At Routes World in Frankfurt, Germany, Omololu Olumuyiwa, Managing Editor of Travelscope Magazine, engaged Tay Cheng Cheng, Vice President, Corporate & Marketing Communications, Singapore Changi Airport, in a conversation about the philosophy that drives Changi’s success, its long-term development strategy, the importance of collaboration with airline partners and the investments shaping its future and the airport’s continuing commitment to excellence in international aviation.
In this interview, Tay offers insights into the airport’s approach to maintaining its competitive edge, enhancing passenger experience and strengthening its position as a major gateway between Asia and the world. Excerpts:
* Singapore Changi Airport is consistently recognised among the world’s leading airports. From your perspective, what are the fundamental factors that distinguish Changi from other major international airports?
Changi’s strength comes from combining strong global connectivity and reliable operations with a passenger experience that is seamless, efficient and, welcoming. Today, Changi connects Singapore directly to about 170 cities, with close to 100 airlines operating about 7,000 flights each week. global aviation hub, giving travellers and businesses convenient access to markets around the world while enabling Changi to serve as a key gateway between the Asia region and the rest of the world. What sets Changi apart is how the entire airport community works together to deliver one Changi experience. Passengers may interact with many different organisations during their journey, but our shared goal is to make that journey feel seamless and stress-free. Beyond operational efficiency, we continually invest in enhancing passenger experience. Changi Airport is designed not simply as a place passengers pass through, but one that people can enjoy. Travellers can browse a wide range of retail offerings, enjoy local and international dining, explore gardens and attractions, or simply find comfortable spaces to relax between flights. It is this balance of operational fundamentals and thoughtful experiences that distinguishes Changi.
* What is the long-term vision guiding Changi Airport’s development, and how do you intend to sustain its global reputation in an increasingly competitive aviation industry?
Our long-term vision is to ensure Changi Airport remains a leading global aviation hub and key gateway to Asia and the world. To achieve this, we believe in planning ahead and working closely with our airline partners and the wider airport community to meet growing demand, while continuing to evolve with the needs of travellers. In the nearer term, we are investing in upgrading existing terminals and airside infrastructure to increase capacity, as well as leveraging technology to enhance operational efficiency and productivity. To meet future demand, we are developing a new Terminal 5. Terminal 5 is expected to add a handling capacity of about 50 million passengers a year in its first phase when it opens in the mid-2030s. The increased capacity will create headroom for airlines to grow and expand connectivity.
* Changi is renowned for its exceptional passenger experience. What specific measures do you take to ensure that travellers feel welcomed, comfortable, safe, and valued throughout their journey?
A good passenger experience is not one-size-fits-all. Different travellers have different needs, so we design the Changi Experience around both seamless and stress-free journeys. We look at the entire passenger journey, from arrival at the airport to check-in, immigration, security, boarding and transfers. Safety and security are the foundation. Beyond that, we aim to delight travellers with positively surprising experiences that make their time at the airport enjoyable and memorable through a wide variety of retail offerings, as well as our gardens and attractions. We complement this with inclusive facilities and services. Special Assistance Lanes that allow passengers using wheelchairs to clear immigration independently and enabling families with young children to go through together. For travellers with reduced mobility, we recently introduced autonomous wheelchairs in the transit area which offer suitable passengers greater independence along predefined routes, with safety features and remote monitoring. Among other initiatives are facilities like a Calm Room for neurodivergent travellers and others with sensory sensitivities. The Calm Room provides a quiet, sensory-friendly environment to help manage travel-related stress and sensory overload.
* What role do attractions such as Jewel Changi Airport and its famous Rain Vortex play in strengthening the airport’s identity as a destination rather than simply a transit point?
Jewel has helped redefine what an airport can be. Instead of being simply a place that people pass through, Changi is also a place where people choose to spend time. Jewel brings together nature, retail, dining, attractions and traveller facilities, with its Rain Vortex and Forest Valley creating an experience that has become a key icon of Changi Airport. Attractions such as Canopy Park on the topmost floor of Jewel, alongside a wide range of shopping and dining options, broaden its appeal to travellers and local visitors alike.
For passengers, aviation facilities such as early check-in and baggage storage also make it easier to experience Jewel as part of their journey. Together with the experiences across destination in its own right.
* How important is Changi Airport to Singapore’s position as a global centre for business, tourism, trade, and international investment?
As a city-state with a small domestic market, Singapore depends heavily on international trade and business to its economic competitiveness. Changi provides that connectivity and links Singapore directly to about 170 cities and provides the access needed for tourism, business travel, trade and investment. This includes cargo movement. Changi handled 1.66 million tonnes of airfreight in the first nine months of 2026, supporting the transportation of time-sensitive and high-value goods such as electronics, pharmaceuticals and perishables.
* What strategies have helped Changi attract international airlines and strengthen air connectivity between Singapore and destinations across the world?
