SMS – A Tool To Communicate With Hazards

SMS – A Tool To Communicate With Hazards

By OffRoadPilots

A Safety Management System (SMS) in safety critical

industries such as airport or airline operations, is a

tool to communicate with hazards. Communicating with

hazards is the new way to operate a successful SMS. The

first day of the SMS implementation phase, SMS managers

and senior management became busy chasing Quality

Control and improving safety by their reactive

processes. After the SMS was fully implemented, they

continued to apply reactive processes but missed an

opportunity to use their Quality Assurance program.

COMMUNICATE WITH

HAZARDS

Effective

communication with

hazards is the

structured methods

and strategies SMS

enterprises use to

identify, assess,

understand, and

respond to risks that

may threaten people,

operations, assets,

or the environment.

While communication

with hazards may

sound abstract, it

fundamentally

involves establishing

a two-way flow of information between an SMS enterprise

and the dynamic risks it faces. This communication

enables proactive management and informed decision-making to reduce the likelihood and impact of hazardous events.

The first step in communicating with hazards is hazard

identification. SMS enterprises must establish systems

for detecting existing and emerging threats. These

could be physical hazards (e.g., machinery, chemicals),

environmental risks (e.g., floods, storms), or

operational hazards (e.g., cybersecurity threats,

financial risks).

Data sources, such as incident reports, audits,

personnel feedback, or external assessments play a

vital role. The better an SMS enterprise understands

the nature of a hazard, the more effectively it can

respond to it.

External communication with stakeholders, vendors,

regulatory bodies, emergency services, and the public

is also essential. This involves transparent reporting

of hazards and sharing mitigation plans. For instance,

an energy company near a residential area might hold

public briefings or distribute materials on what to do

in case of a leak or explosion. An airport operator may

hold regular meetings with the residents of the area to

address observations and concerns by the general

public.

Technology further enhances communication with hazards.

Real-time monitoring systems, such as weather alerts,

sensor data from equipment, SiteDocs live reports, or

cybersecurity threat detection platforms, allow SMS

enterprises to receive live feedback from hazards. This

listening to hazards enables reliable responses and

mitigations to risk controls.SMS Enterprises may use scenario planning and simulations as a form of communication. By modeling

possible hazard events and outcomes, they can converse

with the hazard landscape, anticipating consequences

and refining their preparedness strategies. These

exercises also help communicate complex risks in an

understandable way to stakeholders, vendors and other

third parties.

Feedback loops are

vital for success.

After hazards are

mitigated SMS

enterprises must

review what happened,

update their risk

communication

systems, and adjust

policies, processes,

procedures or

acceptable work

practices. This

continuous learning

process is a hazard

communication tool

that communication

with hazards and a

tool which evolves with a changing environment.

.

TALKING ABOUT HAZARDS

Communicating with hazards means more than just talking

about them. It is about establishing a dynamic system

of detection, analysis, education, transparency, and

adaptation. When done effectively, it transformshazards from unpredictable threats into manageable

risks.

Many managers in industrial, construction, and safety-

critical industries believe that talking about hazards

with personnel is equivalent to communicating and

mitigating hazards. This belief stems from a

combination of practical reasoning, managerial intent,

and organizational habits. However, this equivalence

can be misleading if not carefully examined.

At a basic level, when managers discuss hazards with

workers, they often assume the conversation itself

fulfills the responsibilities of hazard communication

and risk mitigation. These discussions typically take

the form of safety briefings, toolbox talks, or pre-job

planning meetings. During these moments, hazards are

identified, potential consequences are outlined, and

safe behaviors are encouraged. From the manager’s

perspective, this seems like a logical and proactive

approach: identifying and sharing the knowledge of a

hazard is seen as the first, and sometimes only

necessary step.

