In-Service Safety Management System
In-Service Safety Management System: Ensuring Long-Term Safety for Military Equipment

Safety is paramount when it comes to military operations, especially for in-service equipment relied upon by personnel daily. This article delves into the intricacies of maintaining an In-Service Safety Management System, offering insight into how safety practices are implemented, monitored, and evolved over time.

Introduction: Why In-Service Safety Matters

When military equipment enters service, the journey of ensuring its safe use doesn’t end there. An effective In-Service Safety Management System (SMS) oversees all safety-related aspects of equipment throughout its operational life. From day-to-day safety practices to long-term risk management, the SMS is vital for sustained safety performance. It also provides a roadmap for identifying, documenting, and addressing safety requirements as equipment evolves over time.

Key Definitions

A Safety Management System, according to Def Stan 00-056, is defined as:

“The organisational structure, processes, procedures, and methodologies that enable the direction and control of the activities necessary to meet safety requirements and safety policy objectives.”

This structure ensures every team member understands the standards and processes needed to maintain operational safety.

Objectives: What an In-Service SMS Aims to Achieve

The primary objectives of an in-service SMS are twofold:

- To recognize and uphold the safety requirements essential for equipment performance.

- To continuously document these processes, forming an auditable Safety Case to maintain accountability.

An effective SMS aligns with various support areas, referred to as "Lines of Development." These encompass personnel, training, sustainability, infrastructure, and facilities, ensuring that each line functions in sync for safe operations from the equipment's inception to its eventual decommissioning.

The SMS also involves continuous Risk Management, adjusting to changes such as equipment enhancements or new usage contexts. This proactive monitoring ensures that safety assurance is consistently updated and accurate.

Procedure for Sustaining Safety Performance

The SMS structure is implemented through the following methods:

- Safety ControlsEssential safety controls cover every phase, from operation to disposal, to reduce risks associated with the equipment. This includes operational limitations, maintenance, emergency preparedness, training, storage, transportation, and waste disposal.

- Safety Information ManagementManaging information effectively is vital. Safety data, incident reports, and safety improvement suggestions should be systematically documented, archived, and shared with relevant stakeholders. Maintaining a Hazard Log and a Safety Case as part of the Safety Management Plan ensures all safety data is up-to-date and readily accessible.

- Continuous Improvement and Safety ReviewsThrough regular audits, inspections, and incident reporting, the SMS can continually improve by identifying and addressing weaknesses. This proactive monitoring helps ensure that safety risks remain controlled over time.

- Configuration ManagementMaintaining a consistent standard for the equipment, including hardware, software, and documentation, is integral to the SMS. Regular reviews address potential issues like obsolescence or outdated manuals to ensure sustained safety performance.

- Risk ManagementAs modifications and enhancements are made, risk management processes like Hazard Analysis and Risk Evaluation ensure new risks are assessed, managed, and documented.

- Lines of DevelopmentThe SMS covers various developmental lines, from training and sustainability to equipment upgrades. Each line contributes to the system’s overall safety, focusing on creating an infrastructure that is both resilient and adaptable.

Safety Records and Documentation: A Foundation for Accountability

The in-service SMS relies on a foundation of well-maintained records. Documents such as the System Requirements Document, Through Life Management Plan, and Project Safety Management Plan with RACI (Responsible, Accountable, Consulted, Informed) charts support clear communication and accountability among stakeholders. Comprehensive documentation is essential for tracking compliance, reviewing safety measures, and justifying safety performance in the event of an audit.

Potential Risks and Warnings

It’s crucial to establish the SMS requirements early in the project lifecycle. Without these, the project may face delays or even safety risks during operation. Other potential risks include gaps in safety roles or inadequate documentation. An outdated or insufficiently maintained SMS may allow lapses in safety that could result in operational hazards or accidents.

Ongoing Review and Development

The SMS must remain dynamic to handle evolving requirements. Major changes, such as equipment modifications or regulatory updates, require a thorough review of the SMS. This adaptive approach helps ensure that safety protocols evolve alongside the equipment, preventing oversights or outdated practices.

Timing for Effective SMS Implementation

An SMS should ideally be drafted early and continually updated as the project progresses. By staying aligned with project developments, it ensures a seamless transition to the in-service phase. A Responsible, Accountable, Consulted, Informed (RACI) chart outlines the responsibilities of every stakeholder, creating a structured approach to safety management. Regular updates also ensure that each stage of the project reflects current safety standards.

Conclusion

For military equipment, safety isn’t a one-time effort but an ongoing commitment. An In-Service Safety Management System provides a comprehensive framework that maintains, monitors, and evolves safety practices, ensuring the safety of both the equipment and the personnel who rely on it.

Required Inputs

This procedure for the Safety Case and Safety Case Report requires inputs from:

- Outputs from Procedure SMP01 – Safety Initiation;

- Outputs from Procedure SMP02 – Safety Committee;

- Outputs from Procedure SMP03 – Safety Planning;

- Outputs from Procedure SMP04 – Preliminary Hazard Identification and Analysis;

- Outputs from Procedure SMP05 – Hazard Identification and Analysis;

- Outputs from Procedure SMP06 – Risk Estimation;

- Outputs from Procedure SMP07 – Risk and ALARP Evaluation;

- Outputs from Procedure SMP08 – Risk Reduction;

- Outputs from Procedure SMP09 – Risk Acceptance;

- Outputs from Procedure SMP10 – Safety Requirements and Contracts;

- Outputs from Procedure SMP11 – Hazard Log;

- Outputs from Procedure SMP12 - Safety Case and Safety Case Report.

This procedure should draw on information in the following documents, and it should also define changes that should be made to their content:

- Through-Life Management Plan;

- Integrated Test, Evaluation and Acceptance Plan;

- Project Safety Management Plan including RACI (Responsible, Accountable, Consulted, Informed) chart;

- Safety Management System Manuals of stakeholders (e.g. Delivery Teams, Delivery Teams providing sub-systems, Users, authorities responsible for safe storage, transportation, disposal, inspection, audit, incident investigation etc.);

- Customer/Supplier Agreements (or similar) defining interfaces and responsibilities for certain Safety Management activities.

Required Outputs

Safety Management System Documentation

The In-Service Safety Management System arrangements should be recorded in various places because of the many authorities involved. For instance, the Safety Management System manuals of different Delivery Teams, user authorities, contractors and support authorities should contain relevant information as well as other documents recording arrangements for Incident and Accident reporting and investigation.

The principal means of bringing together this information should be through the Safety Management Plan and its RACI chart, defining the involvement of the different authorities.

The Project Safety Case should contain a description of the In-Service Safety Management System in operation to ensure that the safety performance of the equipment is achieved and sustained through life.

Meet the Author

Learn safety engineering with me, an industry professional with 25 years of experience, I have:

•Worked on aircraft, ships, submarines, ATMS, trains, and software;

•Tiny programs to some of the biggest (Eurofighter, Future Submarine);

•In the UK and Australia, on US and European programs;

•Taught safety to hundreds of people in the classroom, and thousands online;

•Presented on safety topics at several international conferences.
#DefStanSafetyManagementSystem #EquipmentLifecycleSafety #InServiceSafetyManagement #MilitarySafetyProtocols #RiskManagementinService #SafetyCaseDocumentation #SafetyControlsMilitaryEquipment
Simon Di Nucci https://www.safetyartisan.com/?p=4133

System Safety Risk Assessment

Learn about System Safety Risk Assessment with The Safety Artisan.



In this module, we're going to look at how we deal with the complexity of the real world. We do a formal risk analysis because real-world scenarios are complex. The Analysis helps us to understand what we need to do to keep people safe. Usually, we have some moral and legal obligation to do it as well. We need to do it well to protect people and prevent harm to people.



You Will Learn to:



- Explain what a system safety approach is and does; and



- Define what a risk analysis program is; 



https://youtu.be/l3MLQQH7lxY

System Safety Risk Analysis.



Topics: System Safety Risk Assessment



Aim: How do we deal with real-world complexity?



- What is System Safety?



- The Need for Process;



- A Realistic, Useful, Powerful process:



- Context, Communication & Consultation; and



- Monitoring & Review, Risk Treatment.



- Required Risk Reduction.



Transcript: System Safety Risk Assessment



Click here for the Transcript on System Safety Risk Assessment

In this module, on System Safety Risk Assessment, we're going to look at how we deal with the complexity of the real world. We do a formal risk analysis because real-world scenarios are complex. The Analysis helps us to understand what we need to do to keep people safe. Usually, we have some moral and legal obligation to do it as well. We need to do it well to protect people and prevent harm to people.



What is System Safety?



To start with, here’s a little definition of system safety. System safety is the application of engineering and management principles, criteria, and techniques to achieve acceptable risk within a wider context. This wider context is operational effectiveness - We want our system to do something. That's why we're buying it or making it. The system has got to be suitable for its use. We've got some time and cost constraints and we've got a life cycle. We can imagine we are developing something from concept, from cradle to grave.



