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Aerodrome Safety Management System
AERODROME SAFETY
MANAGEMENT SYSTEM
ASMS
Jun 2014
Aerodrome Safety Management System
CONTENTS
1.
GENERAL
2.
PURPOSE OF THE AERODROME SAFETY MANAGEMENT SYSTEM
3.
SCOPE OF THE AERODROME SAFETY MANAGEMENT SYSTEM
4.
REFERENCES
5.
DEFINITIONS
6.
KEY ELEMENTS OF THE AERODROME SAFETY MANAGEMENT SYSTEM
7.
SAFETY POLICY AND OBJECTIVES
7.1
7.2
7.3
7.4
7.5
7.6
7.7
7.8
8.
HAZARD INDENTIFICATION AND RISK ASSESSMENT (HIRA)
8.1
8.2
8.3
8.4
8.5
8.6
8.7
9.
Management Commitment
Safety Policy Statement
Safety Organization
Safety Roles and Responsibilities
Safety Committees
ASMS Implementation Plan
Emergency Response Planning
ASMS Documentation
Hazard Identification Process
Risk Assessment Process
Risk Mitigation Process
Monitor and Review
Hazard Registration System
New Activities
HKIA Operational Risk Register
SAFETY PROMOTION
9.1
9.2
9.3
9.4
Safety Culture
Human Factors
Safety Training and Education
Safety Communication
10. SAFETY ASSURANCE
10.1 Safety Targets and Performance Indicators
10.2 Safety Performance Monitoring and Measurement
10.3 Self-inspections and Safety Audits
10.4 Control of Business Partners and Contractors
10.5 Accident Investigation
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10.6
10.7
10.8
10.9
10.10
ASMS
ASMS Internal Review
ASMS External Audit
Non-punitive Hazard Reporting
Management of Change
Continuous Improvement of the ASMS
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Aerodrome Safety Management System
1.
GENERAL
Airport Authority Hong Kong (hereafter called the Authority) is permitted to operate Hong
Kong International Airport (HKIA) as an aerodrome under a licence issued by the Director
– General of Civil Aviation, under Article 73 of the Air Navigation (Hong Kong) Order 1995.
The Aerodrome Licensing Requirements Document stipulates the safety related
requirements pertaining to the issue and renewal of the Aerodrome Licence.
In conformance to these requirements, the Authority implements its Aerodrome Safety
Management System (ASMS). The Authority also develops and maintains an Aerodrome
Manual which comprises an Airside Safety Management Plan (Part 15) to provide a
structured framework for the safe and efficient operation of the aerodrome.
This document describes elements of the ASMS for the HKIA in terms of its structure and
implementation.
This Aerodrome Safety Management System is issued under the authority of the Airport
Management Director and is maintained by Safety, Security and Business Continuity
Department (SSBCD) of the Authority. The Safety Section of SSBCD provides advisory
services and support to all managers and supervisors in the implementation of the
Aerodrome Safety Management System.
Comments or suggestions for improvement to this document should be addressed to
Senior Manager, Airport Safety.
2.
PURPOSE OF THE AERODROME SAFETY MANAGEMENT SYSTEM
The purposes of the ASMS include:
3.

Identifying safety hazards and managing associated risks;

Ensuring that remedial action necessary to maintain an acceptable level of safety is
carried out;

Providing for continuous monitoring and regular assessment of the safety level
achieved; and

Aiming to make continuous improvement to the overall level of safety.
SCOPE OF THE AERODROME SAFETY MANAGEMENT SYSTEM
The ASMS is applicable to aerodrome activities at HKIA on which the Authority has direct
control or influence.
4.
REFERENCES
The ASMS includes references to the following documentations:
ASMS

Air Navigation (Hong Kong) Order 1995 Cap. 448C Article 102 Safety Management
System

Aerodrome Licensing Requirements Document (ALRD) published by the Civil Aviation
Department (CAD) Hong Kong

ICAO Annex 19 Safety Management

ICAO Doc 9774 Manual on Certification of Aerodromes

ICAO Doc 9859 Safety Management Manual
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Aerodrome Safety Management System

5.
Aerodrome Manual issued by the Authority
DEFINITIONS
Hazard
Source or situation with a potential for harm in terms of human injury or ill health, damage
to property, damage to the workplace environment, or a combination of these.
Hazard Identification
Process of recognizing an existing hazard and defining its characteristics.
Probability
The feasibility that a situation of danger might occur.
Risk
Combination of the likelihood and consequence(s) of a specified hazardous event
occurring.
Risk Assessment
Assessment of the system or component to compare the achieved risk level with the
tolerable risk level.
Risk Management
A formal process within the ASMS composed of describing the system, identifying the
hazards, assessing the risk, analyzing the risk, and controlling the risk.
Risk Mitigation
Measures to eliminate the potential hazard or to reduce the risk probability or severity.
Safety
Freedom from unacceptable risk or harm
Safety Assurance
ASMS process management functions that systematically provide confidence that
organizational products/services meet or exceed safety requirements.
Safety Management System
A systematic approach to managing safety, including the necessary organizational
structures, accountabilities, policies and procedures.
Safety Performance Indicators
Are a measure (or metric) used to express the level of safety performance achieved in a
system.
Safety Performance Targets
The required level of safety performance for a system. A safety performance target
comprises one or more safety performance indicators, together with desired outcomes
expressed in terms of those indicators.
Safety Policy
Defines the fundamental approach to managing safety that is to be adopted within an
organization. Safety policy further defines the organization’s commitment to safety and
overall safety vision.
ASMS
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Safety Promotion
A combination of safety culture, training, and data sharing activities that supports the
implementation and operation of an ASMS in an organization.
Severity
The consequence or impact of a hazard in terms of degree of loss or harm.
6.
KEY ELEMENTS OF THE AERODROME SAFETY MANAGEMENT SYSTEM
The ASMS consists of four key elements as follow:




Safety Policy and Objectives
Hazard Identification and Risk Management
Safety Promotion
Safety Assurance
Continuous Improvement
Safety Policy and Objectives
a. Management Commitment
b. Safety Policy Statement
c. Safety Organization
d. Safety Roles and Responsibilities
e. Safety Committees
f. ASMS Implementation Plan
g. Emergency Response Planning
h. ASMS Documentation
Hazard Identification and Risk Management
a. Hazard Identification Process
b. Risk Assessment Process
c. Risk Mitigation Process
d. Hazard Registration System
e. New Activities
Safety Promotion
a. Safety Culture
b. Human Factors
c. Safety Training and Education
d. Safety Communication
Safety Assurance
a. Safety Targets and Performance Indicators
b. Safety Performance Monitoring and Measurement
c. Self-inspections and Safety Audits
d. Accident Investigation
e. ASMS Internal Review
f. ASMS External Audit
g. Non-punitive Hazard Reporting
h. Management of Change
i. Continuous Improvement of the ASMS
ASMS
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7.
SAFETY POLICY AND OBJECTIVES
7.1
Management Commitment and Safety Objectives
As an aerodrome operator for the HKIA, the Authority is fully committed to provide and
maintain a safe and efficient aerodrome by establishing a systematic and proactive ASMS
for achieving an Acceptable Level of Safety Performance (ALoSP) that is established by
CAD commensurate with the operational context of the Authority. To achieve this safety
objective, the Authority will implement an ASMS that contains the key elements and steps
as discussed in Chapter 6.
Senior management of the Authority are involved and committed to the ASMS.
The Authority’s top management commitment to safety is formally expressed in a
statement of the Authority’s Safety Policy. The Safety Policy is signed by the Authority’s
Chief Executive Officer and is communicated to all staff. The Safety Policy reflects the
Authority’s safety philosophy and becomes the cornerstone of the ASMS. The Safety
Policy outlines the strategy that the organization will use to achieve established safety
objectives.
The Safety Policy contains the following attributes:
7.2

The commitment to achieve the safety standards commensurate with applicable
international standards and best practice;

The commitment of senior management to implement an effective ASMS;

The encouragement of employees to report safety issues;

A commitment to provide the necessary safety resources;

