ACI Asia-Pacific HR Bulletin Issue 14, December 2017

Issue 14 – December 2017 

Airport’s Corner Incheon International Airport Beijing Capital International Airport

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Regional HR Committee Meeting Concluded in Incheon, Korea

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Another Two DNA Seminars Delivered in Asia-Pacific Region

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ACI Asia-Pacific Organized Training Courses in Iran

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Apply to Become ACI Global Training Instructor

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Sharing from ACI Global Training: The Importance of Conducting a Training Needs Analysis (TNA) for your Department

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ACI Global Training Course Calendar 2018

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ACI Asia-Pacific HR Committee Members

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Upcoming events: DNA Seminar in Nadi, Fiji (January 2018) and 13th ACI Asia-Pacific Regional Assembly, Conference and Exhibition in Narita, Japan (April 2018)

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Airport’s Corner - Incheon International Airport Incheon International Airport – First-class Aviation Training Center

Incheon International Airport Corporation opened Incheon Airport Aviation Academy (IAAA) in 2008 to nurture the aviation professionals from all over the world. The 10-story building with the total area of 73,000m² comprises various facilities for training, conference, accommodation and sports activities.

IAAA offers dynamic and practical training courses which consist of expert knowledge, best practice sessions, case studies and workshops. As for the instructors, experts from airport and renowned institutions join the course to deliver most updated knowledge and experience in their professional field. Highly practical courses, based on Incheon International Airport’s best practices in airport construction, management and operations, provide new approaches and solutions to the participants.

Image View of Completed 2nd Terminal

ASQ Winner for 12 Consecutive Years

Notably, IAAA is launching newly developed <Airport Business Management Course>, <Airport Terminal Operation Course>, <Airport Concession Management Course>, <Airport Security Operations Course> and <Aerodrome Safety Management Course> in 2018. The courses are featuring latest trend and issue on airport management and operation.

These courses will bring expanded and integrated knowledge for accommodating industrial demands and preparing future changes so as to work with diverse stakeholders in a harmonized and forward-looking manner.

Besides its best-practice training course, IAAA also provides ICAO certified training course. In 2011, IAAA joined the ICAO TRAINAIR PLUS Program (TPP) to insure the quality of training course.

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Since developing the first Standardized Training Package (STP) training course and becoming an active member of TPP, it has developed five STPs and one ICAO Training Package (ITP). IAAA is proud to have been recognized by ICAO as the “Highest number of owner Standardized Training package (STP) Implementations” (2014), “TRAINAIR PLUS Member who developed the most exported STP to other TRAINAIR PLUS Members” (2015) and the training center with the “Highest Number of Trainees Enrolled in an STP” (2017) for its <Aerodrome Inspection course>.

IAAA was recertified in January 2017 as a Regional Training Centre of Excellence (RTCE), and it is currently developing ITP course in the area of emergency planning management and aircraft accident investigations through collaborations with Singapore Aviation Academy (SAA).

IAAA is upgrading not only the quality of course content, but also its training methods and environment. IAAA acknowledge that the new generation of learners, who have grown up in an ‘on demand’ world where smart technologies are enabling them to be connected anytime anywhere, expect learning and information at their fingertips, where they need it, when they need it. IAAA has been effectively running a paperless classroom since 2014 when the tablet PC charging and date transmission facilities were introduced. Courses are carried out with electronic course materials and not a printed textbook. Surveys and course evaluations are also conducted online.

In December 2016, a smartphone application is developed, which provides trainees with information on training courses and the use of IAAA facilities. In addition to the course materials, educational questionnaires and evaluations were also implemented through applications. With this, IAAA has been able to improve administration efficiencies and raise trainee satisfaction.

IAAA is launching an online training platform (www.iaaa.kr) in December 2017. IAAA used to have online training platform only for in-house training. To diversify its global offering, the online training platform for overseas trainees will start with the two online courses: Airport PBB Operation and Airport Customer Satisfaction Quality Management. IAAA will be incorporated with follow-up online courses every year and hope to offer 50 online courses in 2020.

IAAA welcomes all professionals wishing to make a difference in their career. Those who want to join the course may refer to the “2018 IAAA training schedule” at the hyperlink here: www.iaaa.kr.

