Three Ideas For Singapore Air Hub

1.       Singapore Inc. Mindset

The Emirates Group adopts a ‘Dubai Inc.’ mindset with its many company brands under the group comprising airline, ground handling & food catering, tour operator & events management, hotels & resorts, retail, F&B etc. This means there is monopoly in the supply chain e.g. all airlines in the airport must go through the only one ground handler and food caterer. 

The Singapore system chose to move away from this model and intentionally have more players to compete for greater efficiency.  For instance, Singapore Airport Terminal Services (SATS) used to be part of the Singapore Airlines Group but was divested from SIA in 2009 and now there are SATS and dnata.  Swissport started in 2005 and left four years later with losses of more than $50 million. ASIG started in October 2014 but has terminated its contract with Jetstar, its first and only airline customer.  Nonetheless, industry players agree there is still room for three ground handlers in this sector.

So, can we follow the Emirates Group and have a ‘Singapore Inc.’ mindset for all companies under a single entity?  We doubt so.  This system of having corporatized and private companies with free market competition has been in place for all sectors of the economy, and it will continue.  It will not change in Singapore, unless there is a crisis, an industry player commented.

In fact, The Straits Times recently reported on 20 May 2016 "Who will pay for and run Changi Airport Terminal 5" that the Government is rethinking how the airport could be owned and run, including alternative models for the ownership of new airport facilities. This is because the development cost is expected to be tens of billions, as the airport prepares to handle 135 million passengers by the time T5 is completely ready. Some options being considered include future terminals being owned and operated jointly by the public and private sectors, noting that there are arguments for and against any model. 

2.       Beyond An Air Hub

The key ingredient to be a hub, is to increase connectivity; the more connections, the more busy the hub. An idea was raised to look beyond an air hub e.g. Hong Kong airport links ferries to Macau and Zhuhai. Similarly the Singapore airport can consider ferry links to Batam, Bintan, Desaru and rail links to Johore.  The ViaMilano The Flight Connection provides a service by Milan airports to help passengers find the best travel solution.

3.       The Changi Experience

Singapore Changi International Airport was recently named the World’s Best Airport for the 4^th consecutive year and has been in the top three for the last fourteen years.  The ‘Changi experience’ is about being able to “anticipate what your needs are when you need them.” So Changi has to continue to enhance passenger convenience and provide services that are beyond expectations.

… to be cont’d

Interviews With Industry Partners (DXB)

1. What are the reasons that have led to the rapid growth of the air hubs in the Middle East?

The rulers gave the team that set up the airline a carte blanche to do whatever it takes to create a successful airline. This non-intervention approach allowed the airline executives the freedom to take risks and leverage on its obvious strategic location. The airline is not public-listed, so there is no pressure of return on investment.  The government does not subsidize the airline, but through an investment arm they are the biggest shareholder. The airline has the advantage of unwavering government support for infrastructure development, zero tax, great location, and because they are a private entity, they can react to the market very quickly.

2. What are your company/organisation/country’s strategies to compete in the aviation/ tourism industry? 

The airline’s strategy is to grow code sharing arrangements, and it takes up equity in many other airlines to break into new markets. As a new airline, it is trying to penetrate the market and they are willing to fly to untested secondary cities which they think will grow in the future. ‘They are like the precocious and audacious boy who has rich and forgiving parents.’ The rulers want to diversify away from oil revenues and will do whatever it takes to build their airlines and airports into world transport hubs. They are everywhere with their sponsorships and advertisements, and they are very supportive to tourism associations and organizations e.g. it’s much easier to get free tickets for familiarization trips from the Middle East airlines then SQ.

3. How do you think Singapore can learn from and respond to this competition?

SQ is still a very good product, very good customer service, food, in-flight entertainment and overall great experience. They are a hub to South-East Asia but these days they are focusing on more direct flights, to beat the Middle-East airlines’ stopover programmes.

SQ has proven its astuteness but it needs to respond to the market more quickly. A good step taken is the equity ventures they are forming in India and other countries but they’re still slow and too cautious. ‘SQ cannot be run by scholarly technocrats focusing on cost management rather than revenue growth.’ They need to be able to build personal relationships, take risks, challenge the old paradigms etc. The Middle East airlines hire people from all around the world to do its bidding, take risks to beat the odds. This is full throttle globalization.

*The industry partners from airlines, attractions and NTOs preferred to remain anonymous. 

