FORGING A 
SUSTAINABLE
CHANGI
Sustainability Report
2021 – 2022

CONTENTS
INTRODUCTION
CAG’s Sustainability Approach
1	
Introduction
1	
CAG’s Sustainability Approach
2	
Materiality Assessment
3	
Sustainability Highlights
4	
Chairman & CEO’s Message
8	
Stakeholder Engagement 
9	
Contribution to the UN SDGs
10	
CAG’s Sustainability Targets 
Material Matters 
11	
Environmental Sustainability and Resilience
20	
Emissions Management 
29	
Waste Management
33	
Water Management
37	
Fair Employment Practices
41	
People Development
46	
Community Involvement 
52	
Passenger Experience
57	
Contribution to the Economic Development of Singapore
62	
Airport Safety
68	
Good Corporate Governance
73	
APPENDIX A: GHG Emissions Quantification Methodology 
77	
APPENDIX B: UN SDGs Index 
78	
APPENDIX C: GRI Content Index

INTRODUCTION
Changi Airport Group (Singapore) 
Pte Ltd (CAG) was formed on 16 June 
2009 and the corporatisation of 
Changi Airport followed on 1 July 2009. 
As the company managing Changi 
Airport, CAG undertakes key functions 
focusing on airport operations and 
management, air hub development, 
commercial activities, engineering and 
airport emergency services. 
This report communicates CAG’s 
sustainability vision, approach and 
outcomes from financial year 2021/22. 
It is intended to capture and measure 
progress, as well as drive overall 
sustainability actions across Singapore 
Changi Airport, as we work with our 
stakeholders to build a sustainable 
Changi together. 
Reporting Scope 
This report covers the assets and 
operations under CAG’s business 
control at Singapore Changi Airport 
for the period of 1 April 2021 to 31 
March 2022, unless otherwise stated. 
The scope covers our activities across 
the four passenger terminal buildings, 
Changi Airfreight Complex and the 
aircraft operating areas of Changi 
Airport. The four terminal buildings 
will be referred to as Terminal 1 (T1), 
Terminal 2 (T2), Terminal 3 (T3) and 
Terminal 4 (T4) in this report.
Reporting Framework
This report has been prepared with 
reference to the Global Reporting 
Initiative (GRI) Standards. CAG 
has selected the GRI Standards as 
they are a leading global standard 
for sustainability reporting. Where 
relevant, we have also applied 
disclosure requirements and the 
guidance set forth by GRI Airport 
Operators Sector Disclosures, to offer 
more comprehensive and relevant 
information.
CAG also continues to map and 
report Changi Airport’s contributions 
to the United Nations Sustainable 
Development Goals (UN SDGs), which 
seek to address the most significant 
challenges facing our world today. 
Reference has been made to two 
guidance documents, namely (i) 
Business Reporting on the SDGs, 
published by the GRI and UN Global 
Compact; and (ii) Aviation: Benefits 
Beyond Borders, published by the Air 
Transport Action Group, to show how 
the aviation industry can support and 
achieve the SDGs.
No external assurance was sought on 
this report.
CAG’S SUSTAINABILITY APPROACH 
CAG believes that sustainability is a 
key enabler and an integral part of 
our business and long-term success. 
Sustainability principles are integrated 
and practised across all levels of the 
organisation. Every individual in CAG 
plays an important role in contributing 
to sustainable development.
Board of Directors
The Board sets the tone from the 
top of the organisation and holds 
ultimate accountability for integrating 
sustainability efforts across CAG.
Management Committee
Our Management validates CAG’s 
material sustainability matters and 
directs our sustainability strategies, 
policies, practices and targets. 
They monitor CAG’s sustainability 
performance and provide periodic 
updates to the Board.
Environment Steering Committee
Chaired by Managing Director, 
Engineering & Development, the 
Environment Steering Committee 
(ESC) comprises senior representatives 
across CAG’s Clusters and Divisions.
The ESC endorses sustainability 
initiatives, reviews CAG’s 
sustainability performance and drives 
improvements to CAG’s sustainability 
processes. The ESC also oversees and 
provides key sustainability updates to 
senior management regularly.
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CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

MATERIALITY ASSESSMENT 
Material sustainability issues are 
defined as matters that significantly 
impact CAG and our key stakeholders. 
The Materiality Assessment enables 
us to identify and prioritise our critical 
sustainability matters.
The Materiality Assessment is a three-
step process:
Identification
An extensive list of potential material 
sustainability topics was determined 
through the following means:
Stakeholder Engagements
•	 Internal focus group discussions 
provided insight into the sustainability 
impact of CAG’s various business 
activities.
•	 Daily interactions and corporate 
engagements identified the 
needs and expectations of airport 
stakeholders.
Industry Scan and Peer Evaluation
•	 CAG’s peers in the global aviation 
industry, as well as local companies 
and sustainability leaders, reported 
broad sustainability topics.
Value Chain Review
•	 Identified CAG’s sustainable value 
drivers based on its business model 
and core competencies, from a value 
chain perspective.
Media Analysis
•	 Identified emerging sustainability 
risks, opportunities and hotbed 
trends.
•	 Monitored CAG-specific and aviation-
related developments.
Prioritisation
CAG’s Management Committee 
prioritised sustainability matters with 
the greatest impact to CAG and its 
stakeholders.
A materiality workshop, involving 
a focus group discussion, ranked 
material sustainability matters 
based on their significance to CAG 
on a strategic level and relevance 
to stakeholders and society. 
These encompass economic, 
environmental, social and corporate 
governance matters that influence 
the assessments and decisions of 
stakeholders.
Validation
The Management and Environmental 
Steering Committees validated 10 
Sustainability Matters as material to 
CAG. They ensure that CAG’s clusters 
validate, communicate and embed 
sustainability priorities at all levels.
1
2
3
2
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3
ENVIRONMENTAL
SOCIAL
GOVERNANCE
work-related 
fatalities 
amongst 
employees
most attractive 
employer by 
Randstad for the 8th 
consecutive year
Zero carbon 
growth until
2030, capping 
absolute carbon 
emissions at 
2018 levels
Recipient of 
Community 
Chest 
Volunteer 
Partner 
Award 2021
CAG’s 
inaugural 
climate 
resilience 
study mapped
climate impacts 
up to 2050.
decrease in 
overall water 
consumption
of waste diverted 
from incineration
Ranked
Anti-Bribery 
Management 
System (ISO 
37001) Certified
Won Gold 
Award in
HR Excellence 
in Crisis 
Management 
and Recovery
0
Top 3 
Winner in 
Aviation, 
Transport & 
Supply Chain 
Category in 
S100 Leading 
Graduate 
Employers Awards
5.9% 
11% 
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22
SUSTAINABILITY 
HIGHLIGHTS

