We all recall the tragic accident in India in 2010 in which a 737 overran the runway end at Mangalore and careered down a steep wooded hillside beyond, breaking up and catching fire. 158 people on board lost their lives. The final investigation report http://www.skybrary.aero/bookshelf/books/1680.pdf makes numerous recommendations, many referring to operational procedures and training, but perhaps surprisingly one recommendation refers specifically to training in safety management systems (SMS) for airline managers – see 4.3.15 below. Why? Well SMS is not just a manual and it is not just for the safety department. SMS is an integral business process for which all managers, department heads and executives have a daily responsibility, and perhaps more significantly to the individuals concerned, an implicit accountability.
To fulfil the obligations of this recommendation, which should be heeded by operators worldwide not just those in India, and to help managers understand how SMS works in business, Gates Aviation has developed and successfully delivered a tailored SMS course for senior staff up to CEO level. Recognising that these people have limited time available for training, the intensive course lasts just 4 hours but embraces all of the necessary concepts and processes. To learn more about this, and other high quality SMS training by Gates Aviation, please contact Captain Jo Gillespie at jgillespie@gatesaviation.com .
Extract from Indian Air Ministry Report:
‘ACCIDENT TO 737-800 AIRCRAFT ON 22nd MAY 2010 AT MANGALORE’
4.3.15 Safety Management Training for Executives
In view of rapid growth of aviation in India, both commercial and private, there is a need to ensure that various Executives as well as Post Holders undergo specialised training in Safety Management. This will enhance the necessary awareness amongst senior management, thereby ensuring that requisite importance is given to Flight Safety. In this connection the newly introduced Safety Management System (SMS) by DGCA also needs to be implemented by all.
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