Process Writing

Bfh

M.pdf

Home >English homework help >Process Writing

Preface

Quality Management Manual (QMM)

GACA Accreditation

Rev. 07 08 May 2022 VI

This Document Is Uncontrolled When Downloaded, Copied, or Printed

INTENTIONALLY LEFT BLANK

Preface

Quality Management Manual (QMM)

Table of Contents

Rev. 07 08 May 2022 IX

This Document Is Uncontrolled When Downloaded, Copied, or Printed

A. TABLE OF CONTETS

PREFACE .................................................................................................................................................................

Manual Assignment ....................................................................................................................................................................... I Manual Approval ........................................................................................................................................................................ III GACA Accreditation ....................................................................................................................................................................V GACAR Statement of Compliance ............................................................................................................................................ VII Table of Contets .......................................................................................................................................................................... IX List of Effective Pages .............................................................................................................................................................. XIII Record of Revisions ................................................................................................................................................................... XV Highlight of Changes .............................................................................................................................................................. XVII

GENERAL ................................................................................................................................................................

SAUDIA Quality Policy Statement ....................................................................................................................................... 00.01 Foreword ................................................................................................................................................................................ 00.03 Definitions and Abbreviations ............................................................................................................................................... 00.05 Scope and Normative Reference ............................................................................................................................................ 00.15 Control of This Manual .......................................................................................................................................................... 00.17

QUALITY MANAGEMENT SYSTEM ..........................................................................................................................

Quality Management System (QMS) ..................................................................................................................................... 01.01 Introduction .............................................................................................................................................................. 01.01 QMS Objectives ....................................................................................................................................................... 01.01 QMS Benefits .......................................................................................................................................................... 01.02 QMS Methods .......................................................................................................................................................... 01.02

Quality Assurance (QA) ................................................................................................................................... 01.03 Quality Control (QC) ....................................................................................................................................... 01.03 Relation between QA and QC within SAUDIA Operational Divisions ........................................................... 01.04

Documentation Requirements ................................................................................................................................................ 01.05 Hierarchy of SAUDIA and Operational Manuals .................................................................................................................. 01.06 Control of Documents ............................................................................................................................................................ 01.07

Documentation Legibility process ........................................................................................................................... 01.07 Documentation Legibility Process Description ........................................................................................................ 01.08 Control of SAUDIA Operational Documents ......................................................................................................... 01.08

Coordinated Documentation System (CDS) .......................................................................................................................... 01.11 Coordinated Documentation System Process ........................................................................................................... 01.12 Coordinated Documentation System Process Description ....................................................................................... 01.13

Control of Records ................................................................................................................................................................. 01.14

MANAGEMENT ACCOUNTABILITY AND RESPONSIBILITY ....................................................................................

Management Commitment ..................................................................................................................................................... 02.01 AOC Organization Structure Chart ........................................................................................................................................ 02.02 Management Functions .......................................................................................................................................................... 02.02 SAUDIA Holding Organization Chart ................................................................................................................................... 02.03 SAUDIA Mainline Organization Chart ................................................................................................................................. 02.04 Safety, Aviation Security and Quality Organization Chart .................................................................................................... 02.05

Chief Executive Officer (CEO) ................................................................................................................................ 02.06 Chief Operation Officers (EVP Operations) ............................................................................................................ 02.07 VP Safety, Aviation Security and Quality ................................................................................................................ 02.08 Operational Division/Department Heads ................................................................................................................. 02.09 GM Quality (SASQ) ................................................................................................................................................ 02.10 Quality Representatives (Operational Divisions) ..................................................................................................... 02.11

Operational Planning ............................................................................................................................................................. 02.13 Operational Planning Process .................................................................................................................................. 02.14

Preface

Quality Management Manual (QMM)

Table of Contents

Rev. 07 08 May 2022 X

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Operational Planning Process Description................................................................................................................ 02.15 Corporate Quality Committees ............................................................................................................................................... 02.16

Introduction .............................................................................................................................................................. 02.16 Committees Structure ............................................................................................................................................... 02.17

Leadership Meeting (LM) ...................................................................................................................................................... 02.18 Purpose ..................................................................................................................................................................... 02.18 Review Input ............................................................................................................................................................ 02.18 Review Output ........................................................................................................................................................ 02.18 Leadership Members and Cycle ............................................................................................................................... 02.19

Management Review Meeting (MRM) .................................................................................................................................. 02.20 MRM Process ........................................................................................................................................................... 02.21 Review Input ............................................................................................................................................................ 02.22 Review Output .......................................................................................................................................................... 02.22 MRM Members and Cycle ....................................................................................................................................... 02.22

SASQ Management Review Meeting (SASQ-MRM) ............................................................................................................ 02.23 Review Input ............................................................................................................................................................ 02.23 Review Output .......................................................................................................................................................... 02.24 SASQ-MRM Members and Cycle ............................................................................................................................ 02.24

Quality Management Committee (QMC) ............................................................................................................................... 02.25 Objectives ................................................................................................................................................................. 02.25 Powers and Authorities ............................................................................................................................................. 02.25 Duties and Responsibilities ...................................................................................................................................... 02.25 QMC Members and Cycle ........................................................................................................................................ 02.26

IOSA Corporate Steering Committee (ICSC) ........................................................................................................................ 02.27 Duties and Responsibilities ...................................................................................................................................... 02.27 ICSC Members and Cycle ........................................................................................................................................ 02.27

Safety Assessment of Foreign Aircraft (SAFA) Committee .................................................................................................. 02.28 Objectives ................................................................................................................................................................. 02.28 Duties and Responsibilities ...................................................................................................................................... 02.28 SAFA Committee Members and Cycle .................................................................................................................... 02.29

RESOURCES MANAGEMENT ...................................................................................................................................

Provision of Resources ........................................................................................................................................................... 03.01 Infrastructure .......................................................................................................................................................................... 03.01 Work Environment ................................................................................................................................................................. 03.01 Communication Technology Systems (Cyber Security) ......................................................................................................... 03.02 Human Resources ................................................................................................................................................................... 03.02 Quality Training Program ...................................................................................................................................................... 03.03

Quality Staff Training Requirements ........................................................................................................................ 03.03 Quality Auditor Training .......................................................................................................................................... 03.03 Corporate Quality Auditor Training and Qualification ............................................................................................. 03.04

Safety and Quality Auditors ............................................................................................................................. 03.05 Operational Quality Auditor Training ...................................................................................................................... 03.06

Flight Operations Auditors ............................................................................................................................... 03.07 Flight Dispatch Auditors .................................................................................................................................. 03.08 SV Technical Auditors ..................................................................................................................................... 03.09 In-Flight Services Auditors............................................................................................................................... 03.10 Ground Operations – Including Station Auditors ............................................................................................. 03.11 Cargo Operations – Including Station Auditors ................................................................................................ 03.12 Aviation Security – Including Station Auditors ................................................................................................ 03.13 Integrated Operation Customer Center Auditors .............................................................................................. 03.14

Quality Training Process .......................................................................................................................................... 03.15 SAUDIA Communication ...................................................................................................................................................... 03.16

Disseminating Quality Information .......................................................................................................................... 03.16 General Announcements ................................................................................................................................... 03.16 Newsletters ....................................................................................................................................................... 03.16 Classes or Workshops ....................................................................................................................................... 03.17

Preface

Quality Management Manual (QMM)

Table of Contents

Rev. 07 08 May 2022 XI

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Website and Yammer ....................................................................................................................................... 03.17 Posters, Bulletins and Bulletin Boards ............................................................................................................. 03.17

Quality Culture ...................................................................................................................................................................... 03.18 Purchasing ............................................................................................................................................................................. 03.19

Outsourcing Quality Control .................................................................................................................................... 03.19 Contract/Agreement Process .................................................................................................................................... 03.19 Contract/Agreement Process Description ................................................................................................................ 03.20 Product Quality Control ........................................................................................................................................... 03.20 Product Quality Control Process .............................................................................................................................. 03.21 Product Quality Control Process Description........................................................................................................... 03.22 Monitoring Service Providers .................................................................................................................................. 03.22 Monitoring Service Providers Process ..................................................................................................................... 03.23 Monitoring Service Providers Process Description .................................................................................................. 03.23

Control of Devices/Equipment............................................................................................................................................... 03.24 Leased Aircraft ...................................................................................................................................................................... 03.25

Wet Lease Agreement and Monitoring .................................................................................................................... 03.25 Wet Lease Agreement and Monitoring Process ....................................................................................................... 03.27 Wet Lease Agreement and Monitoring Process Description .................................................................................... 03.28

Codeshare Safety Monitoring Program .................................................................................................................................. 03.29 Codeshare Safety Monitoring Process ..................................................................................................................... 03.30 Codeshare Safety Monitoring Process Description .................................................................................................. 03.31

Alliance Airlines Safety Monitoring ...................................................................................................................................... 03.32

MEASUREMENT, ANALYSIS, AND IMPROVEMENT .................................................................................................

Quality Programs ................................................................................................................................................................... 04.01 Audit Program ....................................................................................................................................................................... 04.02

Operational Audit ..................................................................................................................................................... 04.04 Operational Audit Process ........................................................................................................................................ 04.05 Operational Audit Process Description ..................................................................................................................... 04.06

Audit Planning ................................................................................................................................................. 04.06 Audit Preparation ............................................................................................................................................. 04.06 Audit Conduct .................................................................................................................................................. 04.07 Audit Reporting ............................................................................................................................................... 04.07 Audit Follow-Up And Close Out ..................................................................................................................... 04.07

Internal Audit ........................................................................................................................................................... 04.08 Internal Audit Process .............................................................................................................................................. 04.09 Internal Audit Process Description .......................................................................................................................... 04.10

Audit Planning ................................................................................................................................................. 04.10 Divisional (Self) Audit ..................................................................................................................................... 04.10 Audit Preparation ............................................................................................................................................. 04.11 Audit Conduct .................................................................................................................................................. 04.11 Audit Reporting ............................................................................................................................................... 04.12 Audit Follow-Up and Close Out ...................................................................................................................... 04.13

External Audits ........................................................................................................................................................ 04.14 IOSA External Audit Process ........................................................................................................................... 04.15

Findings/Non-Conformities Leveling .................................................................................................................................... 04.17 Assessment Program .............................................................................................................................................................. 04.19

Assessment Process .................................................................................................................................................. 04.19 Assessment Process Description............................................................................................................................... 04.20

Initiation Of Assessment .................................................................................................................................. 04.20 Assessment Preparation ................................................................................................................................... 04.20 Assessment Conduct ........................................................................................................................................ 04.20 Assessment Reporting ...................................................................................................................................... 04.21 Assessment Follow-Up and Close Out ............................................................................................................. 04.21

GACARs Compliance Monitoring ......................................................................................................................................... 04.22 GACARs Changes Monitoring .............................................................................................................................................. 04.23

Introduction .............................................................................................................................................................. 04.23

Preface

Quality Management Manual (QMM)

Table of Contents

Rev. 07 08 May 2022 XII

This Document Is Uncontrolled When Downloaded, Copied, or Printed

GACARs Changes Monitoring Workflow ................................................................................................................ 04.24 GACARs Changes Monitoring Process Description ................................................................................................. 04.25

Non-Compliance Register ...................................................................................................................................................... 04.26 Introduction .............................................................................................................................................................. 04.26 Non-Compliance Register Workflow ....................................................................................................................... 04.27 Non-Compliance Register Process Description ........................................................................................................ 04.28

Safety Assessment of Foreign Aircraft (SAFA) ..................................................................................................................... 04.29 Introduction .............................................................................................................................................................. 04.29 Ramp Checks in Practice .......................................................................................................................................... 04.29 SAUDIA Commitments to SAFA ............................................................................................................................ 04.29 SAFA Committee Members ..................................................................................................................................... 04.30 Notification ............................................................................................................................................................... 04.30 Duties and Responsibilities ...................................................................................................................................... 04.31 Handling of SAFA Findings Reports ....................................................................................................................... 04.31 SAFA Findings Categories ....................................................................................................................................... 04.33 Process Description .................................................................................................................................................. 04.34

Master Audit Plans (MAPs) Program ..................................................................................................................................... 04.35 The MAPs Program Objectives ................................................................................................................................ 04.35 MAPs Process .......................................................................................................................................................... 04.36 MAPs Processes Descriptions .................................................................................................................................. 04.37

Surveys & Questionnaire Program ......................................................................................................................................... 04.38 Key Performance Indicators (KPIs) ....................................................................................................................................... 04.39

KPI Process .............................................................................................................................................................. 04.40 KPI Process Description ........................................................................................................................................... 04.41

Safety & Quality Database (AQD) ......................................................................................................................................... 04.42 Improvement .......................................................................................................................................................................... 04.43

Corrective Actions .................................................................................................................................................... 04.43 Corrective Action Process ................................................................................................................................ 04.44 Corrective Action Process Description ............................................................................................................. 04.45

Preventive Action ..................................................................................................................................................... 04.45 Root Cause ............................................................................................................................................................................. 04.46

Root Cause Process .................................................................................................................................................. 04.47 Root Cause Process Description ............................................................................................................................... 04.48

Quality Issues Follow-Up and Escalation ............................................................................................................................... 04.49 Introduction .............................................................................................................................................................. 04.49 Quality Issues Follow-Up and Escalation Process .................................................................................................... 04.50 Quality Follow Up Processes Description ................................................................................................................ 04.51

ANNEXES .................................................................................................................................................................

Forms ..................................................................................................................................................................................... 05.01 QDF01 – Revision Request Form (RRF).................................................................................................................. 05.03 QDF03 – Coordinated Documentation System (CDS) Form ..................................................................................... 05.05

Preface

Quality Management Manual (QMM)

List of Effective Pages

Rev. 07 08 May 2022 XIII

This Document Is Uncontrolled When Downloaded, Copied, or Printed

B. LIST OF EFFECTIVE PAGES

PAGE DATE REVISION PAGE DATE REVISION

PREFACE I 08 May 22 Rev. 07 II 08 May 22 Rev. 07 III 08 May 22 Rev. 07 IV 08 May 22 Rev. 07 0 V 08 May 22 Rev. 07 0 VI 08 May 22 Rev. 07 VII 08 May 22 Rev. 07 VIII 08 May 22 Rev. 07 IX 08 May 22 Rev. 07 X 08 May 22 Rev. 07 0 XI 08 May 22 Rev. 07 0 XII 08 May 22 Rev. 07 XIII 08 May 22 Rev. 07 XIV 08 May 22 Rev. 07 XV 08 May 22 Rev. 07 XVI 08 May 22 Rev. 07 XVII 08 May 22 Rev. 07 XVIII 08 May 22 Rev. 07 XIX 08 May 22 Rev. 07 XX 08 May 22 Rev. 07 XXI 08 May 22 Rev. 07 XXII 08 May 22 Rev. 07

GENERAL 00.01 08 May 22 Rev. 07 00.02 08 May 22 Rev. 07 00.03 08 May 22 Rev. 07 00.04 08 May 22 Rev. 07 00.05 08 May 22 Rev. 07 00.06 08 May 22 Rev. 07 00.07 08 May 22 Rev. 07 00.08 08 May 22 Rev. 07 00.09 08 May 22 Rev. 07 00.10 08 May 22 Rev. 07 00.11 08 May 22 Rev. 07 00.12 08 May 22 Rev. 07 00.13 08 May 22 Rev. 07 00.14 08 May 22 Rev. 07 00.15 08 May 22 Rev. 07 00.16 08 May 22 Rev. 07 00.17 08 May 22 Rev. 07 00.18 08 May 22 Rev. 07

1. DOCUMENTATION AND RECORDS 01.01 08 May 22 Rev. 07 01.02 08 May 22 Rev. 07 01.03 08 May 22 Rev. 07

01.04 08 May 22 Rev. 07 01.05 08 May 22 Rev. 07 01.06 08 May 22 Rev. 07 01.07 08 May 22 Rev. 07 01.08 08 May 22 Rev. 07 01.09 08 May 22 Rev. 07 01.10 08 May 22 Rev. 07 01.11 08 May 22 Rev. 07 01.12 08 May 22 Rev. 07 01.13 08 May 22 Rev. 07 01.14 08 May 22 Rev. 07

2. MANAGEMENT RESPONSIBILITY AND ACCOUNTABILITY

02.01 08 May 22 Rev. 07 02.02 08 May 22 Rev. 07 02.03 08 May 22 Rev. 07 02.04 08 May 22 Rev. 07 02.05 08 May 22 Rev. 07 02.06 08 May 22 Rev. 07 02.07 08 May 22 Rev. 07 02.08 08 May 22 Rev. 07 02.09 08 May 22 Rev. 07 02.10 08 May 22 Rev. 07 02.11 08 May 22 Rev. 07 02.12 08 May 22 Rev. 07 02.13 08 May 22 Rev. 07 02.14 08 May 22 Rev. 07 02.15 08 May 22 Rev. 07 02.16 08 May 22 Rev. 07 02.17 08 May 22 Rev. 07 02.18 08 May 22 Rev. 07 02.19 08 May 22 Rev. 07 02.20 08 May 22 Rev. 07 02.21 08 May 22 Rev. 07 02.22 08 May 22 Rev. 07 02.23 08 May 22 Rev. 07 02.24 08 May 22 Rev. 07 02.25 08 May 22 Rev. 07 02.26 08 May 22 Rev. 07 02.27 08 May 22 Rev. 07 02.28 08 May 22 Rev. 07 02.29 08 May 22 Rev. 07 02.30 08 May 22 Rev. 07

3. RESOURCES MANAGEMENT 03.01 08 May 22 Rev. 07 03.02 08 May 22 Rev. 07

Preface

Quality Management Manual (QMM)

List of Effective Pages

Rev. 07 08 May 2022 XIV

This Document Is Uncontrolled When Downloaded, Copied, or Printed

PAGE DATE REVISION PAGE DATE REVISION

03.03 08 May 22 Rev. 07 03.04 08 May 22 Rev. 07 03.05 08 May 22 Rev. 07 03.06 08 May 22 Rev. 07 03.07 08 May 22 Rev. 07 03.08 08 May 22 Rev. 07 03.09 08 May 22 Rev. 07

03.10 08 May 22 Rev. 07 03.11 08 May 22 Rev. 07 03.12 08 May 22 Rev. 07 03.13 08 May 22 Rev. 07 03.14 08 May 22 Rev. 07 03.15 08 May 22 Rev. 07 03.16 08 May 22 Rev. 07 03.17 08 May 22 Rev. 07 03.18 08 May 22 Rev. 07 03.19 08 May 22 Rev. 07 03.20 08 May 22 Rev. 07 03.21 08 May 22 Rev. 07 03.22 08 May 22 Rev. 07 03.23 08 May 22 Rev. 07 03.24 08 May 22 Rev. 07 03.25 08 May 22 Rev. 07 03.26 08 May 22 Rev. 07 03.27 08 May 22 Rev. 07 03.28 08 May 22 Rev. 07 03.29 08 May 22 Rev. 07 03.30 08 May 22 Rev. 07 03.31 08 May 22 Rev. 07 03.32 08 May 22 Rev. 07

4. MEASUREMENT, ANALYSIS AND IMPROVEMENT

04.01 08 May 22 Rev. 07 04.02 08 May 22 Rev. 07 04.03 08 May 22 Rev. 07 04.04 08 May 22 Rev. 07 04.05 08 May 22 Rev. 07 04.06 08 May 22 Rev. 07 04.07 08 May 22 Rev. 07 04.08 08 May 22 Rev. 07 04.09 08 May 22 Rev. 07 04.10 08 May 22 Rev. 07 04.11 08 May 22 Rev. 07 04.12 08 May 22 Rev. 07 04.13 08 May 22 Rev. 07 04.14 08 May 22 Rev. 07 04.15 08 May 22 Rev. 07 04.16 08 May 22 Rev. 07

04.17 08 May 22 Rev. 07 04.18 08 May 22 Rev. 07 04.19 08 May 22 Rev. 07 04.20 08 May 22 Rev. 07 04.21 08 May 22 Rev. 07 04.22 08 May 22 Rev. 07 04.23 08 May 22 Rev. 07 04.24 08 May 22 Rev. 07 04.25 08 May 22 Rev. 07 04.26 08 May 22 Rev. 07 04.27 08 May 22 Rev. 07 04.28 08 May 22 Rev. 07 04.29 08 May 22 Rev. 07 04.30 08 May 22 Rev. 07 04.31 08 May 22 Rev. 07 04.32 08 May 22 Rev. 07 04.33 08 May 22 Rev. 07 04.34 08 May 22 Rev. 07 04.35 08 May 22 Rev. 07 04.36 08 May 22 Rev. 07 04.37 08 May 22 Rev. 07 04.38 08 May 22 Rev. 07 04.39 08 May 22 Rev. 07 04.40 08 May 22 Rev. 07 04.41 08 May 22 Rev. 07 04.42 08 May 22 Rev. 07 04.43 08 May 22 Rev. 07 04.44 08 May 22 Rev. 07 04.45 08 May 22 Rev. 07 04.46 08 May 22 Rev. 07 04.47 08 May 22 Rev. 07 04.48 08 May 22 Rev. 07 04.49 08 May 22 Rev. 07 04.50 08 May 22 Rev. 07 04.51 08 May 22 Rev. 07 04.52 08 May 22 Rev. 07

5. ANNEXES 05.01 08 May 22 Rev. 07 05.02 08 May 22 Rev. 07 05.03 08 May 22 Rev. 07 05.04 08 May 22 Rev. 07 05.05 08 May 22 Rev. 07 05.06 08 May 22 Rev. 07

Preface

Quality Management Manual (QMM)

Record of Revisions

Rev. 07 08 May 2022 XVI

This Document Is Uncontrolled When Downloaded, Copied, or Printed

INTENTIONALLY LEFT BLANK

Preface

Quality Management Manual (QMM)

Highlight of Changes

Rev. 07 08 May 2022 XVII

This Document Is Uncontrolled When Downloaded, Copied, or Printed

HIGHLIGHT OF CHANGES The following table describes the highlighted changes contained in the QMM Revision (07):

QMM Revision 07 Highlights

Area Changed Description of Change(s)

Preface

All Headers • Changed (Rev. 06) to (Rev. 07) • Changed Revision date to (08 May 2022)

(III) Manual Approval • Approved by VP SASQ

(V) GACA Accreditation • This Manual has been accepted by GACA

(VII) Statement of Compliance • Updated reference and page numbers

(IX-XII) A. Table of Contents • Updated as required

(XIII-XIV) B. List of Effective Pages • Updated the date, page and revision numbers

(XV) Record of Revisions • Added the new revision no. and issued date

(XVII-XXI) Highlight of Changes • A new table has been added to identify the highlight of the

revised QMM Revision

General

00.01 SAUDIA Quality Policy Statement

• Added Quality Objectives and adherence in all locations requirements as a part of the Quality Policy

• Deleted Quality Reporting 00.03 Foreword • Rewording 00.08/00.13 Definitions and Abbreviations • New abbreviation added

00.15 Scope and Narrative Reference

• New department added (Flight Dispatch) • Division name correction (IOCC) • Correction and new requirement added

Quality Management System

01.01 QMS Introduction and Objectives • General enhancement

Preface

Quality Management Manual (QMM)

Highlight of Changes

Rev. 07 08 May 2022 XVIII

This Document Is Uncontrolled When Downloaded, Copied, or Printed

01.02 QMS Benefits and Methods • General enhancement

01.03 QA & QC • General enhancement

01.04 QA & QC within SAUDIA Operational Divisions • General enhancement

01.05 Documentation Requirements • Type of documents specified

01.06 Hierarchy of SAUDIA and Operational Manuals

• Updated hierarchy of manuals • Added manuals accreditation

01.07 Control of Documents • General enhancement

01.08-01.10 Documentation Legibility Process Description and Control of SAUDIA Operational Documents

• General enhancement • Editorial changes • Remove MP&P and added QMM

01.13 CDS Process Description • Removed QMM and MP&P

01.14 Control of Records • General enhancement • Integrity added to conform with IOSA requirements • Added MGR Approval Management Accountability and Responsibility

02.01 Management Commitment • General enhancement

02.03 SAUDIA Holding ORG Chart • Added SAUDIA Holding ORG Chart

02.04 SAUDIA ORG Chart • Updated SAUDIA ORG Chart

02.05 SASQ ORG Chart • Added SASQ DIV ORG Chart

02.06 Duties, Roles and Responsibilities (CEO) • Aligned the responsibilities of the CEO with the General Manual

02.07 Duties, Roles and Responsibilities (EVP Operations)

• General enhancement • Reworded to conform with IOSA

02.08 Duties, Roles and Responsibilities (VP SASQ)

• Statement added to align with IOSA requirements • General enhancement

02.09 Operational DIV/DEP Heads • Reworded to conform with IOSA

Preface

Quality Management Manual (QMM)