And what are we developing? We're developing a system. An organization of hardware, (or software) material, facilities, people, data and services. All these pieces will perform a designated function within the system. The system will work within a stated or defined operating environment. It will work with the intention to produce specified results.



We've got three things there. We've got a system. We've got the operating environment within which it works- or designed to work. And we have the thing that it's supposed to produce; its function or its application. Why did we buy it, or make, it in the first place? What's it supposed to do? What benefits is it supposed to bring humankind? What does it mean in the context of the big picture?



That's what a system is. I'm not going to elaborate on systems theory or anything like that. That's a whole big subject on its own. But we're talking about something complex. We're not talking about a toaster. It's not consumer goods. It's something complicated that operates in the real world. And as I say, we need to understand those three things - system, environment, purpose - to work out Safety.



We Need A Process



We've sorted our context. How is all this going to happen? We need a process. In the standard that we're going to look at in the next module, we have an eight-element process. As you can see there, we start with documenting our approach. Then we identify and document hazards. We document everything according to the standard so forget that.



We assess risk. We plan how we're going to mitigate the risk. We identify risk mitigation measures or controls as there are often known. Then we apply those controls to reduce risk. We verify and confirm that the risk reduction that we have achieved, or that we believe we will achieve. And then we got to get somebody to accept that risk. In other words, to say that it is an acceptable level of risk. That we can put up with this level of risk in exchange for the benefits that the system is going to give us. Finally, we need to manage risk through the entire lifecycle of the system until we finally get rid of it.



The key point about this is whatever process we follow, we need to approach it with rigor. We stick to a systematic process. We take a structured and rigorous approach to looking at our system.



And as you can see there from the arrows, every step in the eight-element sequence flows into the next step. Each step supports and enables the following steps. We document the results as we go. However, even this example is a little bit too simple.



A More Realistic Process



So, let's get a more realistic process. What we've got here are the same things we’ve had before. We've established the context at the beginning. Next, there’s risk assessment. Risk assessment consists of risk identification, risk analysis, and risk evaluation. It asks ‘Where are we?’ in relation to a yardstick or framework that categorizes risk. The category determines whether a risk is acceptable or not.



After determining whether the risk is acceptable or not, we may need to apply some risk treatment. Risk Treatment will reduce the risk further. By then we should have the risk down to an acceptable level.



So, that's the straight-through process, once through. In the real world, we may have to go around this path several times. Having treated the risk over a period of time, we need to monitor and review it. We need to make sure that the risk turns out, in reality, to be what we estimated it to be. Or at least no worse. If it turns out to be better- Well, that's great!



And on that monitoring and review cycle, maybe we even need to go back because the context has changed. These changes could include using the system to do something it was not designed to do. Or modifying the system to operate in a wider variety of environments. Whatever it might be, the context has changed. So, we need to look again at the risk assessment and go round that loop again.



And while we're doing all that, we need to communicate with other people. These other people include end-users, stakeholders, other people who have safety responsibilities. We need to communicate with the people who we have to work with. And we have to consult people. We may have to consult workers. We may have to consult the public, people that we put at risk, other duty holders who hold a duty to manage risk. That's our cycle. That's more realistic. In my experience as a safety engineer, this is much more realistic. A once-through process often doesn't cut it.



Required Risk Reduction



We're doing all this to drive risk down to an acceptable level. Well, what do we mean by that? Well, there are several different ways that we can do this, and I've got to illustrate it here. On the left-hand side of the slide, we have what's usually known as the ALARP triangle. It’s this thing that looks a bit like a carrot where the width of the triangle indicates the amount of risk. So, at the top of the triangle, we've got lots of risks. And if you're in the UK or Australia where I live, this is the way it's done. So there will be some level of risk that is intolerable. Then if the risk isn't intolerable, we can only tolerate it or accept it if it is ALARP or SFARP. And ALARP means that we've reduced the risk as low as reasonably practicable. And SFARP means so far as is reasonably practicable. Essentially, they’re the same thing - reasonably practical.



We must ensure that we have applied all reasonably practicable risk reduction measures. And once we've done so, if we're in this tolerable or acceptable region, then we can live with the risk. The law allows us to do that.



That's how it's done in the UK and Australia. But in other jurisdictions, like the USA, you might need to use a different approach. A risk matrix approach as we can see on the right-hand side of this slide. This particular risk matrix is from the standard we're about to look at. And we could take that and say, ‘We've determined what the risk is. There is no absolute limit on how much risk we can accept. But the higher the risk, the more senior level of sign-off from management we need’. In effect, you are prioritizing the risk. So you only bring the worst risks to the attention of senior management. You are asking  ‘Will you accept this? Or are you prepared to spend the money? Or will you restrict the operational system to reduce the risk?’. This is good because it makes people with authority consider risks. They are responsible and need to make meaningful decisions.



In short, different approaches are legal in different jurisdictions.



Summary of Module



In Module Two, we've asked ourselves, ‘How can we deal with real-world complexity?’. And one way that's developed to do that is System Safety. System Safety is where we take a systematic approach to safety. This approach applies to both the system itself - the product - and the process of System Safety.



We address product and process. We need that rigorous process to give us confidence that what we've done is good enough. We have a realistic, useful and powerful process that enables us to put things in context. It helps us to communicate with everyone we need to, to consult with those that we have a duty to consult with. And also, we put around the basic risk process, this monitoring and review. And of course, we analyze risk to reduce it to acceptable levels. So we've got to treat the risk or reduce it or control it in some way to get it to those acceptable levels. In the end, it's all about getting that required risk reduction to work. That reduction makes the risk acceptable to expose human beings to, for the benefit that it will give us.



This is Module 2 of SSRAP



This is Module 2 from the System Safety Risk Assessment Program (SSRAP) Course. Risk Analysis Programs – Design a System Safety Program for any system in any application. You can access the full course here.



You can find more introductory lessons at Start Here.

#howtoriskassessment #howtoriskassessmentanalysis #learnriskassessment #learnriskassessmentanalysis #riskassess #riskassessment #riskassessmentanalysistechnique #riskassessmentanalysistraining #riskassessmentanalysistutorial #riskassessmenteducation #riskassessmentequation #riskassessmentguide #riskassessmentkeypoints #riskassessmentoutline #riskassessmentquestionstoask #riskassessmentskills #riskassessmenttechnique #riskassessmenttraining #riskassessmenttutorial #riskassessmentvideo #riskmanagement31000pdf

Simon Di Nucci https://www.safetyartisan.com/2021/03/13/ssrap-module-2-system-safety-risk-analysis/

FAQ

FAQ: Frequently Asked Questions. Okay, so you can look up the common meanings of words in a dictionary. But that doesn't really explain what those technical terms really mean, does it? Here's what I think, based on 20+ years of experience of both doing and teaching.



FAQ: Safety



'Why Safety?' Questions



how safety is important, why safety is important, why safety matters, safety is key, what safety means to me.



The ILO estimates that some 2.3 million women and men around the world succumb to work-related accidents or diseases every year; this corresponds to over 6000 deaths every single day. Worldwide, there are around 340 million occupational accidents and 160 million victims of work-related illnesses annually. International Labour Organisation, UN, 12 Dec 2020



Safety is important because we need to protect people from physical and psychological harm. It's the right thing to do. In most countries, it is also the law, and there may be severe penalties for those who cause harm to others, or even just for exposing them to certain risks. I can tell you that just being investigated for a safety breach is a highly disruptive and unpleasant experience - I've seen it happen. Accidents are also VERY expensive.



However, I don't like trying to frighten people into complying with the law. It leads to defensive and poor decision making and it saps people's confidence. That's not what I want to happen. I prefer to point out that building safety into the earliest stages of a project is much cheaper and more effective than trying to add it later.



Start learning how to do that in the free lesson System Safety Concepts.



System Safety Questions

is system safety, system safety is, what's system safety, what is system safety management, what is system safety assessment, what is a system safety program plan, what is safety system of work, , what's system safety, which active safety system, why system safety, system safety faa, system safety management, system safety management plan, system safety mil std, system safety methodology, system safety mil-std-882d, system safety mil-std-882e, system safety program plan, system safety process, system safety ppt system safety principles, system safety perspective, system safety precedence, system safety analysis, system safety analysis handbook, system safety analysis techniques, system safety courses, system safety assessment



Start learning how to do that in the lessons on System Safety Concepts, System Safety Principles, and the series on System Safety Analysis Topic Page.



