) that__| stopped for max 4
preventnormal usage| day. Soluion are
Issue is contained in
the country (national
Tevel) but impacts
Harmfulipollutant prod-
uct spillage/Fie/Dust
r wetsalagertveDust Porte product end | known but cannot be | ,.eve) Dut pacts
satcexpnatary | Smokes win impacton ee Spar |aprue'o sve th | ase ep
party nstalon, gery Inadenceof| ue wo impeding |'#io0 othe coMper
wouter th repairtaak wl be | sgncanty normal | “one. ep
” more than one week | cycle time/operational lic..."
product's revenue* pen
inmmbiizaton*
One oF More Tkematonal
ne or Mo Massive Massive Maseve aaron
The stu is known at
intematonal evel and
repoted lergay by
mags Tho
responsibly of the
company con be
legaty engage. The
tendiouratuster! peratn degraded autora
endoroundwate cerans are | deoraded automa
airtigh uneonvoiea T2e=='@)(GSE. | gapped orsoveral | cly ecause fis
5 pollutants emission. | Platform. tooling) | devs. impossibility to | event, as it coud be
Set-explantary | Expasion, bust Big AtEcestoyed No | “ringer unt | preseved by publ
damages on thrd party | TEA POSSIBIE- | sation is found. Blo | as negligent unsafe
Tntataons Nacance | "wet | ope on peraton | and fay company.
to population (smell, revenue value." | Overall loss of confi-
noise...” dence in the enter-
prise. Incident will
impact negatively for
sure the value share
and will bring to loss
fof matket share, du
tothis lack of
confidence.”
Note: Each company has to define their own definitions corresponding to their activly. Descriptors shown in this chart are for
‘example only and aim io provide a guide to risk assessment users.
4.7.2. Safety Risk Tolerability
‘The safety risk probability and severity assessment process can be used to derive a safety risk index. The index created through
the methodology descibed above consists of an alpha-numeric designator, indicative of the combined results of the probability
and severity assessments. The respective severity/probabilty combinations are presented in the safely risk assessment matrix in
point 4.5 of ths section
The third step in the process is to determine risk tolerabilly. First, it is necessary to obtain the indices in the safety risk
assessment matrix.
For each risk, consider the possible outcome, for example, considera situation where a safety risk probability has been assessed
28 oceasional (B) and safely risk severiy has been assessed as “serious injury" hazard (3). The composite of probably and
severity (3B) isthe safety risk index of the consequence.
‘The index obtained from the salety risk assessment matrix must then be exported to a safety risk toleatilly matric that describes
the tolerability criteria for the particular organization. Using the example above, the criterion for safety risk assessed as 3B falls in
the ‘Amber level. In tis case, the safely risk index of tne consequence is: rsk has 10 be reduced, as safely not fully ensured
Action shall be taken urgently to reduce the risk by one category a5 a minimum
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47.3. Risk Documentation
_AHM 610 Risk Assessment Documentation - Printable version
Recording and documenting the safety flsk management activiles are important. Hazards should be identified, assigned a
{racking number and recorded n a log or database. Each log or database entry should include a description of the hazard, as
well as other information necessary to track the associated risk assessment and mitgation activites. A risk register should be
‘employed for the purpese of documenting risk assessment information and monitoring risk mitigation (contral) actions.
‘The sheet below is an example how to document a risk assessment For example: Consider a rsk that has been assessed as 38,
(risk without contro), and after the assessment, it s brought to 1B (rsk with control.
(@) Provide 2 description of the procedure/process involved
(b) Describe tne risktireat associated
(c)_ Use the "Risk assessment matrix’ to evaluate the risk before assessment, ‘Risk without control” (e.g. 38)
(@) Use the "Risk assessment matrix’ to evaluate the risk after assessment "Risk with contro!”
(@) Describe “measure adopted to mitigate the risk’ and “recommended procedure” (i any)
(9, Fill in “Remarks Box’ if any supplementary information s available, needs to be noted, or work to be done
(a) Sign the risk assessment work sheet
Usually @ risk assessment should be signed for approval by the Safety Manager or person resporsibie for the safety risk
‘management actions.
