Introduction

The management system for any business is the structures implemented to achieve the business objectives. In the context of this document, the key strategic objectives are to ensure the business activities are conducted in a safe and secure manner, protecting our customers, our people and contractors, as well as property and assets, from harm.

However, meeting any safe and secure objectives has to be achieved in harmony with all other Menzies Aviation (MA) strategic objectives and therefore should not be viewed in isolation or managed separately. Whilst there are explicit regulations that require a business to implement a management system across its organisation, the value to MA of having an effective and efficient operating management system is directly linked to the ability to achieve its strategic objectives including Safety, Operations and Commercial objectives.

A management system provides the framework (including responsibilities, competencies and procedures) to help efficiently deliver the desired outputs required for achievement of company objectives. For safety and security, there are risks that are well understood, those that are partially understood and those that are unique and cannot yet be understood or defined.

The management system key policies, systems, programs, processes, procedures and/or plans are determined and implemented throughout the organization;

This Safety Management System (SMS) Manual contains key information for line managers on SMS and how that policy should be implemented at an operational level. As such, it is an important document that must be maintained according to the following procedures:

Line Managers should ensure that the Safety Management System is:

  • Available for download and review at each location
  • Legible
  • Maintained in an orderly manner, with revisions incorporated promptly and obsolete sections removed
  • Accessible to those managers who should be aware of its contents.

Line managers should pay particular attention to any amendments to the Safety Management System Manual, which may require changes to local procedures. The current version will always be available on the Intranet (accessible to all employees) and any printed versions of this document shall be classed as un-controlled.

Our Mission

Our mission is to change culture from our employees following rules, regulations and procedures not because they are being told to, to a culture that promotes and fosters a belief that they are there to protect us from harm and they want too.

To enable this we have a set of core principles that is integrated and communicated through induction, training, all safety communication and it is even included on our high-viz clothing. These principles spell out MORSE (Menzies, Operating, Responsibly, Safely and Effectively)

Our philosophy is to continuously improve the safety culture to enable every employee to be motivated;

  • Think; I know what MORSE is
  • Feel; I’ll make sure that I act in a MORSE way
  • Do; stay safe and work responsibly with the team

Amendment Record Instructions

Ver/Rev.

Date of Issue

Section

Section Page

Details of Amendment

v1/Rev1

27th August 2015

All

n/a

- Corrected the Issued date in the header of each section

v1/Rev2

29th February 2016

1 - Safety Policy and Objectivesn/a

Update of H&S Statement

v2/Rev0

28th June 2017

All

All

Amended to align with ISAGO Edition 6

GOSARPS; formatting & grammatical amendments.  Changes in text highlighted with watermark.

Page numbering & sequence changed within document.

V2/Rev1

21st December 2017

All

All

Amendment of wording from Qlikview to Qliksense

V2/Rev2

25st January 2018

n/an/a

Update and inclusion of Introduction an Amendment Record Instruction

V3/Rev01st April 2019AllAllUpdated and amended with retirement of MORSE Safety Reporting System and integration of new AVA Reporting and Investigation Platform.
V3/Rev118th September 20191 - Safety Policy and Objectives
4 - Safety Promotion
1.5, 1.7
4.3
Correction in numbering and additional ISAGO reference
V3/Rev213th December 2019Alln/aRemoval of IRB
V3/Rev39th January 2020AllAllCorrection of Heading Numbers
V3/Rev47th February 2020All

2 - Safety Risk Management
All

2.2.1
Replacement of AVA with MORSE references for reporting system with MORSE regeneration
Update to Management of Change
V4/Rev07th February 2020AllAllReview and update of SMS Manual
Update of ISAGO references
V4/Rev17th February 20204 - Safety Promotionn/aSection 4.2.2 Update to Safety Light System (SLS) incorporating MORSE briefing requirements.
V4/Rev2February 2021All Section 4.2.3 - MATV removal
Section 4.2.4 - Video Library removal
Section 4.2.2 - Updated SLS templates
Section 2.2.1 - Additional Link to Templates/Forms & Guidance Material
V5June 2021

All

1 - Safety Policy and Objectives

2 - Safety Risk Management

4 - Safety Promotion

Section 1.8
Section 2.2.2
Section 4.0
Section 4.2.3
Various minor updates to align with ISAGO audit requirements
Section 1.8 Addition of Occupational Health
Section 2.2.2  Addition of Management of Contractors , sub contractors  and Visitors
Section 4.0  Addition of MORSE Code & Charter
Section 4.2.3 Addition of Gamification
V5 /Rev1July 20222 - Safety Risk  Management
4 - Safety Promotion
Section 2.5.1
2.5.2
4.2.4
Section 2.5.1
Removal of Event Risk Classification (ERC) & replaced with Category based methodology
Section 2.5.2
Removal of 'Calculation of ERC' & replaced with 'Severity Weighting'
Section  4.2.4
New section - Recognition Programme - Go Make A Difference (GOMAD)

1. Safety Policy and Objectives

1.1 Scope of SMS

Intent

The Safety Management System (SMS) provides a framework and guidance on managing occupational health and safety. This manual sets out the recommended minimum standard that shall be applied throughout Menzies Aviation (MA) at all locations worldwide.

Purpose

MA encompass a broad range of activities in a large number of locations around the world, each with its own operating circumstances and pressures. The purpose of the SMS is to provide an overview of MA’s hierarchy of policies and set parameters for each facility to strive to operate. MA is fully committed to a process of continual improvement to ensure safe systems of work are available to safeguard its operational activities, employees, and customers alike.

How

A SMS is a business-like approach to safety. It is a systematic, precise and proactive process for managing safety risks. As with all management systems, a SMS provides for goal setting, planning and measuring performance. Our SMS is woven into the fabric of our organisation, it becomes our culture; the way we work.

Full implementation will help:

  • Proactively, re-actively and predicatively control risks to a level that is acceptable.
  • Take appropriate action and measure how effective risks controls are. Thus preventing incidents from occurring.

Benefits

An effective SMS provides many other potential benefits, including:

  • The ability to control potential risks faced by Operations.
  • A clear, documented, consistent (standard) and easily understood approach to achieving safe operations.
  • A common language to establish safety objectives, targets and implement/monitor safety risk controls
  • Active involvement of employees in safety and building a positive safety culture.
  • Demonstrable control to all stakeholders e.g. employees, customers, airport authorities, regulators etc.
  • Reduction or removal of operational inefficiencies.
  • Decreased insurance costs and improved reputation.
  • Potential defence from legal action.

1.2 Management Commitment and Responsibility

Safety first

Safety and security are not optional extras... they are absolute requirements.

MA fosters a working environment in which Operational Safety has top priority: the health and safety of our employees, customers and passengers shall never be compromised. MA recognises that a safe working environment is essential within the aviation industry and adds to and enhances the company’s overall value, both in the short and long term. For this reason we have made health and safety an integral component of all our management systems and all our working practices.

We ensure the safety of our employees, passengers, aircraft and customer’s assets through our safety management system (SMS). We believe the identification of hazards and the transparency and rigorous follow up of near misses and incidents and  are key components to harness an environment where safety is the number one priority.

We have clearly defined organisational responsibilities within the Health and Safety manual that make Health & Safety the number one priority for all levels of management and each employee. Strict operating procedures have been designed with personnel and aircraft safety as the primary concern within our operational manuals, GOM, MCHM, PSM and a Quality Management System to ensure compliance with applicable regulations and MA standards. Additionally, detailed Emergency Response Procedures have been developed in accordance with ICAO standards.

1.3 Safety Goals


The overarching objective is to have a continuous improvement of our safety performance from the previous year. We strive for:

  • Minimum year on year improvement of at least 10% reduction in personal injury
  • Minimum year on year improvement of at least 10% reduction in aircraft ground damage
  • Minimum year on year improvement of at least 10% reduction in aircraft loading errors
  • Minimum year on year improvement of at least 10% reduction in security incidents

1.3.1 Regional Safety/Security Business Plans


The Regional Safety/Security Business plan sets out the key improvement activities that will take place across each business region during the following calendar year.  The business plans are monitored each quarter. The safety and security plan supplements the on-going safety and security activities that continue throughout Menzies Aviation.

