Corporate Manual: Quality, Health, Safety and Environment

CORPORATE MANUAL
QUALITY, HEALTH, SAFETY AND ENVIRONMENT
VALID AS OF 11 MAY 2018 • UNCONTROLLED COPY WHEN PRINTED OR SAVED TO A LOCAL DRIVE
SWISSPORT INTERNATIONAL LTD • GLOBAL QHSE
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DOCUMENT CONTROL
Document owner and approved by: Author and contact person: Valid as of:
VP Global QHSE Global QHSE 11th May 2018
Version: 1 Last Review:
27th Apr 2018
TABLE OF CONTENTS
1. Introduction 4
2. Preamble 4
3. Confidentiality and Data Protection 4
4. Terms and Definitions 4
5. Legal and Other Requirements 5
6. Documentation 6
6.1 Document Structure 6
6.2 Document Control 7
Revision Process 8
Local Documents and Translations 8
Control of Records 8
External Documentation 8
7. Organization 9
7.1 Accountabilities and Responsibilities 9
7.2 Functions within Swissport 10
Global Roles 10
Regional / Country Roles 11
Station / Local Roles 11
7.3 Organization Charts 13
7.4 Absence Management 13
7.5 Stakeholders 14
7.6 Resources 14
Subcontracted Services/ Outsourced Services 14
8. Target Setting, Measurement and Analysis 16
8.1 Swissport Key Performance Indicators 16
8.2 Global QHSE KPI and Targets 17
8.3 Global Operations KPI 18
Ground Handling 18
Cargo 18
VALID AS OF 11 MAY.2018 • UNCONTROLLED COPY WHEN PRINTED OR SAVED TO A LOCAL DRIVE

SWISSPORT INTERNATIONAL LTD • GLOBAL QHSE PAGE 2 OF 55
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8.4 Evaluation of Data 19

8.5 Measuring Devices 19
9. Continual Improvement 20
9.1 Station QHSE Improvement Plan 20
9.2 6S – Workplace Standardization and Continuous Improvement Program 21
10. Risk Management 21
10.1 Hazard Identification & Risk Assessment 22
Process Description 22
11. Quality Assurance and Control 23
11.1 Quality Assurance Program 23
Purpose and objectives 23
Management Review 23
Audits 24
11.1.3.1 Certifications 25
Quality Control 25
Operational Control 25
Control of Property belonging to Customers or External Providers 25
11.2 Incident Reporting 25
12. Promotion 26
13. Communication 26
13.1 QHSE Communication 26
Safety Alerts 27
Safety Awareness notices 27
QHSE Campaigns 27
Publication and Distribution 27
QHSE Meetings 28
13.2 Internal Communication 29
Meetings and Briefings 30
Operational Reporting 30
Read and Sign/ Brief and Sign 30
13.3 External Communication 31
External Information and Notification 31
Meetings with External Parties 31
Customer Feedback 31
14. Management of Change 32
15. Emergency Response Plan 33
16. Appendix 34
A. Guidance to QHSE Meetings 35
B. Flow Chart: Revision Process 37
C. Flow Chart: Risk Assessment Process 38
D. Example of Station Bulletin Board 39
E. QHSE RACI 42
F. Comparison of Requirements for Management Review: Swissport, ISO 9001 and ISAGO 45
G. Examples of Local Reference Material: Cargo and Ground Handling 47

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1. INTRODUCTION
This manual is Swissport’s first step to realize an integrated management system for quality, health and safety. With
its policies, systems, programs, processes and procedures and plans, it builds the framework for how Swissport
works, with the aim to increase safety, efficiency and effectiveness. Our integrated QHSE management system
demonstrates our commitment to increased safety performance, employee and customer satisfaction and continuous
improvement and shall be implemented at all Swissport stations.
Environment will be integrated at a later stage.
2. PREAMBLE
For Swissport, quality is consistently delivering the agreed service levels of customers in a safe and secure way.
Swissport´s mission is to provide the aviation industry with consistent and tailor-made solutions around the globe,
for a better customer experience.
The following Quality, Health, Safety and Environment (QHSE) processes and procedures are applicable to all
Swissport stations and business units, unless overruled by local laws, regulations or written carrier specific
instructions which are not contradicting and are not less stringent than Swissport policies and procedures (See
Global Policy: Operations for details of exception request for deviations). Wherever the terminology of “station” is
used, it includes all operations and services which are provided by Swissport: Ground Handling, Cargo, Fueling,
Executive Aviation, Security, Maintenance, Lounge etc.
The information contained in this manual is subject to constant review in the light of changing requirements and
regulations by authorities and the aviation industry.
Additional procedures might apply which are not owned and controlled by Swissport.
The actual valid manual is the electronic version stored on the QHSE portal of the Swissport’s Share Point platform.
Changes and updates are being communicated via the line of command to all respective users.
3. CONFIDENTIALITY AND DATA PROTECTION
As a general rule, information about passengers may not be given to a third party, unless to a properly authorized
person (officer of the law in pursuit or prevention of a crime for example). This is also reflected in the Company
code of Conduct.
Data being accessible through the various sources may only be used for the sole purpose it was intended for. This
manual is for the sole internal use of Swissport and its staff and may not be disclosed or given out prior approval and
written consent of Swissport International Ltd, Zürich, Switzerland, I.e. the owner of a document.
4. TERMS AND DEFINITIONS
Swissport’s safety management system (SMS) comprises of five core elements: safety organization, risk
management, safety promotion, safety assurance and emergency response.
The quality management system (QMS) is a formalized system that documents processes, procedures, and
responsibilities for achieving objectives. It helps coordinate and direct an organization’s activities to meet customer
and regulatory requirements and improve its effectiveness and efficiency on a continuous basis.
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Both management systems contain policies, objectives, procedures, manuals, instructions and records to support a
standard approach to meet safety and quality targets and for continual improvement.
The integrated management system is a systematic approach to managing safety and quality by organizational
goals, policy, structure, planning, accountability and standard operating and management procedures. The
management system is implemented, monitored, and controlled for continual improvement, achievement and
sustainability in maintaining the standard by managing the risks associated with the organization.
In this manual, the following verbal forms are used:

• shall indicates a requirement and has the same meaning as “must”;
• should indicates a recommendation;
A process is a set of interrelated or interacting activities that use inputs to deliver and intend result (output, service
or product) (ISO 9001:2015)
A procedure is defined as a specific way to carry out an activity or process (ISO 9001:2015)
RACI Definitions:
See also Appendix E: QHSE RACI
• Responsible: Person who is assigned to complete a task.
• Accountable: Person with decision authority. Makes the final decision and has the ultimate
ownership. The accountable manager can delegate responsibility but cannot delegate
accountability.
• Consulted: Key stakeholder who must be consulted before a decision or action is taken.
• Informed: Person who must be informed that a decision or action has been taken.
5. LEGAL AND OTHER REQUIREMENTS
All Swissport Regions, Countries and Stations shall be aware of, understand and comply with (as a minimum
standard) all applicable regulatory, industry and customer related requirements. This will ensure effective
communication and awareness of the measures in place to address all requirements. The Station Manager is
accountable and shall assure that the operation is not in breach of any laws and regulations.
The VP Global QHSE shall ensure that all relevant Global Quality, Health, Safety and Environment documents are
in line with applicable industry standards, are maintained and readily accessible.
The Regional/Country Head of QHSE shall ensure that all sources of legislation and other requirements shall be
identified, listed and outlined on a register of applicable legislation.
The Regional/Country Head of QHSE shall use external sources of information to obtain legislation updates, such
as:
• Country specific safety & industry regulatory authorities.
• Country specific professional safety associations.
• International industry specific associations (such as IATA, ICAO and ASA).
The Regional/Country Head of QHSE will use appropriate means to ensure that updates are checked at regular
intervals (minimum annually) and obtained promptly. All updates will be recorded, issued and controlled within the
register of legislation. Copies will be made available to the relevant Functional/Station management, for general
awareness and for reviewing Health & Safety assessments. If the Swissport register of legislation template is not
used due to other available formats (e.g. documents issued by government or using other external/electronic
monitoring or subscription services) the station managers and QHSE managers shall be informed accordingly.
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See template: Register of Legislation and Other Requirements
6. DOCUMENTATION
6.1 DOCUMENT STRUCTURE
The Swissport internal document structure consists of 5 levels.

Levels one to three are global documents describing the Swissport way of doing things and are binding for all
Swissport locations.
Level four consists of local instructions and procedures. These should be written where global documents cannot or
do not cover the local way of doing things. Local procedures and instructions are not restricted to operational items
but should also describe all other local procedures relevant for the running of a station.
The last level consists of forms (including templates, checklists or quick guides for daily operations) and records.
It is possible that a checklist is also local procedure at the same time. Records are all forms of documentation which
need to be kept.
External documents such as regulations and procedures shall also be taken into consideration. See chapter 6.2.4:
External Documentation.