Amidst another year of ongoing change 
brought about by the Covid-19 pandemic, 
CAG sustainability framework continued 
to guide the airport community to focus 
on keeping Changi Airport safe and fully 
operational. 
Working closely with our airport partners, CAG 
advanced our environmental, economic and 
social goals, as well as delivered on our mission 
to safely and sustainably connect Singapore to 
the world. Underpinning our efforts were bold 
commitments to cap carbon emissions, prepare 
the airport for climate impacts, and leverage 
technology to promote a digital-ready work 
environment. CAG’s spirit of innovation extended 
to our community engagements, as we enabled 
our employees to transition from face-to-face 
to virtual volunteering with our community 
partners. We were heartened that Changi 
Airport continued to create positive customer 
and community experiences.
Leading the charge to reduce Changi’s 
environmental footprint 
CAG has reaffirmed our commitment to 
reduce carbon emissions and increase resource 
efficiency in our processes. We have committed 
to capping CAG’s absolute carbon emissions 
at 2018 levels until 2030 whilst aspiring to net-
zero carbon emissions by 2050, even as we 
prepare to welcome greater passenger volumes 
than before the pandemic.
Making aviation more sustainable is, at its 
core, an energy issue. In this regard, CAG has 
upgraded and replaced our air-conditioning 
systems with best-in-class energy efficient 
models. We have also trialled technologies 
that reduce building heat loads, as well as 
installed automated building control and 
sensor systems to manage our air-conditioning 
and lighting. To transition to cleaner energy, 
we are evaluating additional solar deployment.
With our aviation partners, CAG initiated 
operational and commercial assessments on 
the uplift of Sustainable Aviation Fuel (SAF). 
We are facilitating operational trials of SAF 
by Singapore Airlines and Scoot this year. We 
have also progressively installed electric vehicle 
chargers on the airside and are engaging our 
partners on developing the next phase of 
vehicle electrification infrastructure at Changi 
Airport. 
Enhancing Changi’s resilience to climate 
impacts
Enhancing our airport infrastructure and 
adapting our operations continue to be a 
priority for CAG as we adjust to the impact 
of climate change. CAG’s climate resilience 
strategy employs an adaptive climate risk-
based management approach, maintaining 
a balance between incremental adaptation 
changes and strategic step changes in asset 
investments. 
To further bolster our climate resilience, CAG 
embarked on a detailed assessment of the 
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CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22
CHAIRMAN &  
CEO’S MESSAGE

5
impacts of evolving climate factors, such as 
rising ambient temperatures and greater 
rainfall intensity. We have mapped our risks 
up to 2050 for airport-wide adaptation and 
are developing solutions to address them. 
For instance, in response to increased 
rainfall, we have expanded our drainage 
network and installed sensors linked to a 
real-time data dashboard for better flood 
risk management.
Enhancing the connectivity and 
capabilities of the Changi Aviation Hub
We remain focused on growing Changi’s 
air connectivity and ensuring safe air travel. 
In the past financial year, we welcomed 
four new passenger airlines (Gulf Air, 
HK Express, STARLUX, and ZIPAIR), one 
new freighter operator (Tasman Cargo 
Airlines) and established two new city 
links to Bahrain and Vancouver. To 
enhance our air cargo hub capabilities, 
we have adopted industry best practices 
in transporting special cargo such as 
perishables. A significant achievement 
for CAG was attaining the International 
Air Transport Association (IATA) Centre 
of Excellence for Independent Validators 
(CEIV) Fresh certification in partnership 
with key stakeholders in Southeast Asia. 
The Covid-19 pandemic has highlighted 
the importance of continued vigilance 
over cross-border travel, especially as 
passenger traffic steadily recovers. To 
ensure safe air travel during the peak of 
the Delta variant spread, we implemented 
measures to limit the inter-mingling 
of inbound passengers, such as zonal 
segregation within the transit area and 
differentiated measures for local visiting 
the airport. We worked with Singapore’s 
health authorities to ensure our staff 
were well-trained on safe management 
protocols and were equipped with 
personal protective equipment to work 
safely in the airport. 
CAG’s Airport Emergency Service invested 
in new firefighting vehicles to augment its 
contingency response capabilities. They 
also conducted 5G technology trials for 
sea operations, to improve the timeliness 
and quality of information transmitted to 
decision-makers.
CAG will continue to find new solutions and 
evolve our measures to ensure that Changi 
Airport remains well-positioned to serve our 
customers and strengthen our competitive 
edge globally.
Empowering our people to drive 
change
We recognise that CAG’s continued success 
is built upon our people, extending from 
employees to workers across the airport 
community. Not only do we seek to attract 
and retain talent dedicated to creating 
innovative and sustainable solutions, we 
also empower them to achieve their fullest 
potential. 
To emerge stronger from this crisis, CAG 
continued to build agile mindsets and 
prepare them for the future of work. 
Named FutureReadyMe, the programme 
focuses on embedding new digital skillsets 
to enable innovation and transformation 
within the organisation. Employees were 
guided to translate learning into direct 
application to their work by developing 
in-house apps through applying the tools 
they have learnt. This applied learning 
focus accelerates professional growth of 
our people and brings about tangible 
value-adding outcomes for the individuals, 
their teams and CAG.
To ensure continual focused efforts in 
our employees’ professional growth 
while making a purposeful impact to 
CAG’s effort to grow Singapore’s air hub, 
CAG established the Airside Professional 
Shift Team, a specialised unit trained to 
respond to contingencies, drive efficient 
resource allocation for optimising aircraft 
movements and promote airside safety. 
A 6-month upgrading programme was 
launched to equip our employees with the 
skillsets and competencies to make real-
time decisions in an increasingly complex 
airside environment, ensuring they are well 
placed to meet Changi Airport’s challenges 
in the next phase of air traffic recovery and 
growth.
Despite the challenges of Covid, CAG 
remained steadfast in cultivating an 
organisation that cares for the community 
by creating opportunities for employees 
to give back to society via its philanthropic 
arm, Changi Foundation. To build on our 
longstanding partnership with Metta 
Welfare Association, CAG volunteers 
developed programmes and helped 
their special needs artists expand 
their public speaking skills, which they 
displayed through a virtual art fair and a 
textile donation drive. We look forward 
to expanding our efforts to support even 
more needs in our community.
To ensure that Changi is an inclusive 
workplace for employees and airport for 
travellers, CAG introduced the CARE@
Changi Programme to better serve our 
customers with health conditions or 
disabilities that may not be outwardly 
visible. A Care Ambassador Training 
Programme was set up to equip frontline 
staff to recognise and offer support to 
customers with specific needs across our 
passenger terminals.
Forging a Sustainable Changi
We would like to thank all CAG employees, 
our airport community and industry 
partners in the public and private sectors 
who have supported and contributed to 
Changi Airport’s sustainability, operational, 
and community endeavours this past year. 
As global travel recovers, we look forward 
to working with our aviation community 
on innovative and collaborative solutions 
to address the complex environmental 
challenges facing our world. We are 
confident that we will have even greater 
opportunities to achieve shared success.
Let’s move forward together to forge a 
stronger culture of sustainability across 
Changi Airport by championing our goals 
of protecting our environment, touching 
lives and connecting communities. 
TAN GEE PAW	
Chairman
LEE SEOW HIANG	
Chief Executive Officer
CHAIRMAN &  
CEO’S MESSAGE
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STAKEHOLDER 
GROUPS
INTERESTS
ENGAGEMENT 
METHODS
CAG EMPLOYEES
•	 Employee Well-Being
• 	Recognition schemes (e.g. Core Value Awards)
•	 Employee engagement and pulse surveys
•	 Participatory dialogue — Townhall
•	 Wellness programmes
•	 In.Touch Mobile App — Intranet
•	 Employee Development
•	 Employee orientation sessions
•	 Formal skills training
•	 Annual performance & development reviews
•	 Self-directed online learning
•	 In.Touch Mobile App and electronic direct mailers
•	 Innovation
• 	Innovation workshops and in-house talks
•	 Occupational Health and Safety
• 	Safety Management Systems
•	 Emergency drills (e.g. Exercise Northstar, Exercise Bobcat)
•	 Safety audits
• 	Corporate Governance
•	 Key and ad-hoc committees and working groups
•	 Internal audits and inspections
•	 Anti-Bribery Management System
• 	Compliance with Statutory/  
Legal Requirements
• 	External audits
CONTRACTORS & SUPPLIERS
• 	Compliance with Legal 
Requirements and CAG’s 
Standards
• 	Supply Chain Management
• 	Procurement policies and tendering procedures
•	 Compliance audits
•	 Quality Service Management training
•	 Recognition awards (e.g. Annual First Class Service Act)
•	 Supplier evaluation
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22
STAKEHOLDER 
ENGAGEMENT

