Saudi Arabian Airlines SMS has been established on a corporate level and the oversight is entrusted with the Corporate Safety Department as a function. Executive authority is maintained by the Vice President - Safety & Security. The SMS is based on the collection and analysis of safety performance data and the establishment of set safety performance targets and goals for the organization. SMS strategy has been developed, combining both reactive and proactive elements.

• Management Commitment;
  
  H.E. the D.G. maintains the final authority over the SMS with the co-operation, membership and support of all operational Divisional Vice Presidents, with each vice president commitment and responsibility to the SMS Program. The Director General’s Safety Statement, covering the company’s Safety Policy and Terms of Reference is presented in the Saudi Arabian Airlines Safety Manual (SAASM) and forms the basis of the airline’s Safety Culture. This statement clearly illustrates the implementation of safety policies and objectives. The promotion of safety culture is achieved through several methods including the Corporate Safety Web Site and the publishing of Flight Crew Bulletins, Safety Promotional Campaigns, safety-related posters and associated art work, and the presentation of Safety Seminars.

• Organization;
  
  Saudi Arabian Airlines has a clearly defined organizational structure for managing safety and day to day operational activities. HE The DG maintains total executive authority with the membership of all Operational Divisional Vice Presidents and their management. The accountabilities and responsibilities are defined for all organizational levels. Several committees throughout the airlines are functioning regularly such as:

   

  • COSQAC (Corporate Operational Safety and Quality Assurance Committee) chaired by HEDG.

  • EM (Executive Meeting) chaired by HEDG.

  • SCC (Safety Central Committee) chaired by the GM - Corporate Safety

• Threat Identification;
  
  Threat and hazard identification exists through reactive and proactive measures. Trend monitoring, occurrence reporting and investigations are examples of reactive processes. Proactive processes are demonstrated through the observation and analysis of routine day-to-day operations, non-punitive reporting systems, safety assessments, safety inspection, safety surveillance programs, audits, flight data analysis (FDA), line observations, all of which are conducted by the concerned Operational Division. All identified safety data is systematically recorded, stored and analyzed.

• Risk Management
  
  Criteria are established within the airline for risk assessment and management. Risks are analysed and ranked by competent personnel (including experienced safety representatives) through the SCC (Safety Communication Committee), the Air Safety Report (ASR), the Cabin Safety Report (CSR), and the Ground Safety Report (GSR). Practical risk control measures are evaluated. Management takes immediate action to reduce, eliminate or avoid the risks. Staff is aware of the actions taken to avoid or eliminate identified hazards. Procedures are in place to confirm that the actions taken are working as intended.

• Investigation Capability
  
  Concerned employees within the airline have received formal training in safety investigation. Each hazard and incident report is evaluated with further safety investigation as necessary through the Pre – SCC (Safety Communication Committee), The airlines Management plays an active role in investigation findings and recommendations of relevant Safety Investigation Teams (SIT), applying risk management, threat & error management (IATA) procedures for identified hazards. Safety lessons learned are widely disseminated. This in turn reported periodically in the COSQAC.

• Safety Analysis Capability;
  
  Airline employees have received training in analytical methods and have access to competent safety analysts. Analytical tools are available to support safety analysis. The organization maintains a credible safety database. Other information sources are accessible; hazard information and performance data are routinely monitored through trend analysis and other methods. Safety recommendations are made to management and appropriate corrective actions are taken and tracked to ensure that they are appropriate and effective. Flight Operations and Technical Services are using their own tools (such as FLIDRES, FOQA program, Safety Indicator index) for data analysis and planning and share that data with the Corporate Safety Department. The company is now in the process of centralizing digital data for more effective data sharing.

• Safety Promotion and Training;
  
  The airlines provided the require training in safety for all concerned staff. Competency requirements are considered for job descriptions. Personnel receive safety indoctrination training and other advanced training. Additional safety awareness training is provided when the operating environment changes including, but not limited to the following; seasonal changes, operational conditions, and regulatory requirements.

• Documentation and Information Management
  
  Documentations and data control exist throughout the organization. Documents are updated regularly and are readily available when required. Effective measures have been taken for the protection of sensitive safety information. Resources both human and technical support is available for managing safety information. Appropriate staffs have access to safety databases. The company is in the process of introducing a complete electronic filing system.

• Safety Oversight & Program Evaluation
  
  HE The DG is the Chairman of the Company Operational Safety and Quality Assurance Program (COSQAC). Safety performance indicators are agreed upon and realistic safety targets established. All operational divisions are responsible for their internal evaluation program. Adequate resources are allocated to the safety oversight and programme evaluation functions. Safety audits are conducted for all operational areas of the airline (including the activities of contracting agencies). Other corporate safety & quality assurance committees such as SCC (Safety Communication Committee), ICSC (IOSA Corporate Steering Committee) are monitoring the oversight program evaluations to include the systematic review of all available feedback including: safety assessments, quality assurance programme results, safety trend analyses, safety surveys, safety audits, etc. Findings are communicated to staff and reform measures are implemented as required to strengthen the system.

• Emergency Response Program
  
  A detailed aircraft categorization and specific checklists streamlining the company executive response to all types of accidents/incidents and a contract with a family support company in the USA and Europe was signed to facilitate the victims and families of the injured. A position for an emergency response manager was created to assure the effective emergency response to any accident or incident and to ensure that all Saudi Arabian Airlines emergency response local plans are developed and practically implemented for all stations and to conduct periodic emergency drills. These programs explained in the Corporate Emergency Response Manual (CERM).

• IATA Operational Safety Audit (IOSA)
  
  Saudi Arabian Airlines has successfully achieved the IOSA certificate as an IOSA member. An IOSA Corporate Steering Committee (ICSC) is responsible to monitor the IOSA Standards and any IOSA updates and ensures the airline’s readiness for the IOSA periodic recurrent. An IOSA addition to Corporate Safety Web Site was created to communicate with all aviation organizations and within the company to communicate these issues with the employees.

• Accident Prevention Program;
  
  A total prevention program is conducted through each concerned Operational Division and oversight is provided by the Corporate Safety Department.

We consider that safety is a corporate value for our company. Our continuous improvement to a safer working culture never ceases.