TRAINING STANDARDS COUNCIL

INSPECTION REPORT AUGUST 1999

Monarch Airlines Ltd INSPECTION REPORT: LTD AUGUST 1999

SUMMARY

Monarch Airlines provides outstanding aircraft engineering training which involves work on modern passenger aircraft, and good training in business administration which is conducted in well-equipped offices. Assessment is carried out on the job and there is rigorous verification. Trainee support is excellent throughout the programme. All trainees become employees of the company. Management of training is good. Trainees benefit from contact with many highly skilled staff. Subcontractors which provide off-the-job training are closely supervised. Quality assurance of training is outstanding. Training schemes are improved continuously, and the engineering apprenticeship is included in the Civil Aviation Authority audit of the company. Provision to ensure equality of opportunity is sound, although at the time of inspection, minority ethnic groups were under-represented.

GRADES

OCCUPATIONAL AREAS GRADE GENERIC AREAS GRADE

Engineering 1 Equal opportunities 2 Business administration 2 Trainee support 1 Management of training 2 Quality assurance 1

KEY STRENGTHS

¨ outstanding modern apprenticeships in specialised aircraft engineering ¨ on-the-job training on modern fleet aircraft ¨ exceptionally good resources for business administration ¨ high retention rates among trainees ¨ wide choice of employment ¨ additional qualifications available for all trainees ¨ extensive work-based assessment conducted by work observation ¨ strong supervision of subcontractors ¨ robust quality assurance of subcontractors

KEY WEAKNESSES

¨ missed opportunities for key skills assessment ¨ low minority ethnic representation among trainees

ÓTraining Standards Council INSPECTION REPORT: MONARCH AIRLINES LTD AUGUST 1999

INTRODUCTION

1. Monarch Airlines Limited and Monarch Aircraft Engineering Limited work in conjunction with Cosmos Tours. The companies were formed over 30 years ago and are now well known for schedule and charter airline services. Monarch carries many package holiday passengers to sunny destinations on its fleet of 22 modern jet aircraft, mostly from , London Gatwick and Manchester Airports. Monarch has a long history of recruiting through its own apprenticeship and many of its skilled staff started in this way. The company is well known in Luton and Manchester for its training schemes and there is stiff competition for training places.

2. Monarch’s engineering training dates from 1967 when the company formed the Aeronautical Training Group. It included a number of airlines at Luton. The first government-funded training schemes started in 1984 and Monarch assumed total responsibility for its training in 1996. Its training provision today, which is partially supported by Bedfordshire and Luton Chamber of Commerce, Training and Enterprise (CCTE), consists of 28 modern apprenticeships in engineering, 10 national traineeships and four other traineeships in business administration. Engineering apprentices, who are all employed by the company start at the training centre at . During the later years of the programme, some trainees transfer to . Business administration trainees undertake their training in a variety of administration departments at Luton. Initially they are not employed, but most join the company during their training.

3. The Luton and Bedfordshire area has many small employers, 62 per cent of which have fewer than five employees. Monarch, with 2,806 employees is a significant employer in the area. Unemployment in the Bedford and Luton area is low at 3.5 per cent, in comparison with the national average of 5.2 per cent. People from minority ethnic communities make up a total of 10 per cent of the population in Bedford and Luton. Among 16-24 year olds people from minority groups comprise 19 per cent of the population. In 1998, the percentage of school leavers achieving five or more general certificates of secondary education (GCSEs) at grade C and above in Luton was 35 per cent, compared with the national average of 46.3 per cent. Only about half of Monarch’s trainees come from the local area.

ÓTraining Standards Council INSPECTION REPORT: MONARCH AIRLINES LTD AUGUST 1999

INSPECTION FINDINGS

4. Monarch produced its self-assessment report in June 1999. Self-assessment was carried out by a team consisting of the company’s director of personnel, training co- ordinator and training administrator. The team sought advice from Bedfordshire and Luton CCTE. The self-assessment report gave inspectors a clear idea of the scope of training offered by Monarch, but it did not list strengths and weaknesses.

