Manchester Airport H&S, Business Change and Operational Readiness

1. Manchester Airport H&S, Business Change and Operational Readiness, Activation and Transition.12thMarcH 2019

2. Agenda 0930 Coffee/refreshments/passes1000 Welcome – Hannah Smith (AAG Chair)1030 -1100 Safety Management - Ella Muers 1100 -1130 Business Change Presentation - Amie Leitch1130 -1200 ORAT - Andy Cottam1200 -1230 Lunch 12:45 -1500 Tour of the new Pier

3. Health and Safety at Manchester

4. Manchester Airport in Numbers • 560 hectares / 1400 acres • 3 Terminals; 4 if you count the GTI • 28 million passengers • 180907 movements YTD • 28000 passholders; 3000 are employees • MANTP - £1.2bn investment • 1200 people working a day on MANTP Business Planning

6. FINANCE BP H&S BP HR BP ALT Business Planning

7. What are we doing differently (for US!) • Communications & Engagement • Events • Integration of Safety Management Systems

8. Manchester transformation programme - Business change overviewmarch 2019amieleitch – business change project manager: airfield

9. overview What is the Manchester Transformation Programme? What are the accountabilities of the Business Change team? What is Business Change team’s structure? How is the Airfield Workstream set up? How do we work with Health & Safety? Q&A Document Title

10. 1. What is the Manchester transformation programme? Document Title

11. key facts Document Title

12. A BRIGHT AND AIRY CHECK-IN

14. An efficient and easy security process

15. New VIBRANT Departure Lounge

16. New International Departure Lounge

17. PIERS with airfield Views

18. Document Title

19. 2. What are the accountabilities of business change? • Accountability for the following in MAN-TP: • Stakeholder engagement – Airlines, MAG, Third Parties • Management of the Business benefits • Management of the Requirements • Constructively challenge excessive requirements from stakeholders and mediate between conflicting business change and construction delivery requirements. • Agreeing Design and ensuring it meets Business Requirements & Benefits • Conveying business customer service, operational and commercial issues to Delivery • Working with Delivery to develop effective solutions in terms of optimisation of cost, schedule and outcome performance • Ensuring design is Compliant and Safe for delivery into service • Management of Risks & Issues, including Health & Safety related • Ensuring a successful Go-Live • Ensuring the people, process and technology impacts for the infrastructure changes are clearly understood and delivered • Accountability for delivery of agreed non MAN-TP / Infrastructure-led initiatives and opportunities Document Title

20. 2. What are the accountabilities of business change? • Future areas of focus: • Management of the business benefits • Ensuring the people, process and technology impacts for the infrastructure changes are clearly understood and delivered – seizing opportunities to transform and improve as they present themselves • Delivery of agreed transformation initiativesand opportunities • Enhanced governance around decision making • Formalise assessment of new opportunities / initiatives to ensure resources are focussed on the right areas • Be clear on RACI and accountabilities between teams – one pool of resource with different skill sets Document Title

21. 4. How is the airfield workstream set up? Document Title

22. 5. How do we work with health & safety? Health & Safety play a key role in our project processes, including: • Engagement early on regards to problem / opportunity identification • Involvement in requirements development • Input into design approvals • Support with ORAT and integration process, including trials and asset handover The Health & Safety team attend the Business Change weekly huddles and key stakeholder / approval meetings The above is being formalised in a Business Change Framework in order to support embedding these activities into the programme, supported by Health & Safety ‘lunch and learn’ sessions Document Title

23. 5. How do we work with health & safety? For any airfield infrastructure design and delivery: • Scope definition provided to our Delivery team based upon EASA Certification Specification, plus any enhanced MAG Design Standards • Drawings issued to MAG Business Change / MAG Airfield Compliance to check design against EASA and MAG Design Standards • Once approved, instruction issued to deliver physical infrastructure • Once delivered, physical check of deliverables against drawings and geographical location signed off by MAG Airfield Compliance pre ORAT trials. • Dependant upon successful ORAT findings, MAG to sign off as compliant and live flight trials will commence Note: During or post ORAT, optimisation to safe working environment or operational enhancement may be included but will follow Compliance review and checks again Document Title