The Process:

  • Prior to the budget planning review, the Regional SVP Risk and/or Manager will liaise with the regional management team to agree not less than 4 key preventative actions that the region commits to undertake during the next financial year to reduce incident/accident rates and improve SMS performance.
  • The regional SVP will agree and approve the regional plans and include any investment needs in the regional annual budget plan.
  • The regional plan is to be reviewed by the regional SVP during regular management meetings and updated each quarter.
  • At the end of every quarter the regional SVP Risk will submit the business plan to the regional SVP for progress review.
  • Regional SVP’s to provide a quarterly update at the SSAG on the progress status of the Safety & Security Business Plan for their region.

1.4 Safety Accountabilities

We recognise the impact our activities have on the environment, the communities in which we operate, and the wider society around us. Operating in a socially responsible manner is important to us and our stakeholders, enhances the value of our business and is central to our culture. We are committed to working collaboratively with our stakeholders to ensure that our business activities are conducted safely, ethically and efficiently.  Health, Safety and Security above all other things are prioritised with safe and secure practices at the heart of our culture.

Ethical practices which are open and free from discrimination and harassment are paramount, and promote a positive profile to stakeholders. Our business recognises its legal, moral and commercial responsibility for effective policies, robust health, safety and security management systems and controls to identify, recognise and eliminate or minimise risk where reasonably practicable.

1.4.1 Safety Commitment  (Starts at the top)

Safety and security is our number one priority and every employee has a responsibility to ensure operations are carried out in a safe and secure manner. The Executive Chairman has overall accountability for health and safety within the organisation. With his leadership, he will create a culture in which safety is integral to all managers and employees. Please see below Org Chart:

The Executive Chairman has a responsibility to appoint people who have a strong, positive attitude towards safety. Further to the above, safety accountabilities, responsibilities and authorities held by different job functions of management and non-management personnel are clearly described in the Health & Safety Manual section 1.4 and include:

  • The levels of management with the authority to make decisions that affect safety operations.
  • Responsibilities for ensuring operations are conducted in accordance with applicable regulations and standards.
  • Accountabilities of management, irrespective of other functions, as well as non-management personnel, with respect to the safety performance.

1.4.1.1 Communication

To deliver an effective Safety Management System across the organisation, MA has an established set of controls in place to ensure both external and internal information is cascaded down across all areas of the business.

  • The Senior Group Risk Team are members and participate in a number of regulatory forums across the industry, this includes but not limited too;
    • IATA Ground Operations Group (GOG)
    • IATA Annual General Meeting & Ground Service Equipment
    • IATA ISAGO Committee
    • EASA Aerodrome and Ground Handling CAG
    • UK Civil Aviation Authority (GHOST)
  • Internally, a number of forums which are documented within our SMS also include the distribution of information
    • Monthly Safety, Security Action Group – Network
    • Annual Eight Pillar and 5 Star Audit Amendments & Revisions – Network
    • Monthly Safety Quality Review Boards – Regional
    • Annual Safety & Security Workshops – Regional
  • Means of communication vary depending on the information to be cascaded through the organisation. This may include dissemination through our internal intranet system, management bulletins, Safety Light Systems, Email correspondence.
  • Changes and / or amendments to airline customer procedures vary depending on the size of their organisation. Examples of communication would be through their own internal intranet systems, read & signs and monthly, quarterly or annual performance meetings.

1.4.2 Responsibility of Management

In most countries, senior management are held accountable by regulators for safety; as well as financial outcomes. This requires senior managers to clearly identify what they are accountable for. The responsibility can be delegated but not the accountability.  The Executive Chairman has overall accountability for health and safety within the organisation

All employees bear the responsibility for maintaining and continuously improving the safety performance. Safety accountabilities, responsibilities and authorities held by different job functions of management and non-management personnel, are clearly described in the Health & Safety Manual.

1.4.3 Appointment of Key Safety Personnel

1.4.3.1 SVP Operational Risk

The key responsibilities with regard to Health & Safety are:

  • Lead the company ‘Risk’ function, developing industry leading standards in Safety, Security, Quality Assurance, and Environment matters
  • General management of the operational risk function, instilling a risk based approach across the business, to support deliver operational and financial improvement
  • Ensuring the Group is compliant with all country legislation, across safety, security and environment
  • Close liaison with regional EVP's regarding policies, procedures and risk framework
  • Continuing evaluation for continuous improvement of policy, process and ways of working
  • Provide clear and focused reporting and metrics to inform business decision making and identify performance considerations
  • To support the Executive Chairman to fulfil the duties of the Accountable Manager

1.4.3.2 VP Group Safety Standards

Reporting to and working closely with the SVP Operational Risk. The post holder will be responsible for providing effective Health & Safety support network-wide. Key objectives included but not limited to;

  • The implementation, management and day to day administration of the company Safety Management System (SMS).
  • Take a leading role in the ongoing development and implementation of the Safety Management System (SMS), and the transition from a reactive to predictive SMS programme
  • Provide H&S support and guidance to our operational teams across all areas of Health and Safety as our de facto expert on Health & Safety Matters network wide
  • Responsible for the development and the implementation of accident prevention programmes and compliance standards.
  • Maintain a risk based approach to safety management continually look to improve the process of hazard identification and risk assessment programme.
  • Ensuring the company complies with all current health and safety legislation including acts, regulations, ACOP’s, official guidance and standards.
  • Participating as a key member of the network risk management team promoting & driving the ‘safety first’ culture.
  • Actively promoting a fair (Just) reporting culture at all levels of the business.
  • Maintaining focus of operational procedures to ensure changing risks are addressed and safe working practices developed and adopted.

1.4.3.3 SVP/VP Risk Leads

The post holder will be responsible for providing effective 'Risk' (safety, security, quality assurance, and environmental matters) support to the region. Key objectives included but not limited to:

  • Lead the regional ‘Risk’ function, developing leading standards in Safety, Security, Quality Assurance, and Environment matters
  • General management of the operational risk function, instilling a risk based approach across the region, to support deliver operational and financial improvement
  • Ensuring the region is compliant with all country legislation, across safety, security and the environment
  • Close liaison with regional EVP's, SVP Operational Risk and other functional leads (safety, security, quality etc) regarding policies, procedures and risk framework
  • Continuing evaluation for continuous improvement of policy, process and ways of working
  • Provide clear and focused reporting and metrics to inform business decision making and identify performance considerations

1.4.3.4 Health and Safety Manager/Officer

Every station should have a Health and Safety/Security Manager/Officer to ensure compliance with corporate policies on Health & Safety and all other safety regulations. In the event the station does not have a dedicated position, this will be delegated to a senior member of the stations management team. The H&S Manager/Officer conducts risk assessments, accident investigations and safety inspections, supervises employees on working in a safe manner and ensures reporting of all accidents, incidents and near misses.

A detailed job description is available in the Health & Safety Manual

1.5 Accident, incident and dangerous occurrence reporting (just culture)

Our goal is to continuously improve the safety of our operation. We realise that accidents and incidents can happen, however we see it as every employee’s duty to report them and create a safe working environment at all times. This is key to ensure we have the opportunity to resolve them, learn about the contributing factors and implement strategies, procedures and policies to eradicate or reduce the likelihood of future occurrences.

In the interest of safety, to ensure the full, free and uninhibited reporting of any incident /accident, which may affect the health and safety of MA employees or any other person who might be affected by our undertaking, including aircraft handling and flight safety. Every employee is actively encouraged to report any incident affecting safety/security and to cooperate fully throughout any subsequent investigation.

All incidents, including near misses, must be reviewed; investigation will be dependent upon the severity of the incident. The purpose of an investigation is not to apportion blame but to establish the facts, to understand the root cause(s) of the incident, and to develop the appropriate actions necessary to eliminate or reduce the likelihood of the incident recurring. All investigations should generally be completed within seven days of the incident with findings recorded using the MORSE online investigation tool, only in the case of exceptional or complex investigations can the seven-day reporting period be extended. Managers must ensure that recommendations arising from an accident investigation are evaluated and fully implemented.

To underpin our core values of safety and security, it is imperative that we learn from our mistakes, strive to reduce human error, and develop adequate safety systems to ensure the highest level of safety is maintained. To achieve this we must develop and foster a culture that encourages the reporting of accidents without fear of disciplinary action being the key concern.

