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CREATING WORLD-CLASS AIRPORTS Changi Airports International Changi Airports International (CAI) is a leading consultant, manager and investor in the global aviation market. CAI sees airports as a vital part of a country’s infrastructure, intricately linked to economic growth and development. As a strategic partner, CAI designs integrated solutions that enable its clients and partners to fulfil their potential of being world-class airports. CAI has extensive global experience that spans over 20 countries and more than 50 airports, including Singapore Changi Airport. Some of the projects include Brazil’s Tom Jobim International Airport, India’s very first aerotropolis, five airports in Russia’s Krasnodar and the eastern regions, and King Abdulaziz International Airport in Saudi Arabia. CAI is committed to being a valued partner in the global aviation market, creating airports of the future and delivering sustainable growth to our partners and investee airports. CAI is a wholly-owned subsidiary of Changi Airport Group. The Singapore Changi Airport Success Story 58.7 m 2016 55.4 54.1 53.0 51.0 8.1 8.6 8.6 46.5 1981 9.5 42.0 9.8 1985 10.1 37.2 2010 11.2 passenger traffic 12.6 37.7 surpassed 14.1 36.7 1990 15.6 35.0 m 58.7 16.3 2005 32.4 18.1 20.0 30.4 1995 24.7 2000 21.6 29.0 23.2 28.1 24.5 28.6 25.2 26.1 23.8 S$2.3b concession sales Over 580 retail and F&B outlets Over 92,000 sqm of commercial space Over 530 Best Airport Awards Key Figures Building the World’s Most Awarded Airport When the inaugural flight took off from Singapore Changi Airport in 1981, the airport had one simple goal – to accelerate Singapore’s economic development. The airport had to constantly innovate. In just three decades, annual passenger traffic at Singapore Changi Airport grew from eight million to close to 60 million; and it established itself as one of the world’s most awarded airports, with more than 530 accolades under its belt. Singapore Changi Airport’s stellar performance attracted numerous requests for consultancy services from airports around the world. CAI was formed to spearhead consultancy and management projects, as well as global investment opportunities. 7,000 weekly flights* More than 380 city links Over 100 scheduled airlines 36 years rated deficiency free by IFALPA** * Figures as at October 2017 ** The International Federation of Airline Pilots’ Association 2017 Terminal 4 opened with 21 gates and 1981 2016 a planned capacity Terminal 1 opened The airport received of 16 mppa*. with 29 gates and a record 58.7 million a planned capacity passengers. of 21 mppa*. 2012 1981 The Budget Terminal The first scheduled was closed to make flight departed from way for Terminal 4. Changi Airport to Hong Kong. 2009 The airport was 1988 corporatised and Named “Best Airport in Changi Airport Group the World” by Business was formed. Traveller UK. 2008 1991 Terminal 3 opened Terminal 2 opened with 28 gates and with 35 gates and a planned capacity a planned capacity of 22 mppa*. of 23 mppa*. 2007 2004 The world’s first A380 Changi Airports International took off from Changi to 2006 was incorporated to specialise Sydney, Australia. The Budget Terminal in consultancy services and was opened to cater investments overseas. to the growth of low cost passenger travel. Milestones * Million passengers per annum Changi Airports International 1 Our Portfolio CAI has a proven track record that spans over 20 countries and more than 50 airports. Singapore Changi Airport Seletar Airport China Beijing Airport Chengdu Airport China-Singapore Aviation Management Academy Chongqing Airport Dalian Airport Fuzhou Airport Guangzhou Airport Kunming Airport Nanjing Airport Ningbo Airport Qingdao Airport Europe and CIS Shenzhen Airport Ciampino Airport, Italy Taiyuan Airport Fiumicino Airport, Italy Xiamen Airport Anapa Airport, Russia Yantai Airport Gelendzhik Airport, Russia Zhengzhou Airport Krasnodar Airport, Russia Sheremetyevo Airport, Russia India Sochi Airport, Russia Bangalore Airport Vladivostok Airport, Russia Durgapur Aerotropolis London Luton Airport, Mumbai Airport United Kingdom Nagpur Airport Middle-East Africa Aqaba Airport, Jordan Kigali Airport, Rwanda Doha Airport, Qatar Seychelles Airport, Seychelles Dammam Airport, Saudi Arabia Entebbe Airport, Uganda Jeddah Airport, Saudi Arabia Abu Dhabi Airport, Asia Pacific United Arab Emirates Brunei Airport, Brunei Nadi Airport, Fiji South America Sendai Airport, Japan Belo Horizonte Airport, Brazil Gan Airport, Maldives Brasilia Airport, Brazil Male Airport, Maldives Tom Jobim International Airport, Hanthawaddy Airport, Myanmar Brazil Auckland Airport, New Zealand Juan Santamaria International Karachi Airport, Pakistan Airport, Costa Rica Manila Airport, Philippines Hato International Airport, Zamboanga