# Seattle

- Tacoma International Airport

SMS Assurance Plan

Prepared For: Seattle

- Tacoma International Airport

Airport Operations

Prepared By: Landry Consultants LLC

Date: 3/31/10Safety Assurance Plan i

Revision History

Date Version Description

3/29/10 .1 Initial draft for review with Sea

- Tac SMS team

3/30/10 1.0 Updated following review by Sea

- Tac SMS teamSafety Assurance Plan ii 

## Table of Contents

1. Introduction

................................ ................................ ................................ .......................... 3

1.1 SMS Assurance Plan Overview

................................ ................................ ................... 4

1.2 SMS Goals

................................ ................................ ................................ .................. 5

2. Perform Quality Control

................................ ................................ ................................ ....... 6

2.1 Recommended Quality Control Self

- Inspections

................................ .......................... 6

2.2 Quality Control Outputs

................................ ................................ ................................ 6

3. Quality Assurance

................................ ................................ ................................ ............... 7

3.1 SMS Goals and Targets

................................ ................................ ............................... 8

3.2 Regular Quality Assurance Checkpoints

................................ ................................ ..... 12

3.2.1 Kickoff Checkpoint Requirements

................................ ................................ ............ 13

3.2.2 Month

- 6 Checkpoint Requirements

................................ ................................ ......... 14

3.2.3 Year

- 1 Checkpoint Requirements

................................ ................................ ............ 16

3.2.4 Year

- 2 Checkpoint Requirements

................................ ................................ ............ 22

3.2.5 Year

- 3 Checkpoint Requirements

................................ ................................ ............ 24

3.3 Quality Assurance Checkpoint Output

................................ ................................ ......... 26

3.4 Regular SMS Global Program Audits

................................ ................................ .......... 27

3.4.1 Internal Program Audit Process

................................ ................................ ............... 27

3.4.2 Internal Program Audit Criteria

................................ ................................ ................ 28

3.4.3 Internal Program Audit Output

................................ ................................ ................. 30

3.4.4 Peer Review

................................ ................................ ................................ ............ 31 Appendix A: SMS Goals Traceability Matrix

................................ ................................ ............. 32



## List of Figures

Figure 1

- Cost of Conformance Diagram

................................ ................................ ..................... 4



## List of Tables

Table 1

- SMS Goals and Targets Years 1

- 3

................................ ................................ .............. 11

Table 2

- SMS Goals and Targets Years 4

- 5

................................ ................................ .............. 11

Table 3

- Kickoff Checkpoint Requirements

................................ ................................ .............. 13

Table 4

- Month

- 6 Checkpoint Requirements

................................ ................................ ............ 15

Table 5

- Year

- 1 Checkpoint Requirements

................................ ................................ .............. 21

Table 6

- Year

- 2 Checkpoint Requirements

................................ ................................ .............. 23

Table 7

- Year

- 3 Checkpoint Requirements

................................ ................................ .............. 25

Table 8

- Internal Program Audit Criteria

................................ ................................ ................... 30Safety Assurance Plan 3



## 1. Introduction

In order to focus on the principle of continuous improvement, S afety M anagement S ystems (SMS) require a robust and comprehensive Assurance program. Such a program requires both Quality Control (QC) and Quality Assurance (QA) components. QC involves monitoring and recording results of specific safety

- related activities and will include self

- inspe ctions, checklists, and tracking results . QA involves program

- level audits to ensure that the SMS program is meeting defined safety goals and targets

, that SMS is performing as expected

, to recognize

successes, and to identify opportunities for improvement

.

The SMS Assurance Plan is designed to provide the tools and methods to 1) ensure that Seattle Tacoma International Airport (Sea

- Tac) is a safe operating environment and 2) that the SMS

program is effective. To that end, the plan is directly tied to the objectives documented and published in the Sea

- Tac formal SMS Policy. Should those objectives change, it will be necessary to update this plan and other correlated SMS program documents. This plan has been authored to bridge the gap betwee n existing Sea

- Tac safety assurance activities (primarily consisting of current Part 139 inspections) and additional elements identified as required for a robust SMS implementation.

The SMS Assurance plan is based upon widely accepted Quality Management principles. One of the primary philosophies that underlie modern Quality Management is that quality is planned in, not inspected in. Quality Management is also founded on the fact that the cost of quality, or in the field of SMS, the cost of safety, is g enerally higher when applied reactively through inspection than when applied proactively through a robust assurance approach. From an SMS perspective, this means that, though bo th QC and QA are vital to a comprehensive Assurance plan, it is more efficient and effective to proactively ensure that safety goals are being met ( QA),

th a n to identify issues that already exist through inspection (QC).

One of the challenges in implementing a full SMS Assurance program at Sea

- T ac will be the inclusion of QA elements in addition to standard QC functions. Because of the existing level of knowledge and comfort with current QC and inspection practices grounded in Part 139 compliance, Sea

- Tac personnel and SMS team members are alrea dy exceptionally well

prepared and experienced in these types of activities

. However, because airport operators have been primarily focused on QC activities to date, it may require a period of adjustment and additional training to develop and enact the hi gher program

- level QA functions

.Safety Assurance Plan 4

The figure below represents, in context of SMS , the basic Quality Management principle related to conformance (prevention) vs. nonconformance (failure)

. 1

Figure 1

- Cost of Conformance Diagram



## 1.1 S MS Assurance Plan Overview

As discussed, Quality M anagement tenets generally state that quality , i.e. safety

, is planned in

- not inspected in

. Therefore, this SMS Assurance Plan provides considerable detail surrounding QA elements and activities.

The SMS Assurance plan has been segment ed into 2 distinct components:

1. Quality Control

– C onducting and documenting regular self

- inspections

. 2. Qualit y Assurance

– Validating SMS actual performance against specific targets

, identifying and aggregating corresponding metrics, and conducting periodic program audits to verify that the program itself is functioning as effectively and efficiently as possible

.

1 Modified from A Guide to the Project Management Body of Knowledge

– Fourth Edition , © 2008 Project Management Institute, Newtown Square, PASafety Assurance Plan 5



## 1.2 S MS Goals

In order to evaluate the success es and opportunities for improvement of the Sea

- Tac SMS program, it is necessary to identify and measure against a specific set of goals. To this end goals have been established for both the near

- and long

- term SMS implementation timeframe. The SMS g oals can and should be traceable back to th e broad o bjectives published in the SMS

P olicy and approved by Sea

- Tac executive and senior management. Appendix A includes a traceability matrix linking SMS objectives, SMS goals, and specific targets (further discussed in Section 3 Quality Assurance).

As discussed in Section 3 Quality Assurance , it is anticipated that these goals will be continually refined and revised as progress is made durin g implementation, internal program audits are conducted, and QC and QA activities begin. In particular, the lo ng

- term goals identified for SMS

in years 4 and 5 are expected to develop and be significantly enhanced as the program

matures.

