8.0 Management Systems Basic principles of Fraport AG

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1 Page 1/ Management Systems Basic principles of Fraport AG

2 Page 2/14 Edition Edition number Edition date Comments Author Preparation Kay Wendelmuth Finalization Kay Wendelmuth Status Draft Approved to publish: Skynet GalaxyNet Internet Publication in GalaxyNet or Internet can be done only if the guideline is available in German and English.

3 Page 3/14 Content The Management Systems Basic principles Objectives Set up Scope of the MSD Roles, duties and responsibilities Responsibility and delegation Delegation of obligations of the Business Operator Duties of the executive management Duties of the process owners Documentation Management System Documentation (MSD) Process map (PM) Process/Procedural instructions (MSPI) Work instructions (MSWI) Inspection procedures (IP) Forms (MSF) Other Applicable documents (OAD) Control of documents Release and distribution of documents Changes of documents Control of records Control of non-conforming product Determination of relevant requirements Planning, monitoring and improvement Internal audits Management review Continual improvement Corrective or preventive actions Terms... 14

4 Page 4/14 Management Systems serve the upkeeping and further development of a process oriented organization. It hereby refers to corporate goals as well as fundamental requirements such as legal and international standards. The Management System Documentation 8.0 and the regulations it sets out constitute binding instructions. The companies involved are required to adopt these rules independently. signed Dr. Stefan Schulte Chief Executive Officer

5 Page 5/14 1. The Management Systems 1.1 Basic principles Management Systems (MS) provide methods and tools, to the management to support formulating, managing and controling its objectives. Through this the operational processes become more transparent, the efficiency and effectiveness of the process as such can be continuously improved. The mapping of the company processes in the Management System lead to the clear allocation of responsibilities. Therefore the necessary structures and procedures are be formulated and reflected accordingly in the organizational structure. Through the implementation of corresponding internal audits the continual monitoring of the company processes is ensured. Management Systems focus on essential processes. These processes should be known, described, managed, and monitored. The transparency achieved herethrough is the basis for further process analysis and improvements. Fraport operates in the essential processes Management Systems in the areas of quality, environmental and occupational health & safety. Regardless of the respective and currently applicable national and international legal standards, the minimum standards for the design and development of Management Systems are currently: DIN EN ISO 9001 for Quality Management BS OHSAS for Occupational Health & Safety Management DIN EN ISO or respectively EMAS for Environmental Management DIN EN ISO for Energy Management DIN EN ISO for the implementation of internal audits As part of the MS continious improvement further standards can be added. 1.2 Objectives The policy as well as the objectives of the Management Systems are based on the current corporate objectives,and are published on the website of Fraport AG. ( The objectives of the Management System include: transparency of essential processes improvement of the performance across processes maintaining legal compliance by conforming to relevant legal requirements the unambiguous clarification of interfaces the resolution of contradictions and conflict of objectives (within the MS) the reduction of audit efforts short term customization

6 Page 6/ Set up The Management Systems are organized as follows: 1.4 Scope of the MSD 8.0 The scope of the MSD 8.0 comprises the Fraport AG and all companies, which have joined the Quality Management System network and the EMAS-network. All system-specific amendments and adjustments made to specifications agreed upon in this document, in terms of occupational, health & safety and environmental management are to be found in the corresponding documentations of the system. 1.5 Roles, duties and responsibilities The roles, duties and responsibilities within the Management Systems are regulated System-specific. Deviations are regulated in the corresponding documentation. 2. Responsibility and delegation 2.1 Delegation of obligations of the Business Operator The fulfillment of delegated tasks that arise from the fundamental obligations of the operator of the business must be organized and documented within the enterprise. Delegation comprises selecting appropriate employees, instructing them in the task in question, and supervising them. Delegation starts with the executive management, which bears overall responsibility, and passes along the different management levels to the employee performing the work. Along with the tasks and obligations delegated, the competencies (especially rights, means, and resources) that are required in each case must also be transferred to the employee. The tasks and obligations must be appropriate to the competencies required, and vice versa. The scope of the tasks, as well as the responsibilities and competencies, are specified and documented in job descriptions and procedures. 2.2 Duties of the executive management The duties of the executive management are: providing adequate resources so that the MS can be maintained and further developed