Risk Assessment work sheet
Procedure! iiroatiGik Risk without Risk with [Measures adopted to | Recommended
Process control control mitigate risk procedure
Remarks: Performed by:
‘Approved by-
4.8. Safety Assurance
4.8.1. Introduction
‘The output of the Safety Risk Management process is a risk mitigation action plan. The performance of the mitigeton acticn plan
shall be moniored through the Safety Assurance program, By settng safety performance measures, en organization is able to
track and compare its actual operational performance againat establehed targete aver a period of time,
The use of performance measures is an effective method to determine if desired safety outcomes are being achieved. It also
enables the organization to focus its attention on the performance of risk mitigation actons
In addressing operational performance. measures. should focus on lower consequence everts that are precursors to serious
events. Procedures for measuring and monitoring safety performance may include audits and inspections. Individuals performing
these audits and inspections should be competent. trained and qualified in aczordance with stale and industry standards.
‘The audit andior inspection procedures should include the frequency of audits andlor inspections and details of how the auait or
inspection wil be undertaken. Details of how safely performance will be measured end specie activites or areas targeted for
inspections stould also be spectied. Guidance may be found in AH 615.
Note: Refer tothe IRM (IATA Reference Manual) for the definition of Performance Measures.
4.8.2 Safety Performance Monitoring and Measurement
COrgenizations should have processes for setting performance objectives and measures as a means to monitor the operational
safely performance of the organization and to validate the effectiveness of safely risk control,
Safety performance measurement and monitoring is essential to improve company's safety performance. SPIs are used to drive
Continuous improvement in safety performance.
Monitoring and measurement of a performance-based process should be done through appropriate performance, quality or safety
indicators that continucusly track the performance of that process. Parameters for such performance tracking may be occurrence
‘outcomes, deviations oF any event types that reflect the sefety, quality or risk level of the process. A data trending chart should
bbe used to track such outcomes.
Outcome occurrences should normally be tracked as occurrence rates rather than absolute numbers. In conjunction with such
indicators, alert as well as desired improvement terget love's should be sel for each indicator, where applicable. These will serve
‘as markers to define what is the abnormallunacceplable occurrence rate as well as the desired target (improvement) rate for the
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indicator. The alert level setting wil effectively serve as the demarcation line between the acceptable trending region and the
tinaccepiable region fora safety indicator
So long as the occurrence rate for @ process doss not trend beyond or breach the set alert level criteria, the number of such
scterences is deemed t9 be scceptable (not abnormal) fr that monitoring period. On the other hand, ie ain of trgoted
improvement level isto achieve the desied improvement level witun a define future milestone or montoring period. Wily such
defined alert and target setings, becomes apperent that a qualtalvelquanttative performance outcome can be derved atthe
fend f any given montoring peiod. This may be done by counting the humber of alert breactes andlor the numberof ‘argets
Schieved toran individual indalor andlor a package of ety indlostore
Setting measurable saety objectives isan element ofthe SMS framework. By setting safety performarce indiestors (SPs) and
targels (SPT), an Organization is able to track and compare iis safely performarce against a target (re. the performance
objective, iypicaly expressed asa rate cr number eduction) over a period o tm (89. one year). Achievement ofthe target (or
‘pjectve) Would represent an mprovement in saley portommance. the use of performance measures 's an effectve method fo
determine i desired safely outcomes ae being achieved, and to focus atenton on the performance of the organization in
managing operational isks
‘The actions taken asa result of performance measurement and monitoring. can provide signicant benefis to an organization by
redusing th everal saety risk In adlton, the organization ean Bena rom
(@) Improving safety performance
{b) Improving organizational and operatonalefiency and effectiveness
(©) Improving the effectiveness of safely progrars and procedures
(6) Proactive isk mitigation and incident prevention
4.8.3 Safety Performance Indicators
‘The scope of this section isto provide guidance on the development and implementation of SPIs in an organization.
Safety Performance Indicator (SPI): Data-based safety parameter used for monitoring and assessing safety performance (ICA
‘Annex 19)
Safety Performance Target (SPT): The planned or intended objective for saiety performance indicator(s) over a given period of
time (ICAO Annex 19).
Further information on SPls and SPTS can be found in ICAO Annex 19, Further information on Safetv Management Svstems can
be found in AHM Chapter 610.