System Safety Engineering Questions

What is system safety engineering, system safety engineering, system safety engineer jobs, system safety engineer salary, system safety engineering and risk assessment, system safety engineering and management pdf, system safety engineering and management, system safety engineering course



Find information about System Safety Engineering in the posts, below:



FAQ: Risk



'What is Risk?' Questions

risk can be defined as, risk definition, risk can involve, risk can be quantified as low medium and, risk can be measured by, risk can be classified as, risk can be identified in, risk is measured by assessing the, risk is measured by assessing the and the of harm, risk is defined as, risk is equal to what, risk is a function of the, risk is a product of probability of occurrence and, how risk is measured, how risk is calculated



For a recap of Risk Basics see Module 1 of my Udemy course here



Risk Management Questions

why risk management, why risk management is important, why risk management is important in project management, why risk management plan is important, why risk management is important for business, why risk management matters, are risk management, are risk management services, is risk management important, is risk management framework, is risk management effective, can risk management be outsourced, can risk management increase risk, can risk management create value, how can risk management help companies, how can risk management be improved, how can risk management improve performance, how risk management improve organization performance, how risk management works, how risk management help you, how risk management helps, how risk management plans can be monitored, how risk management help us, how risk management add value to a firm, how risk management developed, what risk management do, what risk management means, what risk management is, what risk management is not, where risk management, which risk management certification is best, which risk management principle is best demonstrated, which risk management technique is considered the best, which risk management handling technique is an action, which risk management techniques, who risk management guidelines, who risk management, who risk management framework, who risk management tool, who risk management plan, who risk management strategies, will risk management be automated, how will risk management help you, how will this risk management plan be monitored, risk management will reduce, risk management will



Find articles on risk management, below:



Risk Assessment Questions

are risk assessments a legal requirement, are risk assessments mandatory, are risk assessments effective, are risk assessments legally binding, what risk assessments do i need, what risk assessment, Risk assessment, when risk assessment should be reviewed, why risk assessment is important, why risk assess, how risk assessments are monitored and reviewed, how risk assessment is done



For answers to questions about Risk Assessment see my Udemy course here



Simon Di Nucci https://www.safetyartisan.com/faq/

Comprehensive Project Safety Management Plans: A Guide
Comprehensive Project Safety Management Plans. Safety is a critical element in any large-scale project, especially in the context of defense and complex systems. One essential tool for managing safety is a Safety Management Plan (SMP). In this article, we’ll break down the process and structure of an effective SMP, highlighting its objectives, content, and how to ensure its successful implementation.

Comprehensive Project Safety Management Plans: Introduction

Definitions

A Safety Management Plan is defined as:

“A document that defines the strategy for addressing safety and documents the Safety Management System for a specific project.”UK MoD Defence Standard 00-56

In other words, an SMP serves as a structured approach to managing safety across a project’s lifecycle, ensuring that all risks are identified, analyzed, and mitigated effectively.

Objectives

The core objectives of a Project Safety Management Plan are twofold:

- Ensuring Safety Performance: The plan guarantees that the system remains safe throughout its entire lifecycle.

- Maintaining Assurance: It provides the necessary information to demonstrate that safety objectives are being met continuously.

- Achieving these goals requires a coordinated, structured approach that integrates risk management and establishes clear safety requirements right from the start.

SMP in Practice: Contractor vs. Enterprise Project

Each organization involved in the project—whether it’s the Enterprise Project or a contractor—must produce a distinct SMP that outlines their safety activities. Though separate, these plans should align with each other and the overall project goals. This integration is crucial as safety activities span system development, trials, and any necessary safety approvals.

The SMP discussed here focuses specifically on the Enterprise Project’s plan, which acts as the guiding document for all safety management activities.

Procedure and Methodology

Establishing the Safety Management Framework

The SMP outlines the strategy for ensuring safety and documents the Safety Management System for a particular project. It’s more than just a checklist—it’s a comprehensive program that captures safety timescales, milestones, and other relevant data.

Key areas to be addressed in an SMP include:

- General Equipment Safety: An overarching review of the equipment’s safety features.

- System-Specific Requirements: For example, airworthiness or ship-specific hazards.

- Occupational Safety: Encompassing manual handling, packaging, transport, and more.

- Operational Safety: Ensuring safe procedures during the use phase.

- Maintenance Safety: Guidelines for repair and maintenance activities.

- Training and Disposal: Safety considerations for personnel training and end-of-life disposal of the system.

Creating a Tailored Safety Strategy

No two projects are identical, and neither should their SMPs be. Each plan must be custom-designed to fit the specific project requirements, ensuring a safety strategy that is practical and achievable.

Structuring the SMP: Essential Elements

An effective SMP should contain the following sections:

- Outline Description: Clearly defines the equipment, its purpose, operational environment, and expected capabilities.

- Safety Management System: Details the system’s objectives, managerial tasks, and responsible organizations.

- Responsibilities and Resources: Identifies key personnel and defines their roles through a RACI chart (Responsible, Accountable, Consulted, Informed).

- Audit Arrangements: Outlines internal and independent audit processes.

- Requirements and Acceptance Criteria: Defines safety requirements, targets, and the standards by which success will be measured.

- Safety Case Scope and Strategy: Lays out the assessment strategy and techniques to control hazards.

- Safety Programme: A comprehensive work plan linked to the Through Life Management Plan.

An example template for structuring your SMP can be found in Annex A. Refer to Annex B for a sample RACI chart to guide accountability and communication.

Warnings and Potential Project Risks

The SMP is the linchpin of project safety management. If not accurately maintained, the project may face unforeseen delays, increased costs, or compromised safety performance.

Common Pitfalls:

- Inadequate Detail: Missing out on key safety activities can lead to delays and escalated costs.

- Outdated Information: Failing to keep the SMP updated can result in misalignment with the actual safety activities.

- Insufficient Review: Lack of endorsement by the Project Safety Committee (PSC) may mean the plan does not accurately reflect stakeholder responsibilities.

These risks underscore the importance of a thorough, continuously updated SMP.

Procedure Completion and Review

The Project Safety Committee (PSC) is responsible for drafting, endorsing, and reviewing the SMP, ensuring that safety requirements and acceptance criteria are clearly defined and agreed upon by all parties.

Timing:

- Initial Production: Start as early as the Concept stage.

- Ongoing Updates: Review and update the SMP regularly, especially during key project milestones.

The SMP should be a living document that evolves as new information arises or project requirements change.

Safety Planning: Required Inputs

This procedure for Safety Planning requires inputs from:

- Outputs from procedure SMP01 – Safety Initiation;

- Outputs from procedure SMP02 – Safety Committee.

These inputs should be integrated with other management plans throughout the acquisition cycle.

Outputs:

The SMP’s outputs should feed into several project documents, including:

- System Requirements Document: Capture specific safety needs.

- Customer Supplier Agreement: Document mutual agreements on safety deliverables.

- Through Life Management Plan: Align with long-term safety management.

- Business Case Submissions: Support safety-related elements in decision-making processes.

All meeting minutes should reflect decisions made regarding the SMP’s development and up-issue.

Conclusion

The Safety Management Plan is the cornerstone of safety assurance in complex projects. Properly implemented, it serves as a robust framework to manage safety risks, ensure compliance, and maintain confidence in the system’s safety performance throughout its lifecycle.

By following the structure and content outlined in this guide, project teams can create a comprehensive, effective SMP that aligns with the highest standards of safety management.d up-issue.

Safety Planning: Annex A - Template for a Safety Management Plan

TITLE

Title of equipment or system to be procured with Requirement reference number.

DESCRIPTION

A brief description of the project including its purpose and the environment it is to operate in. The scope of the project and interfaces with other equipment are also to be identified.

INVOLVEMENT OF SPECIALIST SAFETY ADVISORS

List any specialist advisors who need to be involved in the program and send them a copy of this plan where required. Such advisers should include internal advisors, external regulators, or statutory bodies that provide advice.

PROJECT SAFETY MANAGEMENT SYSTEM

A description of the Safety Management System within the Enterprise delivery team to include:

- The aims and objectives of the safety management system;

- Technical tasks to be undertaken and organization responsible for implementing them;

- Identification of project staff with responsibility for carrying out safety tasks. Include those who are to be issued with letters of delegation;

- Cross-refer to any relevant project safety documents or reports;

- A regime for internal or independent audits of the safety management system;

- Details of the project safety panel;

- Responsibilities, resources, and interfaces with Enterprise, contractor, and specialist advisors;

- Safety reviews, feedback, and reporting procedures;

- Transfer arrangements;

- Design changes;

- Contractor’s trials.

SAFETY REQUIREMENTS

- Safety requirements arising from legislation;

- Enterprise Certification requirements;

- Acceptance criteria;

- Safety requirements from the Requirement or;

- Safety targets;

- Safety-related standards to be applied e.g. British Standards, Defence Standards, International Standards or overseas standards.

PROGRAMME OF WORK

Identify the tasks that will enable the safety requirements to be met and develop this into a schedule of work on a Gantt or PERT chart, linked to key stages in the Through Life Management Plan.

SAFETY CASE STRATEGY

This strategy should support the program of work above. It will give consideration to the types of analyses and testing to be carried out. It will define the scope of work of the safety case and the interfaces with associated equipment safety cases.

