It would be no easy mission to head up one of the world’s busiest airports, but Lim Kim Choon, director-general and chief executive officer of the Civil Aviation Authority of Singapore (CAAS), has all the right credentials for the job.
The former chief of the Singapore Air Force took up the top post in July 2007, accepting a personal challenge “to upkeep Changi Airport’s leading position and ensure it stays ahead of the competition”.
One year on, the former major general says his new role called for a revision of strategy.
“Stepping in to the new position, I had to review my management style and assess CAAS’s culture to find the best fit,” admits Lim. “When required I was open to changing or challenging the status quo if necessary to obtain the best results for the airport.”
A review of CAAS’s organisational structure quickly followed and has led to various business activities being assigned into key groups that are now more closely aligned with CAAS’s corporate objectives.
“The previous organisational structure had served us well in the past and was instrumental in helping develop Changi into a world-class airport and air hub,” explains Lim. “However, the external environment is ever changing. Newer airports are opening and the airline industry is undergoing an interesting period of change.
“After an internal review, we decided that a re-organisation was needed so that CAAS can adapt faster to the changing landscape and stay nimble in an increasingly competitive environment.”
Changi already has an enviable track record, of course. The 36.7 million passengers that passed through its facilities in 2007 cemented its status as the sixth busiest airport in the world in terms of international passenger traffic.
And it has one of the biggest route networks in the Asia-Pacific region with a total of 80 airlines between them operating more than 4,400 weekly scheduled flights to 191 cities in 61 countries.
Changi also consistently bags a host of prestigious international awards, this year’s accolades include being voted the third best airport in the world for customer satisfaction in ACI’s Airport Service Quality (ASQ) awards.
A series of passenger friendly innovations such as its roof top swimming pool, wide range of shops and restaurants and number of leisure and entertainment facilities ensure that Changi enjoys the reputation of being one of the world’s most popular airports.
The airport is also constantly reinventing itself. Its impressive new S$1.75 billion Terminal 3 has boosted Changi’s capacity to 70 million passengers per annum. The gateway’s S$45 billion Budget Terminal is currently being expanded and government ministers are already talking about the addition of a fourth passenger terminal in 10 to 15 years’ time.
In May this year work began on a $500 million revamp to Terminal 1. The biggest overhaul of Changi’s original terminal to date will last three years and involves work on its facade and the creation of a new, more user-friendly interior similar in style to that of the newly opened T3.
Yet despite these works-in-progress shoring up Changi for the future, Lim has no feeling of complacency. Rather, with well-honed precision, he is looking even further ahead.
The grand plan? “I would like to guide CAAS and Changi towards the vision of becoming a world leader in aviation and a truly global air hub,” admits Lim. “With increasing competition in the aviation industry, CAAS must not be lulled into complacency as our competitors are fast closing the gap.
“Besides focusing our efforts on enhancing Changi’s hub status to meet existing and new challenges, CAAS will also place high emphasis on improving our own capabilities. We need to further strengthen our corporate culture and company structure to ensure effective delivery of our strategies.”
And as you would expect from a former military man, he’s prepared to meet challenges head on and is not scared by the prospect of a little competition.
“Like all businesses, there will always be competition for Changi. We have always been mindful of the competitive environment and believe that it is healthy and will keep us on our toes,” says Lim.
“In my view, any airport that is aiming to do more than us to meet passengers’ needs is competition. I am therefore particularly pleased to note that, even though competition from other airports has intensified in recent years, Changi has maintained its position as a major air hub in the region.”
Lim states that under his leadership the airport will continue to adopt the strategy of investing in the key infrastructure that Changi needs to ensure that it is capable of meeting future demand.
Says Lim: “One very important philosophy we have is to ensure that our capacity stays ahead of demand. Changi is now equipped to handle 70 million passengers per annum, but we know that more needs to be done and we are doing it now.