7 Page 7/14 the establishing and reviewing of the effectiveness of corrective- and preventive actions the testing and evaluation of the adequacy and effectiveness of the MS in the course of the management review identification of essential processes and their interactions as well as their allocation of responsibilities for these processes monitoring of outsourced processes the active support of the Management Audit Program (MAP) 2.3 Duties of the process owners The process owners (PO) are responsible for the planning and implementation of a total- or sub-process. This includes among other things: establishing the necessary transparency in the processes responsible for the division of employees and providing the necessary resources the monitoring of the process and the responsibility for the forwarding of information to upstream and downstream processes evaluating the performance of the responsible process. The results of the evaluation lead to corrective and preventive actions for process improvement

8 Page 8/14 3. Documentation An essential principle of a systematic management is the traceability of guidelines and actions. The relevant documents and records are: to measure the procedure in question the representation of the interactions in the procedure in question to evaluate the performance, effectiveness, and potential of the procedure in question to document, where necessary, that the proper company organization is in place, or that legal or other requirements are being met in the procedure in question. The descriptions of the documentation, set out in the MSD 8.0, are to be adjusted by the company within the scope of the MS, according to their respective company s situation and to be further defined. On each and every document of the Management System Documentation, the validity of which must be clearly visible. The documentation structure within the certification network is as follows: 3.1 Management System Documentation (MSD) The MSD describes the policy, objectives and framework conditions for the Management System. Furthermore, the MSD defines the scope and any exclusion of individual sections of international standads defined. In addition to the basic MSD 8.0 specifications, the intended scope of the management system and the necessary processes have to be defined and documented. Detailed arrangements for the topics of occupational, health & safety and environmental management are to be established accordingly in the corresponding documentation.

9 Page 9/14 To ensure that the individual MSDs are numbered systematically, the following numbering key applies throughout the MS network: MSD Certificationgroup (8.0) MSD Fraport AG ( ) MSD German and European group companies ( ) MSD non-european group companies ( ). The documentation of further systems in an organization is indicated at each level with the addition of A for occupational, health & safety and U for environmental management. 3.2 Process map (PM) The PM serve for purpose of detailled descriptions of the structure of the processes. The PM makes it clear the business processes of a company. Processes are understood as essential processes, if these are customer effective and such with direct concern to value-added activieties (core procesess), as well as company-wide effective management and supporting processes, that support the flow of core processes. The approval is done by the corporate management. 3.3 Process/Procedural instructions (MSPI) The MSPI serves the description of processes, sub-processes and sub-process sections. Procedural instructions serve as a description of procedures in environmental management system. They have instructional and documentary character. MSPIs must specify the objective and purpose, scope of application, terms used in the document, the other applicable documents and appendices, the document management and the descriptions of the process, along with the assignment of responsibilities. The approval is done by the process owner. 3.4 Work instructions (MSWI) The MSWI are the in-depth description of the individual process steps, to the extant necessary. They have instructional and documentary character. MSWIs must specify the objective and purpose, scope of application, terms used in the document, the other applicable documents and appendices, the document management and the descriptions of the process, along with the assignment of responsibilities.the approval is done by the process owner. 3.5 Inspection procedures (IP) The IP are test plans that set out testing activties and test processes. They are used to monitor the meassurement equipment, techniques and processes required to production and service provision. 3.6 Forms (MSF) The MSF are forms that serve to document processes. They assist in ensuring consistent recording of specific circumstances. Only the body responsible for approving or publishing the MSFs is permitted to make any changes to them.

10 Page 10/ Other Applicable documents (OAD) The OAD enlarge upon or explain certain aspects of the process in question, but are not themselves subject to the modification and updating procedures that apply to the management system. Examples of this include external documents, pre-printed forms from customers, manufacturer operating instructions, material safety data sheets, operating manuals, and internal work, service, or operating instructions. 3.8 Control of documents The control of documents is regulated by a group-wide valid MSPI. MSD, MSPI, MSWI, MSF, IP and possibly OAD shall be controlled in accordance with the relevant standards. This means that these documents must be drawn up in accordance of a particular method or modified, tested and approved to become binding. All documents have a serial number. The systems occupational health & safety (A) and environmental management (U) are indicated by the capital letter at the documentation number. Documents from a lower level must not contradict required documents from a higher level Release and distribution of documents Prior to the release of a document it is reviewed for content and form by a person qualified to do so and is released by signature of the process owner. The distribution follows an individually determined and documented procedure Changes of documents Changes of a document have to be confirmed by the process owner. Changes are indicated by underlined font in the text. The modifications are furthermore to be noted in the document and the corresponding table of contents. The footer must show the number of pages, the author, the person publishing the document, and the date as of which the document becomes effective.