It is important to note that a specific start date for Y ear 1 has not been determined as of this writing. Therefore, all associated milestone and start dates will need to be identified when the SMS implementation kickoff date is firmly established.

SMS Goals Years 1

- 3

1. Sea

- Tac executive and senior m anagement clearly and tangibly displays commitment to SMS program

. 2. Create, integrate, and incorporate safety

- focused team into operations by end of year 3

. 3. Sea

- Tac personnel are effectively trained and informed about SMS program

. 4. Establish near perfect attendance at the Sea

- Tac Safety Action Com mittee by end of year 3

. 5. Establish a SMS Promotions and Orientation plan that engages, informs, educates and

excites all Sea

- Tac SMS stakeholders

. 6. Conduct r egular internal SMS program audits.

7. Maintain and enhance effective self

- inspection program

. 8. Implemen t and manage effective Safety Risk Assessment program

. 9. Implement and manage effective Operational Safety Risk Management program

. 10. SMS program information and documentation is readily available to all stakeholders

. 11. Implement and manage effective FOD program

. 12. Facilitate the integration and collaboration of SMS with disparate Port of Seattle safety

init i atives and programs

. 13. Assess b aseline Safety Culture.

SMS Goals Years 4

- 5

1. Sea

- Tac executive and s enior m anagement continues to support, demonstrate

commitment to, and facilitate SMS

. 2. Implement p eer r eview

. 3. Evaluate cost/benefits

. 4. Establish firm baselines

. 5. Conduct post

- implementation safety culture assessment

. 6. Make Identified Improvements to SMS

.Safety Assurance Plan 6



## 2

. Perform Quality Control

QC involves monitoring and recording the results of specific safety

- related inspection activities. Due in large part to their expertise in Part 139 and other regulations, airport operators are skilled at executing inspections. Therefore, this document will not provide significant detail about inspection methods and the importance of conducting regular self

- inspections. It is important in the context of this plan to understand the different self

- inspections that will comprise the QC components and to unders tand that QC is only one component of Sea

- Tac’s overall SMS Assurance plan.



## 2 .1 Recommended Quality Control Self

- Inspections

The following self

- inspections are recommended for SMS QC. As each inspection has been documented and a corresponding checklist created in a supplemental SMS program document, this Assurance plan will not recreate this information or level of detail . Rat her, the location and

title of the documents have been included in the list that follows:

1. Ramp Self

- Inspection

a. Detailed instructions, timelines

, and checklist s can be located in the SMS Self

Inspection Process document

. 2. Bagwell Self

- Inspection

a. Detailed instructions, timelines

, and checklist s can be located in the SMS Self

Inspection Process document

. 3. FOD Self

- Inspection

a. Detailed instructions, timelines and checklist s can be located in the FOD Program Manual

. 4. Continued Part 139 Self

- Inspection

a. Detailed in structions, timelines

, and checklists can be found in the ADM Standard Operating Guidelines

.



## 2.2 Quality Control Outputs

As discussed in detail in Section 3 Quality Assurance, the data and information colle cted through the QC self

- inspections is critical in determining the success of the SMS program in meeting its defined targets and goals. In order to fully realize the benefit and to leverage the additional effort undertaken by SMS team members in conducting the new self

- ins pections,

results must be systematically and immediately recorded upon completion

. All self

- inspections

include an associated checklist that must be completed, submitted to a centralized location or

staff , and recorded withi n 48

- h ours of inspection comple tion.Safety Assurance Plan 7



## 3

. Quality Assurance

As discussed above, QA involves v alidating SMS actual performance against specific targets, identifying and aggregating corresponding metrics, and conducting periodic program audits to verify that the program itself is fun ctioning as effectively and efficiently as possible. In essence, the QA component is designed to assist the SMS team in answering the fundamental question, “Is SMS doing what we said it was going to do?”

This section includes detailed information regarding the manner and mechanisms by which the
Sea

- Tac SMS team will answer that question including:

· Identification of targets associated with established SMS goals.

· Specific QA checkpoints and requirements to determine whether goals and targets are being met

.

· Global SMS program audits and peer reviews to determine whether the program is meeting its intent and whether the goals and targets remain appropriate and relevant

.

· Documentation and outputs of quality assurance functions to ensure that lessons learned and findings are preserved for future reference

.Safety Assurance Plan 8



## 3.1 SMS Goals and Targets

The table s below provide a comprehensive view of detailed targets associated with the SMS program goals Y ears 1

- 3 and Years 4

- 5
discussed in Section 1.2 SMS Goals:



### Sea

- Tac SMS Program Years 1

- 3

No. SMS Goal Associated Targets

1 Sea

- Tac executive and senior management clearly and tangibly displays commitment to SMS program a. Commit resources (financial, human, and other) to SMS with a specific line item added to appropriate budget dedicated to SMS program

b. SMS Policy is endorsed and signed at beginning of year 1

c. Safety Team begins regular safety briefings to executive management by month 6

d. Executive Director facilitates and initiates SMS briefings (verbal or non

- verbal presentation) by end of year 1

2 Create, integrate, and incorporate safety

- focused team into operations by end of year 3 a. Assign responsibilities and accountability for SMS program to individual Safety Manager at beginning of year 1

b. Finalize and assign SMS roles and responsibilities and formalize accountab ility by end of

month 6

c. Integrate and align roles and responsibilities of existing Sea

- Tac personnel by end of year 1

3 Sea

- Tac personnel are effectively trained and informed about SMS

program a. Develop internal training courses by end of year 1

b. Establish initial and recurring training requirements for internal staff by end of year 1

c. Conduct 100% of training for required personnel by end of year 2

d. Implement recurring training by end of year 2

e. Continue required training

- initial and recurring

- through year 3 and beyondSafety Assurance Plan 9

4 Establish near perfect attendance at the Sea

- Tac Safety Action Committee by end of year 3 a. Establish baseline attendees and attendance record by e nd of month 6

b. Establish attendance plan by end of month 9, including distinct metrics and performance improvement goals

5 Establish a SMS Promotions and Orientation plan that engages, informs, educates and excites all Sea

- Tac SMS stakeholders a. Develop mechanism to track effectiveness of campaigns by end of year 1

b. Roll out a minimum of 2 SMS campaigns by end of year 1

c. Implement tenant SMS Orientation by end of year 1

d. Deliver SMS Orientation to all airport tenant employees by end of year 3

6 Conduct regular internal program audits a. Review and revise SMS Assurance Plan and finalize audit criteria and audit process by end

of month 6

b. Conduct initial program audit by end of year 1

c. Conduct second program audit by end of year 2

d. Conduct third program audit by end of year 3

7 Maintain and enhance effective self

- inspection program a. Ensure that monthly Ramp self

- inspections are conducted and documented by end of year

1

b. Ensure that monthly Bagwell self

- inspections are conducted and documented by end of year 1

c. Ensure that Part 139 inspections are not adversely impacted by implementation of new self

inspection programs (FOD, Ramp, Bagwell)