APPROVAL

This plan will be approved by a person with delegated authority.

DISTRIBUTION

Plan to be distributed to the management area with responsibility for in-service support. The plan will also be distributed to teams procuring equipment with which the project interfaces and or interacts.

Annex B - RACI Chart example

The SMP should contain a RACI Chart to define which authority is Responsible, Accountable, Consulted, or Informed for each of the activities in the Safety Programme. A simple example is given below:

ActivitySafety Delegation HolderProject Safety ManagerIndependent Safety AuditorContractor Project Safety EngineerEquipment UserSafety Case PreparationARIRISafety Case EndorsementAIRIIHazard Log AdministrationAI-R-Safety Requirements PreparationAR-RC

Key: R – Responsible; A – Accountable; C – Consulted; I - Informed

Acknowledgment of Copyright

In this article, I have used material from a UK Ministry of Defence guide, reproduced under the terms of the UK’s Open Government Licence.

Comprehensive Project Safety Management Plans: What are Your Questions?
#functionalsafetymanagementplanexample #gassafetymanagementplan #healthandsafetymanagementplandoc #healthandsafetymanagementplanexample #healthandsafetymanagementplantemplatenz #healthsafetymanagementplantemplate #ohssafetymanagementplan #safetymanagementplandefinition #safetymanagementplanexample #safetymanagementplanforconstruction #safetymanagementplaninmines #safetymanagementplantemplateqld #sitesafetymanagementplanexample #thelifesafetymanagementplanprovidesinformationandguidelinesforwhichofthefollowing #whatisthepurposeofasafetymanagementsystem
Simon Di Nucci https://www.safetyartisan.com/?p=2507

Comprehensive Project Safety Management Plans: A Guide
Comprehensive Project Safety Management Plans. Safety is a critical element in any large-scale project, especially in the context of defense and complex systems. One essential tool for managing safety is a Safety Management Plan (SMP). In this article, we’ll break down the process and structure of an effective SMP, highlighting its objectives, content, and how to ensure its successful implementation.

Comprehensive Project Safety Management Plans: Introduction

Definitions

A Safety Management Plan is defined as:

“A document that defines the strategy for addressing safety and documents the Safety Management System for a specific project.”UK MoD Defence Standard 00-56

In other words, an SMP serves as a structured approach to managing safety across a project’s lifecycle, ensuring that all risks are identified, analyzed, and mitigated effectively.

Objectives

The core objectives of a Project Safety Management Plan are twofold:

- Ensuring Safety Performance: The plan guarantees that the system remains safe throughout its entire lifecycle.

- Maintaining Assurance: It provides the necessary information to demonstrate that safety objectives are being met continuously.

- Achieving these goals requires a coordinated, structured approach that integrates risk management and establishes clear safety requirements right from the start.

SMP in Practice: Contractor vs. Enterprise Project

Each organization involved in the project—whether it’s the Enterprise Project or a contractor—must produce a distinct SMP that outlines their safety activities. Though separate, these plans should align with each other and the overall project goals. This integration is crucial as safety activities span system development, trials, and any necessary safety approvals.

The SMP discussed here focuses specifically on the Enterprise Project’s plan, which acts as the guiding document for all safety management activities.

Procedure and Methodology

Establishing the Safety Management Framework

The SMP outlines the strategy for ensuring safety and documents the Safety Management System for a particular project. It’s more than just a checklist—it’s a comprehensive program that captures safety timescales, milestones, and other relevant data.

Key areas to be addressed in an SMP include:

- General Equipment Safety: An overarching review of the equipment’s safety features.

- System-Specific Requirements: For example, airworthiness or ship-specific hazards.

- Occupational Safety: Encompassing manual handling, packaging, transport, and more.

- Operational Safety: Ensuring safe procedures during the use phase.

- Maintenance Safety: Guidelines for repair and maintenance activities.

- Training and Disposal: Safety considerations for personnel training and end-of-life disposal of the system.

Creating a Tailored Safety Strategy

No two projects are identical, and neither should their SMPs be. Each plan must be custom-designed to fit the specific project requirements, ensuring a safety strategy that is practical and achievable.

Structuring the SMP: Essential Elements

An effective SMP should contain the following sections:

- Outline Description: Clearly defines the equipment, its purpose, operational environment, and expected capabilities.

- Safety Management System: Details the system’s objectives, managerial tasks, and responsible organizations.

- Responsibilities and Resources: Identifies key personnel and defines their roles through a RACI chart (Responsible, Accountable, Consulted, Informed).

- Audit Arrangements: Outlines internal and independent audit processes.

- Requirements and Acceptance Criteria: Defines safety requirements, targets, and the standards by which success will be measured.

- Safety Case Scope and Strategy: Lays out the assessment strategy and techniques to control hazards.

- Safety Programme: A comprehensive work plan linked to the Through Life Management Plan.

An example template for structuring your SMP can be found in Annex A. Refer to Annex B for a sample RACI chart to guide accountability and communication.

Warnings and Potential Project Risks

The SMP is the linchpin of project safety management. If not accurately maintained, the project may face unforeseen delays, increased costs, or compromised safety performance.

Common Pitfalls:

- Inadequate Detail: Missing out on key safety activities can lead to delays and escalated costs.

- Outdated Information: Failing to keep the SMP updated can result in misalignment with the actual safety activities.

- Insufficient Review: Lack of endorsement by the Project Safety Committee (PSC) may mean the plan does not accurately reflect stakeholder responsibilities.

These risks underscore the importance of a thorough, continuously updated SMP.

Procedure Completion and Review

The Project Safety Committee (PSC) is responsible for drafting, endorsing, and reviewing the SMP, ensuring that safety requirements and acceptance criteria are clearly defined and agreed upon by all parties.

Timing:

- Initial Production: Start as early as the Concept stage.

- Ongoing Updates: Review and update the SMP regularly, especially during key project milestones.

The SMP should be a living document that evolves as new information arises or project requirements change.

Safety Planning: Required Inputs

This procedure for Safety Planning requires inputs from:

- Outputs from procedure SMP01 – Safety Initiation;

- Outputs from procedure SMP02 – Safety Committee.

These inputs should be integrated with other management plans throughout the acquisition cycle.

Outputs:

The SMP’s outputs should feed into several project documents, including:

- System Requirements Document: Capture specific safety needs.

- Customer Supplier Agreement: Document mutual agreements on safety deliverables.

- Through Life Management Plan: Align with long-term safety management.

- Business Case Submissions: Support safety-related elements in decision-making processes.

All meeting minutes should reflect decisions made regarding the SMP’s development and up-issue.

Conclusion

The Safety Management Plan is the cornerstone of safety assurance in complex projects. Properly implemented, it serves as a robust framework to manage safety risks, ensure compliance, and maintain confidence in the system’s safety performance throughout its lifecycle.

By following the structure and content outlined in this guide, project teams can create a comprehensive, effective SMP that aligns with the highest standards of safety management.d up-issue.

Safety Planning: Annex A - Template for a Safety Management Plan

TITLE

Title of equipment or system to be procured with Requirement reference number.

DESCRIPTION

A brief description of the project including its purpose and the environment it is to operate in. The scope of the project and interfaces with other equipment are also to be identified.

INVOLVEMENT OF SPECIALIST SAFETY ADVISORS

List any specialist advisors who need to be involved in the program and send them a copy of this plan where required. Such advisers should include internal advisors, external regulators, or statutory bodies that provide advice.

PROJECT SAFETY MANAGEMENT SYSTEM

A description of the Safety Management System within the Enterprise delivery team to include:

- The aims and objectives of the safety management system;

- Technical tasks to be undertaken and organization responsible for implementing them;

- Identification of project staff with responsibility for carrying out safety tasks. Include those who are to be issued with letters of delegation;

- Cross-refer to any relevant project safety documents or reports;

- A regime for internal or independent audits of the safety management system;

- Details of the project safety panel;

- Responsibilities, resources, and interfaces with Enterprise, contractor, and specialist advisors;

- Safety reviews, feedback, and reporting procedures;

- Transfer arrangements;

- Design changes;

- Contractor’s trials.

SAFETY REQUIREMENTS

- Safety requirements arising from legislation;

- Enterprise Certification requirements;

- Acceptance criteria;

- Safety requirements from the Requirement or;

- Safety targets;

- Safety-related standards to be applied e.g. British Standards, Defence Standards, International Standards or overseas standards.

PROGRAMME OF WORK

Identify the tasks that will enable the safety requirements to be met and develop this into a schedule of work on a Gantt or PERT chart, linked to key stages in the Through Life Management Plan.

SAFETY CASE STRATEGY

This strategy should support the program of work above. It will give consideration to the types of analyses and testing to be carried out. It will define the scope of work of the safety case and the interfaces with associated equipment safety cases.

APPROVAL

This plan will be approved by a person with delegated authority.