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6.2 DOCUMENT CONTROL
The following principles shall apply:

• The actual valid version of the Swissport global management system manuals, together with the related
Standard Managing Procedures (SMP) is stored centrally and is accessed via Swissport’s SharePoint
platform (https://swissport.sharepoint.com). Downloaded or printed versions will automatically become
“uncontrolled” documents.
• Access may be granted to all Swissport employees.
• All management employees and assigned QHSE functions shall have access to the Swissport corporate
policies.
• Usage of the Swissport QHSE Manuals and Standard Managing Procedures is restricted to company
internal use only. No documents or parts thereof may be distributed outside of Swissport without the prior
written consent of the document owner.
• Ownership and editorial rights for all Swissport global documents remains with Swissport International
Ltd.
• Updates on Swissport QHSE Manuals and/or the related Standard Managing Procedures will be
communicated to all Swissport management via the line of command and to all QHSE functions via the
functional QHSE group.
• Historic versions of policies will be stored centrally for a period of at least 3 years and can be requested
through the applicable functional group.
If necessary, a station may download manuals and store them locally, however these are uncontrolled. In this case,
the station shall have a local process to ensure that the current version is used.
All documents relevant for the operations (including those from external sources such as customers, authorities,
partners and GSE manufacturers) shall be made available to concerned operational staff including subcontractors.
Documents shall be kept identifiable, legible, and retrievable and the person(s) responsible for maintenance and
update shall be clear. It shall be ensured that relevant documents are protected and secured e.g. from fire or theft.
Documents which are obsolete must be disposed of as soon as an updated version is published. This this applies to
printed and electronic documents. Reproduced documents are not controlled and must be clearly marked and
identified.
As a minimum, all Swissport documents shall include the following 5 items:

• Title of document
• Name of author and or owner
• Page number
• Swissport logo
• Version number and effective date
Documents shall be stored in a defined location, accessible to concerned employees. Stations shall define a team or
person responsible for controlling and managing these documents centrally. Objective is to assure that the most
updated versions are used and everyone knows where to find them.
Each location shall control the following documents:

• Local procedures and instructions
• Manuals from external parties
• Local training material
• Local Risk Assessment Summaries
• Local forms and templates
• Internal and external audit reports
Various templates for are available in: SharePoint: Global Communication: Communications Toolbox

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REVISION PROCESS
The established Corporate QHSE Policy and Policy Statement are reviewed annually by the Global Health and
Safety Council at the annual management review meeting and revised if needed. The relating Corporate Quality,
Health, Safety and Environment Manual, Standard Managing Procedures (SMPs), processes and procedures shall be
revised using expert know-how from the regions and business operations under the lead of the VP Global Quality,
Health, Safety and Environment. Review intervals shall not exceed the maximum of 24 months.
Ad-hoc revisions may be effected any time based on business performance monitoring, accident/incident analysis,
findings from audit results and/or as results of management reviews.
See Appendix B: Flow Chart: Revision Process.
LOCAL DOCUMENTS AND TRANSLATIONS

Locally created documents shall follow the global standard and templates. Abbreviations for local departments and
functions may be introduced for document control as necessary. All local documents, including templates and forms
shall be controlled and kept in a central file accessible for applicable users. It is not acceptable to keep original
templates on private electronic media.
Any local translation of global documents shall contain the following or similar sentence: “The finally valid version
is the English version”.
Translations of customer manuals must contain a clear reference to the original version.
For Word and PowerPoint templates, see also SharePoint: Communications Toolbox / 07 Word and Power Point
Templates.
CONTROL OF RECORDS
If not specified by applicable local legislation or requirements of the customer airlines, the retention time for records
shall be decided and documented locally.
Each station shall ensure that operational records are controlled to ensure that contents and retention is in
accordance with applicable regulations and requirements of the customer airlines. Records shall be kept as follows:
• identifiable (e.g. per customer, topic)
• legible (any changes must be traceable and previous information recognizable. E.g. changes on
load sheets)
• maintained (e.g. clearly assigned responsibilities and filing)
• retrievable (e.g. for inquiries and audit purpose)
• protected and secured (e.g. from fire or theft)
• disposal (or deletion if electronic) and archiving.
Depending on the contents of the documents they must be destroyed in a manner that they cannot be read anymore.
Documents can be stored for a longer period than an agreed minimum. If necessary, the documents can be archived
and kept for a longer period.
For further guidance on content of operational records see also Global Operations SOP LC004.
Other records related to HR, training or financial records shall be kept according to local legislation.
See form: Local Records Control List
EXTERNAL DOCUMENTATION
Documents from external parties are e.g. customer manuals, IATA manuals such as DGR and addenda, LAR, PCR
and ULDR GSE manuals, manuals from aviation or airport authorities.
Swissport maintains licensed and updated IATA manuals in the citrix platform (also called Sapphire).

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All outdated external publications are to be removed from the operation and destroyed upon receipt of new editions.
Should previous versions of IATA publications need to be reviewed, electronic copies will be available via Global
Operations upon request.
It is the station’s responsibility to maintain and control all applicable external documents.
Where agreements are made on global level the airline manuals may also be found in SharePoint: Operations /
Airline Specific Manuals.
The customer airline’s manuals shall be maintained according to the instructions of the airline Customer procedures
and their changes shall be controlled.
The station manager shall ensure that staff have staff have quick and easy access to airline procedures when
necessary. Local reference material (E.g. quick reference sheets or cheat sheets) may be created and controlled on
station level. The station manager shall decide which kind of format is best suitable to meet local needs. If
applicable, the local reference material shall be available to all applicable staff so they can check airline specific
procedures (differences) whenever necessary. For examples of local reference material see Appendix G: Two
Examples of Local Reference Material: Cargo and Ground Handling.
7. ORGANIZATION
7.1 ACCOUNTABILITIES AND RESPONSIBILITIES
See chapter 4. Terms and Definitions: RACI Definitions and Appendix E: QHSE RACI
Accountability for Quality, Health, Safety and Environment (QHSE) is cascaded down from the Board of Directors,
via the President & CEO Swissport International Ltd., the Executive Vice Presidents (EVP) and their individual line
management structures, down to the business manager of a single unit or department. Quality, Health, Safety and
Environment lies within the responsibility of the executive management as well as of each employee.
QHSE accountabilities and responsibilities shall be acknowledged on global, regional, country and station level.
This shall be implemented via formal written acknowledgement or job descriptions or as recorded training.
In addition, the Global QHSE and Security Policy Statement shall be displayed and visible to all employees (e.g.
staff entrance, staff room) and station management shall ensure that staff are briefed on contents of the Global
QHSE and Security Policy statements. The displayed policy statements shall be visibly countersigned by the
accountable manager of the station.
Accountability for the individually assigned area of responsibility cannot be delegated:

• Accountability includes the responsibility for the provision of the necessary resources to comply with all
regulatory, customer and Swissport standard requirements.
• Overall QHSE and Security accountability lies with the President & CEO Swissport International Ltd.
• On station level, the Station Manager is accountable and has the authority for the implementation of the station
management system, ensuring QHSE and security of the station operations and ensuring the day to day working
of the integrated management system at the station.
Swissport operates a ‘Just Culture’ philosophy that is fair to all employees and encourages open reporting of all
accidents and incidents. Front line operators or others are not punished for actions, omissions, or decisions taken by
them, that commensurate with their experience and training. However gross negligence, wilful violations and
destructive acts are not tolerated and may lead to termination. Everyone is supported in the reporting of accidents
and incidents.

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7.2 FUNCTIONS WITHIN SWISSPORT
Swissport recognises that establishing and maintaining control is central to all management functions. To ensure
controls, QHSE responsibilities are allocated to roles throughout the organisation as follows:
GLOBAL ROLES
PRESIDENT AND CEO OF SWISSPORT INTERNATIONAL
• Ensure that all activities can be financed and carried out in accordance with the applicable requirements.
• Ensure an effective QHSE Management System is implemented and maintained.
• Has the authority to ensure the allocation of resources necessary to manage safety risks to ground operations.
COO – GLOBAL CHIEF OPERATION OFFICER
• Establish, maintain and own the Swissport Global QHSE Policy and Security Policy.
• Ensure the establishment of a Swissport Global QHSE Manual and Security Manual with related Standard
Procedures and the implementation in the regions.
• Provide adequate resources to maintain safe equipment and a safe working environment in all regions.
EVP – EXECUTIVE VICE PRESIDENT
• Ensure an effective QHSE Management System and Security is implemented and maintained within their
function.
• Provide adequate resources to maintain safe equipment and a safe working environment in all regions.
DIRECT REPORTS OF THE EVPS AT SWISSPORT HEAD OFFICE
• Responsible for implementation, maintenance and effectiveness of the Swissport QHSE Management System
and Security throughout all areas of their responsibility.
• Initiate, demand or support necessary action plans for the improvement of the QHSE performance within their
areas of responsibility.
• Secure adequate resources to fulfil QHSE and relevant requirements
VICE PRESIDENT (VP) GLOBAL QUALITY, HEALTH, SAFETY & ENVIRONMENT
• Develop, establish and maintain the Swissport QHSE Management Manual(s) with related Standard Managing
Procedures (SMPs) and ensure the implementation within the entire network.
• Ensure that Swissport’s QHSE Management System is up to date and reflects industry best practice.
• Ensure regular reporting of Swissport’s QHSE performance to the Group Executive Management.
• Maintain and lead the Functional QHSE Group.
• Plan, prepare and conduct global QHSE audits in Swissport operational organizations and initiate / monitor
compliance and corrective actions based on audit findings.
• Establish and maintain the generic operational risk register for the Swissport group.
• Represent the company in industry working groups (e.g. IATA airside safety, QHSE associations).
• Permanently review general customer expectations with regards to quality

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REGIONAL / COUNTRY ROLES
REGIONAL SENIOR VICE PRESIDENT (SVP)
• Ensure the implementation of the Swissport QHSE Management System and Security throughout all stations
within their region.
• Appoint a competent QHSE Manager for their region.
• Receive and analyse regular QHSE performance reports of their region.
region.
• Secure adequate resources to fulfil QHSE relevant requirements
REGIONAL AND COUNTRY HEADS
• Ensure the implementation of the Swissport Management System and Security throughout all stations within
their country.
• Appoint a competent QHSE Manager for their country/region.
• Receive and analyse regularly QHSE performance reports of their country.
country.
• Secure adequate resources to fulfil QHSE relevant requirements
REGIONAL/COUNTRY HEAD OF QUALITY, HEALTH, SAFETY & ENVIRONMENT
• Ensure quality, health, safety and environment related qualifications and skills for QHSE Management functions
within the region/country.
• Ensure implementation of management standards within the region/country and actively support the
development and improvement of the Swissport Management System as part of the Functional Safety Group.
• Report to the VP Global QHSE on a functional basis.
• Deliver regular safety and quality performance reports to the regional/country heads.
• Ensure that investigations on incidents are carried out properly at the stations as required by the Swissport
Management System.
• Plan, prepare and conduct internal regional QHSE audits in Swissport operational organizations and initiate /
monitor corrective actions based on audit findings and incident investigations.
• Ensure the establishment and maintenance of an operational risk register per region (for regional level) or
establish and maintain the country operational risk register (for country level).
STATION / LOCAL ROLES
STATION MANAGER
• Retains overall accountability for QHSE Management and Security at their station.
• Ensure the implementation of the Swissport Management System on station level, ensure safety and security of
station operations.
• Allocate resources for the implementation of the Swissport Management System, including the compliance to
related legislation, customer and other applicable requirements are fulfilled.
• Secure sufficient and adequate resources to cover all operational needs (PPE, training, human resources,
infrastructure, work environment, financial) and QHSE requirements
• Assign a competent QHSE Manager, as applicable for their station.

