Work Improvement Team The Work Improvement Team (WIT) programme was practice; iii) work methods and procedures; iv) launched in April 2016 to cultivate a culture of systems and technology; v) workplace facilities; and continuous improvement across AAHK. The vi) cooperation and synergy. To help the WIT members programme embodies our values of ‘Creativity’, understand more about the programme and facilitate ‘Collaboration’ and ‘Continuous Improvement’ by their participation, road shows, induction training creating a platform for generating ideas and sessions, problem solving workshops and experience suggestions that can enhance work processes and sharing sessions were organised. team spirit. So far, 25 teams with 138 members have been formed With the full support of senior management, and their projects have been endorsed. The completed frontline staff from Airport Management Division are projects will be in the running for the WIT Grand Award encouraged to form teams to examine work practices which will be announced at the Annual Dinner in and suggest improvements in six areas, namely i) January 2017. service quality; ii) safety, health and environmental Work Improvement Team Valuing our People 47
DEVELOPING OUR TALENT POOL To prepare for the manpower needs of HKIA as the 3RS projects gets underway and shortage of skilled workers in the aviation and construction industries in Hong Kong persists, we must strengthen and invest in the development of our own talent pool. Key Initiatives The Leadership Competence Model was revamped in line with the new VMV, providing a basis for future talent acquisition, performance management and leadership development. We initiated the mapping of our future organisation structure, including the identification of key positions and development planning for key individuals in the leadership pipeline. A Manpower Plan up to 2023/24, including our resourcing strategy that forecasts our short-, medium- and long-term manpower needs and requirements has been developed. The Management Trainee Programme was enhanced to ensure we attract and retain quality intakes to support HKIA’s long-term development. We recruited six management trainees in 2015 and 24 in 2016. To build and sustain the competence of our workforce, we provided more training and development opportunities that are tailored for their current and future needs. The scope of our training programmes has also been extended to cover both technical and soft skills training. Our employees collectively received 38,325 hours of training in 2015/16. The average number of training hours per employee increased by 32%, from 18.5 hours to 24.4 hours over the year. 48 Sustainability Report 2015/16
RESPONDING TO OUR STAKEHOLDERS Enhancing international exposure The young people we engaged with suggested that Employee Exchange Programme” will commence in we could attract more people to work at AAHK by October 2016. Our revamped Management Trainee offering international exposure opportunities to staff, programme also includes an exchange programme such as through an airport exchange programme. with leading international airports. We strongly encourage our staff to act as “HKIA ambassadors” AAHK has started to organise staff exchange by participating in overseas conferences, and in the programmes with international airports such as various committees, training and events organised Frankfurt and London Heathrow. The first three- by Airports Council International. month exchange under the “Heathrow – Hong Kong Valuing our People 49
CASE STUDY REVAMPED MANAGEMENT TRAINEE PROGRAMME Based on the insights and experience we have gained in operating the Management Trainee (MT) programme since 2005, and as part of our efforts to enhance people development and succession planning for the future growth of AAHK, we have revamped the structure and content of the MT programme. The aim is to better equip our MTs to meet our present and future operational and leadership needs and challenges. Ensure a solid understanding of Expedite and monitor airport operation and their development management ♦ Programme duration: extended from two ♦ MTs to take up functional roles in order to years to three years gain solid experience to support fast track ♦ Rotation structure: three job rotations of development approximately 12 months each in Airport ♦ An MT Development Taskforce, comprising Management, Commercial, and Corporate General Managers of major departments, Development Divisions is in place to advise and plan for the MTs’ rotation among the various divisions. Training Fast-tracked career and mentoring development ♦ A structured training curriculum is in ♦ Upon successful completion of the three- place to match with the MTs’ stages of year programme, MTs will be appointed at development managerial level and continue to progress ♦ Members of senior management at the along the career ladder as far as their MY FUTURE General Manager or above level to provide capability can take them. EXPECTATIONS… mentorship throughout the three-year programme period. ♦ Graduated MTs may have attachment opportunity with leading international airports overseas. 50 Sustainability Report 2015/16
