Analysis of Factors Affecting Changi Airport Capacity, Singapore - Case Study Example

Airport planning and expansion: An analysis of factors affecting airport capa (Changi Airport, Singapore) School Affiliation: Table of contents- 1. INTRODUCTION 2. OBJECTIVES & SCOPE OF THE ASSIGNMENT 3. CHANGI INTERNATIONAL AIRPORT: AN ANALYSIS a. OVERVIEW b. ANALYSIS OF AIRSIDE INFRASTRUCTURE i. EXISTING AIRSIDE INFRASTRUCTURE ii. USE OF THE RUNWAYS AND OPTIMISATION 1. Runway Strength 2. Environmental Conditions 3. Aerodrome obstacles and performance limitations iii. STRATEGY FOR IMPROVEMENT 1. Possible Solutions and Improvement Plan 2. Proposed Two Rapid Exit Taxiways & extension of Runway 3. Gate modification 4. Compatibility with A380 5. Widening of runways' shoulders and runway-taxiway, taxiway-taxiway intersections 6. Modification of Taxiway Bridges 7. Extension of baggage belt carousels 8. Construction of new freighter / remote stands c. ANALYSIS OF LANDSIDE INFRASTRUCTURE i. TRAFFIC STATISTICS 1. Cargo Handling Agents ii. AIRPORT FACILITIES 1. Underground/light Rail 2. Taxi 3. Bus 4. Passenger terminals iii. STRATEGY FOR DEVELOPMENT 1. Privatisation and deregulation 4. CONCLUSION REFERENCES BIBLIOGRAPHY 1. INTRODUCTION In simple terms, an airport is a place where aircrafts land and take off. The run-way offers the take off and landing point. The runway may also include structures such as hangars and terminal structures. The airport construction as always is developed considering future developments and constraints. The planning and designing must address the future changes that arise due to globalisation, growth, and commercialisation as part of world trends. It is in respect to this that the use of dynamic strategic planning becomes a necessary requirement in the running of airports. In this study, I intend to focus the analysis on the overall facility by reviewing the constraints within which the airport works and at the end offer recommendations on a probable development scheme so as to augment on the capacity in reference to flight and travellers accommodation. 2. OBJECTIVES & SCOPE OF THE ASSIGNMENT Review the background and issues with the expansion of Changi International Airport. Evaluate the Social, Technological, Economical, and Environmental factors that affect the planned extension program at Changi Airport to accommodate future growth in airport capacity. 3. CHANGI INTERNATIONAL AIRPORT: AN ANALYSIS - a. OVERVIEW- Changi International Airport- The Changi Airport found in Singapore has grown to rise to be a major aviation hub in Asian region. Its importance is particularly crucial to the southeast part of Asia. Occupying change, the airport rests on a thirteen square kilometres land, and about 17 kilometres to the north-east of the commercial hub. This is a military and public airport that is owned by the government of Singapore. (Master Plan of Changi Airport, Singapore.- Source: Please add the source here). View of layout of Changi Airport. (Source: http://www.cai.sg/brochure/CAI_English.pdf) The Changi Airport opened in 1981 is at an elevation of 22ft or 7meters above sea level and serves the Singapore Government and is run by the Changi Airport Group. It is considered as a landmark achievement for the country of Singapore. The company has won a plethora of awards totalling to about 280 in a span of 20 years, that is from 1987- 2007, for providing excellent service that is considered as a benchmark in the Aviation industry. The year 2007 alone saw the company earn 19 awards in the best airport category. The airport has made measures to address the age issue by offering periodic physical upgrades to the already in place terminals, building fresh facilities and taking actions towards the development of high level customer services. The Changi Airport is base to the Singapore Airlines, Tiger Airways, Valuair, Jett8 Airlines Cargo, Singapore Airlines Cargo, Jetstar Asia Airways, and SilkAir, and the main stopping point for Qantas which uses it as the main stop point en route kangaroo - a route that connects Australia and Europe. The airport handles a large number of clients, with the Qantas group being responsible for over two million passengers on an annual basis. As of April of 2008, there were about 4, 340 flights on a weekly basis that were operated by roughly 80 airlines to over 130 different destinations spanning around 60 countries. On a rough estimate, the airport accounts for around 4.5 US dollars billion in output (Tilstra, 2004, p 10). In the period, 2007, Changi Airport handled 36, 701, 556 passengers, this reflecting a record rise by 4.8 percent as compared to the preceding fiscal year. This meant the changed airport was ranked as the 19th busiest airport on the globe. This ranking also depicts it as the fifth airport in Asia. In addition to this, the airport also handled cargo equal to almost 2 tonnes. The air hub development fund which was introduced by the airport in the year 2003 has proved to be a huge incentive to airlines. Another incentive in the provision of 300 million US dollars was to be rolled out in 2007. In 2008, the new terminal worth 75 billion US dollars was opened. In the same respect, terminal one was also to be upgraded as done in the second terminal, with the latter costing 240 million US dollars. The airport has also courted both the budget and premium travellers by opening a commercially valuable persons terminal, Jet Quay