Sky High Airlines Safety Program

Sky High Airlines Safety Program SKY HIGH AIRLINES -- SAFETY PROGRAM STATEMENT of POLICY Sky high Airlines is dedicated to providing an extraordinary experience for its passengers, employees, and vendors. We realize that our very success is tied to the safety and contentment of our employees and we wish to protect that relationship and provide a working environment free of all hazards.

To show our commitment to this, we are providing and maintaining an active aviation safety program and have hired an executive level safety director to help update and incorporate this document into individual department's strategic and tactical goals. This is a very important document for our company, and we expect that every employee will participate in the program and take an active and responsible role in the identification, reduction, and elimination of any potential hazard. This document constitutes the Sky High Airlines Safety Program. Signed____, President, Sky High Airlines 2.

ORGANIZATION In view of the importance of safety to all Sky high stakeholders, we have institute a position of Director of Safety within our Executive Management Team. The Vice Presidents for Flight Operations and Aircraft Maintenance will appoint an additional duty aviation safety management, and other required personnel, to report directly to the Director of Safety. The will also appoint additional duty aviation safety specialists at each operation location under their control. 3.

AUTHORITY and RESPONSIBILITY All levels of managers and supervisors are responsible for accident prevention and the implementation of this safety program. The Director of Safety has the authority to: A. Develop the necessary forms, documents, and instructions for implementing the Sky High Aviation Safety Program. B. Override the authority of any executive officer when a safety issue may negatively impact the regular operation of Sky High. C.

Directly interface with all levels of management on safety issues and in ensuring that this document is a) part of the performance basis of every employee, b) part of the strategic and tactical plans for every department, and c) act as point person with other agencies and vendors that have a vested interest in any safety issue with the company. D. Manage and report any safety related issue to the appropriate department. E. Manage investigations on all incidents and liaise with outside groups as necessary, report findings and recommendations. F.

Represent the company regarding safety issues when dealing with any outside groups, vendors, government agencies, etc. G. Have direct signing authority over X$ in accordance with company-wide budget. The Director of Safety is, additional, responsible for: A. Continual review, maintenance, and improvement of the Safety Program and all relevant documents. B. Making relevant information and implementation tactics available to all departments regarding safety matters. C. Managing and maintaining a stringent reporting system for any safety related accident, incident, or potential hazard. D. Manage regular department safety audits company wife. E.

Develop, maintain and improve safety award programs, new employee training programs, and safety analysis programs. F. Proactively manage all aspects of potential safety violations, program improvements, and industry related standards and technological improvements regarding safety issue. 4. INTEGRATION WITH COMPANY HANDBOOK and POLICY Because safety is a fluid paradigm within any operation, it is impossible for only one department or one group to adequately manage the infrastructure and implementation and synergism with other departments.

Essentially, then, each employee will have a portion of their job performance measured by their participation in a global and ongoing safety program. Safety is an activity that is not optional, but must be continuous and implemented at every level. The best opportunity to encourage safety in our organization is to establish and communicate a safety culture for Sky High.

This is defined as: All levels of management lead by example and visibly demonstrate SH's commitment to safety Employees at every SH location, at every level, will take personal responsibility for their own safety and the safety of coworkers, colleagues, and passengers Any safety incident that requires investigation will be followed up and presented with full disclosure so that the events that led to the issue can be prevented in the future. All employees will actively participate in helping to improve existing safety guidelines. 5.

REPORTING of ACCIDNETS, INCIDENTS and HAZARDS (Stolzer, et.al., 2008). A. Accidents- Any and all accidents, damage to equipment or personnel, or injury to stakeholders must be reported first to the Office of Safety and then to any other relevant agency or stakeholder organization. B. Incidents- the Department of Safety will maintain a regular incident report log and follow up on all incidents based on internal reporting guidelines. C.

Hazards- Any employee or stakeholder should, with no potential penalty or prejudice, report to the Department of Safety or the anonymous safety reporting line (180055SAFETY) any potential or perceived hazard or behavior that is unsafe that could affect aviation or organizational safety. The Department of Safety is thus required to investigate and report all incidents within these categories. 6.

DISTRIBUTION of AVIATION SAFETY INFORMATION The office of the Director of Safety will remain responsible for obtaining and distributing not only the core Safety Manual and Plan for SH, but to ensure that regular updates are presented at the appropriate time. Every new employee at every level must attend a Safety Briefing under the auspices of the Department of Safety. In addition, updates and crucial information will be distributed through email or employee bulletin to all affected employees. Employees are responsible for integrating new notices into their provided Safety Binder. 7.