Elisa Luk Danni Lam Jeremy Poon Euphoni Wong Timothy Leung Mike Tam I WANTED TO It gives me a strong sense of JOIN AAHK’S MT I want to contribute to an responsibility to be shaping a positive industry that is unique PROGRAMME and exciting. first impression of Hong Kong when passengers land at HKIA. BECAUSE… MY MOST Formulating the HKIA cargo development Aircraft marshalling – directing an MEMORABLE strategies, aircraft with hundreds of passengers ON-THE-JOB understanding the to a parking stand is truly a once in a market trends and lifetime experience. EXPERIENCE operational challenges. IS… MY FUTURE The MT programme Develop different management skillsets and help AAHK achieve key brings in more fresh and EXPECTATIONS… energetic young people milestones before the 3RS becomes to the aviation industry. fully operational. Valuing our People 51
PROMOTING STAFF HEALTH, SAFETY AND WELL-BEING We are committed to providing competitive staff remuneration and benefits and promoting staff health, safety and well-being in order to establish ourselves as an employer of choice in Hong Kong. Enhanced Salary and Benefits Package A remuneration review was conducted in 2014/15 to pay, annual medical check-ups, and various work- benchmark our competitiveness as an employer in the related allowances to a wider group of staff, such local market. This was followed by the implementation as staff on contract terms of employment. We have of a new salary structure with enhanced staff benefits also resumed the reimbursement of professional in 2015/16. These benefits include extending variable membership fee to eligible staff. Promoting Family-friendly Practices To support employees’ choice to breastfeed and Looking ahead, we are establishing a Child Care continue breastfeeding upon returning to work, Centre for all airport staff. The first phase of the a new ‘Breastfeeding Friendly Workplace’ policy centre, which provides 46 places, is expected to was introduced in 2015/16. Under the policy, two commence operation in 2016/17 at the Airport World 30-minute lactation breaks are allowed each day, with Trade Centre. appropriate venues and facilities provided by AAHK. We have also enhanced the marriage leave, maternity and paternity leave benefits, and the life insurance coverage for staff effective 1 April 2016. Book exchange programme Talents from the Airport 2015 52 Sustainability Report 2015/16
Fostering Work-Life Balance To foster work-life balance and encourage more interaction among staff in the airport community, the HKIA Recreational and Community Engagement (HKIARaCE) and AA Staff Club organise a wide range of staff activities throughout the year. We continued to run the “Talents from the Airport” competition in Terminal 2, where airport staff perform dance, music and drama work on stage. Within AAHK, we introduced a book exchange programme which saw hundreds of books collected and exchanged among staff. We also organised the “AA’s Got Talent” singing contest, HKIA’s anniversary celebrations, various sports and interest classes, and weekend family excursions for our staff. “AA’s Got Talent” singing contest RUN FOR FUN AND FRIENDSHIP Under the AA Staff Club, the Running Team was Overall, participating staff develop close friendships established in 2012 to promote running as a through training and preparation for the events and sport and enhance interpersonal relationship and enjoy the resulting health benefits and work-life communication among staff. Through training and balance. Going forward, we will organise workshops races, staff also meet and make friends with the by renowned athletes and running professionals to running teams of other business partners in the further promote the sport among staff. airport community. Over the past two years, around 200 participants, have joined our running events, including our CEO and senior executives. We organise training classes at HKIA from September to January and participate in a number of running competitions and charity runs in Hong Kong throughout the year, notably the “HKIA Feet of Fire 10km Run 2015”. HKIA Feet on Fire 10km Run 2015 Valuing our People 53
OPERATING A WORLD-CLASS AIRPORT With the city’s ever-growing aviation demand putting pressure on the airport’s existing capacity, we remain firmly committed to operating a world-class airport that provides passengers with a safe, efficient and enjoyable airport experience.