Disciplinary action for damage (suspected or actual) to our equipment or property or our customer’s equipment or property will generally be limited to the following circumstance:

  • An employee has failed to immediately report an accident or incident covered under this policy.
  • An employee has failed to fully and honestly participate in investigations covered under this policy.
  • An employee demonstrates negligence or an intentional disregard for the safety of our employees and assets as well as our customers, and their respective assets.
  • An employee has committed a series of errors that demonstrate a general lack of due care and attention.
  • The employee’s actions involve criminal activity, substance abuse, controlled substances, alcohol, violation of regulatory authorities or airport regulations or intentional falsification.

The decision as to whether an employee’s actions fall within the boundaries of the circumstance noted above will be at the sole discretion of management.

1.5.1 Whistleblowing

Click  here

As a Group, we have a number of fundamental principles and values which we believe are the foundation of sound and fair business practice and are important to uphold. This includes a zero tolerance position in relation to corruption, wherever and in whatever form that may be encountered.

Anyone representing MA is expected to conduct themselves with integrity, impartiality and honesty. We seek to develop a culture where inappropriate behaviour at all levels is challenged. All employees are encouraged to report genuine concerns about malpractice, illegal acts or failures to comply with recognised standards of work, without fear of reprisal or victimisation. Individuals raising genuine concerns will be supported and not subjected to victimisation, detriment, or risk job security.

1.5.2 Fair and Just Reporting Culture

We continually strive to promote a ‘Just culture’; where people are encouraged to provide essential safety-related information, but in which they are also clear about where the line must be drawn between acceptable and unacceptable behaviour.

‘Acceptable & Bad’ Behaviours

Fig 13 - Acceptable & Bad’ Behaviours

Table – Behaviours and interventions

Behaviour

Intervention

Error

Review task for human performance issues, particularly if errors occur regularly. Encourage reporting from employees to uncover other potential error provoking tasks and near misses.

Mistake

Address cognitive errors through performance management and training. Encourage reporting from employees to uncover other errors provoking tasks and near misses.

Situational rule-breaking

Address any systemic problems. Encourage reporting from employees to uncover other potential sub-optimal situations. Reinforce acceptable/unacceptable behaviour with employees and management.

Exceptional rule-breaking

Review how employees is trained to react in emergency situations.

Optimizing rule-breaking for organisational gain

Address any systemic problems. Reinforce acceptable/unacceptable behaviour, ‘norms’ or expectations with employees and management through coaching or mentoring

Optimizing rule-breaking for personal gain

Manage through disciplinary action and/ or counselling. Consider need for company support.

Recklessness

Manage through disciplinary action. Civil and/or criminal prosecution may also occur. Consider need for company support.

Sabotage

Manage through disciplinary action. Civil and/or criminal prosecution may also occur. Consider need for company support

A culture that also supports the underlying principles of trust, questioning attitude, commitment to continuous safety improvement, where the investigation process tries to identify organisational as well and individual attitudes/ acts that lead to safety incidents or accidents. This aims to provide operational management with general guidance with respect to the appropriate levels of individual accountability that should be applied, for actions taken that led to an incident or accident and should be read in conjunction with the Health & Safety Manual.

1.5.3 Accountabilities & Responsibilities

Directors and Senior Managers

Within their area of control, every Director and Senior Manager must:

  • continually promote the safety policy to all personnel and demonstrate their commitment to it;
  • provide necessary human and financial resources for its implementation; and
  • establish safety objectives and performance standards.

Managers & Supervisors

Managers and supervisors must implement the SMS within their area of control and encourage the engagement of their employees in the safety management processes.

All Employees

All employees must:

  • ensure that they work safely in accordance with company policy and procedures;
  • report safety incidents, risks or safety concerns using the SMS reporting system;
  • recognise opportunities to contribute to the continuous improvement of safety and its management;
  • keep up-to-date with information and knowledge relevant to performing their duties safely.

Further details Section 1.4 Health & Safety Manual

1.6 Document Control Procedures

Introduction

This section has been produced for the purpose of ensuring the following:

  • a formal mechanism is in place for the maintenance and control of all company documentation, communicating requirements to employees or providing reference data;
  • that all procedures are uniquely identified as such and are of a common format with clear content;
  • all key policies, systems, programs, processes, procedures and/or plans are determined and implemented throughout the organization;
  • all procedures are reviewed for adequacy, and approved/authorised prior to being used in John Menzies plc and subsidiary businesses;
  • consistency in the use of terminology.

Scope

The requirements outlined within this section are mandatory for all areas of John Menzies plc and its subsidiaries, and are to be applied as a framework for the maintenance and control of all company documentation.

All key company policies, procedures, forms and templates shall be published on the intranet and accessible to the appropriate personnel.  These processes will enable personnel to carry out their duties in conformance with applicable regulations, laws, rules, standards and requirements.

Responsibilities

The Accountable Manager is responsible for ensuring adequate and correct information is made available to employees to enable them to discharge their responsibilities and exercise their authority in a manner which ensures full compliance with regulatory and Menzies Aviation requirements.

The function of the safety & security department is to monitor compliance with distribution and control of company procedures, instructions, etc., reference data and amendment status.

All Line Managers must ensure that employees in their areas of responsibility are made aware of and have access to correct and complete information to enable them to perform their tasks in an adequate manner and in full conformity with company quality system and regulatory requirements.

All controlled documentation is designed to be stored, referenced and used via the Intranet. All content stored within the intranet shall be structured, reviewed, retained and backed-up in accordance with the Menzies Intranet Policy Framework and Intranet Content Management Procedure.

Any documentation held on other devices or held in hard copy shall be considered uncontrolled. All printed material shall have a footnote stating “Uncontrolled if printed”.  In exceptional circumstances and subject to Group Risk approval, manuals such as Emergency Response Procedures may be considered controlled if printed providing controls outlined in the Quality Assurance Manual are met.

Central content/documents – Non-technical Documentation

All centrally managed non-technical content/documentation such as the Quality Assurance Manual (QAM), Health & Safety Manual and Security Manual shall be owned and managed by the relevant content/document owner/department.

Central content/documents – Technical Documentation

All centrally managed technical content/documentation such as the Ground Operations Manual (GOM) and Passenger Services Manual (PSM) shall be owned and managed by the Operational Standards department.

Business area specific content/documents

All specific business area content/documentation (including Local Operating Procedure's) shall be owned and managed by the relevant department.

Line managers shall ensure that necessary documentation and data are suitably located, are maintained at the correct issue / revision status and obsolete information is removed or safeguarded against unintentional use.

Line Managers can request a change to a policy providing the amendment meets International Standards and is applicable for all MA stations.

On occasions, local regulations or airline requirements may require modification to the company Standard Operating Procedures (SOP) outlined in the main manual. These local variations are to be recorded in the Local Operating Procedure (LOP) template and uploaded on the intranet. Any such variations deemed necessary by any station should be detailed and agreed in the first instance with their respective Head of Department and Regional Risk team. If required, the Regional Risk team will discuss and agree the changes through HQ Group Risk team.

The criteria for ratifying local variations are as follows:

  • The local variation must meet standards set out in the Network MA Policy/Manual and shall not be diluted.
  • The document shall be in the current central format.
  • The document shall be uploaded in the MA Intranet using the document control process.
  • Any agreed variations should be cross referenced with the corresponding section in the MA Policy/SOP.
  • Amendments to central policies shall be communicated through the intranet.

Further information can be found in the Quality Assurance Manual.

1.7 Station Quality Manual (SQM)

The Station Quality Manual (SQM) is a management tool for all Station Management and employees. It is designed to ensure control over the Safety & Quality of the operations processes and the associated documentation, by giving explicit descriptions of duties and responsibilities for selected management positions including operational employees, and by providing process flowcharts and corresponding work instructions for selected processes which are aligned with corporate policies.

Each selected process is described by the following:

  • Introduction:  Introduction highlighting the principle objectives of the described process and its interaction within the station and organisation.
  • Process description:  A step by step description of the process to be carried out
  • Process flow:  A flow chart diagram outlining the process described (see Example Fig 1).

Example Fig 1

1.8 Occupational Health

Policy

**Millions of workers globally are made ill each year because of their occupations. More than half of this is the result of musculoskeletal conditions such as back pain. Stress also affects millions of people every year. Most of these illnesses are easily avoidable.