7
STAKEHOLDER 
GROUPS
INTERESTS
ENGAGEMENT 
METHODS
AIRPORT BUSINESS  
PARTNERS
•	 Airport Planning and 
Development
•	 Business Continuity Planning
• 	Forums and conferences (e.g. Changi Aerodrome Operational Safety Forum, Sustain-
able Changi Conference)
•	 Regular and needs-based meetings (e.g. Changi Airport Airside Operational and 
Safety Committee meetings)
•	 Consultations (e.g. Singapore Changi Airport Operations Committee)
•	 Airport Safety and Security
•	 24/7 in-house Airport Emergency Services
•	 Online safety reporting and incursion apps (In.Touch, iFeedback, SWEETmini, RIPPLE)
•	 24/7 hazard reporting hotline
•	 Customer Feedback
• 	Sharing of survey results and findings
•	 Recognition of Airport 
Community Contributions 
• 	Annual Airport Celebration
•	 Airport Safety Awards
•	 Extra Mile Awards
• 	Collaborative Innovation
•	 Trials to test new technologies
• 	Compliance and Corporate 
Governance
• 	Airport orientation programmes
•	 Control centres
•	 Aerodrome safety audit
PASSENGERS & VISITORS
• 	Passenger Experience and 
Satisfaction
• 	Customer service (e.g. information counters, mobile Changi Experience Agents)
•	 Real-time Instant Feedback system 
•	 iChangi one-stop app for flight, airline and airport information
•	 Fault reporting hotline
• 	Airport Attractions
• 	Festive and themed events
•	 Retail and F&B offers and incentives
•	 Web and social media platforms (Changi Media Centre)
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22
STAKEHOLDER 
ENGAGEMENT

8
STAKEHOLDER 
GROUPS
INTERESTS
ENGAGEMENT 
METHODS
GOVERNMENT & REGULATORS
•	 Airport Planning and 
Development
• 	Dialogue with government ministries and agencies
•	 Participation in regional groups
•	 Compliance
•	 Reporting to CAAS and statutory agencies in compliance with regulatory 
requirements
•	 Contribution to Singapore’s 
National Objectives
• 	Consultative meetings and briefings with CAAS, the Ministry of Transport and 
relevant government agencies
NON-GOVERNMENTAL  
ORGANISATIONS
• 	Networking
• 	Forums and conferences
• 	Collaboration and Partnerships 
• 	Joint exhibitions and meetings 
MEDIA
• 	Airport Developments and 
Features
• 	Media briefings and airport visits
•	 Meetings with key media outlets
•	 Press releases and publications (e.g. Annual Report, Sustainability Report)
COMMUNITY
• 	Contributions to the Wider 
Community
• 	Changi Foundation programmes
•	 Employee volunteerism and collaborative CSR via partner engagement
•	 Curriculum advisory support for tertiary institutions and the Singapore Aviation 
Academy
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22
STAKEHOLDER 
ENGAGEMENT

9
KEY PRIORITY AND IMPACT AREAS
HIGH PRIORITY AND IMPACT AREAS
CAG mapped each of its material sustainability matters to the SDG targets. This exercise enables CAG to identify area where its 
activities have a direct or indirect impact on the SDGs, and CAG’s priorities in the short, medium and long-term. 
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22
CONTRIBUTION  
TO THE UN SDGS

10
MATERIAL MATTERS
TARGETS
PERFORMANCE FY21/22
Energy and Emissions Management
Achieve zero carbon growth until 2030, capping absolute emissions at 2018 
levels
On Track
Maintain Airport Carbon Accreditation (ACA) Level 3 certification
Achieved
Energy and Emissions Management
Maintain ISO 14001:2015 certification
Achieved
Waste Management
Water Management
People Development 
All employees to attend at least one training programme yearly 
On Track
Community Investment
Achieve 25% staff volunteerism rate by FY 2025/26
On Track
Achieve 3000 volunteer hours yearly by FY 2025/26
On Track
Offer at least 80 job attachments to youth beneficiaries from FY 2025/26 
onwards
4
Engage 35 airport partners in Changi Foundation programme by FY 2025/26
1 
Passenger Experience
Achieve good yearly performance for the Customer Satisfaction Index of 
Singapore (CSISG)
81.7 out of 100 (Year 2020)
Contribution to the Economic 
Development of Singapore
Complete Terminal 2 expansion project
On Track
Build capacity ahead of growth with Terminal 5 planning and development
Ongoing effort
Airport Safety
Achieve zero employee work-related fatalities yearly 
Achieved
Achieve yearly deficiency-free rating from the International Federation of Air 
Line Pilots’ Association (IFALPA)
Achieved 
Corporate Governance 
Zero employee work-related fatalities
Achieved
Zero tolerance for non-compliance with laws and regulations
Existing policy
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22
CAG’S SUSTAINABILITY TARGETS