An Analysis Of The Three Options

Following a quick analysis of the strategies, an analysis of the three options: 

1.       Government Involvement

Government Corporatization

In the article ‘Public administration and public governance in Singapore’ by M. Shamsul Haque in 2009, he analysed the organizational structure and management of the Singapore organizations and noted that the government has corporatized various departments and statutory boards into autonomous agencies, to ensure greater managerial autonomy and operational flexibility, including those of Changi International Airport Services and Civil Aviation Authority of Singapore.  It was highlighted that the minister of finance in his 1997 budget speech had mentioned that the government had converted 102 ministry headquarters, departments, and statutory boards into autonomous agencies in 1997.  These autonomous agencies were based on a framework of autonomy and flexibility which had hoped to encourage greater efficiency and performance.

Has It Worked?

As a testament to how this model has worked out, The Straits Times shared on 1 July 2015 ‘Corporatized airport still soaring high’ that since 1 July 2009 when the Changi Airport Group (CAG) was created after the Civil Aviation Authority of Singapore was split into two, Changi Airport has won about 150 best airport awards, most recently World’s Best Airport 2016 for the fourth year in a row, disproving the fears that it would lead to a focus on profits at the expense of service standards. 

Government Co-Funding

However, the Government is mindful that Changi Airport must remain competitive in an increasingly challenging environment.  To this, Senior Minister of State for Transport Ms Josephine Teo said in The Straits Times ‘Government to co-fund Changi's big expansion’ on 5 August 2015 that the Government will co-fund Changi Airport's expansion, including the construction of the future Terminal 5, although the final cost-sharing has not been decided.  Mr Liew Mun Leong, chairman of CAG had earlier commented that the project was expected to cost tens of billions of dollars and is an investment that is beyond the means of the CAG.  He had in fact suggested for the Government to foot the entire bill, and his team to run the airport.

2.       Private Sector Leads

Efficient Use of Resources

In making his case for private sector involvement, Associate Professor Terence Fan, a transport specialist from the Singapore Management University, said in The Straits Times ‘Government to co-fund Changi's big expansion’ on 5 August 2015 that the Government should consider some private sector involvement in the Changi East project.  He added that "When the private sector is involved, whoever pays is keen to ensure that resources are used efficiently. This helps the Government get the best bang for its buck."

Senior Minister of State for Finance and Law Ms Indranee Rajah in The Business Times on 11 March 2016 'Singapore pushes for private investments in infrastructure’ said that "Private sector players need to be activated, and governments need to be proactive in undertaking reforms to facilitate infrastructure and urban development."

Nationalisation Versus Privatisation

Similarly, SIM University economist Mr Walter Theseira said in Channel News Asia on 30 October 2015 ‘Government should run public transport system’ that the key issue is ensuring the appropriate incentives are in place to yield the desired quality of service.  He was responding to the dean of Lee Kuan Yew School of Public Policy Mr Kishore Mahbubani who had said that Singapore’s public transport system should be run by the Government, as private corporations lack the incentive to invest in the long-term maintenance of a public good.  Mr Walter Theseira argued that “It is tempting to suggest that nationalisation would fix the problem, but it is not nationalisation itself that would fix the issue, but rather, ensuring that the incentives and resources are in place to address maintenance shortfalls and make decision-makers accountable for those problems. Likewise, privatisation without appropriate regulation may not generate efficiency gains.”

3.       Government-Linked Companies Investments

Private Sector Investment

The Straits Times article on 1 July 2015 ‘Corporatized airport still soaring high’ highlighted the case of the Changi Airport's ownership, which was to have been transferred from the Ministry of Finance to investment firm Temasek Holdings.  This has not happened yet due to uncertainty over how future airport expansion and other projects would be funded. This point was mentioned by Mr Liew Mun Leong, chairman of CAG when he shared “My personal view is that it's always better to have a commercial body manage a commercial body... The Government's role is to govern."

***

In reality, the three options are in place.  While Changi Airport and CAG are corporatized, their immediate and ultimate holding entity is the Minister for Finance (MOF), the Singapore government.  The ownership was to have been transferred from MOF to investment firm Temasek Holdings, but has not happened yet.  The government is also aggressively pushing for private sector investments in its aerospace hub strategy.