DISTRIBUTION

Plan to be distributed to the management area with responsibility for in-service support. The plan will also be distributed to teams procuring equipment with which the project interfaces and or interacts.

Annex B - RACI Chart example

The SMP should contain a RACI Chart to define which authority is Responsible, Accountable, Consulted, or Informed for each of the activities in the Safety Programme. A simple example is given below:

ActivitySafety Delegation HolderProject Safety ManagerIndependent Safety AuditorContractor Project Safety EngineerEquipment UserSafety Case PreparationARIRISafety Case EndorsementAIRIIHazard Log AdministrationAI-R-Safety Requirements PreparationAR-RC

Key: R – Responsible; A – Accountable; C – Consulted; I - Informed

Acknowledgment of Copyright

In this article, I have used material from a UK Ministry of Defence guide, reproduced under the terms of the UK’s Open Government Licence.

Comprehensive Project Safety Management Plans: What are Your Questions?
#functionalsafetymanagementplanexample #gassafetymanagementplan #healthandsafetymanagementplandoc #healthandsafetymanagementplanexample #healthandsafetymanagementplantemplatenz #healthsafetymanagementplantemplate #ohssafetymanagementplan #safetymanagementplandefinition #safetymanagementplanexample #safetymanagementplanforconstruction #safetymanagementplaninmines #safetymanagementplantemplateqld #sitesafetymanagementplanexample #thelifesafetymanagementplanprovidesinformationandguidelinesforwhichofthefollowing #whatisthepurposeofasafetymanagementsystem
Simon Di Nucci https://www.safetyartisan.com/?p=2507

Risk Analysis Programs

Risk Analysis Programs - Design a System Safety Program for any system in any application.



https://youtu.be/rEjfdX34t-4

Introduction to the System Safety Risk Analysis Programs Course.



Risk Analysis Programs: Learning Objectives



At the end of this course, you will be able to:



- Describe fundamental risk concepts;



- Explain what a system safety approach is and does;



- Define what a risk analysis program is;



- List the hazard analysis tasks that make up a program;



- Select tasks to meet your needs;



- Design a tailored analysis program for any application; and



- Know how to get more information and resources.



get the full course



Risk Analysis Programs: Transcript



Introduction



Hello and welcome to this course on Systems Safety Risk Analysis Programs. I'm Simon Di Nucci, The Safety Artisan, and I've been a safety engineer and consultant for over 20 years.



I've worked on a wide range of safety programs doing risk analysis on all kinds of things. Ships, planes, trains, air traffic management systems, software systems, you name it. I've worked in the U.K., in Australia, and on many systems from the US.



I've also trained hundreds of people on safety. And now I'vegot the opportunity to share some of that knowledge with you online.



So, what are the benefits of this course?



First of all, you will learn about basic concepts. About system safety, what it is, and what it does. You will know how to apply a risk analysis program to a very complex system and how to manage that complexity. So, that's what you'll know.



At the end of the course, you will also be able to do things that you might not have been able to do before. You will be able to take the elements of a risk analysis program and the different tasks. Select the right tasks and form a program to suit your application, whatever it might be.



You might have a full, high-risk bespoke development system. Or take a commercial system off the shelf and do something new with it. You might be taking a product and using it in a new application or a new location. Whatever it might be, you will learn how to tailor your risk analysis program.



This program will give you the analyses you need, to meet your legal and regulatory requirements. Once you've learned how to do this, you can apply it to almost any system.



Finally, you will feel confident doing this. I will be interpreting the terminology used in the tasks and applying my experience. So, instead of reading the standard and being unsure of your interpretation, you can be sure of what you need to do. Also, I will show you how you can get good results and avoid some of the pitfalls.



So, these are the three benefits of the program:



- You will know what to do.



- You will be able to do things, and …



- You'll be feeling confident doing the tasks.



At the end of the course, I will also show you where to find further resources. There are free resources to choose from. But there are also paid resources for those who want to take their studies to the next level. I hope you enjoy the course.



Get the supporting safety analysis courses here.



Meet the Author



Learn safety engineering with me, an industry professional with 25 years of experience, I have:



•Worked on aircraft, ships, submarines, ATMS, trains, and software;



•Tiny programs to some of the biggest (Eurofighter, Future Submarine);



•In the UK and Australia, on US and European programs;



•Taught safety to hundreds of people in the classroom, and thousands online;



•Presented on safety topics at several international conferences.

#RiskAssessment #riskassess #riskassessInternettutorial #riskassessBest #riskassessBuy #riskassessFreetutorial #riskassessGet #riskassessGuide #riskassessHowto #riskassessImprove #riskassessInstruction #riskassessMethod #riskassessOnlinetutorial #riskassessReview #riskassessSolution #riskassessSolve #riskassessStudy #riskassessTechnique #riskassessThatworks #riskassessTips #riskassessTop #riskassessTraining #riskassessTutorial #riskassessValue #riskassessVideo

Simon Di Nucci https://www.safetyartisan.com/2021/01/28/risk-analysis-programs/

Guide to Establishing and Running a Project Safety Committee (PSC)
Our Second Safety Management Procedure is the Project Safety Committee. Okay, so committees are not the sexiest subject, but we need to get stakeholders together to make things happen!

Project Safety Committee: Introduction

In safety-critical industries such as defense, aerospace, and engineering, maintaining a robust safety management system (SMS) is paramount. A Project Safety Committee (PSC) plays a vital role in overseeing, coordinating, and ensuring safety compliance throughout the lifecycle of equipment and systems. This guide will explore the role, objectives, and procedures of a PSC, as defined in UK Def Stan 00-56, and provide insights on how to structure and run a PSC effectively.

What is a Project Safety Committee (PSC)?

A Safety Committee is defined as:

A group of stakeholders that exercises, oversees, reviews and endorses safety management and safety engineering activities.Def Stan 00-56

Simply put, the PSC is a formal body composed of experts and decision-makers from various disciplines, convened to ensure that safety-related decisions are well-founded, thoroughly vetted, and correctly implemented.

Objectives of a PSC

The key objectives of a PSC are to ensure effective coordination, agreement, and proper response from those with safety responsibilities. Specifically, the PSC achieves the following:

- Coordination of Safety Issues: The PSC acts as a platform where all stakeholders responsible for safety management can ensure coordination on safety issues, eliminating silos.

- Access to Knowledge: It provides decision-makers with access to relevant knowledge and expertise across different domains, including engineering, maintenance, user experience, and risk management.

- Oversight of the Safety Case: The PSC ensures competent oversight of the safety case throughout its development and maintenance.

- Audit Trail: keep detailed meeting records, and establish an audit trail showing that advice was sought and safety decisions were grounded in expertise.

The PSC should facilitate smaller working groups or sub-committees to address specific safety issues when necessary, ensuring that no aspect of the safety management process is overlooked.

In Australia, it is a legal requirement for those with safety responsibilities (Duty Holders) to consult, coordinate and cooperate with others. Other countries may use different terms for similar requirements. The bottom line is that it's a good idea!Top Tip

Project Safety Committee: Procedure

Membership of the PSC

The effectiveness of a PSC largely depends on its membership, which should include representatives with specific roles and expertise, as appropriate to the project. Typical members might include:

- Delivery Team Representatives (e.g., Project Safety Manager)

- Logistics Support Teams

- Equipment Support Teams

- Customer and User Representatives

- Prime Contractors and Subcontractors

- Design Organization

- Independent Safety Auditor

- Specialist Advisors

- Regulator / Safety Authority

- Safety and Environmental Protection Group

Moreover, it may also include contractors, consultants, and subject matter experts from other government departments or foreign defense bodies.

However, don't invite anybody and everybody 'just in case', as this devalues the PSC and its work. Top Tip

More information on PSC membership has been provided in Annex A - example Terms of Reference for a PSC.

Chair and Quorum

A critical element of any PSC is competent leadership. The PSC Chair must be a safety-competent individual holding formally-delegated authority for the program's safety tasks, typically defined in a Letter of Delegation. This document outlines the chairperson’s responsibilities and authority.

For a PSC to conduct its business, it must be quorate, meaning a minimum number of key members must be present. This quorum usually consists of:

- Delivery Team safety delegation holder

- Project Safety Manager

- Design organization representative

- Customer representative

- Safety Case author

If a quorum is not achieved, the meeting can still proceed, but decisions will only be implemented after receiving approval from the absent quorum members..

Quorum

In order for a PSC to make decisions concerning the safety of a capability or equipment, it should be declared quorate at the beginning of the meeting. In order for a PSC to be declared quorate, the following SQEP and authorized members should be in attendance:

- Delivery Team safety delegation holder

- Project Safety Manager

- Design organization

- Customer representative (Project Sponsor)

- Safety Case author

The quorate for a PSC can be expanded depending on the nature of the project. Details should be provided in the Project Safety Management Plan (SMP) or Terms of Reference.