24. Manchester transformation programmeORAT overviewTuesday 12th march 2019Andy Cottam – business integration lead

25. overview • What is ORAT ? • Why do we do it ? • The ORAT Programme • The elements of ORAT • Training • Familiarisation • Trials • Transition into Service

26. What is ORAT ? ORAT = Operations Readiness, Activation and Transition An early element of which is CONOPS = Concept of Operations

27. What is the scope of orat ?

28. What is the scope of orat ? ASSETS PROCESS PEOPLE (including 3rd Party Stakeholders)

29. Why we do orat • It is Best Practice and used worldwide in the Aviation sector. • Past Terminal opening failures have been well documented. Learning has been integrated into the OR processes and approach. • Airport facilities are becoming more complex in terms of new technology, next generation systems and changes in the way people work adding risk. • The opening of new facilities is seen as the opportunity by organisations for business change (processes, resourcing etc.). • Society is less tolerant and forgiving of failure . • Airlines are less tolerant of failure – it add costs. • Poor customer service can result in significant additional costs to both Airlines and Airport Operators, with reputational damage and customer backlash.

30. Learning from other openings • “Most problems were caused by insufficient communication between owner and operator, and poor staff training and systems testing” • “Serious questions have been raised over the mismanagement of resources and failure to plan adequately for contingencies, which were far from unexpected • “The airport operator should have predicted the predicable and planned accordingly” • “Not enough emphasis was put on the People change element of the programme” • “Risks were not identified or adequately mitigated” • “New processes or facilities were not proven or not adequately trialled” • “Output of the trials were not dealt with – facilities went into operation with over 2000 items outstanding”

31. familiarisation and training To ensure end-users have been engaged in the change journey, familiarised in their new environment, trained in the new systems, processes & facilities such that they are confident to do their jobs on Day One of go-live and beyond. TECHNICAL TRAINING GENERIC FAM PROVING TRIALS S/HOLDER FAM OPERATIONAL TRAINING REHERSALS COMMUNICATION

32. trial types – pier 1 and link In the case of Pier 1 the high level programme is: Trial Type Purpose of Trial Start Date Desk top process exercises and pre-trial walk-throughs. Small functional groups September 2018 Early Preparation Prove design is fit for purpose. Stakeholder engagement. Small functional groups August 2018 First of Type Linking of facilities to prove flow, throughput and linked processes. Medium size volunteer groups. System Integration required. February 2019 Unit Trials Full Passenger journey flow, throughput and linked processes. Large size volunteer groups. System Integration required. March 2019 End to End Trial Test contingency plans. Stakeholder desk-tops. Stakeholder engagement Contingency February – March 2019

33. ORAT Interface/Co-ordination Meetings • All meetings: • Chaired by ORAT Leadership Team • Attended by subject matter key stakeholders • Address elements of transition relevant to the core subject/operational team e.g. Fire and Emergency Response addresses the practical application of the Fire Strategy in order to ensure that relevant fire safety and building certificates are obtained/Customer Service and Security ORAT Workshops address all preparations to ensure the team is ready to operate from Day 1 • Concerns and Countermeasures Document developed for each subject/meeting. All actions recorded, progress monitored and support provided to ensure timely resolution • Overall readiness governance provided by Integration Steering Group • Chaired by Integration Lead • Membership comprises all Operational Directors, Change Leads, Property Management, HR representatives and ORAT Leadership Team • Subject matter encompasses three core workstreams that comprise ORAT – Familiarisation, Training and Trials

34. Ready to go Process – Why? • Provides visibility to all end users of the status of the Facility, Process, People and Systems readiness – cross stakeholders - for the GO LIVE date • Identifies what may not be ready, the risk to the operation and any mitigation required • Identifies all the outstanding issues, accountability and mitigation • Focusses the end users on the critical elements required at GO LIVE • Full understanding from all end users on what performance will be achieved on day one and beyond • Sign off by Manchester Airport – GO LIVE.