5. Three inspectors spent a total of 12 inspector days with Monarch. They conducted 23 staff interviews, including workplace supervisors, managers and trainers. They interviewed 30 trainees; observed instruction sessions in the classroom; a practical session on a modern A300 Airbus jet aircraft; visited one subcontracted college; conducted telephone interviews with Monarch’s Manchester operation, college and an awarding body. Inspectors reviewed trainees’ files, management information and promotional material. One training session was observed and graded 2.

OCCUPATIONAL AREAS

Engineering Grade 1

6. Monarch Airlines Engineering Training Limited has 28 modern apprentices in engineering. Nineteen trainees are based at London Luton Airport and nine are based at Manchester airport. In the first year of training all trainees undertake an NVQ level 2 foundation course at Luton Airport. They attend a day-release course at a further education college leading to a national certificate. Trainees’ key skills are also extended in the first year, with information technology taught by a college. During the second and third years of the programme, trainees are trained and assessed at work, concentrating on avionics, mechanics or workshop repairs. Second and third-year trainees at Manchester attend a college to study for the Joint Aviation Requirements 66 (JAR66) award. Trainees at Luton will also study for this award from September 1999. Achievement of the JAR66 forms significant evidence for an aircraft engineer’s licensing by the Civil Aviation Authority (CAA). The modern apprenticeship programme has recently been shortened from four to three years. A training administrator provides support for trainees in the first year. In subsequent years, when trainees are in the workplace, support is provided by a training co- ordinator, work-based assessors and licensed engineers who act as mentors. Trainees in their second and third years also have access to the comprehensive library used by engineers for day-to-day technical reference. Staff involved in training are well qualified in the aerospace industry and hold the appropriate assessor and verifier awards. Licensed engineers act as expert witnesses validating trainees’ growing competence as they carry out tasks in the workplace. The training provision at Manchester is new. Visiting assessors from Luton carry out assessment and validate witness testimony. The grade awarded by inspectors was higher than that given by the company.

ÓTraining Standards Council INSPECTION REPORT: MONARCH AIRLINES LTD AUGUST 1999

STRENGTHS ¨ high achievement and retention rates ¨ highly motivated trainees and trainers ¨ outstanding engineering foundation training at level 2 ¨ well structured training at work using operational aircraft ¨ good work-based assessment for NVQ level 3 ¨ good training resources ¨ additional qualifications acquired by trainees

WEAKNESSES ¨ learning of some key skills not integrated with workplace activity

7. Staff and trainees are highly motivated. There is a spirit of co-operation covering the whole company, which shows itself in the willingness of all staff to encourage trainees to achieve their full potential. The company’s comprehensive selection procedure matches young people with a career suited to their personal aspirations. Over the past three years, 93 per cent of entrants to foundation training have achieved an NVQ level 2 and progressed to level 3. There has been no trainee dropout from the level 3 programme and 25 modern apprenticeship certificates have been awarded. All trainees who complete the modern apprenticeship are retained in employment. Trainees are able to gain several extra qualifications related to Monarch’s business which also contributes to their personal and professional development. Extra training has included human factors involved in maintenance and accreditation through log books towards the JAR66 award. This award provides evidence towards CAA licensing. All trainees take part in a teambuilding and leadership exercise in Wales on completion of foundation training. Many qualified engineers remember this period as having made a significant contribution to their development when they were trainees.

8. The NVQ level 2 foundation course is a demanding one. The high level of skill which trainees attain allows them to perform to the industry’s high standards as soon as they begin work on operational aircraft. Lessons are referred to as shifts of work. Trainees clock on and off each day. Trainees take considerable responsibility for the design of their training programmes. They are able to negotiate changes to match their growing aspirations at regular reviews and during annual appraisal. Assessment is initiated by trainees. Authenticity and validity of assessment evidence are carefully monitored and good records are kept for verification and for the CAA. Assessment is rigorously verified. Where Monarch’s fleet does not offer the range of assessment settings demanded by the NVQ, arrangements are made with partner companies to give trainees access to more appropriate aircraft. The resources used for training are good. Training staff and the colleagues with whom trainees work have considerable industrial experience. There is a technical data room to which trainees have the same access as qualified personnel. On-the-job training sessions