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Airportâ&#x20AC;&#x2122;s Corner - Beijing Capital International Airport Three Pillars of HR and HR Business Partner Model Practice I. BCIA Three-Pillar HR Model practice (I) Traditional HR management model The traditional HR Department is divided into six modules of human resource planning, recruitment and allocation, compensation and benefits, performance management, training and development and employee relations by functions.

Each module involves policy development, policy implementation, and daily supporting work. When an enterprise's business department proposes any demand, the HR Department often formulates and implements a relevant solution from the perspective of a single function, and such a solution can even be rolled out throughout the company's business departments. The requesting business department may think that the measure proposed by the HR Department is nowhere near while the business departments without such a demand will think that the HR Department fails to develop strategies on the basis of the actual business process.

(II) Three-Pillar HR Model Customers of the HR Department is divided into the three categories: top management, middle managers and corporate employees. As with all business departments, the most difficult part for the HR Department is to meet the customized needs of customers, which is also why HR Business Partner (HRBP) emerges. HRBP is mainly to explore the needs of internal customers and provide consulting services and solutions for them. The setting of HRBP goes deeper into the needs of the business departments, thus helping the HR Department to realize its transformation from a functional department to a business department.

Delivering customized solutions to business departments requires HR to be knowledgeable about both business processes and human resources. HR Center of Expertise (HRCOE) ensues. HRCOE's role is a domain expert, which is similar to HR's technical expert. HRCOE is knowledgeable about human resources and has extensive practical experience. They are able to propose innovative policies and programs based on needs and provide technical support to HRBP. HRBP and HRCOE are primarily engaged in corporate strategy and consultative work, so they have to be freed from daily routines. At the same time, the needs of employees, the third category clients of HR, are often standardized and scaled up, therefore, the existence of HRSSC is very necessary. HR Shared Service Center (HRSSC) is the provider of standardized and scaled services that answers the confusion of managers and employees about policies and standards while helping HRBP and HRCOE to handle their routine work.

HRCOE ensures the consistency of corporate policies and process frameworks. HRSSC ensures the consistency of corporate service standards. HRBP realizes that HR departments are business oriented and meet the needs of different categories of customers.

II. HRBP Functions of BCIA (I) Becoming the first responsible person for all kinds of human resources related work in the department; (II) Becoming a business partner to provide personnel support for departmental strategies and business objectives; (III) Conducting HR audits and actively seeking orientation of improvement to eliminate any hidden risks; (IV) Not being limited to rapid solutions to short-term problems, but overall consideration of the status of departmental staff to ensure long-term reasonable internal talent teams; (V) Possessing know-how and experience capable of dealing effectively with all kinds of personnel issues within the department; (VI) Conducting timely top-down publicity of the companyâ&#x20AC;&#x2122;s HR related regulations and bottom-up report of the recommendations and appeals of the departmental staff.

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III. BCIA Three-Pillar HR Model and HRBP Practice BCIA formally adopted the HRBP model in 2010 to boost its strategy-oriented HR work. At present, BCIA has assigned a total of 7 HRBPs, each in Airfield Management Department, Terminal Management Department, Public Area Management Department, Operation Control Center, Construction Management Center, Information Technology Department and Fire Fighting Department.

As an important link between the business department and the HR Department, HRBP plays an important role in effectively providing human resources services to all types of clients and providing departments with strategic and policy support. On 1 January 2014, BCIA officially initiated the three-pillar HR model and HRBP to be incorporated into the HRSSC business module.

BCIA Yields Fruitful Results in International Exchange and Cooperation BCIA attaches great importance to international exchange, employeesâ&#x20AC;&#x2122; international outlook and the international output of management experience. Since 2012, BCIA has organized 11 overseas exchange and study activities, including training for 129 business backbones, receptions of secondment exchange delegates from sister airports, in total of 32 guests, as well as sending employees working at ICAO and ACI.

