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18.3.10 It must be ensured that commercial interests, upon which the financial viability of the
aerodrome depends, are not accorded priority over operational safety issues. For example, increasing the
number of aircraft gates may increase aerodrome revenue; however, it may also increase apron congestion,
presenting additional safety risks. Many large aerodromes have a strong users’ group or consultative
committee, formed with representatives of aerodrome tenants, operators, service providers, etc., which can
assist the aerodrome management in decisions related to airport operations.
Safety manager and safety committee(s)
18.3.11 Large aerodromes would benefit from the appointment of a dedicated safety manager (SM).
The appointment of an SM, however, does not relieve the aerodrome director/manager from accountability
for effective safety management.
18.3.12 In addition, large aerodromes may require a safety committee. Such a safety committee,
involving participation by the users’ group referred to in 18.3.10, is an effective vehicle for integrating their
diverse views. For example, such a committee would be essential in preparing the Aerodrome Emergency
Plan (discussed in 18.4).
18.3.13 An aerodrome SM would logically coordinate the activities of the aerodrome safety committee.
Furthermore, given the requirement to integrate many, often-conflicting interests, several safety subcommittees
may be required. For example, separate groups may be formed to address particular areas of
safety concern, such as aerodrome security, apron safety, vehicle operations airside, snow and ice removal,
and runway incursions.
18.3.14 Further guidance on the role and practices of the SM and safety committees is provided in
Chapters 12 and 15.
18-6 Safety Management Manual (SMM)
Safety occurrence reporting
18.3.15 Hazards can only be controlled if their existence is known. One powerful tool for proactively
identifying safety hazards is through safety occurrence reporting. Through a non-punitive, occurrence
reporting system, the aerodrome manager can tap the diversity of views available at an aerodrome in
identifying underlying situations or conditions with the potential for endangering the safety of aircraft
operations.
18.3.16 As described in Chapter 7, there are two basic types of reporting schemes. They are:
a) mandatory reporting of accidents and incidents required by State regulations; and
b) voluntary reporting of safety occurrences which may not be reported under the mandatory reporting
provisions.
18.3.17 All organizations at the aerodrome, including aircraft operators, ground handling agencies and
other organizations, need to actively participate in the occurrence reporting system. However, given the
number of stakeholder groups involved, with their diverse interests and priorities, establishing and running
an effective occurrence reporting system on an aerodrome presents a considerable challenge. Furthermore,
some of them, e.g. aviation refueling companies, may have their own established methods of managing the
safety of their operations.
18.3.18 In implementing an occurrence reporting system, aerodrome employees, contractors and
tenants should all be clear on:
a) the types of hazards that should be reported;
b) the reporting mechanisms;
c) their job security; and
d) actions taken in following up on identified hazards.
Safety oversight
18.3.19 Given the diverse activities of many different agencies, the maintenance of high safety
standards at aerodromes implies a regular programme of monitoring and surveillance. At the interfaces
between stakeholders (for example, aerodrome employees versus the employees of airlines, or contracted
service providers), there may be a tendency to shift responsibilities, stating that “it is not my problem”. For
this reason, it is essential that roles and responsibilities are clearly defined.
18.3.20 Change is everywhere as aerodromes expand to meet increasing demand. New runways and
taxiways, terminal buildings, shops and warehouses, etc., have the potential to introduce new safety
hazards. The aerodrome manager may require that a safety assessment be carried out in respect of any
proposals for significant changes in the level of facilities, services and operation of the aerodrome.
18.3.21 An effective SMS for an aerodrome should also incorporate a safety audit programme which
covers all the activities conducted at the aerodrome. Such safety reviews would also cover the apron
activities of service providers and operators. A good understanding of Human Factors issues involving
groups of employees, such as maintenance personnel, baggage handlers and vehicle operators, will provide
insights into safety hazards. Cooperative arrangements with the management of a like-sized aerodrome may
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Safety Management Manual (SMM) 安全管理手册(142)