Highlight of Changes

Rev. 07 08 May 2022 XIX

This Document Is Uncontrolled When Downloaded, Copied, or Printed

02.10 Duties, Roles and Responsibilities (GM Quality)

• Linked GM Quality position requirement to JDQ • General enhancement • Deleted the word airworthy aircraft • Changed EVP to appropriate management • Added coordination responsibility for additional audit resources

02.11-02.12 Quality Representatives (Operational Divisions)

• General enhancement • Added Flight Dispatch • Additional Quality representative responsibilities

02.13 Operational Planning • Approval of division head is added • Timeframe clarified

02.16-02.17 Corporate Quality Committees • New introduction added for Quality Committees

02.18-02.19 Leadership Meeting (LM) • LM inputs, members and frequency have been updated

02.20 Management Review Meeting • Added associated risks to conform with IOSA requirements

02.22 MRM Member and Cycle • GM Quality added and CEO office removed

02.23-02.24 SASQ MRM • Added a new process for SASQ MRM 02.25 Quality Management Committee • Added a link between QMC and other committees

02.26 QMC Members and Cycle • Removed Aviation Security

02.27 IOSA Corporate Steering Committee (ICSC)

• General Enhancement • Added reporting and escalating IOSA matters to top management • Removed Aviation Security

02.28-02.29 SAFA Committee • SAFA Committee relocated, objectives and members revised

Resources Management

03.01 Resources Management • Infrastructure: Relocated with minor rewording • Work Environment: Relocated and reworded

03.02 communication Technology System (Cyber Security) & HR

• (Cyber Security): New requirement added to conform with (ORG 3.6.1)

• HR: Relocated and reorganized

03.03-03.05 Quality Training Program

• Quality Training Program enhancement for conformance with requirements

03.06 Operational Quality Auditor Training • Added operational Quality Auditor training requirements

Preface

Quality Management Manual (QMM)

Highlight of Changes

Rev. 07 08 May 2022 XX

This Document Is Uncontrolled When Downloaded, Copied, or Printed

03.07-03.14 Operational Divisions Auditor Training Qualification Experience

• New tables for Operational Divisions auditor training qualification experience

03.15 Quality Training Flowchart • Enhanced Quality Training Flowchart

03.16-03.17 SAUDIA Communication

• SAUDIA Communication: Rewording • General Announcement: Added as a channel of communication • Newsletter: description has been modified • Classes or workshops: description has been reworded • Posters, Bulletin and Bulletin Boards: description has been

reworded

03.19 Outsourcing Quality Control • Minor enhancement for the introduction for contracts and

agreements 03.20 Contract/Agreement Process Description

• Enhance the contract agreement process to conform with IOSA requirements

03.23 Monitoring Service Providers Process Description • Added the word delegated

03.25 Wet Lease Agreement and Monitoring • Added SAR form as a monitoring mean

03.31 Codeshare Safety Monitoring Process Description

• Added SAR form as an additional mean of monitoring • New note regarding codeshare questionnaire is added

Measurement, Analysis and Improvement

04.01 Quality Programs • General enhancement • Expanded the Quality Programs

04.02-04.03 Audit Program • General enhancement and added unplanned audit description • Minor rewording

04.04 Operational Audit • General enhancement

04.05 Operational Audit Process • Division head approval added as a requirement

04.06 Audit Planning • Division head approval added as a requirement • Adherence to CAP timeline is mandated

04.08 Internal Audit • Minor Enhancement

04.09 Internal Audit Process • Internal Audit Process updated

04.10 Internal Audit Process Description

• VP SASQ approval is added • Added the word (Self)

Preface

Quality Management Manual (QMM)

Highlight of Changes

Rev. 07 08 May 2022 XXI

This Document Is Uncontrolled When Downloaded, Copied, or Printed

04.11 Divisional (Self) Audit & Audit Preparation

• Divisional (Self) Audit planning requirements added • Audit preparation enhancement • Replace on-site visit with word (Audit)

04.12 Audit Conduct and Reporting

• Added effectiveness and suitability criteria • Change the word MS Team to remotely • Added the requirement for detailed narrative for each finding • Responsibility of validating findings reassigned • 04.13 Audit Follow-up and Close

Out • RCA and CAP timeframe aligned with the finding level • Removed the word effectiveness

04.15-04.16 IOSA External Audit Process

• Assignments of IOSA External Audit coordination changed from SASQ to Quality Management

• General Enhancement 04.17-04.18 Findings/Non- Conformities Leveling • New finding leveling methodology is introduced

04.20 Initiation of Assessment • Minor rewording 04.22 GACARs Compliance Monitoring • Title changed from Program to Monitoring

04.23-04.25 GACARs Changes Monitoring • New process for GACARs Changes Monitoring

04.26-04.28 Non-Compliance Register • New process for Non-Compliance Register

04.29 SAFA Ramp Checks in Practice • Added new SAFA inspection requirement

04.30 SAFA Committees Members • Corrected SAFA Members

04.32 Handling of SAFA Findings Reports

• General enhancement • Added the responsibility of providing inspection records

04.33 SAFA Findings Categories • New table added for SAFA Finding Categories

04.35 MAPs Program • Updated MAPs introduction including objectives

04.36 MAPs Process • Updated MAPs Process

04.37 MAPs Process Description • Revised MAPs process description

04.42 Safety & Quality Database (AQD) • Enhance AQD documentation

Preface

Quality Management Manual (QMM)

Highlight of Changes

Rev. 07 08 May 2022 XXII

This Document Is Uncontrolled When Downloaded, Copied, or Printed

INTENTIONALLY LEFT BLANK

General

Quality Management Manual (QMM)

SAUDIA Quality Policy

Rev. 07 08 May 2022 00.02

This Document Is Uncontrolled When Downloaded, Copied, or Printed

INTENTIONALLY LEFT BLANK

General

Quality Management Manual (QMM)

Foreword

Rev. 07 08 May 2022 00.04

This Document Is Uncontrolled When Downloaded, Copied, or Printed

INTENTIONALLY LEFT BLANK

General

Quality Management Manual (QMM)

Definitions and Abbreviations

Rev. 07 08 May 2022 00.05

This Document Is Uncontrolled When Downloaded, Copied, or Printed

DEFINITIONS AND ABBREVIATIONS

Accountable Executive

An individual with the full authority and responsibility for human resources issues, major financial issues, the conduct of the organization’s affairs, Operations under certificate, and all Safety issues.

ACMI Aircraft Crew Maintenance Insurance

AOC Air Operator Certificate

Audit An evidence gathering process which examines with the intent to verify conformance to standards and/or compliance with a regulation or policy

Audit Closure A condition status when all findings are closed by an auditor

Audit - Internal A periodic self-audit conducted by Organizations using internal (first-party) audits to audit themselves for an internal purposes.

Audit - External A scheduled audit performed by an independent (impartial) external organizations, such auditors are referred to as registrars or certification bodies

Audit Criteria Conditions or benchmarks that may include policies, processes, procedures and requirements

Auditee An organization/division or department that is being reviewed and/or audited

Audit Evidence A proof or substantiation of facts that may include records, factual statements, and other verifiable information that is related to the audit criteria being used

AO Audit Organization

AR Audit Report

General

Quality Management Manual (QMM)

Definitions and Abbreviations

Rev. 07 08 May 2022 00.06

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Auditor An individual who conducts and collects evidence in order to determine whether an Auditee documentations conform with applicable standards and are properly implemented and maintained.

Audit Plan A blueprint or detailed program of an action with the purpose of scheduling, conducting and completion of an audit

Audit Scope A statement that specifies the focus, extent, and the boundary of a particular audit

Authority The Authority is the regulatory body with jurisdiction over users and service providers.

Benchmarking The process of comparing and measuring one’s business processes, policies, practices, philosophies, and performance measures against those of high- performing organizations or to industry best and/or best practices.

Best practice A method or technique that has consistently shown results superior to those achieved with other means, and that is used as a benchmark.

CA Corrective Action

CAP Corrective Action Plan

CAR Corrective Action Request

CDS Coordinated Documentation System

CR Conformance Report

General

Quality Management Manual (QMM)

Definitions and Abbreviations

Rev. 07 08 May 2022 00.07

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Closing Meeting The formal meeting at the conclusion of the on-site assessment phase of an Audit

Conformity Fulfillment of a requirement

Corrective action An action that is taken to address and eliminate nonconformity and meet or comply with requirements

Customer

A customer (i.e. a division, department, regulatory agencies, service provider, or purchaser) is usually used to refer to a current or potential user of the products/services of an individual or organization. This is typically through purchasing or utilizing goods or services

Customer - External

An individual, a group of individuals, department and/or an entity outside the domain or jurisdiction of SAUDIA Operational Divisions who requires a product or services (e.g., passengers, employees, contractors, suppliers, regulatory agencies, etc.)

Customer - Internal An individual, a group of individuals, department and/or an entity inside the domain or jurisdiction of SAUDIA Operational Divisions who requires a product or services (e.g. employees, divisions, department(s) or sub-department(s), etc.)

DG Director General

Documented The state of an operational specification as being published and accurately represented in a controlled document by the operator

EASA European Aviation Safety Agency

Efficiency A relationship between results achieved (outputs) and resources used (inputs)

General

Quality Management Manual (QMM)

Definitions and Abbreviations

Rev. 07 08 May 2022 00.08

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Evidence

Data or information discovered during an audit that is analyzed by an auditor and used to determine conformity

FAT Final Action Taken

Findings Major discrepancies noted by the auditor

GACA General Authority of Civil Aviation (KSA)

GACARs General Authority of Civil Aviation Regulations

GM General Manager

IAR IOSA Audit Report

ICAO International Civil Aviation Organization

ICM Internal Communication Meeting

ICSC IOSA Corporate Steering Committee

General

Quality Management Manual (QMM)

Definitions and Abbreviations

Rev. 07 08 May 2022 00.09

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Implemented

The state of an operational specification as being established, activated, integrated, incorporated, deployed, installed, maintained and/or made available as part of the operational system, and monitored and evaluated as necessary for continued effectiveness.

Inspection An organized examination or formal evaluation exercise, observation, measurement, testing and judgment to evaluate conformity

IOSA IATA Operational Safety Audit

ISAGO IATA Safety Audit of Ground Operations

ISARPs IOSA Standards and Recommended Practices

ISM IOSA Standard Manual

KPI Key Performance Indicator

MRM Management Review Meeting

Non-conformity

Failure to comply with requirements in terms of having been documented and/or implemented

General

Quality Management Manual (QMM)

Definitions and Abbreviations

Rev. 07 08 May 2022 00.10

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Observation Discrepancies noted by the auditor that in the judgment of the auditor are isolated, minor items and within Auditee’s ability to correct without delay

Opening Meeting The meeting at the beginning of the on-site assessment phase of the audit

Organization A social or business unit of people, systematically structured and managed to meet a need or to pursue collective goals on a continuing basis.

Oversight A function that ensures the effective endorsement and implementation of the quality-related standards, requirements, regulations, and associated procedures. It is the job of checking that a process or system is working well.

Policy The stated intention and direction of an organization

Preventive actions Steps that are taken to remove the causes of potential nonconformities or potential situations that are undesirable

Procedures

A series of steps followed in a methodical manner to complete an activity (what shall be done and by whom; when, where and how it shall be completed; what materials, equipment, and documentation shall be used, and how it shall be controlled)

Process One or more actions or procedures implemented in a coordinated manner to achieve a goal or satisfy a requirement.

Product The end item, an output or the result that meets all standards, requirements and/or contract terms and conditions.

Program

An organized set of processes directed toward a common purpose, goal or objective.

http://www.macmillandictionary.com/search/british/direct/?q=the

http://www.macmillandictionary.com/search/british/direct/?q=job

http://www.macmillandictionary.com/search/british/direct/?q=of

http://www.macmillandictionary.com/search/british/direct/?q=checking

http://www.macmillandictionary.com/search/british/direct/?q=that

http://www.macmillandictionary.com/search/british/direct/?q=a

http://www.macmillandictionary.com/search/british/direct/?q=process

http://www.macmillandictionary.com/search/british/direct/?q=or

http://www.macmillandictionary.com/search/british/direct/?q=system

http://www.macmillandictionary.com/search/british/direct/?q=is

http://www.macmillandictionary.com/search/british/direct/?q=working

http://www.macmillandictionary.com/search/british/direct/?q=well

General

Quality Management Manual (QMM)

Definitions and Abbreviations

Rev. 07 08 May 2022 00.11

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Quality The degree to which a system consistently meets specified requirements, satisfies stated needs, or produces desired outcomes.

Quality Assurance (QA)

The formal and systematic process of auditing and evaluation of management system and operational functions to ensure compliance with regulatory and internal requirements; satisfaction of stated operational needs; Identification of undesirable conditions and areas requiring improvement; Identification of hazards; Control of operational risks.

Quality Control (QC)

The audit, inspection or testing of the output of a process, which may be a product, service or function, to determine compliance with technical, performance and/or quality standards.

Quality Management Coordinated activities and measures to direct and control an organization with regard to Quality

QMC Quality Management Committee

QMM Quality Management Manual

QMS Quality Management System

Quality System

The total network of administrative and detailed procedures, which is implemented to ensure all operations and maintenance activities satisfy the customer's requirement and the documentation accurately reflects the criteria used to perform the maintenance.

Quality Objective A desired result an individual or a system envisions, plans and commits to achieve. It ideally involves establishing specific, measurable, attainable, realistic and time-targeted objectives

Quality Records Documentation of those activities wherein records of said activities must be maintained. And specified in the procedure or work instruction level documents, as applicable.

Quality Policy

An overall intention and direction of an organization related to quality as formally expressed by top management.

General

Quality Management Manual (QMM)

Definitions and Abbreviations

Rev. 07 08 May 2022 00.12

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Record A type of document that provide evidence of activities have been performed or results have been achieved

Regulatory Authority

An organization designated or otherwise recognized by the government of a state for regulatory purposes, which issues rules and regulations.

Requirement A specification that is considered an operational necessity

SBU Strategic Business Unit

Service A service is a type of product. Service is always the result of an activity or interaction between any number of parties, organizations and/or individuals that can take many forms

Service Level Agreement (SLA)

A formal agreement, usually as part of a contract, between an operator and an external services provider, or in some cases, and internal services provider, that: • Specifies, in measurable terms, the services the external provider is

expected to perform; • Becomes the basis for monitoring of the performance of the external

services provider by the operator.

SMM Safety Management Manual

SMS Safety Management System

SASQ Safety, Aviation Security, and Quality

General

Quality Management Manual (QMM)

Definitions and Abbreviations

Rev. 07 08 May 2022 00.13

This Document Is Uncontrolled When Downloaded, Copied, or Printed

SAR.F23 Extenuating Circumstances Questionnaire

Standard

A specified system, policy, program, process, procedure, plan, set of measures, facility, component, type of equipment, or any other aspect of operations under the Audit Scope that is considered an operational necessity, and with which an Operator/Provider will be expected to be in conformity at the conclusion of an Audit.

SAUDIA Saudi Arabian Airlines

System A combination of interacting or interrelated elements within an organization functioning in a coordinated manner to achieve desired outcomes..

Wet lease

The practice whereby an operator (the “lessee”) satisfies its own operational needs by utilizing aircraft acquired from an external operator (the “lessor”) through a commercial lease agreement; the lessor exercises operational control of such aircraft in operations conducted for the lessee.

General

Quality Management Manual (QMM)

Definitions and Abbreviations

Rev. 07 08 May 2022 00.14

This Document Is Uncontrolled When Downloaded, Copied, or Printed

INTENTIONALLY LEFT BLANK

General

Quality Management Manual (QMM)

Scope and Narrative Reference

Rev. 07 08 May 2022 00.15

This Document Is Uncontrolled When Downloaded, Copied, or Printed

SCOPE Without making any concessions from aviation safety and security, SAUDIA QMS mission is to substantiate and maintain quality products and services that will meet the satisfaction of SAUDIA customers reliably, efficiently and transparently within the scope of international and domestic collaborations. This is to ensure the necessary infrastructure is safeguarded for sustainable developments of SAUDIA Operations in a way that is integrated with other corporate and human modes.

The Quality Management Manual outlines the guidelines, policies, processes and requirements of SAUDIA Quality Management System within the Operational Divisions. The system is structured to help SAUDIA Operational Divisions to adhere to international and domestic standards and regulations, company guidelines and policies. The scope of SAUDIA QMS encompasses all areas of the Operational functions including the following divisions and departments:

1. Safety & Quality 2. Flight Operations 3. Flight Dispatch 4. In-Flight Services 5. Integrated Operations Customer Center 6. Technical Services 7. Ground Operations 8. Aviation Security 9. Cargo Operations

NORMATIVE REFERENCE

The following documents were used as reference during the preparation of the Quality Management Manual (QMM):

1. General Authority of Civil Aviation Regulations (GACARs). 2. Applicable Regulatory Authorities. 3. IOSA Standard Manual (ISM), as revised. 4. SAUDIA Requirements.

General

Quality Management Manual (QMM)

Scope and Narrative Reference

Rev. 07 08 May 2022 00.16

This Document Is Uncontrolled When Downloaded, Copied, or Printed

INTENTIONALLY LEFT BLANK

General

Quality Management Manual (QMM)

Control of this Manual

Rev. 07 08 May 2022 00.17

This Document Is Uncontrolled When Downloaded, Copied, or Printed

CONTROL OF THIS MANUAL

1. The overall responsibility for the update and control of SAUDIA Quality Management Manual (QMM) is with VP SASQ.

2. The continued coordination for QMM shall be the responsibility of GM Quality Management (SASQ).

3. The overall task and responsibility shall include the followings: a. Approval of documents prior to publication. b. Review, update, and re-approve the QMM when necessary. c. Ensure that the current revision status of this Manual is identified. d. Ensure all users of this Manual have access to the latest revision, including all relevant

documents. e. Prevent the use of obsolete documents.

4. Proposed changes to QMM shall be submitted to VP SASQ using the Revision Request Form (RRF).

5. GM Quality Management (SASQ) will coordinate with the department(s) affected by the proposal and either prepare appropriate amendments or return the proposal with a notice of non-concurrence. In case of non-concurrence, the originator may submit a request for reconsideration along with suitable justification.

The information contained in the headers of this Manual is as follows:

General

Quality Management Manual (QMM)

Forward

Rev. 07 08 May 2022 00.17

Chapter Designation Section Designation

Revision Number Revision Date Page Number

General

Quality Management Manual (QMM)

Control of this Manual

Rev. 07 08 May 2022 00.18

This Document Is Uncontrolled When Downloaded, Copied, or Printed

INTENTIONALLY LEFT BLANK

Quality Management System

Quality Management Manual (QMM)

QMS

Rev. 07 08 May 2022 01.01

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Quality Management System Quality Management System (QMS) 01.1 Introduction QMS is a system by which SAUDIA aims to continually improve the operational management system while maintaining continuous conformance with specifications, standards, regulatory requirements in the most effective manner. Quality management system’s efficiency shall depend extensively on the effectiveness of Quality Planning processes, Quality Control, Quality Assurance applications and Quality Improvement methods. It is focused not only on the quality of operational activities, but also on the means to achieve its anticipated objectives.

01.2 QMS Objectives QMS objectives are established to support SAUDIA organizations’ efforts in achieving the Quality Policy. The objectives are measurable and reviewed against performance goals at Management Review Meetings. The general objectives shall be to:

1. Comply with applicable standards, regulatory, and/or requirements. 2. Continually improve Operational Safety and Security. 3. Measure, evaluate and improve Operational Systems’ efficiency and processes’ effectiveness.

All SAUDIA Operational Divisions and concerned departments are responsible to meet QMS objectives. These objectives will be achieved through:

1. Operational Management acceptance and active endorsement of the Quality Management System through ensuring its success by providing continuous improvement and support.

2. Operational management securing adequate and sufficient resources that will guarantee all Safety, Quality and Security standards are adhered to.

3. The development and implementation of Operational processes and procedures as well as maintaining compliance with regulatory requirements as determined by GACA, applicable international authorities, and international standards and recommended practices.

4. All personnel of all levels responsibility to comply with regulatory requirements, to meet the quality objectives as well as contribute to safe and secure operations.

Quality Management System

Quality Management Manual (QMM)

QMS

Rev. 07 08 May 2022 01.02

This Document Is Uncontrolled When Downloaded, Copied, or Printed

01.3 QMS Benefits A fully documented and implemented QMS will ensure that two important requirements are met:

1. The organization’s requirements – both internally and externally, and at an optimum cost with efficient use of the available resources – materials, human, technology and information.

2. The customers’ requirements – confidence in the ability of the organization to deliver the desired product and service consistently meeting their needs and expectations.

A QMS enables SAUDIA Operations to achieve the goals and objectives set out in its policies and strategies. It provides consistency and satisfaction in terms of methods, materials, equipment, etc., and interacts with all activities of the organization, beginning with the identification of requirements and ending with operational resilience satisfaction, at every process level.

01.4 QMS Methods QMS is functioning through two parallel Quality methods "Quality Assurance" and "Quality Control":

Quality Management System

Quality Management Manual (QMM)

QMS

Rev. 07 08 May 2022 01.03

This Document Is Uncontrolled When Downloaded, Copied, or Printed

01.4.1 Quality Assurance (QA): SAUDIA’s Quality Assurance Program contains policies and processes designed to verify that all operations are being conducted in accordance with all applicable requirements and standards. Quality Assurance is a program of planned, systematic and documented processes designed to provide assertion to senior management, that Operations and functions are being conducted in accordance with the terms of SAUDIA Operators Certificate including Regulatory requirements and internal operational policies. Quality Assurance Program is a formal and systematic evaluation and auditing of the management system and operational functions of SAUDIA to ensure:

1. Compliance with regulatory and internal requirements 2. Satisfaction of stated operational needs 3. Identification of undesirable conditions and areas requiring improvements 4. Identification of hazards 5. Control of operational risks

As a function, QA is handled by SASQ to drive continuous and systematic monitoring and evaluation of Quality Control functions performed by the applicable Operational Divisions/Departments within SAUDIA. Quality Department (SASQ) assures that SAUDIA operations are in compliance with aviation requirements, regulations, and industry standards (GACA, IOSA, ISAGO, etc.) as applicable.

01.4.2 Quality Control (QC):

QC Is the set of activities and measures intended to ensure that operational requirements are being met through continuous monitoring of process outputs, to confirm compliance with applicable regulations, SAUDIA requirements, national and international standards. As a function, QC is delegated to Operational Divisions to control and supervise the daily performance of the departments’ functions and concerned service providers. This shall be accomplished by establishing and maintaining vigorous Quality control methods, to include but not limited to audits, inspections, establishment of operational standards, methods analysis, Key Performance Indicators (KPIs), and continually evaluating Service Level Agreements (SLA).

Quality Management System

Quality Management Manual (QMM)

QMS

Rev. 07 08 May 2022 01.04

This Document Is Uncontrolled When Downloaded, Copied, or Printed

01.04.3 Relation between QA and QC within SAUDIA Operational Divisions The chart below illustrates the mechanism by which the QA & QC are administered within SAUDIA Operational Divisions. In addition, it signifies authorities, interrelations and line of communications.

In order to ensure the development and implementation of the QMS, SAUDIA Operational Divisions shall:

1. Identify the processes needed for the QMS and their application throughout the organization and documentation.

2. Determine the sequence and interaction of functions, processes, and responsibilities. 3. Determine criteria and methods needed to ensure that the operation and control of the processes

are effective. 4. Ensure the continuing availability of resources and information necessary to achieve QMS

objectives. 5. Monitor, measure and analyze operational systems to ensure effectiveness. 6. Identify and implement actions necessary to achieve planned results. 7. Exert efforts to maintain continual improvement of all operational systems and processes.

Quality Management System

Quality Assurance SASQ

Quality Control

Safety, Aviation Security & Quality

Ground Operations

Flight Operations

In- Flight Services

Technical Services

Integrated Operations Customer Center

Internal / Service Providers

Quality Management System

Quality Management Manual (QMM)

Documentation

Rev. 07 08 May 2022 01.05

This Document Is Uncontrolled When Downloaded, Copied, or Printed

02 Documentation Requirements

SAUDIA Operational Divisions maintain the Quality Management System documentation through the following documentation elements:

1. The Quality Management Manual. 2. Documented Quality policy. 3. Documented processes and procedures. 4. Quality Records and Control. 5. Operational Documents for the effective planning, operation and control of processes.