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I. Enhance international training cooperation From 2012 to 2017, BCIA has organized 11 overseas exchange studies and training activities mainly covering the hub airport construction, operation management, emergency rescue and lean management. BCIA has conducted several training exchanges with Munich Airport, Frankfurt Airport and Finland Airport in the field of the hub airport construction. It has assigned multiple employees to training bases in Châteauroux and Dallas for emergency fire rescue training and organized business backbones to participate in operation management training at Singapore Airport and Lean Management training at Toyota, Japan. In addition, we’ve also welcomed delegates from Frankfurt Airport, Munich Airport and Cuba Airport etc. and temporary secondment of their employees. Through several overseas exchange and study trainings, BCIA has helped its staff broaden their international perspective and learned a wealth of experience in overseas hub airport construction and provided managers with new perspectives and ideas in operation management.

II. Establish sister airport relation So far, we’ve established sister airport relations with 34 airports around the world, of which 5 have signed a specific MOU on HR cooperation. The cooperation between sister airports and the signing of MOU have set up a platform for sharing experience, which has fully integrated and exerted the resources advantages of the Capital Airport and laid a solid foundation for the international output of experience in airport management and operation.

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III. BCIA has actively exported advanced management experience BCIA continues to carry out advanced management experience output to many domestic and foreign institutions. BCIA constantly output talents to multiple airports, ICAO and ACI and assign business backbones to work at ICAO and ACI. As of 2017, BCIA has completed development of 7 ICAO standard courses and assigned tens of business backbones to participate in the course developer training of ICAO TDC.

BCIA Fly-Your-Dream Training Camp I. Introduction to the Fly-Your-Dream Training Camp As a traditional training program of BCIA, the Fly-Your-Dream Training Camp, which has been held for seven consecutive sessions as of 2017, is a training program for new employees of BCIA. II. Introduction to the 2017 Fly-Your-Dream Training Camp The 2017 Fly-Your-Dream Training Camp followed the former mode of intensive training and learning. The intensive training mainly involves core competitiveness courses regarding security, operation and service of BCIA and basic business courses for airfield areas, terminals and public areas.

As a highlight of the training camp, the outbound training that is mainly composed of collective training programs like Cups Dance, Drum Ball Playing and Rip the Nameplate etc. has improved creativity and cohesion of BCIA 2017 new employees in a more vivid and interesting manner. In addition to routine military training and courses, the 7th Fly-YourDream Training Camp has also arranged diversified events including class team building and Party sub-branch December 2017 ACI Asia-Pacific HR Bulletin â&#x20AC;&#x201C; Issue 14

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construction, birthday party, speech contest and camp closing party to get new employees closer to understand and care about one another.

Each closing ceremony of the camp sees innovations. The 2017 closing ceremony, besides traditional military skill displays such as queue marching, military boxing and wrestling, added performances like collective outbound activity display, scene play and English chorus. The versatile new employees showed their understanding of the corporate spirit “Responsibility, Dedication, Cooperation, Execution” by practice.

The training of the Fly-Your-Dream Training Camp has tempered awareness of new employees in obedience, teamwork and cooperation, helped them transform from students to professionals and energized them to embrace the new life with a positive attitude.

BCIA HRIS Sees Remarkable Achievements I. Goal of the Human Resource Information System (HRIS) Since September 2015, the HR Department, driven by the goal of “building an advanced information system platform for corporate level HR management integration”, has designed and developed, on the basis of the System Applications Products in Data Processing (SAP) standardized products and in combination with the corporate characteristics, a company-wide HR management solution supported by such three major platforms as Enterprise Resource Planning Central Components (ECC) and HR PORTAL. By far, three phases of the current Human Resource Information System (hereinafter referred to as “HRIS”) have been implemented, which has realized full coverage of HR management, initially enabled corporate characteristic business functions including HR data sharing center, employee service, HR whole-process management and cadre and talent management and basically tried the implementation of talent big data search so that the system may support the corporate development strategy in more angles and facilitate the company in coordinated business operations.

II. HRIS Achievements In response to the corporate strategy and business reform demand, the key HR tasks has been increased since 2016, which has put HR Department itself to the challenge of lack of workforce. It had been thought that the working efficiency would have been greatly affected, however, promotion and gradual recognition of HRIS in the company, its creasing cohesion with the employees and improving proficiency of HR staff have enabled online completion of time and effortconsuming work such as personal information change, employ services and performance assessment and wholeprocess traceability of all HR daily routines, which in the end raised HR management efficiency, constantly improved accuracy in organizational management, achieved smoother communications with employees and unprecedentedly released energy of HR staff.