COMMITTED  
TO CREATING  
A SUSTAINABLE 
FUTURE
ENVIRONMENTAL 
SUSTAINABILITY  
AND RESILIENCE 
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22
11

12
Our Environmental Policy 
Proactive engagement and open 
communication across the airport 
community are key to CAG’s sustainable 
development efforts. To successfully 
implement our environmental 
policy, CAG continually integrates 
environmental developments into the 
guidelines and policies for all Changi 
Airport stakeholders, including tenants, 
contractors and suppliers. Stakeholder 
events and regular circulars provide 
timely updates about our environmental 
goals, policies and best practices. 
To encourage environmental action 
within CAG, we promote green 
procurement decisions and conduct staff 
engagement activities on environmental 
conservation.
CAG participates actively in various 
global airport working groups which 
focus on sustainable development, 
including the:
•	
Airports Council International 
(ACI) World Environment Standing 
Committee, which interfaces with 
the International Civil Aviation 
Organisation on environmental issues 
across the aviation industry;
•	
ACI Asia-Pacific Regional 
Environment Committee, where 
CAG’s Vice President of Environment 
& Sustainability is currently serving as 
Vice-chair; and
•	
ACI Airport Carbon Accreditation 
Taskforce.
To ensure that our environmental policy 
translates into action, CAG uses our 
Environmental Management System to 
monitor the Changi Airport community’s 
environmental performance and 
progress.
Our Environmental Management 
System 
CAG’s Environmental Management 
System (EMS) is a systematic and 
robust process that uses a risk-based 
approach to ensure environmental risks 
are identified, managed and controlled 
holistically within the airport and across 
our supply chain.
CAG’s EMS is ISO 14001:2015 certified 
and follows the ISO ‘Plan-Do-Check-
Act’ management principle. As this 
continual system improvement 
process incorporates the latest 
innovative developments, CAG is able 
to remain robust in its environmental 
management.
CAG strongly advocates instilling a 
culture of sustainability awareness and 
shared ownership amongst employees 
and airport stakeholders to effectively 
manage and minimise the impact of 
environmental risks across its operations. 
In line with this, CAG employees are given 
the responsibility to source for and procure 
more sustainable systems and products as 
detailed in subsequent chapters. 
CAG’s Environment Steering 
Committee 
CAG’s Environment Steering Committee 
drives the integration of environmental 
efforts into Changi’s core mainstream 
operations, in line with our sustainability 
targets. Chaired by Managing Director, 
Engineering & Development, the working 
group comprises representatives from 
every CAG Cluster. The group meets 
every quarter to track CAG’s progress, 
conduct long-term environmental 
strategic planning and provide regular 
sustainability updates to senior 
management.
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

PROCUREMENT
GREEN
FEATURE STORY
CAG adopts a lifecycle approach in 
our green procurement. We prioritise
sustainable design, reuse of materials, 
environmentally-sound operational 
procedures and green waste 
management.
To drive green procurement at an 
enterprise level, CAG introduced a 
new Price-Quality-Environment 
scoring criterion for evaluating 
procurement categories that cover 
more than half of CAG’s overall 
expenses. A minimum weightage for 
this environmental criteria has been 
mandated for selected categories. 
This signals to suppliers the demand 
for green alternatives and encourages 
a shift towards more holistic 
procurement decision-making.
CAG’s Green Procurement Policy 
specifies a preference for:	
•	
Suppliers who are able to 
demonstrate how their product/
service is sustainable throughout 
its life cycle; 
•	
Energy-efficient equipment with 
low greenhouse gas emissions;
•	
Design, operation, maintenance 
and disposal methodologies that 
minimise resource consumption, 
increase manpower productivity 
and reduce pollution;
•	
Suppliers who can collaborate with 
CAG in the innovation for low-cost 
green alternatives; and,
•	
Suppliers, products, works and 
services which are certified to be 
environmentally friendly.
CAG’s green procurement efforts to 
date include: 
•	
Building Design: We work with 
Environmental Sustainability 
Design Consultants to incorporate 
sustainable design principles 
in terminal buildings with 
procurement implications.
•	
Lighting: We procured the 
latest energy-efficient lighting 
technology to reduce emissions 
and appointed a supplier with a 
take-back programme to collect 
and recycle light bulbs to reduce 
waste.
•	
Certifications: CAG Engineering 
appointed suppliers certified in 
ISO 14001, an internationally-
recognised standards system for 
environmental management.
•	
Energy Efficiency: In our 
procurement of chiller 
replacements, we specified for 
Energy Performance Contracting 
firms had been certified by the 
Singapore Green Building Council 
and accredited by the Energy 
Services Company.
•	
Building Materials: We mandated 
that 50% of the concrete from 
demolished infrastructure in our 
aside repaving works be recycled.
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Community Engagement 
Sustainable Changi Conference 2022
On 17 March, more than 140 
representatives from 60 companies 
– including airport partners, such as 
airlines, ground handlers, tenants and 
suppliers – attended the Sustainable 
Changi Conference 2022. Discussions 
were centered on strategies for the 
airport community to build a more 
sustainable and resilient Changi as the 
industry recovers.
Our CEO, Mr Lee Seow Hiang,  
reiterated CAG’s commitment to 
sustainability in his opening address. 
The keynote address was delivered by 
the National Climate Change Secretariat 
– the Strategy Group responsible for 
coordinating Singapore’s domestic and 
international climate change policies 
under the Prime Minister’s Office.  
Guest speakers from SkyNRG, 
Netherlands Airport Consultants and 
Mandai Wildlife Group shared insights 
on sustainable aviation fuel, climate 
resilience and sustainable waste and 
water solutions. 
Supplier Days
During the year, CAG’s Legal & 
Compliance, Engineering and 
Development, and Corporate 
Information Technology teams hosted 
several Supplier Days to enhance  
our partners’ understanding of  
CAG’s legal and compliance 
requirements. We engaged over 50 
of our partner firms. Our tenants and 
concessionaires also attended regular 
CAG retail and F&B Quality Service 
Management training. We continue to 
liaise closely with our contractors and 
suppliers to improve the environmental 
performance across our supply chains.
CAG looks forward to continued 
collaboration with our airport partners to 
realise our common vision of building a 
Sustainable Changi. 
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