8 Implement and manage effective Safety Risk Assessment program a. Conduct a mini mum of 2 safety case panels for airfield projects by end of year 1

b. Conduct a minimum of 1 safety case panel for bagwell by end of year 1Safety Assurance Plan 10

9 Implement and manage effective Operational Safety Risk Management program a. Develop interim hazard and risk data collection and reporting solution by end of month 6

b. Implement full, automated hazard and risk data collection and reporting solution by end of year 1

c. Begin collecting, recording, and prioritizing hazards (leveraging the Sea

- Tac risk matrix) identified through self

- inspection program by end of month 6

d. Implement interim tenant hazard reporting mechanism by end of month 6 (through meetings, drop boxes, etc.)

e. Prioritize 100% of hazards collected in year 1 by the end of year 1

f. Create mitigation plans and take required actions on 100% of high risk hazards identified in year 1

g. Create mitigation plans and take required actions on 40% of remaining hazards identified in year 1

h. Review, reassess, and close remaining hazards at end of year 1

i. Develop detailed hazard monitoring and closing procedures at end of year 1

10 SMS program information and documentation is readily available to

all stakeholders a. Document and records management system and methodology is in place by end of year 1

b. Public website is updated with relevant external documents, records, and information by end of year 1

11 Implement and manage effective FOD program a. Ensure that regular FOD inspections are conducted and documented by end of year 1

b. FOD sub

- committee holds frequent, effective meetings by month 6

c. Decrease in FOD on the airfield and bagwell by month 6

d. Integrate and align Sea

- Tac FOD program with tenant FOD programs by end of year 1Safety Assurance Plan 11

12 Facilitate the integration and collaboration of SMS with disparate Port of Seattle safety init i atives and programs a. Attend and provide briefings at all Airport Safety Leaders meetings on an ongoing basis

b. Identify trends between and among SMS and other safety initiatives on an ongoing basis

c. Assist and collaborate on mitigations and solutions and lead integrated initiatives in resolving joint safety issues on an ongoing basis

13 Assess baseline Safety Culture a. Conduct focus group and/or survey to develop a baseline for existing safety culture at Sea

Tac by end of year 1

Table 1

- SMS Goals and Targets Years 1

- 3



### Sea

- Tac SMS Program Years 4

- 5

No. SMS Goal Associated Targets

1 Sea

- Tac executive and senior management continues to support, demonstrate commitment to, and facilitate SMS Enhanced and refined by prior targets

2 Implement peer review Enhanced and refined by prior targets

3 Evaluate cost/benefits Enhanced and refined by prior targets

4 Establish firm baselines Enhanced and refined by prior targets

5 Conduct post

- implementation safety culture assessment Enhanced and refined by prior targets

6 Make Identified Improvements to SMS Enhanced and refined by prior targets

Table 2

- SMS Goals and Targets Years 4

- 5Safety Assurance Plan 12



## 3.2 Regular Quality Assurance Checkpoints

In order to validate that the SMS program is meeting the goals and targets outlined in the section above, it is critical that the SMS team conduct regularly scheduled QA checkpoints. At these checkpoin ts, defined validation criteria and metrics (where fea sible) will be utilized to compare actual results to the program’s targets and goals. Based upon the SMS goals and targets presented above, the following are t he initial recommendations for QA checkpoints:

· SMS Program Kickoff

· Month

- 6

· Year

- 1

· Year

- 2

· Year

- 3

Years 1

- 3 (particularly Y ear 1 ) will focus on establishing the SMS foundation and collecting

baseline data. Although t he offi cial goal for establis hing a formal SMS baseline is set for the beginning of Y ear

- 4, some preliminary baselines and enhanced targets may be set once data is

c ollected and aggregated during Y ear s 1

- 3 . Therefore , the SMS Assurance plan is expected to be dynamic and frequently updated

.

In this version of the SMS Assurance plan, the most detailed targets and metric s have been

identified for the M onth

- 6 and Y ear

- 1 QA checkpoints , with less details for future Y ears (2

- 5). The expecta tion is that experience in the Y ear

- 1 implementation coupled with outputs f rom the
QA checkpoints will provide valuable information and insights that can be used to enhance and refine future targets and goals

.Safety Assurance Plan 13



### 3.2.1 Kickoff Checkpoint Requirements

Goal Target Validation Sample Metrics

Sea

- Tac executive and senior management clearly and tangibly displays commitment to SMS

program Commit resources (financial, human, and other) to SMS with a specific line item added to appropriate budget dedicated to SMS

program Line item added to budget Per Se

SMS Policy is endorsed and signed at beginning of year 1 SMS Policy endorsed and signed Per Se

Create, integrate, and incorporate safety

- focused team into operations by end of year 3 Assign responsibilities and accountability for SMS program to individual Safety Manager at beginning of year 1 Safety Manager identified and assigned Per Se

Table 3

- Kickoff Checkpoint RequirementsSafety Assurance Plan 14



### 3.2.2 Month

- 6 Checkpoint Requirements

Goal Target Validation Sample Metrics

Sea

- Tac executive and senior management clearly and tangibly displays commitment to SMS

program Safety Team begins regular safety briefings to executive management by month 6 Briefings scheduled, occurring

, and attended by executive management Per Se

Create, integrate, and incorporate safety

- focused team into operations by end of year 3 Finalize and assign SMS roles and responsibilties and formalize accountablility by end of month 6 SMS roles, as defined in the SMS Roles and Responsibilities document have been formally assigned and communicated to

the asi gnee by management

Responsibilities and accountability has

been documented and included on

individual PREPs Per Se

Establish near perfect attendance at

the Sea

- Tac Safety Action Committee by end of year 3 Establish baseline attendees and

attendance record by end of month 6 Baseline attendance has been documented Per Se

Conduct regular internal program

audits Review and revise SMS Assurance Plan and finalize audit criteria and audit process by end of month 6 SMS Assurance Plan (this document) has been reviewed and updated Per Se

Implement and manage effective Operational Safety Risk Management program Develop interim hazard and risk data collection and reporting solution by end of

month 6 Excel spreadsheet, database, or other

interim data collecti on

Data collection solution enables SMS team to capture information related to hazards, hazard categories, descriptions, assessed level of risk, mitigation strategies and

effectiveness , responsible party

, number/type of incidents and accidents

, and results of root cause analysis Per Se

Begin collecting, recording, and prioritizing hazards (leveraging the Sea

- Tac risk matrix)identified through self

- inspection program by end of month 6 Data collected from self

- inspections

entered into interim hazard and risk data collection and reporting solution · Number of hazards