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• Ensure that the employee’s workplace is safe and has measures to avoid occupational incidents and occupational
illness
• Ensure that the employee’s workplace is adequate to prepare and perform the services agreed with the customer
• Receive and review regular safety and quality performance of their station.
• Ensure effective communication channels are available for the issuing of instructions and reporting of incidents
• Ensure that QHSE meetings are established as described in Appendix A: Guidance to QHSE Meetings.
OPERATIONAL DEPARTMENT MANAGER
• Ensure that safe working practices are employed in order to provide maximum safety including the assignment
of competent and trained staff, the correct use of safety devices, plant and equipment and the observation of
safety rules by all employees, contractors and visitors.
• Liaise with the Station QHSE Manager regarding incident investigation and the closure of the appropriate
remedial actions.
• Ensure that all incidents, and near misses are properly recorded and reported and participate to the and ensure
these are carried out to determine root cause and contributory factors.
• Ensure fair disciplinary action is taken (in line with the company Just Culture and disciplinary procedures) where
negligence or wilful deliberate breaking of the rules was found to be the root cause.
• Monitor and oversee quality and compliance procedures to ensure they are in line with Swissport’s standards.
• Meet regulatory standards and deliver the desired customer service experience.
• Ensure service levels and relevant targets are achieved.
• Maintain close and effective business relationships with customers and other stakeholders.
SHIFT MANAGER
• Ensure adequate resources are available to execute operations safely.

• Ensure all safety devices, machinery, vehicles and equipment within their area of responsibility are operated
correctly and only by suitably trained and qualified competent persons.
• Ensure safety rules are observed by all employees, contractors and visitors
• Ensure that incidents are reported and recorded before end of their shift.
• Lead incident investigations and the implementation of improvement actions.
• Ensure that near misses, unsafe acts or conditions which have been observed or reported within their area of
responsibility are immediately addressed and corrective measures taken in a timeframe according to the risk
level.
• Ensure compliance with Swissport’s global procedures.
SUPERVISOR
• Ensure adequate resources are trained for the task and work safely according to Swissport standards and
procedures
• Ensure all safety devices, machinery, vehicles and equipment within their area of responsibility are in working
condition, operated correctly and only by suitably trained and qualified competent persons.
• Ensure safety rules are observed by all employees, contractors and visitors
• Ensure that incidents are reported and recorded before end of their shift.
• Participate to the incident investigations and the implementation of improvement actions.
• Ensure that any incident, near misses, unsafe acts or conditions which have been observed or reported within
their area of responsibility are immediately addressed and corrective measures are taken in a timeframe
according to the level of risk.

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STATION QHSE MANAGER
• Ensure implementation of management standards within the station.

• Ensure that all hazards and incidents are being reported and recorded.
• Establish and maintain the station operational risk register.
• Plan, prepare and conduct internal QHSE audits at given intervals at the station and initiate / monitor
corrective actions.
• Report to the Regional/Country Head of QHSE on a functional basis.
• Manage and analyse QHSE measurements and deliver regular performance reports to the Station
Management.
• Guide and coach Managers/Shift Leaders in their investigations on incidents in line with global standards.
• Maintain a register of all station specific legislation applicable to occupational health & safety and
complement Swissport’s global, regional and/or country documentation with applicable station specifics.
• Monitor compliance
EMPLOYEE
• Comply to safe methods of working by complying with Swissport’s standards.

• Legal compliance
• Directly intervene, where appropriate, should they observe any near misses, unsafe acts or conditions.
• Perform their work duties in a way that does not harm themselves or other employees, especially in regards of
misuse of alcohol or psychoactive substances.
• Never use machinery, equipment or vehicles for any purpose other than that authorised by Swissport.
• Receive training and not undertake any task for which authorisation and /or training has not been given.
• Report to their immediate supervisor any incident, near miss, unsafe act, unsafe condition, practice or unsafe
system of work, and damage to machinery or equipment. In case of doubt stop the task and consult the superior
for guidance in decision.
• Use the personal protection equipment as instructed.
• Take care for their own safety of themselves and the safety for any other person who may be affected by their
acts or omissions at work.
For examples for Job Descriptions see SharePoint Global QHSE / Organization.
7.3 ORGANIZATION CHARTS
It is essential that reporting lines and roles are clear and accessible. The organization chart visually demonstrates the
levels of management with the authority to make decisions which affect the quality, health and safety of the
operations. Every Swissport location shall maintain an organization chart. The chart shall be regularly reviewed and
updated whenever there is a change in the organization.
The global and regional organization charts are available in SharePoint/ Global Human Resources.
The QHSE functional organization charts are available in SharePoint/ Global QHSE.
7.4 ABSENCE MANAGEMENT
The continuity of operational and managerial tasks shall be assured during times of absence.
Station Managers shall identify a competent person (or persons as necessary) as deputy to assume their duties during
the period of planned absence.
Planned absence:

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Deputy appointment shall be communicated via email and meetings (internal, customer, business partners).
Templates for communication of “Out of Office” are available in SharePoint / Global Communication:
Communications Toolbox.
Unplanned absence:
The absence shall be communicated by the superior management to the organization and customers as appropriate
via customer meetings, station management meetings, shift briefings, email, and staff information boards.
7.5 STAKEHOLDERS
Swissport engages with a range of internal and external stakeholders on a regular basis. The key stakeholders are
identified by analysing those groups that are intrinsically affected by, or could have an effect on Swissport’s
management system and thus operations. Swissport’s Sustainability Report lists the following:
• Customer airlines
• Airports
• Airport authority (private and governmental)
• IATA and other international associations in the aviation industry
• Shareholders
• Management
• Staff
• Trade Unions and work councils
• Communities
• Suppliers
• Passengers
• Freight Forwarders
• Regulators (e.g. EASA / NAA)
The activities and related impact (risks and opportunities) of the stakeholders are analysed during management
review meetings within the Swissport organization (Regional Review Meetings, Station management meetings).
Note: in ISO 9001:2015 terms stakeholders are understood as “interested parties”
7.6 RESOURCES
To be able to provide customers with the services they require and to keep the operations running, the planning of
resources, i.e. of personnel and equipment, is vital. It is the station management’s responsibility to ensure that
planning is done and regularly reviewed.
For further guidance see Operations SMP-001: Resource Planning and Operations SMP-002: Rostering.
The procedures are available in SharePoint: Global Operations / SMP.
SUBCONTRACTED SERVICES/ OUTSOURCED SERVICES

All subcontracted, outsourced and contractor services shall be controlled. This may take the form of SLA and
performance monitoring, direct supervision, formal documented audit or operational inspections. Regular follow-up
meetings shall be conducted with all external service providers at an appropriate frequency but not exceeding
annual.
In accordance with the global procurement policy, each Swissport station shall have written valid agreements with
its external service providers. Swissport companies are responsible and liable for the quality of their sub-suppliers’

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work. Outsourced or subcontracted services which impact the safety, security or quality of Swissport’s services shall
be specified in the relevant service level agreement and monitored.
Points to consider for the agreement shall include but are not limited to the following items:
• The fact that at all times the delivery of SLA should not compromise safety procedures
• The external service provider shall have a quality and safety management system in place
• Staff shall be aware and comply to Swissport and airport safety and security standards
• Reporting of any injuries and damages which occurred while providing services for Swissport.
• Currency of staff training, especially safety and security. If the external service provider has DG handling
functions, their training shall fulfil Swissport DG training requirements.
• Right for Swissport to audit and investigate with respect to any actual or suspected operational quality,
safety and or security issues.
The station manager shall ensure that each applicable external provider is supplied with operational documentation
relevant to the type of operations conducted, including applicable manuals from customer airlines. Any relevant
operational updates from the customer airlines shall be communicated to the external provider. The station manager
shall ensure that the training of the external service provider is in accordance with Swissport’s global training
requirements.
Subcontract a contract between Swissport company (that is a party to an original contract with its customer) and a
third-party. Based on a subcontract a third-party shall provide all or part of the services or materials required in the
original contract concluded between Swissport company and its customer. Concluding a subcontract might be
subject to prior approval of Swissport company’s customers.
Examples of typical subcontracted services:

• Porter services
• Ground handling services (e.g. de-icing, PRM, cabin cleaning services, water and lavatory services, staff
transportation, lost & found services, etc.)
• Wheelchair services
• Trucking services
• Cargo Screening
If the provider has government or industry trade group approval/ accreditation/ certification, then this shall be taken
as evidence for the provider having met an accepted standard within the country and no audit is mandated. However,
audits may be conducted if there are any concerns or performance level issues. If none of the above approvals or
certifications are in place, then a formal audit shall be conducted annually.
See form: External Service Provider Audit
Outsourcing Contract a contract between Swissport company and a third-party that is a service provider of certain
services which might be performed in-house. Based on an outsourcing contract, a third-party shall provide aforesaid
services to Swissport company.
Examples of typical outsourced services:

• Training
• GSE maintenance (See also Corporate Manual: Global Fleet Management)
• Uniform cleaning services
• IT support services
• Manpower provision / Recruitment services
If the provider has government or industry trade group approval/ accreditation/ certification, then this shall be taken
as evidence for the provider having met an accepted standard within the country and no audit is mandated. However,
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audits may be conducted if there are any concerns or performance level issues. If none of the above approvals or
certifications are in place, then a formal audit shall be conducted annually.
Any person working on behalf of Swissport shall be trained or directly and continually supervised in all activities.
Contractor Contract: this is typically a contract for services that do not directly impact Swissport service provision
to a customer. etc.
Examples for typical contractor services:
• Electrician
• Office cleaners
• Decorators / refurbishment
The provider should have government or industry trade group approval/ accreditation/ certification.
See also Safety SM-008: Management of Visitors and Contractors.
Note for ISAGO registered stations: ISAGO auditors reserve the right to audit subcontracted ground operations
and/or associated functions. In the event that a station has an ISAGO audit, it is necessary to inform the external
service providers in advance that they may be audited. ISAGO Ed7, ORM 1.6.1.
For guidance concerning external service provider audits, see QHSE SMP-002: Audits, Self-Assessments and
Inspections.
For Procurement Policy, processes and templates, see: SharePoint: Global / Procurement.
8. TARGET SETTING, MEASUREMENT AND ANALYSIS
Swissport measures safety and quality performance to ensure compliance with internal targets, customer and legal
requirements, to correct deviations and continually improve.
8.1 SWISSPORT KEY PERFORMANCE INDICATORS
Key Performance Indicators (KPIs) are used to not only measure progress towards the objectives but also to collect
data and monitor trends, which then can be used to indicate where further developments and resources are required.
Swissport monitors KPIs for: Operations, HR, QHSE and Finance. They are used for checking target (or budget)
achievement. Data is collected on local basis, either automated, manual or a mix of both, and managed in,
Swissport’s global data capture systems. The output, reports, can be found on SharePoint: Global / Operations /
Performance.
The monthly KPI results shall be reviewed by the station management. Quality & Safety KPIs shall be made
accessible for staff. Financial data may only be shared with the management.
Swissport also differentiates between leading and lagging indicators.