ÓTraining Standards Council INSPECTION REPORT: MONARCH AIRLINES LTD AUGUST 1999

GOOD PRACTICE The apprentice training are well planned and well taught. facility is new at Manchester. Technical staff are mostly new to 9. Training at work is structured to meet the needs of each trainee and the demands NVQs. Trainees at of the NVQ. This concern to reflect individual requirements is particularly notable, Manchester Airport are given the strict demands made by procedures and the seen in the company as commercial pressure of the industry. Trainees have mentors among staff. In many ambassadors for NVQs. Their explanations to cases, senior trainees also assist and coach younger colleagues. Considerable effort colleagues about the has been made by the training team to ensure the consistency of training procedures qualification structure at Luton and in the more recently formed centre at Manchester. Training staff visit have inspired several engineers to take an Manchester often. The company requires that the colleges which are responsible for active role in training and technical training off-the-job for the two sites, communicate frequently to ensure assessment. consistency and to share good practice.

10. Information technology is taught at college and the remaining key skills are assessed during the first year of training, also at college. The company does not exploit the many opportunities to accredit key skills as they occur naturally at work so that many trainees do not appreciate the significance of key skills.

Business administration Grade 2

11. There are 14 trainees who are working towards NVQs at level 2 in administration and accountancy. Trainees work in offices at the main administrative centre or in adjacent buildings. Ten trainees are following NVQ level 2 in administration, three are following level 2 in using information technology and one trainee is accounting at level 2. Two trainees who work in the company’s stores are following business administration NVQs at level 2, as well as the distributive and warehousing operations NVQ at level 2. Ten trainees are on national traineeships. Most NVQ training is carried out at one local college, which trainees attend on a day-release basis. College classes are arranged exclusively for Monarch trainees. Trainees who are studying for a national accounting award join trainees from other companies. Trainees are recruited against detailed job descriptions and training plans drawn up by department managers. Training at work takes place in departments with a company training co-ordinator overseeing the programme in conjunction with departmental supervisors. Inspectors awarded a higher grade than that given by the company.

STRENGTHS ¨ effective day-release training which relates closely to trainees’ work ¨ good use of direct observation of work for assessment purposes ¨ good portfolio-building practices ¨ ready access to additional qualifications ¨ department supervisors closely monitor trainees ¨ excellent career prospects for all trainees

ÓTraining Standards Council INSPECTION REPORT: MONARCH AIRLINES LTD AUGUST 1999

WEAKNESSES ¨ workplace reviews do not involve all staff ¨ some employed trainees fail to complete their NVQs ¨ missed opportunities for key skills assessment at work

12. Trainees fill vacancies in sections of the company which include engineering, quality assurance and customer services. All trainees work in well-equipped modern offices. Three trainees had their own offices at the time of the inspection, with their own scanning and photocopying facilities, modern computers and software. Trainees take part in operations which are of importance to the company. Two are working in staff travel, with full access to booking arrangements, and a trainee in flight operations is working on a sophisticated ‘year 2000 database’, contacting subcontractors who have to demonstrate year-2000 readiness. The resources used by trainees are exceptionally good. Supervisors follow training plans which are drawn up for each trainee. Most supervisors have been with the company for some time and are very experienced. Training is an every day experience for Monarch staff, creating a useful sense of connection between supervisors and trainees.

13. Trainees receive a full induction into the company. Progress reviews are strictly administered. During the first three months of training, reviews are conducted every four weeks, and later, every three months. Weekly attendance sheets are kept by each trainee and closely monitored by a supervisor. The rare absences are followed up promptly and dealt with formally if they are without satisfactory explanation. A full-time training co-ordinator arranges the off-the-job training at local colleges. College tutors are well qualified and teach in a stimulating way. Assessment at work is carried out by college tutors. Trainees’ portfolios are well presented, with good supporting documentation. Each unit of the programme is accredited. Additional qualifications achieved by trainees include health and safety, first aid, manual lifting and word processing. Assessment of key skills takes place at college in a newly- established key skills centre. The college has not taught key skills for some four months, holding trainees back from achieving their qualifications in key skills.