· Number of hazards, by category

· Number of hazards, by location

· Number of high risk hazardsSafety Assurance Plan 15 · Number of medium risk hazards

· Number of low risk hazards

· Number of hazards identified by type of self

- inspection (FOD, Ramp, Bagwell)

· Number, and type of incidents

and accidents and organization(s) involved Implement interim tenant hazard reporting mechanism by end of month 6 (through meetings, phone lines, drop boxes, etc.) Form/template developed that allows

tenants to document and submit airfield hazards. Form/template may also be used by internal Sea

- Tac resources to record hazard reports

Solution provides tenants an avenue to submit hazard reports verbally (through ACC and/or through the Sea

- Tac Safety Action Committee) Per Se

Implement and manage effective FOD program FOD sub

- committee holds frequent, effective meetings by month 6 Baseline attendance and meeting

occurrences ha ve been documented Per Se

Facilitate the integration and collaboration of SMS with disparate Port of Seattle safety initatives and

programs Attend and provide briefings at all Airport Safety Leaders meetings on an ongoing

basis Baseline attendance and meeting

occurrences ha ve been documented Per Se

Identify tr ends between and among SMS and other safety initiatives on an ongoing

basis Documentation of any identified trends and/or overlapping hazards, accidents,

incidents

If no trends are identified, validation efforts should include a review of Airport Safety Leader meeting notes/presentations to determine if any information or trends that

could have been identified were missed · Number and type of

accidents/incidents documented by SMS as compared to other groups represented in Airport Safety Leaders (Health & Sa fety, Construction, Police, etc.)

Assist and collaborate on mitigations and solutions and lead integrated intiatives in resolving joint safety issues Documentation resulting from collaboration Per Se

Table 4

- Month

- 6 Checkpoint RequirementsSafety Assurance Plan 16



### 3.2.3 Year

- 1 Checkpoint Requirements

Goal Target Validation Sample Metrics

Sea

- Tac executive and senior management clearly and tangibly displays commitment to SMS

program Executive Director facilitates and initiates SMS briefings (verbal or non

- verbal presentation) by end of year 1 Baseline attendance and meeting

occurrences ha ve been documented Per Se

Create, integrate, and incorporate safety

- focused team into operations by end of year 3 Integrate and align roles and responsibilities of existing Sea

- Tac personnel by end of year 1 Tasks and actions identified in the SMS Roles and Responsibilities document are occurring on a regular basis

SMS is incorporated into existing departmental meetings (i.e. ADM meeting) and is discussed with frequ ency in daily operations

Modifications to the SMS Roles and Responsibilities document have been identified based on experience and lessons learned through year 1 Per Se

Sea

- Tac personnel are effectively

trained and informed about SMS

program Develop inte rnal training courses by end of year 1 All training courses included in the SMS Training and Orientation plan have been developed and test runs delivered Per Se

Establish initial and recurring training requirements for internal staff by end of year 1 Item and Curriculum as defined in the SMS Training and Orientation plan have been configured within the Learning Management System

Reports and queries can be created to identify completed and overdue training requirements for Sea

- Tac employees Per Se

Establish near perfect attendance at

the Sea

- Tac Safety Action Committee by end of year 3 Establish attendance plan by end of month 9, including distinct metrics and performance improvement goals Attendance plan is documented based on

baseline established in month 6 Per SeSafety Assurance Plan 17 Establish a SMS Promotions and Orientation plan that engages, informs, educates and exites all Sea

Tac SMS stakeholders Develop mechanism to track effectiveness of campaigns by end of year 1 SMS Promotions metrics and performance targe ts are added to SMS Promotions Plan based upon lessons learned and data collected through the year 1 implementation Per Se

Roll out a minimum of 2 SMS campaigns by end of year 1 SMS campaigns detailed in the SMS promotions plan executed · Number, type, and date of promotional campaigns launched

· If related to hazard reporting, average number of hazard reports before/after campaign and percentage

increase/decrease

· If related to FOD walk or FOD program participation, number of attendees (meeting, FOD walk)

bef ore/after campaign and percentage increase/decrease

· Number of promotional pieces distributed (posters, SOCs)

· Number of promotional pieces

available for continued use

· Number of promotional pieces

that need to be created or ordered for upcoming campaigns Implement tenant SMS Orientation by end of year 1 SMS tenant orientation as documented in the SMS Training and Orientation plan is developed and installed on client

workstations at the Sea

- Tac Training Office · Number of expected trainees (based upon SIDA pr ojections)

· Number of completed SMS

Orientation

· Percent of completed SMS Orientation based on projections Conduct regular internal program

audits Conduct initial program audit by end of year 1 Results from internal program audited and documented, published, and distributed for

review

Briefing is conducted for executive and senior management on audit results Per SeSafety Assurance Plan 18 Maintain and enhance effective self

inspection program Ensure that monthly Ramp self

inspections are conducted and documented by end of year 1 Completed Ramp self

- inspection checklists are submitted, recorded, and archived for

further review and validation

ADMs are able to discuss findings and trends in relevant meetings · Total number of monthly Ramp

self

- inspections completed

· Number of Ramp self

- inspections completed, by month

· Number of Ramp self

- inspections completed, by ADM

· Correlation of number of self

inspections completed and number, type and location of

identified hazards Ensure that monthly Bagwell self

inspections are conducted and documented by end of year 1 Completed Bagwell self

- inspection checklists are submitted, recorded, and

archived for further review and validation

ADMs are able to discuss findings and trends in relevant meetings · Total number of monthly Bagwel l

self

- inspections completed

· Number of Bagwell self

inspections completed, by month

· Number of Bagwell self

inspections completed, by ADM

· Correlation of number of self

inspections completed and number, type

, and location of

identified hazards

Ensure that Part 139 inspections are not adversely impacted by implementation of

new self

- inspection programs (FOD, Ramp, Bagwell) Part 139 certification inspection results are improved or equal to the prior year · Average number of Part 139 inspections conducted monthl y prior to and after implementation

of new self

- inspections

· Average number of discrepancies identified monthly prior to and after implementation

of new self

- inspections

· Average time to discrepancy

resolution Implement and manage effective Safety Risk Asse ssment program Conduct a miniumum of 2 safety case panels for airfield projects by end of year 1 2 SRMD or SRMDM documents are developed and approved for airfield projects Per Se

Conduct a miniumum of 1 safety case panel for bagwell by end of year 1 1 SRMD or SRMDM document is developed and approved for bagwell project Per SeSafety Assurance Plan 19 Implement and manage effective Operational Safety Risk Management program Implement full, automated hazard and risk data collection and reporting solution by end of year 1 Full, automated hazard and risk data collection and reportng solution has been developed and deployed in a production capacity

Data collection solution enables SMS team to automatically capture information related to hazards, hazard categories, descriptions, as sessed level of risk, mitigation strategies, responsible party, number/type of incidents and accidents, and results of root cause analysis