4.8.4 Importance of Safety Performance Indicators in the Organization
‘SPls are quantifiable measurements used in organizations to assess the current and fulure level of isk exposure at a given
period of time. SPIs and SPTs are an integral component of an organization's Safety Management System and shall fall within
the responsibilty of the organization's Accountable Executive/Salety Manager. In addition, SPis are used as a means of
‘communicating an organization's goal(s) with respect to Safety Management and shall therefore be reflective of the organizations
Safety Poly,
In order for SPIs to have meaning, they shall be monitored against a set of corresponding SPTs. SPTs shall be agreed between
the eccountatle manager and the Safety executive and clearly communicated throughout the organization. With the SPTs defined
and agreed, the SPis are used to monitor the organization's performance against the SPTs to give an indication of the relative
fffectiveness of each safety processirisk control activity
‘An organization's SPIs shall be reflective of quantifiable data generated by the organization's operation through inputs such as
Safety Reports, Environmental Reports, Risk Assessments, Near Miss Reports and other Noncempliance reporting methods,
[Not only are SPIs important for an organization to measure and monitor its own performance, It also enables organizations to
benchmark themselves against similar organizatons operating within the same industry, as well as against overall industry
averages. Such measurements should be used in support of manegerial decisions and employee actions with regard to safely
and safety management systems.
‘At the management level, SPis shall be continuously monitored to ensure that SPTs are being achieved and, if not, the
effectiveness of the salety processirisk control acivity shall be reviewed for effectiveness. It shall be noted that SPls are, as the
name suggests, indicators of safety performance and may not reflect the exact risk position of the organization or the
effectiveness of a given safety processitisk control activity
It shall be noted that SPls are, as the name suggests, indicators of safety performance and may not reflect the exact risk position
(ofthe organization or the effectiveness ofa given safety processirisk control activity
4.8.5 Leading and Lagging Safety Performance Indicators
‘There are two generic types of safety performance indicators:
(a) Leading
(®) Lagging
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48.5.1. Leading SPis
‘Serve to monitor information on prevaling situations andlor conditions that may affect safety performance.
Example:
1. Documented proactive Safety Inspections carried out ata station
2. Compliance with the organizations training requirements
3, Near Miss reports submitted
4.8.5.1 Lagging SPis
Serve to monitor safety events that have already taken place
Example:
1, Number of aircraft damage events per 1000 fights/sectors
2. Number of lost peoplehours due to injury
3, Amount of departure delays (in minutes) due to handling errors
The majority of orgarizations wil initially use lagging SPis as the initial means of measuring safety performance. As the
organization matures, t should look to broaden the scope of its SPls to accommodate Leading SPIs s0 as to give a balanced
View of organzation’s overall state. Leading SPs are a valuable way of promoting positive behaviour in an organization and their
effect should not be underestimated.
[No matter the type of SPI used, organizations must ensure that the SPI can be scaled up (or down) as the size, scope,
‘complexity or nature of the organization changes over time. An organization's abilty to remain flexible with their SPls is important
In ersuring the organization's management have & rellable platform rom which decisions can be made at all mes,
4.8.8 How to develop Safety Performance Indicators
Bofore any SPis can be defined, an organization must have a clesr set of corporate values and a mission whieh identifies the
‘organizations priorities and underlines the compary culture.
Derived from the organizations values and mission, SPls and SPTs form part of a clearly defined and communicated Safety
Policy-the Safety Policy sets the approach and framework for the organizations Safety Culture and Safely Strategy. Once the
‘Salely Policy nas beer Ueriied aed cornmuniealed Uwougtout Uwe ergunizallon, ie rranagesnent teatn shall Gren ereale 2 Se OF
{goals which can be monitored through a combinaton of both qualitaive and quantitative measures,
All organizations that seek to develop SPls and SPTs should do so with a continuous improvement approach. It should be
understood that an organizations SPIs and SPTs are part of a wider Safely Management System and implementation cf SPIs
‘and PTS without the context of a wider SMS will be extremely dificult and unlikely to be sustainable,
‘As with SMS, an orgarizations SPls and SPTS wil mature as the organization develops experience, corfidence and competence
in defining SPis and SPTs. organizations should italy init the number of SPIs to focus on the organizations core values so as
to build oxparionce and confidence within the erganization. Over time, the SPls may mature to lock at other areae of the
organization er breakdown the original SPIs into more specific elements. Accuracy and the confidence that brings, in SPI data is
fundamental in ensuring the organization makes the correct business decisions.