11 Page 11/14 The Management System Officer (MSO) of the certification group is responsible for the ensurance of the actuality of documents published at the internet, with overlapping character. 3.9 Control of records How individual records are to be managed is specified in the respective MSPI/MSWI/IP. This includes requirements for labeling, the retention period 1, the depository, the retrievability as well as property rights over recordings. Records contribut substantially to document the effectiveness of the described processes in the Management System. Based upon these records, possible necessary measures for continuous improvement of the Management System are derived Control of non-conforming product The organization shall ensure that products which does not conform to product requirements is identified and controlled to prevent its unintended use or delivery. A documented procedure shall be established to define the controls and related responsibilities and authorities for dealing with non-conforming product Determination of relevant requirements To fulfill all customer requirements and those of the companies surrounding, it is necessary to identify all the requirements necessary for the fulfillment of the corporate purpose. For this purpose, in addition to legal and normative requirements, also internal and external guidelines are inlcluded. In principle, is this procedure regulated in superior process instruction. This instruction is to be adjusted if necessary to the particular circumstances of the company. 4. Planning, monitoring and improvement So that it is possible for the described processes and operations to proceed controlled and if necessary to be deliberately improved, it is necessary to schedule and monitor these processes as well as to measure the process performance. Methods of planning, monitoring and measuring are 2 : internal audits external audits supplier audits monitoring by the authorities monitoring and maintenance plans control and calibration of measuring equipment key Indicator Systems company inspection employee survey customer survey 1 If no retention periods are mendatory by laws or regulations, the process owner for each record shall specify a retention period 2 This listing represents a selection of tools and methods. These can be expanded company specific.

12 Page 12/14 process controls The methods used for each purpose have to be described and documented. 4.1 Internal audits Internal audits are a tool for self-monitoring. They are conducted by trained auditors. Via random sample checking the internal audit controls if the requirements, legal and other requirements as well as internal regulations of the management, of the corresponding process, are known and how these are set into action. The procedures are questioned regarding their effectiveness and efficiency. As a basis for the internal audits serve the international norms as well as the relevant legislations (for example laws and other regulations and administrative decisions) the respective MSD, MSPI, MSWI, IP and OAD, for example contracts with customers, servicelevel-agreements, operational or work instructions. The approach during internal audits is regulated in an own MSPI. The in-house appointed auditors are independent in accordance to the DIN EN ISO The audits are designed in accordance to the DIN EN ISO 19011, conducted and documented in a Management Audit Programm (MAP). The MAP is agreed upon in accordance with the representatives of occupational health and safety and environmental management system and through the Steering Committee of Management Systems submitted to the responsible management board for approval. 4.2 Management review The top management of the company has to evaluate the management system in planned intervals, in order to ensure that its suitability, adequacy and effectiveness are provided continously. This management review has to include the possiblities for improvement as well as the need for changes to the mangement system, inlcuding policies and their objectives. Part of a complete management review is the explanation of changes within the management sytem over the reviewed period of time, furthermore an assessment of results, arising from the assessment of these changes, by the top management. Further aspects for the preperation of a management review are to be documented in dependency to the management systems (quality, environmental and occupational health & safety ). In order to ensure the regularity of the management review, this review will take place at least once a year.

13 Page 13/ Continual improvement The establishment of objectives and the detection of improvement possibilities within a management system is a constantly returning task. The gathering of audit results, results of customer surveys, management reviews or further sources lead to corrective or preventive actions. The process of the continual improvement goes along with the control loop within the management system. Each group company is obliged to define and document its respective process in regard to the continously improvement. 4.4 Corrective or preventive actions Based upon the results of the monitoring and measurement as well as the internal and external audits, corrective and preventive actions can be derived. For the initiation and implementation of these actions the process owner is responsible. The procedure is to be determined in a MSPI. The examination of results takes place against the background of policy, agreed objectives and actions. The individual steps in the control loop, along with the results of the reviews and the conclusions drawn from them, must be documented and archived so that they are traceable.

14 Page 14/14 5. Terms DIN EMAS EN IP ISO MAP MS MSD MSF MSO MSPI MSWI OAD OHSAS PM PO VA VF VO VV German Institute for Standardization Eco Management and Audit Scheme European Norm Inspection Procedure International Standard Organization Management Audit Program Management System Management System Documentation Forms Management System Officer Process/Procedural Instruction Work Instruction Other Applicable Documents Occupational, Health & Safety Assessment Series Process Map Process Owner Member of the Executive Board and Executive Director Labor Relations Member of the Executive Board and Executive Director Controlling and Finance Member of the Executive Board and Executive Director Operations Chairman of the Executive Board