Solution provides the ability for tenants to submit hazard reports online and anonymously · Number of hazards

· Number of hazards, by category

· Number of hazards, by location

· Number of high risk hazards

· Number of medium risk hazards

· Number of low risk hazards

· Number of hazards identified by type of self

- inspection (FOD, Ramp, Bagwell)

· Prioritization

· Number, and type of inci dents

and accidents and organization(s) involved

Prioritize 100% of hazards collected in year 1 by the end of year 1 All hazards collected by the end of year 1 have been assessed and prioritized according to Sea

- Tac risk matrix and risk

tolerances · Number and priority of hazards

· Hazards without specific prioritization

Create mitigation plans and take required actions on 40% of remaining hazards identified in year 1 All hazards collected by the end of year 1 have been assessed and prioritized according to Sea

- Tac risk matrix and risk

tolerances · Number and priority of hazards

· Number of mitigation plans developed

· Number of hazards with mitigation complete

· Number of h azards without specific prioritizationSafety Assurance Plan 20 Review, reassess, and close remaining

hazards at end of year 1 All hazards collected by the end of year 1 have been assessed and prioritized according to Sea

- Tac risk matrix and risk tolerances and those that can be, are

closed · Number of open hazards

· Number of closed hazards

· Average time between opening and closing of hazard

· Number of mitigation plans developed

· Number of hazards with mitigation complete Develop detailed hazard monitoring and closing procedures at end of year 1 Documented process and criteria, based upon year 1 baseline, for formally closing a reported hazard (with or without mitigation) Per S e

SMS program information and documentation is readily available to

all stakeholders Document and records management system and methodology is in place by end of year 1 Document storage and archival is available

and has been communicated to all relevant

SMS team members

SMS documents have been added to identified repository Per Se

Public website is updated with relevant external documents, records, and information by end of year 1 The Port of Seattle public website and/or other SMS public website provide access

to relevant SMS documents and

information Per Se

Implement and manage effective FOD program Ensure that regular FOD inspections are conducted and documented by end of year

1 Completed FOD self

- inspection checklists are submitted, recorded, and archived for

further review and validation

ADMs are able to discuss findings and trends in relevant meetings · Total number of FOD self

inspections completed

· Number of FOD self

- inspection s completed, by month or week

· Number of FOD self

- inspections completed, by ADM Decrease FOD on the airfield and bagwell Baseline FOD performance documented

and trends identified from continued self

inspections · Correlation of self

- inspections completed t o location and type of

FOD issues identified

· Specific areas/tenants for FOD

issues

· Number of FOD discrepancies identified, by month or week

· Increase or decrease in discrepancies identifiedSafety Assurance Plan 21 Integrate and align Sea

- Tac FOD program with tenant FOD programs Documented understanding and knowledge of tenant FOD programs

Joint FOD walks and other FOD activities occurrring Per Se

Facilitate the integration and collaboration of SMS with disparate Port of Seattle safety initatives and

programs Attend and provide briefings at all Airport Safety Leaders meetings on an ongoing

basis Baseline attendance and meeting

occurrences ha ve been documented Per Se

Identify trends between and among SMS and other safety initiatives on an ongoing

basis Documentation of any identified trends and/or overlapping hazards, accidents,

incidents

If no trends are identified, validation efforts should include a review of Airport Safety Leader meeting notes/presentations to determine if any information or trends that

could have been identified were missed · Number and type of

accidents/incidents documented by SMS as compared to other groups represented in Airport Safety Leaders (Health & Safety, Construction, Police, etc.)

Assist and collaborate on mitigations and

solutions and lead integrated intiatives in resolving joint safety issues Documentation resulting from collaboration Per Se

Assess baseline Safety Culture Conduct focus group and/or survey to develop a baseline for existing safety

culture at Sea

- Tac by end of year 1 Focus group and survey results analyzed

and documented

Targets and goals for improvement created Per Se

Table 5

- Year

- 1 Checkpoint RequirementsSafety Assurance Plan 22



### 3.2.4 Year

- 2 Checkpoint Requirements

Goal Target Validation Sample Metric

Conduct 100% of training for required personnel by end of year 2 Conduct 100% of training for required personnel by end of year 2 Learning Management System reports to provide complete and incomplete training requirements for all required SMS personnel · Completed training courses, by date, by personnel type

, and by

course

· Incomplete training requirements

· Number of training courses

conducted

· Number of attendees

· Percentage of required attendees with completed training requirements

· Percentage of required attendees

wit h incomplete training requirements Implement recurring training by end of year 2 Recurring requirements have been configured in the Learning Management System

Recurrent training courses have been developed

Recurrent training courses have been

scheduled or completed for a subset of required personnel Per Se

Conduct regular internal program

audits Conduct initial program audit by end of year 2 Results from internal program audited and documented, published, and distributed for

review

Briefing is conducted for executive and senior management on audit results Per SeSafety Assurance Plan 23 Facilitate the integration and collaboration of SMS with disparate Port of Seattle safety initatives and

programs Attend and provide briefings at all Airport Safety Leaders meetings on an ongoing

basis Baseline attendance and meeting

occurrences ha ve been documented Per Se

Identify trends between and among SMS and other safety initiatives on an ongoing

basis Documentation of any identified trends and/or overlapping hazards, accidents,

incidents

If no trends are identified, validation efforts should include a review of Airport Safety Leader meeting notes/presentations to determine if any information or trends that

could have been identified were missed · Number and type of

accidents/incidents documented by SMS as compared to other groups represented in Airport Safety Leaders (Health & Safety, Construction, Police, etc.)

Assist and collaborate on mitigations and solutions and lead integrated intiatives in resolving joint safety issues Documentation resulting from collaboration Per Se

Table 6

- Year

- 2 Checkpoint RequirementsSafety Assurance Plan 24



### 3.2.5 Year

- 3 Checkpoint Requirements

Goal Target Validation Sample Metrics

Sea

- Tac personnel are trained and informed about SMS program Continue required training

- initial and recurring

- through year 3 and beyond Learning Management System reports to provide complete and incomplete training requirements for all required SMS personnel · Completed training courses, by date, by personnel type and by

course

· Incomplete training requirements

· Number of training courses

conducted

· Number of attendees

· Percentage of required attendees with completed training requirements

· Percentage of required attendees with incomplete traini ng requirements

Establish a SMS Promotions and Orientation plan that engages, informs, educates and exites all Sea

Tac SMS stakeholders Deliver SMS Orientation to all airport tenant employees by end of year 3 SMS tenant orientation as documented in

the SMS Training and Orientation plan is developed and installed on client

workstations at the Sea

- Tac Training Office · Number of expected trainees (based upon SIDA projections)

· Number of completed SMS

Orientation

· Percent of completed SMS Orientation based on p rojections Conduct regular internal program

audits Conduct initial program audit by end of

year 3 Results from internal program audited and documented, published, and distributed for

review

Briefing is conducted for executive and senior management on audit results Per Se

Facilitate the integration and collaboration of SMS with disparate Port of Seattle safety initatives and

programs Attend and provide briefings at all Airport Safety Leaders meetings on an ongoing

basis Baseline attendance and meeting

occurrences ha ve been documented Per SeSafety Assurance Plan 25 Identify trends between and among SMS and other safety initiatives on an ongoing

basis Documentation of any identified trends and/or overlapping hazards, accidents,

incidents

If no trends are identified, validation efforts should include a review of Airport Safety Leader meeting notes/presentations to determine if any information or trends that

could have been identified were missed · Number and type of

accidents/incidents documented by SMS as compared to other groups represented in Airport Safety Leaders (Health & Safety, Construction, Police, etc.)