A commitment to make safety the highest priority; and

A commitment to continual improvement of the ASMS
Safety Policy Statement
Safety in airport operations involves a wide spectrum of activities ranging from aviation
safety, industrial and construction safety, to occupational health and safety. An incidentfree environment is critical for the success of airport operations and safety must always be
of paramount importance.
The Airport Authority will seek through its Safety Management System and people to
achieve the highest standards of safety and occupational health in Hong Kong International
Airport by eliminating or controlling all hazards which may pose an unacceptable or
undesirable risk.
The Airport Authority is committed to maintaining and continuously improving the safety
and occupational health standards and practices at Hong Kong International Airport by
establishing safety performance targets, reviewing safety performance and authorising
necessary improvement measures.
All managers and supervisors are accountable for the safety and occupational health
practices and performance of employees in their area of responsibility; this embraces the
protection of all airport users from undue occupational health and safety risks. The
managers and supervisors must lead by example in the safety standards expected and to
ASMS
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support employees in preventing unsafe acts and violation of Airport Authority safety rules,
standards and procedures by others.
It is the duty of Airport Authority employees, contractors, franchisees, licensees and
business partners to comply with the safety measures required by legislation and the
Authority, and to be responsible for their own safety and the safety of others.
The Airport Authority’s Safety Section will provide an advisory service and support all
managers and supervisors in the management of safety. Safety awareness will be
promulgated through safety communication and training.
Recognised safety practices, procedures and processes for operations, maintenance and
other relevant activities will be adopted in the management of safety and occupational
health. The effectiveness of the Safety Management System will be reviewed on a regular
basis to achieve continuous improvement.
Stanley Hui
Chief Executive Officer
August 2012
7.2.1
Review of Safety Policy
Working under the Chief Executive Officer, the Airport Management Division General
Managers Meeting (AMD GM Meeting) will:
 monitor the Authority's Safety Policy and receive and review regular reports concerning
the Authority's safety programs, policies and performance from the Authority’s Safety
Section; and
 review and recommend to the Chief Executive Officer for approval of the Safety Policy
and any amendments or changes thereto.
The reviewed Safety Policy will be signed by the Chief Executive Officer. The Safety Policy
will be reviewed not less than once every two years to ensure its relevancy and
appropriateness. The periodical review will consider the following issues:
ASMS

Continued relevance of the policy and objective to the Authority’s business activities
and corporate objectives as a whole;

Safety hazards within the airport;

Operational and maintenance processes of the airport;

Legal and other (e.g., aerodrome licensing) requirements;

Historical and current safety performance within the Authority;

Needs of business partners and interested parties;

Opportunities and needs for continual improvement;

Resources;

Contributions of the Authority staff; and
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
7.2.2
Contributions of contractors and other external parties
Communication of Safety Policy
The Safety Policy will be communicated to all staff of the Authority through the following
means:
7.3

Staff induction training;

Display Safety Policy on notice board at various workplaces; and

Inclusion of Safety Policy in the ASMS as well as the Staff Safety Handbook
Safety Organization
The organizational structure to support the implementation and operation of the ASMS is
illustrated in a simplified format below.
With Extended Management Meeting
CEO
Airport Management
Director
General Manager, SSBC and Senior
Manager, Airport Safety, as advisers/
executive agent
Airport Management Division
(AMD) General Managers Meeting
Airfield
Department
(AD)
Technical
Services
Department
(TSD)
Projects
Department
(PD)
Aviation
Logistics
Department
(ALD)
Airside Safety
Management
Plan
TSD Safety
Management
Plan
PD Safety
Management
Plan
ALD Safety
Management
Plan
BP / Contractor
Safety Plans
BP / Contractor
Safety Plans
BP / Contractor
Safety Plans
BP / Contractor
Safety Plans
Operational /
Safety
Committees
Safety
Committees
Safety
Committees
Safety
Committees
Remark: ----------- Dotted line represents that General Manager, Projects is accountable to his
respective Director for the safety performance of their staff and operations within their
areas of responsibility while he is also accountable to the Airport Management Director for
the safety of the activities and works undertaken by Projects Department in the
aerodrome. General Manager, Aviation Logistics is accountable to the Executive Director,
Commercial for the administration of agreements between the Airport Authority and the
franchisees (excluding line maintenance and ramp handling) and licensees operating on
the airside while he will establish and maintain arrangements to ensure the above
agreements take into consideration of the safety requirements of the Airport Authority for
airside operations.
Simplified Structure of the Aerodrome Safety Organization
7.4
Safety Roles and Responsibilities
Management commitment and support are crucial to the effective implementation of the
ASMS. Senior management of the Authority is involved and committed to the ASMS and
ASMS
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appropriate resources are allocated to support its implementation.
7.4.1
Chief Executive Officer (CEO)
The Chief Executive Officer (CEO) has ultimate responsibility and accountability for the
safe operation of the airport. This responsibility is delegated by the CEO to the Airport
Management Director.
The CEO provides leadership and direction for the effective implementation of the ASMS
and approves the Safety Policy and objectives.
7.4.2
Airport Management Director
The Airport Management Director has the overall responsibility for the safe operation of
the airport to ensure aircraft safety and personnel safety, and for the monitoring of safety
standards for all airport operators.
7.4.3
General Manager, Airfield
The roles and responsibilities of the General Manager, Airfield under the ASMS include the
followings. More specific safety responsibilities are contained in the Airside Safety
Management Plan.
ASMS

Being accountable to the Airport Management Director for the safety performance of
their staff and operations within their areas of responsibility;

Maintaining and implementing an effective Airside Safety Management Plan;

Providing leadership and support to promote safety best practice among their staff and
with the business partners operating within their area of responsibility;

Reviewing the allocation of priority for implementing safety initiatives;

Reviewing, on a regular basis, the Hazard Registration System and identified risks
within their area of responsibility, to ensure that classifications and control measures
are appropriate;

Identifying potential safety hazards associated with new business activities or changes
to existing operational or facility arrangements;

Ensuring that adequate resources are available to meet the safety objectives and fulfill
requirements within their area of responsibility;

Organizing regular meetings with staff, business partners and interested parties to
consult and co-ordinate the implementation of safety within their area of responsibility;

Organizing safety campaigns to improve safety performance within their area of
responsibility;

Organizing monthly departmental meeting in which safety is an agenda item;

Ensuring that their staff attend safety related training, as appropriate;

Appointing Hazard Controllers, as appropriate;

Appointing a departmental Safety Coordinator;

Reviewing with a view to ensuring the preparedness of their staff and business
partners to respond to safety related incidents and emergencies;

Ensuring the adequacy and completeness of safety related records and document
handling processes within their area of responsibility;
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7.4.4

Conducting investigations into accidents or incidents within their areas of responsibility;

Reviewing, on a continual basis, overall safety performance within their area of
responsibility and to ensure improvement actions are completed, where necessary;

Monitoring the safety performance and conducting due diligence checks on
franchisees, licensees and contractors under their areas of responsibility; and

Holding their staff accountable for and appraising them on safety performance.
General Manager, Safety, Security and Business Continuity
The roles and responsibilities of the General Manager, SSBC under the ASMS include the
followings. More specific safety responsibilities are contained in the Airside Safety
Management Plan.

Being accountable to the Airport Management Director for the safety performance of
his staff and operations within their areas of responsibility;

Acting as an executive agent for the Airport Management Director on matters relating
to the maintenance and implementation of the Aerodrome Safety Management
System, which include;
-
Monitoring the effectiveness of the Aerodrome Safety Management System and
overseeing the implementation of the corporate safety strategy;
-
Reviewing the effectiveness of the consultation and coordination mechanisms (i.e.,
the various operational safety committees and monthly E-Safety Awareness
Workshop);
-
Providing leadership and support to promote best safety practice within the
Authority and the airport;
-
Reviewing, on a continual basis, overall safety performance (with reference to
benchmark and performance indicators, trend analysis, accident investigations,
audit and inspection results, etc.) and allocation of priority for implementing
appropriate safety initiatives and pursuing for improvement actions;
-
Reviewing the Aerodrome Safety Management System and subsequent
amendments; and
- Providing regular reports on safety to Airport Management Division General
Managers Meeting and Extended Management Meeting, as appropriate.
ASMS

Monitoring the implementation of Safety Management Plans and liaising with
appropriate department heads;

Approving and reviewing the results of the Safety Section audit program

Approving the Safety Section work plan;

Approving and monitoring the implementation of the safety training plan;

Organizing monthly departmental meeting in which safety is an agenda item;

Appointing a departmental Safety Coordinator;

Liaising with regulatory authorities and external parties on safety issues; and

Holding his staff accountable for and appraising them on safety performance.
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7.4.5
General Manager, Technical Services
The roles and responsibilities of the General Manager, Technical Services under the
ASMS include the followings. More specific safety responsibilities and aerodrome related
items of the respective safety management plan are contained in the Airside Safety
Management Plan.
ASMS

Being accountable to the Airport Management Director for the safety performance of
their staff and operations (including contractors under their control) within their areas of
responsibility;

Maintaining and implementing an effective Technical Services Safety Management
Plan;

Overseeing the maintenance and functioning of the airside facilities;

Ensuring safety compliance in construction, maintenance and improvement works, in
terms of both the safety provisions in the finished facility and the safety requirements
during the construction or maintenance process.