There are two elements to occupational health. The first and most important element is the effect of work on employees’ health and the health of others. This includes:

  • identifying what can cause or contribute to ill health in the workplace;
  • determining the action required to prevent people being made ill by work, based on a well-informed assessment of the risks;
  • introducing suitable control measures to prevent ill health, such as back pain arising from working conditions and bad practices.

The second element is to make sure that:

  • people with health conditions, or who have a disability or impairment, are not unreasonably prevented from taking up job opportunities;
  • people at work are fit to perform their required tasks, for example, by adapting work practices for people with conditions such as epilepsy or asthma, or making sure that those who carry out manual handling tasks are fit to do so.

The company completes and provides :

  • Pre-employment medical program
  • Ongoing medical assessments e.g. Audiometric
  • Robust integrated risk management reporting system (MORSE) with event types/descriptors written to capture both  physical and mental health events
  • Wellbeing Hub and partner company tools to help employees (EAP) tackle mental or physical problems.

Management responsibilities

Each region shall ensure that a framework of occupational health policies and procedures are developed to cover (as a minimum) the element's stated above and taking into account state, regional or country regulatory requirements. Further guidance and supporting information can be found below:

The company tackles both mental and physical health in the workplace in several ways. The following image helps understand how each of the components provide direction and support. Note: Both lists are not exhaustive and do not apply in all regions.

Personal Welfare & Health Screening Policies can be found in section 10 of the Health & Safety Manual

Access to the Wellbeing Hub can be found by clicking here

** ILO  (International Labour Organisation) - World Statistics

2. Safety Risk Management

2.1 Effective controls: Three Lines of Defence

The Three Lines of Defence model distinguishes among three groups (or lines) involved in effective risk management (see Fig 1):

  • First line:          Functions that own and manage risks
  • Second Line:    Functions that oversee risks
  • Third Line:        Functions that provide independent assurance.

In the Three Lines of Defence model, management control is the first line of defence in risk management, the various risk control and compliance oversight functions established by management are the second line of defence, and independent assurance is the third.  Each of these three “lines” plays a distinct role within John Menzies plc and subsidiary businesses wider governance framework.

Fig 1

First line of Defence

Operational management naturally serves as the first line of defence because controls are designed into systems and processes.  Operational management are responsible to ensure adherence to SOPs and Training.  There should be adequate managerial and supervisory controls in place to ensure conformance.

Self-Assessments assist Operational management in setting clear expectations, which is later followed up by an inspection and/or audit to identify opportunities for improvement.

Note: The Station/Branch Manager shall ensure documented evidence is available to verify standards they have confirmed they conform too. Auditors that carry out Independent audits shall inspect the evidence. In the event evidence is not available, the auditor shall record the irregularity in their audit report.

Second line of Defence

A single line of defence can often prove inadequate.  Management establishes various risk management and compliance functions to help build and/or monitor the first line of defence controls.  This is achieved through consistent and regular SMART Inspections.

Real time dashboards (QlikSense) are available to enable management to identify trends that should be actively communicated and discussed at regular employee and management forums.  Mitigation strategies should be developed to reverse negative trends.

Third line of Defence

Internal auditors provide the Audit Committee and senior management with comprehensive assurance based on the highest level of independence and objectivity within the organisation.

2.2 Hazard Identification, Management of Change (MoC) & Risk Assessment/Mitigation

Risk Assessment is vital to ensure potential hazards that could affect operations are mitigated before they occur. Firstly it determines the corresponding safety risks to operations and is then assessed to determine what corrective action is required to mitigate the hazard. These actions are then developed and implemented in operations.

The risk assessment process should be a collaborative approach using different employees who have a good understanding of the tasks to be assessed. Employees who physically complete the task, supervisors who often observe and union officials can often bring valuable experience and oversight to ensure any many hazards are identified as possible.

Section 3 of the H&S manual describes the risk assessment and mitigation programme that is implemented to prevent potential hazards occurring. Once the hazards have been identified, they are assessed in the context of the potential damaging consequences in the risk assessment process, typically in the form of two components:

  1. Likelihood of an occurrence
  2. Severity of the consequence of an occurrence

Controls are identified and implemented to mitigate the risk as low as practically possible/acceptable.

Department managers must check and sign the risk assessment to ensure the controls are fully implemented, effective and communicated to all employees, contractors and visitors on all risks as identified by the risk assessment. This will include any preventative or protective measures that are to be taken, especially for procedures and training dealing with serious or imminent danger.

The Task register is used to document the risk assessment information and monitor risk mitigation actions until the next review. Risk assessments shall be reviewed:

  • When new work practices/services or equipment are introduced;
  • Modification of existing systems, equipment, programs;
  • When new large groups/batches people are employed;
  • Following any accident, incident or dangerous occurrence;
  • Periodically to ensure they are still valid. The review should be annual unless the task is High hazard/risk, in which case it should be reviewed more frequently.
  • H & S Station Committee, SQRB & SSAG

2.2.1 Management of Change

An effective change management process supports the business in understanding and controlling the exposure to existing or new hazards in order to ensure the overall risk to the operation is handled in an efficient and effective manner;

Whether it is the introduction of a new aircraft type, new contract, new equipment, new or transferred employees ("Tupe") acquisition of a new business, new start up or external changes such as new regulatory requirements, then a change management process should document the steps taken.

To ensure that all changes are formally described and adequately reviewed for their impact on our employees/operation they should be risk assessed and coordinated in-line with other business needs to ensure the risk has been mitigated or is controlled so far as is reasonably practicable.

Having an ineffective change management process can have a significant and detrimental risk to the business.  By ensuring we operate an effective system mitigates such risk within our operation and provides adequate skills, resource, time and risk management support.

Regardless of the nature of the change, the minimum standards expected for submitting a robust change plan are outlined below:

  • Be clear on the full context and scope of the change required to implement it;
  • Conduct an appropriate risk assessment and identify how those risks will be managed or mitigated (see section 3);
  • Be clear on who you need to communicate the change to and when;
  • Where possible and applicable, move changes from a development, to test to production environment in a controlled manner;
  • Have recorded test results in place prior to implementing to production;
  • Have an immediate plan in place for validating the change and ensuring users/customers have access to any systems and basic functionality is operational;

The 'Change Management Process Owner' and the 'Change Management Team' are responsible for the operation of the process. The team may include representation across Menzies functions.  Menzies IT shall inform the business of any changes that may potentially pose a risk to the service.  All Changes made to any component of the infrastructure or service within the scope of Menzies responsibility must be supported by a change record.

To record a change the 'Management of Change Form' and 'Register' (change log) can be accessed here

There is also a PPT available providing guidance and completion of the 'Form' within the same link.

All documents and records related to the change shall be retained for a minimum of 5 years.

2.2.2 Management of contractors, sub contractors and visitors

Policy

Managers responsible for employing ‘contractors and/or sub-contractors’ must ensure that safe and secure systems of work (SSOW) have been agreed before any work or service commences. Managers also have a responsibility to ensure the Health & Safety of all contractors and sub-contractors operating within their own facilities or providing sub-contracted services to their customers. There is also a duty to ensure the Health & Safety performance and compliance of contractors and/or sub-contractors is monitored.

Responsibility

It shall be the responsibility of the Station Manager to ensure the policy is applied.

Organisation

A formal contract must be organised between the location and the contractors and/or sub-contractors and clear lines of communication and authority must be established.

Planning and Action

Practical arrangements, including risk assessments, method statements, incident / accident reporting, safe systems of working and inspection arrangements, including adequate liability insurance must be established with each contractor and/or sub-contractor before any work or service commences.

Monitoring

Periodic checks on the progress of the contract are to be conducted and any shortfalls immediately raised relating to the safety & security performance with the contractor and/or sub-contractor management.

Review

The contract or sub-contractor performance must be reviewed on a regular basis and improvements made as required.

Audit

A periodic audit of how contractors and/or sub-contractors management and compliance of health, Health & Safety should be carried out by station or regional auditors/Safety Manager.

Definitions

Contractor and/or Sub-Contractor

This term refers to any person working for MA who is not a direct MA employee. This can include for example suppliers of services to carriers e.g. cabin cleaners etc.

Operators of hired (rented) specialist equipment, airport handling agencies, facility and GSE maintenance companies and janitorial services.

