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a special interest in China. He will be
involved in helping to develop strategic
relationships for many of Changi Airports
International’s (CAI) projects in that market.
Mr. Wong Woon Liong
Senior Advisor & Chief Strategist
(Airport Development)
Changi Airport Advisory Group
Mr. Ho Beng Huat
Advisor & Chief Specialist
(Airport Management)
Changi Airport Advisory Group
Mr. Ho has been an important member of
a team which was responsible for
developing and managing Changi Airport.
He personally spearheaded the introduction
of the airport processes which provides
Changi with its characteristic efficiency and
service quality. Mr. Ho’s main task will be
to review the management operations on
the ground in the CAI operated airports and
to help steer development proposals for
new airports.
Mr. Chiang Hai Eng
Advisor & Chief Specialist
(Aviation Operations)
Changi Airport Advisory Group
Mr. Chiang is a specialist in air route
development and the formulation of aviation
regulatory frameworks. He will help CAI
formulate strategies to market its airports
to airlines and increase the connectivity of
these airports. He will also help new
airports and existing airports to improve
their processes for the purpose of
safety certifications.
CHANGI AIRPORT
ADVISORY GROUP MEMBERS
06
CHANGI
WORLD
issue o2 2007
Bringing the Changi
touch to Russia:
Mother Russia:
Airports from an investor perspective
CAI’s partnership with Sheremetyevo International Airport
adds new initiatives and improvements.
New measures
Feedback Survey System :
Passengers are provided with various feedback
channels. These include (i) implementation of
hard copy feedback channels within the terminal
building; (ii) improvements to current online
feedback channel; and (iii) randomly conducting
detailed face-to-face surveys with passengers.
Airlines Satisfaction Feedback :
This comprehensive customer-centric
improvement program involves the design and
introduction of a 13-page survey form
comprising all service indicators and facilities
at Terminal C. Airline customers can voice
concerns and offer suggestions on the services
and facilities at Terminal C.
Route development :
SVO participated in the Routes exhibition in
Stockholm from 23-25 September 2007 where
CAI was also involved in the discussions
periodically. CAI gave recommendations and
advise on airlines to target during the exhibition.
Documentation review :
e.g. Air Transport Intelligence (ATI) write-up for
SVO and Passenger Handling Manual for
Terminal C.
Commercial Management and Service
Quality Management for Terminal C.
Sheremetyevo International Airport is one
of the three major airports serving Moscow.
Terminal C started operations in March 2007
and has a capacity of 5 million passengers
per annum.
Tham Yin Fun, Manager,CAI
Changi Airports International has been
providing management and consultancy
services for the operation of Russia’s
Sheremetyevo International Airport Terminal
C since 1st July 2007, under CAI’s joint
venture company (JVco) with Sheremetyevo
International Airport Joint Stock Company
(MASh). The role for the JVco includes
management consultancy and advisory
covering Terminal Operations, Retail/
entity has been concluded in a landmark
deal in as recent as September 2007, where
Meinl International Airport (MAI) purchased
100% of shares of Mukhino airport
in Ulan-Ude.
The vast majority of Russian airports require
significant infrastructural investments to
modernize and bring serviceability up to
date. This creates opportunities for private
investors as funding support from the Federal
Government is limited coupled with a shift
towards public-private participation.
Separately, the aviation industry has begun
to actualize the asset value of an airport
investment through engagement of external
management and consultancy expertise.
It is foreseeable that the level of interest
and competition for foreign participation to
intensify as global investors seek out
new markets. Russia offers an abundance
of opportunities in infrastructure
improvement projects and there will be a
race to identify and participate in rewarding
projects in the country. Excluding the oil and
gas sector, it is estimated that up to US$200
billion will be spent on infrastructure over
the next 5 years. As crucial logisticstransport
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