14. Individual training plans are regularly updated. The clear layout of documentation helps to ensure that progress can be monitored, step-by-step. A training plan for a trainee in flight operations set out a list of 13 tasks, including administrative support for the chief pilot’s secretary and the operations director’s secretary, compilation of aircraft manual amendments, and maintaining supplier databases. Trainees are not employed by the company when they join but they are encouraged to apply for permanent positions. Eighty-five per cent of trainees interviewed had been taken on as permanent staff.

ÓTraining Standards Council INSPECTION REPORT: MONARCH AIRLINES LTD AUGUST 1999

GENERIC AREAS

Equal opportunities Grade 2

15. Monarch has an equal opportunities policy which has been updated regularly for many years. Managers have worked with representatives of the specialist agencies and consultants to ensure that policies are relevant and comprehensive. Staff have been carefully trained to implement the company’s policy guidelines and working practices. There is a well-publicised recruitment policy for trainees. The company maintains its contact with secondary schools in Luton and further afield. Modern apprentices in engineering at the time of the inspection were all male, and there was an even balance of men and women trainees in business administration. The company seeks to ensure that its workforce includes people from minority ethnic groups, in a similar proportion to their representation in the local community. Inspectors awarded a higher grade than that given by the company.

STRENGTHS ¨ policy devised with specialist advice and understood by all staff ¨ monitoring and analysis of equal opportunities data over many years ¨ carefully monitored complaints and grievance procedures ¨ senior staff engaged in equal opportunities work ¨ good access for wheelchair users

WEAKNESSES ¨ some documentation for trainees refers to outdated legislation ¨ staff not systematically trained in equal opportunities ¨ low minority ethnic representation among trainees

16. The three managers responsible for training are fully aware of their responsibilities for promoting equal opportunities. They oversee the work of supervisors across the company to ensure compliance with its guidelines. Monarch’s director of personnel chairs a community ‘fairplay liaison panel’ and leads a number of initiatives to improve equality of opportunity. Special mentoring arrangements for Asian schoolgirls have increased recruitment from this section of the community. Recruitment follows well-established procedures. Advertisements for trainees appear in local newspapers every spring. Work experience is used to attract recruits from schools. Recruitment statistics are monitored annually and analysed by managers. Data on applicants’ gender, disability and ethnic origin are carefully analysed.

17. Priority is given to maintaining close links with schools in minority ethnic areas. Visits are made every term to a school which has over 90 per cent Asian girls among its pupils. Nevertheless, the company’s efforts to extend equality of opportunity are not consistent. Publicity material and exhibition stands used at career conventions portray a predominance of white men and staff recognise the need to reflect the

ÓTraining Standards Council INSPECTION REPORT: MONARCH AIRLINES LTD AUGUST 1999

community more accurately. None of the current trainees on the modern apprenticeship programme in engineering are women. At the time of inspection, minority ethnic groups were under-represented among trainees, in relation to their occurrence in the local community. Two earlier female trainees received the trainee of the year award, gaining national recognition for their work.

18. The grievance procedure is clearly laid out. Trainees are fully aware of company personnel procedures, some of which contain references to outdated legislation in regard to equal opportunities.

19. Trainees are treated fairly and as adults. Managers are protective of trainees and condemn harassment at work. The terms and conditions handbook for trainees describes direct and indirect discrimination, so that it can be recognised and combated. The company has policies which ensure that the cultural and religious needs of trainees are observed. There are facilities for prayer and sensitivity to religious holidays. Where applicable, staff may wear traditional dress. As part of its sexual and racial harassment policy the company ensures that offensive material is not displayed.