SAFETY AND SECURITY We are responsible for ensuring the safety of the thousands of airport staff and the millions of passengers travelling through our airport every year. With the support of our airport business partners, we operate a safety management system which provides a robust framework of safety processes. Our success is reflected in the downward trend in the annual number of recorded injuries at the airport. Airport Composite Safety Index While our recent safety achievements are 7 6 6.21 5.72 5.32 encouraging, we will continue to pursue further Staff and passengers injury rate (per million passengers) 5 4 3 2 4.85 4.04 throughout the airport community. improvements and promote a ‘safety-first’ culture Continued investment in systems, technology, and most importantly, the awareness, knowledge and skills of airport staff are critical to upholding high we have conducted in collaboration with our airport 0 1 standards of safety and security. The key initiatives 2011/12 2012/13 2013/14 2014/15 2015/16 business partners are as follow. 56 Sustainability Report 2015/16
Key Initiatives We enhanced the Aerodrome Safety Management System(ASMS) with the For passengers in the terminal, we further introduction of: promoted safety by: ♦ A new web-based Electronic Safety Management ♦ Deploying airport safety ambassadors in strategic System that enables timely notification, reporting, locations during peak periods and festive seasons. analysis and tracking of injuries, hazards and risks. ♦ Repositioning escalator emergency stop buttons to ♦ A Live Operational Risk Assessment Register enhance visibility and safety. in the ASMS that provides a safety overview of ♦ Rolling out various passenger safety quizzes, development projects and airport facilities. competitions and infotainment initiatives to ♦ A new mandatory safety and security awareness enhance safety awareness. test as a prerequisite for the personnel that have access to areas that require specific safety and security knowledge. The test will be gradually For ramp personnel, we trialled the use introduced to all airport permit holders. of protective headwear: Across the airport community, we ♦ Head injuries are a significant risk for ramp conducted the following quarterly safety personnel. In order to reduce the number of promotion campaigns: incidents, we collaborated with the line maintenance and ramp handling operators to trial ♦ Retail shops and catering outlets safety campaign the mandatory use of ‘bump caps’ when carrying ♦ Aviation logistics franchisees safety campaign out certain on-ramp tasks. ♦ Airfield and baggage hall safety campaign ♦ Airport safety recognition scheme Operating a World-class Airport 57
BUSINESS CONTINUITY AND CONTINGENCY PLANNING As a world-class airport, we need to be prepared for all potential disruptions and crises that may affect the smooth operation of HKIA. Faced with additional pressure from capacity constraints, labour shortages, and the construction works for 3RS going on next to an operating airport, we have placed particular emphasis on initiatives that will help us maintain service continuity in challenging or unforeseen circumstances. Key Initiatives We ensured the operational readiness of the Midfield We closely coordinated with the airport community to Concourse before its opening through: prepare for business continuity response: ♦ Undertaking a thorough review of our contingency ♦ Capacity constraints present operational challenges plans and manual such as shorter response lead time. Therefore, ♦ Carrying out emergency exercises and drills to test AAHK needs to react more proactively through the effectiveness of our plans well-coordinated responses to handle adverse weather conditions, industrial actions, major ♦ Carrying out risk assessment with line departments to alleviate potential impacts system failures, transportation incidents and contagious disease outbreaks. We continued to conduct drills and training by: ♦ Expanding our airport-wide business continuity planning training programme, with a particular focus on training for the major airlines and ground handling agents at HKIA. ♦ Conducting the annual aircraft crash and rescue exercise with more than 1,000 representatives from over 100 participating organisations, including Government departments, public bodies, hospitals, airlines and ground handling agents. This year’s scenario simulated an aircraft which overshoots upon landing and falls into the sea to the west of West Sea Rescue Berth. Rescue scene from the Annual Aircraft Crash and Rescue Exercise 2015 58 Sustainability Report 2015/16