487 Setting Safety Performance Targets
Safety performance targets must be discussed and agreed between the accountable manager and the safety executive ahead of
the agreed period of time for which the SPTs are enforced. SPTs must be realistic and shall be based on (OR derived from) the
organizations values, mission and safety policy. In order for realistic SPTs to be definad, an organization should utilise available
historical data to identiy the status of their SPIs and identify any trends during the preceding periog(s). Whist itis possible to set
‘SPTs using external industry data or data from a similar organization, using such an approach should be avoided as underlover
‘estimating your SPTs may resuk ina loss in confidence from both employees and external stakeholders.
‘An important step in aneuring SPTs are realists ie to discues the relovant target(e) with the accountable manage for that
particular business function/department. Whilst the ultimate decision regarding SPTs wil sit win Senior Management,
Accountable managers should be involved in the process so as to ensure transparency in the process and so the accountable:
‘managers can contribute any opinions or experience as appropriate to the discussion. Such a discussion net only helps to
dovelop realiaic SPT2 but it alee promotes commiment and ownerdhip of SPie and SPTe by the accountable managers and theie
directindirect employees.
Certain SPTS consist of a static target against which an SPI either exceeds or falls short of, The SPT is usvally derived by
‘monitoring either existing internal data or utlising industry standards. The SPT may then be altered for the next period (increased
(oF decreased),
for example:
‘SPL Aircraft Damage Events per 1000 fights/sectors:
Internal SPT = 0.45 (based on previous year SPI result)
Actual SPI atthe end of the measuring period = 0.40 (positive result)
Next measurement period SPT = 0.38
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‘SPL-Aircraft Damage Events per 1000 fights/sectors:
Internal SPT = 0.45 (based on previous year SPI result)
‘Actual SPI atthe end of the measuring period = 0.40 (positive result)
Next measurement period SPT = 5% improvement vs actual previous period ie. 0.38
4.8.8 Monitoring Safety Performance Indicators and Safety Performance Targets
SPs shall be monitored in relation to the agreed SPTs and are an integral component of an organizations Safely Management
‘Systom. SPTS shall have thresholds defined which require the organization to initate a variety of measures in the case of
Under/over performance.
Management shall ensure that where SPIs are not performing to a satisfactory level additional steps are taken to address
shortfalls through remedial actions within the framework of the organizations SMS.
Ata practical evel, SPis are ‘fed’ from a varity of inputs fiom an organizaticns operation. Typically these inputs, such as safety
repots, turn qualitative information into a numerical value based on risk exposure, These numerical values shall be collated at
reguiar intervals £0 that i is possible to see the organizations current performance against ils SPT. In eedor for management to
hhave an overview of SPI performance, 2 dashboard is typeally created with a visual representation of SPI performance versus
the SPT
‘An example of such a visual representation can be seen below:
indicator Safety Performance indi- Target
‘ators
On, or above, target ee (Abra Domege 0.40 (per 1000 movements)
< 2% oftarget 2 Coad Erors 0.20 (fer 1000 movements)
et + Lost time due oinury 99 ayeinonth
a 2 Near Wiss Reperting
= 10% ot ergot 5 per statonvmenth
eriormance ‘naicator iarget ‘Actual iNanagement Acuon
Aircra Damage | 0.40 (por 1000 mover 035 Promotion of test practee
men's)
Toad Errors 0.20 (per 1000 mave= os immediate corecive adion
men's) requied
Lost time dv te injury | 10 deysimonth 98 Management review and
monitor
Near Miss Reporing | 5 per sation/menth 7 Promotion of best proces
‘Note: All meesurements used shall be sppropriate f0 the organization; the informaticn used in the example above is purely for
iustrative/demonstratve purposes.
All measurements used shall be appropriate to the organization; the information used in the example above is pursly for
istiativeldemonstraive purposes.
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© 48.9 Safety Performance Indicators-Detailed Examples
4.8.9.1 Leading SPIs
(a) SPI: Timely closure of Corrective Actions (CAYPreventative Actons (PA)
‘Action
[Response
Descnipton of any
terminology that requires
definition.
CA-Corrective Actions
PA-Preventative Actions
Description of how the SPI
is to be measured
Percentage of overdue CAIPA to all open CAPA.
Example
Open CAPA = 60
Overdue GAIPA = 10
CAIPA Overdue performance: 17% Overdue
To be measured agains’ the orignally agreed due date,
SPI to be used as a continuous improvement measure. SPI shall be monitored at regular
intervals to ensure that continuous improvement is being made. The Ftent of the SPI 1S 10
influence behaviour to complete actions within the agreed time-frame.