“The S$10 million expansion of the Budget Terminal, scheduled for completion in early 2009, will increase the terminal’s handling capacity from the current 2.7 million passengers per annum to seven million.
“We also continue to strive to create an enjoyable experience for passengers by constantly refreshing the airport to enhance the Changi experience for visitors. We have already upgraded Terminal 2 and are now working on improving Terminal 1 at a cost of S$500 million. The project will rejuvenate the terminal building and enhance the passenger experience at Changi Airport.”
New and unique facilities, services and events are constantly being introduced at the airport, enthuses Lim. In May a new entertainment deck at Terminal 2 opened with features like a free LAN gaming room, Xbox 360 and Playstation 3 game consoles and cosy music corners.
Other facilities at Changi Airport include some 500 free Internet terminals, family zones and themed gardens.
The airport has also introduced a host of initiatives that are designed to surprise and amaze passengers. They include its ‘famous personalities programme’ that enables passengers to get up close and personal with different celebrities at the airport.
Celebrities to take part in the scheme to date have included members of the bands Air Supply and the Backstreet Boys and individuals ranging from Bollywood star Shah Rukh Khan and singer Elaine Paige to golfer Colin Montgomerie and Mickey Mouse.
In July a mini version of Munich’s Oktoberfest beer festival was held at Changi. The event saw passengers dressing up in Bavarian costumes and taking part in games.
When it comes to shops and restaurants, Lim feels that passengers are spoilt for choice as Changi has more than 230 stores and 110 F&B outlets throughout its three terminals.
He is particularly pleased with the offering in T3 where Sony Style and FIFA Official Store opened their first ever airport outlets. In addition Apple i-Store has set up its first fully-fledged airport concept store, while Ferrari as well as fashion stores Marc O’Polo and Fat Face have opened their first airport stores outside Europe.
Passengers can also enjoy innovative elements at T3’s perfumes and cosmetics outlets, which have a full suite of beauty services such as a make-up studio and fragrance sensory Internet kiosks.
Adds Lim: “We are committed to providing excellent customer service to our passengers. All front line staff must attend a one-day orientation programme to familiarise themselves with the Changi service culture and standards.
“It also helps staff gain the basic service skills and knowledge of Changi and gives new recruits a better understanding of the different agency roles at the airport. We feel that it is very important to build a sense of pride and belonging to the Changi family.
“In addition, there are ongoing customised training programmes such as Quality Service Management. Last but not least, an annual airport reception is held to express CAAS’s appreciation to the management and staff of the various airport agencies that have, in one way or another, contributed towards the success of Changi Airport.
“Awards such as ‘service personality of the year’ and ‘outstanding service providers’ are given out during the reception to promote and inspire quality service among front-line staff at the airport.”
Although happy with the airport’s route network that now extends to nearly 200 destinations in 60 countries, ambitious Lim admits that CAAS is always on the lookout for new airlines and destinations.
Incentives offered to airlines to encourage them to develop their route networks out of Changi include rebates on landing fees and marketing support to help promote all new services to Singapore.
“We are also working closely with our airline partners to grow their business here and help them keep their operational costs down,” says Lim.
Singapore’s liberal aviation policy had led to it signing Open Skies Agreements with 20 countries that include the US, United Arab Emirates and 13 countries in the European Union.
Earlier this year Denmark, Norway and Sweden became the latest countries to sign a bilateral agreement with Singapore and Lim openly admits that his country’s openness to Open Skies Agreements has played a major factor in Changi’s success as a hub.
CAAS is certainly happy to acknowledge the role that its airlines contribute towards the airport’s success, each year hosting a special awards evening to honour its top performing carriers in terms of passenger and cargo carriage and growth.
Concludes Lim: “The awards celebrate the strong partnership we have with our airlines who underpin Changi’s success.”
He may have retired from the air force but appears as if Singapore Changi is on the right course under the leadership of Lim Kim Choon and the only way is up.
Asia-Pacific Airports 2008 Issue 2
