While Changi Airport Group (CAG) continues to push the boundaries and set the standards for the World’s Best Airport and air hub, sustainability remains an integral part of our business.
CAG’s operations and developments are built upon six sustainability thrust. These priorities radiate internally from the CAG family, to the surrounding community, Singapore, and the global ecosystem.
We care about building a workplace based on diversity and equal opportunities. We invest in our people, equipping them with deep skills, knowledge and experience to realise their potential.
Employees are the key drivers of value creation in the airport community and beyond. This is why CAG focuses its human capital strategies to bring about outcomes of strong employee morale and satisfaction, retention rates and carefully selected leaders, necessary for the sustained growth of CAG.
Staff had the opportunity to unleash their creative flair during the ‘Green Lantern Fun Friday’ by painting D.I.Y. lanterns. Mooncakes were also lovingly made by youths from Metta School. After which, staff recycled their pre-loved textiles in partnership with H&M, and donated the proceeds to Metta School.
By having staff and beneficiaries bond over these CSR sessions, CAG raises awareness on special learning schools and builds morale amongst staff.
CAG invests in its people to equip them with the right skills and expertise to address the critical roles and functions across the organisation. Greater engagement and development contribute to greater job satisfaction and motivation, enabling CAG to sustain its performance and achieve its business goals.
Hazlin started a career in the aviation industry in 1999 when he was only 24 years old. Even then, it was his dream to work for the world’s best airport.
He joined CAG in 2009 after its corporatisation, overseeing baggage operations and belt allocation. 10 years on, he holds the role of Airside Duty Manager in the Airside Management Centre.
With his team of eight airside officers, he supports the needs of ground handlers in ensuring that airside operations run smoothly for all—from routine operational checks on aircraft stands and airside facilities, enforcement of airside operational and safety standards, to effective management of incidents and accidents within the airside compound.
Under the guidance of good mentors and supervisors, he picked up people management and leadership skills, how to see things from different perspectives, take a step back and analyse the situation, remain calm under pressure and to communicate effectively; values he now imparts to his subordinates.
Working in the world’s best airport means he has to keep high standards and expectations in his job. Everyone has a part to play, he says, as he quotes Henry Ford, "If everyone is moving forward together, then success will take care of itself."
We ensure that organisational norms and frameworks are in place to deliver corporate governance excellence. We value lives by upholding a high standard of safety at Changi Airport for our passengers, the public and all airport staff.
Corporate governance impacts all aspects of CAG, from strategic decision-making to risk management and compliance. Good governance is vital for efficiency and sustainability within CAG and its larger communities. It underpins CAG’s accountability and integrity to its stakeholders and employees, minimising uncertainty within its operations and delivers value to stakeholders.
Safety is CAG’s core value. We want every individual to return home soundly to their loved ones each day. Safety is not just a basic right. It is how we care for. and cherish our people. Together with its airport partners, CAG creates a strong safety culture that goes hand in hand with its commitment to delivering a world-class, quality experience.
Practising the ‘Full Emergency’ and ‘Aircraft Crash at Sea’ emergency, response, mitigation and coordination procedures.
CAG CARE Officers attending to next-of-kins at the Relatives Holding Area.
We continue to deliver an exceptional Changi Experience for our travellers, in partnership with multiple airport stakeholders.
Changi Airport is the gateway to Singapore, where travellers spend their first and last moments in the country, and where lasting impressions of Singapore are made. CAG understands that the stresses of travel impact travellers and makes their time at the airport an enjoyable and positive one—through service excellence, innovation and operational efficiency.
All terminals are designed to be inclusive and friendly for families, children, elderly, as well as the visually and physically impaired.
Several information counters, internet kiosks, water coolers and restroom basins are designed to be at a height accessible to children and wheelchair users.
Second from left: Loo Schu Way, Puvaneswarry D/O Machap and Muhammad Faisal Bin Hussein.
Not in photo: Mitra Saurabh
An expectant passenger with a toddler had been separated from her husband and was distressed. Changi Experience Executive Saurabh communicated with the husband on the phone in Bengali and liaised with airlines to rebook the passenger's flights.
Saurabh and Changi Experience Supervisor Schu Way took turns attending to the passenger and her toddler till the next shift arrived. Going above and beyond Saurabh stayed on as he was the only Bengali speaker available.