If a quorum is not achieved, the meeting can still proceed, but decisions will only be implemented after receiving approval from the absent quorum members. 

This is a good point. PSCs don't always meet frequently, and getting some members to attend can be challenging. Nevertheless, it is important to keep moving forwards.Top Tip

Meeting Frequency and Structure

PSC meetings should be scheduled regularly, though the frequency will depend on the project’s complexity and phase. Typically, meetings occur more frequently during the early design and review stages, and less frequently once the system is in service.

For smaller projects, PSC activities can be integrated into broader project meetings, ensuring safety remains a specific agenda item. Larger or more complex projects may require dedicated PSC meetings with support from Working Groups to assess hazards or system integrity.

Working Level Support

Depending on the complexity of the project, one or more working groups may be established that support the PSC by assessing hazards or reviewing the integrity of specific systems. Integrity working groups could consider structure, propulsion or other electrical or mechanical systems, reporting significant issues to the PSC.

Role of the Safety Management Committee (SMC)

For large-scale projects or portfolios, a Safety Management Committee (SMC) may be established to manage multiple PSCs across similar systems. This ensures consistency in safety management policy and strategy across projects. The SMC will oversee the activities of individual PSCs, ensuring adherence to safety management plans (SMPs).

Figure 2.1 shows an example of a Safety Committee structure, together with the management documents that sit at the relevant committee level.

Figure 2.1 - Safety Committee Structure

Safety Committee Structure

Figure 2.1 represents an example of a Safety Committee structure, with supporting working groups and hazard reviews in place. Teams can modify the structure of the Safety Committees to suit the specific organization of the program. The emphasis should be on establishing a Safety Committee with suitable chairmanship and Terms of Reference.

The structure shown in Figure 2.1 would be suitable for a large Program managing several important projects. However, it is probably overkill for most projects. With committees, less is sometimes more.Top Tip

Project Safety Committee Authority and Competence

The chairman of the PSC should hold a Letter of Delegation detailing the authority for carrying out the safety management tasks on that program.

The PSC exists to provide information and specialist advice to those who have specific responsibility for safety management on an acquisition project so that they can reach informed decisions. The Project safety delegation holder should seek and consider relevant advice through the PSC but remain the decision-maker.

While not all members of the PSC need to have specific competence and experience in Safety Management, some committee members must have this competence and are consulted.  In addition to the safety delegation holder, whose competence must be established before their delegation being issued, other members of the PSC who must be safety competent would typically include the Project Safety Manager and the Independent Safety Auditor (if appointed).

As a minimum, the Project Safety Manager should have system safety competence at the practitioner level.  Competence requirements for the safety delegation holder will be defined in a relevant Assignment Specification.

The level of competence needed is driven by many factors - size, complexity, novelty - and this will be discussed under a post on 'Proportionality' (TBD). Top Tip

Where beneficial, combine committees for safety and environmental management activities. Align programs as far as possible and share data where relevant.

Where there are separate safety and environmental committees, these could meet consecutively over the morning and afternoon. Members and specialists should attend as appropriate to each.

The PSC covers groups of similar projects within a Delivery Team where common activities are required. Separate committees are better for very large, high risk or diverse projects within a Delivery Team.

The PSC meets regularly as a body, or its work is included as a permanent item in another forum (in this instance care should be taken that all relevant parties are included), or simply through written communications. This last option is less desirable because there is no opportunity for direct interaction.

Record-Keeping and Documentation

Accurate record-keeping is vital to ensure transparency, accountability, and auditability. PSC meeting minutes should document:

- Attendees

- Key discussions

- Advice and recommendations

- Decisions made

- Agreed actions

These records often feed into larger project documentation, such as the System Requirements Document, Through Life Management Plan, and Safety Management System (SMS).

Review and Agreement of Safety Documents

A key PSC function is reviewing safety documents and advising the safety delegation holder on their suitability. Agreement can be recorded formally via document sign-offs or recommendations in PSC minutes. This process ensures that all safety documentation, including the Safety Case, meets the required standards before formal approval and implementation.

Risks and Pitfalls

Failure to establish or effectively run a PSC can lead to significant risks for a project, including:

- Incomplete stakeholder engagement, leading to safety requirements not being adequately defined.

- Inappropriate safety activities, if the PSC does not review and approve the SMP.

- Infrequent meetings, potentially delaying issue identification, risking project time and cost.

- Lack of clear authority, causing confusion between Enterprise and contractor responsibilities, which could shift accountability from the designers to the PSC.

By mitigating these risks through clear terms of reference, structured meetings, and well-defined roles, the PSC can ensure project safety management remains robust and reliable.

Beware of the PSC delving into detail and doing what is expedient, rather than was is needed. Set appropriate TORs and agendas and stick to them.Tip Top

If the PSC does not meet with sufficient frequency, then they may not identify in a timely manner, any issues with the safety program. This could result in impacts on project time and cost.

If the PSC attempts to control the detailed design solutions, rather than relying on the contractor’s Safety Committee and design function, then Enterprise will take responsibility from the designer. Enterprise staff will be represented on the contractor’s Safety Committee and shall exercise influence at that forum and through setting appropriate requirements.

Project Safety Committee: Timing

Formation

Establish the PSC during the Concept phase of a project by the Customer, or Requirements Manager, through the Capability Working Group, in conjunction with the relevant Project Director, to set out the safety requirements for the equipment.

The PSC has an important role to play in influencing safety requirements. This is not mentioned in 'PSC: Required Outputs', below, but is possibly the PSC's most important contribution.Top Tip

Meetings

The required frequency of the PSC meetings depends on various factors including the stage of the project, the complexity of the system, and whether the PSC is supported by Working Groups or has complete responsibility.  Hold meetings at greater frequency during periods of significant review and decision-making, typically when project milestones are approaching.

PSC meetings may occur less frequently during periods of stability, such as during the in-service phase, when fewer safety decisions are necessary.  However, the PSC still has an important duty to provide oversight of the Safety Case and ensure that it remains valid and monitoring safety performance.  Consider whether the system or its usage is changing and seeking counter-evidence that shows the predicted level of safety performance is not being achieved in practice.

Project Safety Committee: Required Inputs

The procedure may use the following reference inputs, as available:

- Outputs from procedure SMP01 – Safety Initiation;

- Documents to be reviewed such as:

- Project Safety Management Plan;

- Independent Safety Auditor Audit Plan (if appointed);

- Independent Safety Auditor Audit Report (if appointed);

- Other Safety Audit Plans (e.g. self or Peer audit);

- Safety Audit Report;

- Hazard Log Report;

- Safety Requirements;

- Safety Assessment Report;

- Safety Case Report.

- Acquisition System Guidance Functional Competencies for System Safety Management;

- Records of previous meetings of the Safety Committee.

Project Safety Committee: Required Outputs

The outputs of the procedure will comprise:

- Established Safety Committee membership;

- Defined Terms of Reference for the Safety Committee (see Further Guidance – Examples Terms of Reference for Project Safety Committee);

- Records of Safety Committee meetings, including advice given and the actions, agreed;

- The advice given by members of the Safety Committee should include recommendations on whether a reviewed document (e.g. Safety Management Plan or Safety Case Report) should be authorized by the Project Director. If authorization is not recommended, then the reasons should be recorded.

Conclusion

The establishment and management of a Project Safety Committee (PSC) are critical to the safe delivery of defense and engineering projects. Through clear objectives, expert membership, and rigorous oversight, the PSC ensures that safety remains at the forefront of project decision-making, thereby protecting both people and assets.

By following this comprehensive guide, organizations can structure their PSCs effectively, aligning with safety standards and regulatory requirements. The PSC is not just a procedural necessity; it is a cornerstone of responsible project management in safety-critical environments.

Annex A

Example Terms of Reference for Project Safety Committee

Terms of Reference for – Project XXXX

Purpose:

To provide a forum for monitoring and coordinating all safety management and risk reduction activities associated with the project to ensure effective levels of safety and provide an appraisal of the Safety Case. The Project Safety Committee reports to the Project Director or in a larger Delivery Team to the Safety Management Committee.

Tasks:

- Set and keep under review the project’s safety policy and strategy;

- Set and keep under review the project’s safety targets and objectives;

- Define the system boundaries for safety responsibility;

- Advise the Chairperson of the Safety Committee on the safety responsibilities of each authority associated with the project;

- Advise the Chairperson of the Safety Committee on the standards, statutory regulations, and any restrictions with which the projects should comply;

- Review, monitor, classify and allocate new equipment hazards as they are identified;

- Carry out reviews of the project’s Safety Case and progress on achieving safety targets, to a predetermined program, issuing the results to the Delegated Authority;

- Agree on any control measures necessary to reduce identified risks to ALARP;

- Ensure proper and timely availability of training and issue of documentation;

- Carry out actions from ISA, regulatory or internal audit findings;

- Operate a system for reviewing and monitoring safety performance and maintain the Safety Case.