Quality Management System

Quality Management Manual (QMM)

Documentation

Rev. 07 08 May 2022 01.06

This Document Is Uncontrolled When Downloaded, Copied, or Printed

03 Hierarchy of SAUDIA and Operational Manuals

SAUDIA QMS has a coordinated documentation system through the below manuals hierarchy:

C or

po ra

te L

ev el

M an

ua ls

• General Operations Manual (GOM) • Flight Operations Training Manual (FOTM) • Extended-Range Twin-Engine Operations

Manual (ETOPS) • Special Loads Manual (SLM) • Flight Crew Operating Manual (FCOM) • Quick References Handbook (QRH) • Minimum Equipment List (MEL) • Configuration Deviation List (CDL) • Flight Operations Quality Manual (FOQM) • Flight Operations SMS Manual (FOSMS) • Planning and Performance (P&P) • Flying Department Office Procedures Manual

(FLYOPM)Flight Dispatch Office Procedures (DSOPM)

• Crew Scheduling Office Procedures Manual (CSOPM)

• Maintenance Training Program (MTP) • Reliability Control Program (RCP) • Category II/III Operations (CAT II/III) • ACFT De-Icing & Anti-Icing Program (ADAP) • Reduced Vertical Separation Minimum (RVSM) • Continuing Analysis & Surveillance System

(CASS) • Aircraft Network Security Program Manual

(ANSP) • Extended-Range Twin-Engine Operations Manual

(ETOPS) • Non-Essential Equipment and Furnishings (NEF)

Program Manual • General Maintenance Manual (GMM) • Maintenance Safety & Quality Manual (MSQM) • Lease Aircraft Technical Procedures Manual

(LATPM) • Maintenance Departmental Emergency Response

Plan (MDERP)

• Cabin Crew Operating Manual (CCOM) • Cabin Crew Standard Manual (CCSM) • In-Flight Service Division Manual (IFSDM)

• Ground Operations Procedures Manual (GOPM) • Ground Operations Safety and Quality Manual

(GOSQM) • Ground Operations Cargo Handling Manual

(GOCHM) • Ground Operations Baggage Claim Manual

(GOBCM)

D iv

is io

na l L

ev el

M an

ua ls

Flight Operations Technical Services

Ground Operations

In-Flight Services

Integrated Operations Customer Center

General Manual (GM)

Hierarchy of Operational Manuals

Each manual owner shall have processes to maintain the validity of each manual ensuring it is reviewed, amended and updated. The processes shall ensure management and control of the contents of all manuals.

Aviation Security Policy Manual (ASPM)

Safety Management Manual (SMM)

Quality Management Manual (QMM)

Corporate Crisis Management Manual (CCMM)

Safety, Aviation Security and Quality • General Manual (GM) • Aviation Security Policy Manual (ASPM) • Quality Management Manual (QMM) • Safety Management Manual (SMM) • Corporate Crisis Management Manual (CCMM) • Station Emergency Response Plan (SERP) • Departmental Emergency Response Plan (DERP)

• IOCC Safety Management System Manual (IOCCSMS)

• IOCC Quality Management System Manual (IOCCQMS)

• IOCC Shift Area Manual (IOCCSAM)

SAUDIA Management Policies & Procedures

Manual (MP&P)

GACA Approval GACA Acceptance Internal Approval

Quality Management System

Quality Management Manual (QMM)

Documentation

Rev. 07 08 May 2022 01.07

This Document Is Uncontrolled When Downloaded, Copied, or Printed

04 Control of Documents

Documents are created to serve the purpose of standardizing and facilitating operational activities and functions, in a way that assures compliance with authority regulations and conformance with SAUDIA standards and industry best practices. Each Operational Division is allowed some flexibility in the preferred methodology of documentation. This enables each Operational Division to develop the required documentation needed in order to demonstrate the effective planning, operation and control of its processes. The purpose of controlling documents is to ensure the necessary, accurate and up to date documents are available to all Operational Divisions and external service providers.

Documentation Legibility Process

Evaluate documentation need

Develop processes/procedures in accordance with applicable regulations and standards

Evaluate clarity and accuracy of information

Determine the appropriate Format for operational use

START

END

Obtain required management approvals

Obtain GACA’s acceptance/approval

Distribute to operational personnel

Revise

Quality Management System

Quality Management Manual (QMM)

Documentation

Rev. 07 08 May 2022 01.08

This Document Is Uncontrolled When Downloaded, Copied, or Printed

04.1 Documentation Legibility Process Description: 1. Prior to developing a new document, the Operational Division is required to evaluate whether a

new manual is created or if existing documents can accommodate the operational need. 2. The new operational processes/procedures should be developed by the process owner and in

accordance with applicable regulatory requirements, SAUDIA policies, and international standards.

3. Operational Divisions ensure manuals contain procedural or process guidelines that is clear to the reader. To streamline the process, the information is explained very accurately in a legible design.

4. Operational Documents must be developed and maintained electronically, yet it could be presented or displayed to users either through electronic media or as printed output in a format that is appropriate to the type of operations being conducted.

5. Once the proposed document is finalized, required management approvals must be obtained in accordance to process owners and required organizational level.

6. Based on GACA requirements, certain SAUDIA documents must be either approved or accepted prior to being utilized within operations. It’s the responsibility of each Division to obtain GACA’s consent prior endorsement and distribution of these documents.

7. Once all approvals are obtained, the document is distributed to all concerned as per the distribution processes and in accordance with the appropriate identified format.

04.2 The control of SAUDIA operational documents shall adhere to the following outlines: 1. A Master Copy of each Document is retained at concerned management office. 2. All Documents must identify the number of revision and publish/effective date. 3. Documents must contain distinguished title/sub-title appropriate to the operations. 4. Documents are distributed to ensure appropriate availability at points of use and to external

service providers that conduct outsourced operational functions. 5. Electronic Documents are to be handled in accordance with IOSA requirements, as per the

following defined types: a. Type 1 Documentation (URL-based Documentation)

Documentation that is available through intranet, extranet, or internet-based resources; the controlled version of documents is always presented or displayed to users electronically. Such documentation is URL-based and is typically displayed as an html page.

b. Type 2 Documentation (Software-based) Documentation that is available from software that has been developed by the user or

acquired from commercial providers (e.g. electronic flight bag, document management system); the controlled version of documents is always presented or displayed to users electronically.

c. Type 3 Documentation (Files on Servers)

Quality Management System

Quality Management Manual (QMM)

Documentation

Rev. 07 08 May 2022 01.09

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Documentation that is available from server files (e.g. .doc, .pdf files) and accessed through organization wide networks (e.g. MS Sharepoint). The controlled version of documents may be presented or displayed either electronically or on paper, as defined by the operator. Each version of such documentation must display a version identifier and effective date.

6. Documents of external origin are identified, and their distribution are controlled by each Operational Division.

7. Printed Documents must be presented in a usable standard format and adhere to SAUDIA standards outlined in the QMM.

8. For anticipated standardization and formatting, each Operational manual shall include: a. Assignment of an individual with responsibility for approval for contents. b. A title page that generally identifies the operational applicability and functionality. c. A table of contents that identifies parts and sub-parts. d. A preface or introduction outlining the general contents of the manual. e. Reference numbers for the content of the manual. f. A defined distribution method and identification of recipients to ensure availability at

appropriate areas of the organization. g. Identification of responsibility for authorizing the manual. h. A record of revisions, both temporary and permanent. i. A list of effective pages within the manual. j. Identification of revised content.

9. Each “loose” documented procedure that is not held within a manual includes: a. A title page that identifies the operational applicability and functionality. b. Identification of the date(s) of issue and date of effectiveness. c. Reference numbers for the content. d. A distribution list. e. Identification of responsibility for authorizing the document.

Quality Management System

Quality Management Manual (QMM)

Documentation

Rev. 07 08 May 2022 01.10

This Document Is Uncontrolled When Downloaded, Copied, or Printed

04.3The following responsibilities should be adhered to control SAUDIA operational documents:

1. Manual holders are responsible to identify and mark obsolete/reproduced documents, if retained. If not required, unnecessary Documents are disposed of.

2. The validity of each manual shall be maintained by ensuring it is periodically reviewed, amended and updated as per Document Revision processes to maintain the currency of information.

3. As required by authority requirements, a minimum period shall be defined to access the contents of relevant documents, such as old revisions or source references to be identified and retained. These contents shall be kept for a minimum of six months, if there is no specific time period is required.

4. SAUDIA Information Technology (IT) Division is responsible to ensure providing scheduled generation of back-up for all servers utilized for the management and control of any documentation/data used directly in the conduct of operations.

5. Accessibility/holder (user) and modifications rights for electronic documents must be restricted and identified for all media types.

6. Manual holders are responsible to verify documents remain legible and readily identifiable 7. Operational Divisions are required to specify the appropriate media types of documents to be

utilized for presenting and relaying information to operational staff. 8. All Operational Divisions develop and maintain operational documents in accordance with the

above requirements and submit to Safety, Aviation Security & Quality Division to ensure an organization-wide consistency in documentation philosophy, format and presentation of content.

Quality Management System

Quality Management Manual (QMM)

Documentation

Rev. 07 08 May 2022 01.11

This Document Is Uncontrolled When Downloaded, Copied, or Printed

05 Coordinated Documentation System (CDS) Operational manuals are coordinated throughout SAUDIA to ensure an organization wide consistency in documentation, philosophy, format, and presentation. Operational Division/Department Heads are responsible for ensuring that all operational manuals under their custody are coordinated prior to the final approval and distribution. New Manuals/revisions shall be synchronized with the concerned Operational Divisions/Departments to ensure there is neither conflict nor ambiguity in duties and responsibilities between the affected parties in reference to policies, processes, and procedures.

Quality Management System

Quality Management Manual (QMM)

Documentation

Rev. 07 08 May 2022 01.12

This Document Is Uncontrolled When Downloaded, Copied, or Printed

The following chart illustrates the complete process of the Coordinated Documentation System.

Coordinated Documentation System Process

Start

SAUDIA Operational Divisions establish and maintain their Documentations/Manuals in accordance with

Regulative Requirements and SAUDIA Corporate Standards.

Operational Divisions review inter-related processes to ensure compliance and standardization throughout the

airlines, as applicable.

Operational Divisions shall Fill Form QDF03 and distribute newly developed manuals/revisions to other

Divisions for review. a copy shall be submitted to Quality Department (SASQ)

Ensure an organization-wide consistency in documentation philosophy, format and Presentation of content.

Any inconsistency/ comments?

New Manuals/revisions are approved and distributed to applicable users

End

Coordinate with the concerned Operational Division for comments/

amendments required YES

Quality Management System

Quality Management Manual (QMM)

Documentation

Rev. 07 08 May 2022 01.13

This Document Is Uncontrolled When Downloaded, Copied, or Printed

05.1 Coordinated Documentation System Process Description: 1. All Operational Divisions/Departments are required to fulfill regulatory requirements and follow

SAUDIA Standards pertaining to the control of documentation. Documentation Standards include selecting best methods of distribution, choosing appropriate document size based on the manual operational nature, and defining the manual level and its relation to other documents within the Airlines.

2. Once a proposed change in the manual’s content, the manual owner shall fill (CDS) Form QDF03 and disseminate the intended change revision to interrelated Operational Divisions for review prior final approval using appropriate channels; whether soft or hard copy. All proposed updates/revisions must be sent to [email protected] with a copy to the Quality Department within SASQ Division.

3. When receiving the new updates/revisions, all Operational Divisions are responsible to review the inter-related processes and validate the information/responsibilities introduced within the Documents within a reasonable agreed upon timeframe.

a. Operational Divisions shall communicate immediately with the concerned Division (process owner) if there are comments or concerns that requires clarifications/amendments.

b. If there are No comments/amendments required, Operational Divisions shall officially inform the manual owner.

c. If no response is received within the defined period, the proposed manual/revision is considered final.

4. Once all comments/amendments are completed, if any, the new proposed Manual/revision is finally approved and distributed to all users as per the Distribution System.

mailto:[email protected]

Quality Management System

Quality Management Manual (QMM)

Records

Rev. 07 08 May 2022 01.14

This Document Is Uncontrolled When Downloaded, Copied, or Printed

06 Control of Records Records provide one of the strongest forms of evidence of maintaining and demonstrating the effectiveness of QMS. Control requirements apply to all records whether hardcopy or computerized. A quality record is a document, which fulfil evidence of personnel records, and also includes any activities performed or results achieved. Operational Divisions/Departments establish and maintain a system for the management and control of operational records to ensure the content and retention of such records is in accordance with requirements, as applicable, and to ensure operational records are subjected to standardized processes for:

1. Identification and Legibility: Readily identifiable - relates to easily determining the purpose and scope of the record, the design of records must prevent confusion or ambiguity in the completion and use of records. Records must be written legibly to be useful. It is also important to make sure that they are not exposed to unauthorized change or alteration.

2. Maintenance, Protection, Integrity, and Security: For the duration that they are kept, store records in locations and mediums that will protect against unauthorized access, environmental damage and ensure records are unaltered through loss, tampering, or corruption. Regularly review the condition of records.

3. Retrieval and Retention: Keep a listing of all the different categories of records and define the retention times associated with each category. Retention times are typically determined by regulatory, industry, or organizational requirements and policies. The indexing and filing of records (hardcopy or computer) must ensure easy retrieval.

4. Disposal: Records must eventually be disposed-off once past their defined retention times with the concerned manager approval. Disposition could range from permanent destruction of records to permanent storage in a secure onsite or off-site archive. The intent here is to remove the risk of inadvertent use and availability for current activities and unauthorized access.

5. Back-up: When utilizing an electronic system for the management and control of records. SAUDIA relies on the Information Technology Division to provide for a scheduled generation of back-up records. As per IT Division’s procedures, all SAUDIA servers are periodically backed-up to avoid loss of vital data and records.

Management Accountability and Responsibility

Quality Management Manual (QMM)

Duties, Roles, and Responsibilities

Rev. 07 08 May 2022 02.01

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Management Accountability and Responsibility

01 Management Commitment SAUDIA Operational Management is actively involved in implementing the Quality Management System (QMS) and continually improving its effectiveness. Managements is committed to maintain the Quality Management System and provide with strategic direction for the growth of the QMS and the continued enhancement of quality policy and the quality objectives. SAUDIA Operational Management is committed to work toward achieving the highest level of safety and security for operations and to continually enhance Quality culture. SAUDIA Operational Management recognizes its responsibility to comply with the laws, regulations, standards, and processes of the Kingdom of Saudi Arabia and international States in which operations are conducted. SAUDIA QMS defines, within the corporate documentation system, the authorities and responsibilities of management and non-management personnel throughout the organization and specifies:

1. The levels of management with the authority to make decisions that affect the Quality Management System, safety and/or security of aircraft operations;

2. Responsibilities for ensuring that all Operations are conducted in accordance with applicable regulations and SAUDIA standards.

The Chief Executive Officer (CEO) is the Accountable Executive and authority, who ensures the availability of resources for SAUDIA Operational safety and security, in accordance with applicable national and international standards and regulations.

Management Accountability and Responsibility

Quality Management Manual (QMM)

Duties, Roles, and Responsibilities

Rev. 07 08 May 2022 02.02

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Air Operator Certificate Organization Structure Chart

CEO SAUDIA Airlines Certificate Holder

Accountable Executive

Integrated Operations Customer Center Technical Services Flight Operations In Flight Services Ground Operations

Operations Commercial

Safety, Security, and Quality Functions

Safety, Aviation Security and Quality Division

Formal Reporting

Informal Reporting 02 Management Functions SAUDIA organizational chart has been established to show the interrelation of personnel in the organization. Job descriptions define the responsibilities and authorities of each of the positions on the organizational chart. Job descriptions and the organizational chart are reviewed and approved by top management for adequacy. Documents are available throughout the organization to help employees understand responsibilities and authorities. The QMM defines the accountabilities and responsibilities of Management personnel in regards to Quality functions. SAUDIA Management ensures managerial continuity is maintained for the Delegation of Duties within the management system whenever operational managers, including nominated post holders if applicable, are absent from the workplace. The Delegation Duties Process is documented in the Management Policy and Procedures Manual (MP&P as revised).

Management Accountability and Responsibility

Quality Management Manual (QMM)

Duties, Roles, and Responsibilities

Rev. 07 08 May 2022 02.03

This Document Is Uncontrolled When Downloaded, Copied, or Printed

SAUDIA Holding Organization Chart

Director General

Executive Chief, DG Office

MGR Governance, Risk & Compliance

Secretary General Board of Directors

VP, Internal Audit

EVP, Corporate Management &

Regulations

EVP, Finance & Services Affairs

EVP, Government Liaison & Receivable

VP, Transformation EVP, Privatization EVP, Strategies VP, Corporate

Communication

VP, Fleet Management & Agreements

VP, Legal Affairs

Whole Owned Companies

Partially Owned Companies

“SAUDIA” Air Transport

Flyadeal

Prince Sultan Aviation Academy

“SAUDIA” Royal Fleet

“SAUDIA” Aerospace Engineering Industries

Saudi Airlines Real Estate Development

“SAUDIA” Private Aviation

Saudi Airlines Catering

Saudi Ground Services

“SAUDIA” Cargo

“SAUDIA” Medical Services

Management Accountability and Responsibility

Quality Management Manual (QMM)

Duties, Roles, and Responsibilities

Rev. 07 08 May 2022 02.04

This Document Is Uncontrolled When Downloaded, Copied, or Printed

SAUDIA Mainline Organization Chart

CEO SAUDIA Air Transport Company

MGR Top 5 Project

VP Human Resources

MGR Cybersecurity Center Of Excellence

GM Strategic Projects & General Services

VP Safety & Aviation Security & Quality

AVP Revenue & Performance Controlling

Chief Commercial Officer (EVP Commercial)

Chief Operations Officer (EVP Operations)

Chief Financial Officer (EVP Finance & Services)

Chief Information Technology Officer

VP Network & Revenue

Management

VP Marketing & Product Mgmt

VP Ground Operations

VP Passenger Sales

MGR SV Cargo Operations

VP Hajj & Umrah Product & Svcs

VP Flight Operations

VP Technical Services

VP Integrated Operation

Customer Center

VP In-Flight Services

GM Operations Projects

GM Operations Performance Controlling

VP Treasury

VP Financial Planning & Controlling

VP Accounting

VP Procurement & Supply Chain

GM Financial Governance &

Compliance

VP IT Support & Operation

AVP Digital Technology

AVP Business Enablement & IT

Governance

MGR Performance & Corporate

Control

MGR Operations Communication

Management Accountability and Responsibility

Quality Management Manual (QMM)

Duties, Roles, and Responsibilities

Rev. 07 08 May 2022 02.05

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Safety, Aviation Security and Quality Organization Chart

VP Safety & Aviation Security & Quality

GM Flight Safety GM Quality Management GM Ground Safety

MGR Flight Safety

MGR Emergency Response Plans

MGR Aviation Security

MGR Preventive Aviation Security

MGR Quality Compliance

MGR Quality Audit

MGR External Operations Quality Oversight

MGR Ground Safety

MGR Technical Safety

Management Accountability and Responsibility

Quality Management Manual (QMM)

Duties, Roles, and Responsibilities

Rev. 07 08 May 2022 02.06

This Document Is Uncontrolled When Downloaded, Copied, or Printed

02.1 Chief Executive Officer (CEO) The CEO is the Accountable Executive having overall accountability and responsibility for:

1. Overseeing and directing all SAUDIA Airline functions and services to ensure compliance with the corporate strategies and objectives.

2. Overseeing all aspects of the GACARs, Ops Specs and other applicable regulatory compliance. 3. Formulating SAUDIA’s strategy, vision, mission and leading the decision making process to

ensure that SAUDIA delivers on its short, medium and long term objectives. 4. Governing SAUDIA’s operational policies to ensure all relevant procedural/legislative

requirements are fulfilled. 5. Defining and Improving SAUDIA’s goals in accordance with trends and evolutions in air

transportation industry. 6. Representing SAUDIA in national and international boards as well as in public relation matters

to ensure proper representation in order to stay aligned with the industry. 7. Approving operational budget and overseeing the monitoring of financial performance verses

the set budget to ensure alignment. 8. Reviewing all function reports for accuracy to ensure conformance to relevant principles of

corporate governance and Company requirements, policies and standards. 9. Championing the process of effective leadership to raise employees’ awareness towards

SAUDIA’s mission, vision, strategy and values to ensure high level commitment towards the Airlines.

10. Ensuring compliance with all relevant safety, quality, health, security and environmental procedures across the departments in order to promote a healthy and safe work environment.

11. Directs plans for the development of personnel resources to ensure successful management and operation of the corporation. Controls and coordinates the functions and operations of the various elements of the organization in order to achieve established goals.

12. Responsible for the safety of the entire operations together with the, maintenance and performance of safety and SMS, and ensuring that the SMS is properly implemented in all areas of the organization and performing in accordance with specified requirements.

Management Accountability and Responsibility

Quality Management Manual (QMM)

Duties, Roles, and Responsibilities

Rev. 07 08 May 2022 02.07

This Document Is Uncontrolled When Downloaded, Copied, or Printed

02.2 Chief Operation Officers (EVP Operations) The EVP Operations, within area of Operations, is the overall responsible and accountable for:

1. The conduct of all Operations authorized under the Air Operations Certificate (AOC). 2. Maintaining an ongoing compliance with conditions and restrictions of the AOC, and in

compliance with applicable regulations and SAUDIA standards. 3. Ensuring implementation and conformance of Operational Safety, Quality and Aviation

Security Systems. 4. Enforcing a Corporate Policy that commits the organization to promote a culture that has safety,

security, and quality as fundamental operational priority. 5. The provision of appropriate human and financial resources that will result in an organizational

culture that fosters safe practices, encourages effective Safety, Quality and Security reporting and communication.

6. The requirements originating from applicable external sources, including regulatory authorities, original equipment manufacturers and suppliers.

7. Promoting communications and coordination within Operational Management on Operational Risks, Safety, Quality, and Aviation Security issues.

8. Reviewing the Quality Management System to ensure it continues suitability, adequacy and effectiveness.

9. Ensuring that all contracts or agreements executed with wet lease operations or external service providers that conduct outsourced operations or maintenance for SAUDIA shall include or reference for specific documented requirements that can be monitored to ensure requirements that affect the Quality of operations are being fulfilled.

10. Ensuring that services/products acquired from external suppliers, which directly affect operational safety or security, meet required technical specifications prior to utilization in the conduct of operations or aircraft maintenance.

11. Provide resources for the required training to ensure the safe operation of the organization.

Management Accountability and Responsibility

Quality Management Manual (QMM)

Duties, Roles, and Responsibilities

Rev. 07 08 May 2022 02.08

This Document Is Uncontrolled When Downloaded, Copied, or Printed

02.3 VP Safety, Aviation Security and Quality VP SASQ is the designated “Quality Manager” and is the responsible individual and focal point for the effectiveness and performance of the QMS, and has the following responsibilities and authority for:

1. The overall management and oversight of Quality Programs and directing Quality strategies and plans within AOC Divisions.

2. Ensuring the establishment and implementation of sound Quality policies, processes and procedures that meet applicable regulatory requirements and standards.

3. Maintaining Quality programs concerning SAUDIA Operations through directing and/or monitoring functions of concerned divisions.

4. Coordinating with SAUDIA Operational Divisions, related government agencies and international organizations on Safety and Quality issues.

5. Reporting directly to the Accountable Manager (CEO); and on his behalf: a. Takes into account the requirements originating from applicable external sources,

including regulatory authorities, original equipment manufacturers and suppliers. b. Manages the organization’s Risk, Safety and Quality issues. c. Frequently reviews the Quality Management System to ensure its continuing suitability,

adequacy and effectiveness and provide necessary recommendations / reports to SAUDIA higher executive management.

6. Providing necessary and adequate oversight over the implementation, monitoring and maintaining the Quality Management System (QMS) within SAUDIA Operational Divisions.

7. Reporting Audit results to concerned top Management through the appropriate reporting channels including the Management Review Meeting (MRM) whenever deemed necessary.

8. Acting as a liaison with external parties such as Audit Organization or auditors on matters relating to the QMS.

9. Ensuring communication and coordination with the Operational managers in the management of operational Risk, Safety, Quality and Security issues.

10. Ensuring achievement of the highest Quality standards based on approved Quality policies, processes and procedures and industry requirements.

11. The implementation and maintenance of effective Quality Management System (QMS) that is in support of SMS.

12. Ensuring overall Quality promotion and communication throughout the organization. 13. Ensuring that the SAUDIA Quality policy remains consistent with, and supports SAUDIA Safety

Management System and the fulfillment of its requirements and activities as outlined in the SMM. 14. Ensuring an operational awareness of relevant quality assurance issues and results by

disseminating to both management and non-management personnel.

Management Accountability and Responsibility

Quality Management Manual (QMM)

Duties, Roles, and Responsibilities

Rev. 07 08 May 2022 02.09

This Document Is Uncontrolled When Downloaded, Copied, or Printed

02.4 Operational Division/Department Heads

Operational Division Heads, within their divisions, are the accountable executives having overall accountability and responsibility for:

1. The compliance with the requirements originating from applicable external sources, including regulatory authorities, original equipment manufacturers and suppliers as well as the Operational Safety, Quality and Security matters of the division.