Managers may also equate talking about hazards with

action because they believe that awareness leads to

prevention. If workers are made aware of danger, they

are expected to act responsibly and avoid unsafe

conditions. Thus, the act of verbal communication

becomes synonymous with risk control. This belief is

reinforced in environments where safety metrics are

focused on lagging indicators (e.g., injury rates) and

where the absence of incidents is taken as a sign of

effective communication and hazard control.Another reason is the constraints on time and resources. In time sensitive work environments, managers may face pressure to keep operations running

while still mitigating hazards. 

Talking about hazards can be done quickly, requires no physical changes, and is easy to document. Compared to implementing

engineering controls, changing processes, procedures or

acceptable work practices, or investing in protective

equipment, discussing hazards is simpler and less

resource-intensive. As a result, communication becomes

a stand-in for more thorough hazard mitigation.

There is also a cultural element at play. In some

organizations, safety culture places a heavy emphasis

on personal responsibility. This leads managers to

believe that if a worker is told about a hazard, the

responsibility shifts to the individual. The

conversation, then, becomes a box to tick—ensuring the

manager has done their part. In such cases, the belief

that talking equals mitigating is a reflection of a

transactional view of safety, rather than a systems-

based approach.

The flaw in this reasoning is that talking about a

hazard does not physically change the hazard. Real

hazard management involves four decisions and action

items such as accepting the hazard, mitigate the

hazard, eliminate the hazard, or transfer the hazard.

While communication is essential and supports these

actions, it is not a substitute for them. Effective

hazard control requires both awareness and

intervention.Managers may equate talking about hazards with

communicating and mitigating them due to a mix of good

intentions, organizational pressure, and

misunderstandings about their safety management system

processes. While communication is a critical component

of safety, it must be paired with concrete mitigation

efforts to truly protect workers. Recognizing this

distinction is key to evolving from a culture of

compliance to one of genuine safety.

ORGANIZATIONAL HAZARD

COMMUNICATION

Organizations must

take a proactive and

systematic approach

to communicate with

hazards effectively,

meaning they must

establish structured

methods to identify,

assess, and address

threats before they

escalate into incidents. Communicating with hazards

involves more than simply recognizing risks, it

encompasses an ongoing dialogue between the

organization’s people, systems, and the environment in

which they operate to minimize harm and ensure safety.

This communication is critical in safety critical

industries and sectors such as aviation, manufacturing,

healthcare, and energy, where the consequences of

unmanaged hazards open the gates for special cause

variations.Training and education play a vital role in hazard

communication. Personnel must be trained not only in

the technical aspects of identifying hazards but also

in the communication processes in place.

New hires receive indoctrination training, and

orientation that includes learning about the safety

management system policy (SMS Policy), how to use

hazard reporting tools, observation tools, and how to

submit their reports. Personnel are also trained in

reporting of successful processes and why operations

goes right most of the time.

Ongoing training is a tool for personnel to stay

updated on current policies, regulatory requirements,

and events. Interactive methods, such as workshops,

role-playing, and scenario-based exercises, can further

enhance engagement and retention of safety

communication practices.

Internal communication tools such as newsletters,

safety bulletins, meetings, and digital platforms are

tools to communicate with hazards. If a near-miss

incident occurs in one part of the organization,

sharing the lessons learned through internal

communications and include personnel in developing the

corrective action plan, can prevent similar events

elsewhere.

Communication with external stakeholders such as third-

party contractors, regulatory agencies, and the public

is also crucial. Transparent communication with

external parties demonstrates accountability and

enhances an SMS enterprise’s reliability and

accountability.Feedback loops are essential for sustaining effective

communication with hazards. After hazards are

identified, the organization must act and then

communicate back to stakeholders about the actions

taken. This feedback confirms that hazard communication

leads to real outcomes, thereby reinforcing personnel

engagement and continuous improvement. Without

feedback, communication becomes one-sided, and

personnel, stakeholders, vendors and third party

contractors may lose motivation to communicate.