in the year 2006 (cai.sg, nd, pp 2-6). b. ANALYSIS OF AIRSIDE INFRASTRUCTURE i. Existing airside infrastructure - Based on the limitation of land resources in Singapore, Changi Airport was designed to serve both the current and the future needs in the flight industry. The airport remained capable of doubling its size through the use of land reclamation. This could enable the airport to develop further termini and runways. Initially the master plan envisaged the development of a dual termini and a dual runway. In the initial plan there were the termini, runways, aircraft parking bays, support structures and other facilities. The other facilities included fire station, a large maintenance hanger, and administrative offices two cargo agent bins among others. ii. USE OF THE RUNWAYS AND OPTIMISATION 1. Runway Strength: PCN of the runway was 68 F/B/W/T which can support the operations with only light aircrafts i.e. A310, A320, B737 but could not support big aircrafts like B747, B787 or A340, A380 etc. As later adjustments were made, the runway was expanded to a level that it can now accommodate big flights like the A380. There are only two parallel runways which are utilised for both landing and take off. These runways are used by both the international and the domestic flights. In short the airport has mixed mode runway operation. The airport supports the international as well as domestic operations hence the type of aircrafts operating to Changi varies from turboprops to narrow body (A320, B737). The plans were afoot to refocus them so as to be in a position to accommodate the airbus but not the wide body aircrafts (B777, A340, and B747) etc; the wind pattern during most of the time in a year is such that runway 02C (Eastern) approach is used for takeoffs and landings. This leaves runway 02L (Western) underutilized when compared to runway 02C and is available to be developed for increased use keeping in mind the increasing need for capacity. However, even with the development of the runway 02L to enable increase in capacity, it needs to be still analyzed if there is a need for expansion or another runway. 2. Environmental Conditions Of the total 13,000 hectares area, 870 hectares is reclaimed from sea. Changi airport is described by the following weather conditions. Temperature: 89 F (31 C) Visibility: 6 miles Dew Point: 77 F (25 C) Wind: Wind direction is 350 degrees Speed is 7 mph Wind variable from 240 degrees to 030 degrees Barometer Pressure: 29.85483" Sky cover up is towering cumulus. Broken down layer at 30000 feet. 3. Aerodrome obstacles and performance limitations All the exit taxiways for runway at 40 degrees which reduces the runway capacity and increases the chances of runway incursion while exiting the runway. The issue with landing on runway 02C approach is after landing aircraft needs to cross the only active runway and hence aircrafts taking off from the runway need to wait till the crossing aircraft vacates the runway. This increases the runway occupancy time and reduces the runway capacity. On lining-up for takeoff, aircrafts require crossing the dynamic runway via taxiway, this unnecessarily increases the taxi time and causes additional taxi fuel use, and it again hinders the runway capacity and increases congestion. The aircrafts that land on runway need to vacate the runway via taxiway which again increases the runway occupancy time. East and West Cargo aprons are near to 20R and far from 20C. 20C and 20R have obstacles in the form of ships carrying masts at about 99ft and 20R (13ft) is at a lesser elevation than 02L (22ft). Parking is not provided between third (W3) and fourth (W4) Stoways in the West and between seventh (E7) and eighth (E8) in the East. Capability for removing of disabled aircraft is provided by the Military base's Airfield Ground Services which also has its own runway. Baggage handling at Terminal 1 is manual with a departure handling capacity of 7,200 bags/hr while Terminal 2 and 3 have 10,800 bags/hr and 11,000 bags/hr respectively. iii. STRATEGY FOR IMPROVEMENT- 1. Possible Solutions and Improvement Plan The construction of two new rapid exit taxiways (RET) are considered for redundancy purpose which are expected to reduce the runway occupancy time by allowing the runway for takeoffs and landings based on the landing speed, weight and distance along with the aircraft type. 2. Proposed Two Rapid Exit Taxiways & extension of Runway As there is a single taxiway, it is to be efficiently managed during peak departure and arrival times and the two new RETs are to be used along with the extended portion of the runway. With this procedure, the runway vacancy is lessened while augmenting the number of operations leading to the blocking of the runway and/or the taxiway. To address this, the taxiway can be used for positioning the departing aircrafts. Changi Airport became the first airport outside Europe to accommodate the airbus A380. The arrival clearly demonstrated the ability of the airport to handle such flights. In addition, Changi was the first airport in the world to complete the PLB plan. This necessitated the plan to rework on the airport terminal 1 and 2 to accommodate the new flights. Terminal 3 which is started in January 2008 is useful in accommodating the traffic and connectivity with the introduction of airbus A380 to an extent. However, the basic configuration of the runways which are parallel and require a mid-field terminal between them for increased efficiency is to be considered to avoid runway crossing problems that may arise with these larger airbus flights (Poh, 2007, p 17). Also, longer taxiing distances can be avoided with a mid-field terminal. It is to be seen how the existing plan to develop terminal 1 by end of 2011 would help decongest and efficiently handle the ever increasing traffic and with the A380 airbus in operation (Changi Airport Group, 2009). 