Principal Contractor

The contractor responsible for the direction, management and control of other contractors, subcontractors and suppliers.

Further details and management responsibilities can be found in section 7 of the Health & Safety Manual

2.3 Safety Data Collection

Throughout the network, a combination of reactive, proactive and predictive methods are utilized to gather data regarding safety. Our MORSE system is solely reactive, whereas SMART is proactive. This is an ongoing process wherever there is a potential for hazards that could affect operation. The main purpose of all safety data is for the continuous improvement of our SMS, the analysis and actions taken via management reviews to address all safety issues identified through our reporting systems. Subject to local regulatory authorities, mandatory occurrence reporting may be required to be submitted to state civil aviation authorities.

The typical processes for identifying existing hazards and predicting new hazards are reviewed through a number of means, including;

  • MORSE Reporting and Investigation module; records Aircraft Incidents, Personal Incidents, Security Incidents, Vehicle/GSE incidents, Property Incidents, Environmental Incidents, Near Miss and Hazard events;
  • SMART App: records Inspections carried out at business units;
  • Independent internal audits carried out at business units.

Procedures for reporting in MORSE as defined in reporting guide can be found here

Procedures for conducting SMART Inspections as defined in the SMART Application business services page on the intranet shall be followed.

Data from the applications are then used and discussed at:

  • Station Health & Safety Meetings - normally chaired by Station Safety Manager (at agreed intervals) with employee groups
  • Station Management Reviews - normally chaired by Station Manager (at agreed intervals) with Dept.Heads
  • Regional Safety Quality Review Board - monthly meeting chaired by the Regional VP for Quality or equivalent with participation from the regional operational management teams & Station Managers.
  • Risk Leaders Call - Held monthly with regional risk leaders and other applicable SME's
  • SSAG - Monthly meeting chaired by the SVP Operational Risk (Rest of Network RON) and SVP Operational Risk (Americas) with all applicable EVPs, SVPs, VPs, GMs and Station Managers.  Central Oversight is provided by the attendance of the Senior Executive Management Team (CEO, COO & Group Company Secretary & Corporate Affairs Director) and the Group Risk Team.

Data Collection & Usage

Any data collected will only be used in systems such as MORSE/SeMS & QMS. Names shall be removed where possible from any events, records or reports and associated alerts or publications.

2.4 Management Review

Management review is a necessary element of a well-managed company and provides a process through which organizational control and continuous improvement of the SMS can be delivered. To be effective, a formal management review i.e. meeting of senior executives takes place on a regular basis, but typically not less than a minimum of once per month.

2.4.1 Health and Safety Committee

A Health and Safety committee shall be set up to monitor the station health and safety programme and have involvement in enhancements to the system. The committee should consist of an equal representation across all areas of the station and involve all levels of employee e.g. Management, Ramp, Passenger Services, Cargo, Facility management, GSE department, administration etc.

The selection of this committee will be reviewed annually.

Employees will be selected informally by verbal agreement.

The committee shall review but not limited to:

  • High Potential Near Misses, Incidents, accidents.
  • Trends from Inspections/Audits.
  • New/amended procedures and regulatory/airport authority changes.
  • MOC  Management of Change items (Local and network where applicable)
  • Risk Assessments - to ensure they are up-to-date and controls remain effective.
  • Any employee's concern/feedback on health and safety issues.

The Health and Safety committee shall meet regularly (2.2 Health & Safety Manual) and each meeting shall be recorded and minutes posted on noticed boards to act as a feedback mechanism.

2.4.2 Station Management

Station Management shall minute their review meetings to ensure a general assessment of the SMS is carried out to ensure all defined elements in this manual are functioning effectively. The review also includes an assessment of operational performance to ensure the management system is producing the desired operational safety, security and quality outcomes.

2.4.3 Regional Management - Safety Quality Review Board (SQRB)

Held monthly by the regions and agenda will include:

  • Regional VP Feedback
  • Top 5 Station Risk Profile Review
  • Review of ACTION ITEMS from previous meeting.
  • Highlighted Safety Events (previous month)
  • Quality Control & Assurance Program Oversight (SMART App & Q5 Overdue CARS)
  • GSE Incidents or GSE Related Concerns
  • New Operational Procedures, Operational / Organisational Change, Risk Assessment Review
  • Training needs and support
  • Security
  • Agreed Actions
  • Attendance Record Meeting

2.4.4 Corporate level – Safety Security Action Group (SSAG)

The regional Safety & Security Action Group (SSAG) will convene monthly. Regional management (and station where applicable) are required to report formally to the SSAG, to review and discuss serious and significant events that have occurred in their region.

The SSAG will:

  • Review performance against goals
  • Review trends from incidents and agree actions to prevent reoccurrence
  • Review emerging/change management risks to drive continuous improvement

The SSAG is formed by the COO, EVPs, SVPs, VPs, GMs, Group Risk members, Business Unit Manager's (including Safety, Security & Compliance personnel) .

The SSAG is firmly established and provides Executive management focus on incident investigation, root cause, preventative measures and trends. It also strives to maintain fairness, objectivity and impartiality which are essential to maintaining the value and integrity of accident/incident reviews and to promote an open and just reporting culture. It should be remembered, and emphasised, that the primary objective of each review is to identify the root cause, mitigate and prevent the recurrence of future accidents.

A detailed process of the SSAG can be located within section 5.5 of the Health and Safety Manual.

2.4.5 Corporate level – Board Review & Audit Committee

Responsibilities

The Head of Internal Audit (Operations) develops, implements and maintains the Quality Management System. On a monthly basis, reports from the SVP Operational Risk and other senior officials will be submitted and reviewed by the executive management team.

The Head of Internal Audit (Operations) will attend the Safety Security Action Group (monthly), Training Governance Board (when required), fortnightly Risk Leads calls, and Audit Committee (when required). These meetings will be run according to a pre-determined agenda with appropriate times allocated to consider each topic in turn. Attempts will be made to keep the meeting duration short whilst ensuring adequate consideration of agenda items.

Head of Internal Audit (Operations) will extract a trend analysis from Q5, Qlik and SMART to determine top negative trends from inspections, reviews and audits. Conclusions and recommendations from the meetings will be sent to managers as appropriate for necessary action(s) to be taken.

The Accountable Manager will initiate any adjustments to the provision of financial, material and human resources in order to adequately support John Menzies plc and subsidiary businesses management systems.

Requirements

Formal data inputs to the meetings will be required from Head of Internal Audit (Operations) as indicated below.  The review meetings will include the following minimum items between them:

  • Results of quality inspections, audits, reviews, risk and opportunities;
  • Effectiveness and the need for changes to the Quality System, including, but not limited to, organisational structure, reporting lines, authorities, responsibilities, policies, processes, procedures and the allocation of resources;
  • Follow up actions from previous management reviews;
  • Executive summary (overall evaluation);
  • Progress of audit schedule;
  • Year on year compliance scores;
  • Status of CARs and any difficulties being experienced whilst trying to close these CARs;
  • Any trends that can be identified from previous CARs to determine root causes and effectiveness of preventative actions;
  • Review of corrective and preventative action taken resulting from PIN reports;
  • Risk Management & Quality Assurance issues;
  • Safety and security performance;
  • Changes in applicable regulatory or civil aviation legislation;
  • Changes in company and/or customer airline policies or requirements;
  • Regulatory violations;
  • Provision of resources;
  • Feedback and recommendations for improvements
  • Overall effectiveness of the management organisation in achieving stated objectives
  • AOB

Review meetings will be held with:

  • Audit Committee
  • Corporate Affairs and Group Secretary
  • EVPs
  • SVP’s/VP's Risk
  • Members of Group Risk
  • Any other employees as necessary

Minutes of the meeting shall be recorded during each meeting and distributed by the facilitator of each meeting. The minutes will record data inputs provided to the meeting together with action points only, and where possible, the timescale for completion of the action. Details concerning the general debate undertaken need not be recorded unless considered necessary by the Accountable Manager.

The meetings should focus on the identification of adverse trends relating to operations safety and the determination of suitable corrective and/or preventative actions including modifications to the Management System.

2.5 Integrated Risk Management System

Company has developed an industry leading safety & security management programme for the purpose of preventing accidents and incidents in all locations where operations are performed. MORSE is the company Safety Management System (SMS) and promotes a safety culture to ensure that in all our operations around the world, safety & security comes first.