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A total of about one million pieces of business data has been accumulated in its 2 yearsâ&#x20AC;&#x2122; service, each of which has witnessed the development of HRIS. To implement the companyâ&#x20AC;&#x2122;s overall working concepts, the HR Department, with constant improvement of team building capacity and facilitation of strategy realization and business development as its guidelines for work, is now preparing work plan for the future, taking HRIS as the basic platform and technical support for the company and the department to implement HR work, expand application channels by fully implementing online and offline integration and integration between management methods and science and technology, introducing core business data, enriching personnel information and improving HRIS application value so as to provide decision-making support for management personnel at all levels.

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Regional HR Committee Meeting Concluded in Incheon, Korea The ACI Asia-Pacific Regional HR Committee gathered in Incheon, Korea from 30 Augustâ&#x20AC;&#x201C; 1 September for the ACI Asia-Pacific Regional HR Committee Meeting and Study Tour 2017.

The meeting, kindly hosted by Incheon Airport and IAAA, was well attended by 36 committee members and colleagues from across the region. The Committee adopted a more interactive format and as a result, the meeting was composed of the committee meeting, discussion workshops led by a HR consultant and a tour to Incheon Airport and the aviation training facilities in Seoul, run by Incheon International Airport Corporation and Korea Airports Corporation (KAC).

During the first two days, participants discussed on various subjects including Employee Engagement and Talent Management. Guest speakers from Munich Airport and three leading aviation academies in the region, including IAAA, Singapore Aviation Academy and Hong Kong International Aviation Academy shared with the participants their experiences and practical examples.

On the last day of the meeting, the participants had an exclusive opportunity to join a guided tour of Incheon Airport, as well as visiting the aviation training facilities run by KAC.

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The next Regional HR Committee Meeting will be held from 22 – 23 April, 2018, in conjunction with the 13th ACI AsiaPacific Regional Assembly, Conference & Exhibition from 23 – 25 April 2018.

For further information about the Committee, please contact the Committee Secretary, Vivian Fung, Acting Senior Manager, External Affairs at vivian@aci-asiapac.aero.

Another Two DNA Seminars Delivered in Asia -Pacific Region Airport User Charges DNA Seminar in Bangkok, Thailand The ACI-DNA "Airport User Charges" Seminar, with the support of the host, Airports of Thailand Public Company Limited (AOT), successfully concluded on 30-31 October in Bangkok, Thailand. The seminar was well-received by 28 participants representing airports in Bhutan, Cambodia, China, Fiji, India, Iran, Maldives, Micronesia, Philippines, Samoa, Sri Lanka and Thailand.

The seminar was conducted by Mr. Philippe Villard, ACI World’s Head, Policy and Economics. During the 2-day seminar, participants discussed topics including ICAO’s policies on airport charges, the determinants and structure of costs, privatization models and techniques of conducting consultations. Participants showed particular interest on the interaction with stakeholders when determining airport charges, especially with airlines on the topic of incentives.

Participants also took the opportunity of the case studies analysis session to share their own experiences in dealing with airlines and regulators when setting airport charges.

ACI-ICAO Aerodrome Certification DNA Seminar, Sydney, Australia Earlier in June, ACI organised the joint ACI-ICAO Aerodrome Certification DNA Seminar from 26 – 30 June 2017, kindly hosted by Sydney Airport, Australia.

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The seminar was a success as it attracted 30 participants representing airports and civil aviation authorities from Bangladesh, Bhutan, China, India, Indonesia, Iran, Kiribati, Myanmar, Nepal, Papa New Guinea, Samoa, Solomon Islands, Thailand, Tonga and Vanuatu.

The seminar, delivered by Eoin Ryan – ACI Instructor and Natrajan Chandra Sekhar – ICAO Instructor, discussed all aspects of achieving and maintaining Aerodrome Certification with emphasis on understanding ICAO Annex 14 certification requirements and the additional information provided in other ICAO guidance documents.

Several case studies were provided for discussion about airports that had lost their CAA certification or had difficulty in maintaining their certification, this engendered much discussion and provided a range of solutions for consideration.