By encouraging open dialogue, implementing structured

systems, such as the Safety Management System, and

SiteDocs Compliance System, using clear visual aids,

investing in training, leveraging technology, engaging

external stakeholders, and maintaining feedback loops,

organizations can create an environment where hazards

are consistently identified, understood, and

controlled. This ongoing oversight and mitigation of

hazards ultimately put up barriers for special cause

variations to enter into their production or service

system.

SMS MANAGER COMMUNICATE WITH HAZARDS

Safety managers play a vital role in maintaining safe

environments across industries, and their ability to

communicate with hazards is not to literal dialogue,

but to their capacity to understand, identify, assess,

and manage risks effectively.

The concept of communicating with hazards emphasizes

their deep familiarity with hazards, their mechanisms,

and the context in which they arise. Safety managers

speak the hazard language because they are trained tointerpret warning signs, evaluate risk factors, and

implement control measures. Their expertise in hazard

management stems from rigorous training, experience,

and a structured understanding of risk principles and

safety systems.

Communication with hazards involves the ability to

recognize and understand the different forms hazards

can take, from physical and chemical dangers to

ergonomic, biological, and psychosocial risks. Safety

managers are trained to detect early indicators, or

pattern changes, of such threats. They know how hazards

manifest in different environments, whether it is a

factory floor, a construction site, a laboratory, an

airline, an airport, or an office setting. This

recognition involves a blend of observational skills,

technical knowledge, and familiarity with historical

data. Safety managers are highly skilled at using tools

like hazard identification tools, such as Statistical

Process Control (SPC), job safety analyses, observation

reports, risk analyses, risk assessments, and system

analyses. These tools help them to comprehend the

language of hazards, identifying patterns and

opportunities for special cause variations to access

processes.

SMS Managers communication with hazards also includes

assessing the severity and likelihood of potential

harm. By using structured methods such as risk

matrices, safety managers can determine which hazards

are most pressing and require immediate intervention.

This prioritization is a key part of their expertise—

they know that not all risks are equal, and they

allocate resources efficiently to minimize the mostsignificant threats. Safety managers also understand

the cause-and-effect relationships that lead to

incidents. 

For instance, they know how a poorly

maintained machine can lead to mechanical failure, or

how a lapse in protocol can result in a chemical spill.

Their fluency in these processes allows them to not

just detect but effectively converse with hazards by

predicting their outcomes and preemptively applying

control measures.

Safety managers speak

the hazard language

because their

training equips them

with both theoretical

knowledge and

practical application

of policies,

processes,

procedures, and

acceptable work

practices. These

professionals are

highly trained in

their SMS

enterprise’s systems,

they have technical

knowledge, they have design and development knowledge,

and they have been trained to develop analytic mind.

They come from all walks of life, and they may have any

level of formal education. Safety management system

managers roles and responsibilities are highly unique,

and communicating with hazards is one of their

specialties in safety critical industries.

Safety management system managers roles and

responsibilities are highly unique, and communicating

with hazards is one of their specialties in safety

critical industries. SMS managers are one of the few

professional positions that must be independent from

being beholden to certificates of achievements, awards

or rewards.

Safety managers constantly update their knowledge to

remain fluent in evolving hazard language. Hazards can

change due to technological advancements, changes in

materials, or new work processes. For example, the

increasing use of lithium-ion batteries introduces

different fire risks compared to traditional power

sources. A safety manager fluent in hazard language

will understand how to assess thermal runaway, plan for

containment, and communicate to mitigate special cause

variations. This dynamic adaptability ensures they

remain relevant and competent in their role and

prepared to engage with emerging threats at any time.

Another reason safety managers are considered experts

in hazard management is their ability to translate

technical risk concepts into actionable strategies for

workers and decision-makers. While hazards are a form

of technical data, the people affected by them,

employees, supervisors or executives, often need that

data interpreted in a practical, clear manner. Safety

managers serve as interpreters, converting complex risk

assessments into understandable warnings, training

programs, and safety procedures.