Trainee support Grade 1

20. Applicants undertake tests to assess their levels of literacy, numeracy, mechanical aptitude and general knowledge. Two interviews are carried out to assess personal characteristics and to discuss opportunities within the airline industry. Once selected, trainees receive an induction into the aerospace industry, to health and safety issues and the apprenticeship programme. Parents are encouraged to attend the induction. Trainees receive a further induction to their chosen occupational area at the beginning of the second year of training. The training administrator based at Luton manages trainee support for first-year trainees in engineering and carries out support duties. In subsequent years, a co-ordinator assigns support roles among a number of staff and works in conjunction with workplace supervisors. The grade awarded by inspectors was higher than that given in the self-assessment report.

STRENGTHS ¨ rigorous initial assessment ¨ well-planned and carefully delivered induction ¨ high level of support for trainees with learning difficulties ¨ effective accreditation of prior learning ¨ frequent opportunities for trainees to discuss progress ¨ celebration of achievement

WEAKNESSES ¨ no significant weaknesses identified

ÓTraining Standards Council INSPECTION REPORT: MONARCH AIRLINES LTD AUGUST 1999

21. Initial assessment and interviews are comprehensive and rigorous. The process ensures that trainees are placed in an appropriate occupational area. The aspirations of the individual and the company’s business objectives are carefully matched. Retention and achievement rates are high and trainees report a high level of satisfaction. Trainees are frequently asked to complete questionnaires on the quality of the training scheme. Their views are reflected in prompt action to address issues of concern. Improvements to the foundation programme have resulted from trainees’ criticisms. Induction is effective in informing trainees and their parents about the personal and professional requirements of training with Monarch. Trainees from Manchester live away from home for the first year of training and their needs and concerns are discussed during the first induction. A female trainee will be living away from home next year. Great effort has been made to provide a safe and comfortable environment for her. A further induction dealing with NVQs, health and safety, and the company’s appeals and grievance procedure is carried out as soon as trainees start the programme. There is a further induction into each trainee’s chosen occupational area at the beginning of the second year. New trainees are taken on a flight to help to familiarise them with the company’s business. Most of the company’s captains encourage travelling on the flight deck among trainees.

22. Accreditation of prior learning is used effectively. Trainees who have previously achieved relevant qualifications have their competencies acknowledged in planning for their new programme. Trainees complete their qualification in an optimum time for each individual. Strict procedures are applied to the APL process to ensure that the company’s standards for performance are not compromised. Trainees with learning difficulties are catered for sensitively. Close monitoring of progress in all aspects of training enables staff to promptly identify trainees who are having difficulties and to arrange appropriate extra help for them. The training centre has opened over the weekend so that trainees could catch up on projects. Laptop computers have been lent to trainees so that they could complete assignments. Trainees who experience health or mobility problems are given help to learn while they are away from work and are sensitively accommodated when they return.

23. Trainees have regular opportunities to discuss their progress. Company engineers, training staff and college tutors monitor and record trainees’ performance. Records are kept meticulously. Trainees’ files are referred to regularly, during quarterly reviews and annual appraisal. Achievement is generously acknowledged, with many awards for improvement and excellence. Monarch trainees have won national competitions, including the awarding body’s silver medal for each of the past three years. Trainees’ certificates kept in presentation folders. This acknowledgement of achievement motivates trainees, encouraging many to continue with professional development throughout their careers.

Management of training Grade 2

24. Monarch is organised in departments, each of which is headed by a director. Engineering modern apprentices are members of the aircraft maintenance

ÓTraining Standards Council INSPECTION REPORT: MONARCH AIRLINES LTD AUGUST 1999

department where they are supervised by a training administrator, assisted by a training co-ordinator. Business administration trainees are the responsibility of the director of personnel, assisted by a training co-ordinator and a personnel assistant. Each departmental director sets training requirements which are moderated by the director of personnel. In the case of engineering apprentices, training is controlled by the regulatory bodies governing the airline industry. On-the-job training takes place at Luton and at Manchester Airport. Off-the-job training for engineers and for business administration is conducted at colleges local to the two sites. The company has held Investors in People accreditation for six years. Inspectors awarded the same grade as that given.