Providing leadership and support to promote safety best practice among their staff and
with the business partners operating within their area of responsibility;

Reviewing the allocation of priority for implementing safety initiatives;

Reviewing, on a regular basis, the Hazard Registration System and identified risks
within their area of responsibility, to ensure that classifications and control measures
are appropriate;

Identifying potential safety hazards associated with new business activities or changes
to existing operational or facility arrangements;

Ensuring that adequate resources are available to meet the safety objectives and fulfill
requirements within their area of responsibility;

Organizing regular meetings with staff, business partners and interested parties to
consult and co-ordinate the implementation of safety within their area of responsibility;

Organizing safety campaigns to improve safety performance within their area of
responsibility;

Organizing monthly departmental meeting in which safety is an agenda item;

Ensuring that their staff attend safety related training, as appropriate;

Appointing Hazard Controllers, as appropriate;

Appointing a departmental Safety Coordinator;

Reviewing with a view to ensuring the preparedness of their staff and business
partners to respond to safety related incidents and emergencies;

Ensuring the adequacy and completeness of safety related records and document
handling processes within their area of responsibility;

Conducting investigations into accidents or incidents within their areas of responsibility;

Reviewing, on a continual basis, overall safety performance within their areas of
responsibility and to ensure improvement actions are completed, where necessary;

Monitoring the safety performance and conducting due diligence checks on
franchisees, licensees and contractors under their areas of responsibility; and

Holding their staff accountable for and appraising them on safety performance.
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7.4.6
General Manager, Projects
The roles and responsibilities of the General Manager, Projects under the ASMS include
the followings. More specific safety responsibilities and aerodrome related items of the
respective safety management plan are contained in the Airside Safety Management Plan.
ASMS

Being accountable to the Executive Director, Projects and Procurement for the safety
performance of their staff and operations (including contractors under their control)
within their areas of responsibility;

Maintaining and implementing an effective Projects Safety Management Plan;

Overseeing the safety of construction works under their control;

Ensuring safety compliance in construction works, in terms of both the safety
provisions in the finished facility and the safety requirements during the construction
process.

Providing leadership and support to promote safety best practice among their staff and
with the business partners operating within their area of responsibility;

Reviewing the allocation of priority for implementing safety initiatives;

Reviewing, on a regular basis, the Hazard Registration System and identified risks
within their area of responsibility, to ensure that classifications and control measures
are appropriate;

Identifying potential safety hazards associated with new business activities or changes
to existing operational or facility arrangements;

Ensuring that adequate resources are available to meet the safety objectives and fulfill
requirements within their area of responsibility;

Organizing regular meetings with staff, business partners and interested parties to
consult and co-ordinate the implementation of safety within their area of responsibility;

Organizing safety campaigns to improve safety performance within their area of
responsibility;

Organizing monthly departmental meeting in which safety is an agenda item;

Ensuring that their staff attend safety related training, as appropriate;

Appointing Hazard Controllers, as appropriate;

Appointing a departmental Safety Coordinator;

Reviewing with a view to ensuring the preparedness of their staff and business
partners to respond to safety related incidents and emergencies;

Ensuring the adequacy and completeness of safety related records and document
handling processes within their area of responsibility;

Conducting investigations into accidents or incidents within their areas of responsibility;

Reviewing, on a continual basis, overall safety performance within their areas of
responsibility and to ensure improvement actions are completed, where necessary;

Monitoring the safety performance and conducting due diligence checks on
franchisees, licensees and contractors under their areas of responsibility; and

Holding their staff accountable for and appraising them on safety performance
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7.4.7
General Manager, Aviation Logistics
The roles and responsibilities of the General Manager, Aviation Logistics under the ASMS
include the followings. More specific safety responsibilities and aerodrome related items of
the respective safety management plan are contained in the Airside Safety Management
Plan.
ASMS

Being accountable to the Executive Director, Commercial for the administration of
agreements between the Airport Authority and the franchisees (excluding line
maintenance and ramp handling) and licensees operating on the airside;

Establishing and maintaining arrangements to ensure the above agreements take into
consideration of the safety requirements of the Airport Authority for airside operations;

Maintaining and implementing an effective Aviation Logistics Safety Management Plan;

Providing leadership and support to promote safety best practice among their staff and
with the business partners operating within their area of responsibility;

Reviewing the allocation of priority for implementing safety initiatives;

Reviewing, on a regular basis, the Hazard Registration System and identified risks
within their area of responsibility, to ensure that classifications and control measures
are appropriate;

Identifying potential safety hazards associated with new business activities or changes
to existing operational or facility arrangements;

Ensuring that adequate resources are available to meet the safety objectives and fulfill
requirements within their area of responsibility;

Organizing regular meetings with staff, business partners and interested parties to
consult and co-ordinate the implementation of safety within their area of responsibility;

Organizing safety campaigns to improve safety performance within their area of
responsibility;

Organizing monthly departmental meeting in which safety is an agenda item;

Ensuring that their staff attend safety related training, as appropriate;

Appointing Hazard Controllers, as appropriate;

Appointing a departmental Safety Coordinator;

Reviewing with a view to ensuring the preparedness of their staff and business
partners to respond to safety related incidents and emergencies;

Ensuring the adequacy and completeness of safety related records and document
handling processes within their area of responsibility;

Conducting investigations into accidents or incidents within their areas of responsibility;

Reviewing, on a continual basis, overall safety performance within their areas of
responsibility and to ensure improvement actions are completed, where necessary;

Monitoring the safety performance and conducting due diligence checks on
franchisees, licensees and contractors under their areas of responsibility; and

Holding their staff accountable for and appraising them on safety performance
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7.4.8
Senior Manager, Airport Safety
The roles and responsibilities of the Senior Manager, Airport Safety under the ASMS
include the followings. More specific safety responsibilities are contained in the Airside
Safety Management Plan.

Being accountable to the General Manager, Safety, Security and Business Continuity
for the operation and safety performance of the Safety Section;

Assisting the General Manager, Safety, Security and Business Continuity in his
capacity as executive agent to the Airport Management Director;

Coordinating the implementation of the Aerodrome Safety Management System and
strategy, on a day-to-day basis;

Acting as technical safety advisor to the AMD General Managers Meeting;

Developing and implementing an annual work plan aligned with the corporate safety
strategy and objectives;

Keeping management informed of developments in safety legislation;

Pursuing best safety practice, identifying improvements to the Aerodrome Safety
Management System and developing proposed changes and amendments to
documentation;

Attending, as appropriate, the various operational safety committees to provide advice
and to monitor the alignment of activities with the corporate safety strategy and
objectives;

Championing safety, pursuing and supporting initiatives that promote and
institutionalize safety within the Authority and airport community (e.g., campaigns),
and to demonstrate the Authority’s commitment to good corporate citizenship;

Establishing and maintaining a metric of safety performance indicators to measure
airport safety performance and to facilitate continual improvement;

Developing and maintaining various subsidiary documentation to the Aerodrome
Safety Management System, including the Corporate Safety Management Procedures
and Technical Procedures;

Identifying general safety competencies for Authority staff and to develop and arrange
appropriate training activities with a view to bridging identified competency gaps;

Ensuring the adequacy of the Authority’s risk management process (including hazard
identification and analysis, risk assessment, hazard registration and risk control
procedures);

Identifying (and where appropriate seeking) resources necessary for the effective
implementation of the Aerodrome Safety Management System;

Establishing and implementing a safety audit and inspection program encompassing
activities under the Aerodrome Safety Management System, including but not limited
to, audits of Safety Management Plans, selective reviews of construction designs and
plans, physical condition audits and inspections, to verify compliance with regulatory
and corporate requirements and to facilitate continual improvement;
Note:
These audits are conducted from the corporate level perspective to demonstrate due diligence and to
satisfy themselves that the Aerodrome Safety Management System is being implemented appropriately
and effectively within the Authority and to facilitate the continual improvement of the System. These
ASMS
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audits in no way absolve department heads from the responsibility to quality assure their own areas of
responsibility.
7.4.9