To compare the strategies with the Middle East air hubs, the three Gulf carriers Emirates, Etihad and Qatar are all wholly owned by their governments.  The countries are rich in oil reserves, and industry sources have suggested that their strategies are really about putting their airlines and airports on the world map as quickly as possible. They are expanding their capacities very quickly by investing aggressively in aircraft and other airlines. Their decision-making process is also fast and efficient without the need for bureaucratic red tape. Their strategy is not about making immediate return on investments, but about its long-term branding of their airlines and airports, their countries’ pride. 

Open Skies, Or Not?

ASEAN has recently reached a milestone to open skies agreements and the establishment of an ASEAN Single Aviation Market, which will benefit customers with more choices as well as companies in being more cost-efficient.

Over in Europe, the European Commission has adopted a new Aviation Strategy for Europe with a Single European Sky, probably to tackle the fierce competition in the air industry by placing the EU as a leading player in international aviation whilst guaranteeing a level playing field.

Meanwhile, the open skies dispute between the Big Three of the US airlines (American, Delta, United) and the Big Three of the Gulf carriers (Emirates, Etihad, Qatar) is still ongoing.  The American airlines claim that the Gulf governments provided $42 billion in subsidies to their airlines, against open skies aviation agreements.  The Gulf airlines argue that the amounts are equity from their governments, who are the owners of their businesses, since the airlines are all wholly owned by the government.  The Economist in their analysis also cited the example of the generosity of the Gulf carriers to the media, which it felt was a conflict of interest in the reporting by the media.

What is undeniable are the investments by the Gulf airlines of other airlines. Qatar Airways had a 10% stake in British Airways’ parent company IAG which it upped to 12% recently, and it is eyeing more airline investments like Italy’s Meridiana and India’s IndiGo.  Etihad Airways had invested 49% in Alitalia, Italy’s national airline, as well as 29.21% in airberlin (Germany’s second largest airline) and 40%  in Air Seychelles (national airline of Seychelles).  Emirates Airline has an alliance with Qantas where Emirates gain access to 50 points in Australia and Qantas connects unto Emirates’ flights to more than 70 destinations.  To meet the rapid growth of Emirates Airline, the Dubai government is investing $32 billion for a new airport Al Maktoum International at Dubai World Central. Dubai International is already the world’s busiest airport having overtaken from London Heathrow in 2014 and 2015.

Open skies policy is a double edged sword.  Is it fair for private airlines to compete with government owned airlines? The amounts that governments can inject into their airlines business, whether it’s equity transferrals, interest-free loans or debt guarantees are generally not something that private companies can match up to. 

An Interview With Mr Akbar Al Baker, CEO, Qatar Airways

A one to one interview with Mr Akbar Al Baker, CEO of Qatar Airways, moderated by Mr John Strickland, Director of JLS Consulting at the Arabian Travel Market 2016.

1.        What is the performance of Qatar Airways?

“Qatar Airways is able to reflect on a number of successes. This was a momentous way to end what was a truly historic year for the national carrier of Qatar which has seen, amongst other things, several top award wins, the forging of new partnerships, strong engagement on social media, the launch of a new aircraft type and the start of several new routes on both passenger and cargo networks.”  - Arabian Travel Market Official Show Daily

Qatar has recently won the Best Airport Lounge in the Middle East, and is the Best Airline in the Middle East, and Airline with the Best Business Class.  We want to beat Incheon for the Best Airport in the World.

Our results is the best ever this year, but the figures will only be released in June.  I know the numbers, but I cannot tell you now.

2.       Where are the investments of Qatar Airways?

We have invested 12% in IAG, parent company of British Airways, which we see as a rising star.

We are in discussion to invest in Italian airline Meridiana.  There is good potential to grow, unfortunately it has bad management and we want to change that.  We want to make it into a global brand, and a national airline that Italy will be proud of.  But we are very clear, we will only invest in it if the unions play ball with us, if the employees are committed to the airline, and if they want to make more money by working harder.

We were very interested to invest in IndiGo, the best run airline in India.  However, we could not invest in the initial public offer (IPO) owing to government regulations and then, there was lack of sufficient time for our sovereign funds to buy IndiGo shares.  But we are still very interested in IndiGo if there is another opportunity.