Foresight and early planning are critical 
to foster long-term climate resilience 
for Changi Airport, a critical component 
of Singapore’s infrastructure. CAG 
proactively seeks to bolster Changi 
Airport’s resilience to Climate Change, 
and minimise potential vulnerabilities 
and operational continuity risks. CAG’s 
Climate Resilience strategy is based on 
international standards and employs an 
adaptive climate risk-based management 
approach. 
BUILDING CHANGI 
AIRPORT’S CLIMATE 
RESILIENCE 
CAG maintains a balance between 
implementing incremental adaptation 
changes and making strategic step 
changes in asset investments. We define 
adaptation pathways to ensure timely, 
informed decision-making and reduced 
transition costs and exposures. We have 
comprehensively mapped our risks 
for airport-wide adaptations. Climate 
projections for Singapore are factored into 
operational procedures, design criteria 
and future procurement of systems 
identified at risk.
We developed risk thresholds and 
mitigation measures in five focus areas. 
Beyond these, government-led district-
wide measures will help mitigate against 
natural impacts, such as rising sea levels.
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CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

To handle projected increases in 
rainfall intensity and sea levels, 
we enhanced Changi Airport’s 
drainage network design by 
incorporating flood prevention 
measures around critical 
infrastructures. These included:
•	
Widening of drainage networks 
and building of water detention 
ponds and stormwater tanks;
•	
Increased capacity of stormwater 
tanks and pumping stations
•	
Building of flood barriers and 
raising of road levels, before and 
after underpasses; and
•	
Installation of flood monitoring 
systems for early preventative 
warnings.
INCREASING  
RAINFALL INTENSITY
RISING  
SEA LEVELS
1 
2 
BUILDING  
CHANGI AIRPORT’S 
CLIMATE RESILIENCE 
CONT’D
To protect Changi Airport against 
the combined effects of rising 
sea levels and storm surges, CAG 
installed a series of tidal gates 
and barriers. Terminal 5 at Changi 
East is being built on a higher 
platform, 5.5 metres above mean 
sea level.
Government-led efforts include 
raising Nicoll Drive’s road level, 
which will act as a levee
for flood protection. The PUB-led
City-East Coastline protection 
study will also provide additional 
district-level measures.
Active maintenance ensures that
Changi’s runways are properly
grooved to provide sufficient
friction for safe aircraft landings
and movement.
Although the groundwater table
is expected to rise in tandem
with sea levels and rainfalls,
Changi’s runways, taxiway
pavements, baggage tunnels,
airfield lighting and buoyancy of
underground structures have been 
deemed resilient. Given future 
projections, continued monitoring 
is critical
16
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

BUILDING  
CHANGI AIRPORT’S 
CLIMATE RESILIENCE 
CONT’D
5 
WIND  
SPEED AND 
DIRECTION
Wind speeds and direction 
are not expected to change 
significantly in Singapore. Pilots 
have been trained and aircraft 
are designed to withstand the 
thresholds experienced in Changi.
Changi Airport’s air-conditioning
systems have sufficient built-in 
buffers to cope with rising ambient
temperatures. We have also located
temperature-sensitive equipment, 
such as baggage screening 
machines, in climate-controlled 
environments. Climate change 
projections on temperature are 
factored into our design of future 
airport equipment and systems.
As higher temperatures pose 
greater risks to our outdoor 
HIGHER AMBIENT 
TEMPERATURES
INCREASING 
LIGHTNING 
FREQUENCY
3 
4 
To conduct lightning away safely 
and protect personnel working 
in the aircraft stands, we have 
implemented the following 
measures:
•	
Lightning shelters
•	
Lightning masts on apron flood 
lights
•	
Mandatory connections of 
earthing pits to aircrafts on 
arrival at the parking stands
•	
Bonding devices on passenger-
loading bridges
•	
Wireless headsets to protect 
personnel communicating 
with the control tower
•	
Underground wire mesh at 
aircraft stands
Ground handlers subscribe to 
NEA’s lightning warning system 
that sends alerts to their mobile 
phones. CAG will continue to 
work closely with our partners to 
train and enhance our personnel’s 
awareness of lightning safety 
procedures.
workers, CAG will continue to work 
with our partners to automate our 
processes to reduce heat stress. 
The use of proper sun protection 
for workers will also be strongly 
encouraged.
The impact of Singapore’s 
temperature projections on aircraft 
performance during landing and 
take-off was analysed and deemed 
low. Changi’s runway lengths are 
sufficient to provide the aircraft lift 
needed for normal operations.
17
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

FEATURE STORY
As Changi Airport is a critical 
infrastructure for Singapore’s global 
connectivity and economy, one of our 
top priorities is climate resilience. 
The increasing prevalence of extreme 
weather events brought about by 
climate change has been a growing 
concern. 2021 was Singapore’s second 
wettest year on record. Annual total 
rainfall was reportedly 33% higher 
than the long-term average, with 
January recording the most rain in 
over a century. Heavy rainfalls can have 
dire impacts on airport operations and 
safety as they can cause overflowing 
drains and flash floods. These, in turn, 
disrupt aircraft, parking stand and 
runway operations, potentially causing 
moving planes to skid. 
In recent years, Changi Airport 
has implemented various anti-
flood measures to boost climate 
resilience. Airport facilities are built 
on higher ground above mean 
sea level and its drainage system, 
which has been around since the 
1970s, has undergone upgrades. In 
2016, a 540,000m3 detention pond 
– equivalent to 216 Olympic-sized 
swimming pools – was constructed to 
better regulate the discharge of water 
collected from the Changi North 
catchment areas into the sea. 
New sensors provide real-time 24/7 
drain monitoring in real-time
In 2021, CAG’s Engineering and 
Development (E&D) team installed 
11 new solar-powered monitoring 
sensors at strategic drainage network 
locations to boost flood protection. 
This especially critical as air traffic 
returns to pre-pandemic levels. 
Fitted with closed-circuit television 
cameras, these sensors use radar to 
enable real-time tracking of water 
levels and water build-up rates in the 
MITIGATING  
FLOOD RISKS AT 
CHANGI AIRPORT
drains and detention pond. Particular 
attention is also paid to an outlet 
drain located south of the airport’s 
aerodrome, as its narrowly-spaced 
grilles trap debris more easily, which 
impedes water flow and presents 
greater flood risks.
When water level in a drain 
exceeds 60%, its security grilles are 
automatically lifted to release water 
like a dam. An alert is also sent to the 
E&D team to assess the situation and 
direct specific action to alleviate flood 
risks. 
“Google-styled” drainage map 
enables quick action
With its growing network of sensors 
and need to deploy rapid remedial 
action very quickly especially during 
the monsoon season, the E&D team 
challenged themselves to design a 
dashboard that would allow its team 
members to more effectively monitor 
drain water levels. 
Drawing inspiration from Google 
Maps, which uses colour coding to 
reflect road congestion severity, the 
team developed CAG’s very own 
“Google-styled” drain monitoring 
map. As drains with water levels that 
exceeded 70% would appear red on 
the digital map, this would allow the 
team to identify and assess critical 
drain conditions at a glance. 
Where required, maintenance crews 
are rapidly deployed in a highly 
targeted and efficient manner across 
the airport to clear chokage or debris, 
such as leaves, grass cuttings and 
plastic waste trapped in the grilles, 
that may be preventing water from 
flowing out to sea. 
18
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