Instructing (in his capacity as executive agent to the Airport Management Director) the
suspension of any work process or activity which presents an imminent and serious
risk to life and/or property;

Conducting investigations into accidents resulting in serious injury or fatality or
incidents resulting in serious risk or damage to life and property (i.e., as a result of
accident) to identify the causal factors (from a safety perspective) and corrective
actions to prevent a recurrence;

Leading (quantitative / qualitative) risk analysis studies, where appropriate;

Liaising with regulatory bodies on safety issues;

Providing safety advice;

Reporting on safety performance; and

Holding his staff accountable for and appraising them on safety performance
All Employees
Safety is everyone’s responsibility all of the time. As the Authority is committed to
becoming the safest airport in the world and a role model for corporate ‘safety’ citizenship,
all Authority employees are responsible for:

Being accountable for their own safety;

Taking reasonable care for the safety of themselves and others who may be affected
by their own acts or omissions;

Actively supporting the Authority in the implementation of the ASMS and the
promotion of a safety culture within the airport;

Not intentionally or recklessly interfering with or misusing anything provided for safety
under the relevant statutory provisions;

Using appropriate safety equipment or devices, as instructed and trained to do so;

Familiarizing themselves and complying with the relevant safety requirements;

Reporting any accidents and damage to property or equipment to own immediate
supervisors;

Actively watching out for potential hazards that might imminently jeopardize the ramp
safety, reporting any such hazards to the Apron Control Centre, Fault Response Team
Management Office or duty staff, as appropriate, and taking immediate actions to
safeguard persons at the scene (providing that it is safe to do so);

Participating in safety promotional activities (e.g., campaigns, safety quiz) and
workshops; and

Making suggestions to improve the safety of the aerodrome
7.5
Safety Committees
7.5.1
AMD General Managers Meeting
The AMD General Managers Meeting provides the main forum for coordinating the
implementation and reviewing the effectiveness of the Aerodrome Safety Management
System. It monitors safety performance and trends and makes recommendations for the
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improving the Aerodrome Safety Management System. The Meeting also reviews
progress in the activities of the various safety management plans, the running of the
associated operational safety committees, as well as other safety-related issues.
The Meeting is chaired by the Airport Management Director, with the Senior Manager,
Airport Safety as technical safety advisor. The Meeting is held normally once every two
weeks or more frequently, as required. Minutes of the meeting are circulated to relevant
department heads.
7.5.2
Departmental Level Operational / Safety Committees
Airfield Department runs various operational or safety committees / working groups, which
serve to coordinate the implementation of the Airside Safety Management Plan with staff
and business partners. The same applies to Technical Services Department as well as
Projects Department. The table below summarizes the various committees.
Department
Name of Committee(s)
Airfield
Ramp Operations and Safety Committee
 Ramp Operations Safety Working Group
Airfield Operations Safety Committee
 Airfield Operations Safety Working Group
Technical Services
TSD Contractors Health & Safety Committee
Projects
Projects Safety Management Meeting
These committees normally meet at least once a quarter and minutes will be kept. The
chairpersons of the committees will decide on the appropriate circulation for the minutes
but a copy of each meeting’s minutes will be forwarded to the Senior Manager, Airport
Safety for review. As part of his advisory and monitoring role, the Senior Manager, Airport
Safety (or his delegate) will attend these committee meetings as appropriate.
7.6
ASMS Implementation Plan
Part 15 of the Aerodrome Manual, Airside Safety Management Plan (ASMP) provide a
structured framework for the safe and efficient operation of the aerodrome over which the
Authority has responsibility. The ASMP covers all operations listed in the Aerodrome
Manual and it serves as the Implementation Plan under the ASMS.
For project works carried out at the aerodrome and the safety and maintenance of airport
facilities, reference should be made to the respective Safety Management Plan of Projects
Department and Technical Services Department.
7.7
Emergency Response Planning
Planning activities can be categorized into either preventive planning or contingency
planning. Preventive planning aims to prevent the occurrence of undesirable outcomes
by planning for and implementing appropriate preventive measures. Preventive planning
should significantly reduce the likelihood of undesirable events occurring but there will
always be a chance that they will occur. Therefore, contingency planning aims to
minimize the consequences of such undesirable events by ensuring an appropriate and
expeditious response. The Authority’s safety philosophy is that all accidents are
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preventable and thus every effort should be made through preventive planning to achieve
an accident-free operating environment.
While the primary focus of the ASMS and resources is on preventive planning and
preventive action, it is incumbent of the Authority and line management to make
contingency plans for the various hazards identified. The focus of these contingency
plans will be to minimize the potential for harm and damage to life and property, to contain
the situation and to recover operations as soon as practicable.
7.7.1
Emergency Procedures Manual
The Authority has developed Emergency Procedures Manual procedures to cater for the
following safety related incidents:
 Part 2 – Aircraft Accident;
 Part 3 – Full Emergency;
 Part 4 – Aircraft Ground Incident;
 Part 4A – Fuel Spillage from Aircraft
 Part 5 – Local Standby;
 Part 6 – Aircraft Recovery;
 Part 7 – Bomb Warnings Against Aircraft;
 Part 8 – Bomb Warnings In Buildings;
 Part 9 – Unlawful Seizure of Aircraft;
 Part 9A – Major Security Incident (Police);
 Part 9B – Chemical, Biological, Radiological & Nuclear Agent Incident;
 Part 9C – Intrusion
 Part 10A – Fire in Passenger Terminal Building;
 Part 10B – Fire in Ground Transportation Centre;
 Part 10C – Fire in AA Ancillary Buildings;
 Part 10D – Fire in East Vehicle Tunnel;
 Part 11 – Damage to Consignment of Dangerous Goods;
 Part 12 – Weather Warnings;
 Part 13 – Public Health Emergencies;
 Part 14 – Landside Transport Emergencies; and
 Part 15 – Dangerous Goods and Chemical Spills
Departmental management should include details of their contingency plans in their
respective Safety Management Plan.
The Business Continuity Planning Section of SSBCD will be responsible for coordinating
and planning activities within the Authority, to ensure the effectiveness of these
procedures and the Authority’s emergency preparedness.
7.7.2
Drills and Exercises
The Authority organizes annual Crash and Rescue Exercise for HKIA to practice the airport
community’s emergency response to an aircraft accident. Apart from this full-scale
exercise, table-top exercises are also organized, as appropriate.
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7.7.3
Airport Emergency Centre (AEC)
The AEC is an off-accident scene communication and coordination centre for all
organizations involved in managing an airport emergency.
The AEC may be activated to manage any airport related emergency responses (e.g.
aircraft related incident or accident) or any business continuity incidents (e.g. system
failures, building evacuation, etc.).
Organizations involved may include one or more of the followings:

Various departments within the Authority

Accident airline(s) and ground handling agent(s)

Government agencies like the CAD, Police, Information Services Department, Home
Affairs Department, etc.

AVSECO, Airside Bus Franchisee, Line Maintenance Franchisee, etc.
Airport Management Director is responsible for managing and recovering the airport
operation around the incident including the non rescue and fire fighting and post rescue
and fire fighting operations.
7.8
ASMS Documentation
ASMS is the key instrument for communicating the Authority’s approach on managing
safety in HKIA. This ASMS documents all aspects including safety policy, objectives,
procedures and safety accountabilities of managers.
7.8.1
Document Hierarchy
The ASMS comprises various forms of documentation. The hierarchy of these documents
is detailed below.
1
ASMS
Procedures
Operational Documents
ASMS Document Hierarchy Pyramid
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7.8.2
Document Structure
System
Aerodrome Safety Management 
System


Procedures
Corporate Safety
Procedures
Authority-wide application for aerodrome
Contains policy and standards
Mandatory
Management 
Define management processes necessary
for the effective implementation of the
Aerodrome Safety Management System
Authority-wide application
Procedures implemented by management
in all departments
Developed by Senior Manager, Airport
Safety
Mandatory




Corporate
Procedures
Safety
Technical 
Define
technical
safety
processes,
typically for analyzing risk or for ensuring
safe work procedures for high risk
activities
Authority-wide application
Procedures implemented by specially
trained and certified staff in the Safety
Section or other departments
Developed by Senior Manager, Airport
Safety
Mandatory
Define safety processes specifically
related to tasks undertaken in a
department
Apply only to department concerned
Developed by department concerned (with
advice from Safety Section)
Mandatory within department concerned