2. Enforcing a policy that commits the division to a culture that has safety, security, and quality as fundamental operational priority.

3. The provision of appropriate human resources that will result in a culture that fosters safe practices, encourages effective Safety, Quality and Security reporting and communication, and actively manages Safety, Quality and Security.

4. Ensuring communication and coordination with the SASQ Division and the Operational management on operational Risk, Safety, Quality and aviation Security issues.

5. Liaising with regulatory authorities, as indicated in Operations Specifications, original equipment manufacturers and other operationally relevant external entities.

6. Setting quality goals and objectives for their respective Operational Divisions. 7. Establishing, implementing and maintaining a divisional Quality System that provides for:

a. Quality Control Program b. Auditing and evaluation of the management system within their applicable divisions

and service providers. c. Functions to ensure the organization is complying with regulatory and internal

requirements. d. Monitoring and oversight of external contractors. e. Satisfying stated operational needs. f. Identifying hazards, undesirable conditions and areas requiring improvement. g. Assessing the effectiveness of safety risk controls.

8. Reviewing the divisional quality system to ensure its continuing suitability, adequacy and effectiveness.

10. Ensuring that processes are established to monitor external service providers that conduct outsourced operations, maintenance or security functions for the Operator to ensure requirements that affect the safety and/or security of operations are being fulfilled.

11. Ensuring that products acquired from external suppliers, which directly affect operational safety or security, meet required technical specifications prior to utilization in the conduct of operations or aircraft maintenance.

Management Accountability and Responsibility

Quality Management Manual (QMM)

Duties, Roles, and Responsibilities

Rev. 07 08 May 2022 02.10

This Document Is Uncontrolled When Downloaded, Copied, or Printed

02.5 GM Quality (SASQ)

GM Quality is the responsible individual and focal point for the implementation and maintenance of QMS. To serve as GM Quality, a person shall fulfill the minimum education, experience and skills as outlined in the official JDQ. GM Quality has the following responsibilities and authorities:

1. Establishing, implementing, and maintaining a Quality Management System (QMS) for SAUDIA operations in accordance with national/international standards.

2. The establishment and execution of SAUDIA Quality Assurance Program for auditing and evaluation of the effectiveness and efficiency of the audit processes within SAUDIA Operational Divisions.

3. Monitoring the adequacy of procedures required to ensure safe operational practices and compliance monitoring including a feedback system to the appropriate management.

4. Ensuring that the Airlines is complying with regulatory and internal requirements. 5. Liaising with regulatory authorities and external entities on quality and compliance related

issues. 6. Identifying hazards, undesirable conditions and areas requiring improvement. 7. Establishing and distributing a Corporate Audit Plan in coordination with Operational Divisions,

taking into consideration applicable regulatory requirements and IOSA Standards, and observing required adherence to the audit schedule.

8. Managing the SAUDIA SAFA Program and chairing SAFA Committee. 9. Establishing effective methods of Quality Communication for the exchange of quality and safety

relevant information with Operational personnel in order to achieve QMS goals and objectives. 10. Assigning Auditors to conduct audits according to the audit schedule and ensure all necessary

resources and preparation are available toward conducting productive audits. 11. Coordinating with VP SASQ for the utilization of qualified auditors within the division to serve

the Quality Assurance Program as needed. 12. Assisting in the development and establishment, as well as, monitoring Key Performance

Indicator (KPI) of Operational activities. 13. Ensuring the Quality Assurance Program employs auditors that:

a. Have been appropriately trained and qualified. b. Are impartial and functionally independent from operational areas to be audited

“quality audit principles forbid an auditor from auditing his or her own work area”. c. Utilize Safety & Quality Database to manage audits, and monitor corrective action

results. D

Management Accountability and Responsibility

Quality Management Manual (QMM)

Duties, Roles, and Responsibilities

Rev. 07 08 May 2022 02.11

This Document Is Uncontrolled When Downloaded, Copied, or Printed

02.6 Quality Representatives (Operational Divisions) SAUDIA Operational Divisions shall appoint qualified Quality Managers/representative as responsible individuals and focal point for the implementation and maintenance of effective QMS within their divisions/applicable service providers. In coordination with Quality department (SASQ), the Quality Manager/representative's duties are to monitor the compliance with and the adequacy of processes which are necessary to ensure safe, secure and quality operational practices. All daily operational activities in the following respected areas should be monitored by the Quality Managers/Representatives, as applicable:

1. Safety and Emergency Response 2. Flight Operations 3. Flight Dispatch 4. Technical Services 5. Operations Control 6. Ground Operations 7. In-Flight Services 8. Aviation Security 9. Cargo Operations

In addition, Quality Manager/Representatives determine if the standards required by the aviation authorities are within the framework of the AOC, as well as the requirements imposed by the SAUDIA concerning operations, training and maintenance under the supervision of the responsible Post holders, are conducted in an orderly manner. To maintain the effectiveness of the QMS, Quality Manager/Representative shall be responsible for:

1. Ensuring that the Quality policies contained in this manual are complied with at all times by Division’s personnel.

2. The implementation, monitoring and maintaining of the divisional Quality system in their area. 3. Ensuring that their Division is complying with regulatory and internal requirements. 4. Conducting divisional Quality audits, inspections and surveys regularly; as applicable. 5. Setting-up an audit schedule within their respective area and monitoring the execution of the

audit schedule. 6. Ensuring the utilization of qualified operational auditors whom are impartial and functionally

independent from operational areas to be audited.

Management Accountability and Responsibility

Quality Management Manual (QMM)

Duties, Roles, and Responsibilities

Rev. 07 08 May 2022 02.12

This Document Is Uncontrolled When Downloaded, Copied, or Printed

7. Conducting audits considering the followings: a. Requirements originating from applicable external sources, including regulatory

authorities and original equipment manufacturers. b. Manage the organization’s Risk, Safety, Quality and Security issues. c. Reviewing the management system, at regular intervals, to ensure its continuing suitability,

adequacy and effectiveness and provide necessary recommendations / reports to their respective executive management.

8. Monitoring audits and follow-up corrective action results with the corporate approved Safety & Quality database program.

9. Reporting audit results to their respective executive management and GM Quality. 10. Monitoring all Safety, Quality, and Security inspection/hazard reports which draw attention to

hazardous conditions and make recommendations, as necessary and conducting Risk Management in cooperation with Safety Department in SASQ Division.

11. Keeping documentation and records of such audits, inspections and surveys and the discrepancies noted (including inspections resulting in no discrepancies) for at least two years.

12. Ensuring that audit follow-up and corrective actions, repetitive reoccurrences, and other discrepancies brought to attention, are corrected promptly.

13. Monitoring/Auditing wet lease operations or external service providers that conduct outsourced operations or maintenance functions to ensure requirements that affect the Safety, Quality and Security of operations are being fulfilled.

14. Ensuring products acquired from external suppliers, which directly affect the Safety of operations or the airworthiness of aircraft, meet the required technical specifications prior to utilization in the conduct of operations or aircraft maintenance.

15. Ensuring that all personnel are adequately trained and qualified and shall maintain an updated list of all personnel and the currency of certification.

16. Attending and actively participating in corporate Quality meetings/committees.

Management Accountability and Responsibility

Quality Management Manual (QMM)

Operational Planning

Rev. 07 08 May 2022 02.13

This Document Is Uncontrolled When Downloaded, Copied, or Printed

03 Operational Planning

An operational planning is a subset of strategic work plan. It describes short-term ways of achieving milestones and explains how, or what portion of, a strategic plan will be put into operation during a given operational period. Management Personnel within Operational Divisions are responsible to establish project priorities and set specific plans based on targeted objectives and operational needs.

Operational plans shall establish the activities for each part of the organization. An operational plan draws directly from strategic plans to describe missions and goals, program objectives, and program activities. The Operational Planning shall also provide a plan for resource allocation; reflect policy decisions or financial changes made during the development process.

Operational plans shall be prepared annually by each Operational Division and approved by the division head. The approved plan shall be readily available by beginning of the year. There is often a need for significant cross-departmental dialogue as plans created by one part of the organization inevitably have implications for other parts.

Operational plans should contain, as a minimum: 1. Clear objectives 2. Activities to be delivered 3. Quality standards 4. Desired outcomes 5. Staffing and resource requirements 6. Implementation timetables 7. A process for monitoring progress.

SAUDIA ensures the management system includes planning processes for operations which:

1. Define desired operational safety and security Objectives; 2. Address operational resource requirements; 3. Take into account requirements originating from applicable external sources, including

regulatory authorities and original equipment manufacturers.

Management Accountability and Responsibility

Quality Management Manual (QMM)

Operational Planning

Rev. 07 08 May 2022 02.14

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Operational Planning Process

Each Operational Division Determines: - key strategies to be utilize - Action plans - Targets to be achieved. - Milestones - Resources including Budgets

Establish SAUDIA Operational Priorities

Start

End

Do Progress Review

Take Corrective / Preventive actions, as necessary

Review Achievements during Management Meetings

If required, Implement Meetings Recommendations

Take into considerations: - Regulatory Requirements. - Definition of Operational Safety, Security, and Quality Objectives. - Original Equipment Manufacturers Requirements.

Management Accountability and Responsibility

Quality Management Manual (QMM)

Operational Planning

Rev. 07 08 May 2022 02.15

This Document Is Uncontrolled When Downloaded, Copied, or Printed

03.1 Operational Planning Process Description:

1. When establishing an operational plan, Management must prioritize their projects taking into consideration the following:

a. Regulatory Requirements. b. Definition of Operational Safety, Security, and Quality Objectives. c. Original Equipment Manufacturers Requirements.

2. Once projects are prioritized, The Division must determine: a. The key strategies to be utilized. b. Action plans and the road map of the project. c. Specific targets to be achieved. d. The milestones of the project. e. Resources required to meet the plan.

3. During the course of the plan, the Division shall conduct periodic progress reviews to measure the advancement of the plan.

4. If any deviation or delays are detected, corrective/preventive actions must be implemented as measures to position the plan back on path.

5. Project Achievements are to be reviewed during Management Meetings. 6. If required, recommendations are to be implemented.

Management Accountability and Responsibility

Quality Management Manual (QMM)

Management Reviews

Rev. 07 08 May 2022 02.16

This Document Is Uncontrolled When Downloaded, Copied, or Printed

04 Corporate Quality Committees 04.1 Introduction Quality Committees are essential platforms and an effective communication method to ensure Operational Quality matters including requirements are properly identified, reviewed, evaluated and addressed throughout the organization.

In general, Quality Committees serve the following purposes: • Coordinating the organizations efforts towards compliance. • Highlighting trends and Quality concerns. • Initiating new Quality related projects and initiatives. • Identifying areas of improvement. • Providing and receiving feedback and progress updates. • Promoting quality awareness. • Monitoring Operational Divisions Quality programs. • Following up raised recommendations and required corrective actions. • Escalating significant quality concerns and unresolved issues. • Communicating critical concerns requiring decision making.

There are multiple levels of committees within the Quality framework. Each Quality Committee has clearly defined duties, responsibilities, authorities, attendees, outcomes and frequencies. However, all these committees are structured and interlinked in a way that ensures Quality Objectives are aligned across operational areas within the organization and effectively achieved.

In addition to the structured Quality Committees, the Quality Management Department has a direct reporting line to VP SASQ to empower quality activities and be vigilant of all raised concerns to ensure appropriate management in a timely manner.

Management Accountability and Responsibility

Quality Management Manual (QMM)

Management Reviews

Rev. 07 08 May 2022 02.17

This Document Is Uncontrolled When Downloaded, Copied, or Printed

The below chart illustrates the interlink between all Quality related committees:

Committees Level Committees Structure Owner

CEO Strategic

Corporate MRM/LM/Other Senior

Management Committees

QMC ICSCSAFA

ICM

MRM SASQ / Other SASQ Committees

CEO

SASQ Management VP SASQ

Operational Divisions GM Quality

Quality Department GM Quality

Management Accountability and Responsibility

Quality Management Manual (QMM)

Management Reviews

Rev. 07 08 May 2022 02.18

This Document Is Uncontrolled When Downloaded, Copied, or Printed

05 Leadership Meeting (LM)

The Leadership Meeting is a top management meeting that is held under the chairmanship of the accountable executive (CEO).

05.1 Purpose

1. To establish and maintain direct communication lines between all divisions senior managements under the Chairmanship of the CEO to continually seek means and ways that lead to operational efficiency.

2. To identify, review and act upon company strategic issues and plans. 3. To enhance the operational performance within the organization including safety, quality and

security related events to ensure the suitability, adequacy and effectiveness of the management system.

Review Input

The inputs of the Leadership Meeting includes the following items: • Operational performance feedback including departures, on time performance, fleet

utilization, canceled flights, disruption events. • Findings from operational inspections and investigations; • Incidents and near-miss reports; • Results of Quality audits; • Changes in regulatory policy or civil aviation legislation; • Process performance and organizational conformance; • Status of corrective and preventative actions; • Results from implementation or rehearsal of the Emergency Response Plan (ERP); • Aviation Security threats, concerns performance and improvement; • Feedback and recommendations for management system improvement; • Regulatory violations. • Commercial and operational performance • Financial, IT and Human Resources performance • Hajj & Umrah performance; • Cargo Performance; • Transformation initiatives; • Performance Controlling & Net Promoter Score (NPS) Reports; • Achievements, challenges and concerns; • Track and monitor objectives against targeted KPIs. • Other topics as required.

Review output

Output from the Leaderships Meeting would typically include decisions and actions related to: • Improvement of the processes throughout the management system; • Safety and security requirements; • Resource needs.

Management Accountability and Responsibility

Quality Management Manual (QMM)

Management Reviews

Rev. 07 08 May 2022 02.19

This Document Is Uncontrolled When Downloaded, Copied, or Printed

05.2 Leadership Members and Cycle Cycle: Every two weeks on Tuesday (08:00-09:30) Monthly on Wednesday after the 15th day of each moth (08:00-10:00) Members: For the every two weeks meeting: CEO, VP SASQ, COO, CCO, CFO

CIO, VP HR, AVP Revenue and Performance Controlling, GM Strategic Projects and General Services, GM Operations Projects, MGR Cybersecurity Center of Excellence, and MGR Top 5 Project.

For the monthly meeting: CEO, EVPs, VPs, AVPs and others as

deemed necessary. Chairman: CEO Secretarial Support: CEO Secretarial Office Distribution: Members and/or any other concerned

Management Accountability and Responsibility

Quality Management Manual (QMM)

Management Reviews

Rev. 07 08 May 2022 02.20

This Document Is Uncontrolled When Downloaded, Copied, or Printed

06 Management Review Meeting (MRM) Top management reviews the QMS at management review meetings conducted annually or as deemed required. The purpose of these review meetings is to assess the overall continuing QMS suitability, adequacy and effectiveness in the management and control of operations and associated risks. In addition, MRM aims to identify opportunities for improvement and needed changes. The MRM reviews the defined safety objectives, organizational structure, reporting lines, authorities, responsibilities, policies, processes and procedures, as well as allocation of resources and identification of training needs. The MRM reflects the commitment of SAUDIA Operations for achieving Quality Excellence as a world-class airline.

Management Accountability and Responsibility

Quality Management Manual (QMM)

Management Reviews

Rev. 07 08 May 2022 02.21

This Document Is Uncontrolled When Downloaded, Copied, or Printed

MRM PROCESS

MRM Process

VP SASQ CEO Operational VPs

Start

End

Management Review Minutes along with the supporting data are filed in CEO

office. A copy of all records to be submitted to VP SASQ when requested

Annually or as deemed required schedule a Management Review Meeting

Receive Management Review Meeting Agenda, attendees must include; CEO (Chairman), EVP Operations, Operational VPs, Quality Representatives and Guests who may be invited by

Top Management

Conduct Management Review Meeting according to the agenda inputs

Approve and Distribute Meeting Minutes

Assign Action Items to the concerned divisions and take corrective/ preventive actions

Management Accountability and Responsibility

Quality Management Manual (QMM)

Management Reviews

Rev. 07 08 May 2022 02.22

This Document Is Uncontrolled When Downloaded, Copied, or Printed

06.1 Review Input

Assessment of the QMS is based on a review of information inputs to management review. These inputs include the following:

1. Results of audits. 2. Findings from operational inspections and investigations. 3. Operational feedback. 4. Incidents and near-miss reports 5. Changes in regulatory policy or civil aviation legislation. 6. Process performance and organizational conformity. 7. Status of preventive and corrective actions. 8. Results from implementation or rehearsal of the Emergency Response Plan (ERP). 9. Follow-up actions from previous management reviews. 10. Feedback and recommendations for management system improvement. 11. Regulatory violations.

06.2 Review Output

During these review meetings, members will identify appropriate actions to be taken regarding the following issues:

1. Improvement of processes throughout management system. 2. Safety, Security, and Quality requirements. 3. Resource needs.

Responsibility for required actions is assigned to members of the management review team. Any decisions made during the meeting, assigned actions, and their due dates are recorded in the minutes of management review.

06.3 MRM Members and Cycle

Cycle: Annually, or more as deemed required. Members: EVP Operations, EVP commercial, Concerned VPs, Concerned GMs

and/or any other invitees.

Chairman: CEO Secretarial Support: VP SASQ / GM Quality Distribution: Members and/or any other concerned

Management Accountability and Responsibility

Quality Management Manual (QMM)

Management Reviews

Rev. 07 08 May 2022 02.23

This Document Is Uncontrolled When Downloaded, Copied, or Printed

07 SASQ Management Review Meeting (SASQ-MRM)

The aim of SASQ Management Review Meeting is to review and evaluate the overall suitability, adequacy, and effectiveness of the Safety, Security, and Quality Management Systems within SAUDIA Operations. The review intends to identify opportunities for improvement and make decisions for required changes. SASQ MRM shall focus on the aligning objectives, monitoring system performance, and allocation of resources to include competency and training needs. SASQ MRM shall be conducted annually or as deemed required. 07.1 Review Input

Assessment of the QMS, SMS, and SeMS is based on a review of information inputs to SASQ management. These inputs include the following:

12. Safety Management System (SMS) i. Safety oversight programs;

ii. Operational inspections and investigations; iii. Incidents and near-miss reports; iv. Safety Performance indicators and statistical analysis. v. Flight Data Monitoring Program;

vi. Emergency Response Plan (ERP) rehearsals, critiques, inspections, and other issues; vii. Regulatory violations.

13. Quality Management System (QMS); i. Changes and updates in GACA/External regulations;

ii. Corporate Audit Program; iii. Results raised from applied Quality Programs; iv. Organizational compliance and conformity; v. SAFA Program.

14. Security Management System (SeMS); i. Changes and updates in GACA/External Security regulations;

ii. Results of major findings raised from security monitoring programs; iii. Operational Security issues and concerns;

15. Administrative Matters. i. SASQ Mission, Vision, Objectives;

ii. Follow-up actions from previous management reviews; iii. Management and administrative subjects; iv. General recommendations for management system improvement.

Management Accountability and Responsibility

Quality Management Manual (QMM)

Management Reviews

Rev. 07 08 May 2022 02.24

This Document Is Uncontrolled When Downloaded, Copied, or Printed

07.2 Review Output During the SASQ review meeting, management will identify and agree on the following: 1. Appropriate actions to be taken regarding each presented subject; 2. Assign responsibilities for each action; 3. Agree on the timeline and target dates to accomplish actions; 4. Improve SASQ processes throughout the management systems. 5. Implement all Safety, Security, and Quality requirements; 6. Allocate the necessary resources. Responsibility for required actions is assigned to members of the SASQ management review team. Any decisions made during the meeting, assigned actions, and their due dates are recorded in the minutes of management review. 07.3 SASQ-MRM Members and Cycle Cycle: Annually, or more as deemed required. Members: GM Flight Safety, GM Ground Safety, GM Quality Management, all

concerned Mangers/or any other invitees. Chairman: VP SASQ Secretarial Support: VP SASQ’s Office Distribution: Members and/or any other concerned

Management Accountability and Responsibility

Quality Management Manual (QMM)

Management Reviews

Rev. 07 08 May 2022 02.25

This Document Is Uncontrolled When Downloaded, Copied, or Printed

08 Quality Management Committee (QMC) The QMC is a meeting that is convened under the chairmanship of GM Quality (SASQ) and is established to oversight, evaluate, regulate and improve the Quality Management System of SAUDIA Operations by reviewing applicable system-wide operational matters to ensure continuous compliance with national and international standards and regulations.

08.1 Objectives

QMC objectives encompasses, but not limited, to: 1. Providing an oversight for QMS related matters pertaining to SAUDIA Operations; 2. Ensuring and maintain an effective management in implementation of Quality Programs; 3. Overseeing audits’ progress and results within SAUDIA Operations; and 4. Maintaining communications and cooperation between Operations' Divisions, as well as other

SAUDIA Divisions and service providers with the intent to promoting effectiveness and efficiency of the Operations.

08.2 Powers and Authorities

The QMC is established with lines of authorities and powers that extend and encompass the followings:

1. Primary authority for the QMS implementation, Operational Quality, and the enhancement of strategic objectives.

2. The power to undertake all actions necessary to achieve QMS objectives. 3. The authority to elevate all essential outputs of the QMC Committee to the MRM or other

appropriate committee for further reviews and follow-ups. 4. The authority to delegate to one or more sub-committees any of the powers and discretions of

the QMC.

08.3 Duties and Responsibilities

In addition to lending an effective and essential support to the MRM in the implementation of the QMS through the dynamic and continued input and reviews of quality issues, concerns and requirements, as well as deliberations to reaching consensus on preventive/corrective actions decisions. The QMC duties and responsibilities shall include the followings:-

1. Ensure the communication and implementation of the Quality Policy. 2. Ensure the QMS is achieving its Operational goals and objective. 3. Establish and maintain the airline Operational Quality Standards. 4. Ensure that SAUDIA Operations are in compliance with SAUDIA Quality Standards, applicable

standards, requirements, and regulations. 5. Maintain a coordinated documentation system with a manual hierarchy for SAUDIA Operations.

Management Accountability and Responsibility

Quality Management Manual (QMM)

Management Reviews

Rev. 07 08 May 2022 02.26

This Document Is Uncontrolled When Downloaded, Copied, or Printed

6. Review Operational Quality Programs and ensure all are proceeding effectively and efficiently, through data analysis to identify risks and areas for improvement.

7. Explore, analyze and implement, as needed, all areas for continual improvements of the QMS. 8. Identify potential non-compliance areas and search for possible improvement opportunities. 9. Review the Quality Key Performance Indicators (KPIs) for Operational Divisions. 10. Evaluate and enhance the Quality Training and education requirements in view of available

resources for Operational Divisions. 11. Develop and maintain a Quality Awareness Program that fosters for a Quality Culture.

08.4 QMC Members and Cycle

Cycle: Periodic as required Members: All Operational Divisions’ quality representatives /or any other

concerned.

Chairman: GM Quality – SASQ Distribution: VP SASQ, concerned Management, Members, and/or any other concerned.

Management Accountability and Responsibility

Quality Management Manual (QMM)

Management Reviews

Rev. 07 08 May 2022 02.27

This Document Is Uncontrolled When Downloaded, Copied, or Printed

09 IOSA Corporate Steering Committee (ICSC) The ICSC is a corporate wide committee that is empowered by the CEO to guide the Airline into conforming with all IOSA Standards and Recommended Practices. The Chairmanship of the Committee is vested with GM Quality, SASQ Division. ICSC Meetings take place more frequently when SAUDIA is due for an IOSA Registry Renewal. 09.1 Duties and Responsibilities

1. Determine the conformance level of SAUDIA Operational Divisions/Departments with IOSA Standards And Recommended Practices (ISARPs) or any other standards as directed by the CEO with the objective to upgrade the Airline to the highest industry levels;

2. Ensure the structure of the QMS is sound in terms of appropriate levels of staff compliance with approved policies, procedures and a satisfactory level of competency and training.

3. Ensure effective arrangements exist for promoting and monitoring the performance of Safety, Quality, and Security within SAUDIA;

4. Monitor the audit program to ensure each functional area is audited as a part of the organization’s plan for evaluating overall conformance;

5. Provide consultations and recommendations to Operational Divisions for continual improvement and conformance with applicable standards;

6. Report and escalate all IOSA related matters directly to top management as appropriate for further review and follow-up.

09.2 ICSC Members and Cycle Cycle: As required Members: All Operational Divisions’ representatives /or any other concerned.

Chairman: GM Quality – SASQ Distribution: CEO, EVP Operations, VPs, concerned Management, Members, and/or

any other concerned.