Assist and collaborate on mitigations and solutions and lead integrated intiatives in resolving joint safety issues Documentation resulting from collaboration Per Se

Table 7

- Year

- 3 Checkpoint RequirementsSafety Assurance Plan 26



## 3.3 Quality Assurance Checkpoint Output

In order to maximize the benefit of the QA checkpoints and ensure focus on continuous improvement, formal documentation of the checkpoint findings, identified trends, successes,

lessons learned

, and opportunities for improvement should be authored. The checkpoint output
can take the form of a W or d document, slide presentation

, and/or components can be shared on

SMS internal and external websites. However the information is captured, it must be thoroughly documented and archived so that it can be easily accessed and referenced in the future.

While the format and information contained within the checkpoint output can and should be tailored based upon its effectiven ess, the following components are rec ommended for inclusion :

1. Summary of Targets for Checkpoint Period

2. SMS Team Membe rs Involved in QA C heckpoint Review

3. Identification of Met and Missed Targets

a. Aggregation of key metrics illustrating level of target completion

b. Link or path to documents or other artifacts illustrating level of target completion

4. Identification of Preventive and Corrective Actions

a. Critical steps and timelines to bring SMS activities in line with checkpoint requirements for any missed targets

b. Proactive steps identified to ensure that next QA c heckpoint targets are successfully met

5. Lessons Learned

a. Opportunities for improvement

b. Key successes and accomplishments

c. Missing resources or department collaboration

6. Required SMS Program Updates

a. SMS program document updates (Risk Guide, Policy, Assurance Plan, FOD Program, etc.)

b. Recommended modifications to processes and procedures

c. Recom mended modifications to roles and responsibilities

7. Next Steps

a. Timeline to implement preventive and corrective actions and program updates

b. Approvals needed and/or dependencies

8. Overall Assessment of SMS Program Progress

a. Impact of target status on meeting ove rall SMS goals and objectivesSafety Assurance Plan 27



## 3 .4 Regular SMS Global Program Audits

As discussed in detail above, the SMS QA checkpoints are designed to ensure that the ove rall SMS program is meeting its specifi ed objectives, goals, and targets

. However, in order to deliver on the vision of continuous improvement, it is also critical to regularly examine the SMS program broadly, at a global level, to verify that the program as a whole is functioning as expected and meeting its overarching intent

.

The Sea

- Tac SMS team has identified several goals and targets for conducting SMS global program audits:

1. Goal: Conduct Regular Internal Program Audits

a. Target: Review and revise SMS Assurance plan (this document) and finalize

audit criteria and audit process by end of M onth

- 6

b. Target: Conduct initial program audit at end of Y ear

- 1

c. Target: Conduct initi al program audit at end of Year

- 2

d. Target: Conduct i nitial program audit at end of Y ear

- 3

2. Goal: Implement Peer Review in Year 4

- 5



### 3.4.1 Internal Program A udit Process

The intent of the internal program audit is to determine the overall effectiveness of the SMS program. As such, the focus of the audit should be on information sharing and continuous improvement, rather than on following a stringent set of pr ocesses. Particularly as the SMS team implements internal program audits and becomes accustomed to being involved in the process, it is more critical to create a collaborative environment than to ensure specific steps are followed. Based upon the success and outcome of the initial internal program audit, the process may be refined to include more rigorous requirements.

The recommended process for the initial program audit includes the following steps:

1. SMS Manager ensures that key information is available and that dependencies have been completed

. a. Month

- 6 and Year

- 1 QA checkpoints are completed

. b. Documented outputs from the QA checkpoints are completed

. c. Audit criteria and discussion topics are finalized

. d. Aggregated metrics are available

. 2. SMS team identifies resources to participate in a set of collaborative audit workshops

. a. SMS core team workshop (SMS Manager, sponsor, program manager, etc.)

b. SMS extended team workshop (ADM, ACC, Maintenance)

c. SMS tenant workshop (airlines, ground service pr oviders)

3. SMS Manager schedules and coordinates workshops

. a. Criteria and discussion topics are distributed in advance

. b. A minimum of 2

- hours is recommended for each session

. c. A designated note taker (other than the SMS Manager) is recommended for each

session

. 4. SMS core team conducts a final workshop to discuss and aggregate all audit findings and discussion points

. 5. SMS Manager creates and distributed final internal program output audit document

.Safety Assurance Plan 28



### 3.4.2 Internal Program Audit Criteria

As discussed above, the specific audit criteria for the initial internal program aud it should be finalized by Month

- 6 of the SMS implementation. The following is a set of preliminary possible audit criteria and discussion topics that may be useful in that effort:

SMS Element Key Area Au dit Criteria & Discussion Topics Program Data Collection and Information

Systems 1. Has our interim data collection and reporting system been easy to use and used consistently? Does the interim solution provide the data that we are tracking to?

2. Has data collection and reporting to

- date helped to identify specific requirements for the automated solution?

3. Does the data collection system provide most of the data that we

need to track to? If not, what other data or functionality is

needed?

4. Does data collecti ng and tracking improve or decrease efficiency? What can we do to streamline processes and data entry? Policy SMS Policy 1. Have the executive and senior management teams embraced

and acted as ambassadors for the SMS? What have we seen

that demonstrates this? What would we like to see done differently?

2. Do the SMS Policy objectives and elements accurately capture our intent with this program?

3. Do the SMS Policy objectives and elements align with the FAA’s expectations of this program?

4. Do stakeholders have ready access to the SMS Policy and have they read it?

5. Do stakeholders concur with the SMS Policy and objectives or are there competing interests and/or conflict? Roles and Responsibilities Are the roles and responsibilities identified for SMS appropria te and necessary for the program that we are implementing at Sea

- Tac? If not, do we recommend additional resources or fewer resources? How can we use our resources more effectively?

Risk Safety Risk Assessment 1. Were the projects selected for the safety risk assessment process appropriate or relevant? If not, why and how can we select more appropriate projects in the future?