Leading indicators: predictive measurements which follows an event and can influence change.
QHSE examples: number of audits, training delivery, implementation of crisis management
Lagging indicators: records what has happened and is an output measurement.
QHSE example: LTIFR and aircraft damage ratio.

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8.2 GLOBAL QHSE KPI AND TARGETS
The KPIs cover the main operational safety risks and are tracked and communicated on a monthly basis. The
communication of the monthly safety report shall not only increase safety accountability and awareness but also
drive the further improvement of the Quality & Safety performance.
Global Standard KPI on Quality, Health & Safety:
Lost Time Injury Frequency Number of lost time injuries divided by / 100’000 hrs
Rate (LTIFR) number of worked hours * 100’000
Aircraft Damage Rate (Number of aircraft damages attributed /1’000 TAs
to Swissport divided by total number of
turnarounds) * 1’000
NM & SO per Station Number of near misses (NM) + number / station (sites leased or
of safe observations (SO) divided by owned by Swissport)
number of stations
Station compliance Number of QMS/SMS audits performed %
divided by the number of stations * 100
Health & Safety Targets must be established throughout the Organisation to ensure continual Health & Safety
improvements. These targets shall be Specific, Measurable, Achievable / Agreed, Realistic and Time bound
(SMART).
When setting Targets, consideration will be given to:
• Legal and other requirements.

• Significant Health & Safety risks.
• Global requirements.
• Written reports from Regulatory and Enforcing bodies.
• Written reports from other external bodies e.g. insurance company.
• Performance statistics.
• Technological options.
• Financial, operational and business requirements.
• The views of interested parties (e.g. customers, airport authorities).
The global QHSE Roadmap (strategy) envisions Swissport to:

• be the safest place to work, supported by a strong QHSE organization and a world class management system.
• Promote a QHSE leadership culture to achieve our ultimate goal of zero occupational injuries, illnesses,
equipment/aircraft damage and zero waste
• Strive for zero tolerance for unsafe behaviours and unsafe working conditions
Global QHSE targets are annually reviewed and agreed by the Global QHSE Council at the end of each year,
supported by the input from the Global QHSE Advisory Board (See Appendix A: Guidance to QHSE Meetings).
Based on the output, the global 3-year roadmap is validated and cascaded together with the targets to regional
executive management and regional heads of QHSE at the beginning of each year. The regional management shall
review the Regional QHSE Roadmap and targets, create a regional action plan for implementation and cascade these
to country and station management accordingly.
The Global QHSE Roadmap and targets are available in SharePoint: Global QHSE/ Roadmap and Organization. The
global QHSE department shall maintain a QHSE implementation plan to track progress of global QHSE team
deliverables (QHSE Operational Master Plan).

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The individual regional/country Management Teams will also meet periodically to review their targets set by Global
to define the appropriate targets for each location within their region/country. The breakdown of the targets per
station shall combine to meet what has been mandated for the overall Regional/Country’s target.
8.3 GLOBAL OPERATIONS KPI
Global operations KPI definitions and monthly reports can be found on SharePoint: Global Operations /
Performance.
GROUND HANDLING
All Swissport stations with ground handling activities shall monitor the following SLA targets per customer:
• On Time Performance
• First Baggage Delivery Time
• Last Baggage Delivery Time
Baggage time in this manual refers to the time between arrival of aircraft (ATA, actual time of arrival) and the time
the first/last baggage is put on the arrival baggage belt in the baggage arrivals area.
If baggage handling services are provided but the above target is not in the SLA, the Swissport SLA applies:
Item Target
First bag 98%
Last bag 98%
If not feasible, for example due to airport infrastructure, the station manager shall define one or more local standards
and the achievement target. The local standards and targets shall be documented locally and available for audit
purpose.
The trends shall be discussed at meetings and corrective action planned for services which do not meet customer
targets or global KPI. The data shall also be shared with customers on a regular basis.
Measuring of punctuality and baggage delivery time are global minimum requirements. Local management should
monitor individual SLA targets as applicable.
CARGO
All Swissport stations with cargo handling activities shall monitor the following KPIs per customer:
For Export:
• RCS Overall Performance
• RCS In Time Performance
• DEP Overall Performance
• DEP in Time Performance
For Import:
• RCF Overall Performance
• RCF In Time Performance
• NFD Overall Performance
• NFD In Time Performance

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These Cargo IQ (CiQ) milestones monitor whether certain FSU (Flight Status Update) messages were sent to the
customer and if the accompanying handling activities were performed within the SLA time-frames, taking into
account station opening hours Additional CiQ milestones like RCT, FOH, AWD, etc. shall be monitored if specified
in the customer SLA.
In case no offsets and/or targets are specified in the customer SLA, the station or SPI global default offsets and/or
targets shall apply. All customer offsets, targets and station opening hours are loaded in the SLA & Reporting Tool
in order to allow a proper measurement of the CiQ milestone performance. An exception is made for customers that
are not handled in Cargospot as the usage of Cargospot is required to measure any CiQ milestone performance.
Detailed information on the CiQ milestone performance can be obtained from the SLA & Reporting Tool . In case a
customer is not handled in Cargospot, reports from the customer shall be used to monitor the CiQ milestone
performance.
8.4 EVALUATION OF DATA
Evaluation of data is the key to fact based decision making. The data collected throughout the year and the records
shall be reviewed regularly. The effectiveness of implemented corrective actions shall be checked and preventive
actions identified.
The following data shall be reviewed regularly:

- Safety KPI and trends
- Targets and operational KPI
- Customer SLA monitoring trend / CiQ trend
- Performance of subcontracted services
- Audit results – internal and external
- Most frequent service irregularities
- Financials
- Customer feedback
- HR related issues: absences, overtime, staff turnover / reasons for leaving
8.5 MEASURING DEVICES
Local management shall assure that the measuring instruments used function correctly. They need to be checked
regularly and calibrated according to local regulation, industry standards or manufacturer’s recommendations.
Records of external calibration shall be kept for a minimum of three years. Records of locally performed
daily/weekly checks shall be kept for a minimum of one year. If there are local rules requiring longer retention time
these shall be followed.
Examples of measuring devices used in the aviation industry are: warehouse scales, ETDS, X-Ray machine,
thermometer, scales at check-in counter, de-icing fluid viscosity test kit and refractometer. For scales used in
passenger and cargo services see also corresponding Corporate Operations Manuals and SOP.
Each location shall have an overview of the measuring devices used and frequency of local check. If the location
does not own the measuring instrument it uses, it is necessary to know: who owns them, who to contact in case of a
problem and when they are calibrated.

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9. CONTINUAL IMPROVEMENT
A continual improvement process is an ongoing effort to improve products, services or processes. Internal processes
are constantly evaluated and improved in the light of safety, their efficiency, effectiveness, feasibility and flexibility.
Swissport shall regularly review the integrated management system (SMS and QMS) to assure its continual
improvement.
To standardize the continual internal improvement process, Swissport uses the QHSE Improvement Plan as well as
the 6S cycle.
9.1 STATION QHSE IMPROVEMENT PLAN
A QHSE Improvement Plan shall be established by each station, to ensure full implementation of the defined QHSE
standards, for tracking actions resulting from internal audits and self-assessments and to reach the QHSE targets.
Stations shall regularly review their level of QHSE standards implementation (documented in the Global QHSE
Manual) and perform a gap analysis. Requirements which have not yet been implemented shall be added to the
Station QHSE Improvement Plan. The plan shall be used for tracking all actions resulting from E.g. internal and
external meetings, internal and external audits, investigations, customer complaints, employee initiatives etc. The
pal shall clearly define programmes/initiatives, responsibilities, target dates, on-going status reports and a
completion date.
Not for ISAGO audits: ISAGO requires an “SMS Implementation Plan” to track implementation status of SMS. At
Swissport the QHSE Improvement Plan shall be used for this purpose. Safety Management is integrated into QHSE
Management.

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The Station QHSE Manager will support the accountable Station Manager and:
• set meetings and agendas.
• maintain minutes and records.
• report progress at the Regional/Country Executive Management Meetings.
The plan will incorporate:

• Actions to achieve relevant QHSE objectives and targets.
• Actions to achieve compliance to the Swissport Management System
• Allocation of resources, responsibilities, timing and priorities for appropriate levels.
• Training requirements where appropriate.
• Requirements arising from risk assessments
• Actions resulting from audits and self-assessments (raised both internally & externally).
See Template: Station QHSE Improvement Plan
9.2 6S – WORKPLACE STANDARDIZATION AND CONTINUOUS IMPROVEMENT PROGRAM
6S (5S + Safety) is a simple tool for organizing the workplace in a clean, efficient and safe manner to enhance the
productivity, visual management and to ensure the introduction of standardized working. 6S introduces standard
operational practices to ensure efficient, repeatable and safe ways of working. 6S is a team run process and should
be conducted by the people who work within the area in which the principles of 6S are being applied.
Sort Segregate what is needed and get rid of

what is not used.
Set in Order Place each item in its optimal position
in the workplace and employ visual
management.
Safety Shine Clean the entire workplace and all
equipment
Standardize standardized procedures and checklists
are recommended to maintain an
orderly, clean, useful work area.
Sustain Employ systems to monitor 5S and
ensure that it is constantly maintained.
10. RISK MANAGEMENT
Risks exist in all aspects of a management system, it’s processes and functions. It is important that risks are
identified, considered and controlled. Addressing a risk may also be an opportunity for improvement and doesn’t
have to be limited to negative consequences. Risk based thinking supports a proactive culture enabling Swissport to
consistently deliver agreed services in safe and consistent way.
Swissport manages risks on various levels of the business and the examples below highlight some of them.
On global level, the global risk and insurance department evaluate the risks to the organization and mitigation
measures on an annual basis, also to comply with Swiss law. This enterprise risk management (ERM) process is
conducted in conjunction with regional management and applicable global departments.

