communication about detecting hazards and managing risk, granting authority at all levels to point out safety concerns. Often the mechanics/engineers in a flight department, especially if the com- pany is small, are left to manage safety themselves, thinking issues through with- out any help from management. They often work alone without supervision and many times late at night to support the daytime flight schedule. If you’re a manager, empower all your


employees to feel free to speak up if they see something out of place or that doesn’t seem right. That puddle under the aircraft the flight nurse pointed out is probably water from the air-conditioning condenser, but what if it’s fuel? Your pilot thinks he might have exceeded a time limit for torque, so he writes it up and notifies the mechanic/engineer. A quick look at the exceedance page verifies he didn’t exceed a limit, but without the benefit of having a positive safety culture and SMS in place, that pilot may not have been comfortable speaking up. If you’re a pilot, mechanic/engineer, or


crew member, communicate with your managers to promote open channels of conversation and keep them informed of any challenges you may encounter doing your job. Your comments may help them to connect the dots and detect a safety hazard. In aviation, we’re surrounded by people


with type A personalities. We like to do it all ourselves. But collaboration can offer great solutions if you let it. Another term for this in our industry is “crew resource management”—using all available resources to achieve a desired result. If you still doubt the importance of


enforcing an SMS from top to bottom no matter the size of your business, I’ll leave you with this thought: if you think safety is expensive, try having an accident. Better yet, don’t. Fugere tutum!


WINTER 2020 ROTOR 75


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