3.       How do you respond to the US’ allegations about unfair practices?

We have not violated any open skies agreement.  We have not done any harm to US carriers. An airline for a small country is an economic driver. We get equity from the government who is the owner of the business.  For seven decades European air carriers have received government subsidies. The US carriers have received post 9/11 Chapter 11 legal protection, which is a subsidy. Carriers under StarAlliance like Thai Airways, also receive subsidies from their government.   We will prepare a report and we will show that there is no evidence of the US carriers’ allegations. 

***

Watch - One to one interview with Group Chief Executive of Qatar Airways, Akbar Al Baker at the Arabian Travel Market 2015 here. 


This is a very candid guy, who does not mince his words. 

A Quick Analysis Of The Air Hub Strategies

1.       The Current Situation - Rise of the Middle East

The Middle East sees the rise of the air hubs of Dubai, Doha and Abu Dhabi.

Dnata, or Dubai National Air Travel Agency, is one of the world’s largest providers of airport services.  Part of the Emirates Group and wholly owned by the government of Dubai, it comprises more than 50 specialist businesses, including a comprehensive travel and tourism supply chain in Air Transport, Hotels & Resorts, Retail, Ground handling, cargo, travel and catering services, Food & Beverage, Tour Operator & Events Management, Travel  and Training.

2.       The Singapore Strategy – An Aerospace Hub

The Emirates Group is wholly owned by the government of Dubai.  In contrast, CAG was formed in 2009 to focus on airport operations and management, and air hub development of the corporatized Singapore Changi Airport.  CAAS continues its role as regulatory authority for civil aviation in Singapore, and has a role in the growth and development of the air hub and aviation industry.

Changi Airports International (CAI), a fully owned subsidiary of the CAG, seeks to invest in and manage foreign airports. 

CAAS aims to further strengthen Singapore's position as a regional air hub, and that in its next phase of growth, focus on innovation, connectivity and the clustering of related industries.  It hopes for companies to move up the value chain by taking on work in areas such as research and development (R&D), design, and manufacturing, as well as more advanced MRO work.  It is also looking beyond MRO, where there is the potential to become a design think-tank for aerospace original equipment manufacturers (OEM).

3.       Moving Forward – 3 Possible Options

A.      Government Involvement

“Singapore needs air connectivity and that's what we've been saying all the time. If we don't have the money as a company, somebody must pay.” - Liew Mun Leong, CAG chairman.

B.      Private Sector Leads

“Perhaps Changi can consider opening itself to retail investors so that there is some private investment, either in terms of bonds issued to the public or shares to retail investors, or both, with the Government retaining an important say on strategic decisions." - Terence Fan, SMU’s aviation specialist and assistant professor of strategic management.

An example of a private sector partnership sees SIA and Airbus teamed up to open a pilot training school here. SIA owns 45% of the Airbus Asia Training Centre and sees this as a key investment for the airline, as well as being in line with the carrier’s’ "transformative strategy to go beyond the core business into adjacent areas". – Goh Choon Phong, SIA chief executive officer.

C.      Government-Linked Companies Investments

Unlike Dubai, Singapore government lets the private sector take the lead in its business decisions.  Unless it is one of strategic importance e.g. in January 2014 Singapore investment company Temasek decided to partner the Singapore government to rejuvenate the Mandai wildlife and nature heritage precinct in Singapore.  

The Singapore Strategy – An Aerospace Hub

The first impression of Dubai is, it is very similar to Singapore in many ways – its multi-culturalism, the skyline with its high rise buildings, the wide highways and its traffic jams, the many shopping malls and the range of dining eateries.  But this is not surprising.  Changi Airports International (CAI), a fully owned subsidiary of the Changi Airport Group (CAG) had a six-year management contract to operate King Fahd International Airport in Saudi Arabia since 2008, as well as an 18-month operations management contract with Abu Dhabi Airports Company in 2006 – 2008 to help the local management towards improving operational standards and customer service quality.  UAE government officials were also known to visit the Singapore government agencies for knowledge learning. 

There is one key difference though – Singapore is a tropical garden city and Dubai is in the desert.  Perhaps that is why Middle East visitors especially love our gardens; Botanic Gardens (newly minted UNESCO site since July 2015), Gardens by the Bay (Cloud Forest, Flower Dome).

However, we will never be as aggressive as Dubai in rolling out their plans because of the different ways our governments work. The UAE consists of seven emirates: Abu Dhabi, Dubai, Sharjah, Ras Al Khaimah, Ajman, Umm Al Quwain and Fujairah, and they are rich in oil. The President is the Ruler of Abu Dhabi, and the Vice President and Prime Minister is the Ruler of Dubai.