Management Accountability and Responsibility

Quality Management Manual (QMM)

Management Reviews

Rev. 07 08 May 2022 02.28

This Document Is Uncontrolled When Downloaded, Copied, or Printed

10 Safety Assessment of Foreign Aircraft (SAFA) Committee SAFA committee is a meeting that is convened under the chairmanship of GM Quality (SASQ) and is established to address all issues pertaining to the Safety Assessment of Foreign Aircraft (SAFA) program within SAUDIA.

10.1 Objectives

• Review findings, corrective actions, preventive measures and evidence of implementation; • Reassess the preventive actions taken for any repetitive findings and provide SAUDIA

SAFA coordinators with effective preventive measures; • Evaluates the received corrective action taken and monitor the implementation of corrective

measures; • Ensure the required policies, processes and other applicable requirements related to

SAUDIA SAFA program are properly documented. • Ensure that each Operational Division is responsible to assure continuous compliance with

SAFA requirements by ensuring proper implementation and monitoring of all SAFA Ramp inspection checklist items. SAFA Checklist elements shall be included as a part of the inspection program for each Division/Department.

• Ensure to coordinate any shared findings directly with the concerned divisions. 10.2 Duties and Responsibilities The concerned Division’s VP shall assign and delegate SAFA committee member (GM level) with full authority to represent the Division. SAFA committee member shall: • Provide the root causes, corrective actions, evidences of implementation and preventive measures

in order to close the SAFA Findings Reports accordingly; • Determine and assign their SAFA Coordinators to handle the SAFA Findings Reports effectively; • Keep SAUDIA SAFA Coordinators updated with any changes to the Division’s SAFA

Coordinators; • Be fully responsible for the accuracy and legibility of responses that will be uploaded to SAFA

Database.

Management Accountability and Responsibility

Quality Management Manual (QMM)

Management Reviews

Rev. 07 08 May 2022 02.29

This Document Is Uncontrolled When Downloaded, Copied, or Printed

10.3 SAFA Committee Members and Cycle Cycle: As required

Members: GM Quality, GM Flight/Ground Safety, GM Flight Standards (FO), GM Airport Services (GO), GM In-Flight Services Cabin Crew (IFS), GM A/C Maintenance, SAUDIA SAFA Coordinators.

Chairman: GM Quality – SASQ

Distribution: CEO, COO, VPs, concerned Management, Members, and/or any other concerned.

Management Accountability and Responsibility

Quality Management Manual (QMM)

Management Reviews

Rev. 07 08 May 2022 02.30

This Document Is Uncontrolled When Downloaded, Copied, or Printed

INTENTIONALLY LEFT BLANK

Resources Management

Quality Management Manual (QMM)

Resources

Rev. 07 08 May 2022 03.01

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Resources Management

01 Provision of Resources

SAUDIA Operational Management is committed to avail sufficient resources for the implementation of the Quality Management System. In order for the effective maintenance and continual improvement of operational functions, Management shall ensure the existence of the necessary and adequate facilities, workspace, equipment, logistical support and services, as well as work environment to satisfy operational safety and security requirements. 02 Infrastructure

SAUDIA Operational management has provided an infrastructure that includes buildings, workspace, utilities, and supporting services. The infrastructure is maintained to ensure safe and secure operations. However, the management system identifies, typically, through policy; risk assessment; management review; Government and any other applicable requirement the infrastructure and resources requirements that would be necessary to deliver a safe and secure operations and to include operations and maintenance support facilities, services and equipment appropriate for the area, such as:

1. Buildings, workspaces and associated utilities; 2. Facilities for people in the organization; 3. Support equipment, including tools, hardware and software; 4. Support services, including transportation and communication. 5. Support documentations, including guidelines, processes and procedures.

03 Work Environment

A work environment shall be maintained and managed for continuing suitability. The work environment should be evaluated periodically to determine its adequacy for achieving best workplace outcomes. An appropriate work environment shall satisfy human and physical factors and shall consider:

1. Safety rules and guidance, including the use of protective equipment; 2. Workplace location(s); 3. Workplace temperature, humidity, light, air flow; 4. Cleanliness, noise or pollution.

Resources Management

Quality Management Manual (QMM)

Resources

Rev. 07 08 May 2022 03.02

This Document Is Uncontrolled When Downloaded, Copied, or Printed

04 Communication Technology Systems (Cyber Security) Cyber Security is the application of technologies, processes, and controls to protect systems, networks, programs, devices and data from cyber-attacks. It aims to reduce the risk of cyber-attacks and protect against the unauthorized exploitation of systems, networks and technologies. Within SAUDIA, the Cybersecurity Center of Excellence Department is responsible to protect and secure all utilized operational systems. The Information Security Policy Manual provides information on the risk management principles and appropriate measures taken to protect systems from unlawful interference. 05 Human Resources To ensure qualification of Operational personnel for management and non-management, controlled job descriptions have been prepared identifying the requirements for each position that affects safety, quality and security of operations. The qualification requirements include education level, required skills and minimum work experience. Upon hire, SAUDIA Operations ensures positions for management and non-management within the AOC that affect operational safety or security are filled by personnel on the basis of knowledge, skills, training, experience and competence appropriate for the position in accordance with Human Resources recruitment processes. Appropriate qualifications, along with required training and continued education are the guarantors for providing the competence essential for each position. SAUDIA Operational Divisions shall ensure personnel who perform functions relevant to safety and security of aircraft operations which are considered as critical functions:

1. Are physically and mentally fit for duty; 2. Require maintaining competence on the basis of continued education and training; 3. If applicable, for a specified position, continue to satisfy any mandatory technical competency

requirements.

Qualifications are reviewed upon hire, when an employee changes positions or the requirements for a position change, Human Resources (H.R.)/ respective Operational Division shall:

1. Ensure employees are trained on the relevance and importance of their activities and how they contribute to the achievement of the quality and safety objectives.

2. If any differences between the employee’s qualifications and the requirements for the job are found, training or other action is taken to provide the employee with the necessary knowledge and skills for the job.

3. Maintain records of employee qualifications, as applicable.

Resources Management

Quality Management Manual (QMM)

Quality Training

Rev. 07 08 May 2022 03.03

This Document Is Uncontrolled When Downloaded, Copied, or Printed

06 Quality Training Program

The Quality Training Program is established to provide the necessary guidelines for all training requirements to ensure the necessary qualifications are being fulfilled to guarantee a high level of competence among Management and Operational personnel. An appropriate level of experience shall be maintained by completion of initial and recurrent training, as required, that provides and improves the knowledge and skills to effectively achieve the desired outcome.

06.1 Quality Staff Training Requirements In order to establish and comprehend the principles of the Quality Management System (QMS), corporate and operational quality staff shall go through a designated training program depending on the area of operations and quality functions. The training program shall be developed and documented to address the training objectives and specify required training courses taking into consideration SAUDIA policies, applicable regulations, and standards. The training program shall specify:

1. A periodic training plan to specify required training and assigned trainee; 2. Initial Quality training depending on specific job functions and qualifications demand; 3. Recurrent Quality training, as applicable.

In order to improve the training program, a validation process shall be applied by obtaining feedback to measure the effectiveness of the training.

06.2 Quality Auditor Training Quality Auditor Training including Corporate Quality and Operational auditors shall receive appropriate training and qualifications to conduct auditing under SAUDIA Quality Assurance Program. Such auditors shall:

1. Have the appropriate qualification, knowledge, skills and work experience needed to effectively assess areas of the management system and operations that will be audited;

2. Maintain an appropriate level of current audit experience; 3. Complete initial and recurrent auditor training to conduct audits against applicable regulations

and standards; 4. Complete an evaluation on a periodic basis against objective measures.

Resources Management

Quality Management Manual (QMM)

Quality Training

Rev. 07 08 May 2022 03.04

This Document Is Uncontrolled When Downloaded, Copied, or Printed

06.3 Corporate Quality Auditor Training and Qualification

In addition to the general quality training requirements and to ensure maintaining the audit proficiency, Corporate Quality auditors shall:

1. Complete initial and continuing auditor training that develops and maintains quality auditing skills and techniques to audit against applicable regulations, SAUDIA requirements and applicable standards including IOSA Program in their respected operational area.

2. Be trained to audit against the ISARPs of IOSA program. This would include initial and continuing training in regards to the understanding of the IOSA Standards Manual, the interpretation of ISARPs, and the correct application of the IOSA audit methodology as explained in applicable IOSA manuals.

3. Be scheduled and utilized in a manner that maintains an appropriate level of current audit experience 4. Be evaluated periodically upon completion of each audit cycle.

Resources Management

Quality Management Manual (QMM)

Quality Training

Rev. 07 08 May 2022 03.05

This Document Is Uncontrolled When Downloaded, Copied, or Printed

The following table provides details about Quality auditor training, qualifications, and experiences required: Safety and Quality Auditors

Safety and Quality Auditors

Education/ Certification

• Bachelor’s degree in Aviation field / or Engineering with required minimum work experience.

Or • Minimum of high school degree with acceptable licenses/Certificates relevant to

the audit scope (Pilot License/Dispatch License /Acceptable ACFT Maintenance (A&P) or Avionics Certificates/ Ground or Cargo Operations certificates/ Aviation Security certificates/ IOCC certificates.

• Specific education requirements is detailed in QDPM.

Initial Auditor Training

• Courses related to quality audit techniques accredited by SAUDIA Corporate Training, GACA, PSAA, or IATA

• Further specialized training is identified in QDPM, based on audited scope and function.

Work Experience/ Authorization

• A minimum of two (2) years’ experience in Quality, Safety, or relevant operational function.

Recency • Two (2) internal or external audits in an audit cycle in respected field.

Cont. Training - Audit

• Once every 24 Month, since initial qualification, by means of such as but not limited to attending training internal/external courses, workshops, conferences or seminars.

• Required recurrent training is identified in QDPM

Evaluation • Initial for each auditor and every two (2) years by direct manager/lead auditor.

Resources Management

Quality Management Manual (QMM)

Quality Training

Rev. 07 08 May 2022 03.06

This Document Is Uncontrolled When Downloaded, Copied, or Printed

06.4 Operational Quality Auditor Training In addition to the general quality training requirements and to ensure maintaining the audit proficiency, Operational Quality auditors shall:

1. Establish a periodic Quality Training Plan taking into consideration applicable regulations and SAUDIA Policies and requirements including the Safety Management System (SMS) and the Quality Management System. The Plan will be customized to address the training objective of the Division and specify the required Training Courses. Moreover, trainees are to be assigned for the required courses.

2. Ensure that all Operational Quality auditors take initial training courses depending on the area of operation. Required Quality training may vary depending on Job Functions and Qualifications demanded.

3. Ensure Auditors that may require particular recurrent training courses to stay current. If applicable, the Quality Training Plan shall address this type of training and identify the concerned staff.

4. Identify specialized training for Quality auditor personnel to conduct specific job functions depending on work requirements. Auditors might need to be certified to be able to conduct certain type of Audits. Such specialized training also should be taken into consideration while establishing the Training Plan.

5. Obtain feedback from the trainee after the training, in order to help improve the Quality Auditor Training Program.

Resources Management

Quality Management Manual (QMM)

Quality Training

Rev. 07 08 May 2022 03.07

This Document Is Uncontrolled When Downloaded, Copied, or Printed

The following tables provide details about auditor training, qualifications, and experiences required Flight Operations Auditors

Flight Operations Auditors

Education/ Certification

• Minimum of high school degree with required minimum work experience. Or • Acceptable GACA pilot license with required minimum work experience.

Initial Auditor Training

• Courses related to quality audit techniques accredited by SAUDIA Corporate Training, GACA, PSAA, or IATA

• Further specialized training is identified in FOQM, based on audited scope and function.

Work Experience / Authorization

• A minimum of two (2) years’ experience in Quality, Safety, or relevant Flight Operations function.

Recency • Two (2) internal or external audits in a calendar year in respected field.

Cont. Training - Audit

• Once every 24 Month, since initial qualification, by means of such as but not limited to attending training internal/external courses, workshops, conferences or seminars.

• Required recurrent training is identified in FOQM.

Evaluation • Initial for each auditor and every two (2) years by direct manager/lead

auditor.

Resources Management

Quality Management Manual (QMM)

Quality Training

Rev. 07 08 May 2022 03.08

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Flight Dispatch Auditors

Education/ Certification

• Minimum of high school degree with required minimum work experience. Or

• Acceptable GACA dispatch license/pilot license with required minimum work experience.

Initial Auditor Training

• Courses related to quality audit techniques accredited by SAUDIA Corporate Training, GACA, PSAA, or IATA

• Further specialized training is identified in FOQM, based on audited scope and function

Work Experience / Authorization

• A minimum of two (2) years’ experience in Quality, Safety, or relevant Flight Dispatch function.

Recency • Two (2) internal or external audits in calendar year in respected field.

Cont. Training - Audit

• Once every 24 Month, since initial qualification, by means of such as but not limited to attending training internal/external courses, workshops, conferences or seminars.

• Required recurrent training is identified in FOQM.

Evaluation • Initial for each auditor and every two (2) years by direct manager/lead

auditor.

Resources Management

Quality Management Manual (QMM)

Quality Training

Rev. 07 08 May 2022 03.09

This Document Is Uncontrolled When Downloaded, Copied, or Printed

SV Technical Auditors

Education/ Certification

• Bachelor’s degree in Aviation field / or Engineering with required minimum work experience. Or

• Acceptable ACFT Maintenance (A&P) or Avionics Certificates

Initial Auditor Training

• Courses related to quality audit techniques accredited by SAUDIA Corporate Training, GACA, PSAA, or IATA

• Further specialized training is identified in MSQM based on audited scope and function.

Work Experience / Authorization

• A minimum of two (2) years’ experience in Quality, Safety, or SV Technical function.

Recency • Two (2) internal or external audits in calendar year in respected field.

Cont. Training - Audit

• Once every 24 Month, since initial qualification, by means of such as but not limited to attending training internal/external courses, workshops, conferences or seminars.

• Required recurrent training is identified in MSQM.

Evaluation • Initial for each auditor and every two (2) years by direct manager/lead

auditor.

Resources Management

Quality Management Manual (QMM)

Quality Training

Rev. 07 08 May 2022 03.10

This Document Is Uncontrolled When Downloaded, Copied, or Printed

In-Flight Services Auditors

Education/ Certification • Minimum of high school degree with required minimum work

experience. • Required Cabin Crew Certificates/Licenses

Initial Auditor Training • Courses related to quality audit techniques accredited by SAUDIA

Corporate Training, GACA, PSAA, or IATA • Further specialized training is identified in IFSPMD.

Work Experience / Authorization

• A minimum of two (2) years’ experience in cabin crew function.

Recency • One (1) audit in calendar year in respected field.

Cont. Training - Audit

• Once every 24 Month, since initial qualification, by means of such as but not limited to attending training internal/external courses, workshops, conferences or seminars.

• Required recurrent training is identified in IFSPMD.

Evaluation • Initial for each auditor and every two (2) years by direct manager/lead

auditor.

Resources Management

Quality Management Manual (QMM)

Quality Training

Rev. 07 08 May 2022 03.11

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Ground Operations – Including Station Auditors

Education/ Certification • Minimum of high school with acceptable Ground Operations

Certificates/Diplomas

Initial Auditor Training • Courses related to quality audit techniques accredited by SAUDIA

Corporate Training, GACA, PSAA, or IATA • Further specialized training is identified in GOSQM.

Work Experience / Authorization

• A minimum of two (2) years’ experience in Quality, Safety, or Ground Operations function.

Recency • Two (2) internal or external audits in calendar year in respected field.

Cont. Training - Audit

• Once every 24 Months for Ground Operations Safety & Quality auditors.

• Once every 36 months for station auditors. • Attending training internal/external courses, workshops, conferences

or seminars. • Required recurrent training is identified in GOSQM.

Evaluation

• Initial for each auditor and every two (2) years for S&Q Ground Operations Auditors by direct manager/lead auditor.

• Initial for each auditor and every three (3) years for station auditors by Ground Operations Safety and Quality Department.

Resources Management

Quality Management Manual (QMM)

Quality Training

Rev. 07 08 May 2022 03.12

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Cargo Operations – including Station Auditors

Education/ Certification

• Minimum of high school with acceptable Cargo Operations Certificates/Licenses

Initial Auditor Training • Courses related to quality audit techniques accredited by SAUDIA

Corporate Training, GACA, PSAA, or IATA • Further specialized training is identified in GOSQM.

Work Experience / Authorization

• A minimum of two (2) years’ experience in Quality, Safety, or Cargo Operations function.

Recency • Two (2) internal or external audits in calendar year in respected field.

Cont. Training - Audit

• Once every 24 Months for Ground Operations Safety & Quality auditors.

• Once every 36 months for station auditors. • Attending training internal/external courses, workshops, conferences

or seminars. • Required recurrent training is identified in GOSQM.

Evaluation

• Initial for each auditor and every two (2) years for Cargo Operations Auditors by direct manager/lead auditor.

• Initial for each auditor and every three (3) years for station auditors by cargo Department or Ground Operations Safety and Quality Department.

Resources Management

Quality Management Manual (QMM)

Quality Training

Rev. 07 08 May 2022 03.13

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Aviation Security – Including Station Auditors

Education/ Certification • Minimum of high school with acceptable Aviation Security

diplomas/Certificates.

Initial Auditor Training • Courses related to quality audit techniques accredited by SAUDIA

Corporate Training, GACA, PSAA, or IATA • Further specialized training is identified in ASPM.

Work Experience / Authorization

• A minimum of two (2) years’ experience in Quality or Aviation Security function.

Recency • Two (2) internal or external audits in calendar year in respected field.

Cont. Training - Audit

• Once every 24 Month, since initial qualification, by means of such as but not limited to attending training internal/external courses, workshops, conferences or seminars.

• Required recurrent training is identified in ASPM.

Evaluation • Initial for each auditor and every two (2) years by direct manager/lead

auditor.

Resources Management

Quality Management Manual (QMM)

Quality Training

Rev. 07 08 May 2022 03.14

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Integrated Operation Customer Center Auditors

Education/ Certification • Minimum of high school with acceptable IOCC diplomas/Certificates.

Initial Auditor Training • Courses related to quality audit techniques accredited by SAUDIA

Corporate Training, GACA, PSAA, or IATA • Further specialized training is identified in IOCCQMM.

Work Experience / Authorization

• A minimum of two (2) years’ experience in Quality, Safety, or IOCC function.

Recency • Two (2) internal or external audits in calendar year in respected field.

Cont. Training - Audit

• Once every 24 Month, since initial qualification, by means of such as but not limited to attending training internal/external courses, workshops, conferences or seminars.

• Further recurrent training is identified in IOCCQMM.

Evaluation • Initial for each auditor and every two (2) years by direct manager/lead

auditor.

Resources Management

Quality Management Manual (QMM)

Quality Training

Rev. 07 08 May 2022 03.15

This Document Is Uncontrolled When Downloaded, Copied, or Printed

The below chart illustrates the general quality training process: Quality Training Process

Initial Training

Depending on the area of operation/ Job Functions / Qualifications demanded.

Recurrent Training

Shall be identified in operational documents

END

Establish Quality Training Plan by:

- Setting Training Objectives - Selecting Training Courses

- Assigning Concerned Trainees

Quality Training Flowchart

Regulations form GACA/

Authorities

SAUDIA Policies / International

Standards

Specific Training

Depending on work requirements as per the job

function

Training feedback - Obtain Feedback from trainee

- Update and improve Quality Training Program

START

Resources Management

Quality Management Manual (QMM)

Communication

Rev. 07 08 May 2022 03.16

This Document Is Uncontrolled When Downloaded, Copied, or Printed

07 SAUDIA Communication

Official means of communication within SAUDIA are company emails, WATHAQ Mail, and other methods including departmental and management meetings, management reviews, reporting channels, and other routine business communication.

Communication is a major part of any management activity. Operational Divisions assess the methods available and then determine those that are the most appropriate. All methods of communication must allow upwards as well as downward transfer of information and shall encourage feedback from all personnel.

Effective communication is vital in promoting a positive Safety and Quality culture. The openness of communication and the involvement of management and staff have a major role in fostering and creating such a culture.

07.1 Disseminating Quality Information

Quality management shall coordinate the dissemination of information within SAUDIA Operations. The best method of disseminating general Quality information is determined as appropriate by each of the Operational Divisions’ Quality Management and/or SASQ. SAUDIA Operational staff shall keep themselves appraised of Quality matters throughout one or more of the various channels of dissemination, such as:

a. General Announcements General Announcements is a method to communicate important/awareness messages to all SAUDIA staff through an officially registered corporate email address. Emails are considered the fastest and easiest way to disseminate instant updates, changes, bulletins, or other important information. General Announcements are achieved through coordination with SAUDIA IT.

b. Newsletters Newsletters are printed or electronic reports containing news or information concerning Quality

activities or topics which are distributed to employees in order to promote Quality education and awareness through SAUDIA communication channels such as: (Email, Yammer, SAUDIA intranet, etc.).

Resources Management

Quality Management Manual (QMM)

Communication

Rev. 07 08 May 2022 03.17

This Document Is Uncontrolled When Downloaded, Copied, or Printed

c. Classes or Workshops

The main purpose of utilizing Classes and/or Workshops is to promote staff awareness regarding Quality matters. A class is identified to be a structured period of time where learning is intended to occur. It involves one or more employees being educated by an expert or instructor about a particular Quality subject. On the other hand, a Workshop is a brief intensive course or a series of meetings emphasizing interactions and exchange of quality related information among a number of participants.

d. Website and Yammer

The SASQ Website and Yammer are considered as the interface with all SAUDIA Operational Divisions. The website and Yammer are utilized as the gate to disseminate relevant Quality topics, news, or any related documents. Similar websites and Yammer pages may be lunched by Operational Divisions to serve the main purpose of disseminating relevant Quality topics, news, or any related documents.

e. Posters, Bulletins and Bulletin Boards

Posters, Bulletins and Bulletin Boards are basic tools used to deliver Quality information to employees. The Quality Bulletins will be used for detailed or extensive information and distributed through SAUDIA communication channels such as: (Email, Yammer, SAUDIA intranet, etc.).

Resources Management

Quality Management Manual (QMM)

Quality Culture

Rev. 07 08 May 2022 03.18

This Document Is Uncontrolled When Downloaded, Copied, or Printed

08 Quality Culture The internal Quality culture of SAUDIA can affect the performance and Quality of the work environment among its operational areas. In addition, it will have a major impact on the financial performance of the company. Developing and improving a strong Quality culture requires an executive commitment, continuous effort, specialized training, campaigns, workshops, promotion of Quality concepts, and close supervision. SAUDIA is not only concerned with how the organization operates and communicates internally and externally, but also committed to providing the required tools to promote positive and unique Quality Culture within its operations.

Resources Management

Quality Management Manual (QMM)

Purchasing

Rev. 07 08 May 2022 03.19

This Document Is Uncontrolled When Downloaded, Copied, or Printed

09 Purchasing 09.1 Outsourcing Quality Control 09.2 Contracts/Agreements

It is a legally binding agreement between SAUDIA and the Service providers. The terms and conditions of Operational Contracts/Agreements are essential to ensure that outsourced functions are performed in accordance with applicable regulations and SAUDIA safety, security, and quality standards. SAUDIA Policy dictates that any services performed on any SAUDIA operation shall be executed by an official contract or agreement between the concerned Operational Division and the services provider.

Contract/Agreement Process

Determine the Contractor Selection Criteria, Measurable Specifications, and

Contract Management

Determine the Work Scope and Objectives

Start

End

Ensure all Applicable Regularity Requirements/ Saudia Standards are

Defined to Services Providers within the Agreement/Contract.

Yes

Review by internal Legal Affairs Division/Finance Division

Sign the Contract/Agreement

Correction?

Resources Management

Quality Management Manual (QMM)

Purchasing

Rev. 07 08 May 2022 03.20

This Document Is Uncontrolled When Downloaded, Copied, or Printed

09.3 Contract/Agreement Process Description: A general process for executing a contract/agreement shall be followed by the respective Divisions, as illustrated below: The Concerned Division shall 1. Determine the work scope and objectives of contracted functions/services. 2. Determine contractor selection criteria including Safety & Security, specific documented

requirements, and contract management. 3. Evaluate the candidate(s) service providers based on the selection criteria and contract specification. 4. Ensure all applicable regulatory requirements, SAUDIA safety, security, and quality standards, are

addressed, specific documented requirements such as: responsibilities, functions, staff qualifications, training requirements, equipment, and performance measurement, are defined to services providers within the agreement/contract.

5. Submit the agreement/contract to internal Legal Affairs Division/Finance Division for review and approval.

6. Sign the contract/ agreement by the head of the Division or his/her delegate. Each Operational Division is responsible to ensure external service providers selection criteria and procedures are documented in their manuals.