2. Were panels efficient and effectively facilitated?

3. Did the safety risk assessment panels identify any hazards or risks that might h ave otherwise not been identified or mitigated?

4. Was the panel effective? Were the correct resources identified? Did we experience any reluctance in participation? If so, from whom and how can we encourage collaboration and participation in the future?

5. W as the time between the panel’s conclusion and the production of the resulting documentation acceptable?

6. Did the introduction of the safety risk assessment process result in any delays to the project? Were delays resulting from the process more significa nt than halting project work due to an unforeseen safety hazard occurring?Safety Assurance Plan 29 Operational Safety Risk Management 1. Is the operational safety risk management process being

followed?

2. Is the process effective in identifying and mitigating day

- to

- day

hazards and risks?

3. How do stakeholders perceive their ability to communicate safety hazards? Do they believe that their concerns are being

addressed?

4. Has participation in operational safety risk management processes been adequate? If no, why not?

5. Are there opportu nities to streamline the risk assessment and risk analysis processes? If so, how? And what impact may streamlining have on accuracy?

Assurance Personnel Training 1. How has the training for Sea

- Tac employees been received?

2. Are there recommendations or area s for improvement in the training courses or curriculum?

3. Do the training courses require more or less time to complete than projected?

4. Have we been able to garner appropriate management support for employees attending SMS training? If not, why? And how

c an we obtain more support? FOD Program 1. In general, are the airfield and bagwell FOD

- free?

2. Have the FOD inspections been occurring? If not, why and how can we improve performance and consistency?

3. Have we created a collaborative environment and participated in tenant FOD programs? Have tenants participated in Sea

- Tac FOD activities? How can we improve collaboration and

communication?

Minimum Standards 1. Do the minimum standards adequately reflect safety and operational requirements?

2. Are the minimum standards published and available to tenants?

3. Do tenants have an understanding of the Sea

- Tac minimum standards that impact their operation?

4. Are there improvements that can be made to minimum standards to further support SMS? If so, what?

SMS As surance 1. Are the targets and metrics identified in the SMS Assurance plan accurately and effectively capturing the success and opportunities for improvement in our SMS program?

2. What metrics should be added to the SMS Assurance plan ?

3. What metrics should be r emoved from the SMS Assurance plan?

4. Have the self

- inspection activities been conducted as planned? If not, why and how can we improve performance and consistency?

5. Do we have access to appropriate data to gauge our success in meeting targets and goals?Safety Assurance Plan 30 Promotion Promotion and Safety Culture 1. Has the SMS promotion plan been effective in creating a just safety culture?

2. What is our assessment of cultural improvements since the beginning of the SMS implementation?

3. Have we seen any negative cultural impacts since the beginning of the SMS implementation ?

4. Are tenants collaborating with t he airport and among

themselves?

5. What is the nature of safety

- related communications between tenants and the airport? Are communications generally perceived positively or negatively?

6. What is the perception of the airport community of the successes and opportunities for improvement of the SMS program?

7. Do stakeholders generally have an understanding of the Sea

Tac SMS program? And what impact has the SMS Orientation

course h ad on tenant understanding?

Table 8

- Internal Program Audit Criteria



### 3.4.3 Internal Program Audit Output

Very similar to the QA checkpoint output, the results of the internal program audit must be formally documented. The output can take the form of a Word document, slide presentation, and/or components can be shared on SMS internal and external websites. However the

information is captured, it must be thoroughly documented and archived so that it can be easily

accessed and referenced in the future.

While the format and information contained within the internal program audit output can and should be tailored based upon its effectiveness, the following components are rec ommended for

inclusion :

1. Summary of Audit Workshops

2. Audit Workshop Attendees

3. Summary o f Documentation and Metrics Used in Workshop

4. Audit Findings

a. Opportunities for improvement

b. Key successes and accomplishments

c. Required SMS Program Updates

i. SMS program document updates (Risk Guide, Policy, Assurance Plan, FOD Program, etc.)

ii. Recommended modi fications to processes and procedures

iii. Recommended modifications to roles and responsibilities

5. Next Steps

a. Timeline to implement preventive and corrective actions and program updates

b. Approvals needed and/or dependencies

6. Overall Assessment of SMS Program Prog ress

a. Assessment of program’s ability to meet overall SMS goals and objectivesSafety Assurance Plan 31



### 3.4.4 Peer Review

Because the Sea

- Tac SMS team will be heavily involved in all of the day

- to

- day operations of the program, it may be difficult to approach QA checkpoints and inte rnal program audits objectively. An effective strategy to assist in obtaining objective feedback on the SMS program

will be to conduct a peer review. In the peer review, Sea

- Tac will identify another airport, or multiple airports, who are also engaged in SMS implementation and who may be at various stages in SMS implementation, to review the program. In exchange, Sea

- Tac will review the SMS programs at the other airport(s).

In order to effectively implement the peer review, the following should be performed:

1. Identify airports of a comparable size and/or structure that are at the same or reasonably similar stage of SMS implementation

. 2. Conduct pre

- peer review workshops to coordinate logistics.

a. Expectations for review process

b. Dates

c. Evaluation criteria

d. Documentation and other output requirements

3. Conduct peer review

. 4. Conduct post

- review collaboration workshop

.Safety Assurance Plan 32



## Appendix A : SMS Objectives Traceability Matrix

Sea

- Tac SMS Program Years 1

- 3

No. SMS Goal Associated Targets SMS Objectives

1 Sea

- Tac executive and senior management clearly and tangibly displays commitment to SMS

program Commit resources (financial, human, and other) to SMS with a specific line item added to appropriate budget dedicated to SMS program All levels of Sea

- Tac airport management will be clearly committed to safety

We will create collaboration and integration between the Sea

- Tac SMS and all other airport safety programs

We will inst ill a pervasive, just safety culture at Sea

- Tac

We will strive to create openness and willingness and provide mechanisms for reporting and discussion of safety concerns SMS Policy is endorsed and signed at beginning of year 1

Safety Team begins regular safety briefings to executive management by month 6

Executive Director facilitates and initiates SMS briefings (verbal or non

- verbal presentation) by end of year 1

2 Create, integrate, and incorporate safety

- focused team into operations by end of year 3 Assign responsibilities and accountability for SMS program

to individual Safety Manager at beginning of year 1 All levels of Sea

- Tac airport management will be clearly committed to safety

We will establish a proactive program for hazard iden tification and risk mitigation

We will instill a pervasive, just safety culture at Sea

- Tac

We will have clear safety metrics, with clear accountability Finalize and assign SMS roles and responsibilities and

formalize accountability by end of m onth 6

Integrate and align roles and responsibilities of existing

Sea

- Tac personnel by end of year 1Safety Assurance Plan 33 3 Sea

- Tac personnel are effectively

trained and informed about SMS

program Develop internal training courses by end of year 1

We will establish a proactive program for hazard identification and risk mitigation