In Singapore, the government is always wanting the private sector to take the lead in its business decisions, unless it is one of strategic importance.  This was the case in January 2014 when Singapore investment company Temasek decided to partner the Singapore government to rejuvenate the Mandai wildlife and nature heritage precinct in Singapore. 

An example of a private sector partnership sees on 19 April 2016 reported in The Straits Times, SIA and Airbus teamed up to open a pilot training school here. When fully operational by 2019, the training facility in Seletar Aerospace Hub will be Airbus’ fourth and largest training centre.  SIA owns 45% of the Airbus Asia Training Centre and sees this as a key investment for the airline, as well as being in line with the carrier's "transformative strategy to go beyond the core business into adjacent areas" said its chief executive Goh Choon Phong. He said this is necessary with strong competition from full-service and low-cost carriers.

In its aviation industry, the Emirates Group is wholly owned by the government of Dubai.  In contrast, CAG was formed in 2009 to focus on airport operations and management, and air hub development of the corporatized Singapore Changi Airport, while the Civil Aviation Authority of Singapore (CAAS) continues its role as regulatory authority for civil aviation in Singapore, and has a role in the growth and development of the air hub and aviation industry.  A close look reveals that there could be an overlap in the air hub role by both CAG and CAAS.

The strategy, it seems, is for CAG to expand its CAI to invest in and manage foreign airports.  CAAS on the other hand, looks to expand Singapore’s aerospace industry and has seen its maintenance, repair and overhaul (MRO) cluster grown to over 100 companies (20% of the Asia-Pacific MRO market). This is an average growth of 13% since 1990, the aerospace industry now an integral economic driver of Singapore.   ST Aerospace and SIA Engineering Company, both home-grown companies, are world-class leaders in heavy aircraft maintenance, ranked first and fourth respectively in 2008, in terms of total man hours expended. 

According to the CAAS, the Singapore air hub strategy is thus to expand the Singapore aerospace industry, for companies to move up the value chain by taking on work in areas such as research and development (R&D), design, and manufacturing, as well as more advanced MRO work.  Right now, Singapore is home to the research centres of major companies in the aviation industry and the aerospace companies in Singapore are moving into new repair development, innovating existing processes and technologies to obtain more cost-effective and productive outcomes, and reducing the scrap rate of incoming aircraft components.  We are also looking beyond MRO, where there is the potential to become a design think-tank for aerospace original equipment manufacturers (OEM).

Will this aerospace hub strategy, to move the aviation industry up the value chain work, and work timely enough, to compete with the emerging Middle East air hubs? 

The Dubai skyline

The  Dubai desert

The Case Study Of Dnata

In 2014, Dubai International Airport handled 70.5 million passengers and became the world's busiest international airport (“Critical for Changi Airport and SIA to join hands,” 2015), taking its title from London's Heathrow for the first time.  Changi Airport, on the other hand handled a record 54.1 million passengers but showed a 0.7% growth over the previous year, its lowest since 2009.

How did Dubai make this happen? 

Stewart Angus, who has worked for the Emirates Group for 19 years and oversees international business for the group’s Dnata ground-services unit says that “The success is Dubai’s location – it’s Europe’s most easterly hub and Asia’s most westerly hub.”  Daniel Tsang of Hong Kong consultancy Aspire Aviation adds that “In terms of charter traffic, 25% of Australia-to-Europe traffic has shifted from Hong Kong and Singapore to Dubai in the last couple of years.” (“How Dubai became one of the most important aviation hubs in the world“, 2014).

Who is Dnata?

 

Dnata, or Dubai National Air Travel Agency, is one of the world’s largest providers of airport services that comprises more than 50 specialist businesses.  Part of the Emirates Group, Emirates and Dnata learned from Singapore which saw Singapore Airlines’ partnership with Singapore Airport Terminal Services (SATS).  Industry sources say Dnata started first, and when Emirates became well-known, Emirates Group was then created. 

Dnata’s annual revenue increased 75% to $2.1 billion in 2013, while SATS’s revenue rose only 5.2% from 2011 - 2013 to $1.45 billion.  More than 40% of Dnata’s revenue now comes from Australasia, partly as a result of a series of acquisitions starting with its first international deal ten years ago when it bought Singapore ground-handling company CIAS. So now Dnata Singapore has a part in the baggage-handling business at Changi Airport, as well as ground services at Guangzhou Baiyun International Airport, and Xi’an Xianyang International Airport plus ten smaller airports in western China as part of Dnata’s Asia joint venture business.