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On the next strategic level, Swissport executive management addresses business risks and opportunities of each
region and country regularly in the monthly Regional Review Meetings. Here imminent risks and opportunities to
the business are addressed and decisions are cascaded to the country management as necessary. Similarly,
depending on the regional structure, there will be country level meetings addressing such issues. Finally, on station
level the station management will review operational risks via annual SOP assessments (see next chapter 8.1:
Hazard Identification and Risk Assessment) and near miss reporting (see Safety SMP-003-Incident Reporting,
Management and Investigation). Risks to the local business will be addressed during the operational meetings and
an analysis demonstrated in the annual management review report (see chapter 11.1.2: Management Review)
10.1 HAZARD IDENTIFICATION & RISK ASSESSMENT
The purpose of hazard identification & risk assessments is to ensure that all the significant risks associated with
Swissport’s operations and activities are suitably assessed, controlled and managed to acceptable levels.
Understanding and addressing operational risks is especially important for the health and safety of our employees
and the safety of the aircraft.
PROCESS DESCRIPTION
Hazards are characterized as circumstances with potential to cause harm to include injury, illness, damage or loss.
Hazards associated with Swissport’s operational processes and procedures are being identified through multiple
information sources throughout the global Swissport network:
• Historic information from Swissport’s global incident records.

• Information on safety concerns received from any Swissport employee.
• General information received from industry organisations (e.g. IATA).
• Information received from various governmental bodies and authorities concerning safety.
Risk Assessment is one of the key elements within the Swissport Management System.
The Global QHSE is responsible for ensuring Generic Risk Assessments have been completed for all Standard
Operating Procedures (SOP).
The Station Manager is accountable for ensuring all the relevant Generic Risk Assessments that apply to their
location are signed off. Furthermore, they shall ensure that all of the identified control measures in the individual
risk assessments have been implemented. The Station Manager is also accountable for ensuring that all operations
and activities (not covered by the Generic Risk Assessments) are subject to local Risk Assessments. Only those who
are competent i.e. have the necessary knowledge, training and experience are authorized to perform risk
assessments.
On an on-going basis, workplace hazards shall be systematically identified, to assess the associated risks and
implement/monitor the necessary control measures. It is the responsibility of the Station Manager to ensure all risk
assessments are reviewed on an annual basis.
Risk assessments shall be created/reviewed in the following cases:
• New process/services
• New equipment/facilities
• Changes in the work environment
• Following incidents
• Other situations where there is uncertainty about the health & safety risks involved.
For Risk Assessment process: see Appendix C: Flow Chart: Risk Assessment Process

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See also Safety SMP-001: Hazard Identification and Risk Assessment
Note: Swissport is revising the risk assessment process and methodology. Related documentation (manual, SMP)
will be updated accordingly and communicated to regions/stations by end of 2018.
11. QUALITY ASSURANCE AND CONTROL
Quality assurance includes QHSE assurance and enables Swissport to make sure that the management system is
fulfilling its purpose in reaching compliance and the company’s objectives it is a formal and systematic process of
auditing and evaluating the management system and operational functions. Control mechanisms are here to check
that the services and supporting means to deliver them are in conforming with internal and or external standards.
11.1 QUALITY ASSURANCE PROGRAM
PURPOSE AND OBJECTIVES

The quality assurance program is a formal and systematic process of auditing and evaluating the management
system and operational functions to ensure:
• Compliance with regulatory internal and external requirements
• Satisfaction of stated operational needs
• Identification of undesirable conditions and areas requiring improvement
• Identification of hazards
• Controlling operations risk
The quality assurance program covers the following elements:

• Audits and inspections
• Management review
• Operational standards
• QHSE standards
• Training
• Risk management
• Incident reporting
• Outsourcing quality
• Documentation and records
• Stakeholder feedback
• Measurement and analysis
• Communication
MANAGEMENT REVIEW
The annual Management Review is an important part of the quality assurance program. Swissport reviews the
management system annually to ensure its continuing suitability, adequacy, effectiveness and alignment with the
strategic direction of the organization.
On global level, the management reviews are conducted during the monthly Regional Review Meetings and the bi-
annual QHSE Council Meetings. The QHSE Council Meetings are further supported by the quarterly QHSE
Advisory Board Meetings.
On station level, the management shall review their management system once per year as a minimum. The outcome
of the review shall be documented.
As a minimum, the following items shall be discussed and reviewed during the meeting:

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Input:
1) Status of previous Management Review
2) Targets & objectives review
3) Effectiveness of actions taken
4) Participation and consultation of employees
5) Changes relevant to the management system
6) Conformity with legal requirements
7) Adequacy of resources
8) Communication
9) Audits / self-assessment / Inspections
10) Monitoring and measurement results
11) Process performance of management system
12) Performance of external service providers
13) Customer satisfaction & feedback
14) Recommendations for improvement achieved
Output:
15) Need for change of existing management system
16) Opportunities for improvement
17) Risk assessments
18) Resource needs
19) Targets for the next year
The items listed above incorporate both the ISO 9001 and ISAGO management review requirements. For an easier
overview see the comparison table in Appendix F: Requirements for Management Review: Swissport, ISO 9001 and
ISAGO.
Swissport has two templates to support this process and the Station Manager shall agree with the local QHSE
Manager which format is suitable to the station:
- Management Review Presentation (PowerPoint template): a supporting tool to be used during the review meeting.
The template guides the management team through the various topics and discussions. Targets for the new year shall
be set and communicated and actions shall be tracked in the QHSE Improvement Plan.
- Management Review Report (Word template): this report can be used after the meeting to summarize the inputs
and outputs.
AUDITS
To assess the effectiveness of the management system, it is essential that relevant audits are carried out regularly.
This will help achieve on-going compliance with Swissport global standards, customer and legal requirements.
For description of audit types and process See QHSE SMP-002 - Audits, Self-Assessments and Inspections.
Information and audit reports from the quality assurance program are shared on SharePoint. Audit and assessment
reports are shared by means of email with the management of the station involved. Any findings relevant for the
entire network are shared via SharePoint or in special cases by means of an alert.
On station level, the findings from internal audits and self-assessments are discussed in management meetings.
Relevant findings or outcomes shall be addressed and distributed to the relevant and involved departments by means
of an internal publication to ensure the awareness of compliance with applicable regulatory and other requirements
to all management and non-management staff.
Monitoring performance outsourced / subcontracted services: see chapter 7.6.1: Subcontracted Services/ Outsourced
Services for further details.

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11.1.3.1 CERTIFICATIONS
For guidance to station ISO 9001 certification and ISAGO registration, see QHSE SMP-002: Audits, Self-
Assessments and Inspections.
QUALITY CONTROL
Quality control includes QHSE control and consists of measuring, inspecting or testing of products and services and
all factors involved in Swissport’s service production. It serves to determine compliance with technical performance
and/or quality standards (as of AHM 615, 38 th Ed). Some typical examples for quality control are: customer
satisfaction measurements, operational inspections, safety and/or security checks of facilities and operations (incl.
5S), regular checks of operationally relevant equipment and material (GSE, refractometer, scales, water in water
truck, lanyard, stock control etc.), etc.
For operational inspections see QHSE SMP-002: Audits, Self-Assessments and Inspections
OPERATIONAL CONTROL
The Swissport global standards for operations are available in SharePoint and controlled by the Global Operations
department.
The Senior Vice President of Global Operations is responsible for the development and maintenance of Swissport’s
Standard Operating Procedures (SOPs) and assure implementation in all regions, countries and locations. This is
done in conjunction with the VP Global Quality, Health, Safety & Environment, to ensure all necessary control
measures are identified within the SOPs and therefore reducing the associated risks to acceptable levels.
For operational risk control see chapter 10: Risk Management, of this manual and Safety SMP-001: Hazard
Identification and Risk Assessment.
For exception request process see Corporate Policy: Operations.
Further elements of operational control are operational inspections. See QHSE SMP-002: Audits, Self-Assessments
and Inspections.
CONTROL OF PROPERTY BELONGING TO CUSTOMERS OR EXTERNAL PROVIDERS

Some stations use products and services supplied by the customer or external providers for performing daily
operations. These products belong to external parties and while they are under our control, we must take care of
them. This includes the inspection of the products after delivery, permanent inspection during the handling process,
as well as appropriate storage.
In case the supplied products are damaged or lost, all necessary information and data is transmitted to the customer
or external provider. Damaged goods are marked and thus excluded from further use within the service process.
Stations shall maintain an overview of these supplied products under their care and keep lists as applicable.
Examples of such property: GSE, containers, tow-bars, computers, keys or manuals (= intellectual property).
11.2 INCIDENT REPORTING
The purpose of reporting incidents and near misses is not to blame or punish anybody but to get the root causes and
lessons learnt through adequate incident investigations so that recurrence is avoided.
All incidents at Swissport shall be properly managed and reported at the time of occurrence. All safety related
incidents shall be reported and respective data captured in Swissport’s global system SMT (Safety Management
Tool), irrespective of an effective impact or the severity of injury or damage occurred.
Incident reporting includes safety related items and also operational incidents such as check-in errors and other
service failures.
Further information is in the Safety SMP-003: Incident Reporting, Management and Investigation