Departmental Safety Procedures





Operational Documents
Safety Management Plans

Define how the Aerodrome Safety
Management System will be implemented
within the respective department
Developed by department concerned (with
advice from Safety Section)
Contains implementation plan of safety
activities


Safety Instructions (including 
method statements, technical
notes, work instructions)


Provide technical level direction and
advice
Process specific
Normally specific to activities of a
department
Developed by department concerned (with
advice from Safety Section)

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Codes of Practice

Typically issued by regulatory authorities
to promote and standardize best ‘safe
work’ practice
Checklists

Typically used for inspections (e.g.,
workplace safety inspections, construction
site inspections, ramp operations safety
checks)
SSBC Safety Circulars

Promulgate changes to the Aerodrome
Safety Management System, prior to the
issue of formal amendments
Promulgate additional safety measures to
cater for ad-hoc events or operations

Airport Safety Bulletin

Issued by the Safety Section on a regular
basis to all airport organizations
Designed to educate, promote safety
awareness and provide feedback on
safety performance

Records and
drawings
ASMS
detailed
design 
Airport operational and maintenance
records including design and construction
drawings
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Aerodrome Safety Management System
The simplified structure of the Aerodrome Safety Management System is further illustrated
in the following diagram.
AERODROME SAFETY
MANAGEMENT SYSTEM
CORPORATE SAFETY
MANAGEMENT PROCEDURES
CORPORATE SAFETY TECHNICAL
PROCEDURES
SAFETY MANAGEMENT PLANS
CSMP 1.0: New Projects - Risk
Assessment & Control Procedure
CSTP 1.0: Job Safety Analysis
Airside
Safety Management Plan
CSMP 2.0: Airport Hazards Assessment, Control & Registration
Procedure
CSTP 2.0: Barrier Analysis
CSMP 3.0: High Risk Process
Control Procedure
CSTP 3.0: Confined Space Entry
CSMP 4.0: Personal Protective
Equipment
CSTP 4.0: Working at Height
CSMP 5.0: Document & Data
Control
CSTP 5.0: Electrical Safety
CSMP 6.0: Corrective & Preventive
Action Request
CSTP 6.0: Total Flooding Gas
Extinguishing Systems
- CO2 & FM200
Technical Services
Safety Management Plan
Projects
Safety Management Plan
Aviation Logistics
Safety Management Plan
CSMP 7.0: Accident & Dangerous
Occurrence Reporting & Investigation
CSMP 8.0: Site Safety Inspections
CSMP 9.0: Safety Audits
7.8.3
Aerodrome Safety Management System Documents
It is essential that documents comprising part of the Aerodrome Safety Management
System are carefully designed, produced and then maintained to facilitate understanding
and use at all levels of the Authority.

ASMS
Correspondence
It is equally essential that important correspondence, other information and decisions
arising from the operation of the Aerodrome Safety Management System are properly
identified, recorded, stored and acted upon (where appropriate) and that an audit trail
is maintained for record completeness. Individual department should ensure that
administrative arrangements are appropriate and adequate in this regard.
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
7.8.4
Meetings
Similarly, in the case of safety related meetings, outline notes of matters discussed,
decisions made, conclusions reached and action agreed upon, should be maintained.
Document and Data Control
The objectives of the document and data control arrangements in respect of key
documents comprising part of the Aerodrome Safety Management System are to ensure
that:

The documents can be located;

The documents are periodically reviewed, revised as necessary and approved for
adequacy by authorized persons;

Current versions of the relevant documents and data are readily available;

Obsolete documents and data are removed from circulation; and

Archival documents and data retained for legal or knowledge preservation purposes
are suitably identified.
The Corporate Safety Management Procedure (CSMP) 5.0 ‘Document and Data Control’
will apply to key documents comprising part of the Aerodrome Safety Management
System, which include:
7.8.5

This ASMS;

Corporate Safety Management Procedures (and subsidiary instructions);

Corporate Safety Technical Procedures (and subsidiary instructions);

Departmental safety procedures (and subsidiary instructions);

Safety Management Plans; and

Key reference materials
Record Management
The objective of the record management is to demonstrate that the Aerodrome Safety
Management System is operated effectively. Records that should be kept include the
following items:
ASMS

Safety training records;

Safety inspection records;

Aerodrome Safety Management System audit reports;

Accident /incident reports;

Safety meeting minutes;

Health surveillance reports;

Reports on emergency response drills and exercises;

Maintenance records and technical drawings of safety related airport facilities;

Management reviews; and

Hazard identification, risk assessment and risk control reports
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As a general rule such records should be kept (in archive) for a period of three years, after
which their destruction can be authorized.
8.
HAZARD INDENTIFICATION AND RISK ASSESSMENT (HIRA)
The diversity of the Authority’s operations gives rise to different types of safety hazard and
associated risks that need to be managed. The importance of risk management has clearly
set in the Safety Policy Statement, namely “by eliminating or controlling all hazards posing
an unacceptable or undesirable risk.” Therefore the primary focus of the Aerodrome
Safety Management System can be said to be ‘management of risk’. A risk exists where
there is a likelihood of an event occurring, which will likely have hazardous consequences.
By ‘hazardous consequences’ it means that there is the potential for harm in terms of
human injury or vehicle accident, damage to aircraft, other ground incidents, or any
combination of these. Therefore, planning for hazard identification, risk assessment and
risk mitigation provides the cornerstone of the Aerodrome Safety Management System.
The HIRA consists of the following four steps:
Step 1: Identifying the problem (hazard identification)
Step 2: Determining how serious a problem it is (risk assessment)
Step 3: Deciding what needs to be done to solve the problem (risk elimination)
Step 4: Monitor and review
8.1
Hazard Identification Process
Hazard identification is the first step in the HIRA process. It is a crucial and distinct step
preceding all other steps in HIRA. This is in fact a fact finding exercise of which the
objective is to reveal all possible and foreseeable potentials for harm or damage that exist
in a system or organization being analyzed. The risk management process would be
jeopardized if the hazard identification is not conducted properly. Only people with a
thorough knowledge of the area, process or facility under review should carry out a hazard
identification survey.
The person performing hazard identification could assemble a list of potential hazards
through the following means:
8.2

Reviewing previous accident reports

Conducting physical inspection

Brainstorming

Enquiring knowledge of operatives

Making reference to industry codes of practice, safety publications or manufacturer’s
instructions

Asking “What If…?”
Risk Assessment Process
Risk assessment consists of two processes, namely risk estimation and risk evaluation. It
is the process of evaluating a hazard to determine the level of action required to reduce a
risk to an acceptable level.
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8.2.1
Risk Estimation
After hazards have been identified, they need to be further analyzed to define their nature,
the mechanism of harms, which groups of people or facilities are particular at risk and the
consequence of the hazards. This also provides information on the relative severity of the
various hazards and the level of protections to be provided for the people or facilities at risk.
When evaluating the risks imposed by a hazard, both the likelihood and consequences of
the event happening should be assessed.
8.2.2
Risk Evaluation
Risk Evaluation is the making of an overall judgement as to whether the risk is acceptable
or additional safety measures are necessary to reduce the risk to an acceptable level.
8.2.3
Frequency Estimation
The frequency levels are shown on the following table.
Frequency
ASMS
Rank
Category
Description
(Probability of occurrence)
5
Frequent
Likely to occur many times (has occurred
frequently)
4
Occasional
Likely to occur
infrequently)
3
Remote
Unlikely to occur, but possible (has occurred
rarely)
2
Improbable
Very unlikely to occur (not known to have
occurred)
1
Extremely
improbable
Almost inconceivable that the event will occur
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8.2.4
Consequence Analysis
The consequence levels are shown on the following table.
Consequence
Rank
Category
A
Catastrophic
B
Hazardous
Description
 Equipment destroyed
 Multiple deaths




C
Major


D
E
ASMS



Minor
A large reduction in safety
margins, physical distress or
a workload such that the
operators cannot be relied
upon to perform their tasks
accurately or completely
Serious injury
Major equipment damage
A significant reduction in
safety margins, a reduction in
the ability of the operators to
cope with adverse operating
conditions as a result of an
increase in workload or as a
result of conditions impairing
their efficiency
Serious incident
Injury to persons