Membership:

- Delivery Team responsible for the procurement aspects of the project;

- Customer representative (Capability or Equipment Customer);

- Safety Officer (if appointed);

- Design organization;

- Delivery Team responsible for the support aspects of the project;

- Equipment User;

- Training Authority;

- Maintainer;

- Maintenance Authority;

- Specialist Advisors (as required):

- Defense Safety Regulators;

- Defense Ordnance Safety Group;

- Land Accident Prevention and Investigation Team;

- Military Aviation Accident Investigation Team;

- Serious Equipment Failure Investigation Team;

- Independent Safety Auditor;

- Interfacing Delivery Teams;

- Technical Specialists.

Acknowledgment of Copyright

In this article, I have used material from a UK Ministry of Defence guide, reproduced under the terms of the UK’s Open Government Licence.

Project Safety Committee: Who Would You Include?
#defstan0056 #DefenseSafetyAuthority #howtoselectsafetycommitteemembers #ProjectManagementSafety #ProjectSafetyCommittee #RiskManagementinEngineering #SafetyCaseManagement #safetycommittee #safetycommitteechairmanresponsibilities #safetycommitteechairpersonresponsibilities #safetycommitteediscussiontopics #safetycommitteegoalsexamples #safetycommitteeiscomprisedof #safetycommitteetermsofreference #safetycommitteevisionstatementexamples #safetyengineering #SafetyManagementCommittee #SafetyOversightinEngineering #systemsafety
Simon Di Nucci https://www.safetyartisan.com/?p=2354

Guide to Establishing and Running a Project Safety Committee (PSC)
Our Second Safety Management Procedure is the Project Safety Committee. Okay, so committees are not the sexiest subject, but we need to get stakeholders together to make things happen!

Project Safety Committee: Introduction

In safety-critical industries such as defense, aerospace, and engineering, maintaining a robust safety management system (SMS) is paramount. A Project Safety Committee (PSC) plays a vital role in overseeing, coordinating, and ensuring safety compliance throughout the lifecycle of equipment and systems. This guide will explore the role, objectives, and procedures of a PSC, as defined in UK Def Stan 00-56, and provide insights on how to structure and run a PSC effectively.

What is a Project Safety Committee (PSC)?

A Safety Committee is defined as:

A group of stakeholders that exercises, oversees, reviews and endorses safety management and safety engineering activities.Def Stan 00-56

Simply put, the PSC is a formal body composed of experts and decision-makers from various disciplines, convened to ensure that safety-related decisions are well-founded, thoroughly vetted, and correctly implemented.

Objectives of a PSC

The key objectives of a PSC are to ensure effective coordination, agreement, and proper response from those with safety responsibilities. Specifically, the PSC achieves the following:

- Coordination of Safety Issues: The PSC acts as a platform where all stakeholders responsible for safety management can ensure coordination on safety issues, eliminating silos.

- Access to Knowledge: It provides decision-makers with access to relevant knowledge and expertise across different domains, including engineering, maintenance, user experience, and risk management.

- Oversight of the Safety Case: The PSC ensures competent oversight of the safety case throughout its development and maintenance.

- Audit Trail: keep detailed meeting records, and establish an audit trail showing that advice was sought and safety decisions were grounded in expertise.

The PSC should facilitate smaller working groups or sub-committees to address specific safety issues when necessary, ensuring that no aspect of the safety management process is overlooked.

In Australia, it is a legal requirement for those with safety responsibilities (Duty Holders) to consult, coordinate and cooperate with others. Other countries may use different terms for similar requirements. The bottom line is that it's a good idea!Top Tip

Project Safety Committee: Procedure

Membership of the PSC

The effectiveness of a PSC largely depends on its membership, which should include representatives with specific roles and expertise, as appropriate to the project. Typical members might include:

- Delivery Team Representatives (e.g., Project Safety Manager)

- Logistics Support Teams

- Equipment Support Teams

- Customer and User Representatives

- Prime Contractors and Subcontractors

- Design Organization

- Independent Safety Auditor

- Specialist Advisors

- Regulator / Safety Authority

- Safety and Environmental Protection Group

Moreover, it may also include contractors, consultants, and subject matter experts from other government departments or foreign defense bodies.

However, don't invite anybody and everybody 'just in case', as this devalues the PSC and its work. Top Tip

More information on PSC membership has been provided in Annex A - example Terms of Reference for a PSC.

Chair and Quorum

A critical element of any PSC is competent leadership. The PSC Chair must be a safety-competent individual holding formally-delegated authority for the program's safety tasks, typically defined in a Letter of Delegation. This document outlines the chairperson’s responsibilities and authority.

For a PSC to conduct its business, it must be quorate, meaning a minimum number of key members must be present. This quorum usually consists of:

- Delivery Team safety delegation holder

- Project Safety Manager

- Design organization representative

- Customer representative

- Safety Case author

If a quorum is not achieved, the meeting can still proceed, but decisions will only be implemented after receiving approval from the absent quorum members..

Quorum

In order for a PSC to make decisions concerning the safety of a capability or equipment, it should be declared quorate at the beginning of the meeting. In order for a PSC to be declared quorate, the following SQEP and authorized members should be in attendance:

- Delivery Team safety delegation holder

- Project Safety Manager

- Design organization

- Customer representative (Project Sponsor)

- Safety Case author

The quorate for a PSC can be expanded depending on the nature of the project. Details should be provided in the Project Safety Management Plan (SMP) or Terms of Reference.

If a quorum is not achieved, the meeting can still proceed, but decisions will only be implemented after receiving approval from the absent quorum members. 

This is a good point. PSCs don't always meet frequently, and getting some members to attend can be challenging. Nevertheless, it is important to keep moving forwards.Top Tip

Meeting Frequency and Structure

PSC meetings should be scheduled regularly, though the frequency will depend on the project’s complexity and phase. Typically, meetings occur more frequently during the early design and review stages, and less frequently once the system is in service.

For smaller projects, PSC activities can be integrated into broader project meetings, ensuring safety remains a specific agenda item. Larger or more complex projects may require dedicated PSC meetings with support from Working Groups to assess hazards or system integrity.

Working Level Support

Depending on the complexity of the project, one or more working groups may be established that support the PSC by assessing hazards or reviewing the integrity of specific systems. Integrity working groups could consider structure, propulsion or other electrical or mechanical systems, reporting significant issues to the PSC.

Role of the Safety Management Committee (SMC)

For large-scale projects or portfolios, a Safety Management Committee (SMC) may be established to manage multiple PSCs across similar systems. This ensures consistency in safety management policy and strategy across projects. The SMC will oversee the activities of individual PSCs, ensuring adherence to safety management plans (SMPs).

Figure 2.1 shows an example of a Safety Committee structure, together with the management documents that sit at the relevant committee level.

Figure 2.1 - Safety Committee Structure

Safety Committee Structure

Figure 2.1 represents an example of a Safety Committee structure, with supporting working groups and hazard reviews in place. Teams can modify the structure of the Safety Committees to suit the specific organization of the program. The emphasis should be on establishing a Safety Committee with suitable chairmanship and Terms of Reference.

The structure shown in Figure 2.1 would be suitable for a large Program managing several important projects. However, it is probably overkill for most projects. With committees, less is sometimes more.Top Tip

Project Safety Committee Authority and Competence

The chairman of the PSC should hold a Letter of Delegation detailing the authority for carrying out the safety management tasks on that program.

The PSC exists to provide information and specialist advice to those who have specific responsibility for safety management on an acquisition project so that they can reach informed decisions. The Project safety delegation holder should seek and consider relevant advice through the PSC but remain the decision-maker.

While not all members of the PSC need to have specific competence and experience in Safety Management, some committee members must have this competence and are consulted.  In addition to the safety delegation holder, whose competence must be established before their delegation being issued, other members of the PSC who must be safety competent would typically include the Project Safety Manager and the Independent Safety Auditor (if appointed).

As a minimum, the Project Safety Manager should have system safety competence at the practitioner level.  Competence requirements for the safety delegation holder will be defined in a relevant Assignment Specification.

The level of competence needed is driven by many factors - size, complexity, novelty - and this will be discussed under a post on 'Proportionality' (TBD). Top Tip

Where beneficial, combine committees for safety and environmental management activities. Align programs as far as possible and share data where relevant.

Where there are separate safety and environmental committees, these could meet consecutively over the morning and afternoon. Members and specialists should attend as appropriate to each.

The PSC covers groups of similar projects within a Delivery Team where common activities are required. Separate committees are better for very large, high risk or diverse projects within a Delivery Team.

The PSC meets regularly as a body, or its work is included as a permanent item in another forum (in this instance care should be taken that all relevant parties are included), or simply through written communications. This last option is less desirable because there is no opportunity for direct interaction.