The continuous improvement of our safety & security standards is an over-riding business objective, in support of which company have implemented various unique solutions.

To make this work, we promote an “Open Reporting” culture, where all employees are responsible to report any hazards, accident or incident and near misses to their manager or the Health & Safety department. To encourage reporting of incidents and near misses we follow a strict “fair and just policy”..

Reports of this nature also help ensure we are in conformance with regulatory reporting requirements. Such reporting will be analysed to identify trends, produce preventative actions and ultimately drive continuous improvement. Additionally, this promotes the collection of safety data that will be used to improve safety and the SMS in a non-punitive way.

To continuously improve our safety & security, we have implemented various unique solutions such as the MORSE briefing board, Safety Light System (SLS), educational videos and  safety procedures.

The MORSE incident reporting system is vital for maintaining operational safety. It allows for real time reporting which in turn provides SMS alerts and emails following an incident being reported. The benefits of this include:

  • Online tracking of incidents
  • Effective Investigations – email reminders
  • Claims Management
  • Transparency
  • Quickly identify trends
  • Each initial event report is reviewed

2.5.1 Classification of Events/Incidents

Events and Incidents are classified by a simple category-based methodology – A through to E. Category ‘A’ being the most severe events/incidents with category ‘E’ negligible (e.g. Hazards)

Category

Severity

A

Catastrophic/Major Severity Incidents

B

Moderate Severity Incidents

C

Minor Severity Incidents

D

Negligible through to Major (High-Potential)

E

Negligible

Descriptors in the MORSE system are given an appropriate category using guidance in the above table. A list of all the descriptors and the applicable categories can be downloaded from the intranet to help selection when entering an event/incident into the system. A field below the descriptor helps entry for end users by displaying the applicable category – see below example:

Assigned Category

2.5.2 Severity Weighting

Severity weighting has been taken from our current risk assessment (5 x 5) template and applied to the categories in the MORSE system so that we approach our risk management in a consistent interrelated way. This also helps us assign the correct further action in terms of ‘review’ or ‘investigation’ in the MORSE system commensurate with the level of risk. The table below is the current MORSE system application.

Note: Category D has ‘negligible’ through to ‘Major’ (high-potential). The higher severity weighting (4) has been applied to near misses that have high potential consequences (e,g. Employee near contact with jet, rotor, or propeller blast/ingestion effect but was averted)

Category

Severity Weighting (1-5)

System Review or Investigation

A

Catastrophic/Major Severity Incidents (4/5)

Investigation

B

Moderate Severity Incidents (3)

Review and Investigation

C

Minor Severity Incidents (2)

Review (option to investigate)

D

Negligible through to Major (high-potential 1/4)

Review (option to investigate)

E

Negligible (1)

Review (option to investigate)

3. Safety Assurance

3.1 Monitoring Safety

John Menzies has developed a proactive and innovative tool (SMART) for Business Unit management and/or Safety/Security personnel to undertake random and planned inspections of its operations.

SMART provides a mobile, paperless solution that allows quality to be measured.  Furthermore, it allows for consistent inspections on a daily basis that provide data/dashboards in real time.

Performance is analysed by business units in monthly management meetings, which in turn is then reviewed by senior management in the monthly Safety & Security Action Group (SSAG) attended by the Accountable Manager.

Scheduled Quality Inspections shall be carried out on specified primary areas of company activity.  Unscheduled Quality Inspections may also be carried out on any area of the operation to:

  • Comply with applicable regulations and requirements of the customer airline(s);
  • Satisfy stated operational needs;
  • Identify undesirable conditions and areas requiring improvement;
  • Monitor effectiveness of safety, environmental, security & quality controls.

Procedures to conduct a SMART Inspection can be found here.

Each SMART check is linked to an SOP and Training material. This allows us to check if any changes are required to processes/controls and they remain effective.

Furthermore, monthly self-certs, annual 8 Pillar self-assessments and 5 Star Reviews are fundamental for monitoring operations. Data is captured and formulated to show trends and from that, preventative measures can be developed in order to reduce the threat. By identifying operational weaknesses or poor behaviour at an early stage, allows local, regional and senior managers to develop solutions. Actions are monitored to make sure the threat has a decreasing negative trend. The lower the negative trend, the more effective the action was.

3.2 Continuous Improvement (CI) of the SMS

Eight Pillar Programme

The Eight Pillar self-assessment programme is an integral part of the SMART Quality Assurance Programme. The Eight Pillar programme has been designed to concisely & clearly provide the minimum standards expected at a Menzies Business Unit.

The pillars below represent a Ground Handling business:

An Eight Pillar programme has also been developed for Cargo and AMI businesses.

A senior executive (custodian) has been appointed for each pillar to ensure the standards remain relevant, appropriately reviewed and renewed.  The Internal Audit Dept. will liaise and coordinate with the appointed custodian to ensure policies are aligned and meet business objectives.

Five Star Review

The 5 Star Review Programme has been designed to ensure we audit on 'what matters the most'.  The programme focuses on observing and implementation of evidence whilst checking for effectiveness.  The programme is tailored to focus on regional risks as well as global risks.

Whilst we move towards a much more integrated risk-based approach, we continue to ensure we do things ‘The Right Way, Everyday’.

The 5 Star Programme will:

  • Provide assurance on ‘what matters the most’;
  • Monitor those areas that have the potential to affect the level of safety risk of ground operations;
  • Consist of unannounced audits to provide a more objective picture of the actual standards and level of compliance in a Business Unit;
  • Give wider audit coverage with same resource;
  • Use positive re-enforcement to drive better compliance behaviour;
  • Drive proactive risk mitigation.

Phase 1 of the 5 Star roll-out includes development of a programme for Ground Handling, Cargo and AMI businesses.

Full details on the Audit programme are documented in the Quality Assurance Manual (QAM). Auditors and management shall follow the processes as described in the QAM.

Continual improvement of the SMS is overseen by the SSAG chaired by Regional SVP and attended by senior management team which oversee safety in functional areas of the operations. The committee identifies issues affecting performance, root cause and aims to eliminate/mitigate the risk and prevent the repetition of findings.

Full, finalised audit reports are presented to the senior management responsible for the audit area with summary findings presented to the Audit Committee.

Summary of aviation assurance landscape

Daily SMART App Inspections by Airport Safety & Security and Station Management

- Operations driven
- Sample areas include: Ground De-icing/Anti-icing; Load Control; Passenger and Baggage Handling; Aircraft Handling and Ground Movement; Cargo & Mail Handling

Monthly Self Certs submitted by Station Managers via SMART App- Station Manager submits monthly self-Assessments
- Results are monitored at SQRB
- Top Negative trends are communicated back to custodians to drive compliance
Annual 8 Pillar Self Certs submitted by Station Managers- All stations perform annual self-certification audits
- Audits collated and results analysed
Independent Tier/Risk based 5 Star Reviews- Audits performed by independent regional teams on risk based approach
Independent ISAGO Audits- ISAGO registered stations receive an annual Independent regional audit
- ISAGO registered stations received by-annual external audit
Independent De-icing Audits- De-icing stations receive an annual audit
Independent Fuelling Audits- ITP and FFM audits

3.2.1 Audit Committee Board

The Audit Committee assists the Board in the execution of its responsibilities in respect of corporate governance and internal control and has adopted Terms of Reference modeled on those set out in the UK Corporate Governance Code (September 2014) (the “Code”).

The Committee provides effective oversight and governance over the financial integrity of the Group’s financial reporting to ensure that the interests of the Company’s shareholders are protected at all times.

It assesses the quality of the internal and external audit processes and ensures that the risks which our businesses face are being effectively managed.

The Audit Committee will aim to meet three times but not less than once every year to conduct a formal evaluation of the Quality System.

Head of Internal Audit (Operations) and the Corporate Affairs Director and Group Company Secretary present any significant issues arising from the Quality assurance programme.

This meeting shall enable a management evaluation of any significant issues arising from the station quality control and assurance programme and the continuing suitability, adequacy and effectiveness of the management and control of operations.  The review shall include assessing opportunities for improvement and the need for changes to the system, including, but not limited to, organizational structure, reporting lines, authorities, responsibilities, policies, processes, procedures and the allocation of resources.