This human element is critical. Speaking the hazard

language is not useful unless it results in behavioral

change or improved decision-making. Through toolboxtalks, safety drills, signage, and safety culture

programs, safety managers open the doors for everyone

in the organization to become part of the conversation

about hazards.

Experience also plays a critical role in why safety

managers are experts in hazard management. Their

experience allows them to make informed decisions under

pressure and to foresee risks that others might

overlook. This practical wisdom is one of the strongest

indicators of expertise, as it enables managers to lead

with confidence and credibility during safety audits,

inspections, or emergency responses.

Safety managers are experts because they are systems

thinkers. They do not view hazards as isolated

anomalies but as parts of broader organizational

systems. They understand how culture, communication,

training, equipment, processes, and leadership interact

to either produce or prevent accidents.

This holistic view enables them to implement proactive

safety systems rather than reactive fixes. For

instance, instead of merely addressing a slip-and-fall

incident, a skilled safety manager review floor

maintenance schedules, footwear policies, lighting, and

signage to eliminate the root cause systemically.

Safety managers are able to communicate with hazards

because they understand the nature and behavior of

risks in detail. They speak the hazard language thanks

to their training, knowledge, wisdom, and ability to

apply practical solutions. Their expertise in hazard

management is rooted in both education and hands-onexperience, allowing them to interpret, manage, and

mitigate risks across diverse environments.

Through a combination of analytical thinking, technical

fluency, interpersonal communication, and real-world

application, they act as the bridge between special

cause variations and process reliability.

HAZARD DECISIONMAKER

When a person is unable to communicate with hazards, it

significantly undermines their capacity to be the final

decision-maker in hazard management. Hazard management

relies heavily on clear, accurate, and timely

communication with hazards. This includes the ability

to interpret correctly information about hazards and

then relay it to relevant parties or act. If a person

cannot communicate with hazards, they may not receive

critical updates or be unable to inform others, respond

appropriately, or request assistance. This puts

everyone involved at risk for special cause variations

to enter their processes.

Hazard communication is not limited to speaking. It

involves understanding, processing, and conveying

information. Someone who lacks the ability to

effectively communicate with hazards might misinterpret

the severity of a hazard or miss subtle cues that

others are picking up on. This can lead to delayed

responses, inappropriate actions, or even inaction. For

instance, if there is a chemical spill and the person

in charge is unaware of its toxicity because they

cannot receive or understand a report about it, they

might make a decision that increases exposure to

others.Decision-making in hazard management also requires the

ability to coordinate with teams, delegate tasks, and

ensure that safety protocols are followed. If the

decision-maker is unable to understand the hazard

language and translate the language to give

instructions, seek clarification, or adapt plans based

on feedback, it creates confusion and inefficiency.

Others may hesitate

to act, unsure of

what the protocol is

or if their actions

are aligned with the

decision-maker's

intent. In crisis

situations, this gap

in hazard

communication can

create chaos, as

teams need clear leadership and direction.

A person who cannot communicate with hazards will struggle with essential administrative tasks, which are vital for future risk assessments and continuous

improvement. Without clear communication with hazards,

it becomes difficult for SMS enterprises to learn and

prevent similar events.

Hazard communication is also essential for operational

processes to conform to regulatory requirements, and

for liaising with external agencies, vendors, third-

party contractors or other stakeholders.

If the final authority on decisions cannot interact

with hazards and other entities, the SMS enterprisecould experience open doors for special cause

variations to enter into their processes and causing

interruptions and deviations.

Being unable to communicate with hazards fundamentally

compromises the effectiveness of any decision-maker in

hazard management. Communication with hazards is the

backbone of safety planning, response, and recovery.

Communication with hazards is a tool to ensure that

everyone is informed, coordinated, and capable of

acting appropriately.

A final decision-maker authority, such as an

Accountable Executive (AE) must be able to interpret

hazard communication, understand risk, convey urgency,

and coordinate with others, all of which require strong

leadership skills. Without these skills the Accountable

Executive must totally rely on and comply with an SMS Manager's decision. 

OffRoadPilots