Incorporating analytics to predict 
and reduce flood risks 
In addition to real-time monitoring 
and management, the innovative 
web-based dashboard consolidate 
and analyse critical data collected 
by the sensors, as well as other 
relevant information, such as weather 
conditions, rainfall and tide levels. 
The Engineering team utilises these 
real-time parameters to better 
manage a range of volatile weather 
events. An example is their use of 
actual rainfall data to compute drain 
water levels – this has proven to be 
useful for predicting water levels in 
drainage sections that do not have 
sensor coverage.
CAG also obtained insights to develop 
sound strategies that will enhance 
Changi Airport’s long-term climate 
resilience. 
Preparing our infrastructure for 
intensifying rainfall
The expansion of Changi’s drainage 
monitoring system has also been 
accompanied by infrastructural 
upgrades to abate the effects of 
intensifying rainfall. Some of these 
measures include:
•	
Expanding drains progressively 
to accommodate 1-in-100-year 
rainfall intensity.
•	
Raising road humps before 
and after the Terminal 2 and 
3 underpass along Airport 
Boulevard to reduce the risk 
of excessive rainwater entering 
and accumulating along the 
depressed stretches of road. 
Storage tanks collecting rainwater 
runoff from these underpasses will 
be expanded to comply with the 
latest Public Utilities Board (PUB) 
requirement to hold at least 6 
hours of rainwater.
•	
Building redundancy into the 
drainage-related pumping 
systems, with two independent 
sets of water level probes and n+2 
number of pumps to increase 
the system’s resilience against 
breakdowns.
•	
Increasing frequency of sweepings 
of foilage and debris to minimise 
choking in the network. 
Image from top:
“Google drains” map
The dashboard and 
key indicators 
FEATURE STORY
MITIGATING  
FLOOD RISKS 
AT CHANGI 
AIRPORT
CONT’D
19
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

ADVANCING 
ENERGY 
INNOVATIONS & 
EFFICIENCIES
EMISSIONS 
MANAGEMENT 
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22
20

CAG recognises that climate change is a major 
threat to our planet and is committed to reducing 
our carbon footprint. We have developed 
ambitious goals, such as seeking Zero Carbon 
Growth in Scope 1 and 2 emissions until 2030 and 
capping absolute emissions at 2018 levels. CAG 
stands with airports globally in our long-term 
commitment to slow climate change. 
CAG is committed to collaborating with partners 
and suppliers who prioritise the innovation and 
development of sustainable alternatives. This will 
enable Changi Airport and our wider community 
to reduce emissions, adapt to climate change and 
emerge more resilient.
Policies 
•	 CAG’s Environment Policy
•	 CAG’s Environmental Management 
System
Airport 
Management
Changi East 
Development
Commercial
Environment & 
Sustainability
Engineering & 
Development
Facilities 
Management
People  
Team
•	 Zero carbon growth until 2030, capping 
absolute emissions at 2018 levels: On Track
•	 Maintain ACI Airport Carbon Accreditation 
Level 3 certification: Achieved
•	 Maintain ISO 14004:2015 certification: 
Achieved
Practices 
•	 CAG’s Carbon Management Plan
•	 Airport Carbon Accreditation (ACA)
•	 Quarterly and Annual Energy Reporting
•	 Carbon Reduction Initiatives
•	 Internal Assessment and Auditing
•	 Training And Awareness
ENVIRONMENT 
STEERING  
COMMITTEE
OUR 
PRIORITIES
OUR 
PROCESSES
OUR 
SDGS
OUR 
CHANGE AGENTS
OUR 
TARGETS
21
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

22
CAG’S CARBON FOOTPRINT 1 
(CAG vehicles and
emergency power generators)
(electricity consumption
for terminal buildings)
Airline Emissions
(ground and flight  
operations <3000ft)
Partner Emissions
(electricity consumed by tenants and  
private developers at the airport)
GSE Emissions
(fossil-powered ground  
support equipment)
User Emissions
(passengers and airport  
users’ surface access)
Emissions 
above 3000ft 
are not part 
of an airport’s 
carbon 
footprint
Emissions 
below 3000ft 
are included 
in an airport’s 
carbon 
footprint
582,414 tCO2e 
TOTAL GHG EMISSIONS
SCOPE 1 (0.1%)
SCOPE 2 (18.2%)
SCOPE 3 (81.6%)2
773 tCO2e
106,154 tCO2e
475,487 tCO2e
1.	  CAG’s overall carbon footprint includes significant emission sources and have been prepared in accordance with ISO 14064, GHG Protocol and ACA guidelines, verified by an independent, third-party accredited verifier. The full 
methodological approach can be found in Appendix A. FY21/21 GHG emissions is subject to validation, and excludes Jewel in accordance to the Airport Carbon Accreditation methodology
2.	 These are non-exhaustive examples of key Scope 3 carbon emissions categories.
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

