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7/28/2019 CAI English

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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

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