3. Gate modification Gate F31 was also to be modified in respect to the accommodation requirements in regards to the airbus. It was also found necessary to accommodate the rising number of travellers. With 8 of the 28 gates of the new terminal 3 being designed to accommodate A380 airbus, the other existing gates are needed to be downsized to avoid conflicts in safe distances between the flights (Tilstra, 2004, p 11). 4. Compatibility with A380 The modification of gate F31 was in line to achieve compatibility. The expansion of the gate allows for A380 to fit into the airport. The construction of gate hold room at terminal two was also to address the same concern. Gate E5 was also reconstructed in the same respect. Nine other present gate hold room are being re-modified. The anticipated terminal three was also to have A380 compatible gates. That would bring the compatible gates to 19 which will also have three PLBs. Other modification work has focused on the runways. This would seek to have them widened. The shoulders and the runway taxiway, and taxiway-taxiway intersections are to be reviewed. With space constraints in planning for shoulders extension and the runway and taxiways extensions, there seems to be little scope for further enhancements for the airport for future development without developing another runway which can easily accommodate the airbus A380 entry and takeoff. Although terminal 3 is planned for use by many of the operators for long-haul flights with the regional flights operating out of terminal 2, the proposed connectivity to enable common transit for terminals 1,2 and 3 may not support the proposed plan implementation due to the non-segregation of the traffic flow (World Architecture News.com, 2008). 5. Widening of runways' shoulders and runway-taxiway, taxiway-taxiway intersections The A380 specifications were behind the need to rework on the airport termini and the runways as stipulated by the civil aviation organisation. As such, the existing runways shoulders were increased by 4.5 meters on both sides. The aircraft pavement was also being widened. The distance of the runway if is greater than 1311m would be ideal to accommodate A380 easily. Hence, it is to be seen if the rework in the master plan takes into account this aspect while planning the extension of the runways and taxiway (Poh, 2004, p 16). Also, since there is scope for extension of the runways along the length as observed in the layout design, the same can be considered to reduce crossing. 6. Modification of Taxiway Bridges The installation of shields along either side of a taxiway bridge to check the effect of the A380 jet blast has been completed. Similar shields have been installed at another taxiway bridge at the airport. 7. Extension of baggage belt carousels This was to accommodate the bigger volume of arrival luggage from A380 flights. 8. Construction of new freighter / remote stands This would necessarily make them compatible to the new A380 remote aircraft parking stands. c. ANALYSIS OF LANDSIDE INFRASTRUCTURE - i. TRAFFIC STATISTICS (Passenger, Cargo & Aircraft movements) The airport had handled a growing passenger traffic over the last decade and it is observed to have handled 4% more passengers in the year 2008 when compared to 37, 000, 000 passengers in 2007. However, due to the economic crisis prevailing since 2007, passenger traffic appeared to have stagnated in 2008 while cargo and mail increased. From the year 2004-2008, there has been a rising trend in pasenger activities. However, in 2009 there was a fall. All other activities seem to have followed the same trend. This could be attributed to the financial meltdown. Airlines 1981 1990 2005/2006 Passenger Movements 8.1 million 15.6 million 32.4 million (2005) Airfreight Movements 193,000 tonnes 623,800 tonnes 1.83 million tonnes(2005) Country Links 43 53 57 (Jun 2006) City Links 67 111 >180 (Jun 2006) Scheduled Airlines 34 52 82 (Jun 2006) Weekly Scheduled Flights About 1,200 About 2,000 >4,100 (Jun 2006) Traffic statistics of Changi Airport, 1981 to 2006 (source: www.changiairport.com) 1. CargoHandlingAgents: Operational Statistics Year Passenger movements Airfreight movements (tonnes) Aircraft movements 2005 32,430,856 1,833,721 204,138 2006 35,033,083 1,931,881 214,000 2007 36,701,556 1,918,159 221,000 2008 37,694,824 1,883,894 232,000 (Source: Changi International Airport Services Pte Ltd, Singapore Airport Terminal Services Ltd) The new terminal construction was approximated to consume 10 million US dollars. The major aim was the need to improve on the airport's capacity, hence the need for constructing the forth terminal. This project was provided for by the master plan. The major focus would be to expand the budget terminal and the upgrading of terminal one. From the information, this new terminal was actually an upgrade on the already existing budget terminal at the cost of ten million US dollars. In addition, total low cost carriers would be put into