MANAGING HEALTH RISKS AT THE AIRPORT In response to the health risks posed by outbreaks of infectious diseases such as Ebola, MERS and Zika, we have implemented a number of precautionary measures and health protocols: ♦ Special arrangements to monitor the health of arriving passengers. ♦ Thermal imaging systems in designated areas of terminal entrances to monitor the temperature of individuals entering the airport. ♦ Hygiene protocols strengthened by stepping up the frequency of cleaning and disinfection work at the terminal. ♦ Continuing to raise passenger awareness of potential health risks through a series of special announcements. ♦ Co-organised briefings with the Government’s Port Health Office to improve the ability of airport staff to identify potential risks to public health and take appropriate precautions. Operating a World-class Airport 59
LEVERAGING INNOVATION AND TECHNOLOGY TO ENHANCE EFFICIENCY Through the strategic use of technology, we see great potential for significantly enhancing the operational efficiency of HKIA. During the year, we continued to build the following technological infrastructure on the airside which brings about benefits beyond operational efficiency. 60 Sustainability Report 2015/16
Key Initiatives Global Positioning System (GPS) Progress made in 2015/16 vehicles tracking ♦ Installed GPS tracking in over 1,600 airside vehicles Benefits Future actions/targets ♦ Extend the coverage to non-motorised vehicles ♦ Enhance safety through automated surveillance and equipment in 2016/17 ♦ Ensure smooth traffic flow via traffic analytics ♦ Facilitate franchisees to improve productivity ♦ Develop an HKIA GPS road map along with real-time alerts, road traffic analyses and data sharing with ♦ Reduce emissions as a result of the improved franchisees to facilitate their fleet management efficiency Closed-circuit Television System Progress made in 2015/16 (CCTV) ♦ Installed 100 fixed-angle CCTV cameras with recording function on passenger apron Benefits ♦ Installed 18 fixed-angle CCTV cameras in the ♦ Strengthen real-time operation management baggage hall ♦ Facilitate resource deployment Future actions/targets ♦ Facilitate aircraft ground incident investigation ♦ Install additional CCTV cameras in the Midfield ♦ Monitor apron activities Concourse, Maintenance Apron and West Cargo Apron in 2016/17 Airport Collaborative Decision Progress made in 2015/16 Making (A-CDM) ♦ Took over the A-CDM from Civil Aviation Department ♦ Coordinated with other airport stakeholders to realise Benefits the full potential of A-CDM ♦ Enhance flight punctuality and network efficiency ♦ Appointed a contractor to develop a new A-CDM ♦ Reduce aircraft taxiing time, fuel consumption and system platform (HKIA A-CDM) emissions Future actions/targets ♦ Improve airport capacity utilisation ♦ HKIA A-CDM becomes fully operational in Q4 2016/17 WiFi (expansion coverage on apron) Progress made in 2015/16 ♦ Completed the prequalification of apron WiFi Benefits equipment for expansion of coverage ♦ Enable business partners to launch mobility solutions (e.g. automated staff dispatching, real- Future actions/targets time issue resolution) ♦ Access point equipment will be uploaded to ♦ Serve as a key infrastructure for HKIA A-CDM enhance and extend WiFi network coverage from head-of-stand to back-of-stand in phases in 2017 STACK@EASE – Progress made in 2015/16 an ergonomic baggage loading aid ♦ Supply and installation contracts awarded Benefits Future actions/targets ♦ Reduce the need for heavy lifting ♦ Install around 160 units by Q1 2018 ♦ Enhance loading efficiency and productivity ♦ Reduce the risk of strain and manual handling injuries, benefiting staff physical health ♦ Broaden the potential labour pool for baggage handling Operating a World-class Airport 61
INFORMATION TECHNOLOGY RISK AND CYBER SECURITY At AAHK, we have established a sound information technology (IT) governance and risk management framework to address the evolving risks of using IT systems. As we benefit from the greater convenience and efficiency provided by technology, we must also recognise the growing risk of cybercrime. To raise staff awareness about this issue, we invited the Hong Kong Police to give a talk on the common types of cyber and technology-based crime and the steps to take to combat such activity and strengthen online security. The presentation was part of the ongoing Project PREEMPT programme, under which we are working with the Hong Kong Police to encourage the airport community to combat all types of crime at HKIA. The Project promotes the concept of “Security is Everybody’s Business” and raises awareness of aviation security and crime prevention. 62 Sustainability Report 2015/16
CREATING A SEAMLESS PASSENGER EXPERIENCE We place great emphasis on understanding the needs and expectations of our passengers as we continue to build greater capacity and improve the customer services and facilities at HKIA. We achieved an overall satisfaction score of 4.86 in the 2015 Airport Service Quality (ASQ) Survey managed by Airports Council International, exceeding the target score of 4.85. Annual overall satisfaction score (score out of 5) 4.86 4.86 4.85 4.84 4.84 4.82 4.82 4.80 4.80 4.78 0 2011 2012 2013 2014 2015 Index of complaints received per million passengers 34 33.3 33 32.2 32 31.9 31.1 31 30 29.9 29 0 2011/12 2012/13 2013/14 2014/15 2015/16 Operating a World-class Airport 63