09.4 Product Quality Control SAUDIA Operational Management shall ensure products acquired from external suppliers, which directly affect operational safety or security, meet required technical specifications prior to the utilization in the conduct of operations or aircraft maintenance. The purchasing documents are reviewed to ensure the adequacy of requirements before orders are placed with suppliers. Based on operational requirements, each division utilizes a proper mechanism to verify the precise product specifications. If SAUDIA performs verification at a supplier’s premises, the verification arrangements and method of product release are documented in the purchasing information. Suppliers are evaluated and selected based on their ability to supply product in accordance with regulatory requirements, SAUDIA operational and manufacturer standards. Criteria for selection, evaluation and re-evaluation are described in applicable operational documents.

Resources Management

Quality Management Manual (QMM)

Purchasing

Rev. 07 08 May 2022 03.21

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Product Quality Control process

Validate that the Product Meet Applicable Regulatory Requirements / Saudia

Requirements and Standards

Define the Purchasing Request

Start

End

Yes

Review by Finance and Legal Affairs

Ensure Receiving Inspection

Update Applicable Database / Records

Approval

Yes

Correction?

Resources Management

Quality Management Manual (QMM)

Purchasing

Rev. 07 08 May 2022 03.22

This Document Is Uncontrolled When Downloaded, Copied, or Printed

09.5 Product Quality Control Process Description

A general process for purchasing or acquiring a product that may affect safety, security, or quality of SAUDIA operations can be illustrated as follows:

1. Concerned Operational Division defines the purchasing request to be acquired from a vendor/supplier, including but not limited to specification, quantity, material and delivery date.

2. Concerned Operational Division must validate, during the vendor selection process, that the vendor’s product(s) meet applicable regulatory requirements and the operational specifications/requirement outlined by “SAUDIA”.

3. Concerned Operational Division and the vendor establish a product cost estimate (quotation) that is agreeable by both parties.

4. Operational Division Head approval is required prior to submitting the Purchasing request documents to the concerned divisions within SAUDIA.

5. Finance Department / Legal affairs review the purchasing request, including purchase

justification, Price Quota, and specification for final approval.

6. The requesting Operational Division shall ensure a receiving inspection, including specification assurance, is completed by qualified personnel upon delivery. Any discrepancies or deviations from the agreed product shall be documented.

7. Concerned Operational Division shall update the applicable database/records with all purchases

receipts, evaluation/inspection results, and any other relevant document(s). Records of the evaluation and any necessary corrective actions shall be maintained as quality records.

09.6 Monitoring Service Providers

A monitoring program is crucial to continually ensure that all operational outsourced services are evaluated to verify all functions/tasks performed by such contractors are in conformity with the applicable regulatory requirements and SAUDIA Standards. Monitoring can be accomplished through several means and methods to include continuous communication, regular meetings, observing KPIs, and auditing. In addition, known internationally recognized programs can be considered as acceptable alternate monitoring mechanism, such as IATA’s safety programs and pools (i.e. IOSA, ISAGO, IFQP, etc.)

Resources Management

Quality Management Manual (QMM)

Purchasing

Rev. 07 08 May 2022 03.23

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Monitoring Service Providers Process

Ensure that Required Corrective Actions are

Carried Out

Implement and Activate the Monitoring Program

Start

End

Store and Update all Applicable Reports

Define The Monitoring Quality Tools

09.7 Monitoring Service Providers Process Description

Once the agreement is executed, the concerned Operational Division is delegated to ensure that a continuous monitoring/oversight program is implemented. To activate the monitoring of service providers, Operational Divisions:

1. Defines the applicable monitoring quality tool that aims to evaluate and assess the performance of service providers, including compliance with applicable regulatory requirements, SAUDIA standards, and service level agreements/contract requirements. Monitoring tools may include but are not limited to emails, meetings, audits, surveillance, inspection, survey, etc.

2. Implement and activate the monitoring program in accordance with their Quality Control measures.

3. Ensure that required corrective actions are carried out in case of any discrepancies or deviation from the agreement/ contract is found.

4. Store/update all applicable reports and relevant documents for records/database.

Resources Management

Quality Management Manual (QMM)

Control Devices/Equipment

Rev. 07 08 May 2022 03.24

This Document Is Uncontrolled When Downloaded, Copied, or Printed

10 Control of Devices/Equipment SAUDIA Operational Divisions have determined the monitoring and measurement mechanisms and devices needed to provide evidences of conformity of products to a determined requirement. Each respective Operational Division, as applicable, ensures that its service providers shall have a documented procedure outlining the process used to ensure monitoring and measurement are carried out in a manner that is consistent with the related requirements. Where necessary to ensure valid results, measuring equipment is: 1. Calibrated or verified at specified intervals, or prior to use, against measurement standards traceable

to international or national measurement standards. 2. Adjusted or re-adjusted as necessary. 3. Identified to enable the calibration status to be determined. 4. Safeguarded from adjustments that would invalidate the measurement result. 5. Protected from damage and deterioration during handling, maintenance and storage.

In addition, Quality Control assesses and records the validity of the previous measuring results when the equipment is found not to conform to requirements. SAUDIA takes appropriate action on the equipment and any product affected. Records of the results of calibration and verification are maintained when used in the monitoring and measurement of specified requirements, the ability of computer software to satisfy the intended application is confirmed. This shall be undertaken prior to initial use and reconfirmed as necessary.

Resources Management

Quality Management Manual (QMM)

Leased Aircraft

Rev. 07 08 May 2022 03.25

This Document Is Uncontrolled When Downloaded, Copied, or Printed

11 Leased Aircraft 11.1 Wet Lease Agreement and Monitoring Aircraft leasing is an arrangement whereby an operator (the “lessee”) satisfies its own operational needs by utilizing aircraft acquired from an external operators (the “lessors”) through a lease agreement; the lessor exercises operational control of such aircraft in operations conducted for the lessee. Currently SAUDIA utilizes wet lease aircraft for part if its operations under ACMI agreement. In compliance with GACA regulations (GACAR 119.53), SAUDIA shall provide GACA the following prior to conducting lease in operations:

a) A copy of the lease to be executed b) The names of the parties to the agreement and the duration. c) The nationality and registration markings and aircraft serial number of each aircraft involved in the agreement. d) A statement specifying which air operator (the lessee or the lessor) has operational control of all operational functions. e) A statement specifying which air operator (the lessee or the lessor) will be discharging all of the applicable airworthiness and maintenance responsibilities; and f) A statement of acknowledgement and consent to the lease agreement by the civil aviation authority of the state of the lessor.

Additionally, in line with safety industry practices and SAUDIA policies, wet lease operations shall meet safety, security, and quality standards. The Quality Department maintains a registry of IOSA Audit reports and IATA Questionnaire (SAR_F23) for each leased carrier as a way to monitor their performance. As extra measures, SAUDIA maintains the right to use any of Quality Programs, such as audits and assessments, to monitor the performance of leased operators to ensure safety and security standards are being fulfilled. Operational Divisions within SAUDIA are responsible carry-out a monitoring program that ensures wet lease operators adherence to the requirements. The following Divisions within SAUDIA are the responsible involved parties for the Wet-lease Program:

1. Hajj and Umrah Division; 2. Safety, Aviation Security and Quality Division; 3. Flight Operations Division; 4. Technical Services Division; 5. Integrated Operations Customer Center Division.

Resources Management

Quality Management Manual (QMM)

Leased Aircraft

Rev. 07 08 May 2022 03.26

This Document Is Uncontrolled When Downloaded, Copied, or Printed

To comply with the program requirements, it is mandatory that:

1. Involved Divisions shall ensure to have a conforming standard lease agreement for all leased aircraft in compliance with GACA regulations and SAUDIA standards.

2. Prior to any formal communication with the candidate lessor, the Hajj & Umrah Division shall communicate with SASQ regarding the safety level of the lessor.

3. Involved Divisions shall ensure that the lessor holds a valid AOC issued by a Category 1 ICAO State Member.

4. Involved Divisions shall ensure that the lessor is IOSA registered and maintains such registry throughout the lease period.

5. SASQ is granted the right to request the lessor’s safety and quality related documents and records. 6. Before engaging in a wet lease agreement, Flight Operations and Technical Services to perform

required audit/inspection over the leased aircraft operators. 7. Flight Operations and Technical Services shall have a continuous oversight program to monitor the

performance, and safety & security standards of leased air operators. 8. The oversight frequency shall be at least twice a year for each leased aircraft operators with a

minimum 120 days interval in between. 9. The IOCC Division should have an oversight program to ensure the performance of the leased aircraft

operators in regards to operations scheduling. 10. Involved Divisions shall avail and provide wet lease operations documents to SASQ Division. 11. The Quality Department shall ensure that wet leased aircraft operations are monitored by Operational

Divisions as a part of the Quality Assurance Program. 12. The Quality Department shall have a comprehensive database for all required inputs from the

concerned Divisions and to retain related records.

Resources Management

Quality Management Manual (QMM)

Leased Aircraft

Rev. 07 08 May 2022 03.27

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Wet lease agreement and Monitoring Process

Hajj and Umrah Division: - Identify the necessity of Wet-lease agreement. - Determine the possible Candidates. - Communicate with SASQ regarding the safety level of the candidate .

SASQ Division: - Conduct an evaluation over the safety level for each candidate - Provide feedback about the candidate.

GACA Regulations

SAUDIA Standards

START

Satisfactory

Flight Operations and Technical Services: - Conduct the pre-lease evaluation. - Provide the feedback to Hajj and Umrah and SASQ Divisions.

YES

END

Hajj and Umrah Division: - communicate with Candidate. - Define the agreement in accordance to GACA regulation and SAUDIA standards. - Communicate with Flight Operations and Technical. Services to conduct pre-lease evaluation.

YES

Satisfactory

Hajj and Umrah: - Finalize the agreement and sign the contract with nominated lessor. - Circulate the signed agreement to all involved parties.

Flight Operations/ Technical Services/ IOCC/ SASQ: Include the Lessor in the wet-lease oversight program to continually monitor the performance, and safety and security standards of leased air operators.

Hajj and Umrah: Update the other involved Divisions of any changes termination to existing agreements with lessors.

Involved Divisions - Report any concerns or findings that might arise to the other parties and the lessor is requested for an immediate corrective action as per documented oversight program.

Resources Management

Quality Management Manual (QMM)

Leased Aircraft

Rev. 07 08 May 2022 03.28

This Document Is Uncontrolled When Downloaded, Copied, or Printed

11.2 Wet Lease Agreement and Monitoring Process Description: 1. Hajj and Umrah Division:

• To identify the necessity to sign a Wet-lease agreement • To determine the possible Candidates. • To communicate with SASQ regarding the safety level of the candidate.

2. SASQ Division to conduct an evaluation over the safety level for each candidate and provide consent to proceed with the process or concerns/comments about the lessor.

3. If a consent is granted, Hajj and Umrah to establish communication with the possible Candidate and start defining the Wet Lease Agreement/Service Level Agreement in accordance with GACA regulations and SAUDIA Standards.

4. Prior to finalization of the wet-lease agreement, Hajj and Umrah Division communicates with Flight Operations and Technical Services to perform an initial evaluation over the leased aircraft operator.

5. Flight Operations and Technical Services to conduct required audits/assessments/observations over the lessor to ensure satisfaction of required regulations, standards, and agreement.

6. Upon completion of evaluation, Flight Operations and Technical Services to provide Hajj and Umrah and SASQ Divisions with their feedback and consent to proceed with signing the Agreement or their concerns/comments about the lessor.

7. If a consent is granted, Hajj and Umrah to finalize the agreement and sign the contract with nominated lessor, which must contain identification of a specific aircraft, type of operations, start and end dates of agreements and any additional information deemed necessary, and circulate the signed agreement to all involved parties.

8. Once the signed contract is received, involved Operational Divisions to include the Lessor in the wet- lease oversight program to continually monitor the performance, and safety and security standards of leased air operators.

• Flight Operations and Technical Services to prepare a monitoring plan and conduct an evaluation at least twice a year on each leased aircraft operators with a minimum 120 days interval in between.

• The IOCC Division shall continuously monitor performance of the lessor in regards to operations scheduling.

• SASQ to conduct required data analysis based on all collected data, FDM, occurrences, reports, etc., and information received by Operational Divisions.

9. Involved Divisions to report any concerns or findings that might arise to the other parties and the lessor is requested for an immediate corrective action as per documented oversight program.

10. Hajj and Umrah to update the other involved Divisions of any changes or termination to existing agreements with lessors.

Resources Management

Quality Management Manual (QMM)

Codeshare Safety Monitoring Program

Rev. 07 08 May 2022 03.29

This Document Is Uncontrolled When Downloaded, Copied, or Printed

12 Codeshare Safety Monitoring Program Code Sharing is a marketing agreement where one airline, referred to as the marketing carrier, places its

designator code on a flight that is operated by another airline, referred to as the operating carrier. In order for SAUDIA to be engaged in a code share agreement, an acceptable level of safety must be demonstrated by the code share partner. Therefore, in compliance with GACAR 121.25 and in conformance with SAUDIA standards, all code share partners shall be IOSA registered as a prerequisite. The following describes the code share safety monitoring process.

Resources Management

Quality Management Manual (QMM)

Codeshare Safety Monitoring Program

Rev. 07 08 May 2022 03.30

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Codeshare Safety Monitoring Process

Request the current IOSA Audit Report (IAR) through IATA extranet.

Coordinate with the concerned department to obtain the proposed agreement for review and feedback regarding the safety

monitoring of the code share partner.

Start

End

Provide the final results of the analysis to GM Quality and concerned Department.

Continuously monitor the safety of the code share partner through reviewing and analyzing IOSA Audit reports throughout the agreement duration once the code share agreement

is in effect.

Obtain codeshare partner’s accident rate and risk indicators for further analysis and feedback.

Immediately, through VP SASQ, report to GACA if the code share partner fails to achieve satisfactory results following an audit.

Retain all related documents to Quality Database.

Analyze the IAR report by determining acceptable level of safety

Resources Management

Quality Management Manual (QMM)

Codeshare Safety Monitoring Program

Rev. 07 08 May 2022 03.31

This Document Is Uncontrolled When Downloaded, Copied, or Printed

12.1 Codeshare Safety Monitoring Process Description: In order to maintain the code-share safety monitoring, Quality Department shall:

1. Coordinate with the concerned department(s) to obtain the proposed agreement for review and feedback regarding the safety performance of the code share partner.

2. Request the current IOSA Audit Report (IAR) and IATA Questionnaire (SAR_F23) through IATA extranet.

3. Review and analyze the (IAR) Reports and SAR_F23. 4. Provide the final results of the analysis to GM Quality and the concerned Department as deemed

necessary. 5. Continuously monitor the safety of the code share partner through reviewing and analyzing IOSA

Audit reports throughout the agreement duration once the code share agreement is in effect. 6. Obtain code share partner’s accident rate and risk indicators for further analysis and feedback. 7. Immediately, through VP SASQ, report to GACA if the code share partner fails to achieve

satisfactory results following an audit. 8. Retain all related documents to Quality Database. 9.

Note: The Quality Department, in coordination with the concerned Divisions, must fill and update the IATA Questionnaire (SAR_F23) within the determined period as determined by the IOSA Program Manual (IPM) as revised.

Resources Management

Quality Management Manual (QMM)

Alliance Airlines Safety Monitoring

Rev. 07 08 May 2022 03.32

This Document Is Uncontrolled When Downloaded, Copied, or Printed

13 Alliance Airlines Safety Monitoring

Airline Alliance in aviation is an arrangement between two or more airlines agreeing to cooperate in an extensive level. SAUDIA, as a part of Skyteam Alliance, ensures that such cooperation with other operators is maintained with emphasis on acceptable safety levels. Therefore, Skyteam has set certain safety, Quality and security requirements that are considered as prerequisites to be fulfilled by each airline prior to joining the alliance. Such prerequisites include IOSA registration validity, emergency response requirements, safety and security management programs. The Quality Department applies the following approaches for the continuous monitoring of safety and Quality for each Alliance airline: 1. IOSA Audit Reports (IAR)

o The audit report for each Skyteam Airline is requested, maintained and reviewed periodically.

o IOSA Registration renewals are continuously monitored via a tracking file.

2. Exchange of Safety and Quality information and data through Face to Face or virtual meetings and conference calls

Additionally, Skyteam Alliance, through its higher level committees, has its own processes for continually monitoring the safety level for all Alliance members through compliance programs.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.01

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Measurement, Analysis, and I

Measurement, Analysis, and Improvement

01 Quality Programs

SAUDIA Quality Programs are established for the evaluation of the Quality Management System. Quality Programs including Audits and Assessments are maintained to ensure that operations and maintenance function are:

1. Complying with applicable regulations, standards and SAUDIA requirements; 2. Satisfying stated operational needs; 3. Identifying areas requiring improvement; 4. Identifying hazards and risks to operations. 5. Assessing the effectiveness of safety risk controls.

Moreover, the Quality Programs form the means for monitoring, measurement, analysis and improvement of processes as needed:

1. To demonstrate conformity of the operations and services. 2. To ensure conformity of the Quality Management System. 3. To continually improve the effectiveness of the Quality Management System.

The Program disseminates information to management and non-management operational personnel as appropriate to ensure an organizational awareness of compliance with applicable regulatory and other requirements. Quality programs includes but not limited to the following:

1. Audit Program. 2. Assessment Program. 3. GACARs Compliance Monitoring Programs. 4. Non-Compliance Register Program. 5. Safety Assessment of Foreign Aircrafts (SAFA). 6. Master Audit Plans (MAPs) Program. 7. Surveys and Questionnaire Program.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.02

This Document Is Uncontrolled When Downloaded, Copied, or Printed

02 Audit Program

Auditing is a systematic process of obtaining and examining the conformity with Operational requirements and standards. This tool determines whether the Operations are precise and without a trace of deficiency. Audits are an essential management tool to be used for verifying objective evidence of processes and to assess how successfully processes have been implemented. It is also essential for judging the effectiveness of achieving any defined target levels and providing evidence concerning reduction and elimination of problematic areas. Quality audits do not only report non-conformances and corrective actions, but also highlight areas of good practice and improvement.

The following are the three types of audits within SAUDIA Operations; • Operational Audit: Operational Audits are conducted by Operational Divisions’ auditors within

their respective divisions to self-evaluate applicable standards and regulations as well as service providers, suppliers, and wet-lease operators level of compliance.

• Internal Audit: are conducted by Quality Management Auditors who are independent from the area and functions being audited within SAUDIA Operations. The purpose of internal auditing is to examine SAUDIA operations against obligatory regulations and applicable industry requirements. Both Internal and Operational audits shall be planned annually and conducted in accordance with approved audit schedule. Additionally, unplanned audits could be triggered based on trend analysis results, management directives, or Operational Divisional request. Unplanned audits will follow the same internal and operational audit process and shall make the necessary adjustment to the audit plan to accommodate the unplanned audit.

• External Audit: are conducted by external organizations on SAUDIA operations, such as GACA or IOSA audits. The intention is to evaluate the system against applicable requirements or standards.

Auditing is conducted in a systematic manner following five steps:

Auditors are required to go through detailed education and training that prepare them for the pressure and stress of handling complicated auditing tasks. Certified Auditors at SAUDIA employ a systematic and carefully planned manner of auditing in order to accurately evaluate its operations. The results provide useful information and input to Executive Management Review Meetings and other relevant committee in an attempt to continually improve the operational management system.

Planning Prepration Conduct Reporting Follow-up

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.03

This Document Is Uncontrolled When Downloaded, Copied, or Printed

An effective audit program shall include:

1. Audit initiation, including scope and objectives; 2. Planning and preparation, including audit plan and checklist development; 3. Observation and gathering of evidences; 4. Detection of non-conformities and areas requiring improvements; 5. Reporting and audit summary; 6. Identification of root causes; 7. Development of corrective actions as appropriate to address findings; 8. Implementation of corrective action in appropriate areas; 9. Evaluation of corrective action to determine effectiveness; 10. Continuous communication and Follow-up.

Quality Management constantly monitors Operational Audit Schedule, On-Time Conduct, Audit Reports, and Corrective Actions with special emphasis on the implementation of the applicable regulations and standards.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.04

This Document Is Uncontrolled When Downloaded, Copied, or Printed

02.1 Operational Audit

Operational Audit is a fundamental tool for every Operational Division within SAUDIA. It’s the mechanism by which the management can measure the performance and compliance within their area of responsibility. Operational Divisions Audit are conducted periodically by Operational Auditors based on required regulations and standards. The main intention is to focus on daily processes to enhance the efficiency of operations. The scope of the audits varies for each Operational Division. The Operational Audit shall be conducted in accordance with applicable regulations/standards/ISM provisions. The audit criteria, scope, frequency, methods, responsibilities, requirements, reporting, and records shall be defined and documented in the Audit Program of each Operational Division. The following methods can be utilized to conduct the Operational Audit 1. Onsite Audit 2. Remote Audit (e-Audit). The method of conducting the audit shall be coordinated and agreed upon between the auditor and the auditee taking into consideration certain circumstances and conditions to include health, location and restrictions.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.05

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Operational Audit Process

Audit Preparation - Notify the Auditee of the scheduled audit date - Send Audit plan and request information sources and documents references. - Review applicable manuals and documents - Avail necessary audit tools

Conducting the Audit - Conduct opening meeting - Utilize the prepared checklist. - Evaluate provided documentation references - Verify Evidence of Implementation - Utilize auditing techniques - Conduct closing meeting

Audit Reporting - Generate the audit report with the department head, then communicate it to the Audittee - If nonconformities were identified ensure that all nonconformance/compliance are recorded. - Submit a copy of the Audit report to Quality Department when requested

Follow-Up and Close Out - Use an official means of communication - receive the Root Causes and developed CAPs for each finding - Review and evaluate the proposed RCs and CAPs - Response for RCs and CAPs acceptance - Verify the effectiveness of Corrective actions to close the findings - Close the Audit ionce all findings are satisfactorily addressed

START

END

Audit Planning - Establish an Audit Schedule that defines the audit objectives, scopes and criteria, taking into account the required resources and the method of conducting the audit - If applicable, the Audit Schedule shall include service providers, suppliers, and wet-lease operators to monitor products/services - Approved Audit Schedule by Division Head must be published and submitted to Quality Department. - To select the qualified Audit team - Audit must be completed within a specified time period

Operational Audit Process

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.06

This Document Is Uncontrolled When Downloaded, Copied, or Printed

02.2 Operational Audit Process Description 02.2.1 Audit Planning:

1. Annually, The Operational Divisions, establish an Audit Schedule that defines the audit objectives, scopes and criteria, taking into account the required resources and the method of conducting the audit.

2. If applicable, the Audit Schedule shall include service providers, suppliers, and wet-lease operators to monitor products/services, which directly affect the Safety of operations or the airworthiness of aircraft.

3. Approved Audit schedule by Division Head must be published and submitted to Quality Department.

4. Based on the scope and targeted area, each responsible Division/Department must take into account the required Qualifications for Auditors prior assignment.

5. The Responsible Division/Department shall take into account the followings: a. Auditing against the required scope and criteria. b. Considering relevant operational safety or security events that have occurred. c. Considering results from previous audits, including the effectiveness of corrective action

that has been implemented. 6. Operational Audit must be conducted within a specified time period (Scheduled Calendar

Month), to furnish the following: a. Audit Reports are generated in a timely manner and submitted to the Quality Department,

when requested b. RCAs and CAPs to be developed for nonconformities, if any. c. Corrective Actions to be completed within the specified time frame.

02.2.2 Audit Preparation:

1. The Responsible Department within each Operational Division sends a notification to the Auditee with specific details about the Audit date and time and the method of conducting the audit.

2. Within reasonable time prior to the Audit Date, the Responsible Department should communicate the Audit Plan to the Auditee.

3. Auditors must review required documents related to the audit. 4. Auditors need to prepare the required tools to be used during the Audit, (Laptops, Checklists,

Database, internet connection, e-audit mean etc.).

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.07

This Document Is Uncontrolled When Downloaded, Copied, or Printed

02.2.3 Audit conduct:

1. Opening meeting to be conducted to commence the Audit process with the attendance of auditee representative(s).

2. Checklist to be utilized to assess conformance/compliance against defined criteria. 3. During assessment, evaluate and record the provided documentation references against the

applicable checklist (hardcopy, softcopy, or database, shared screen, etc.). 4. Afterwards, evidence of implementation for each requirement is to be verified utilizing

acceptable means. 5. Professionalism is required while dealing with the Auditee by using the proper Auditing

Techniques. 6. After completing audit processes, a closing meeting to be conducted to conclude the Audit

Result.