Seldom has a gathering of so many nations resulted in so much interaction from attendees.

ACI would like to thank Sydney Airport for the generous sponsorship and support in facilitating this large group of participants and a mock airside audit of facilities which provided a practical opportunity for attendees to practice their audit skills.

DNA Seminars in 2018 The Regional Office will continue to work with ACI World in arranging DNA Seminars in the region in 2018, for further information about DNA please visit our website at: http://www.aci.aero/Services/DNA-Assistance-Programme.

ACI Asia-Pacific Organized Training Courses in Iran

Within the context of ACI’s objective of supporting member airports in developing nations, ACI Asia-Pacific successfully organized for the first time, two courses in Iran under the capacity building umbrella that were held from 9 – 12 October in Mashhad, Iran.

Directors and general managers from 50 airports of the Iran Airport Company (IAC) attended the 2 courses, which focused on “Key Principles of Air Service Development” and “Airport Business Models”. As IAC is in the process of developing its airports, there was a lot of interest on understanding the key concepts of how modern airports operate, as well as how to attract business partners and airlines.

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Mr Hossein Bagherian, Member of Board of IAC and Deputy CEO for Airport Operation, stated: “We would like to thank ACI for the excellent courses for which we received very positive feedback from our airport managers. We are looking forward to arranging more courses in Iran”.

To learn more about ACI Global Training, please contact Sharmaine Li, Assistant Manager, External Affairs at sharmaine@aci-asiapac.aero.

Apply to Become ACI Global Training Instructor

ACI Global Training advances ACI’s mission of promoting airport excellence through the provision and accreditation of high quality educational programmes to the airport industry.

ACI training goals are to: • • • • •

Promote the highest standards in education programmes for airports worldwide Develop a training curriculum based on leadership and best practices in management, operations, safety, security and regulatory compliance Offer a wide range of high quality, relevant and up-to-date courses to the airport industry based on industry needs Develop efficient and standardized processes and procedures in course quality, management and delivery Our aim is to achieve these goals by providing high quality, relevant and up-to-date training programmes through our knowledgeable and experienced faculty.

INSTRUCTOR QUALIFICATIONS AND REQUIREMENTS To become an ACI Global Training instructor, the applicant is required to fulfill one of the following criteria: 1. For instructors of ACI member airports or an ACI World Business Partners (WBP) in good standing: • Have a minimum of five (5) years working experience in their specific area of expertise but no less than two (2) years of working experience in airport operations • Have a minimum two (2) years of experience of proven successful training delivery in their specific area of expertise • Have a proven academic and educational background to support their ability to deliver quality driven courses • Successful completion of an internationally recognized instructional techniques course recognized and approved by ACI World (Note: Preference will be given to applications from WBP members in good standing.)

2. For independent consultants or trainers within the airport industry: • Have a minimum of ten (10) years working experience in their specific area of expertise but no less than five (5) years of working experience in airport operations • Have a minimum five (5) years of experience of proven successful training delivery in their specific area of expertise December 2017 ACI Asia-Pacific HR Bulletin – Issue 14

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• •

Have a proven academic and educational background to support their ability to deliver quality driven courses Successful completion an internationally recognized instructional techniques course recognized and approved

by ACI World

For further information, please visit ACI Global Training Website here: http://www.aci.aero/Global-Training/ACI-Global-Training-Instructor-Application

Sharing from ACI Global Training: The Importance of Conducting a Training Needs Analysis (TNA) for your Department By: John Webster, Senior Manager, Global Training, ACI World For airports conducting a Training Needs Analysis (TNA), dependent of the size of the organization, would either fall under the responsibility of the Human Resource (HR) Department (centralized training), the specific business unit/department (de-centralized) or through a hybrid model when the training requirements are jointly selected by both the HR department and the specific department.

Regardless of the organizational structure, it is important that whichever department is tasked with identifying the training requirements, that the proper training needs assessment is conducted to evaluate and determine what training needs to take place. This type of assessment helps to identify what a staff member’s current level of competence, skill or knowledge in a particular area is, and how it compares to the competence level required for that position.

