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Creating World Class
Airports Worldwide
Airport Investors.
Airport Managers.
Airport Planners
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Airport Investors Airport Managers Airport Planners
Having It AllFor over a quarter o a century, Singapores Changi Airport is the
undisputed leader among airports globally. Since its inception
in 1981, it has won over 300 international awards, including the
Award or Best Airport-Asia or 23 consecutive years. At the same
time, its strong cash ow enables it to nance the completion o the
USD1.2 billion Terminal 3 in January 2008 without any borrowings.
Changi shows unequivocally that an airport providing a rst rate
passenger experience can also be among the most protable. Yet
the actors which drive Changi are uncompromisingly transparent.It is a marriage o expertise and experience. Both are injected into
every investment and airport management operation undertaken
by Changi Airports International (CAI) throughout the world. CAI
is the investment arm and the wholly-owned subsidiary o Changi
Airport Group.
NB: Changi Airport Group is the operator and manager of
Singapore Changi Airport.
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Airports As An
Asset ClassAirports are a unique class o assets. They enjoy an appreciable
degree o cash low certainty while at the same time oers
prospects or growth. However, they are also very complex
assets. The success o any transaction requently depends on
how local anxieties with respect to these assets are sensitively
addressed.
The investment philosophy espoused by CAI is one which
recognizes these assets or what they are: a vital part o a
countrys transport inrastructure on which its economy, trade
and business depend. The analysis o each investment and the
choice o value creation strategy are predicated on an intimate
knowledge o the processes which underpin the growth o the
asset. We determine the route development potential, theuntapped efciencies and the positioning o the asset.
The larger part o the companys portolio centres on airport
assets in emerging economies. These assets are targeted or their
growth and value enhancement over a medium term horizon.
The portolio is balanced with a component consisting o assets
in the more mature airport markets.
We draw rom the experience o an organization which has
managed more than USD3 billion o capital expenditure at
Changi Airport itsel through the years as well as its separate
investment activities in respect o a range o airports and airport
related assets. These cover Europe, Latin America and Asia.
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Signature Of World ClassAirport Management
The Changi passenger experience is unique among airports. The
terminal buildings are characterized by an opulence o space and
light. Amidst the seemingly unhurried spacious interiors graced
with lush greenery, acilities are primed and scrupulously
maintained. By putting everything in the right place, the
passenger will have no anxiety over the location o departure
gates and directions. The passenger has time to shop, dine andsoak in the environment.
At the same time, airlines know that normal wide bodied aircrat
will be turned around within 45 minutes while the A380 will take
a ew minutes more. There is the assurance that the baggage
handling system and the terminal building automated systems
have been stress tested and regularly maintained. Not surprisingly,
Changi registers the lowest disruptions rom delays and systemdowntimes. It makes possible or minimum connection time o
less than 60 minutes.
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This is Changis signature as a leading airport manager. This
standard o airport operation is driven by a system o processes
and planning which has been honed into Changi or more than
a quarter century. It is an organization ethos which invites everyone
in the value chain to buy into the delivery o these standards,
without exception.
What is more important or the airports that CAI had served was
that these expertise, experience and ethos can be migrated with
the right commitment on the part o everyone. Our airports
worldwide have, like Changi, earned some o the most outstanding
accolades in the industry including Best Airport in the Middle
East and Arica and Best South American Airport. We have
enabled one airport to raise its Airports Council International
ratings rom band 3 to band 4 within 15 months.
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The development o Changi is a case study o what airport master
plans should be. The master plan or Changi was conceived more
than three decades ago, yet it charts a disciplined development
strategy which remains strikingly in tune with the demands o
the airport and the challenges o the industry. At the same time,it allows or the kind o lexibility and expandability which
distinguishes the physical development o Changi rom airports
elsewhere. Because the master plan has taken in ully the airports
development needs as it expands, nothing has to be demolished
in the airports development down the years. The only work done
relates to the upgrading o internal spaces, nishes and services.
These works were undertaken without disrupting the operation
o these terminal buildings. In January 2008, Changi Airport
commissioned the latest terminal building, Terminal 3. The
systems integration and physical interace o the new terminal
with the existing terminals were truly seamless despite the new
generation o design and technology brought into this project.
Changi Airport Planners and Engineers, a subsidiary o CAI has
one o the most experienced airport planning and developmentteams in the world. The international airport planning team is
made up o air transport specialists, engineers, economists,
architects, planners and quantity surveyors. In addition it also
draws on the resources o more than 200 engineers and
technical ofcers o the Engineering Division at Changi Airport.
The team has undertaken various assignments or airports in
China, the Middle East, India, Russia and Singapore. Recent
assignments include the master plan review and advisory work
or Romes Fiumicino Airport, King Hussein International Airport
in Jordan, the new Mumbai International Airport, Abu Dhabi
International Airport, Sheremetyevo Terminal C in Moscow and
Beijing Capital International Airport.
A Master ClassOf Airport MasterPlanning
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Civil Aviation Authorityof SingaporeGroup Highlights
Group Revenue 2008/09: USD 939 mn
Aeronautical: USD 349 mn
Non-aeronautical: USD 590 mn
Net Operating Income: USD 241 mn
Net Non-operating Income: USD (20) mn
Net Surplus before Tax: USD 220 mn
Total Assets: USD 4,476 mn
Return on Turnover: 23.5%
Return on Fixed Assets: 6%
Volume of Cargo Handled in 2008: 1.86 mn tonnes
No of Passengers Handled(Changi) in 2008: 37.7 mppa
No of Passengers Handled
(Overseas) in 2008: 74.3 mppa
Passenger Handling Capacity
(Changi): 70 mppa
Accolades:Changi Airport has won over 300 Awards, including Business
Traveller (UK) Best Airport in the World award, which Changi
won or the 22nd consecutive time; and the Asian Freight
& Supply Chain Awards or Best Airport Asia or the 23rd
consecutive time. Not only is Changi Airport the worlds 7th
busiest in international passenger movement , it secured the
IFALPA Starless rating since the start o operations in 1981.
NB: The above figures were converted from SGD to USD at the rate of
USD 1 = SGD 1.40.
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For further information, please contact:
Changi Airports International Pte. Ltd.A subsidiary of Changi Airport Group (Singapore ) Pte Ltd
60 Airport Boulevard, #048-049, Changi Airport Terminal 2, Singapore 819643
Telephone:(65) 6541 1922 Facsimile:(65) 6545 5369
Email: [email protected] Website:www.cai.sg
Registration No. 200404385W