02.2.4 Audit reporting:

1. The Audit Report to be generated in order to be communicated to the Auditee. 2. After the conduct of the Audit, if nonconformities were identified ensure that all

nonconformance/compliance are recorded. 3. When requested, a copy of the Audit Report to be submitted to the Quality Department.

02.2.5 Audit Follow-Up and Close Out:

1. Official means of communication must be used as a follow-up mechanism (i.e. company email, database, etc.).

2. RCs and CAPs must be received and then to be reviewed and evaluated as per the agreed target date.

3. After RCs and CAPs evaluation, a response to be submitted with the acceptance or any comments/concerns if available.

4. When RCs and CAPs are accepted, follow-up must be conducted to verify the completion and effectiveness of the agreed corrective actions in order to close the findings.

5. The audit to be closed once all corrective actions are satisfactory addressed. Note: Detailed operations Audit work instructions / procedures shall be available in the applicable Operational documents.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.08

This Document Is Uncontrolled When Downloaded, Copied, or Printed

02.3 Internal Audit

Internal audit is an essential element of the Audit Program and it is the mechanism by which the executive management can measure the compliance/conformance against applicable requirements/standards. Internal Audits are conducted by the Quality Department, within SASQ to verify the effectiveness of operations. The scope of the internal audits varies depending on the audit objective and in accordance with applicable regulations/standards/ISM provisions. The Quality Audit Department establishes an audit schedule based on the importance of the areas to be audited, as well as the results of previous audits. The audit criteria, scope, frequency, and responsibilities are defined in the Audit schedule. The management of the area being audited is responsible for ensuring that actions are taken without undue delay to eliminate detected findings and their causes. Follow-up activities include the verification of the actions taken and the reporting of verification results. The following methods can be utilized to conduct the internal Audit 1. Onsite Audit 2. Remote Audit (e-Audit). The method of conducting the audit shall be coordinated and agreed upon between the auditor and the auditee taking into consideration certain circumstances and conditions to include health, location and restrictions.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.09

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Internal Audit Process

Audit Preparation - Notify the Auditee of the scheduled audit date, and method. -Conduct auditors preparation meeting - Review applicable manuals and documents - Ensure that the audit checklist is set based on applicable regulations and standards - Ensure receiving the requested information - Prepare all necessary audit tools

Audit Conducting - Conduct opening meeting - Evaluate provided documentation references - Utilize the prepared checklist. - Verify Evidence of Implementation - Utilize auditing techniques - For IOSA audit, ensure to accomplish all required auditor actions taking into consideration effectiveness and suitability criteria as deemed possible. - Conduct closing meeting

Audit Reporting - Review and confirm the results attained - Provide a detailed description for each finding raised. - Categorize the finding leveling system. - insert all required audit information into S & Q database as specified in the audit reporting process description. - Mgr. Audit/ Evaluator to review and validate each findings - within (5) working day, generate the audit report in a standardized Quality Management formatting in order to be communicated to the Audittee

Follow-Up and Close Out - Use an official means of communication - Auditee to identify and insert the RCs and CAPs in S&Q database for each finding within the specified time frame in accordance with the finding level from receiving the audit report. - within (5) working days, Quality Lead Auditor to review and evaluate the proposed RCs and CAPs. - Quality Lead Auditor to Verify the completion and effectiveness of CAT and close findings if satisfactory - Lead Auditor to close the Audit in S & Q database once all findings are satisfactorily addressed - Lead Auditor ensures audit completion within the given timeframe - Once the audit is closed, Quality Department ensures continuous monitoring throughout the year to review the effectiveness of corrective action taken through continuous evaluations in the next audit cycle.

START

END

Audit Planning - Annually, Establish Corporate Audit schedule approved by VP SASQ that defines the objectives, scopes, and criteria and the method of audit conducting. - Request operational audit plans from concerned Divisions (self, external, others) - Coordinate with Operational Divisions to determine the methodology that will be utilized for audit conducting. - During the process of the planning, such requisites must be taken into account as specified in the audit planning process description

Divisional Audit (Self) - Quality Department notifies the audittee the activation of Divisional Audit providing the scope of audit, S&Q database audit ID, the assigned Quality Lead Auditor, the completion target date. - the Audittee is responsible to notify the concerned department, conduct the audits utilizing S&Q database, assess the conformance, list the utilized documents, meet the completion target date, notify the Quality Auditor once the audit is completed. - The Quality lead Auditor is responsible to ensure the audit is conducted ad the set target date, ensue all required audit processes were accomplished

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.10

This Document Is Uncontrolled When Downloaded, Copied, or Printed

02.4 Internal Audit Process Description

02.4.1 Audit Planning

1. Annually, The Quality Department (SASQ), establishes a Corporate Audit Schedule that is approved by VP SASQ that defines the audit objectives, scopes and criteria, taking into account the required resources and the method of conducting the audit.

2. While establishing the Audit Schedule, The Quality Department will request operational audit plans from concerned Divisions (self/external/others) in order to ensure proper synchronization and effectiveness of the corporate schedule.

3. The Corporate Audit Schedule must include audit objectives that address ongoing compliance with regulations and conformance with standards requirements.

4. During the process, the Quality Department takes into account the following: a. To include specified audit scopes and targeted standards for each concerned Division. b. To Audit IOSA Standards and Recommended Practices (ISARPs), a minimum of once

during the IOSA registration period by utilizing the most recent version of the ISM. c. To coordinate with Operational Divisions to determine the methodology that will be

utilized for conducting the audit. d. To Account the number of required Auditors based on required qualification. e. To schedule Audits at intervals that meet regulatory and management system

requirements; f. To conduct Audits within the specified time period. A justification is required in case of

any deferral. g. To verify operational plans to monitor/audit products acquired from external suppliers,

which directly affect the Safety of operations or the airworthiness of aircraft, meet the required technical specifications prior to utilization in the conduct of operations or aircraft maintenance.

h. To consider relevant operational safety or security events that have occurred. i. To consider results from previous audits, including the effectiveness of corrective

actions that have been implemented. j. To assign The Lead Auditor and audit team k. To communicate with the concerned Division for the auditee team assignment.

02.4.2 Divisional (Self) Audit Divisional Audit is an essential pre-requisite to be conducted by the Auditee before conducting the internal audit. 1. Quality Department submits a notification to the auditee that the Divisional audit has been activated in S&Q database (AQD). Specific details must be provided with notification as follow:

a. The scope of the audit

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.11

This Document Is Uncontrolled When Downloaded, Copied, or Printed

b. S&Q database audit ID c. The assigned Quality lead auditor d. The target date for divisional audit completion

2. Once the notification is received, the Auditee is responsible to a. Notify concerned departments within the operational area b. Conduct Divisional audits utilizing S&Q database checklist c. Ensure assessing the conformance with applicable requirements. d. Non- conformance to be identified within the database checklist. e. List all utilized Manuals/Documents into database under Audit Summary. f. Meet set target date for Divisional Audit completion g. Notify the lead auditor once the audit is completed.

3. The Quality lead Auditor is responsible to a. Ensure the Divisional audit is conducted as per the set target date. If not, a follow-up shall be

carried out as per Quality follow-up process. b. Once Divisional Audit is completed, ensure all required audit processes activities were

accomplished as listed in item (2) above.

02.4.3 Audit Preparation 1. The Lead Auditor sends a notification to the Auditee with specific details about the Audit date,

time, and method. 2. The Lead Auditor request a meeting with the Audit Team in order to the scheduled audit

preparation. 3. Auditors must review applicable Regulations, Standards, required Documents, divisional audit

results, and previous internal audit results as a familiarization process prior to the Audit. 4. The Audit checklist is setup using applicable regulations/standards, with special emphasis on

implementation, the acceptable means of conformance/compliance (auditor actions, if available). 5. In preparation for the audit, the Lead Auditor in coordination with Manager Quality Audit to

obtain operational significant issues that were raised within the intended audited scope either through the AQD System or through requests from the Safety and Security Departments within SASQ Division.

6. Prior to the audit, the Lead Auditor should ensure receiving the requested information. 7. Auditors need to prepare the required tools to be used during the Audit, (Laptops, Checklists,

Database, internet connection, MS Team Program etc.).

02.4.4 Audit Conduct 1. The Lead Auditor to commence the Audit by conducting an Opening Meeting with the

attendance of concerned Management Member(s). 2. During the audit, auditors evaluate and record the provided documentation references against the

applicable checklist (hardcopy, softcopy through S&Q database, or shared screen).

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.12

This Document Is Uncontrolled When Downloaded, Copied, or Printed

3. Auditors utilize the prepared checklist to assess conformance/compliance against targeted defined criteria.

4. Afterwards, evidence of implementation for each requirement is to be verified utilizing any acceptable means (given as hard, soft copy through S&Q database, emails, shared screen etc.).

5. When conducting an IOSA Audit, Auditors must ensure to accomplish all required auditor actions taking into consideration effectiveness and suitability criteria as deemed possible.

6. The required interview can be conducted onsite (face to face) or remotely based on the audit conducting method.

7. Auditors are required to be professional while dealing with the Auditee by using the proper Auditing Techniques.

8. After completing the set checklist, the Lead Auditor concludes the Audit by conducting a Closing Meeting and briefing the Management of the Audit Result.

02.4.5 Audit Reporting

1. After the conduct of the Audit, the Quality lead auditor reviews and confirms the results attained. 2. The Quality lead auditor to provide a detailed narrative/description for each finding raised

addressing the specific requirement discrepancy. 3. The Quality lead auditor will categorize each finding as per the finding leveling system in chapter

(04) in this manual. 4. The Quality Lead auditor to insert all required audit information /elements for each standard and

requirement into Safety & Quality Database as follow:

a. The alpha-numeric identifier; b. Appropriate references within SAUDIA documents; c. Auditor names; d. Audit dates; e. The list of Auditor Actions accomplished by the auditors to assess implementation for

IOSA standards; f. If applicable, a description of non-conformances and:

(i) The root causes of non-conformances; (ii) The corrective actions implemented to address non-conformances.

g. If applicable, a description of non-applicability (N/A); h. The current status of conformance (documented and implemented).

5. Mgr. Quality Audit/Evaluator to review and validate each finding for quality control purposes. 6. Within (5) working days after closing meeting, the Audit Report is generated in a standardized

Quality Management formatting, in order to be communicated to the Auditee.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.13

This Document Is Uncontrolled When Downloaded, Copied, or Printed

02.4.6 Audit Follow-Up and Close Out

1. Official means of communication must be used as a follow-up mechanism (i.e. company email, Safety & Quality database).

2. The Auditee shall identify the RCs and CAPs for each finding, if any, and insert them into the Safety & Quality Database within the specified time frame in accordance with the finding level starting from the time of receiving the audit report.

3. Within (5) working days of receiving the RCs and CAPs, the Lead Auditor to review and evaluate the proposal and then respond with acceptance or any comments/concerns.

4. When RCs and CAPs are accepted and inserted in the Safety & Quality Database, the Lead Auditor conduct necessary follow-up to verify the completion of the corrective action taken in order to close the findings.

5. Once all corrective actions are satisfactory addressed, the lead auditor closes the Audit in the Safety & Quality Database.

6. The lead auditor ensures audit completion within the given timeframe. 7. Once the audit is closed, Quality Department to review the effectiveness of corrective action

taken through continuous evaluations in the next audit cycle.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.14

This Document Is Uncontrolled When Downloaded, Copied, or Printed

02.5 External Audits

External audit is another essential element of the Audit Program, and it is conducted by an external organization/authority to determine the organization’s compliance with standards, recommended practices, and/or regulations. The objective of External Audits is based on the anticipated scope and specified areas. Depending on the type of audit, a division/department is assigned to act as the focal point of contact within SAUDIA for the central coordination, preparation, and communication. Thus, Quality Management auditors/operational auditors are assigned as escorts to facilitate and manage the audit process. Audit results including findings, if any, generated by external entities shall be subjected to management reviews and appropriate committees. If requested, root causes and corrective actions taken shall be developed and implemented by the aforementioned auditors within SAUDIA.

Examples of External Entities that might audit SAUDIA: 1. General Authority of Civil Aviation (GACA) 2. Regulatory bodies (FAA, EASA, other CAAs, etc.) 3. IATA Accredited Audit Organizations (IOSA) 4. Other Operators

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.15

This Document Is Uncontrolled When Downloaded, Copied, or Printed

The following chart illustrates the Process of IOSA Audit by which an Audit Organization (AO) conducts an Audit on SAUDIA.

IOSA External Audit Process

Quality Management (SASQ) communicates with one of IATA Accredit Audit Organizations at least Six (6) Months

before due date of IOSA Registration

Necessary paperwork is to be accomplished

AO Submits Audit Plan (AP)

Quality Management (SASQ) reviews AP

Accepted

Quality Management (SASQ) communicates the AP with concerned Operational Divisions through IOSA Corporate

Steering Committee (ICSC)

ICSC assigns Representatives to escort the IOSA Auditors

ICSC makes necessary arrangements and preperations

IOSA Auditors Conduct Opening Meeting with SAUDIA Executives

IOSA Auditors Conduct Audit per schedule

IOSA Auditors provide daily briefings throughout the Audit

YES

START

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.16

This Document Is Uncontrolled When Downloaded, Copied, or Printed

IOSA Auditors Conduct Closing Meeting with SAUDIA Executives and submits Preliminary Audit Report

Findings/Observations

ICSC Chairman communicates RCs/CAP to IOSA Auditors

Accepted

ICSC implements CAP

AO Auditors verifies CAT implementation

Accepted

AO Auditors Closes NCR(s)

IOSA Auditors issues Non-Conformance Report (NCR)

YES

END

ICSC Chairman coordinates RCs/Corrective Action Plan (CAP) with ICSC representatives for the concerned

Divisions

IOSA Auditors issues Audit Report (AR)

IATA renews IOSA Registration and issues a Certificate to Saudi Arabian Airlines

IOSA Registration Certificate

NCR

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.17

This Document Is Uncontrolled When Downloaded, Copied, or Printed

03 Findings/Non-Conformities Leveling

The Finding Leveling System is a tool developed and utilized by Quality Management to easily classify findings rising from internal audits. This tool will assist auditors to categorize each finding based on its severity and weight to determine the proper action required. The following chart provides a guidance to Quality Auditors in order to reach the appropriate finding categorization level.

Based on the finding outcome level, the below actions will be taken accordingly.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.18

This Document Is Uncontrolled When Downloaded, Copied, or Printed

FINDING LEVEL

ACTION

LEVEL ONE

• Immediate RCA & CAP is required within (5) five working days. • Escalation to Executive Management. • The finding to be corrected and closed within 15 days from the

accepted CAP. • Auditee to emphasize on finding root cause. • Database record and monitoring required.

LEVEL TWO

• RCA & CAP must be submitted within (10) ten working days. • The finding to be discussed/highlighted through management

meetings. • Escalation to executive management might be considered. • The finding to be corrected and closed within less than 30 days from

the accepted CAP, unless proper justification is provided for extension.

• Database record and monitoring required

LEVEL THREE

• RCA & CAP must be submitted within (10) ten working days. • The finding to be corrected and closed within less than 45 days from

the accepted CAP, unless proper justification is provided for extension.

• Database record and monitoring required.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.19

This Document Is Uncontrolled When Downloaded, Copied, or Printed

04 Assessment Program

The main objective of having a Quality assessment program is to minimize/eliminate findings that could affect the Quality of the operations at selected Operational Divisions and selected departments. As a result, the working environment within operations shall be conducted efficiently. Similar to Auditing, the Assessment Program is conducted in a systematic manner following five steps: initiation, preparation, conduct, reporting, and follow-up. The Chart below illustrates the Assessment Process:

Assessment Process

Required Assessment Preparation

Conducting the Assessment

Issue Reports

Follow-up and Close out

START

END

Scheduled Assessment (Specific Intervals)

Unscheduled Assessment

(Triggered by Trend Analysis, Directives, Divisional Request)

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.20

This Document Is Uncontrolled When Downloaded, Copied, or Printed

04.1 Assessment Process Description

04.1.1 Initiation of Assessment

Quality assessment can be classified as either scheduled or unscheduled assessment. The scheduled assessment should be announced at specific intervals. This type is the core of the assessment program.

The unscheduled assessment is expected to be initiated as a response to trend analysis results, executive directives, or an Internal Division request. The outcome of both the scheduled and unscheduled assessment is expected to enrich the overall company Quality Database, statistical studies, as well as to support the required audit implementation process. .15

04.1.2 Assessment Preparation

Preparation is an essential part of the assessment process. Therefore, before conducting the assessment, assessors should familiarize themselves with the area they are going to assess. To achieve this, assessors shall review applicable operations manuals pertinent to the specific assessment required. Further preparation can be gained by an assessor questioning and discussing the procedures and operations on the specific area of assessment with assessors already acquainted with the process. In addition, assessors shall become aware of any previous deficiencies or negative trends by analyzing preceding data. Finally, assessors shall obtain a copy of the Checklist intended to be utilized during the assessment.

04.1.3 Assessment Conduct

When initiating an assessment, assessors shall properly identify themselves and ensure that the appropriate Manager/Supervisor are fully aware of the type and purpose of the assessment being conducted. In addition, when observing or evaluating an individual or groups during the performance of their assigned duties, assessors shall not intervene in a manner that could adversely hinder or preclude them from effectively performing their duties. Assessors shall use the appropriate Quality checklist as an aid for recording and documenting observations. When recording nonconformities, Assessors shall communicate the findings/observation to the concerned manager or supervisor.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.21

This Document Is Uncontrolled When Downloaded, Copied, or Printed

04.1.4 Assessment Reporting

An assessment is not completed until a report on the results has been recorded and documented in the appropriate checklist. Assessors must be concise, factual, and objective in reporting assessment results. The assessor shall record all inputs using the Safety & Quality database. The focus of the report must be on fact finding not fault finding. In the report, the following information should be documented:

1. Date and time of assessment. 2. Area name and location. 3. Sequence number and item number in the check list. 4. Description of the Non-conformity. 5. The reference number in accordance to the applicable manual/standard if applicable. 6. Database log date and name of the person entered the information in the system.

04.1.5 Assessment Follow-Up and Close Out

Assessment non-conformities whether findings or observations shall be handled similar to Audit findings. Once the assessment report is generated, the assessed need to identify the root cause for each nonconformities and develop a corrective/preventive action plans through the Safety & Quality database. The assessor evaluates the effectiveness of the proposed corrective/preventive action(s) plan before the starting the implementation phase. Once the assessed implements the accepted corrective/preventive action(s) plan, the assessor need to evaluate and verify the effectiveness of the implementation and the compliance with the required documentation. Both the assessor and the assessed have to mutually agree regarding the status of nonconformities After all findings are accepted and closed by the assessor, the assessment can be considered as completed and closed within the Safety & Quality database.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.22

This Document Is Uncontrolled When Downloaded, Copied, or Printed

05 GACARs Compliance Monitoring The objective of the GACAR Compliance Program is to ensure continuous compliance with all applicable regulatory requirements set by GACA. The GACA Regulations (GACARs) are essential elements of the State Safety Program. The GACARs are intended to comply, to the maximum extent practicable, with the Standards and Recommended Practices published by ICAO. The GACARs are complemented by other forms and publications issued by the GACA including GACA Safety Policy Statement, GACA Enforcement Policy, Advisory Circulars (AC) and forms. The GACARs are composed of 11 chapters consisting of 68 Parts covering all civil aviation activities within the Kingdom of Saudi Arabia. Applicable GACARs to SAUDIA, as a scheduled commercial operator under part 121, include the following:

• Part 4 : Mandatory Reporting of Accidents, Incidents and Statistics • Part 5 : Safety Management System • Part 7 : Problematic Use of Psychoactive Substances • Part 91 : General Operating and Flight Rules • Part 109 : Transportation of Dangerous Goods By Air • Part 117 : Flight and Duty Limitations and Rest Requirements • Part 119 : Certifications for Saudi Arabian Commercial and Non-Commercial Operations • Part 121 : Operations for Commercial Air Operators Operating Transport Category Aircraft

The Above GACARs may refer to other applicable GACARs in different parts not listed in this document. Compliance with these GACAR Parts are mandatory. One of the main programs under the Quality Department is the GACAR Compliance Program. Through this program, the Quality Department verifies, through internal audits, Self-Audits, Compliance Questionnaires and/or focused assessment the compliance of all concerned divisions with the provisions of the GACARs. It is the responsibility of each concerned division to continuously review, evaluate and comply with each applicable GACAR in terms of documentation and implementation. Additionally, these Operational Divisions shall monitor the concerned service providers to ensure compliance with GACA regulatory requirements as applicable. All amendments to the GACAR and complementary documentation are announced and communicated through GACA Website at www.gaca.gov.sa

http://www.gaca.gov.sa/

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.23

This Document Is Uncontrolled When Downloaded, Copied, or Printed

06 GACARs Changes Monitoring

06.1 Introduction

In order to meet the dynamic regulatory requirements changes and to improve quality monitoring performance in an effective and timely manner, all Operational Division are responsible to ensure that all applicable GACARs changes are continuously identified, tracked and implemented. Such changes shall be applied as a part of the concerned Divisions/Departments monitoring programs. In addition, each affected Divisions/Departments shall take all the necessary measures to ensure compliance with the amendment or the newly introduced requirement. The flow chart below highlights the general description of the process:

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.24

This Document Is Uncontrolled When Downloaded, Copied, or Printed

GACARs Changes Monitoring Workflow

Identify GACARs Changes/ Amendments

Determine Applicability

Evaluate the Change

Implement the Changes/ Amendments

Maintain Records

Maintain Regulatory Compliance

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.25

This Document Is Uncontrolled When Downloaded, Copied, or Printed

06.2 GACARs Changes Monitoring Process Description:

1. Identify GACARs Changes/Amendment The concerned Division/Department assigned staff shall identify GACARs Changes/amendments utilizing the available and appropriate tracking methods, such as: GACA website, email subscriptions and other communication methods.

2. Determine Applicability The concerned Division/Department assigned staff shall determine the applicability of the identified changes/amendments.

3. Evaluate the Change The concerned Division/Department assigned staff shall review and evaluate the changes/amendments. The evaluation shall take into consideration compliance status, magnitude of the change, implementation timeframe, stakeholders, resources required, etc..)

4. Implement the Changes/Amendments The concerned Division/Department assigned staff shall identify the required measures to fulfil compliance requirements with the changes/amendment. Such measures shall ensure:

o Manuals and necessary documents are revised and updated. o Implementation plan is prepared, approved and tracked. o Changes/amendments are communicated with all concerned stakeholders as

appropriate. 5. Maintain Regulatory Compliance

The concerned Division/Department shall: • Continuously maintain compliance with the GACARs change/amendment. • Periodically validate the compliance status of the changes/amendments through the

appropriate monitoring program. 6. Maintain Records

The concerned Division/Department shall maintain all records related to the changes/amendments.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.26

This Document Is Uncontrolled When Downloaded, Copied, or Printed

07 Non-Compliance Register 07.1 Introduction The Non-Compliance Register is developed to create a comprehensive database that captures findings from available sources such as Internal Audits, External Audits, MAPs, SAFA, Investigations and E- reports as applicable.

The Non-Compliance Register provides: • Broader understanding of overall Non-Compliance with relevant regulations, standards, and

SAUDIA requirements. • Tracking Non-Compliance reports. • Enabling development of targeted/customized monitoring checklists. • Linking to other relevant regulations and standards.

The Quality Department shall maintain close coordination and communication with the concerned Divisions/Departments to ensure the following:

• Addressing significant and repeated findings. • Providing outcomes resulting from data analysis. • Evaluating the existing channels/sources of findings and noncompliance. • Receiving notification of upcoming of external audits and results of previous external audits. • Reviewing Corrective Action Plans (CAPs) and finding status.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.27

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Non-Compliance Register Workflow

Identify new findings

Log the findings in Non- Compliance database

Obtain additional findings from available sources

Analyze the database

Continuous communication with stakeholders

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.28

This Document Is Uncontrolled When Downloaded, Copied, or Printed

07.2 Non-Compliance Register Process Description: 1. Identify new findings

The assigned Quality Staff will identify the new captured finding from the available sources. 2. Log the findings in the Non-Compliance Register Database

The assigned Quality Staff logs the new finding including but not limited to the following: o Finding description, source, date, and location. o Link to relevant regulations and standards. o Auditor entity and finding owner. o Finding repetition and level.

3. Obtain additional findings from available sources

The assigned Quality Staff shall communicate with the concerned Divisions/Departments to request receiving additional findings captured from available sources (e.g. external audits, inspection reports investigation findings, etc.). All concerned Divisions/Departments shall avail the aforementioned information upon Quality Department request.

4. Analyze the database The assigned Quality Staff conduct(s) the required compliance analysis based on the available data. The analysis is conducted taking into considerations finding level, repetition, regulatory cross- reference, and other available information.