Nuisance
Operating limitations
Use of emergency
procedures
Minor incident

Few consequences
Negligible
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8.2.5
Risk Matrix
The risk matrix is shown on the following table.
Risk Matrix
Consequence
Frequency
8.2.6
Catastrophic
Hazardous
Major
Minor
Negligible
A
B
C
D
E
Frequent
5
5A
5B
5C
5D
5E
Occasional
4
4A
4B
4C
4D
4E
Remote
3
3A
3B
3C
3D
3E
Improbable
2
2A
2B
2C
2D
2E
Extremely
improbable
1
1A
1B
1C
1D
1E
Risk Tolerability
The Authority adopts a 3-level of risk approach. The three levels of risk are:



High Risk - Unacceptable under the existing circumstances;
Moderate Risk - Acceptable based on risk mitigation, provided it has been reduced to a
level which is “As Low As Reasonably Practicable (ALARP); and
Low Risk – Acceptable
This concept is shown in the following risk tolerability matrix:
Assessed Risk
Index
Tolerability Region
5A, 5B, 5C
4A, 4B
"HIGH"
Intolerable
Criteria
Unacceptable under
the existing
circumstances
3A
"MODERATE"
Tolerable
"LOW"
5D, 5E
4C, 4D, 4E
3B, 3C, 3D
2A, 2B, 2C
1A
Acceptable based on
risk mitigation. It may
require management
decision
3E
2D, 2E
1B, 1C, 1D, 1E
Acceptable
Acceptable
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8.3
Risk Mitigation Process
When a risk assessment has identified a hazard as having unacceptable risks, appropriate
control measures have to put in place to eliminate the risk or reduce the risk to an
acceptable level.
Normally by applying one or combination of several safety measures, risks can be reduced
to an acceptable level. Such reduction can apply to either the consequences or the
probability that they will occur. The hierarchy of risk mitigation measures includes:

Risk elimination
The most satisfactory method of dealing with a hazard is to eliminate it i.e. to stop a
dangerous activity or to remove a dangerous equipment from site

Risk substitution
This involves substituting a dangerous process or equipment with one that is not as
dangerous.

Engineering controls
Separate or isolate the hazard from people or facility at risk by using hardwares such as
guards, barriers, and other installations

Administrative controls
Software issues such as safe working procedures, safety systems, training, permit-towork etc.
When establishing appropriate safety mitigation measures, reference should be made to
those measures stipulated in the relevant legislations, national standards, code of practice
etc.
In response to the identified hazards and analysis of the safety risks of the consequences
of the hazards, specific requirements, operating regulations and implementation measures
may be imposed which should be periodically reviewed to ensure relevance and
appropriateness.
8.4
Monitor and Review
Hazards and risks may change over time. Hazards may inadvertently be introduced into an
operation whenever change occurs. Safety management practices suggest that hazards
resulting from change be systematically and proactively identified and those strategies to
manage the safety risks of the consequences of hazards be developed, implemented and
subsequently evaluated.
As a guideline, safety review on the HIRA should be conducted where unidentified hazards
may be introduced:

during introduction and deployment of new technologies;

when there is significant changes to major equipment and systems; or

in situations of a structural change in operations.
Safety review is a fundamental component of the management of change, discussed in
Section 10.9.
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8.5
Hazard Registration System
The objective of the processes of hazard identification, risk assessment and risk
mitigation is that the Authority should have a total appreciation of all significant safety
hazards, within its areas of responsibility at HKIA. It is therefore essential that all
significant safety hazards be registered. Corporate Safety Management Procedure
CSMP 2.0 ‘Airport Hazard – Assessment, Control & Registration Procedure’ details the
procedure for registering and updating hazards, using the Authority’s Hazard Registration
System.
The Hazard Registration System provides a comprehensive database of recorded
hazards, including information relating to:

Hazard title;

Location;

Date identified and by whom;

Potential cause;

Existing controls;

Estimated frequency of occurrence;

Consequence;

Risk rating;

Proposed additional control measures;

Hazard controller; and

Follow up action required
The Hazard Registration System is maintained by the Safety Section and is accessible to
line management through the Authority’s intranet.
8.5.1
Hazard Controllers
Having completed the processes of Planning for Hazard Identification, Risk Assessment
and Risk Control and Hazard Registration, the Aerodrome Safety Management System
provides for a system of Hazard Controllers to effectively implement the control measures,
stipulated in the Hazard Registration System.
A Hazard Controller is typically a line manager in the Authority and should be the person
who has direct control of the proposed risk control measures. The procedure for
appointing Hazard Controllers and their responsibilities are also contained in Procedure
CSMP 2.0 ‘Airport Hazard – Assessment, Control & Registration Procedure’.
8.5.2
Hazardous Processes
CSMP 1.0 ‘New Projects – Risk Assessment & Control Procedure’ and CSMP 2.0 ‘Airport
Hazards – Assessment, Control & Registration Procedure’, establish the mechanisms to
control risks. Those risks assessed as being ‘High’ are further controlled under CSMP 3.0
‘High Risk Process Control Procedure’.
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8.5.3
High Risk Process Control Procedure
All processes or operations classified as a ‘high risk’ in the Hazard Registration System will
be subject to controls, in accordance with Corporate Safety Management Procedure
(CSMP) 3.0: ‘High Risk Process Control Procedure’. The procedure covers the following
elements:
8.6

Process hazard analysis;

Standard operating procedures;

Method statement for a specific Task;

Permit-to-work system; and

Licensing / competent person
New Activities
Risks and potential liabilities are not confined to normal or routine tasks. Indeed in the
normal course of operating the airport, there are various ways in which new and
previously unidentified risks may arise as a result of new activities or changes to the
existing environment. As examples, safety risks may arise from:

Human factors;

Job related activities;

Working environment;

Inclement weather;

New construction projects;

Alterations or improvement work to existing facilities;

Change of use of existing facilities;

New commercial activities; and

Entertainment events
It is incumbent on all management staff to consider the potential safety implications in
their areas of responsibility arising from any of the above and to follow the hazard
identification, risk assessment and risk control process and procedures.
8.7
HKIA Operational Risk Register
The Authority has identified significant operational risks which are documented in an
Operational Risk Register. The register is reviewed every year by GM, SSBC in
conjunction with departments involved. A formal review is conducted on each risk during
the Annual ORR Review.
9.
SAFETY PROMOTION
9.1
Safety Culture
Safety culture of an organization could be simply described as the ideas and beliefs that all
members of the organization share about safety, risk and accidents. Good safety culture is
vital to the continuing improvement of a Aerodrome Safety Management System. Safety
culture is built on management leadership, commitment and setting a good example. The
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Authority recognizes that safety culture is a subset of the overall company culture and will
continue to instill a positive safety culture which contains the following key aspects.
9.1.1
Just Culture
Organizations having a blame culture are characterized by focusing individual blame for
the human error, at the expense of correcting defective system. Blame allocates fault and
responsibility to the individual making the error, rather than to the system, organization or
management process. Employees might fear being blamed for accidents or incidents they
were involved in and so withhold information on what really happened. Thus, a blame
culture inhibits reporting of incidents or near misses, prevents the thorough investigation of
incidents, prevents learning, and has an adverse effect on staff motivation. In fact, an
organization could make significant improvements in safety culture by gathering
information on those dangerous occurrences than by taking action against an individual.
The optimum state is to achieve a balance between a no-blame culture and a blame
culture. This is termed the just culture i.e. there exists an atmosphere of trust within an
organization in which people are encouraged for providing essential safety-related
information. The Authority is committed to adopt a just culture, with the reservation that
obvious disregard for or intentional violation of safety (e.g. horseplay or vandalism) is
strictly not acceptable. To effectively implement a just culture, the Authority has also
established confidential reporting systems to encourage employees of the Authority or
other airport staff to report safety-related information for improving safety performance of
HKIA.
9.1.2
Management Commitment
Management commitment produces higher levels of motivation and concern for safety
throughout the Authority. It would be indicated by the proportion of resources (time, money,
people) and support allocated to safety management and by the status given to safety
versus production, cost etc.
9.1.3
Visible Management Support
It is important that safety is perceived to be in management’s priorities. Senior, middle and
front line managers are seen to lead by example on safety. Managers encourage a good
safety culture by showing commitment and consulting the workforce on key safety
decisions.
9.1.4
Communication
There is an effective two-way communication between the management and the
employees about safety. Safety programmes / initiatives of the Authority are
communicated to all staff via various appropriate channels such as management briefing,
bulletin, circular, etc.
9.1.5
Employee Involvement
Active employee participation in safety is secured by building ownership of safety at all
levels. This includes the introduction of Behavioural Based Safety Programme and Safety
Circles to the shop floor, employees’ active involvement in workshops, risk assessments,
facilities design etc.
9.1.6
ASMS
Safety Climate Assessment
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Aerodrome Safety Management System
In order to measure the perception of organizational safety dimensions, survey questions
were devised and will be responded by an appropriate sample taken from senior
management, middle management and the frontline. The survey has been extended to
business partners and contractors as well.
9.2
Human Factors
Human factor is the interaction between the three main factors affecting human
performance at work i.e. the job, the individual and the organization. Human acts and
omissions are often recognized as being a contributor to incidents and accidents. The
Authority strongly believes that applying human factors methods helps to reduce accidents.
Human factors can play a significant role in the initiation, mitigation, escalation and
recovery phases of an incident. Hence the Authority would include human factors elements
in its safety management system in the areas of risk assessment, accident investigation
and training.
9.3
Safety Training and Education
The Authority recognizes that safety training and education are critical in ensuring that
staffs who carry out their tasks will have the relevant knowledge and ability to institute
effective safety practices and procedures to ensure the safety of themselves and others
while carrying out their assigned tasks.
SMS training remains as the core training for Safety Section staff as well as for those who
are responsible for safety management at HKIA.
9.3.1
Safety Training Courses
The Senior Manager, Airport Safety (in consultation with relevant department heads, as
appropriate) will assess through a training needs analysis the safety training requirements
for Authority staff in general, as well as specific groups within the Authority that have
additional or more specialized safety responsibilities. These needs will then be
transformed into training courses, which include but not limited to the followings:
ASMS