CASE STUDY INTRODUCING ADVANCED TECHNOLOGIES AND NEW FACILITIES IN THE AIRPORT EXPERIENCE In a 2015 global passenger survey by IATA, 90% of respondents indicated that they prefer to check-in and reserve their seats before arriving at the airport, and nearly 50% prefer to use self-bag drop service for their check-in luggage. To address the rising trend in passengers requiring more control and flexibility in managing their travel arrangements, we are making greater use of advanced technologies to roll out more self-service facilities. This approach will also support our future airport expansion and reinforce our position as a world-class airport in the context of increasingly personalised travel expectations among passengers. Self-bag Drop Service 64 Sustainability Report 2015/16
Examples of new technologies and facilities to enhance the airport experience: Save time with home-printed bag tags SELF-BAG DROP ♦ Completed trials for Radio-Frequency Greater check-in convenience Identification (RFID) enabled home- printed bag tag ♦ Launched a self-bag drop system, reducing ♦ Launch initial phase in 2016/17 baggage processing time from 2-3 minutes to about 1 minute ♦ Four carriers now operate 20 self-bag drop counters ♦ 120 counters in operation by end of 2017 Enjoy terminal services Gates DEPARTTURE ♦ Revamped signage in passenger terminals Enhanced passenger with new, easy-to-read font and added a traceability and security yellow “beacon colour” to improve visibility ♦ Added hot drinking water facilities, ♦ Installed a Positive Boarding System at refurbished nursing rooms, and introduced all departure security checkpoints to new landside trolleys and infant trolleys capture boarding pass data of each passenger ♦ The data is used to improve airside security and operational efficiency, and airlines’ on- time performance Access flight, transportation, shopping and dining information at your fingertips Find your way with ease ♦ Revamped ‘HKG My Flight’ mobile app to provide access to much more airport- related information ♦ Began rolling out iBeacon technology to provide passengers with terminal directions, walk times to gates, lounge access and boarding alerts via their mobile devices ♦ In-terminal infrastructure will be installed by Faster baggage delivery Q4 2016 ♦ Deployed a team to monitor real-time baggage arrival flows ♦ Set up rescue tractor team to help operators maintain service levels during Always get a baggage trolley temporary shortfalls in manpower ♦ Completed trials for baggage trolley tracking system that uses video analytics to monitor the number of trolleys at pick-up points and alerts operators to ensure timely replenishment ♦ The system will be fully implemented in 2016 Smoother immigration at arrivals ♦ Implemented real-time arrival passenger forecast, enabling Immigration Department to deploy resources more efficiently against real-time demand Operating a World-class Airport 65
BECOMING THE WORLD’S GREENEST AIRPORT The operation and development of HKIA gives rise to a range of environmental impacts. As such, we collaborate with our business partners and adopt best practices to reduce the airport’s environmental footprint.
ENVIRONMENTAL MANAGEMENT In May 2012, we pledged to make HKIA the world’s greenest airport. To set the foundation for realising this pledge, we benchmarked our environmental performance with 23 other airports that either have a similar scale of operation to HKIA or are recognised as leaders in environmental management. Benchmarking Results The results have helped to shape our environmental strategy by identifying our relative strengths and weaknesses, and determining both the priorities for improvement and opportunities to learn from the best practices of other airports. As highlighted in the chart below, solid waste and biodiversity are two aspects requiring action. We have also started upgrading our environmental management system in line with ISO 14001 in order to develop a more systematic and robust framework that integrates environmental management into our core business and operation. NOISE 5.0 GREEN POLICY LOCAL AIR & STRATEGY 4.0 QUALITY 3.0 2.0 BIODIVERSITY CO 2 1.0 EMISSIONS ENERGY GROUND TRANSPORT HKIA Current WATER WASTEWATER ‘Best-in-class’ SOLID WASTE RESPONDING TO OUR STAKEHOLDERS More regular and issue-specific engagement Our business partners have suggested that we conduct more regular engagement with them in smaller groups which focus on specific environmental issues. AAHK has engaged with business partners on environmental issues through the Airport Community Environmental Forum since 2009. We welcome this suggestion, and have initiated meetings with relevant experts from our business partners on specific topics such as low-emission vehicles, waste cooking oil and food waste recycling. This year, we also conducted extensive engagement with selected business partners in the process of setting the new airport-wide carbon reduction target. 68 Sustainability Report 2015/16