The next morning, Saurabh, Changi Experience Executive Puvan and Changi Experience Agent Faisal escorted the passenger and toddler through check-in, immigration, and to their boarding gate, ensuring a smooth reunion a few hours later.
Our staff received the Extra Mile Award for going above and beyond the call of duty to deliver outstanding airport experience and ensure passenger satisfaction. At Changi, we recognise dedicated members of staff, because it is thanks to them that Changi Airport continues to be the world's best airport, year after year.
We want to make a difference and empower the lives of communities beyond the airport.
CAG gives back to the communities in many ways through staff volunteerism, corporate philanthropy and stakeholder partnerships. Building resilience of the underprivileged is vital in strengthening the social fabric and fundamental in global sustainable development.
By Lim Seng Kee
'I chanced upon these 10 characters “施恩不求报, 与人不追悔” one day and it has shaped my beliefs on volunteering ever since. It translates to, “for whatever that has been rendered, one shall not expect anything in return nor regret one’s actions." These wise words encapsulate the spirit of giving and has become the guiding principle in my volunteering journey.
From numeracy coaching for NorthLight School students to character building through football through the Saturday Night Lights (SNL) programme organised by SportCares, I have participated in various programmes and had countless opportunities to interact with youth from diverse backgrounds.
My fondest memory was from the SNL programme that taught me a lesson on human relationships. A “salam” or handshake is a way of greeting among Muslims. Before the start of every football session, I would see the Muslim youths proactively approaching their coaches with a “salam”. In just one handshake, I could sense the virtues of gratitude, humbleness and respect from them. It was a humbling experience and I decided to change my behaviour as well. Rather than approaching the youths from a position of seniority, I decided to initiate the first move and make conversation with them! This definitely paid off as it helped to build great rapport and trust among us. Regardless of rank and file, social status, race or religion, everyone should strive to make the first move to connect with one other. This can pave the way towards a more harmonious society where we can collectively make a difference!
I fervently believe that volunteerism and positive role modelling can go a long way in shaping someone’s life. My journey began without expecting anything tangible in return. What I have gained is immeasurable and life-changing for me.'
We develop Changi as an international gateway to the world, impacting the Singapore economy through creating jobs, growing air connectivity and enabling trade and travel beyond our shores.
Changi Airport is one of the key infrastructure assets that influence the economic development of Singapore. As the manager and operator of Changi Airport, CAG works with government agencies and the private sector to design Changi Airport’s future-ready strategies. This includes enhancing Changi’s connectivity and attractiveness, strengthening cargo and route development, building adequate airport capacity, etc. These are critical in building Changi Airport’s long-term competitiveness, entrenching Singapore’s position as a leading global air hub and, in turn, creating a thriving economy.
CAG has opened new frontiers together with airlines, travel agencies and government agencies to grow connectivity between Singapore and China. As of 31 March 2018, there are more than 350 weekly services between the two countries, connecting 35 cities in China, and operated by 13 airlines. This represents an increase of over 80 weekly services and 11 cities in a span of the last five years.
Air links have helped to boost tourism, trade and diplomatic ties, as well as supported several economic initiatives, including the:
The Memorandum of Strategic Cooperation was signed by CAG on 8 January 2016 with Chongqing Airport Group and four airline partners—West Air, Chongqing Airlines, SilkAir and Air China. Under this MOU, all signatories were committed to growing capacity between Singapore and Chongqing. This was carried out in support of the third government-to-government bilateral project officially announced in November 2015 to be based in Chongqing, aimed at enhancing connectivity and driving the development of Western China.
As a direct result of the joint efforts between CAG, Chongqing Airport Group and airline partners, air connectivity between Singapore and Chongqing has increased more than threefold, from four times to 14 times weekly. CAG continues to grow air connectivity as a catalyst to deepen Singapore’s bilateral trade and economic exchanges with China.
Europe is home to some of the most important financial centres and advanced technologies in the world. Singapore’s connectivity to the region has developed both our economy and air hub over the years.
As of 31 March 2018, Singapore is connected to 17 cities across Europe with nine airlines operating more than 170 weekly services.
