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GM3 ORGH.MGM.200(b)(2)(ii) General requirements for the management system

Available versions for ERULES-1963177438-23517

ED Decision 2025/007/R found in: Ground Handling (GH) (2025/23 and 2025/20) (Nov 2025)

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##### GM3 ORGH.MGM.200(b)(2)(ii) General requirements for the management system

*ED Decision 2025/007/R*

**HUMAN FACTORS AND SAFETY
HAZARDS**

(a) Human factors can be addressed as part of a GH organisation’s
SMS to optimise human performance within the system. This can be
achieved by analysing tasks, the individuals involved and the
organisation, and how each of these can affect safety behaviour.

(b) A task or job should be designed with ergonomic principles in
mind, taking into account typical human performance limitations to
ensure that workers are not overloaded and are able to carry out
their tasks in all operational circumstances. The physical design of
the workplace, the work environment and equipment, and the mental
abilities of the person making decisions, as well as their perception
of the task and risks, need to be considered.

(d) An organisation’s culture and organisational attitudes can have
a considerable influence on individual and group behaviour. A
positive culture promotes employee involvement and commitment at all
levels and highlights where deviations from safe working practices
are not acceptable.

(e) The GH environment still relies heavily on people. However, as
technical systems become more reliable, the remaining occurrences are
largely related to human error.

(f) Human factors or operator errors have been identified by industry
as being responsible for over 90 % of accidents involving damage
to aircraft and infrastructure. Common causes of such accidents have
been highlighted as poor training and supervision, failure to follow
standard operational procedures, communication failure, distraction
and work pressure. As part of its SMS, it is recommended that the GH
organisation identify and target root causes related to human factors
and take appropriate mitigating actions.

(g) There is a considerable amount of research and academic material
on the subject of human factors. One commonly used concept is the
‘dirty dozen’. This term refers to 12 of the most common
conditions for human error that can act as precursors to accidents or
incidents. These 12 elements lead people to make mistakes. Since the
introduction of this concept in aircraft maintenance in 1993, the
dirty dozen has been a useful starting point in all areas of the
aviation industry for discussions of human error within businesses,
organisations and workplaces.

(h) While the dirty dozen have increased awareness of how humans can
contribute to accidents and incidents, the aim of the concept is to
focus attention and resources on reducing and containing human error.
There are examples of typical countermeasures designed to reduce the
possibility of any human error causing a problem related to each of
the 12 elements. There are over 300 elements in the *Human Factors
Training Manual* (ICAO Doc 9683), out of which the dirty
dozen is listed below.

(i) It is recommended that the GH organisation conduct an analysis of
the human factors in their operations and organisation. Using the
dirty dozen is an efficient and simple way to conduct this analysis.
The 12 elements are shown in the figure below (see also Appendix G
to ICAO Doc 10121, *Manual on Ground Handling*).

<table cellpadding="7" cellspacing="0">
<col/>
<col/>
<col/>
<col/>
<tr>
<td>
1.
			Lack of communication
</td>
<td>
2.
			Distraction
</td>
<td>
3.
			Lack of resources
</td>
<td>
4.
			Stress
</td>
</tr>
<tr>
<td>
5.
			Complacency
</td>
<td>
6.
			Lack of teamwork
</td>
<td>
7.
			Pressure
</td>
<td>
8.
			Lack of awareness
</td>
</tr>
<tr>
<td>
9.
			Lack of knowledge
</td>
<td>
10.
			Fatigue
</td>
<td>
11.
			Lack of assertiveness
</td>
<td>
12.
			Norms 
(‘the way we do things around here’)
</td>
</tr>
</table>

(j) The GH organisation should be aware of the issues when employing
temporary, including from a third party, and seasonal personnel. Some
examples are:

(1) maintenance of competency through training;

(2) inexperienced personnel working unsupervised; and

(3) infrequent use of equipment and procedures.

(k) It is recommended that the GH organisation maintain an
appropriate balance between temporary workers and full‑time
employees within its operational teams to ensure sufficient levels of
experience and competency.