STRENGTHS ¨ comprehensive procedures for training ¨ firm control of training with clear policy and targets ¨ close supervision of subcontractors and support for their work ¨ accurate data used to inform management

WEAKNESSES ¨ over reliance on informal communication

25. The training of engineering apprentices for airlines is controlled through internationally agreed regulations. Monarch’s apprenticeship organisation is governed by rules prescribing the training system to be used and the procedures to be adopted in the management of that system. Within that structure of regulation, comprehensive company procedures set out details of the training scheme, which are understood and followed by staff. The staff responsible for training understand their roles. These duties are listed in detail in their job descriptions. With a limited number of trainees they are able to maintain very firm control. They quickly identify and resolve problems. Close familiarity with training helps managers to foster mature relationships with trainees and supervisory staff.

26. There is tight co-ordination between on- and off-the-job training. Company staff are closely aware of the training delivered at colleges. They make regular visits, typically once a month. College staff visit Monarch to discuss trainees’ progress, and some also use Monarch’s facilities for their own personal development. Relationships between the company and colleges are regulated by comprehensive contracts which are reviewed regularly. In the case of engineering apprenticeships, JAR regulations include the colleges within mandatory requirements.

27. Staffing procedures are detailed in an administration handbook. This clear and plainly worded document covers the usual procedures such as recruitment, induction, appraisal and development, disciplinary and grievance arrangements. In induction, health and safety are strongly emphasised. Monarch has an operations room to track its fleet and aircraft maintenance schedules. Rigorously kept data are needed to ensure the safe operation of its aircraft and the company applies a similar level of discipline to the control and documentation of training.

ÓTraining Standards Council INSPECTION REPORT: MONARCH AIRLINES LTD AUGUST 1999

28. Inspectors found a few instances where information could be better shared. For example, in business administration there are no regular meetings where supervisors can discuss training requirements and learn from each other’s experience. In engineering, there is no formal procedure for informing Manchester of changes in the training centre at Luton.

Quality assurance Grade 1

29. The company’s quality assurance manager, is legally required under aircraft industry regulations, to audit the training department twice a year. External audit of engineering training is conducted biennially by the CAA. Monarch's staff also carry out internal audits, and they use questionnaires to elicit trainees’ views. Quarterly reviews of training include self-assessment of each trainee. Inspectors awarded a grade higher than that given by the company.

STRENGTHS ¨ robust quality assurance system for engineering training ¨ strong culture of quality assurance ¨ membership of aerospace groups aids sharing of good practice ¨ rigorous health and safety audits of subcontractors ¨ action planning in progress for continuous improvement

WEAKNESSES ¨ no significant weaknesses identified

30. Engineering training is governed by the rigorous requirements of the aviation regulatory bodies. The training system falls within mandatory internal audit by an independent ‘quality inspector’. Instructors are formally assessed for their suitability. The direct impact of this regime on training and prompt action to deal with faults, are readily noticeable. Regular internal reviews of training are held by the company with formal minutes and records of action decided upon and carried out.

31. Staff have a sophisticated understanding of the reasons for quality assurance. They give their full co-operation to achieving it. There is a culture of openness and discipline that derives from an acceptance of the fundamental importance of air safety. Individuals are confident to raise and deal with shortcomings without fear of reprisal or ridicule. This ready acceptance that faults occur and must be dealt with, contributes to a strong learning environment. There is a commitment among staff to trainees which ensures that they are provided with a good and steadily improving service. A recent initiative to restructure the apprenticeship fulfils external requirements while meeting new budget demands. Documents are carefully collated

ÓTraining Standards Council INSPECTION REPORT: MONARCH AIRLINES LTD AUGUST 1999

and immaculately presented.

32. The engineering training section belongs to a group of aerospace companies and colleges, which meets every six months. Included in its meetings are trainee representatives from each organisation. The results of questionnaires on each company’s training are shared to enable everyone to benefit. The subcontracted colleges are closely monitored by the company. All colleges are subjected to a regular health and safety audit by Monarch’s staff which includes a review of insurance held, canteen and lavatory facilities, classrooms, workshops and risk assessments. The training department has a training action plan to guide continuous improvement. This plan is reviewed regularly; it has clear objectives and deadlines; responsible personnel are listed; priorities are highlighted.

ÓTraining Standards Council