WASTE MANAGEMENT Waste is one of Hong Kong’s most pressing environmental issues and the Hong Kong Government is planning to introduce a quantity-based charging scheme for municipal solid waste. The related legislation is expected to come into effect in 2019. Waste management is therefore not just an environmental practice, but will also have a greater direct impact on our bottom line. Our target is to achieve a 50% total waste recycling/recovery rate by 2021. Performance Our waste disposal to landfill rate per passenger recorded a slight decrease in 2015/16. Our overall recycling rate in 2015/16 dropped from 12.2% to 7.5%, which could be a result of a number of factors, including the lower market value of recyclables, change in waste management contractor and recycling procedures not being fully executed. While the recycling performance is disappointing, we were more encouraged to note the continued decoupling of the increase in the rate of waste generated from the growth in passenger numbers. Recycling performance 14 0.06 12.2 12.1 12.2 12 11.3 0.048 0.047 0.05 HKIA’s recycling rate (%) 8 6 0.04 0.044 0.027 0.04 Recyclables collected (kg/pax) 10 7.5 0.03 0.02 4 0.01 2 0 0 2011/12 2012/13 2013/14 2014/15 2015/16 Waste sent to landfill (absolute and intensity) 25,000 23,422 0.36 21,167 21,934 0.35 Waste sent to landfill (tonnes) 15,000 0.318 0.339 0.336 0.33 Waste sent to landfill (kg / pax) 20,000 18,196 0.349 17,054 0.34 0.32 10,000 0.31 0.311 5,000 0.3 0 0.29 2011/12 2012/13 2013/14 2014/15 2015/16 Becoming the World’s Greenest Airport 69
Waste Consultancy Study In April 2015, we commissioned a study to review AAHK’s waste management practices with a view to develop a long-term strategy to achieve the 50% waste recycling/ recovery target. The study included on-site surveys to quantify the waste produced by different sources under AAHK’s control and to determine its composition. It also included a review of the recycling market in Hong Kong and the upcoming municipal solid waste charging scheme. The study revealed that aircraft cabin waste accounts for the largest share of waste generated, followed by waste from restaurants, food courts and lounges in the terminal buildings, and then by waste in refuse and recycling bins. These three sources together accounted for over 80% of the total waste generated, and are therefore the areas in which waste reduction and recycling efforts have the greatest potential to help us achieve our target. Overall Average Waste Stream Distribution by Source 1% 0% Restaurants, food courts and lounges in terminal buildings Refuse and recycling bins in terminal buildings 45% 26% Passenger toilets in terminal buildings Offices in terminal buildings Retail shops in terminal buildings Offices outside of terminal buildings 17% Other activities in terminal buildings 0.1% 5% Other premises / activities outside of terminal 0.1% 3% buildings 1% Aircraft cabin 2% Apron cleaning and staff toilets in apron Premises / activities not managed by AAHK Overall Waste Composition (Recyclables vs Non-recyclables) 46.2% Non-recyclables Recyclables 53.8% 70 Sustainability Report 2015/16
Key Solutions Key issues identified during the study can be categorised into three areas: waste avoidance, behaviour and disposal options. We developed a range of solutions with a proposed timeline for implementation from 2016 to 2021. Firstly, we are exploring ways to reduce waste at source. Secondly, we will review our management of waste contractors to enhance the collection and sorting of recyclables. Thirdly, we are preparing a major engagement programme involving training and education of airport users, tenants and contractors to induce behaviour change that leads to higher levels of waste reduction and separation. We will also explore other disposal options as an alternative to landfilling. We will report on the implementation progress and outcome of these measures in next year’s report. Becoming the World’s Greenest Airport 71