5. Continuous communication with stakeholders The Quality Department shall maintain periodic communication with the concerned Divisions/Departments to:

• Provide analysis results. • Improve database effectiveness. • Conduct the required follow ups.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.29

This Document Is Uncontrolled When Downloaded, Copied, or Printed

08 Safety Assessment of Foreign Aircraft (SAFA)

08.1 Introduction Due to significant increases in the volume of air travel, the European Union identified the need to effectively enforce international safety standards within the Community. And so, they required all airlines operating within their territory, including to comply with the SAFA requirements in accordance with EASA regulations.

08.2 Ramp Checks in Practice Oversight authorities of the Member States engaged in the SAFA Program choose which aircraft to inspect on all airlines including SAUDIA. Some authorities carry out random inspections while others try to target aircraft or airlines that they suspect may not comply with ICAO standards. Depending on the volume of third-country flights and the availability of inspectors in each Member State, the number of inspections on airline operations in EU countries, may vary from relatively few to several hundred each year. Checks may include:

12.2.1 Crew Licenses; 12.2.2 Procedures and manuals that should be carried in the cockpit; 12.2.3 Compliance with these procedures by flight and cabin crew; 12.2.4 Safety equipment in cockpit and cabin; 12.2.5 Cargo carried in the aircraft; 12.2.6 Technical condition of the aircraft.

A checklist of fifty-four (54) inspection items is used during a SAFA Ramp Check on aircraft operations in EU. As the time between arrival and departure (the turn- around time) may not be sufficient to go through the full checklist, not all 54 items may be inspected. It is SAFA policy not to delay an aircraft except for safety reasons.

Additionally, Alcohol testing for flight crew was introduced to the SAFA inspection. In case of a positive alcohol test result, a category three finding will be raised, and the crew member will be informed about the result and will not be permitted to resume working. Refusal to participate in the initial or confirmation alcohol test will be considered as a positives test result.

08.3 SAUDIA Commitments to SAFA SAUDIA established SAFA Committee (Must be General Manager Level) in order to comply with the SAFA program requirements as directed by SAUDIA CEO reference letter No. 700/130/2293/32 dated March 6, 2012.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.30

This Document Is Uncontrolled When Downloaded, Copied, or Printed

08.4 SAFA Committee Members 1) GM Quality (Chairman) 2) GM Flight Operations (FO) Standards (Member) 3) GM Flight Safety (Member) 4) GM Ground Safety (Member) 5) GM Airport Procedures (Member) 6) GM In-Flight Services Cabin Crew (IFS) (Member) 7) GM Aircraft Maintenance Safety and Quality (Member) 8) SAUDIA SAFA Coordinators (Member)

08.5 Notification 1. In case of SAFA inspection conducted on SAUDIA Aircraft, the Captain, Cabin

Manager, ground and Maintenance personal shall immediately submit an e-report or notify the concerned division’s coordinators;

2. Division’s coordinators will notify other SAFA committee members and coordinators through Email ([email protected]);

3. SAUDIA SAFA coordinators will check SAFA database and circulate the new SAFA inspection report to all concerns through ([email protected]);

4. In case of CAT 3 findings, an alert message will be sent immediately to the CEO, COO and the concerned VPs including SAFA members and coordinators. (Figure 1)

Figure 1

mailto:[email protected]

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.31

This Document Is Uncontrolled When Downloaded, Copied, or Printed

08.6 Duties and Responsibilities 1. The concerned Division’s VP shall assign and delegate a SAFA committee member

(GM level) with full authority to represent the Division. 2. SAFA committee member shall:

a. Provide the root causes, corrective actions, evidences of implementation and preventive measures in order to close the SAFA Findings;

b. Determine and assign their SAFA Coordinators to handle the SAFA Findings Reports effectively;

c. Keep SAUDIA SAFA Coordinators informed with any updates to the Division’s SAFA Coordinators;

d. Be fully responsible for the concerned division/s responses uploaded to the SAFA Database.

08.7 Handling of SAFA Findings Reports A. Safety, AVSEC and Quality (SASQ) Division:

1. GM Quality (SAFA Chairman): a. Assigns and delegates two (2) SAFA Coordinators to handle discrepancies reported

by SAFA; b. Requests SAFA Members to assign two (2) Coordinators to handle their related

discrepancies reported by SAFA. 2. SAUDIA SAFA Coordinators:

a. Checks SAFA database on daily basis from Sunday to Thursday; b. Downloads any new reports and send it immediately to all concerned division’s

coordinators copied SAFA members through SAFA committee Email ([email protected]);

c. Assign SAFA findings to the applicable Division/Department; d. Uploads the report and its attachments (Pictures, etc..) to the SAFA Committee

shared folder (\\itbfileshare\TAMKEEN); e. Receives Responses including corrective action plans from concerned Divisions

within ten (10) working days of receiving the notification; f. SASQ may reject the corrective / preventive measures providing comments /

suggestions; g. Uploads the Division’s response to SAFA database; h. In case of no response within ten (10) working days, the case will be escalated to a

higher management (Division’s VP); In case of no response from the concerned VP within two (2) working days from the escalation date, SAUDIA SAFA coordinators will

i. escalate the findings to SAUDIA COO; j. In case of no response from the COO within three (3) working days from the

mailto:[email protected]

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.32

This Document Is Uncontrolled When Downloaded, Copied, or Printed

escalation date, SAUDIA SAFA coordinators will escalate the findings to SAUDIA CEO;

k. In case SASQ / SAFA Inspector/s rejected the Division’s response, the concerned Division shall re-submit a sufficient response within five (5) working days;

l. In case of no response from SAFA committee members / coordinators within five (5) working days or the Division’s response rejected for the second (2nd) time, the above escalation process shall be applied;

m. SAUDIA SAFA coordinators may call for a meeting with SAFA committee members / coordinators when needed;

n. Provide periodic SAFA progress update and obstacles to Senior Management meetings as required (MRM and Leadership Meeting)

B. Flight Operations/Ground Operations/In-Flight Services/Technical Services (SAFA Committee Members) shall:

a. Review the corrective actions, preventive measures and evidence of implementation and signs the form;

b. Reassess the preventive actions taken for any repetitive findings and provide SAUDIA SAFA coordinators with effective preventive measures;

c. Evaluate the received corrective action taken and monitor the implementation of corrective measures;

d. Ensure to include handling of SAFA reports to their Division’s Departmental Manuals;

e. Each Operational Division is responsible to ensure continuous compliance with SAFA requirements by ensuring proper implementation and monitoring of all SAFA Ramp inspection checklist items.

f. Ensure that SAFA Checklist elements are incorporated as a part of the inspection program for the Division/Department.

g. Avail divisional SAFA inspection records/evidence upon SAFA Committee Chairman Request.

h. Ensure to coordinate any shared findings directly with the concerned divisions.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.33

This Document Is Uncontrolled When Downloaded, Copied, or Printed

08.8 SAFA Findings Categories:

Finding Category Description Requires RCA/CAP Requires

Immediate Action

Category G Any observation from the inspector not classified as safety-relevant No No

Category 1 - Minor

Any detected non-compliance with the applicable requirements or the terms a certificate that has a minor influence on safety

No No

Category 2 - Significant

Any detected non-compliance with the applicable requirements or the terms of a certificate that has a significant influence on safety

Yes No

Category 3 - Major Any detected significant noncompliance with the applicable requirements or the terms of a certificate that has a major

Yes Yes

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.34

This Document Is Uncontrolled When Downloaded, Copied, or Printed

08.9 Process Description 1) The following flowchart describes details of applicable documentation and details/

sequence of different activities to be performed in Handling SAFA Findings Reports. (Figure 2)

Figure 2

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.35

This Document Is Uncontrolled When Downloaded, Copied, or Printed

09 Master Audit Plans (MAPs) Program Master Audit Plans (MAPs) is one of Monitoring and Surveillance Quality Program that is developed to strengthen the Quality Management System within SAUDIA through the application of in-depth monitoring and analysis of all Operational audit activities. 09.1 The MAPs Program objectives:

• Improve overall Quality Management System; • Measuring operational audit performance and program effectiveness; • Establish unified standards for operational quality audits; • Track operational audits to ensure the accomplishment of the approved annual plan; • Identify operational weaknesses and repeated issues; • Generate recommendations as improvement opportunities.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.36

This Document Is Uncontrolled When Downloaded, Copied, or Printed

MAPs Process

Quality Department to combine all audit plans in one Master Audit Plan

At the end of each year (December), Quality Department to request the approved annual audit plan form the Operational Divisions

Start

End

Quality Department to select a number of operational audits that will be joined with the concerned divisions / department for observation of the

audit process.

Quarterly, Quality Department to request, review, evaluate, and analyze the audit reports. Submit a general report to the concerned Divisions which includes overall results to illustrate the performance of audit activities.

Initiate Key Performance Indicators (KPIs) for each Operational Division/ Department based on the total number of planned audits.

Operational Divisions/Departments to action recommendations issued.

In the first Quarter of next cycle and based on the audit reports analysis and joined audits observation, Quality Department to generate a

comprehensive annual report that will be submitted to the concerned Divisions/ Departments shows all audit results, recommendations, actions

needed, and obstacles if available.

Concerned Division/ department to review the MAPs report. In case of any concerns or inquires, communicate with Quality Department for more

clarification.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.37

This Document Is Uncontrolled When Downloaded, Copied, or Printed

09.2 MAPs Processes Descriptions

1. At the end of each year (December), Quality Department requests the approved annual audit plans from the applicable Operational Divisions/Departments.

2. Quality Department to combine all audit plans in one master audit plan. 3. Initiate Key Performance Indicators (KPIs) for each Operational Division/Departments based

on the total number of planned audits. 4. Quality Department to select a number of operational audits that will be joined with the

concerned Divisions/Departments for observation of the audit process. 5. Quarterly, Quality Department will:

a) Request all completed audit reports from the concerned divisions. b) Review, evaluate, and analyze the provided audit reports. c) Submit a general report to the concerned Divisions which includes overall results to

illustrate the performance of audit activities. 6. In the first Quarter of next cycle and based on the audit reports analysis and joined audits

observation, Quality Department to generate a comprehensive annual report that will be submitted to the concerned Divisions/ Departments shows all audit results, recommendations, actions needed, and obstacles if available.

7. Concerned Divisions/Departments to review the MAPs report. In case of any concerns or inquires, communicate with Quality Department for more clarification.

8. Operational Divisions/Departments to action recommendations issued.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.38

This Document Is Uncontrolled When Downloaded, Copied, or Printed

10 Surveys & Questionnaire Program A survey or questionnaire is performed through a random sampling from the entire SAUDIA personnel including; Flight Operations; Technical Services, In-Flight Services; Integrated Operations Customer Center; Ground Operations; Cargo; Aviation Security and both internal and external partners.

Questionnaires are designed to evaluate the effectiveness and acceptance of the quality programs implemented within SAUDIA Operational Divisions. The surveys remain confidential, and none of the participants’ personal information is revealed in public.

The field survey initiative includes: 1. Preparation of the questionnaire for the relevant topics. 2. Distribution to survey participants according to their relevance to the study objectives. 3. Collection of the survey responses in person or on-line. Review and analysis of the survey data. 4. Conclusion of the survey following the collection of the data from the subject matter experts from

the concerned division. The survey results provide useful insights on employee/customer perceptions and various aspects of their opinions. Decision makers identify these perceptions and build on areas of strength. Then, address areas like improving services, increasing employee morale, enhancing services and operations. Finally, the management takes the proper action in order to streamline operations and improve efficiencies.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.39

This Document Is Uncontrolled When Downloaded, Copied, or Printed

11 Key Performance Indicators (KPIs)

Key Performance Indicators (KPIs) help SAUDIA defines and measures the progress toward its goals and objectives. KPIs are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of SAUDIA operations. KPIs are ways to periodically assess the performances of divisions, departments and employees. Accordingly, they are defined in a way that is understandable, meaningful, and measurable. In order to be evaluated, KPIs are linked to target values, so that the value of the measure can be assessed as meeting expectations or not. Each Operational Division is advised to submit their defined KPIs annually according to the following process.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.40

This Document Is Uncontrolled When Downloaded, Copied, or Printed

KPI Process

Each Division/Department is encouraged to define or update the categories required to be monitored or

measured as KPIs.

Based on historical data and current trends, Operational Divisions set a SMART Objective for each Category

Proposed Target Indicators to be submitted to SASQ for review

Any Comments/ Recommendations

Target indicators to be monitored and evaluated periodically to ensure compliance with objective

Operational Divisions to establish a new challenging SMART Objective

Yes

START

Compliance

YES

NO Identify Root cause

END

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.41

This Document Is Uncontrolled When Downloaded, Copied, or Printed

11.1 KPI Process Description

1. Each Division/Department is encouraged to define or update the categories required to be monitored or measured as KPIs.

2. Based on historical data and current trends for each category, Operational Division/Departments sets a SMART objective. The objective must be Specific, Measurable, Achievable, Realistic, and Timely.

3. Proposed Target Indicators to be submitted to the Quality Department (SASQ) for review and records.

4. SASQ provides recommendations and comments if the proposed target indicators do not qualify as SMART objectives.

5. Periodically, the target indicators are monitored and evaluated to ensure compliance with the set objective.

6. Root cause must be identified and corrected if the targeted objective is not achieved (see Corrective Action Process).

7. Once the target is achieved, Operational Divisions/Departments defines a new challenging objective as a measure for continual improvement.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.42

This Document Is Uncontrolled When Downloaded, Copied, or Printed

12 Safety & Quality Database (AQD)

SAUDIA is utilizing Safety & Quality Database portal, Web-based data capturing solution, as a comprehensive and integrated Safety & Quality Management System tools to support Safety Management and Quality Assurance, covering all functions from accident/incident reporting, analysis and investigation through auditing and corrective action tracking. All staff across the company able to access the system, with respect to role based rights control of the information that the user can access and amend. Safety & Quality Database Portal supports and compromises the following installed management systems and modules:

1. Quality Management 2. Compliance Management 3. Safety Management 4. Investigation Management 5. Risk Management 6. Occurrence Report Capture 7. Audit & Compliance Program 8. Finding and Action Tracking 9. Data Analysis and Reporting 10. Administration and Configuration 11. Email Alerts 12. Data Export Utility

In Audit Module, the system supports QMS and Quality Assurance elements, Safety & Quality Database is utilized for conducting audits, integrating internal/external requirements, analyzing and reporting trends in quality indicators. Moreover, the system offers all the tools and functions required to create and manage internal audit programs including audit plan, assignment of Audits to Auditors, creating audit checklists, capture of Findings, tracking Causes and Corrective/Preventive Actions.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.43

This Document Is Uncontrolled When Downloaded, Copied, or Printed

13 Improvement SAUDIA continually improves the effectiveness of the Quality Management System through the use of the Quality Policy, Quality Objectives, audit results, analysis of data, corrective and preventive actions and management review. SAUDIA takes action to eliminate the cause of any nonconformity in order to prevent recurrence.

13.1 Corrective Actions

Corrective actions are appropriate to the effects of the nonconformities encountered. Each respective Operational Division establishes a documented procedure defining requirements for:

1. Reviewing nonconformities 2. Identification of root cause(s). 3. Evaluating the need for action to ensure that nonconformities do not recur. 4. Determining and implementing action needed. 5. Records of the results of action taken. 6. Reviewing corrective action taken. 7. Evaluation of corrective action to determine effectiveness.

The following is a chart illustrating the process of which corrective actions are handled.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.44

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Corrective Action Process

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.45

This Document Is Uncontrolled When Downloaded, Copied, or Printed

13.1.1 Corrective Action Process Description: Utilize applicable scope and checklist to conduct the intended evaluation

1. The number of Nonconformities are accounted and the category must be determined whether as a finding or observation.

2. Root Cause Analysis must be conducted using the appropriate tools, (Cause and Effect Diagram, 5 Whys, Pareto Chart, Flow Diagram, etc.).

3. Based on the analysis, the corrective action required is determined and target date is set. 4. Once the corrective action is implemented, evaluation is carried out to verify

effectiveness. a. If not effective, make sure the implementation is as planned or change corrective action. b. If effective, nonconformity is closed and records are maintained.

5. Report is communicated to concerned Management officials.

13.2 Preventive Action

SAUDIA determines action to eliminate the causes of potential nonconformities in order to prevent their occurrence. Preventive actions are appropriate to the effects of the potential problems. Each respective Operational Division establishes a documented procedure defining requirements for:

1. Determining potential nonconformities and their causes. 2. Evaluating the need for action to prevent occurrence of nonconformities. 3. Determining and implementing action needed. 4. Records of results of action taken. 5. Reviewing preventive action taken.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.46

This Document Is Uncontrolled When Downloaded, Copied, or Printed

14 Root Cause

Beneath every problem lies a cause for that problem. Such cause(s) must be identified and eliminated in order to ensure recurrence prevention. A problem is a result of multiple causes at different levels. This means that some causes can affect other causes that, in return, create the visible problem. Therefore, the following classification of causes is crucial to understand:

1. Symptoms: not considered actual causes, but rather as signs of existing problems 2. 1st level causes: causes that directly lead to a problem 3. Higher-level causes: causes that lead to the first level causes 4. Root causes: The fundamental reason for the occurrence of a problem.

SAUDIA utilizes Root Causes Analysis (RCA) as a method to solving arising operational problems. Such a step is an essential part of the corrective and/or preventive action. Operational Divisions/Departments are expected to deal with RCA by conducting the required analysis. Therefore, it is crucial to fully understand the application and procedures of root cause analysis. Furthermore, Comprehending RCA will enable SAUDIA to deal with operational problems to understand that removing only symptoms of a particular problem can make the situation worse. The problem will exist, but you can no longer recognize the symptoms.

Furthermore, eliminating first or higher level causes may temporary decrease the problem but the root cause will find another way to present itself in the form of another problem. However, by removing the root cause and monitoring symptoms the problem will not recur. RCA is a part of a more general problem solving process. Further, problem solving is an integral part of continuous improvement. Thus, RCA is one of the core building blocks in a SAUDIA’s continuous improvement efforts.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.47

This Document Is Uncontrolled When Downloaded, Copied, or Printed

Root Cause Process

Collect Data

Brainstorm Cause(s)

Start

End

Analyze Collected Data

Identify Root Cause(s)

Understand the Problem

Eliminate Root Cause

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.48

This Document Is Uncontrolled When Downloaded, Copied, or Printed

14.1 Root Cause Process Description:

1. Understand the Problem. In order to ensure that all efforts towards solving a problem are directed at the right way, the assigned staff or group must clearly understand the problem. Common tools to help understand a problem include flow chart, Critical incident, Spider chart, and Performance Matrix. SAUDIA commonly uses work flows or work processes as a basic tool for understanding the flow of activities in a process, and therefore, obtaining a clear illustration on where the problem occurs and which problems should be solved.

2. Brainstorm Causes. Often a suspicion exists as to what causes the problem. Therefore, the assigned staff/team must consider other possible candidates. SAUDIA relies on brainstorming is a reliable tool to determine possible causes. Other common tools at this stage include Brain writing, is-is not matrix, nominal group technique, paired comparison.

3. Collect Data. Collecting data during Root Cause Analysis activity is vital. Analysis based on insights and facts has a better chance of accomplishing the required objectives. Therefore, the assigned staff/team should use the most suitable tool for data collection during RCA. Useful operational data can be collected through surveys, sampling, Safety & Quality database system, etc.

4. Analyze Collected Data Once data collection phase is completed, the assigned team should analyze the available data in order to draw connection between possible causes and the problem. Such connection will enable determining which causes seem to do the most harm. Data analysis aims to clarify possible causes through a wide range of analysis tools including Histogram, Pareto Chart, Scattered Chart, Problem Concentration Diagram, Relations Diagram, and Affinity Diagram. During the analysis phase, the assigned staff/team shall utilize the most suitable analysis tool for the problem they are working on.

5. Identify Root Cause(s) Once all possible causes have been analyzed, the assigned staff/team shall identify the root cause. Tools available for the identification process include cause-and- effect chart (Fishbone), Matrix Diagram, Five whys, and Fault Tree Analysis. While the Five Whys is the most commonly utilized tool, the assigned team may use any suitable identification method as deemed necessary.

6. Eliminate Root Cause After the identification of the causes, the assigned staff/team must eliminate root cause by finding a solution to the problem. While all previous steps have been characterized by analytical efforts to understand the problem and its possible causes, finding a solution is a task that requires more efforts in the creative side. There are many tools suitable for this task including the six thinking hats, the theory of inventive problem solving, and systematic inventive thinking. The team has the choice to apply the most appropriate elimination tool for their problem solving process.

This Document Is Uncontrolled When Downloaded, Copied, or Printed.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.49

15 Quality issues Follow-up and escalation

15.1 Introduction

The Quality Department ensures that timely and effective actions are implemented by all concerned divisions in order to address, respond to and resolve all issues resulting from Quality Program activities. Such Quality issues include corrective actions resulting from internal audit findings, continuous monitoring requirements, assessment reports, recommendations and /or any other quality related feedback/request. For all Quality issues, the following are the official means for all follow ups:

• Emails • Company letters • Safety and Quality Database • Quality committees and meetings

This Document Is Uncontrolled When Downloaded, Copied, or Printed.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.50

Quality issues Follow-up and Escalation Process

Generate 1st Follow-up

Establish Communication with the Concerned Division/Department

Action Complied

Yes

Close Item and Record

Action Complied

Generate 2nd Follow-up

Yes

No Escalate to GM Quality for

Further Action

This Document Is Uncontrolled When Downloaded, Copied, or Printed.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.51

15.2 Quality Follow up Processes Description

1. Establish Communication with the Concerned Division/Department regarding the identified Quality issue The Quality individual to communicate with the counterpart within the concerned Division/Department via official means of communication regarding the raised quality issue. A response target date must be set by the Quality Department.

2. Action Complied If the action is taken by concerned department focal point, refer to step 8.

3. Write the 1st Follow-up If no response is received within the agreed target date, the assigned quality staff to sends the first follow up to the focal point of contact in the concerned division. The management of the Quality department and the concerned focal point of contact management shall be copied in this follow up. The follow-up reminder should be sent next working day of the target date.

4. Action Complied If the Action is taken by concerned department focal point, refer to step 8.

5. Write the 2nd Follow-up If some of the action items were not implemented, or no response is received, the assigned quality staff sends another follow-up with a copy to VP concerned and provides feedback of the pending items. However you may have some quality action items that cannot be fully implemented due to special circumstances. Therefore, the assigned Quality Staff has to discuss the specific pending item with concerned quality manager for re-evaluation and necessary adjustment. The 2nd follow-up should be sent after a period of five working days from 1st follow-up.

6. Action Complied If the Action is taken by concerned department focal point, refer to step 8.

7. Escalate the issue If no response is received, or if the issue is not resolved, the item shall be escalated to Quality General Manager for further action. a. GM Quality to discuss the matter with the concerned management b. GM Quality to raise the issue in one of the committees (ICSC, QMC, Leadership

Meeting, MRM)

8. Close Item and Record Close the pending items, whether it is a finding / recommendation and record them in the database.

This Document Is Uncontrolled When Downloaded, Copied, or Printed.

Measurement, Analysis and Improvement

Quality Management Manual (QMM)

Quality Programs

Rev. 07 08 May 2022 04.52

INTENTIONALLY LEFT BLANK

This Document Is Uncontrolled When Downloaded, Copied, or Printed.

Annexes

Quality Management Manual (QMM)

Forms

Rev. 07 08 May 2022 05.01

Annexes

01 Forms Reference Title 5.1.1 QDF01 Revision Request Form (RRF) 5.1.2 QDF03 Coordinated Documentation System (CDS) Form

This Document Is Uncontrolled When Downloaded, Copied, or Printed.

Annexes

Quality Management Manual (QMM)

Forms

Rev. 07 08 May 2022 05.02

INTENTIONALLY LEFT BLANK

This Document Is Uncontrolled When Downloaded, Copied, or Printed.

Annexes

Quality Management Manual (QMM)

Forms

Rev. 07 08 May 2022 05.03

05.1.1 RRF - Revision Request Form

This Document Is Uncontrolled When Downloaded, Copied, or Printed.

Annexes

Quality Management Manual (QMM)

Forms

Rev. 07 08 May 2022 05.04

INTENTIONALLY LEFT BLANK

This Document Is Uncontrolled When Downloaded, Copied, or Printed.

Annexes

Quality Management Manual (QMM)

Forms

Rev. 07 08 May 2022 05.05

05.1.2 QDF03 – Coordinated Documentation System (CDS) Form

This Document Is Uncontrolled When Downloaded, Copied, or Printed.

Annexes

Quality Management Manual (QMM)

Forms

Rev. 07 08 May 2022 05.06

INTENTIONALLY LEFT BLANK