How can Singapore compete?  

The Civil Aviation Authority of Singapore (CAAS) will support productivity projects with up to S$17 million in grants to improve cargo- and baggage-handling services (“Changi Airport to boost productivity,” 2015). Mrs Josephine Teo, Senior Minister of State for Transport said “The aim is to further strengthen Singapore's position as a regional air hub”, and that in its next phase of growth, “Changi Airport will focus on innovation, connectivity and the clustering of related industries.” 

When completed, T5 is likely to be the third largest passenger terminal in the world, after facilities in Dubai and Beijing and will take Changi to 140 million passengers a year (“Changi Airport's T5 will be 10 times as big as VivoCity,” 2015).  Associate Professor Terence Fan, a transport specialist from the Singapore Management University, said: "Perhaps Changi can consider opening itself to retail investors so that there is some private investment, either in terms of bonds issued to the public or shares to retail investors, or both, with the Government retaining an important say on strategic decisions."

What more should be done?

Etihad has set up travel agent Hala Group, which could put pressure on Dnata’s $180 million travel services division. It is estimated that six out of top ten Asian megacities of 2030 to be in either China or India.  A map of the Asian megacities in 2030 sees Chengdu and Kunming in the geographic centre of the cluster, and they could be the hub for China-India traffic (“Joining up the dots: non-stop air services between Asia’s megacities,” 2016).  What is our role then?

“Singapore needs air connectivity and that's what we've been saying all the time. If we don't have the money as a company, somebody must pay”, says Mr Liew Mun Leong, Changi Airport Group chairman. 

The question is - who, must pay? 

Arabian Adventures, part of the Emirates Group. Source: https://www.arabian-adventures.com 

Emirates Aviation University, part of the Emirates Group. Source: https://www.eau.ac.ae

Emirates Academy, in academic association with EHL, part of the Jumeirah Group. Source: http://www.emiratesacademy.edu

Is Singapore An Air Hub?

The Sunday Times article “The rise of Gulf carriers” dated 13 March 2016 seeks to analyse the success of the Gulf carriers namely Emirates, Etihad and Qatar Airways.

It looks like Singapore may be losing its hub status, being so far south from connections in Europe, Africa and Middle East. According to Mr Andrew Wong, regional director of TripAdvisor Flights, “The Middle East hubs of Dubai, Doha and Abu Dhabi really make sense as a gateway to the world."

Singapore Management University’s aviation specialist and assistant professor of strategic management Terence Fan believed that “The high oil prices in the past decade or so helped fuel the economy in the Middle East and that stimulated the rapid ascendance of these airlines.”  The Gulf cities seem a more logical hub between cities in Europe, Asia, Africa, Australia and New Zealand, as well as North and Central America and even South America.  Professor Fan added that “The Middle East is, therefore, well positioned to be a super hub of the world.”

In the same Straits Times article, it was reported that in 2014, the Emirates group achieved profits of US$1.5 billion, an increase of 34% from the previous year, and the 27^th straight year of profits.  Etihad showed its strongest financial results with a net profit of US$73 million, an increase of 52.1% over the previous year.  Qatar too, made a net profit of US$103 million. 

Besides a strategic geographical location, young fleets with the newest planes, latest products, and memorable customer experiences, how else can airlines compete?  It may be worthwhile to evaluate the business model of the Emirates Group that comprises more than 50 specialist businesses, including Emirates airline and dnata.  Its numerous ancillary businesses include a most comprehensive travel and tourism supply chain:

·         Air Transport

·         Airport Aviation Services: Catering

·         Call Centre

·         Freight Forwarding & Logistics

·         Hotels & Resorts

·         Retail

·         Air Cargo Support Services

·         Airport Meet & Greet

·         Engineering Services

·         Ground handling, cargo, travel and catering services

·         Loyalty & Reward Programmes

·         Retail, Food & Beverage

·         Sports & Club Facilities

·         Risk Management & Security

·         Tour Operator & Events Management

·         Travel

·         Training

Yes, Changi Airport is working on its Project Jewel, a new retail and lifestyle project.  We are building T4 and T5 is on its way.  But, can we do more?  So, is Singapore still an air hub?

Dubai International Airport