Safety Fundamental Course;

Job Safety Analysis Training Course;

Risk Assessment Training Course;

Safety Audit Inspector Training Course;

Understand Aerodrome Safety Management System;

Accident Investigation;

Fire Manager/Fire Warden Training Course;

Gaseous Fire Protection System (FM200);

Fire Safety Management;

Root Cause Analysis; and

Human Factors

Certification training and recertification requirement for ramp operational staff
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The Senior Manager, Airport Safety will develop a safety training schedule showing which
courses will be run and when. The schedule will be uploaded onto the Authority’s intranet
for reference by the staff. Apart from the in-house courses mentioned above, the Safety
Section may also organize relevant safety training courses run by external organizations,
as appropriate.
9.3.2
Monthly E-Safety Awareness Workshop (E-SAW)
The purpose of E-SAW is to raise safety awareness and encourage Authority staff to put
forward and discuss solutions or suggestions that contributes to better safety. Monthly ESAW module covers safety statistics, root cause analyses of accidents, particular events
worth attention and a theme of the month. Attending the E-SAW module remains
mandatory for all Authority staff. Also, Authority staff could give input/feedback on the ESAW module via the e-learning channels, thus record of the safety discussion arising from
E-SAW would be maintained.
9.4
Safety Communication
Safety awareness is promoted through a number of channels and activities. The training
activities conducted under the Aerodrome Safety Management System mentioned above
help to raise safety awareness. In addition, there are instruments and activities designed
to promote safety awareness within the Authority and the wider airport community, include
but not limited to the followings:

Safety bulletin;

Safety circulars and posters;

Safety campaigns;

Safety ambassador scheme;

Employee safety handbook;

Safety guides and videos;

Safety alert; and

Safety climate assessment
The Senior Manager, Airport Safety is responsible for coordinating these activities in
conjunction with other relevant departments of the Authority.
9.4.1
Safety Bulletin
In order to create an environment of safety awareness, the Safety Section publishes an
Airport Safety Bulletin, whereby any significant safety related incidents, accidents or alerts
can be relayed to concerned airfield operators, airlines and other organizations operating
in the airport.
9.4.2
Safety Circulars / Posters
The General Manager, SSBC issues SSBC Circulars on safety issues to the Authority staff
as well as other organizations operating in HKIA as and when required. Similarly, internal
safety circulars may be used to promulgate safety information within the Authority. The
internal e-mail system may also be used to deliver the information. The contents may
either be advisory or mandatory, depending on the circumstances.
ASMS
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Safety awareness posters are also used to highlight particular issues. Normally these will
be placed in the offices and common areas, where staffs congregate.
9.4.3
Safety Campaigns
Safety Campaigns can provide an effective means of focusing airport staff’s attention on
specific areas of safety and as such are an important aspect of the Aerodrome Safety
Management System. The Senior Manager, Airport Safety will prepare (in conjunction
with the relevant departments) a schedule of campaigns for the next financial year and
present to the AMD General Managers Meeting. Normally, only one campaign will be run
at any one time in any calendar month so that the publicity can be maximized.
Each safety campaign should normally have the following attributes:

The campaign focuses on critical safety issues;

The focus and safety slogan for the campaign are clearly determined;

The objectives of the campaign (i.e., to raise awareness or increase knowledge) are
clearly established;

Activities in support of the main theme or slogan are organized;

Campaigns are related to accidents or practices in the workplace;

Visuals (e.g., posters, and videos where possible) are used to attract attention and
interest;

Incentives for participation in the campaign are provided; and

Campaign activities do not clash with other safety activities under the Aerodrome
Safety Management System.
The followings are some examples of safety campaigns targeting for airport staff:
9.4.4

Ramp Safety Campaign;

Baggage Hall Safety Campaign;

Technical Services Contractors Safety Campaign;

Airport Inter-company Safety Quiz;

Airport Fire Safety Campaign; and

Safety Recognition Scheme
Employee Safety Handbook
All Authority new employees (as part of their induction process) are presented with a copy
of the Authority’s Employee Safety Handbook, which addresses safety issues such as:
ASMS

Rainstorm and Typhoon Warnings;

Occupational Health and Hygiene;

Safety at Work;

Injuries at Work;

Work Standards and Work Quality; and

Security
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9.4.5
Safety Guides and Videos
In order to enhance the safety awareness of the Authority staff, airport staff as well as the
contractors, the Authority has prepared various safety guides and videos for them to follow.
The safety guides and videos provide guidance for them on recommended safety
measures to ensure the safety and health of airport users, airport staff including employees
of the Authority and contractors when working in all areas under the control of the Authority.
9.4.6
Safety Alert
Safety Section sends out Safety Alert from time to time to provide safety-related
information, safety lesson learning and recommended safety actions to business partners,
contractors, franchisees and other related organizations. Safety alerts are sent via an email message to a list of concerned recipients.
9.4.7
Safety Climate Assessment
In order to measure the perception of organizational safety dimensions, survey questions
were devised and will be responded by an appropriate sample taken from senior
management, middle management and the frontline. The survey has been extended to
business partners and contractors as well.
10.
SAFETY ASSURANCE
10.1
Safety Targets and Performance Indicators
The Authority, in its Policy Statement, has registered its commitment to “continuously
improving the safety standards and practices at Hong Kong International Airport by
establishing safety performance targets, reviewing safety performance and to authorize
necessary improvement measures.” Thus the setting of safety objectives and performance
targets is an important planning process. They describe the desired outcomes of the
safety management system at various time milestones, as the Authority works toward the
ultimate safety goal (or objective) of ‘Zero Accidents’.
As a continuous effort to improve the safety standards and to review the safety
performance target for HKIA, The Authority and CAD will agree, on annual basis,
Acceptable Level of Safety Performance (ALoSP) for HKIA. Under this agreement, the
Authority will establish safety performance indicators and safety performance targets
appropriate to the operations in the aerodrome. Corresponding safety requirements are
also developed to ensure achievement of the safety targets. For continual improvement, all
safety performance targets would be reviewed by the Authority and CAD on an annual
basis. The Authority’s strategy and framework for meeting the agreed ALoSP including the
setting of safety performance indicators, safety performance targets and safety
requirements are detailed in Airside Safety Management Plan which is maintained and
implemented by Airfield Department.
Safety performance indicators are generally data base expressions of the frequency of
occurrence of some events or incidents. Current safety performance indicators are as
follows:
ASMS

Number of aircraft ground damage incident per 1000 aircraft movement;

Number of foreign object on runway cases;
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10.2

