GM1 UAS.LUC.030(2)(g)(vii)  Safety management system

MANAGEMENT OF CHANGE

Unless properly managed, changes in organisational structures, facilities, the scope of work, personnel, documentation, policies and procedures, etc. can result in the inadvertent introduction of new hazards, which expose the organisation to new, or increased risk. Effective organisations seek to improve their processes, with conscious recognition that changes can expose the organisations to potentially latent hazards and risks if the changes are not properly and effectively managed.

Regardless of the magnitude of a change, large or small, proactive consideration should always be given to the safety implications. This is primarily the responsibility of the team that proposes and/or implements the change. However, change can only be successful if all the personnel affected by the change are engaged and involved, and they participate in the process. The magnitude of a change, its safety criticality, and its potential impact on human performance should be assessed in any change management process.

The process for the management of change typically provides principles and a structured framework for managing all aspects of the change. Disciplined application of change management can maximise the effectiveness of the change, engage staff, and minimise the risks inherent in change.

Change is the catalyst for an organisation to perform the hazard identification and risk management processes.

Some examples of change include, but are not limited to:

(a) changes to the organisational structure;

(b) a new type of UAS being employed;

(c) additional UASs of the same or similar type being acquired;

(d) significant changes in personnel (affecting key personnel and/or large numbers of personnel, high turn-over);

(e) new or amended regulations;

(f) changes in financial status;

(g) new location(s), equipment, and/or operational procedures; and

(h) new subcontractors.

A change may have the potential to introduce new human factors issues, or exacerbate pre-existing issues. For example, changes in computer systems, equipment, technology, personnel (including the management), procedures, the work organisation, or work processes are likely to affect performance.

The purpose of integrating human factors into the management of change is to minimise potential risks by specifically considering the impact of the change on the people within a system.

Special consideration, including any human factors issues, should be given to the ‘transition period’. In addition, the activities utilised to manage these issues should be integrated into the change management plan.

Effective management of change should be supported by the following:

(a) implementation of a process for formal hazard analyses/risk assessment for major operational changes, major organisational changes, changes in key personnel, and changes that may affect the way a UAS operation is carried out;

(b) identification of changes likely to occur in business which would have a noticeable impact on:

(1) resources — material and human;

(2) management guidance — processes, procedures, training; and

(3) management control;

(c) safety case/risk assessments that are focused on aviation safety; and

(d) involvement of key stakeholders in the change management process as appropriate.

During the change management process, previous risk assessments and existing hazards are reviewed for possible effects.