BIODIVERSITY AAHK has a demonstrable duty of care to avoid and minimise adverse impacts on biodiversity during the operation and development of HKIA. As such, we have implemented various initiatives and supported a range of programmes on biodiversity conservation in the past, and have recently developed a Biodiversity Strategy to ensure a structured approach to biodiversity management. Through the HKIA Environmental Fund, we have funded a number of research on species that are of particular relevance to HKIA. Biodiversity Strategy AAHK’s Biodiversity Strategy aims to minimise the impacts of the development and operation of HKIA on biodiversity by working with relevant experts and stakeholders to: ♦ Identify and quantify impacts; ♦ Develop projects that address these impacts in the key areas of marine and ♦ Identify opportunities for reducing negative impacts and increasing positive impacts terrestrial species and other wildlife at or that are most relevant to AAHK’s role as the around HKIA. operator of HKIA; and To meet these objectives, AAHK is preparing a HKIA Conservation Action Plan (HKIA CAP) that will involve a baseline study of key species and habitats, and outline specific actions, targets, timeframes and indicators for tracking our performance. It will propose new measures to strengthen the foundations of long-term conservation and management of those key biodiversity areas which AAHK may be able to influence. The HKIA CAP will be completed in 2017/18. Biodiversity Conservation Projects Key biodiversity areas Previous and current projects/initiatives Marine species in ♦ Population level surveys of Chinese White the waters around Dolphin (CWD) across the Pearl River Estuary HKIA (conducted by The University of Hong Kong (HKU) and Ocean Park Conservation Foundation Hong Kong (OPCFHK)) ♦ CWD conservation research framework (conducted by OPCFHK) ♦ Pipefish and seagrass study on Lantau (conducted by Eco-Education and Resources Centre) 72 Sustainability Report 2015/16
CASE STUDY RESEARCH ON CHINESE WHITE DOLPHIN CONSERVATION We are supporting a study on the potential CWD conservation strategies in the Pearl River Estuary (PRE). In phase one, facilitated by AAHK, 44 airport business partners committed to support a HK$2 million study conducted by HKU and OPCFHK to quantify the CWD population in the PRE. High quality digital images of individual dolphins were collected during the vessel-based surveys which were used to construct a photographic CWD database. It is the first time that systematic surveys of this type and intensity have been conducted across the entire PRE region. In phase two, with HK$3.8 million funding from the HKIA Environmental Fund, OPCFHK will develop a science-based CWD Conservation Research Framework and Action Plan for the Pearl River Delta CWD population. A steering committee composed of overseas experts has been formed under the International Union for Conservation of Nature (IUCN) to monitor and review the progress. The project will conclude in March 2017. Key biodiversity areas Previous and current projects/initiatives Terrestrial species ♦ Study on Romer’s Tree Frog on Scenic Hill at HKIA (conducted in-house) ♦ Ant and moth study: monitoring of terrestrial non-native insect species introductions to Hong Kong (conducted by HKU) Other wildlife at ♦ Study on Live Reef Food Fish trade HKIA (conducted by ADM Capital Foundation) ♦ AAHK’s Sustainable Dining Policy launched Becoming the World’s Greenest Airport 73
CARBON AND ENERGY MANAGEMENT The aviation industry is responsible for around 2% of man-made greenhouse gas (GHG) emissions worldwide and airports account for some 5% of these. As demand for air travel continues to grow, industry stakeholders are working together to decouple business growth from an increase in emissions, and to contribute to preventing further climate change. HKIA, and indeed many other airports, have responded by joining the Airports Council International (ACI) Airport Carbon Accreditation programme, which received support from the United Nations Framework Convention on Climate Change (UNFCCC) by the signing of a partnership agreement between UNFCCC and ACI at the landmark COP21 climate change negotiations in Paris in December 2015. In 2010, AAHK and 40 airport business partners pledged to reduce airport-wide carbon emissions by 25% per workload unit by 2015 based on 2008 levels. AAHK accounts for approximately 40% of the airport- wide carbon emissions. Electricity consumption is the major contributor, accounting for over 90% of AAHK’s total carbon emissions. To this end, we have an ongoing programme to enhance the energy efficiency of AAHK’s facilities and equipment, and have integrated energy efficiency as a key design element in new development projects through our Green Airport Design Strategy. Please refer to ‘Building our Future Airport’ section for more details. 74 Sustainability Report 2015/16
Global Man-made GHG Aviation Emissions Attributable Emissions (%) to Airports (%) 98% 2% 95% 5% Aviation emissions Emissions from airport operations Global emissions Emissions from other sources Becoming the World’s Greenest Airport 75
76 Sustainability Report 2015/16