operation during the same time. It was estimated that the new terminal would see the rise of passengers from the current 2.7 million levels to 7 million per year. The target was to commence construction in the 2008 period and have the project completed by early 2009. The expansion would include another7 checking in counters, 3 more boarding gates plus new luggage handling gear. The kerbside which is at the influx hall would be expanded to generate more space for incoming travellers waiting for vehicles to take them to their destinations. The expansion would also see the expansion of the floor square area from 25, 000 to 28, 700 m. From the layout design, it appears that there is enough space for the construction of another runway. Since the inception of the airport facility, there has been a very high growth in usage through passenger and cargo transportation. But due to other issues like global recession as well as terrorist activities, there exist fluctuations that affect the airport operations. But in general terms, the airport has been witnessing rising levels in activity handled. So there has been a concern on how to best expand and be able to handle the issuer. This has also presented to us the chance to evaluate whether the existing facilities are properly utilised. This will however focus on the runways, terminals, cargo handling, among other things. Cargo, airport elevation, environmental considerations, financial planning and aircraft size are other aspects of the plan which are of importance. The economic and financial feasibility along with cost benefit analysis of the master plan is taken into account in the financial plan (Poh, 2007, p 25). Singapore Airport Terminal Services Limited (SATS) has announced plans to launch Coolport @ Changi, Singapore's first on-airport perishables handling centre, in the first quarter of 2010. To be built at a cost of S$12 million (US$8.23 million), Coolport @ Changi will handle terminal and transit perishables cargo within the Free Trade Zone and will have multi-tiered zones, with different temperatures ranging from -28C to 18C, to handle a wide range of commodities such as live seafood, ornamental fish, meats, fresh produce and flowers. The facility will also have a dedicated system in place to handle urgent medical cargo, strengthening Singapore's position as Asia's leading biomedical hub (PAYLOAD ASIA, 2009). Map of Changi region. Source: http://singaporeairfreight.com/IndProf/SAD/SAD_2009_IP02.pdf Airfreight operations at Singapore Changi Airport take place at the Changi Airfreight Centre (CAC), a 24-hour free trade zone where transshipment cargo can be broken down and reconsolidated with minimal customs formalities. Within the 47-hectare facility, there are nine airfreight terminals (AFT) with a combined handling capacity of three million tonnes of cargo per annum, in addition to two dedicated Express and Courier Centres to accommodate time-definite shipments. Together with 130,000 square metres of office and warehouse space and 12 freighter parking bays capable of holding the largest freighters, the CAC offers efficient and hassle-free transfer and clearance of goods (changiairport.com). ii. AIRPORT FACILITIES Comparing airports remains arbitrary: Hong Kong for example scored highly for the open spaces, clarity throughout the terminal buildings, natural daylight and external views - something an older airport such as Changi cannot compete directly with - however Changi was the outright winner in terms of passenger comfort facilities and amenities provided across its terminal buildings (Tilstra, 2004, p 10). Changi Airport is on par with other international airports with high-end retail outlets, banks with ATMs, baby care rooms, prayer room, etc along with facilities like internet access, fax, etc in the main terminal, for the business travellers. Changi Airport offers a friendly ambience that serves the whole of the country. As it has been highlighted, the airport has been on an upward rise something that reflects well for the company's image. A major expansion, which will add a third terminal at Changi, is now under way and will cost S$1.5 billion and boost the airport's passenger capacity by nearly 50 per cent to over 65 million passengers per year till the year 2020 (Tilstra, 2004, p 11). 1. Underground/light Rail: The city underground Metro system connects the airport directly with 45 other Metro stations. The underground Changi Airport Station joins the Mass Rapid Transit (MRT) with the Changi Airport's Terminal 2 and Terminal 3 directly. The express train service connecting the eastern downtown and western Singapore that was in operation since 8 February 2002, is replaced with a shuttle service between Changi Airport Station and Tanah Merah Station. 2. Taxi: Taxi stands are provided within the entrance halls of the three chief terminals plus just outer the Budget Terminal. 3. Bus: Until the opening of the Changi MRT station, buses were the preferred mode of transportation. The Changi Airport MRT station serves as the major mode of transport for the passengers and staff of the airport replacing the SBS transit and SMRT buses which use the basement bus terminals. Currently, the buses operate between the airport and Eldon Square Bus Concourse in the city centre. 