The SPI should not be used as a retrospective review of a previous patiods performance €.g,
how many CAPA were overdue last year.
Description of any tools!
proceduresiresources
Tequired to collect the
required data,
Requred Corrective Actons shal be documented in digital form (datsbase, excel sheet). The
data shall be accessible for statistics. Either through export ino ¢.g. excel or a database
]which can be accessed by Bl tools. Data shall contain at least the following eds per record:
Reference to report for which a CA is required; Date CA has bean requested; Due Date
‘of CA; Clesing Date; CA owner;
A record shall be fed for each requested CA. All fields shall be completed.
Guidance an haw the SBI
‘data should be displayed,
Percentage Rate in Gereral and por cantractorletalinnidenartment. Calor coding depending
Jon set alert levals can halp to focus on the deviations. A simplified display of the SPI status,
9, translation from numbers to expressions (e.g. very good, good, average, improvement
required, immediate improvement required) can help, ithe SPI is used a part of a
management summary.
‘Should-nolification to the action owner of upcoming due date,
Guidance on how the SPI
‘data should be used by
Management.
This SPI shall be reviewed during the regular safety reviews and be measured against SPI
targets, alert levels. Deviations should require pre-defined corrective measures (escalation
procedure), which depend on the severity of the deviation (eg. 1 day overdue vs 30 days vs
20 etc),
The overdue target for ell CAIPA is zero per cent overdue,
-15.-0: Notification to Action Owner of impending Action due date
4-30 days overdue: Notified to immediate supervisorline manager.
20-60 days overdue: Notified to departmental head of CAPA Owner.
60+ days overdue: Notified lp accourtable executive for action.
(b) SPI: % Reported versus Feund Ground Damage (Damage on Arival)
‘Action
[Response
Description of any
{terminology that requires
definition.
Defintion: Aircraft Ground Damage-see AHM Appendix B,
Damage to be limited to Ground Damage (excluding damage during fight).
Repotted Ground Damage: Damage Report generated at the station where the damage
event occurred
Found Damage: Damage reported within tSminutes of arrival
Aircraft Arrival: Aircraft en-blocks and ACE switched off
Description of how the SPI
is to be measures
The SPI compares the number of Damage Reports raised al the station of the event with the
umber of Found Damage Reports submited at ‘downstream’ stations. I 100 damage
repors are submitted in total, a certain % will be generated at the event station and the
femander willbe ‘Found’. Over tme, the % ‘Found should decrease.
Description of any tools!
A reporting tool and procedure is required which differentiates between ‘Reported’ and
proceduresiresources ‘Found’ damage.
Fequired to collect the [A procedure mist be in place for an Inbound Damage inspection to be carried out prior to
required data ‘any GSE being positioned at the aicraft-this enables the identification of Found! damage,
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Guidance on how the SPI
{data should be displayed,
This is a Leading SPI. Statistics can be displayed for a specie location or for a combination
of locations over a period of time.
‘Guidanos on how the SPI
‘data should be used by
Management.
Management should not focus on the total number of Damage reports inthis SPI. The focus
should be promoting the increase in the % of Damage reporss raised at the event location as,
this is an indicator of a) a stations ability to identify damage when it oxcurs and b) the
[confidence of the stalion to report the incident.
Management should also note that not all damage found on arrival is necessatily the
responsibilly of the previous staton as damage may have occurred curing after pushback
e.g, during fight, Every effort should be made to ensure that accountabilly is correctly
established.
(c)_ SPI: Number of Iniernal Task
‘Assessments (Compliance)
‘Action
[Response
Description of any
terminology that requires
definition.
Internal task assessments:
Number of intemal monzoring checks.
‘Task assessment: against a standard checks! per turnaround,
Description of how the SPI
is to be measured
Based on the number of turnarounds, each station wll be roquired to perform a certain
number of turnaround assessments, Each assessment will ullise a checklist of tasks for
]which compliance must be observed. The tasks being observed will range over time and
may be the result of specific inci¢ents/accidents or near-miss events.
The SPI measures the rumber of assessrients performed vs the number targeted
Description of any tools!
proceduresiresources,
required o collect the
required data.
Preferred electronical database.
Software for collectng data,
Standard tumaround checklist
Flexible tumaround checklist
Database with fight data
Reporting tool
“Guidance on how the SPI