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12. PROMOTION
Following the ICAO SMS framework and AHM Guidelines for a Safety Management System, Swissport promotes
safety competence and safety awareness by training, education and via QHSE communications.
Swissport is committed to ensure that people have attained the required levels of competence to enable them to carry
out their duties and Health & Safety responsibilities allocated to them.
For QHSE communication see chapter13.1 QHSE Communication.
Health & Safety is embedded in the training of all persons working at Swissport. Depending on the function and
duties, dedicated QHSE training shall be provided. Continual on-going training including frequency of re-training is
prescribed based on specific requirements per function and duties. More details regarding the training of front line
staff is included in the Corporate Training Policy, Manual and Syllabus.
Special attention is also given to the training and competencies of persons directly responsible for QHSE.
Competent and skilled persons are appointed to fill the job roles as appropriate and in line with Job Descriptions.
Additional requirements may apply depending on specific country laws and regulations.
Managers shall promote quality and safety through different activities (I.e. award / recognition program / safety days
& weeks, trainings).
13. COMMUNICATION
Effective communication, exchange of information, is important for achieving goals on all levels of the business.
This chapter describes the key elements of internal and external communication at Swissport.
13.1 QHSE COMMUNICATION
QHSE communication at Swissport is critical to ensure constant focus on QHSE topics. Regular QHSE promotions
as a result of workplace observations, incidents and/or changes to working practice shall be implemented to
continually improve QHSE performance.
The Corporate QHSE Policy, related Policy Statement, Corporate QHSE Manual, related Standard Managing
Procedures (SMP), Standard Operational procedures (SOP) are communicated across the organization and are
available on the SharePoint. Local Management is accountable to ensure that those documents are understood by all
employees of Swissport. The Corporate QHSE Policy Statement shall be displayed, and available to Swissport
Employees, Contractors and Customers.
There are three main types of promotional methods that can be used to communicate QHSE related information to
employees:
1. Safety Alerts and One Point Lesson (OPL)

2. QHSE Awareness Notices.
3. QHSE Campaigns.

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SAFETY ALERTS
The purpose of a Safety Alert and One Point Lesson (OPL) is to communicate to employees’ key information
relating to the most significant safety related issues.
The following is a list of example situations where a Safety Alert or OPL should be issued:
• Hazardous/catastrophic incidents within Swissport (see Internal Incident Reporting Matrix).

• Significant or concerning trends identified in the analysis of incidents (i.e. accumulation of similar
incidents).
• Major areas of concern identified in Safety Audits or Reports.
• Significant changes to the legal requirements which are applicable to Swissport.
• Significant changes to internal Standard Operating Procedures or Risk Assessments.
• Serious incidents within other companies that are considered relevant to Swissport.
• Significant changes to customer requirements or best practise that is applicable to Swissport.
It is essential that the issuing of a Safety Alert or OPL should be considered for any of the above situations. The
standard Safety Alert Template and OPL Template must be used for all Safety Alerts.
SAFETY AWARENESS NOTICES

Safety Awareness Notices are issued to provide basic safety information or general reminders to employees, relating
to less serious situations. Safety Awareness Notices can be part of Safety Campaigns (see relevant section) or stand-
alone.
The following is a list of example situations where a Safety Awareness Notice should be issued:
• Where questions arise related to basic compliance issues from a particular procedure where general
reminders are necessary (i.e. reminder to conduct pre-arrival team briefings or reminder to wear Personal
Protective Equipment).
• Minor changes to internal Standard Operating Procedures.
• As part of Safety Campaigns.
The standard Safety Awareness Notice Template must be used for all Safety Awareness Notices.
QHSE CAMPAIGNS
QHSE campaigns are held either on local or corporate level in order to increase awareness for a specific safety
related matter.
Depending on the topic, QHSE campaigns can include all or some of the following items:
• Safety Awareness Notices – see above section.

• Posters and leaflets.
• Staff Briefings.
• Lectures by specialized persons either on-site or via teleconferencing.
• Training sessions.
• Inspections/ audits.
Regional/Country QHSE shall organize and run planned safety campaigns at least twice a year. The Head of
Regional/Country QHSE together with the Functional QHSE Group shall develop a campaign to focus on
relevant/topical issues, based on incident analysis and the current risk profile of Swissport worldwide. Together with
the description of the Safety Focus, an action plan will be developed for the promotion through a QHSE Campaign.
PUBLICATION AND DISTRIBUTION

The VP Global QHSE is responsible for identifying situations that require a Global Safety Alert or Safety
Awareness Notice. The Regional/Country Heads of QHSE endorse the similar responsibility related to their

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region/country. The documents shall be sent directly to the most senior Operational Managers and to the QHSE
Managers of the Region/Country resp. Station, who will then cascade and distribute. Compliance with any
requirements outlined in Global Safety Alerts or Safety Awareness Notices is the responsibility of the local Station
Manager and Country Management.
The Station QHSE Managers are responsible for identifying situations that require a Local Safety Alert or Safety
Awareness Notice. If a need is identified, then the development of the document should be done in conjunction with
the station manager. The cascade and distribution should be undertaken by the station manager.
The content of the Safety Alert/Awareness Notice must appropriately cover the elements related to the situation in
question. For instance, it must describe the facts of the situation and outline precisely what the problems/challenges
are, and additionally, explicitly define the learning points and it is recommended that photographs of good/bad
practice should also be included.
The Safety Alert/Awareness Notice should be distributed to all employees relevant to the subject matter, via email,
shift/team briefings, toolbox talks, or safety meetings and displayed on noticeboards, as appropriate.
All published Safety Alerts/Awareness Notices must be stored locally but also on SharePoint, in order for all
Regional/Country Heads of QHSE to have access and download relevant Safety Alerts at any given time.
QHSE MEETINGS
QHSE and Security Management Meetings are dedicated forums where QHSE management, performance and areas
for improvement are discussed and decisions are taken. . The following types of meetings are formed in order to
cover all operations and business activities:
Meeting
Level Meeting Participants
Frequency
EVP Swissport Group Services
EVP COO
Global QHSE SVP Global Operations Annual
Global
Council VP Global QHSE (minimum)
VP Global Cargo
VP Global Fleet Management
Global QHSE Program Leader
Global QHSE Advisory
Global QHSE Team Members
Board
Representative of Regional QHSE
Quarterly
Global / Region Representative of Global Operations
(can be part of general (minimum)
Representative of Global Cargo
business management
Representative of Global Fleet Mgt.
meeting)
Head of Global Training
VP Global QHSE
Monthly
(minimum) / 3-
Global / Region Functional QHSE Group VP Risk & Insurance Management
day seminar 2x
Regional/Country Head QHSE E
per year
Head of Global Training
Regional/Country Region/Country Chief Executive Officer
Region/Country Executive QHSE Country Chief Operating Officer Quarterly
(as applicable) Management Country Chief Financial Officer (minimum)
Review Country Head of QHSE
Regional/ Country
Country Region/Country Head of QHSE Bi-Annual
QHSE
(as applicable) Station QHSE Managers (minimum)
Team Meeting

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Station QHSE
Management
Meeting Station Manager
Station Station Management Team Monthly
(can be part of general Station QHSE Manager
business management
meeting)
Station Manager
Station QHSE Manager
Station Employee QHSE Bi-Annual
Station Department Manager(s)
Committee (minimum)
Appropriate Front Line Employee
Union representative as applicable
*called by
*chaired by
For guidance and further regarding QHSE meetings, see Appendix A: Guidance to QHSE Meetings.
Templates for meeting minutes are available in: SharePoint: Global Communication: Communications Toolbox
13.2 INTERNAL COMMUNICATION
Internal communication refers to all types of communication up, down and across the Swissport organization. There
are several methods to exchange relevant information within the organization. It is important that transparency and
flow of information are maintained and that the content is understandable for the recipient.
Global information is sent from Swissport International Ltd. to the locations worldwide. It is expected that
Swissport newsletters, corporate notifications, CEO letters etc. are cascaded accordingly to the levels described in
the distribution lists.
On the next level, every country and station shall maintain an internal notification process
Information which is relevant to the conduct of operations and which affect operational responsibilities or
performance (updates to corporate policies, manuals, SOP and SMP) are communicated from the responsible global
departments to the regional management with request to distribute to countries and stations. Regional
acknowledgement shall be tracked and followed-up on global level. On station level, the station manager shall
ensure that staff are made aware of any updates via the station internal communication process. All operationally
valid documents are available in the Swissport SharePoint (policies, manuals, SOP, SMP).
STATION BULLETIN BOARDS
All Swissport stations shall have a station bulletin board in place. The board or applicable electronic media shall be
used as a line of communication to efficiently and effectively distribute information to staff regarding health and
safety, security, quality and operationally relevant information.
The station manager shall ensure that content of the notice boards / information screen is up to date. The bulletin
boards shall bear the Swissport logo and the Swissport Formula logo. The pictures can be downloaded from
SharePoint: Global Communications.
Staff bulletin boards may contain the following information: Internal magazine@ Swissport, information about new
joiners, internal job postings, local news, weekly and monthly relevant KPIs, pictures or articles about events at the
station.

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A safety bulletin board shall also be made available for staff with number days without injury or aircraft damages,
safety KPI, emergency contacts, Global QHSE Policy Statement, relevant OPL, global and local safety alerts, station
safety meeting minutes as applicable. Content should be colourful and eye catching.
Examples and guidelines for the bulletin boards can be found in Appendix D: Example of Station Bulletin Board.
MEETINGS AND BRIEFINGS

Depending on the size and complexity of a location, the number and types of meetings will vary. Every location is
expected to have a meeting and briefing structure.
The following types of meetings are formed in order to cover all business activities:
Who How often Contents

Station Management Monthly Meeting Safety, financial, operational, quality, HR,
KPI, strategic issues, commercial, training
Unit Management with Weekly Meeting Safety, operational, quality, KPI, HR

Supervisors
Supervisors/Shift Leaders Before work starts* Safety, operational, quality, GSE, staffing
(shift handover) (any urgent update or event)
Team lead to staff Before work starts Safety, operational, quality, GSE
* Platform for information exchange shall be appropriate to the size and complexity of the station.
Safety shall be the first topic of all meetings and briefings.