AVIATION SAFETY COMMITTEES To establish the overall objectives, SH has established a cross-functional, cross-departmental team, with representatives from all the relevant unions, employee groups, vendor groups, and additional stakeholders. To this end, we have formed a United Partnership for Excellence in Safety (UPES). This is a companywide safety improvement program that continually focuses on improvement of all safety issues within the company.

This cross-functional team will meet no less than every 30 days, with quarterly reports on any action items due from the office of the Director of Safety to the Executive Management Committee available at the quarterly meetings of such groups. The Director of Safety will serve as the Chair of this committee and will assume appropriate cooperation. The committee will, upon the recommendation of the Director of Safety and that Department, act to approve, reject, or recommend actions on any matter brought before them.

In order to streamline the process of improving safety, committee recommendations will be acted upon the same quarter as the recommendation from the Safety Committee. 8. AVIATION SAFETY AUDITS (Hamilton, 2005). The Department of Safety will be responsible for functional safety audits within all departments to ensure compliance with the Safety Plan, as well as inclusion into their own departmental strategic and tactical planning. The functional areas will be ranked in areas of seriousness (e.g. operations/mechanics top ranked, certain marketing and advertising lower).

Any functional department that has a direct and daily relationship with the safety of passengers or stakeholders will be audited quarterly for Year 1, and twice yearly thereafter if all areas are shown to be adequate or above. The Department of Safety will provide regular checklists for all functional areas and also assist within their own safety planning.

The diagram below shows the direct relationship and structure of all safety audits and incident reports: Records will be maintained by the Department of Safety and rotated to the appropriate line management as required, and then to the Executive Committee relevant to the seriousness of the incident or financial risk to the company. In order to maintain the excellent safety standard that SH has promised its stakeholders, "mini" audits will be arbitrarily conducted on a weekly, bi weekly, monthly, or even daily basis on selected issues depending on company situation.

For instance, if there is a safety challenge in Department X regarding wing maintenance, audits will be more regular and occur more often until the issue is satisfactorily under control and all managers satisfied. 9. AVIATION SAFETY TRAINING The Department of Safety and the Director of Safety will develop a robust training program to train all current and new company personnel on the company aviation safety program.

Working with the various departments, the Director of Safety may wish to incorporate that training into already standardized training methodologies or apply a standalone methodology. Within six-months of the date of the adoption of this program, every current employee must have a Safety Program Course Certificate; and then ongoing training as necessary. Additionally, in every annual performance evaluation there will be a safety component that will be rated by the individual manager. In order to have a signed and valid annual evaluation, the certification process for safety must be completed.

Additionally, during the course of any given timeframe, there may be individuals, vendors, or other personnel who are working with SH for various timeframes. If any of these individuals are to work with or at a SH location for more than one week, they too, are required to take an abbreviated version of the corporate-wide safety program. 10. AVIATION SAFETY AWARDS (Dekker, 2007). SH takes the issue of safety extremely seriously.

Therefore, the company wishes to acknowledge and reward individuals who contribute significantly to the improvement and/or implementation of the prevention of safety issues, or the handling of a safety related situation. The contribution itself may be a single act that prevents damage to corporate property or injury to a colleague or passenger. In essence there will be a series of awards given for those who help to exhibit quality in safety or to enhance the SH safety program.

Field awards are also given a cash bonus of $100/incident and 1 paid day off. Those awards have no time frame, and have no cap for awarding during the year. Once a year, however, there will be a company wide selection of a single individual, group, or department that exemplifies the core safety values for the company. This annual award will result in a plaque, and an award luncheon hosted by the executive committee. That person will receive a cash or prize in value of $1,000 and a paid-day off.

The Department of Safety will manage this exercise, which will occur 1 month prior to the end of the company's fiscal year. 11. AIRCRAFT ACCIDENT INVESTIGATION (Stamford, 2003) The Director of Safety and said department will develop and maintain a pre-accident planning document that will be separate from this master document. It will be more tactical in tone, and will be coordinated with the heads of all functional departments. In the event of an internal accident, depending on the seriousness of said incident, appropriate reports will be generated based on previous information.

However, in the event of an aircraft accident, the Director of Safety will immediately interface with the Federal Aviation Association and the national Transportation Board. The Director of Safety will be the formal liaison between the company and the government. The Director of Safety is required officially to provide transparent access to any and all documentation that any Federal or State agency might request, all appropriate cooperation, and to proactively assist those agencies in their investigations.

In addition, in the event of such a serious aircraft accident, there will be a full and very robust internal investigation and, regardless of the findings of the FAA or.