Measured runway friction value appropriate to the test equipment;

Availability of airfield ground lighting;

Availability of high mask lighting;

Availability of aircraft parking aids; and

Availability of crash alarm
Safety Performance Monitoring and Measurement
While checking and corrective action should provide for individual process improvements,
it is also necessary to regularly review the effectiveness of the Aerodrome Safety
Management System as a whole. This is the objective of the safety assurance part of the
Aerodrome Safety Management System. AMD General Managers Meeting will undertake
this review and seek to determine whether:
10.3

The Aerodrome Safety Management System is being fully implemented;

The Authority’s policy objectives are being met;

The Authority’s safety policy continues to be appropriate;

New safety objectives need to be established for continual improvement; and

Changes to any elements of the Aerodrome Safety Management System are warranted
Self-inspections and Safety Audits
10.3.1 Safety Site Inspections
CSMP 8.0 ‘Safety Site Inspections’ covers the various routine processes whereby both
random and planned inspections of facilities, equipment and activities are conducted in
order to determine the level of conformance to requirements. It encompasses not only
inspections of operational areas, work sites but also safety housekeeping inspections of
Authority offices.
Typically, an inspection will be checklist based and will record the degree of conformance
at the time of the inspection. An inspection is designed to be conducted by line
management and supervisory personnel (as well as Safety Section staff). A safety audit,
in contrast, provides a more comprehensive and formal assessment of the conformity to
the safety procedures and practices, and will be undertaken by qualified safety auditors.
The procedure addresses the key responsibilities of those Authority staff involved with
planning for, conducting, reporting, analyzing and following-up on all such activities, in
order to ensure that the effectiveness of the Aerodrome Safety Management System within
the workplace is objectively evaluated.
10.3.2 Internal Safety Audits
Suitably qualified Safety Section staff will normally conduct Internal Safety Audits, in
accordance with an audit program prepared by the Senior Manager, Airport Safety. These
audits are designed to ensure that the Aerodrome Safety Management System and
regulatory requirements are being implemented in the Authority’s operations.
CSMP 9.0 ‘Safety Audits’ relates to the various processes associated with:
ASMS
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
Planning / scheduling for audits;

Preparing for conduct of audits,

Conducting audits,

Reporting audits; and

Following-up on, and closing-out, agreed audit actions
10.3.3 Airside Safety Audits
In contrast to the Internal Safety Audits, the Airside Safety Audits Program is a component
of the Aerodrome Manual and the focus is on auditing airside franchisees, licensees and
permit holders for self handing of line maintenance. The object of the audit is also slightly
different in that it is to assess compliance with:
10.4

Aerodrome licensing requirements;

Franchise, Licence or Permit conditions; and

Authority safety policy and requirements
The airside safety audit process is covered in more detail in the Airside Safety
Management Plan (Part 15, Aerodrome Manual).
Control of Business Partners and Contractors
10.4.1 General
Business partners or contractors of the Authority provide the majority of airport services,
operating under a franchise, licence, permit or contract relationship. The Authority, as
principal and operator of the airport, has a due diligence responsibility in respect of these
operators. The Authority includes appropriate safety related clauses in tender documents
and contracts, stating a general requirement that:
“Strict compliance with agreed safety requirements shall be a priority and condition
precedent for the continued operation of all parties who have a contractual relationship
with the Airport Authority.”
SSBC in conjunction with relevant AA departments will review such safety related clauses
regularly.
10.4.2 Safety Plan
The Authority normally requires each business partner or contractor to develop, submit for
approval and implement a safety plan. Such plans would typically include:










ASMS
Scope of application;
Objectives;
Strategy;
Organizational arrangements and relationships;
Responsibilities;
Planning for hazard identification, risk assessment and risk control;
Hazards registered, hazard controllers and critical safety areas;
Codes of practice or standards;
Safety coordination and consultation mechanisms (e.g., committees);
Safety training;
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



Inspections and Audits;
Incident reporting and investigation;
Safety promotion; and
Emergency procedures.
10.4.3 Safety Monitoring
Respective department head that is responsible for managing the relationship and
overseeing the operation of business partners or contractors would then monitor and
review the effectiveness of these safety plans on a regular basis. Such monitoring would
include inspections and audits, as well as requiring business partners or contractors to
report regularly on their safety performance.
10.5
Accident Investigation
Process has been established for providing a structured framework for incident, accident
and hazardous occurrence reporting, investigation, analysis and documentation, aiming to:

Facilitate maintenance of a central incident / accident analysis data base;

Maintain proper records;

Identify root causes through root cause analysis (RCA) during accident investigation,
potential hazardous areas and trends of occurrence;

Determine corrective measures to prevent recurrence; and

Improve overall health and safety performance.
The procedure CSMP 7.0 ‘Accident & Dangerous Occurrence Reporting & Investigation
(Injury, Facilities & Equipment)’ is applicable to all reportable incidents, accidents and
hazardous occurrences involving Authority employees, business partners, customers,
passengers, contractors and other airport operators within the areas under control of the
Authority.
10.6
ASMS Internal Review
AMD General Managers Meeting (normally on a weekly basis) conducts monitoring and
review of the effectiveness of the Aerodrome Safety Management System. This includes a
review of the various activities under the Aerodrome Safety Management System as well
as operational safety committees. The AMD General Managers Meeting will direct any
safety improvements as required for the effective implementation of the Aerodrome Safety
Management System. Once per month, General Manager, SSBC will make a presentation
on safety performance in the AMD General Managers Meeting, which forms the basis of
the continual review of the Aerodrome Safety Management System.
General Manager, Airfield, General Manager, Technical Services, General Manager,
Projects and General Manager, Aviation Logistics should ensure that their Safety
Management Plan and procedures applicable to their areas of responsibility are regularly
reviewed for effectiveness and updated as needed to meet any operational changes.
10.7
ASMS
ASMS External Audit
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The Assistant Director General of Civil Aviation (Airport Standards) chairs a high level
quarterly Aerodrome Licensing Review Committee meeting with the Authority. SubCommittees have been established under this Committee, including the Aerodrome Safety
Management System Review Sub-Committee and this process serves as an external
review of the Aerodrome Safety Management System.
To ensure the airport facilities are safe for use by aircraft and the airport community, the
Airport Standards Division (APSD) of CAD also established an annual audit programme
with the Authority on Projects (auditee being Projects Department), Aerodrome Safety
Management System (auditee being SSBC) and Airside Maintenance (auditee being
Technical Services Department). The auditees will provide full support to APSD in
performing the audits.
10.8
Non-punitive Hazard Reporting
The Authority recognizes that voluntary reporting systems are an important part of an
overall programme for enhancing airport safety. One of the key characteristics of a
successful hazard reporting system is non-punitive i.e. reporters do not fear punishment as
a result of reporting hazards. To achieve this, the Authority will continuously promote a
reporting culture at HKIA under which people are willing and prepared to report errors or
near-misses of their own or of other people / organizations. The Authority will ensure a
timely response to reported hazards.
10.9
Management of Change
Change management is another important aspect of safety management. A risk of
confusion may arise whenever change is introduced to an existing system; maintenance
process, and/or operational procedure. Such a risk should be recognized and changes
should be effectively managed in co-operation with the affected work areas.
There is a system change control procedure in place to review relevant existing facilities,
equipment, operations or processes whenever there are pertinent external changes and to
describe the actions required to control changes to the equipment and systems under the
control of Technical Services Department. Please refer to Procedure No.: TSD-PA007
System Change Control for details.
For hazard identification and assessment of potential safety risks associate with new
facilities or processes, the CSMP 1.0 New Projects – Risk Assessment and Control
Procedure should be followed.
10.10 Continuous Improvement of the ASMS
It is necessary to maintain the effectiveness of the ASMS and to secure continuous
improvement and relevance of the system in order to cope with changing business
environment and demand. Continuous improvement of the ASMS will be identified and
achieved by:
ASMS

Regular external independent safety audits; and

Periodic management review and monitoring overseen by the AMD General Managers
Meeting.
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Management review involves assessment of the SMS function includes evaluation of
safety management functions, policymaking, safety risk management, safety assurance
and safety promotion throughout the Authority. External audit is conducted annually by the
CAD.
The flowchart below shows the process to periodically review the ASMS to ensure its
continuing relevance.
Safety policy
Organizing
Planning and
implementation
Measuring
performance
External SMS audit
Management
review
Control link
Information link
ASMS
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