For further details on the QHSE meeting structure see chapter 13.1: QHSE Communication.
Templates for meeting minutes are available in: SharePoint: Global Communication / Communications Toolbox
Meeting minutes shall be documented and resulting actions tracked in the QHSE Implementation Plan. Each action
shall have a responsible person and a realistic due date. The review of the actions shall be a fixed part of every
meeting agenda. Decisions on higher level shall be cascaded down the chain of command as appropriate. Meeting
minutes serve as evidence of agreements and decisions.
On operational level, meetings can often be ad-hoc and minutes might not be written. In this case, key points should
be communicated via e-mail, internal notification or briefings.
OPERATIONAL REPORTING
All stations shall have daily reports and shift handover reports in each unit. Shift handover reports are for the
communication between the shifts, so that information which needs to be passed on is not forgotten and completion
of outstanding tasks can be checked. It can be in form of a log. Daily reports should summarize the day and serve as
a report for the managers. As a minimum, it should contain safety relevant topics, staffing issues, irregularities,
equipment issues, meetings and quality issues (KPI).
READ AND SIGN/ BRIEF AND SIGN

For topics, where station management needs to make sure that all staff are informed, a read and sign and/or brief and
sign procedure shall be put in place.
• Read & Sign: each applicable employee must give a signature and acknowledge to have read and
understood the contents of a document. A prior verbal briefing to employees is not given.
• Brief & Sign: each applicable employee must give a signature after having been verbally briefed on
contents of a document. The person who gives the briefing is responsible for assuring that the content of
the communication is verbally explained and understood by each recipient.

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Local Management shall decide when to apply brief & sign and when read & sign is appropriate.
In both cases a deadline for completion shall be set and responsible persons for follow-up clearly assigned.
A read & sign or brief & sign process can also be requested by customers when they issue safety alerts or procedure
changes.
See Template: Read – Brief and Sign
13.3 EXTERNAL COMMUNICATION
External communication describes all communication with companies other than Swissport, mainly customers but
also authorities and other business partners.
EXTERNAL INFORMATION AND NOTIFICATION

Information from external parties which is relevant to safety, security or operations must be accessible to the
employees. This can be the airport emergency plan, the airport security guidelines or change of local regulations.
For customer information, such as procedure changes or safety alerts there shall be a documented procedure on
station level for information sharing. Forwarding customer airline information to key contacts of subcontracted /
outsourced service providers shall be included in this procedure.
To ensure a clear and reliable information flow, the station manager shall designate key person(s) for customer
procedure communication. These persons shall assure that changes are communicated to applicable operational staff
and acknowledged if required to do so. They shall also make sure that any local reference material is updated.
MEETINGS WITH EXTERNAL PARTIES

Regular meetings with customers or business partners for operational issues and updates shall be minuted. The
reasons are the same as for internal meetings: keeping actions and deadlines under control, evidence of agreed
issues, evidence of participation, summary for those absent.
For detailed instructions concerning customer meetings, see SharePoint: Global Operations / SMP-009 Customer
Meetings.
CUSTOMER FEEDBACK
Compliments and complaints from customers are valuable feedback and shall be monitored. Focus is on written
feedback (minuted conversation included). Evaluation of trends will help identify strengths and weaknesses and lead
to service improvement.
Sharing customer compliments and commending the respective teams or staff will improve staff motivation.
Dealing swiftly and professionally with customer complaints is vital. When dealing with written customer
complaints, the following points shall be taken into account:
• Internal deadline by which acknowledgement of receipt shall be sent
• Steps for internal investigation of the matter
• Internal deadline by which an answer shall be sent to customer
• Determine of preventive and / or corrective actions
For cure notice process (customer complaint escalation to Head Office), see the global commercial manual in
SharePoint.
On Global level, customer surveys are conducted annually and shared with the senior executive management. If a
station is required to or wishes to conduct customer surveys a local procedure and templates shall be established.

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14. MANAGEMENT OF CHANGE
To assure the continuity of the operations and that safety and quality standards are met, it is important that
intentional and unintended changes are managed and risks and opportunities are taken into account.
Intentional changes to services, processes, staffing, facility. tools and equipment, legal and stakeholder requirements
and the organization shall be managed. Consequences of unintended changes shall be managed to mitigate adverse
effects as necessary. Changes shall not affect the integrity of the management system and shall meet applicable legal
requirements.
Examples of changes at Swissport can be, but are not limited to: customer procedure changes, Swissport internal
procedure changes, airport constructions, legal changes, introduction of new aircraft types and GSE, new contracts,
loss of contracts, introduction of new IT systems, personnel changes, change of operating facilities, high-level
strategic changes to improve the business etc. Such changes impact the Swissport operations and require further
internal adjustments (i.e. further changes).
Changes require the approval and support of the manager that is affected by the change. If a change affects several
departments or functions, it will be approved by the lowest common manager of the departments or functions or
according to the Corporate Directives if higher costs are involved.
CHANGE PROCESS:
Steps
Action Responsible Detail
Make change request to superior or applicable department.

1. Define and request change Requestor
What is the change about? Why is the change necessary?
Determine who needs to own and lead the change.

Manager/department
2. Decide owner of change Manager/department receiving the change request is not automatically
who receive request
the owner.
What are the risks and opportunities (impact)?

Evaluate consequence of
3. Owner Carry out a risk assessment.
change
(In case of deviation from global standard file an exception request.)
Create plan for implementing change: who needs to be involved, is

Determine resources
additional hiring necessary, is training necessary, how much time is
4. (people, training/skills, Owner
available, what is the cost?
time, cost etc.)
(Depending on cost involved follow Corporate Directives.)
Make to decision to Manager affected by Validate and approve.

5.
approve the change the change (see above)
Allocate responsibilities Who will support the owner? Create a project team where necessary.
6. Owner
and authorities Allocate the tasks described in plan and implement accordingly.
7. Document the change Document owner(s) Update existing documentation or create new documents
8. Communicate the change Owner Very important! Inform all affected stakeholders as early as possible.

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Review impact of the Progress, impact and points for improvement shall be reviewed during
Owner / Accountable
9. change and adjust as management meetings.
Manager
necessary
Depending on the type of change and scope of the area affected, the steps described above may be less formal. E.g.
customer procedure change and implementation at a station.
For absence management see chapter 5.4: Absence Management.

For customer start-up procedure see SharePoint: Global / Operations: SMP008-Customer Startup and check sheet.
Requests and suggestions for change to Swissport global processes and procedures shall be submitted to the
applicable global department. The request for change shall be evaluated and implemented as necessary.
Changes shall be addressed during regular meetings and managed as described in the change process, e.g. monthly
station meeting.
Major changes which affected the management system shall be reviewed in the management review.
15. EMERGENCY RESPONSE PLAN
See SharePoint: Crisis Management. Policy, manual and templates are all described in this folder.

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16. APPENDIX

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A. Guidance to QHSE Meetings
Meeting Participants Topics / Purpose

• accountable for the Swissport Annual Management
Review of QHSE
• responsibility to approve and to manage the QHSE
EVP Swissport Group Services
strategy, roadmap and priorities on a global level, set
EVP COO
annual targets
Global QHSE SVP Global Operations
• provide leadership and direction
Council VP Global QHSE E
VP Global Cargo
• ensure that QHSE concerns are endorsed across all
functions and activities
VP Global Fleet Management
• engage with Senior Management to embrace QHSE
• provide adequate resources to address QHSE issues
in a sustainable way.
• review quarterly QHSE KPI’s;
• Review progress and effectiveness of strategic and
tactical programmes and initiatives;
Global QHSE Program Leader
• Define key priorities (focus) based on risk
assessments, key issues, audit findings
Representative of Regional
• Identify QHSE related changes and propose plan to
QHSE E
address
Global QHSE Representative of Global
Advisory Board Operations
• Develop, implement and maintain the Swissport
Management System;
Representative of Global Cargo
Representative of Global Fleet • Identify tools and materials to improve QHSE;
Mgt. • Define and lead Subject Matter Expert (SME)
Head of Global Training working groups (SOP, Risk assessment, Cargo
Safety, GSE Safety)
• Drive organisational engagement and cultural
development
• Review H&S performance incl. root causes and
lessons learned
VP Global QHSE E
• Provide monthly QHSE updates towards regions, and
vice versa;
Functional QHSE VP Risk & Insurance
• Follow-up implementation of global QHSE
Group Management
initiatives globally and regionally;
Regional/Country Head QHSE E
Head of Global Training • Share good practices coming from regions/stations
• reinforce networking and exchange between
members
• Review QHSE performance incl. root cause and
approve reactive programmes, preventive actions and
Region/Country Chief Executive minimize risks.
Regional/Country
Officer • Implementation of and compliance with the
Executive QHSE
Country Chief Operating Officer Swissport Management System;
Management
Review
Country Chief Financial Officer • Review progress and effectiveness of actions and
Country Head of Health & Safety improvement measures programmes;
• Drive organisational engagement and cultural
development in QHSE related matters.
*called by
*chaired by

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Meeting Participants
• Region/Country specific strategic QHSE plans and
projects;
• Effectiveness of policies, procedures and
Regional/
Region/Country Head of QHSE E management systems;
Country QHSE
Team Meeting
Station QHSE Managers • Changes in legal requirements & significant issues
relevant to the specific region/country;
• Best practices and key learnings from audits,
incidents
• Review QHSE performance incl. root cause and
Station QHSE approve reactive programmes, preventive actions and
Management minimize risks.
Meeting • Implementation of and compliance with the Swissport
Station Manager
Management System;
Station Management Team
(can be part of
• Identify and approve proactive and reactive actions
general business designed to improve QHSE performance in the
management station;
meeting) • Drive organisational engagement and cultural
development in QHSE related matters.
• forum where members of the Committee may raise
general matters affecting the Quality, Health, Safety
Environment and Welfare of Swissport employees
and others;
• support and monitor the implementation of Swissport
Management System;
Station Manager
• review and consider local amendments to the
Station Swissport QHSE Management Standards;
Department Manager(s)
Employee QHSE
Appropriate Front Line Employee
• promote co-operation between Swissport and its
Committee employees on all matters relating to their Health &
Union representative as
Safety;
applicable
• be proactive in improving the Health, Safety and
Welfare of employees through actively stimulating
knowledge, interest and enthusiasm for Health &
Safety;
• consider reports which representatives may wish to
submit, based on what is reasonable and practicable.
*called by
*chaired by

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B. Flow Chart: Revision Process
Regular Review Ad-hoc Revision
New or revised industry or Internal requests