3.3 SMS Audits

SMS audits are undertaken on a risk basis when indicators suggest failings to comply with the safety management system. These audits focus on the key components of the company’s SMS programme. The results of the audits are communicated and corrective measures agreed with local management.

Audit reports are circulated to local, regional and corporate management. The corrective measures are tracked by the quality department during the SQRB and QRB meetings to ensure timely completion of all corrective measures.

3.4 Performance Metrics: monthly network safety performance

Network performance data is generated by Group Risk and circulated to all applicable senior management via the monthly SSAG agenda.

The Report metrics are as follows:

KPITargetMeasure
1Loading ErrorsTarget 10% reduction over previous year.Loading Errors per 1000 Turns
2Aircraft DamageAs above.Aircraft Incidents per 1000 Turns
3Personal InjuriesAs above.Personal Injury per 100 FTE
4Security IncidentsAs above.Security Incidents per 100 FTE

Performance against the above is reviewed at the Monthly SSAG where regions are invited to provide details relating to substandard performance or share changes made that have contributed to improvement in their SMS performance.

MORSE Dashboards

'Live' Dashboards are available in the MORSE system for all MORSE end users and management to review at any time to provide an overview of station, regional and network performance.

Weekly MORSE Events Regional Report

On a weekly basis, events (incidents) are reviewed by Group Risk to ascertain that information is being submitted correctly into MORSE system. This includes:

  • Primary Event Types
  • Sub Sub Event Types (Descriptors)
  • Description Details
  • Use of Personal names/details

Following the collection and review of randomly selected event types (by Category - e.g. A, B, D) a report is provided (via email) that each respective regional risk lead can use to cascade any concerns to their teams and where applicable adjust items in the system to improve the accuracy of data.

4. Safety Promotion

MORSE is our cultural DNA, the way we work where ever we are and in everything we do, that sets us apart from competitors. The MORSE code is embedded throughout our business, from our induction programmes, initial/refresher training, safety, security, environmental promotions and incorporated into our internal communications. The sole purpose of MORSE is ensuring our stakeholders and the traveling public can trust every journey they take. We have turned each core value into a code of practise so that our employees know how to act and engage with the MORSE code.

Menzies - People, Passion Pride since 1833

Operating - We follow our procedures

Responsibly - Intervene and report if something is wrong

Safely - Care for ourselves, colleagues and customers - Stop, think and do the right thing

Effectively - Working together as one team

MORSE Code & Charter

Safety and Security are at the heart of everything we do. Following the MORSE Code will help reduce the likelihood of incidents and accidents. The new MORSE Code and MORSE Charter posters introduce the way we want to work in everything we do, wherever we are.

4.1 Training and Education

SMS training is an element of the Safety Promotion component of the SMS framework.

An SMS e-learning module is available for all employees and appropriate to the individual's responsibilities and involvement in the SMS.  The SMS training program curricula addresses the following:

  • Organizational safety policies, goals and objectives; Health and Safety Policy
  • MORSE Code
  • SMART
  • Organizational safety roles and responsibilities related to safety; Safety Roles and Responsibilities
  • Fair and Just Reporting Culture Policy
  • Health and Safety Training & Hazard Identification
  • Procedures for Safe Conduct of Operations
  • Human Factors Program
  • Basic safety risk management principles; Risk Assessment / Risk Management Program
  • Safety reporting systems; Reporting and Investigation System
  • Safety management support (including evaluation and audit programs); Safety Monitoring / Quality Assurance Program
  • Lines of communication for dissemination of safety information; Safety Promotion

4.2 Safety Communication

4.2.1 Examples of Health & Safety Communication

The following forums are used to disseminate information and data acquired from risk management and hazard identification programmes to appropriate employees. It provides as a link from management to front-line employees. This is a fundamental part of maintaining a positive safety culture and ensures employees have an awareness of our SMS, current operational safety issues and compliance with applicable regulatory and other safety requirements.

  • Team briefs
  • Face to face presentation
  • Notice boards
  • Departmental meetings
  • Safety Alerts - Safety Light System (SLS)
  • Learning From Incidents (LFI) and MORSE Newsletter
  • Stay in touch
  • Spotlight
  • wearemenzies.com

4.2.2 MORSE Briefings and the Safety Light System (SLS)

MORSE Briefings and the Safety Light System (SLS) are vital components in our communication of our core values and how to turn them into a code of practise - the way we work, wherever we are and in everything we do. The MORSE Briefing Board provides the ability to display alerts (SLSs) in one dedicated area and should also be the location where we conduct the briefings using the alerts to enhance the items for discussion with effective 2-way communication. This approach helps foster a positive safety culture to ensure all personnel maintain awareness of safe and secure operations, act responsibly, stop, think and do the right thing.

Note: The board can also be used to display safety bulletins, alerts, procedures, company golden rules and detailed initiatives e.g. MDRIVE

Completing a MORSE Briefing

The aim of the MORSE briefing is to ensure that all employees (also where applicable, contractors and/or visitors) receive consistent important information from the appropriate nominated person. The briefing may include safety & security bulletins, alerts, procedures and the company golden rules. The briefing should be completed ideally positioned next to the board which consists of a simple traffic light method, we call the ‘Safety Light System (SLS) with the following guidance:

  • All employees should receive a briefing at least every two weeks and as part of the briefing should sign the attendance sheet to confirm they have received the brief.
  • On introduction of a new red alert, all employees should receive the briefing as soon as possible.
  • Where a briefing is aligned with an SLS alert, the reference number should be reflected verbally & recorded on the attendance sheet(s).
  • Use the verbal briefing sheet to bullet point your briefing and make reference to the displayed posters for that brief.
  • The attendance sheet, verbal briefing sheet and alerts to be filed together for one year and be available for inspection/audit.
  • Any employee sick or on leave at the time, their absence is to be noted on the attendance sheet. The employee should be brought up to date on the briefings upon their return to work. All new employees should receive the MORSE briefing as part of their induction training.
  • Before you begin, ensure you fully understand the briefing materials and that you are comfortable delivering this to your team.
  • Explain the topic and reason behind the briefing.
  • Keep the briefing concise, to the point and try not to stray from the topic, to assist your efforts, create a personal agenda of the items you intend to cover to ensure each is addressed and you are not distracted from your planned message.
  • Address any red alerts first, followed by Amber and the Green.
  • Ensure the team are given ample time for questions and answers - remember this should be 2-way
  • Should you require further information, please contact your Safety & Security manager

Safety Light System (SLS) Alert

Selecting the correct alert (for communication) from the Safety Light System (SLS)

The RED alert template should be used by Regional Safety (Risk) & Security Manager or equivalent and/or Group Risk. The ‘RED ALERT’ determines that a critical safety, security or environmental event has occurred, and it must be communicated to all employees as soon as possible with read and sign requirements.

Template  (**1)

Template  (**2)

Template  (**3)

Red Alert blank

The AMBER alert template should be used primarily to raise awareness of important hazards that have been identified or near miss events that have occurred. In addition, Amber Alerts can be used to raise awareness from SMART Trends, MORSE incidents (e.g. CAT’s B, C or D) or airport bulletins etc. The alerts should be rotated every month.

The GREEN alert template should be used to refresh on Standard Operating Procedures (SOPs) or Local Operating Procedures (LOPs). Green alerts can also be used to raise awareness of safety information, new initiatives, emerging trends identified from MORSE data. The alerts should be rotated every two weeks.