Identifying and rectifying knowledge gaps This form of assessment is very useful in identifying gaps between employees’ skills and the skills required by the job and/or department. The training needs assessment survey can also be used as the benchmark for determining the effectiveness of the training administered.

There are many ways of conducting an effective TNA. Below we will review a fast approach using four simple steps.

Once these gaps are identified, it becomes easier to pinpoint the most effective training solutions for your staff to enhance performance by: •targeting the right individuals; •teaching the proper competencies; and, •using proven-to-work instructional teaching methods.

Step 1: What do you want to achieve by training your staff?

Prior to conducting your TNA, you must first determine what the goal is or desired outcome of the training to be provided and how it relates to meeting departmental/organizational objectives. Questions to answer: Example: Airside Vehicle Operator Permit (AVOP) Q: Who needs the training and why?

A: All drivers, operating at airport’s airside that includes the airport apron, roadways and movement area of the airport.

This training is mandated for the safe, secure and efficient operation of vehicles in close proximity to aircrafts on the aerodrome.

Q: What does the training involve and how will it be provided?

A: Training will be provided as an online course, computer-based training/simulation exercise, practical examination with instructor on airside and/or 45-minute written examination.

Q: Who will provide the training?

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A: Training will be provided by the Airport Administration and Safety Oversight Department (AASOD) or external authorized training provider.

Q: How much will it cost?

A: Estimated cost to the organization to train 5,000 drivers persons per year is a total of USD$50,000.

Q: What will be the effect on the company and desired outcomes?

A: The following effects have been noted: • reduction in airside driving related incidents and accidents; • reduction in insurance costs due to reduced incidents; and, • consistent adherence to the rules and regulations to achieve the highest standards of safety and efficiency of operating vehicles on the airport premises (including the airport apron, roadways and movement area of the airport).

Step 2: Identify and evaluate required competencies To determine whether training is the correct approach or effective solution in enhancing your staff’s performance, you need to identify what are the required competencies required for said job.

Example: Airport Safety Officer Job requirements: • coordinate and assign day-to-day airport facilities including gates, counters, baggage carousels, make-up units and aircraft parking stands; • resolve conflicts with respect to competing demands for the use of airport facilities; • act as the senior Airport Authority representative on-site during non-business hours; • collaborate with stakeholders on projects related to our airport facilities to ensure minimal impact on airport operations; • manage the Operations Centre consisting of a wide variety of technical and computer equipment; • coordinate the implementation of all airport emergency procedures in the event of emergencies; and, • conduct routine inspections of airside, groundside and the terminal facilities.

Step 3: Determine performance gaps and prioritize required training After evaluating what competencies are required, the evaluator will then have to assess the current performance of persons in these roles, to see if they possess the necessary level of competency and proficiency for their roles. By tracking performance through various tools specific to the job tasked being analyzed, the evaluator will be able to ascertain if any performance gaps exist, as defined by the organization.

If a performance gap does in fact exist, the results of the individual staff member evaluation can be used as an effective way of identifying the specific training, that will help to remove this performance gap to meet the established standard of performance. The organization can determine what training is best suited for the employee and can also identify the best and more cost-effective method to train their workforce; whether online, distance learning, classroom training, blended learning or tertiary level academic programmes.

Step 4: Evaluate whether or not the training was beneficial to the organization An important part of the training process is to determine whether the training programmes provided to your staff has helped make the organization achieve its strategic and business objectives. Certain types of training make themselves easier to assess the return on investment (ROI) than others.

However, regardless of the type of training provided, the organization needs to implement a system by which it can track the ROI when training its staff. The ROI is not only viewed from a financial standpoint, but also by providing great December 2017 ACI Asia-Pacific HR Bulletin – Issue 14

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intangible value, such as: • a more motivated workforce; • a culture of safety and security within the workplace; • a well-trained and knowledgeable team; • excellent customer service • team dedication; and • a better managed organization All these benefits are the necessary ingredients to any successful airport in the world. By developing your staff, you are investing in the most important asset of your organization – the employees.

ACI Global Training Course Calendar 2018 (Jan -Jun) in the Asia Pacific Region For the full training calendar, please visit ACI Global Training website.

