As the global aviation sector continues to grow, meeting the manpower needs for the existing operation and the planned expansion of HKIA is an on-going challenge. We have stepped up efforts to build and develop our workforce.
Timely recruitment is critical to support the three-runway system (3RS) and various capital works projects. To this end, we have formulated a comprehensive recruitment plan and formed a cross-divisional task force to closely monitor the overall recruitment progress. As a result, more than 280 vacancies were filled for these projects in 2016/17.
Being the only airport in Hong Kong, growing our own talent in airport management is essential to sustain our operation and development. During the year, we continued to enhance the Management Trainee (MT) Programme by further refining the recruitment process, and enriched the Summer Internship Programme. We also run the Graduate Engineer Programme to attract quality candidates to support our long-term development.
To ensure AAHK’s sustainable growth, it is imperative to develop talent at all levels to meet our evolving business needs.
Our leadership development efforts were further institutionalised through a systematic Talent Review and Succession Planning process. Development plans for key individuals and high potential employees are closely monitored. A Development Centre has been designed to help identify development needs. The new Leadership Competency Model, which was revamped in line with AAHK’s new Vision, Mission and Values, has been incorporated into the Performance Management System and learning curriculum.
To facilitate learning and benchmarking of best practices from other world-class airports, the first round of “HKIA-Heathrow Staff Development Exchange Programme” commenced in October 2016.
We continued to enhance the learning curriculum to strengthen staff development. In 2016/17, our staff collectively received 49,520 hours of training. The average number of training hours per staff1 is 28.0 hours, representing an increase of 15%, from 24.4 hours in 2015/16.
1Average number of training hours per employee is calculated using the average number of employees for the fiscal year (2016/17: 1,771).
To promote and reinforce our corporate culture and values among employees, we established the Culture Promotion Committee (CPC), with cross-departmental membership at management level, to formulate strategies and initiatives in March 2016.
In 2016/17, the CPC engaged over 130 staff members at different levels through focus group to collect their views and suggestions. Based on their feedback, we have developed various initiatives covering improvements in staff collaboration, communication and appreciation of AAHK’s “5Cs” Core Values. The CPC will further its efforts on culture promotion.
To reinforce the appreciation culture, we revamped the Staff Recognition Programme to recognise staff members with outstanding achievements and performance reflecting AAHK’s “5Cs” Core Values.
We launched the Work Improvement Team (WIT) programme in April 2016. It offers a platform for practising AAHK’s Core Values in the workplace by providing opportunities to participating members to suggest and implement self-initiated projects related to daily operation.
To ensure the remuneration for our employees is competitive with the market, we conducted another review in 2016/17 to validate our salary structure following a thorough remuneration review and the implementation of a new salary structure in 2015/16. Moreover, we continued to enhance staff benefits, in particular those relating to employee well-being and family-friendly practices such as medical plans, marriage leave and Airport Preschool Subsidy.
An engaged workforce is essential to our success. We have developed an Employee Communication Framework to drive systematic and comprehensive communication across AAHK, for example, through management outreach programmes and team building activities. We also started the very popular Business Talk Series since January 2017 at which department heads share the latest development and corporate initiatives in their areas of responsibility. These all can help promote cross-departmental collaboration.
We organised the first ‘Dialogue with the Chairman’ in September 2016 for over 100 senior staff members where our Chairman shared his thoughts on the future outlook of HKIA and provided encouragement to the team in meeting future challenges.
Furthermore, regular employee recreational activities were organised through the AA Staff Club.
“Dialogue with the Chairman”
Sports and community activities organised by AA Staff Club
Sports and community activities organised by AA Staff Club