4. Passenger terminals Currently, Changi Airport has a plan to operate five terminals. Terminals 1, 2 and 3 make a direct connection to a common transit area; this enables airside passengers to freely move between the terminals without necessarily going through immigration. Transportation services within and between the three terminals is offered by sky train system and people movers. It is also probable to walk amid the terminals on foot in the case of landside visitors. Jet Quay is situated beside terminal 2 with its check-in facilities offered to premium passengers. The budget terminal serves the low income travellers. In total, the five terminals have a capacity of 70 m passengers in a year. But this is expected to rise following the expansion of the budget terminal. Terminal 3: http://www.changiairport.com/changi/en/airport_guide/Fly_SQ_from_T2_T3.html Baggage collection point is also a new and sophisticated feature that is implemented in the new master plan of the airport, which includes terminal 3. Underground tunnels interconnected and operating at a speed of 25km/h enable the transfer of baggage between the different terminals (Tilstra, 2004, p 11). Effective utilization of this service is important and monitoring of the service for effective handling of the baggage for future capacities is also needed to be considered. Also, the volume of cargo handled is 1.86mn tonnes in 2008 (cai.sg, nd, p 6). http://apps.changiairportgroup.com/entertainment/interactivemap/main_.htm Butterfly garden, Terminal 3: Terminal 3 began operating in January 2008 leading to the increase in the airport's yearly traveller capacity by 22 million. The terminal possesses 28 aerobridge gates, eight of them capable of managing the Airbus A380. The low-cost terminal was supposed to open in March of 2006. However, terminal between the runways and near the taxiways with appropriately planned gateways and extended runways would always be needed at this airport to handle the expected growth in the capacity and traffic with increase in the airside and landside infrastructure. iii. STRATEGY FOR DEVELOPMENT- 1. Privatisation and deregulation The adoption of deregulation measures would result into much volatility in the airport activities especially on the part of traffic. The development of transfer airports which offer competition to one another would mean instability in the industry. As a result, deregulation of airports needs proper planning, management, and a design that accounts for the need for flexibility. This is necessary to address the effects of the dynamic nature of the business environment. The two attributes are however a necessity in an attempt to free the industry from government controls. In the period of the last 120 years, the airline industry has made massive losses; they only survive because of government interventions. So leaving them on the hands of private developers may be a huge risk. As it was highlighted, the Changi airport is under the control of the government of Singapore. Changi Airport Group was formed on 1 July 2009 as a result of the corporatisation of Singapore Changi Airport.As the airport company managing Changi Airport, one of the world's best airports, Changi Airport Group undertakes operational functions focusing on airport operations and management, commercial activities and airport emergency services.Through its subsidiary Changi Airports International, the Group invests in and manages foreign airports to spread the success of Changi Airport far and wide (Media Release, 2009). iv. CONCLUSION- The Changi Airport appears to have taken a very sound developmental approach. From its onset at 1981, it has grown to reach high respectable levels. This can be attributed to prudent planning and execution of developmental programs aimed at the expansion and revitalization of the airport with a view to gaining a competitive edge in the industry. The Changi Airport, established in 1981, has made profound steps that have positioned it on the world map. The management of the airport has been top notch as reflected in what they have been able to achieve in the industry given its competitive nature and the ever changing environmental conditions in regards to business. With the recently developed master plan, the company has been implementing its proposals using a very forward oriented approach, this stands to take the company to greater heights. It has added two world class terminals 2 & 3 with retail outlets, etc. which are found to handle most of the traffic and their requirements. There is still scope for improvement to the Master Plan with the underutilized runway (02L/20R), parking provisions, baggage and departure handling, provision of additional runway(s) with a possibility of converting the Military base to airfreight base and constructing another (fourth) runway in the available land space nearby as evident from the Master Plan. These may be considered for future enhancements to the Master Plan to handle the expected traffic to the place as the world business environment is fast changing, and alterations to the way things are currently handled might be considered. The need for liberalisation, limiting the activities that governments engage in, privatisation and the deregulation measures are a step in this direction. Also, the plan can be improvised by considering the future changes in weather conditions and cost analysis owing to the climatic, technical and economical conditions with considerations for future requirements. References- 1. Tilstra, Mark. 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