AIRPORT SAFETY COURSES 19–23 February

GSN 2 – Airside Safety & Operations

Kuala Lumpur, Malaysia

25–27 February

Understanding Annex 14

Abu Dhabi, UAE

25–29 March

GSN 1 - Safety Management Systems

Abu Dhabi, UAE

16–20 April

Advanced Airport Operations

21–25 May

Airport Collaborative Decision Making (A-CDM)

24–28 June

GSN 3 – Emergency Planning & Crisis Management

Kuala Lumpur, Malaysia Gimpo, South Korea Abu Dhabi, UAE

AIRPORT ECONOMICS COURSES 18–20 February

Introduction to Airport Economics

Abu Dhabi, UAE

4–6 March

Airport Business Development and Planning

Abu Dhabi, UAE

12–16 March

Airline Management for Airport Professionals*

29 Apr–3 May

Airport Financial Management

Kuala Lumpur, Malaysia Abu Dhabi, UAE

AIRPORT CUSTOMER EXPERIENCE COURSES 22–26 April

Developing a Customer Service Culture at Airports*

Abu Dhabi, UAE

*Can be taken as an elective for the Airport Management Professional Accreditation Programme (AMPAP)

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ACI Asia-Pacific HR Committee Members

Chair Ms. Justina TAN Changi Airport Group (Singapore) Pte Limited

First Vice Chair Ms. Sue DOYLE Adelaide Airport Limited

Second Vice Chair Ms. Florence CHUNG Airport Authority Hong Kong

Committee Members

• • • • • • • • • • • • • • •

Mr. Ali AL AMIMI, Dubai Airports Mr. Sultan AL MANSOORI, Abu Dhabi Airports Company Mr. Jon EBINA, Kansai Airports Ms. Rosemarie ERENETA, Manila International Airport Authority Mr. Geesuk HONG, Korea Airports Corporation Mr. Vincent HSU, Taoyuan International Airport Corporation Ltd. Mr. Taichi ISOGAWA, Narita International Airport Corporation Mr. Ji LUO, Beijing Capital International Airport Co Ltd. Ms. Hind MAHMOOD, Bahrain Airport Company Ms. Hamizwa MOHD NOR, Malaysia Airports Holdings Berhad Mr. Montri MONGKOLDAOW, Airports of Thailand Public Company Ltd. Mr. Socheat PHOURNG, Cambodia Airports Mr. A.S.K. REDDY, Delhi International Airport (P) Ltd. Mr. Abdullah Saleh AL YAFAEI, Oman Airports Management Company Mr. Ki Beom YANG, Incheon International Airport Corporation

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Upcoming events DNA Seminar in Nadi, Fiji (22 - 26 January 2018) The ACI Developing Nations Airport Assistance Programme (ACI-DNA) is organizing its training seminar in cooperation with the International Civil Aviation Organization (ICAO). The seminar will take place in Nadi, Fiji on 22-26 January 2018 on Aerodrome Certification Compliance and Auditing. The seminar will be held in English. Topics will include: • • • • • • •

Purpose, process and requirements to maintain Aerodrome Certification Summary of relevant ICAO documents and their purpose in Aerodrome Certification How the audit process enhances an airport’s safety management system Importance of safety compliance Description of different auditing tools and techniques How to analyze audit findings and develop audit reports Techniques to use and implement audit follow-up actions

This seminar is open to members of ACI Asia-Pacific. The number of participants is limited to two persons per ACI member. Registrations received will be taken into consideration on a first come first served basis. Please complete the online registration form and e-mail to DNA@aci.aero by 22 December 2017.

13th ACI Asia-Pacific Regional Assembly, Conference and Exhibition in Narita, Japan (23 - 25 April 2018) The 13th ACI Asia-Pacific Regional Assembly, Conference and Exhibition will take place in Narita, Japan, on 23-25 April 2018. Over the years, the ACI Asia-Pacific Regional Assembly, Conference and Exhibition has made its name as one of the most important aviation events in the region, addressing major issues affecting the aviation industry and attracting high level representation from airports and industry partners, including airlines, regulators and suppliers from all over the world. For more information, please visit our official website.

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ACI Asia-Pacific Unit 13, 2/F, Airport World Trade Center, 1 Sky Plaza Road, Hong Kong International Airport, Hong Kong www.aci-asiapac.aero

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