We will strive to understand and mitigate root causes and trends

We will instill a pervasive, just safety culture at Sea

- Tac Establish initial and recurring training requirements for internal staff by end of year 1

Conduct 100% of training for required personnel by end of year 2

Implement recurring training by end of year 2

Continue required training

- initial and recurring

- through year 3 and beyond

4 Establish near perfect attendance at

the Sea

- Tac Safety Action Committee by end of year 3 Establish baseline attendees and attendance record by

end of month 6 We will have open safety communications

We will instill a pervasive, just safety culture at Sea

- Tac

We will establish a proactive program for hazard identification and risk mitigation

We will strive to create openness and willingness and provide mechanisms for reporting and discussion of safety concerns Establish attendance plan by end of month 9, including distinct metrics and performance improvement goals

5 Establish a SMS Promotions and Orientation plan that engages, informs, educates and excites all

Sea

- Tac SMS stakeholders Develop mechanism to track effectiveness of campaigns by end of year 1

We will have open safety communications

We will instill a pervasive, just safety culture at Sea

- Tac Roll out a minimum of 2 SMS campaigns by end of year 1

Implement tenant SMS Orientation by end of year 1

Deliver SMS Orientation to all airport tenant employees by end of year 3Safety Assurance Plan 34 6 Conduct regular internal program

audits Review and revise SMS Assurance Plan and finalize audit criteria and audit process by end of month 6 We will have clear safety metrics, with clear accountability

We will strive to understand and mitigate root causes and trends Conduct initial program audit by end of year 1

Conduct second program audit by end of year 2

Conduct third program audit by end of year 3

7 Maintain and enhance effective self

inspection program Ensure that monthly Ramp self

- inspections are conducted and documented by end of year 1 We will have clear safety metrics, with clear accountability

We will establish a proactive program for hazard identification and risk mitigatio n

We will strive to create openness and willingness and provide mechanisms for reporting and discussion of safety concerns Ensure that monthly Bagwell self

- inspections are conducted and documented by end of year 1

Ensure that Part 139 inspections are not adversely impacted by implementation of new self

- inspection programs (FOD, Ramp, Bagwell)

8 Implement and manage effective Safety Risk Assessment program Conduct a minimum of 2 safety case panels for airfield projects by end of year 1 We will have clear safety metrics, with clear accountability

We will have open safety communications

We will instill a pervasive, just safety culture at Sea

- Tac

We will establish a proactive program for hazard identification and risk mitigation

We will strive to understand and mitigate root causes and trends

We will improve safety by identifying, prioritizing, and treating hazards

and risks

We will strive to create openness and willingness and provide mechanisms for reporting and discussion of safety concern s Conduct a minimum of 1 safety case panel for bagwell by end of year 1Safety Assurance Plan 35 9 Implement and manage effective Operational Safety Risk Management

program Develop interim hazard and risk data collection and reporting solution by end of month 6

We will have clear safety metrics, with clear accountability

We will have open safety communications

We will instill a pervasive, just safety culture at Sea

- Tac

We will establish a proactive program for hazard identification and risk mitigation

We will strive to u nderstand and mitigate root causes and trends

We will improve safety by identifying, prioritizing, and treating hazards

and risks

We will strive to create openness and willingness and provide mechanisms for reporting and discussion of safety concerns Implement full, automated hazard and risk data collection and reporting solution by end of year 1

Begin collecting, recording, and prioritizing hazards (leveraging the Sea

- Tac risk matrix)identified through self

inspection program by end of month 6

Implement interim tenant hazard reporting mechanism by end of month 6 (through meetings, drop boxes, etc.)

Prioritize 100% of hazards collected in year 1 by the end of year 1

Create mitigation plans and take required actions on 100% of high risk hazards identified in year 1

Create mitigation plans and take required actions on 40% of remaining hazards identified in year 1

Review, reassess, and close remaining hazards at end of year 1

Develop detailed hazard monitoring and closing procedures at end of year 1Safety Assurance Plan 36 10 SMS program information and documentation is readily available to

all stakeholders Document and records management system and methodology is in place by end of year 1 We will have clear safety metrics, with clear accountability

We will have open safety communications

We will instill a pervasive, just safety culture at Sea

- Tac

We will strive to create openness and willingness and provide mechanisms for reporting and discussion of safety concerns Public website is updated with relevant external documents, records, and information by end of year 1

11 Implement and manage effective FOD program Ensure that regular FOD inspections are conducted and documented by end of year 1 We will have clear safety metrics, with clear accountability

We will strive to understand and mitigate root causes and trends

We will instill a pervasive, just safety culture at Sea

- Tac FOD sub

- committee holds frequent, effective meetings by

month 6

Decrease FOD on the airfield and bagwell

Integrate and align Sea

- Tac FOD program with tenant FOD

programs

12 Facilitate the integration and collaboration of SMS with disparate Port of Seattle safety initiatives and

programs Attend and provide briefings at all Airport Safety Leaders meetings on an ongoing basis We will instill a pervasive, just safety culture at Sea

- Tac

We will establish a proactive program for hazard identification and risk mitigation

We will strive to understand and mitigate root causes and trends

We will creat e collaboration and integration between the Sea

- Tac SMS and all other airport safety programs

We will strive to create openness and willingness and provide mechanisms for reporting and discussion of safety concerns Identify trends between and among SMS and other safety initiatives on an ongoing basis

Assist and collaborate on mitigations and solutions and lead integrated in i tiatives in resolving joint safety issues

13 Assess baseline Safety Culture Conduct focus group and/or survey to develop a baseline for existing safety culture at Sea

- Tac by end of year 1 We will instill a pervasive, just safety culture at Sea

- TacSafety Assurance Plan 37 Sea

- Tac SMS Program Years 4

- 5

No. SMS Goal Associated Targets Safety Objectives

1 Sea

- Tac executive and senior management continues to support, demonstrate commitment to, and facilitate SMS TBD All levels of Sea

- Tac airport management will be clearly committed to safety

We will create collaboration and integration between the Sea

- Tac SMS and all other airport safety program s

We will instill a pervasive, just safety culture at Sea

- Tac

We will strive to create openness and willingness and provide mechanisms for reporting and discussion of safety concerns

2 Implement peer review TBD We will have clear employee safety metrics, with clear accountability

We will have open safety communications

We will create collaboration and integration between the Sea

- Tac SMS and all other airport safety programs

We will strive to create openness and willingness and provide mechanism s for reporting and discussion of safety concerns

3 Evaluate cost/benefits TBD We will have clear employee safety metrics, with clear accountability

4 Establish firm baselines TBD We will have clear employee safety metrics, with clear accountability

5 Conduct post

- implementation safety culture assessment TBD We will instill a pervasive, just safety culture at Sea

- Tac

6 Make Identified Improvements to SMS TBD We will have clear employee safety metrics, with clear accountability