The SMS works as one integrated system across the organisation and inside daily transport operations, a practical framework for managing public risk through everyday business decisions rather than a separate or parallel set of processes; how integration is achieved is not prescribed and is scaled to the operation. Eight things are looked for. The SMS actively shapes how transport activities are planned, prioritised and carried out, including decisions at the frontline, by supervisors and by management. Safety roles, responsibilities and accountabilities line up across functions and levels so that public risk is managed in a coordinated way rather than in silos. SMS processes such as risk management, communication, monitoring and improvement run as a coordinated whole rather than as disconnected activities. Safety information generated by the SMS travels through suitable channels to the right decision-makers in time to act on public risk. Where contractors or other chain of responsibility parties are involved, SMS arrangements coordinate and manage the shared or interfacing public risks. Safety considerations from the SMS influence how work is organised, how resources are allocated and how changes are made, instead of being considered only after operational decisions are taken. The extent and form of integration are scaled to how big, varied and complex the operation is and to how much public risk it carries, aimed at risk outcomes rather than a prescribed organisational model. And, taken together, the arrangements show one organisation-wide system that shapes behaviour and decisions in practice, not a set of parallel or purely documentary processes.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.