Singapore Changi Airport (PDFDrive)

Implementation of
SMS
at Changi Airport
Lyndon Lee
Aerodrome Safety Unit
Changi Airport Group
Singapore Changi Airport
“I’VE JUST REMEMBERED! WE

CAME HERE TO CATCH A FLIGHT”
Deficiency-free since 1981

• Aerodrome location indicator:
WSSS
• Aerodrome reference code: 4F
• Passenger & cargo hub
• About 350,000 aircraft
movements
• > 55 million passengers
• 2 parallel runways
• Category 10 fire protection on
each runway
• Precision approach runways,
Category II
Singapore Seletar Airport
• Aerodrome location indicator:
WSSL
• Aerodrome reference code: 3C
• Business & general aviation
• Maintenance, Repair &
Overhaul hub
• About 50,000 aircraft
movements
• Single runway
• Category 7 fire protection
• Non-instrument approach
runway
1981 - 2009
From 1 July 2009
Invests in and
• Regulates the civil Focuses on:
manages
aviation industry • Airport operations and
foreign airports
in Singapore management
• Provides air • Airport rescue & fire
navigation services fighting service
• Air hub development &
commercial activities
Changi Airport SMS Implementation Journey
Before 2009 After 2009
• Introduction of SMS • SMS for new aerodrome operator

organisation
Before 2009
• Civil Aviation Authority of Singapore (CAAS) had 2 roles, one was to regulate the
aviation industry, another was to operate and manage the two aerodromes
• SMS introduced in 2005, after aerodrome certification
• Steering Committee, comprising key operational Divisions
Safety Management
Steering Committee
Safety Management Comprising representatives

Coordination Group from each line Division
Divisional Safety Action

Group
• Developed two SMS Manuals for the organisation – one for each aerodrome, with
risk assessment processes, safety performance indicators, etc
Before 2009
• Consolidation of Divisions’
processes
• Early SMS outreach in the

organisation
• No safety manager or
safety office
After 2009
• SMS reviewed for new
aerodrome operator
organisation
• One SMS Manual for the

organisation
• Dedicated safety office.

Safety Manager appointed
• SMS outreach to all in the

organisation
• Still evolving. Objective is

towards a generative safety
culture
After 2009
• Mission Statement
To be the world’s leading airport company,

growing a safe, secure and vibrant air-hub
in Singapore and enhancing the communities
we serve worldwide
After 2009 Aerodrome Operator Organisation

CHIEF EXECUTIVE OFFICER INTERNAL AUDIT
Accountable Executive
AIRPORT ENGINEERING & DEVELOPMENT CORPORATE

MANAGEMENT DEVELOPMENT (CHANGI EAST & • Corporate &
• Airport • Airport master TERMINAL 4) marketing
airside/landside planning & design • Changi East airfield communications
operations • Airport development planning, design & • Corporate strategy &
• Aircraft rescue and projects construction business
fire fighting service • Maintenance of • Changi East development
• Information airport infrastructure operations planning • Design management
technology & engineering • Terminal 5 Planning • Economic affairs
• Aviation security systems • Terminal 4 • Enterprise risk
• Aerodrome safety programme management
management • Legal
PEOPLE TEAM AIR HUB FINANCE COMMERCIAL

• People services DEVELOPMENT • Corporate finance & • Airside concessions
• People rewards & • Air hub strategy Treasury • Landside concessions
systems • Airline development • Financial accounting • Pricing & commercial
• People development • Cargo & Logistics & reporting strategy
• People experience development • Financial planning & • Rentable properties
• Passenger Analysis • Terminal 1 expansion
development
After 2009
• Multi-tiered & inclusive safety committee structure
Operational Risk &

Safety Committee
Management
Committee Meeting
(Safety)
Aerodrome Safety
Committee
Changi Seletar
Safety Action Group Safety Action Group
Operational Committees
Safety Working Committees
• Air Navigation Services provider
(on engineering planning, construction & maintenance)
• Air operators
• Contractors
• Ground service providers
After 2009
Coordination of Emergency Response Planning
After 2009
• Confidential Hazard Reporting Programme for Airport Community
After 2009
Bow Tie with Runway