23
Measurement
•	 Carbon Footprinting 
in accordance 
with the ISO14064-
3:2006 standard, the 
Greenhouse Gas Protocol 
(GHG Protocol) and 
the ACI Airport Carbon 
Accreditation (ACA) 
methodology
•	 Quarterly energy 
consumption 
management reporting
Self-Assessment  
and Auditing
•	 CAG’s annual carbon footprint 
is externally reviewed by a 3rd 
party verifier and accredited by 
ACI ACA
•	 CAG’s EMS is ISO 14001:2015 
certified. It is externally audited 
annually and certified on the 
standard 3-year cycle
•	 CAG’s energy usage and 
its Energy Efficiency 
Improvement Plan are 
submitted to government 
authorities annually in 
accordance with Singapore’s 
Energy Conservation Act
Reduction
•	 Emissions reduction 
target-setting and 
measures 
• 	Annual emissions 
monitoring and 
management reporting
Awareness  
and Training
•	 ISO 14001 training for CAG staff
•	 Climate change workshops
•	 Long-term carbon goal-
setting ACI webinars
•	 Regular employee 
engagement activities to 
increase environmental 
awareness and action
CAG’s Carbon Targets 
CAG commits to Zero Carbon Growth 
until 2030 in our Scope 1 and 2 emissions 
by capping our absolute emissions at 2018 
levels. This target takes into consideration 
the growing number of passengers that 
Changi Airport will be serving in the years 
ahead. We will continue to strive towards 
a Net Zero aspiration by 2050 through the 
use of new technologies and increased 
adoption of renewable energy, while 
being further enabled by national grid 
decarbonisation.
This target affirms CAG’s continued 
commitment to the environment as 
we push ahead with innovations and 
partnerships to support Singapore’s overall 
goal to achieve Net Zero around the 
middle of the century. We will work closely 
with the aviation community to achieve 
our goals and progress as an industry.
We are adopting a four-pronged approach 
to reduce our carbon emissions collectively 
with our partners:
Carbon 
Management 
Initiatives
4
2
3
1
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

24
Electricity Consumption
Electricity consumption constitutes 
99.3% of CAG’s Scope 1 & 2 emissions. In 
FY21/22, CAG consumed 260,181 MWh of 
electricity, a 10% increase over FY20/21 
due to increased business activity 
with progressive travel re-opening. 
Nonetheless, this was still 43% lower than 
our pre-Covid consumption of 455,939 
MWh in FY18/19 as Terminals 2 and 4 
remained closed.
GHG Emissions 
A total of 582,144 tonnes CO2e of GHG 
emissions was recorded in FY21/22, with 
Scope 1 and 2 accounting for 0.1% and 
18.2% respectively. Scope 3 emissions 
form the largest proportion of our 
footprint at 81.6%.
FY18/19
FY18/19
FY19/20
FY19/20
FY20/212
FY20/211
FY21/22
FY21/22
Scope 1
Scope 2
ELECTRICITY CONSUMPTION
500,000
400,000
300,000
200,000
100,000
0
Electricity Consumption (MWh)
GHG EMISSIONS
200,000
150,000
100,000
50,000
0
GHG Emissions (tonnes CO2e)
455,939
440,056
236,441
260,181
0.7%
0.7%
0.5%
0.5%
99.3%
99.3%
99.5%
192,027
180,592
97,307
106,927
99.5%
GHG Emissions 
(Scopes 1 and 2)
106,927
tCO2e GHG  
Emissions
260,181
Total Electricity 
Consumption (MWh)
1.	 The FY20/21 electricity data has been restated due to retrospective adjustments of 674 MWh (0.3% difference) in the amount of electricity resold to third parties.
2.	 Emissions data for FY20/21 has been restated according to the adjustment made to electricity consumption (see Footnote 1).
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

25
Carbon Reduction Measures 
‘Control, Guide and Influence’ 
Approach
CAG has adopted a control, guide  
and influence approach to effectively 
reduce our carbon emissions. Our 
priority is to reduce Scope 1 and 2 
emissions, since these are within CAG’s 
direct control and influence. We will also 
guide our partners through contracts 
and agreements, such as our sustainable 
procurement guidelines, to support 
the appointment of energy-efficient 
suppliers. We will make provisions in our 
planning to help our airport community 
reduce their emissions.
Strategies for ‘Zero Carbon Growth 
until 2030’ Target
CAG is taking active steps to minimise 
additional electricity consumption from 
automation and new airport activities. 
Measures include: 
•	 Undertaking asset replacement 
and upgrades to build more energy-
efficient systems;
•	 Actively monitoring and exploring new 
technologies to boost building energy 
efficiencies;
•	 Reducing reliance on fossil fuels 
through electrification; 
•	 Progressively increasing our share of 
renewable energy; and
•	 Increasing employee communications 
and engagement to raise awareness of 
energy reduction measures.
As 99.5% of our carbon emissions are 
drawn from the electricity grid, national 
grid decarbonisation efforts will be a key 
lever to drive significant reductions in 
CAG’s carbon footprint. Singapore’s grid 
emission factor is expected to further 
decline with its four switches to transform 
our energy supply – comprising: 
•	 Natural gas;
•	 Solar power;
•	 Regional power grids (to expand 
Singapore’s access to renewable 
energy); and
•	 Low-carbon alternatives (such as 
hydrogen power and carbon capture, 
utilisation and storage). 
CAG will actively monitor developments 
on all fronts and pursue opportunities to 
advance our emissions reduction efforts.
Supporting our Partners’ 
Decarbonisation Journeys
Beyond our own Scope 1 and 2 
emissions, CAG is also committed to 
partnering our airport community to 
address Scope 3 emissions. 
A significant part of the aviation 
industry’s carbon footprint comes from 
the consumption of jet fuel. To support 
our partners’ efforts to reduce aircraft 
emissions, we have been exploring 
several initiatives. One of the most 
promising pathways the industry has 
identified for the medium term is the 
use of sustainable aviation fuel (SAF). 
Together with Singapore Airlines, 
Temasek Holdings and other 
government agencies, we conducted a 
study examining supply and demand 
considerations for SAF in Singapore.  
We are also supporting a one-year trial at 
Changi Airport, which will see Singapore 
Airlines and Scoot purchase 1.25 million 
litres of neat SAF that will be delivered 
through the airport fuel hydrant system.
Ensuring Good Ambient Air Quality 
A key priority of CAG is ensuring a safe 
and healthy work environment for our 
airport employees. We conduct annual 
Industrial Hygiene Monitoring checks 
on air quality in the baggage handling 
areas. This year, results obtained were 
well within the Permissible Exposure 
Limits stipulated by Singapore’s 
Ministry of Manpower.
CAG’S EMISSIONS TARGET:
CAG commits to zero 
carbon growth until 
2030, capping our 
absolute emissions 
at 2018 levels.
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