Operational analysis Audit findings
regulatory standards (new content, updates,
(e.g. incident reporting, risk (e.g. internal audits, ISO-,
(e.g. ISAGO, AHM, IGOM, improvement, degree of
analysis, OBR) ISAGO-, customer audits)
ICAO) details)
Entry Point Global QHSE
Draft updates
using functional groups
1st distribution with request for feedback to

working group / experts
3 weeks time for review/feedback of draft
Changes to draft no
proposed?
yes
no Include proposal in
draft?
yes
Proposal incorporated into draft
Final draft by author
Request approval from owner
no Approved?
yes
Publication of new Version

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C. Flow Chart: Risk Assessment Process
Item Description Responsible
Select Task / Identify tasks/areas/processes to be Operation Manager /

Activity / Operation
assessed Duty Manager /
Complete Team Leader
Assessment Risk Assessor
Details
Detail area and task being assessed
Risk Assessor
Hazard
Identification Input description of activity / hazardous
event
Input the Risk / Risk Assessor

Consequences
Input the risk / consequences
Risk Assessor
Identify Persons at Identify the type of persons who may be
Risk
at risk (employees, visitors, contractors,
public)
Control Measures
Risk Assessor
Input the current control measures that
are currently in place
Risk Assessor
Risk Evaluation
Perform the risk rating, using risk rating
matrix
Risk
Risk Assessor
Evaluation Perform the risk rating, using risk rating
matrix
Risk Assessor
Further Risk
Reduction If required, apply Additional Control
Measures
Risk Assessor &

Have additional controls If risk rating not low, stop process until Safety Manager
Stop process until
reduced residual risk rating to
risk can be reduced further controls can be applied to reduce
low?
risk
Review in 12 months’
Operation Manager /
time, or sooner if Duty Manager /
there is a significant
change to the process Team Leader

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D. Example of Station Bulletin Board

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Example of Station Safety Bulletin Board

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Station Bulletin Board – Additional Information

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Legend:
......................................................................................................................................................................................... R: responsible, A: accountable,
E. QHSE RACI C: consulted, I: informed
Regional / Regional / Regional / Station

Global Station Station
Topic Level CEO COO EVP Country Country Country Unit Employee
QHSE GM QHSE
Head QHSE Ops Head Heads
Policy statement A C C C/I C C C/I

1.
Development and Policy A C C C/I C C C/I
maintenance
Manual I C C C/I R C C/I
Global QHSE A R I I I I I
Regional QHSE C C A/R C I I I

2.
Organization Country QHSE C / AR C I/C I I I
Hiring
Sub regional QHSE I A R C C I I
Station QHSE I I C/C C A/R C I
Legal compliance I A R C I
Risk assessment I I A C R C/I

Compsssssdddd
3. Compliance
Global level A R C/I C C C C I I

Implement-
ation of Regional level I A/I C/I R/I I I I
Management Country I/A I/C I/R I I I
System
Station I/I I I A C R I
* If no QHSE assigned ** Regional / Global investigation depends on level of risk and severity

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Regional / Regional / Regional / Station

Topic Level CEO COO EVP Country Country Country Unit Employee
QHSE GM QHSE
Identification I I/I C/C A C R

Deviation
request and Request A/A C/C R C C C
3. Compliance cont.
approval
process Approval I I I/I R/C C I/I
Implementation I/I C/C A C R I
Global audit A C I R I C/C I I I I I
Audit / Regional audit A R/C I I I I I

Assessment
Station self-
I/I C I A R I I
assessment
4. Global A I R I C I
QHSE
functional training Regional I A R/R I I
Station A R I
Global A C R C C
5.
Region I A R/C C C C C
Budget
Station I I C C A R C
Global A I I I I I/I I I I I R
Incident
Reporting Region I I I I I I/I I I I I R
Station I I I I I I I/I A I I R

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Topic Regional / Regional / Regional / Station

Level CEO COO EVP Country Country Country Unit Employee
QHSE Manager QHSE
6. Reporting / Analysis
Global** I A I R C C C C C C C
Investigation
Region** I I I I A R C C C C C
Station I I I I I I I A C R C
Global I A I R C C/I C/I

Dashboard
Regional A R I C I I I
Trend analysis
Station I A / R* R C I
Global Award A R C R/C C/C C C I I

7. Regional Award I A R/C C C C C C
Award &
Recognition Station Award I I I A/R* R C C
Recognition Program I A C/R* R C
Global A C I R C C C C C C I
8.
Crisis Management / Regional I A R C C C C I
LERP
Station I I I I A R C I
Global A R C C C C C C C/I
9.
Prevention Regional A R C C C C C/I
Campaign
Station I A R C C/I

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F. Comparison of Requirements for Management Review: Swissport, ISO 9001 and ISAGO
Note: this table may be used for audit purpose to demonstrate that Swissport incorporates ISO and ISAGO requirements in the management review process.
MANAGEMENT REVIEW INPUT

Swissport Requirement ISO 9001:2015 Requirement ISAGO Ed 7 Requirement
Status of previous management review Status of actions from previous management review Quality assurance issues / Follow-up of actions
from previous management reviews
Targets and objectives review Extent to which quality objectives have been met n/a
Effectiveness of actions taken Effectiveness of actions taken to address risks and Risk management issues
opportunities
Participation and consultation of employees n/a Operational feedback
Changes relevant to the management system Changes of internal and external issues that are Changes in company and / or customer airline
relevant to the management system policies or requirements
Conformity with legal requirements Non-conformities and corrective actions Changes in regulatory policy or civil aviation
legislation / Regulatory violations
Adequacy of resources Adequacy of resources Provision of resources
Communication n/a n/a
Audits / Self-Assessments / Inspections Audit results / Quality assurance issues / Status of corrective and
Non-conformities and corrective actions preventive actions
Monitoring and measurement results Monitoring and measuring results Safety and security issues / Quality assurance issues
Extent to which quality objectives have been met Incident and near miss reports
Process performance of management system Information on the performance and effectiveness Process performance and organizational conformity
of the management system
Process performance and conformity of products
and services
Performance of external service providers Performance of external service providers n/a
Customer satisfaction and feedback Customer satisfaction and feedback Operational feedback
Conformity of products and services
Recommendations for improvements achieved Opportunities for improvement Feedback and recommendations for management
system improvement

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MANAGEMENT REVIEW OUTPUT

Swissport Requirement ISO 9001:2015 Requirement ISAGO Ed 7 Requirement
Need for change of existing management system Any need for changes to the management system
Opportunities for improvement Opportunities for improvement Improvement on the effectiveness of the processes
throughout the management system
Improvement of the management of risks
Risk assessments n/a Improvement of the management of risks
Resource needs Resource needs Ensuring the provision of resources necessary to
satisfy operational safety, security and quality
requirements
Targets for the next year

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G. Examples of Local Reference Material: Cargo and Ground Handling
The following are examples from UKI cargo and ground handling stations. They are examples for stations managers
who are looking for examples of airline quick reference sheets. The use of these examples is optional.
It is also possible to list customer airline differences in a simple excel table.

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Examples of local quick reference sheets for ground handling services:

Example for passenger services (BHX):

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Examples for ramp services (BHX):

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CORPORATE MANUAL

QUALITY, HEALTH, SAFETY AND ENVIRONMENT

VALID AS OF 11 MAY.2018 • UNCONTROLLED COPY WHEN PRINTED OR SAVED TO A LOCAL DRIVE

8.4 Evaluation of Data 19

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3. CONFIDENTIALITY AND DATA PROTECTION

4. TERMS AND DEFINITIONS

In this manual, the following verbal forms are used:

5. LEGAL AND OTHER REQUIREMENTS

See template: Register of Legislation and Other Requirements

6.1 DOCUMENT STRUCTURE

The Swissport internal document structure consists of 5 levels.

VALID AS OF 11 MAY.2018 • UNCONTROLLED COPY WHEN PRINTED OR SAVED TO A LOCAL DRIVE

6.2 DOCUMENT CONTROL

The following principles shall apply:

As a minimum, all Swissport documents shall include the following 5 items:

Each location shall control the following documents:

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See Appendix B: Flow Chart: Revision Process.

LOCAL DOCUMENTS AND TRANSLATIONS

See form: Local Records Control List

VALID AS OF 11 MAY.2018 • UNCONTROLLED COPY WHEN PRINTED OR SAVED TO A LOCAL DRIVE

7.1 ACCOUNTABILITIES AND RESPONSIBILITIES

Accountability for the individually assigned area of responsibility cannot be delegated:

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7.2 FUNCTIONS WITHIN SWISSPORT

PRESIDENT AND CEO OF SWISSPORT INTERNATIONAL

COO – GLOBAL CHIEF OPERATION OFFICER

EVP – EXECUTIVE VICE PRESIDENT

DIRECT REPORTS OF THE EVPS AT SWISSPORT HEAD OFFICE

VICE PRESIDENT (VP) GLOBAL QUALITY, HEALTH, SAFETY & ENVIRONMENT

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REGIONAL / COUNTRY ROLES

REGIONAL SENIOR VICE PRESIDENT (SVP)

REGIONAL AND COUNTRY HEADS

REGIONAL/COUNTRY HEAD OF QUALITY, HEALTH, SAFETY & ENVIRONMENT

STATION / LOCAL ROLES

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OPERATIONAL DEPARTMENT MANAGER

• Ensure adequate resources are available to execute operations safely.

VALID AS OF 11 MAY.2018 • UNCONTROLLED COPY WHEN PRINTED OR SAVED TO A LOCAL DRIVE

STATION QHSE MANAGER

• Ensure implementation of management standards within the station.

• Comply to safe methods of working by complying with Swissport’s standards.

7.3 ORGANIZATION CHARTS

7.4 ABSENCE MANAGEMENT

VALID AS OF 11 MAY.2018 • UNCONTROLLED COPY WHEN PRINTED OR SAVED TO A LOCAL DRIVE

Note: in ISO 9001:2015 terms stakeholders are understood as “interested parties”

SUBCONTRACTED SERVICES/ OUTSOURCED SERVICES

VALID AS OF 11 MAY.2018 • UNCONTROLLED COPY WHEN PRINTED OR SAVED TO A LOCAL DRIVE

Examples of typical subcontracted services:

See form: External Service Provider Audit

Examples of typical outsourced services:

See also Safety SM-008: Management of Visitors and Contractors.

8. TARGET SETTING, MEASUREMENT AND ANALYSIS

8.1 SWISSPORT KEY PERFORMANCE INDICATORS

Swissport also differentiates between leading and lagging indicators.