Incursion as a Top Event
After 2009
• Safety performance indicators established since 2009:
Safety Performance Indicators

Tier 1 (Overall Rate)
Aircraft Accident, Serious Incident or Incident
Tier 2 (Incident Types & Aerodrome Capabilities)

Confirmed FOD Incidents Airfield Lighting Availability
Wildlife Strikes Aircraft Rescue & Fire Fighting Response Times
• Focused on operational risks, rather than organisational enablers of safe

outcomes
• Ongoing review to better measure the effectiveness of our SMS

After 2009
Systemic Occurrence
Analysis Methodology
Safety Actions & Recommendations

After 2009
CAG Management
Aerodrome Safety
Unit
Internal safety audit & Inspections
Engineering
Aircraft rescue &
Airside operations master planning,
fire fighting
& management maintenance &
service
developments
Safety audits & Inspections

Ground service Engineering
on operations and activities
providers contractors
of external service providers
After 2009
• SMS training for all
• Safety competency matrix

for key personnel
• Tracking of competencies
After 2009
• Importance of developing
airport-wide safety
culture through persistent
safety communications
- Safety committees
- Airport-wide seminar
- Safety events e.g.
roadshows, targeted
campaigns, competitions
- Annual/quarterly Airside
Safety Awards
- Airside SAFE rewards for
right behaviours e.g
following requirements
After 2009
- Safety collaterals
SAFETY E-BULLETIN
After 2009
• Airport-wide safety
climate survey
 Personal commitment and action towards
safety;
 Management’s commitment and action towards

safety;
 Safety reporting; High level of self-perceived personal Small percentage hold perception that
commitment to safety. rules/procedures can be bent as long
 Safety training; as safety is not compromised.
Good perceptions on safety training
 Effectiveness of safety communication and needs and provisions. Can do more to share safety lessons
awareness; and best practices within airport
Airport staff desire safety community.
 Perceived risk levels in relation to work load, communications
Undecided on the balance between
pace and environment; safety and efficiency.
Good perception on management
commitment to safety.
 Perceived safety consciousness of other airport
Can do more to recognise or reward
partners;
safe behaviour.
 Just and fair culture; and
Can do more to meet staff’s needs of
 Sharing culture safety communication
Conclusion
• Top Management commitment is crucial
COMPLIANCE ALONE
=/
BEING SAFE
Conclusion
• Stakeholder engagement
Conclusion
Conclusion
SMS should commensurate with the size and complexity of the service provider’s operations
Some go well with the (operating) environment… Royal Ontario Museum, Toronto
São Paulo Cathedral
… and some, maybe not so well

lyndon.lee@changiairport

Singapore Changi Airport (PDFDrive)

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Singapore Changi Airport (PDFDrive)

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Implementation of

“I’VE JUST REMEMBERED! WE

Deficiency-free since 1981

From 1 July 2009

Before 2009 After 2009

• Introduction of SMS • SMS for new aerodrome operator

• SMS introduced in 2005, after aerodrome certification

• Steering Committee, comprising key operational Divisions

Safety Management Comprising representatives

Divisional Safety Action

• Early SMS outreach in the

• One SMS Manual for the

• Dedicated safety office.

• SMS outreach to all in the

• Still evolving. Objective is

To be the world’s leading airport company,

After 2009 Aerodrome Operator Organisation

AIRPORT ENGINEERING & DEVELOPMENT CORPORATE

PEOPLE TEAM AIR HUB FINANCE COMMERCIAL

Operational Risk &

Bow Tie with Runway

Safety Performance Indicators

Tier 2 (Incident Types & Aerodrome Capabilities)

Wildlife Strikes Aircraft Rescue & Fire Fighting Response Times

• Focused on operational risks, rather than organisational enablers of safe

• Ongoing review to better measure the effectiveness of our SMS

Safety Actions & Recommendations

Safety audits & Inspections

• Safety competency matrix

 Management’s commitment and action towards

São Paulo Cathedral

… and some, maybe not so well

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