We take a long-term, partnership-based approach to route development. Before a service is launched, we work with airlines to understand the market, identify traffic flows and build the commercial case. After launch, we continue supporting route promotion, demand development and the sustainable growth of frequencies and capacity. Our objective is not simply to add points to the network, but to build commercially sustainable links that create value for airlines and travellers.
* How will Changi’s future expansion, including Terminal 5, strengthen Singapore’s position as a leading international aviation hub?
Terminal 5 is a long- global aviation hub. When its first phase opens around the mid-2030s, it is expected to add capacity for about 50 million passengers a year, increasing Changi’s total annual handling capacity from around 90 million today to approximately 140 million. Terminal 5 forms part of the wider 1,080-hectare Changi East development, which also includes a three-runway system, underground passenger and baggage tunnels, and expanded aviation and cargo facilities. It will give existing and new airlines room and flexibility to grow their networks, while helping Changi operate as an integrated air hub.
Technology, automation and resilient design will be built into its operating model to address future challenges such as manpower constraints, an ageing population, climate change and public-health risks. T5 will give Changi the capacity and capabilities to capture future growth, deepen come.
* How are technology and innovation helping Changi deliver a seamless, efficient, and memorable experience from check-in to boarding?
At Changi, digital and automated solutions help passengers move more seamlessly from check-in to boarding. Before arriving at the airport, travelers can use the Changi App’s Save flight feature to receive real-time updates on their flight status, departure terminal, check-in row, boarding time and gate changes. Flight Live Activities displays these updates directly on the phone’s lock screen from three hours before departure until one hour after arrival. At the terminal, Changi’s Fast and Seamless Travel services include automated check-in kiosks and automated bag-drop facilities, giving passengers greater control over check-in. Eligible passengers can then clear automated immigration gates using facial and iris scans and board through automated boarding gates using facial recognition, reducing the need to repeatedly present travel documents. Behind the scenes, Aircraft 360 uses computer vision, artificial intelligence and predictive analytics to monitor aircraft-turnaround activities in real time and alert airport partners to potential delays. Fully driverless autonomous tractors also transfer baggage between terminals under remote supervision. Together, these tools help move passengers, bags and aircraft more efficiently, while allowing airport employees to focus on service and situations that require human judgement.
* What role does Changi play in developing Singapore’s tourism industry, encouraging longer visitor stays, and attracting international business travellers?
Connectivity is one of Changi’s most important contributions to tourism and business travel. A broad airline network makes Singapore accessible from major cities and emerging markets, while frequent services give travellers greater flexibility in planning their trips. The airport also serves as a first and last impression of Singapore. Its gardens, architecture, local and international dining, retail, cultural displays and Jewel offer travellers an introduction to the destination. For transit passengers with suitable itineraries, the airport’s connectivity and proximity to the city can also support stopovers and visits to Singapore. We work closely with airlines, tourism partners and the wider travel industry to promote Singapore and strengthen travel demand. In key markets such as China, Indonesia, India and Australia, our in-market demand-generation efforts help inspire travel, raise awareness of Singapore and Changi, and support sustainable passenger growth.
* How is the airport preparing for the operational and infrastructure demands associated with the industry’s transition towards more sustainable aviation?
For Changi, growth and sustainability cannot be planned separately. As we expand capacity, we need to find ways to accommodate more passengers and flights while reducing the environmental impact of our operations. Our sustainability approach focuses on reducing carbon emissions, improving resource efficiency and working with the airport community across our value chain. CAG has set a target to reduce Scope 1 and 2 carbon emissions by 20% by 2030 from a 2019 baseline, with the longer-term ambition of achieving net zero by 2050. We are improving building energy efficiency, expanding the use of renewable energy, electrifying suitable airside vehicles and applying more circular approaches to water and waste. Sustainability needs to be embedded in how we plan new capacity and renew existing infrastructure, so that Changi can grow while becoming more efficient and reducing its environmental footprint.
* What are the most significant challenges facing major international airports over the next decade, and how is Changi preparing to address them?
Airports will have to manage growing traffic while dealing with aircraft and manpower constraints, geopolitical uncertainty, climate risks, cybersecurity threats and rising expectations for service and sustainability. They must also renew ageing infrastructure while continuing to operate safely and reliably.
At Changi we will focus on growing a diversified network, invest in infrastructure and the necessary technology to ensure operational reliability, provide for future capacity to meet increasing demand, as well as build close working partnerships with our airport community.
* What practical steps could an African airport take today to improve passenger satisfaction, operational efficiency, international connectivity, and commercial performance, even with limited resources?
It all starts from who we are serving. Understanding customer needs is fundamental, along with ensuring operational efficiency for a smooth and seamless travel experience. Managing an airport is like conducting an orchestra-being able to bring all the different players within the airport ecosystem together is key to the successful delivery of a good airport experience for travellers.