In FY2017/18 alone, we added two new city links—Stockholm (SIA) and Athens (Scoot), providing alternative gateways to Scandinavia and the Mediterranean. Singapore’s link to Scandinavia was boosted with the launch of Singapore Airlines’ new service to Stockholm, the capital of Sweden, which is one of the fastest growing economies in the region. With increased flight options for tourism and business flows to Scandinavia, CAG worked jointly with the embassies of Denmark, Finland, Norway and Sweden to organise a destination promotion event within Changi Airport featuring key tourism attractions and products of renowned companies from the region, such as Lego and Nihola.
Meanwhile, we continued to strengthen our existing city links. Lufthansa started its Munich-Singapore service, offering passengers—particularly time-sensitive business travellers—an alternative to the existing daily flight. Other markets such as Amsterdam, Zurich and Istanbul also saw increased seat capacity as the existing airlines, KLM Royal Dutch Airlines, Swiss International Air Lines and Turkish Airlines, deployed larger aircraft to Singapore.
The 'Kangaroo Route' saw the return of Qantas Airways with its Sydney-Singapore-London A380 services which simultaneously increased capacity for its Singapore-Melbourne and Singapore-Perth routes.
As a result of the expanded air links, traffic to Europe grew by a strong double-digit growth of 10%. As a premier transfer hub between Europe and Southwest Pacific, CAG continues to work with various travel trade and business partners to further strengthen existing links and grow new city links for the future.
We are committed to upkeeping a healthy planet and creating a sustainable future for generations of travellers to explore. We optimise our technologies and explore innovative environmental solutions for the future.
Energy and Emissions Management at CAG includes maintaining the highest standards of air quality levels at the airport and delivering effective climate protection. Pollution directly impacts human health and poses a risk to both the airport community and global ecosystem.
CAG recognises that the very nature of its business leaves an impact on the environment. It is therefore important to create a place where global travellers can experience Changi Airport in comfort, knowing that CAG is doing all it can to reduce its environmental footprint.
Going beyond regulatory compliance and standards, CAG looks at ways to work with its airport partners on resource efficiency and conservation, minimising its greenhouse gas emissions and fostering more sustainable waste disposal methods.
In October 2017, CAG installed 26 common-use charging points to encourage the adoption of electric baggage tractors. There are 80 electric baggage tractors operating in the airside today, and actively used by CAG’s ground handling partners.
Baggage tractors are conventionally diesel-powered and emit fumes which are a source of occupational health hazard for baggage handling staff when transporting bags between aircraft and the terminal buildings. With the support of ground handling partners, CAG mandated the use of clean-energy baggage tractors within the baggage handling areas, starting with Terminal 4 in November 2017.
As a result, CAG received positive feedback from its baggage handling community on the improvement in their work environment. Since CAG embarked on this journey, we have have saved 627 tonnes of CO2e emissions.
The 100% usage of clean-energy baggage tractors will soon be replicated in other terminals, as CAG continues to work closely with its ground handling partners to roll out more charging points for electric vehicles.
The World Resources Institute (WRI) ranked Singapore as the country with potentially the highest water-stress ranking in 2040. CAG is aligning with Singapore’s plans for water security in shifting its reliance to national taps that are more weather-resilient, such as NEWater. CAG’s foremost priority is to conserve water through prudent management and water technologies.
A significant amount of water condensates from the air handling units (AHU) in air-conditioning systems. Generally, condensation produced is drained into the sewerage system, and the water is lost. The Terminal 4 Engineering team explored a way to put this water to good use. By collecting this condensate water in tanks, CAG is able to use the water to irrigate the plants in Terminal 4. At Terminals 1 and 2, water condensates are also recycled and stored as make-up water to compensate for any water loss through evaporation or leakage.
Why is this important to CAG?
Good waste management is key for public health and prevents the contamination of air, water and food sources. This is critical in Singapore, where land scarcity and high population density calls for the adoption of more sustainable waste treatment and disposal methods. Reducing, reusing and recycling can help reduce CAG’s environmental impact by cutting down on the quantity of primary raw material used and divert waste from incinerations and landfills.
In 2015, Changi Airport introduced a food waste digester system at Terminal 3. It is a self-contained and continual feed disposal system designed to convert food waste into liquid using microbes that speed up the natural decomposition process.
This initiative started with one digester system and two tenants—Kopitiam and NTUC Fairprice. It has now been adopted by 19 F&B operators. Today, the 11 digester systems available across Terminals 1 to 4 process an average of 1,100 kg of food waste at the airport daily. By effectively diverting these waste from incineration, Changi has reduced its environmental footprint as an airport.