Airport, Philippines Curacao Koh Samui Airport, Thailand Jorge Chavez International Airport, Peru 2 Tom Jobim International Airport, Chongqing Jiangbei International Kazi Nazrul Islam Airport, Rome Fiumicino and Ciampino Brazil Airport, China Bengal Aerotropolis, India Airports, Italy Sochi International Airport, King Abdulaziz International King Fahd International Airport, Samui International Airport, Russia Airport, Saudi Arabia Saudi Arabia Thailand Changi Airports International 3 Airport Consultancy, Management & Investment Hub & Commercial Operational Airport Route & Retail Efficiency & Planning & Development Development Service Quality Engineering Driving growth in traffic Optimising airport Enhancing the travel Securing the airport’s and network through performance and experience at every touch future though a holistic end-to-end airline and competitiveness in non- point with efficient service approach to long-term passenger development aeronautical business. processes and resource capacity planning. and management. management. Human Integrated Airport Capital Management Investment Development Building a high performance Constantly delivering Actively engaging culture through an integrated integrated solutions that meet stakeholders in all levels of and practice-based approach the needs of stakeholders and asset management to drive that focuses on the strategy, create value for shareholders. profitability and sustainable structure, systems, processes growth. and capabilities. 4 Decades of managing Singapore’s renowned Changi Airport and generating success for its Hub & partner airports has CAI well-positioned to help other airports achieve their goals. With its diverse experiences and core skills, CAI provides holistic and practical solutions, delivering Route the desired results to clients and partners. Development End-To-End Air Hub and Airline Development Our Expertise Traffic Forecasting Econometric based Passenger and Cargo • Hub Traffic and Route traffic projections Traffic Forecasting • Project long-term traffic growth Analysis • Scenario planning • In-depth market study • Analyse traffic and air connectivity • Usage of econometric models • Industry-leading systems and tools Risk assessment • Airport Strategic Positioning Network Strategy • Assess traffic and Airport positioning hub potential • • Derive various feasible long-term Strategic network and • target positioning traffic growth plan for airport • Traffic analysis Airline Marketing Airline Development and Development • Market to airlines • Airline strategic through business engagement cases Passenger • Participate in • Airline account Route Conferences management Airline Account Development • Dedicated marketing Management • Stimulate traffic demand trips – the “Capacity through collaboration with Supply” side of the Traffic rights policy • Work with airline partners to • stakeholders traffic equation create sustainable value and strategy • Destination marketing – • Relationship marketing and the “Passenger Demand” active account management • Business cases side of the traffic equation • Marketing trips and conferences • Incentive schemes Passenger Development Cargo Development Success Story: King Fahd International Airport CAI started an Operations and Management Agreement with King Fahd International Airport (KFIA) in Dammam, Saudi Arabia in 2008 to transform, commercialise and corporatise the airport, and reverse its declining market share. CAI worked closely with the local management team to implement a hub development programme that included airline engagement, route development and destination marketing. Within two years, KFIA was recognised with a Routes Airport Marketing Award (Middle East) at the 8th Routes Asia Conference in 2010. In 2016, passenger traffic at KFIA had grown 110% from 2008. KFIA surpassed its competitor airport for the fourth consecutive year to become the largest airport by traffic volume in its catchment. The airport was also named the Most Improved Airport in the Middle East, and third Best Airport by Region (Middle East), at the Airports Council International 2015 Airport Service Quality Awards. Changi Airports International 5 CAI designs strategic plans to ensure that an airport’s commercial potential is fully realised. Commercial Beyond the aeronautical business, areas like retail, car-parking facilities, advertising and real & Retail estate are potential revenue streams that can be positioned for long-term competitiveness. Development Commercial Planning Our Expertise • Retail management • Business model development Retail Management Business Model Retail and F&B Mix Financial Analysis • Retail investment analysis Develop appropriate Assess appropriate Identify the positioning Analyse overall value- airport
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