Performance In 2015/16, AAHK achieved an 8.5% reduction in our electricity intensity despite an increase in passenger numbers compared to last year, and recorded a slight reduction in absolute electricity consumption. By the end of 2015, HKIA had achieved a 25.6% reduction in carbon intensity . During the year, we 1 commissioned a consultancy study and conducted an extensive engagement exercise, both internally and with our business partners, to establish a new carbon reduction target for 2020. Details of the new target will be available in next year’s report. AAHK’s Electricity Consumption and Intensity 300,000 6.00 5.10 4.89 4.43 4.37 4.00 5.00 280,000 4.00 Electricity (’000 kWh) 260,000 3.00 Electricity intensity (kWh per passenger) 240,000 220,000 2.00 1.00 200,000 0.00 2011/12 2012/13 2013/14 2014/15 2015/16 1 Carbon intensity refers to carbon emissions per workload unit, one workload unit is equal to 1 passenger or 100 kg of cargo Becoming the World’s Greenest Airport 77
Key Initiatives Energy Saving Initiative Timeline Expected energy saving Complete the re-commissioning of MFC March 2018 A further 5% on top of the 21% saving achieved against the baseline established in the initial Green Airport Design Strategy Complete the installation of energy efficient October 2016 2.6 million kWh a year motors in 570 air handling units and (1,600-tonne reduction in annual carbon emissions) ventilation fans in Terminal 1 Completed the installation of two energy July 2016 9.8 million kWh a year efficient high-voltage chillers (6,200-tonne reduction in annual carbon emissions) Started the re-commissioning of mechanical April 2015 1.9 million kWh a year ventilation and air-conditioning system in Terminal 1 Completed the trial of apron high mast LEDs August 2015 1 million kWh a year Started replacing the LED gantry lights in January 2015 0.6 million kWh a year Terminal 2 Energy Management System Use of new technology ♦ Started the pilot installation of Analytic Energy Supported The Hong Kong Polytechnic University to Management System at the North Satellite develop the first Hong Kong-made 50kW quick charger for Concourse in December 2015. charging electric vehicles. The charger was successfully tested in September 2016 and will be put into service at ♦ Establish an Energy Management System to the parking area of HKIA Tower in October 2016. With our improve energy efficiency and achieve ambition to build a smart airport, we will continue to work ISO 50001 certification by February 2017. with local universities and provide financial, technical and operational support to introduce new technologies and innovations at HKIA. 78 Sustainability Report 2015/16
GREEN OFFICE PROGRAMME Q&A with Ringo Yu, Senior Officer, Environment Q Please tell us about the Green Office In January 2016, we launched a Green Photo Programme and your role in the programme. Competition to encourage AAHK staff to explore and capture images of Hong Kong’s A The programme was established in 2014 to natural beauty. The winning and shortlisted enhance environmental awareness among staff photographs were displayed at our office and promote behaviour change. We also hope and the six winners received great prizes, our staff will bring home the good practices including the chance to participate in a they learn. photography workshop with well-known nature photographer Samson So. We are planning to For little or no cost, green office initiatives expand the scope of the next competition to can encourage small actions that, when include all staff at HKIA. amplified across our entire workforce, can make a significant difference to the overall Q What key learnings can you share and what’s environmental performance of HKIA. next for the programme? My role is to develop new green office Coordinating green campaigns across more campaigns and coordinate with various parties A than 20 departments can be quite a challenge, to implement them. Our first achievement was which is why senior management support establishing easy-to-understand “Green Office from the outset is important. I am grateful for Guidelines” and placing stickers around the the support and enthusiasm of my colleagues, office with green tips and reminders. without which this programme could not get off the ground. When I see people paying Q What were the major initiatives implemented attention to the green office messages, and under the programme in 2015/16? witness solid and sustained improvements in green office performance, I know that the A In April 2015, we launched the “Switch Off programme generates positive impact and feel Your Computer” competition, which challenged a huge sense of accomplishment. departments across AAHK to reduce the number of computers left on after work and Departmental competitions are a good at weekends. All departments demonstrated way to engage and motivate our staff, so improvement during the eight-month period. I am exploring the feasibility of running The percentage of computers left on decreased competitions on other environmental impacts, from 46% at the outset to less than 10% at the including office paper use. end of the competition. Becoming the World’s Greenest Airport 79
VERIFICATION STATEMENT 80 Sustainability Report 2015/16
Airport Authority Hong Kong 2015/16 Sustainability Report
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