Alert templates can be downloaded on the intranet by clicking here

Group Risk alerts (to help, support and provide guidance) can be accessed by clicking here

Creating/Writing an Alert

RED

The red alert is critical by nature and therefore the requirements on the way they are created/written should be more structured and controlled. There are several versions (**1, **2 or **3 for RED & AMBER only) of the templates available to download to provide for different regional requirements:

  • (**1) Template with fields and text boxes to assist and guide completion (without Incident location and date)
  • (**2) Template with fields and text boxes to assist and guide completion (with Incident location and date)
  • (**3) Template (Blank) with no text boxes or fields

To ensure the requirements are met and are consistent throughout the business. The critical items that should be displayed in a Red Alert are:

  • Heading - use this to provide and appropriate description of the event e.g. JET-A1 Fuel Spill or Ankle Fracture Injury
  • Images - Two images side by side showing one as a ‘close up’ (Note: please consider carefully using images of injuries and do not identify the person) of the subject matter and one showing a broader picture so the reader or the person conducting the briefing has a better understanding of the event.
  • Event Type - insert the primary event type from the MORSE entry
  • Date (**2 only) - insert the date of the event from the MORSE entry
  • Location (**2 only) - insert the location from the MORSE entry (e.g. DEN GH = Denver Airport Ground Handling) Note: consideration should be given before entering the location or business unit as in certain circumstances it may not be appropriate and have wider implications to disclose it. Please seek guidance from your local Safety (Risk) and/or Security Manager before entering if you are unsure.
  • Applicable to - (e.g. All ITP locations or All Airport operations)
  • What happened? - use the text box to write a brief overview of the incident, keep to the known facts and do not speculate/provide opinion.
  • What are the consequences? - use this text box to detail the negative outcomes
  • Lessons learned - use this text box to detail the lessons that we learned and align with actions implemented to prevent reoccurrence
  • Menzies Golden Rules - use this text box to highlight any applicable Golden Rules
  • Manual References - use this text box to detail any manual references (e.g. GOM 1.3.2)
  • **Alert Reference (see guidance) - Mandatory on all alerts
  • Date Issued - apply the date the alert will be issued - Mandatory on all alerts

AMBER

Amber alerts can be created using the same format as with Red Alerts.

GREEN

Green alerts can be created using the same format as with Red or Amber Alerts however different styles can be used with the blank template provided.

Note: On all three templates it is mandatory to insert the Alert Reference and Issue Date

**Assigning an Alert Reference - Network/Corporate HO's

  1. Region - A = Americas, E = Europe, M = MEAA, O = OSEA, G =  Group Risk
  2. Type of Alert - R = Red Alert, A = Amber, Alert G = Green Alert
  3. Year - 21 = 2021
  4. Issue number - 01 = Number given is sequential order
  5. Language - EN = English ES = Spanish FR = French
  6. Primary Event Type = e.g. Personal incident, Aircraft incident, Security Incident

Example Reference following prescribed method: A-R21-01EN-Aircraft Incident

Assigning an Alert Reference - Station/BU's

  1. Region - A = Americas, E = Europe, M = MEAA, O = OSEA, G =  Group Risk
  2. Location - Station 3 letter code = DEN (Denver Airport)
  3. Type of Alert - R = Red Alert, A = Amber, Alert G = Green Alert
  4. Year - 21 = 2021
  5. Issue number - 01 = Number given is sequential order
  6. Language - EN = English ES = Spanish FR = French
  7. Primary Event Type = e.g. Personal incident, Aircraft incident, Security Incident

Example Reference following prescribed method: A-DEN-R21-01EN-Aircraft Incident

Note: Amber and Green alerts can be issued by any employee who has been satisfactorily briefed on the requirements of the Safety Light System but would ordinarily be built by safety/security managers, officers or line supervision.

Note: Station/BU created alerts shall be submitted to the respective Regional Safety (Risk) and/or Security Manager for review of content prior to being published/released.

4.2.3 Gamification - The MORSE Challenge

Overview

The “MORSE Challenge” is a new way of measuring safety & security knowledge. It will normally follow after a selected MORSE briefing (or other important safety comms) with online quizzes designed to get you thinking about safety & security in a fun new way.

With safety and security such a high priority for the company, we ask our employees (at every level) to read and understand a lot of policies and procedures and we know it can be hard to take everything in. We hope that, by presenting information in the form of a short quiz, we can help deepen the understanding of key safety & security topics. It’s a form of micro-learning that focuses on a specific subject for a short time that can really boost knowledge in the fun way with the addition of earning points and a position on leaderboards.

Scope

Gamification  - The MORSE Challenge  will  be available to all employees throughout the network and will be hosted on the 'We Are Menzies' (WAM) extranet. Employees will need to create a login page so that preferences can be selected and  certain information can be stored to enhance the game playing characteristics.

How will it work

You’ll be able to access the quizzes via WAM either via desktop pc/laptop or mobile device (Android or IOS platforms). Once you’ve registered and you can begin entering the quizzes which are timed. Your results will appear on a company-wide leaderboard, so you can enter into a bit of healthy competition with your team and with others!

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Supporting Colleague Learning

The system will be set up to allow regional leads and safety/security managers to check in and see colleagues results. This will help either reward high performers or support those who may need it. Admins can see a quick snapshot of all colleagues in their team and how engaged they are with the MORSE challenge with further detail seen by clicking into the colleague dashboard.

4.2.4 Recognition Programme - Go Make A Difference (GOMAD)

Overview

‘Go Make a Difference’ (GOMAD) is the Menzies recognition programme. Acknowledgment & recognition of the great things our team members do is very important. We know that going 'above and beyond' to make a customer feel special, cared for or ‘doing the right thing’ when faced with an operational safety challenge/dilemma, can easily go unnoticed yet it is also important that our teams and colleagues feel valued and appreciated.

Scope

Recognition can be submitted by any employee, and this should be encouraged for everyone in our organisation. If the recognition is submitted by non-management, they should discuss it with their line manager so that they can help with arranging recognition presentation (e.g. certificates) where deemed appropriate.

How it will work

The prevention of personal injuries and aircraft damage are our primary goals and any instance where this has been observed in the way a colleague has acted or behaved would warrant recognition through the GOMAD program. That said, we should not exclude many other opportunities to reward our people for going 'above and beyond' and below are some examples (this list not exhaustive):

  • Inspiring others to prevent and reduce accidents
  • Taking responsibility for safety/security beyond the call of duty
  • Proactively and continually demonstrating safety leadership by fostering a culture of safety and compliance
  • Continuously Identifying, reporting and where possible mitigated or eliminated safety/security hazards and risks
  • Identifying unsafe behaviours and coaching staff on safe practices
  • Sharing or self-reporting where it could eliminate or prevent a colleague getting hurt or damage (aircraft or infrastructure)
  • Actively helping or coaching a colleague on the correct safe way of working
  • Identification of a significant 'Hazard' or 'Near Miss' which had the potential to cause significant harm
  • Application and adherence of the ‘Stop Work Authority’ policy

The BU manager or responsible person who has identified the team member or colleague for recognition via the GOMAD program should do the following:

  • Enter the GOMAD nomination into MORSE using the following event selection:

Hazard

Other (H)

Any actions or positive behaviours taken by Menzies Aviation employee(s) that act to avert an incident/event that has potentially serious safety or security consequences – GOMAD Award

E

1

  • Take pictures of any presentations to employees
  • Share this in either local news items or central internal communication. The recognition certification and internal communication email address links are below:

recognition certificate

internal.communications@menziesaviation.com

Notes:

  • The BU (in consultation with any applicable region management) will decide if an award will be given with the recognition certificate.
  • Any recognition received by internal communications may be used in internal news platforms and where applicable, Ground Handling International (GHI) awards

5. ISAGO References

ISAGO ReferenceSMS Manual Reference
ORM 3.1.3SMS Manual
ORM 1.1.31.1 Scope of SMS
ORM 1.1.2
ORM 1.1.4
ORM 1.1.6
1.4.1. Safety Starts From the Top
ORM 1.1.21.4.2. Responsibility of Management
ORM 1.3.51.5 Accident, Incident and Dangerous Occurrence Reporting (Fair and Just Reporting Culture)
ORM 1.3.4
ORM 1.3.5
2.2 Hazard Identification, Change Management & Risk Assessment/Mitigation
ORM 1.4.42.2.1 Change Management
ORM 1.3.2
ORM 1.3.3
2.3 Safety Data Collection
ORM 1.3.2
ORM 1.3.3
ORM 1.4.1
2.4 Management Review
ORM 1.4.32.4.4. Corporate Level - Safety Security Action Group (SSAG)
ORM 1.3.3
ORM 1.4.3
2.5 Integrated Risk Management System
ORM 1.4.53.1. Monitoring Safety
ORM 1.4.53.2 Continuous Improvement of the SMS
ORM 1.3.113.3 SMS Audits
ORM 1.3.11
ORM 1.4.3
ORM 1.4.5
3.4 Performance Metrics:  Monthly Network Safety Performance Report
ORM 1.3.124. Safety Promotion
ORM 1.5.14.2 Safety Communication
ORM 1.3.124.2.1 Examples of Communications