Record-Keeping and Documentation

Accurate record-keeping is vital to ensure transparency, accountability, and auditability. PSC meeting minutes should document:

- Attendees

- Key discussions

- Advice and recommendations

- Decisions made

- Agreed actions

These records often feed into larger project documentation, such as the System Requirements Document, Through Life Management Plan, and Safety Management System (SMS).

Review and Agreement of Safety Documents

A key PSC function is reviewing safety documents and advising the safety delegation holder on their suitability. Agreement can be recorded formally via document sign-offs or recommendations in PSC minutes. This process ensures that all safety documentation, including the Safety Case, meets the required standards before formal approval and implementation.

Risks and Pitfalls

Failure to establish or effectively run a PSC can lead to significant risks for a project, including:

- Incomplete stakeholder engagement, leading to safety requirements not being adequately defined.

- Inappropriate safety activities, if the PSC does not review and approve the SMP.

- Infrequent meetings, potentially delaying issue identification, risking project time and cost.

- Lack of clear authority, causing confusion between Enterprise and contractor responsibilities, which could shift accountability from the designers to the PSC.

By mitigating these risks through clear terms of reference, structured meetings, and well-defined roles, the PSC can ensure project safety management remains robust and reliable.

Beware of the PSC delving into detail and doing what is expedient, rather than was is needed. Set appropriate TORs and agendas and stick to them.Tip Top

If the PSC does not meet with sufficient frequency, then they may not identify in a timely manner, any issues with the safety program. This could result in impacts on project time and cost.

If the PSC attempts to control the detailed design solutions, rather than relying on the contractor’s Safety Committee and design function, then Enterprise will take responsibility from the designer. Enterprise staff will be represented on the contractor’s Safety Committee and shall exercise influence at that forum and through setting appropriate requirements.

Project Safety Committee: Timing

Formation

Establish the PSC during the Concept phase of a project by the Customer, or Requirements Manager, through the Capability Working Group, in conjunction with the relevant Project Director, to set out the safety requirements for the equipment.

The PSC has an important role to play in influencing safety requirements. This is not mentioned in 'PSC: Required Outputs', below, but is possibly the PSC's most important contribution.Top Tip

Meetings

The required frequency of the PSC meetings depends on various factors including the stage of the project, the complexity of the system, and whether the PSC is supported by Working Groups or has complete responsibility.  Hold meetings at greater frequency during periods of significant review and decision-making, typically when project milestones are approaching.

PSC meetings may occur less frequently during periods of stability, such as during the in-service phase, when fewer safety decisions are necessary.  However, the PSC still has an important duty to provide oversight of the Safety Case and ensure that it remains valid and monitoring safety performance.  Consider whether the system or its usage is changing and seeking counter-evidence that shows the predicted level of safety performance is not being achieved in practice.

Project Safety Committee: Required Inputs

The procedure may use the following reference inputs, as available:

- Outputs from procedure SMP01 – Safety Initiation;

- Documents to be reviewed such as:

- Project Safety Management Plan;

- Independent Safety Auditor Audit Plan (if appointed);

- Independent Safety Auditor Audit Report (if appointed);

- Other Safety Audit Plans (e.g. self or Peer audit);

- Safety Audit Report;

- Hazard Log Report;

- Safety Requirements;

- Safety Assessment Report;

- Safety Case Report.

- Acquisition System Guidance Functional Competencies for System Safety Management;

- Records of previous meetings of the Safety Committee.

Project Safety Committee: Required Outputs

The outputs of the procedure will comprise:

- Established Safety Committee membership;

- Defined Terms of Reference for the Safety Committee (see Further Guidance – Examples Terms of Reference for Project Safety Committee);

- Records of Safety Committee meetings, including advice given and the actions, agreed;

- The advice given by members of the Safety Committee should include recommendations on whether a reviewed document (e.g. Safety Management Plan or Safety Case Report) should be authorized by the Project Director. If authorization is not recommended, then the reasons should be recorded.

Conclusion

The establishment and management of a Project Safety Committee (PSC) are critical to the safe delivery of defense and engineering projects. Through clear objectives, expert membership, and rigorous oversight, the PSC ensures that safety remains at the forefront of project decision-making, thereby protecting both people and assets.

By following this comprehensive guide, organizations can structure their PSCs effectively, aligning with safety standards and regulatory requirements. The PSC is not just a procedural necessity; it is a cornerstone of responsible project management in safety-critical environments.

Annex A

Example Terms of Reference for Project Safety Committee

Terms of Reference for – Project XXXX

Purpose:

To provide a forum for monitoring and coordinating all safety management and risk reduction activities associated with the project to ensure effective levels of safety and provide an appraisal of the Safety Case. The Project Safety Committee reports to the Project Director or in a larger Delivery Team to the Safety Management Committee.

Tasks:

- Set and keep under review the project’s safety policy and strategy;

- Set and keep under review the project’s safety targets and objectives;

- Define the system boundaries for safety responsibility;

- Advise the Chairperson of the Safety Committee on the safety responsibilities of each authority associated with the project;

- Advise the Chairperson of the Safety Committee on the standards, statutory regulations, and any restrictions with which the projects should comply;

- Review, monitor, classify and allocate new equipment hazards as they are identified;

- Carry out reviews of the project’s Safety Case and progress on achieving safety targets, to a predetermined program, issuing the results to the Delegated Authority;

- Agree on any control measures necessary to reduce identified risks to ALARP;

- Ensure proper and timely availability of training and issue of documentation;

- Carry out actions from ISA, regulatory or internal audit findings;

- Operate a system for reviewing and monitoring safety performance and maintain the Safety Case.

Membership:

- Delivery Team responsible for the procurement aspects of the project;

- Customer representative (Capability or Equipment Customer);

- Safety Officer (if appointed);

- Design organization;

- Delivery Team responsible for the support aspects of the project;

- Equipment User;

- Training Authority;

- Maintainer;

- Maintenance Authority;

- Specialist Advisors (as required):

- Defense Safety Regulators;

- Defense Ordnance Safety Group;

- Land Accident Prevention and Investigation Team;

- Military Aviation Accident Investigation Team;

- Serious Equipment Failure Investigation Team;

- Independent Safety Auditor;

- Interfacing Delivery Teams;

- Technical Specialists.

Acknowledgment of Copyright

In this article, I have used material from a UK Ministry of Defence guide, reproduced under the terms of the UK’s Open Government Licence.

Project Safety Committee: Who Would You Include?
#defstan0056 #DefenseSafetyAuthority #howtoselectsafetycommitteemembers #ProjectManagementSafety #ProjectSafetyCommittee #RiskManagementinEngineering #SafetyCaseManagement #safetycommittee #safetycommitteechairmanresponsibilities #safetycommitteechairpersonresponsibilities #safetycommitteediscussiontopics #safetycommitteegoalsexamples #safetycommitteeiscomprisedof #safetycommitteetermsofreference #safetycommitteevisionstatementexamples #safetyengineering #SafetyManagementCommittee #SafetyOversightinEngineering #systemsafety
Simon Di Nucci https://www.safetyartisan.com/?p=2354

Welcome to the New Website!
Welcome to the New Website! It has been professionally redesigned to provide a much better user experience by the awesome Sam Jusaitis. My thanks to him for doing such a great job.

The Main Pages

You can now browse through the main pages, which give you all the content that you might need, in the order that you choose it:

- Topics. This page showcases the main safety topics that I cover, so far they are:

- Start Here. Mostly free introductory videos for those new to safety;

- Safety Analysis. A complete and in-depth suite of lessons on this subject; and

- Work Health & Safety. All you need to know about Australian WHS legislation and practice.

- About. Some information about The Safety Artisan - why you would choose safety tuition from me.

- Connect. Here, you can sign up for free email newsletters, subscribe to our YouTube Channel, and follow us on social media.

- Frequently Asked Questions. The most commonly Googled questions are here, with links to posts and videos that answer them.

- Checkout. You'll get there if you purchase any of the downloadable videos and content - but there's plenty of free stuff too!

Welcome to the New Website Logo

Sam also designed the new logo, which reminds some people of the human eye. It was actually derived from the shapes of various warning signs, as shown below. Clever, eh?

Meet the Author

Learn safety engineering with me, an industry professional with 25 years of experience, I have:

•Worked on aircraft, ships, submarines, ATMS, trains, and software;

•Tiny programs to some of the biggest (Eurofighter, Future Submarine);

•In the UK and Australia, on US and European programs;

•Taught safety to hundreds of people in the classroom, and thousands online;

•Presented on safety topics at several international conferences.
#coursesafetyengineering #engineersafety #ineedsafety #knowledgeofsafety #learnsafety #needforsafety #safetyartisan #safetyblog #safetydo #safetyengineer #safetyengineerskills #safetyengineertraining #safetyengineering #safetyengineeringcourse #safetyprinciples #safetytraining #softwaresafety #theneedforsafety #Welcome
Simon Di Nucci
https://www.safetyartisan.com/2020/11/29/welcome-to-the-new-website/