Air-conditioning is the largest source of energy consumption in our terminal buildings. Given 
its considerable contribution to our carbon footprint, CAG is always on the lookout for ways to 
improve the energy efficiency of Changi Airport’s air-conditioning equipment. As we began 
replacing Terminal 1 and 2’s air-conditioning systems, we retrofitted our systems with the latest 
energy-saving technologies.
Reduced by
Over
Over
per year
per year
from 0.87 (kW/RT 1) 
to less than  
0.65kW/RT 2
enough to power 
nearly 1,500 4-room 
HDB flats for a year
COOLING  
OUR ENERGY 
CONSUMPTION
STARTING WITH T1
HIGHLIGHTS OF T1 AIR-CONDITIONING RETROFITTING EXERCISE
Like many large buildings in 
Singapore, our terminal buildings 
rely on chiller plants to provide air 
conditioning. These plants consist 
of multiple parts, such as the chiller 
to provide cooling, cooling towers 
for heat rejection and pumps to 
circulate water into the system. 
As the air-conditioning equipment 
had reached the end of its lifespan, 
CAG’s Engineering Management 
and Systems Planning team 
decided it would be more efficient 
to overhaul the system in the long-
run, rather than merely carrying out 
a one-to-one replacement of these 
assets. A key improvement feature 
was replacing two chiller plants 
with a single high-efficiency plant. 
By consolidating the chiller plants, 
we simplified our maintenance 
processes and minimised the load 
on pumps to reduce energy costs. 
Our new market-leading chiller 
features advanced technologies 
such as a magnetic bearing, and 
a vibration-free compressor that 
is quieter and more robust than 
previous chillers. It is also equipped 
with a management system that 
offers comprehensive data analytics 
and predictive maintenance 
functions for continuous operation 
at optimal levels. 
Through this retrofitting exercise, 
we managed to tackle the 
inefficiencies of each individual 
component while ensuring a 
holistic system design that works 
seamlessly together using smart 
controls.
ENERGY 
CONSUMPTION
ENERGY  
SAVINGS
WATER  
CONSERVED
~25%
7 GWh
11,000 m3 
1.	   kW/RT – kilowatts per tonne of refrigeration
2.	   Building and Construction Authority’s (BCA) Green Mark Platinum standard
FEATURE STORY
26
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

FEATURE STORY
The success of the T1 chiller plant 
retrofits prompted us to adopt a 
similar approach with T2, but on 
an even larger scale. We took the 
opportunity to revamp the entire 
system, including the chiller plants as 
well as air handling systems and units 
(AHS and AHUs). 
We began by conducting a system-
wide audit to evaluate the overall 
design of our air-conditioning system. 
We also considered factors such as 
the system’s energy efficiency, the 
demands of long-term maintenance, 
as well as how the new system would 
benchmark against current best 
practices. 
Rather than working with different 
vendors to separately design and 
supply the chiller plant and AHS/AHUs, 
we realised that we could achieve 
greater synergy by holistically designing 
the entire system. Such an approach 
would allow the overall design to 
be streamlined for optimal energy 
performance. It would also provide 
insights into how we could tweak 
parameters to achieve the highest 
efficiency, be it lowering the chiller 
plant supply water temperature or 
increasing fan speeds. 
This exercise ensured that the final 
system design would meet the Green 
Mark Platinum standards stipulated 
by the Building and Construction 
Authority of Singapore (BCA). It 
also suggested ways to overcome 
existing limitations and scale up 
future capacity, as we look towards 
implementing this more broadly 
across the airport. 
BOOSTING OUR EFFORTS AT T2
Over
per year
enough to power 
nearly 2,500 4-room 
HDB flats for a year
PROJECTED RESULTS OF T2  
AIR-CONDITIONING  
UPGRADING EXERCISE  
(TO BE REALISED IN 2023)
12 GWh
ENERGY  
SAVINGS
Condenser 
Water Loop
Chilled 
Water Loop
COOLER  
TOWER
CHILLER
AIR-HANDLER 
OR FAN  
COOL UNIT
Conditioned 
Supply Air 
to Indoor 
Spaces
Heat Rejection 
to Outdoor Air
COOLING  
OUR ENERGY  
CONSUMPTION
CONT’D
27
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28
Ready for the Future 
To manage rising manpower costs 
required in maintenance, we have 
invested heavily in smart technologies. 
For example, by using intelligent sensors 
for condition monitoring, we are now 
able to pick up performance trends 
and tell-tale signs of impending failure 
to enable more targeted maintenance 
efforts.
Even as we strive toward greater 
efficiency, we are also taking conscious 
steps to reduce our impact on the 
environment. One of the ways we 
are doing this is by transitioning to 
environmentally-friendly refrigerants in 
our new chiller plants.
To ensure sustained efficiency, we have 
adopted BCA’s recommended approach 
on energy performance contracting. 
In our procurement exercises, vendors 
are now required to guarantee efficient 
performance of the entire chiller plant 
over its life span.
Even as we strive 
toward greater 
efficiency, we 
are also taking 
conscious steps 
to reduce our 
impact on the 
environment.
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

INNOVATIONS FOR  
RESPONSIBLE 
WASTE 
MANAGEMENT 
WASTE 
MANAGEMENT
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22
29

CAG strives to achieve Zero Waste by managing 
waste efficiently through continually exploring 
innovative technologies and collaborating with 
partners to improve waste recycling rates. CAG 
implements various practices to close the waste 
loop, minimising waste sent to incineration 
plants.
OUR 
PRIORITIES
Policies 
•	 CAG’s Environment Policy
•	 CAG’s Environmental Management 
System
Practices 
•	 Operational Control Procedures 
for Proper Waste Management and 
Resource Conservation
•	 Onsite Food Waste Digestion 
•	 Monitoring Technologies to Reduce 
Waste Volumes and Raise Recycling 
Rates 
•	 Regular Communications and 
Collaborations with Stakeholders 
•	 Upcycling of Used Materials for Newly 
Refurbished Areas
OUR 
PROCESSES
OUR 
SDGS
OUR 
CHANGE AGENTS
Airport 
Management
Commercial
People 
Team
Environment & 
Sustainability
Engineering & 
Development
ENVIRONMENT 
STEERING
COMMITTEE
30
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31
At CAG, we optimise waste management 
by reducing waste at source, 
encouraging good recycling practices 
and implementing effective waste 
collection systems. Close collaboration 
and communication with licensed 
contractors, airport partners and 
cleaners have enabled CAG to identify 
opportunities to use our resources more 
efficiently. Projects we embarked on over 
the past year included the upcycling of 
old building materials and composting of 
horticultural waste. 
Regular tracking and monitoring of 
different waste streams and volumes 
enhance our understanding of how we 
can further reduce, reuse and recycle 
waste materials. Our waste control 
procedures are also reviewed annually 
to align with statutory requirements and 
mitigate any environmental risks. 
To achieve our aspiration of becoming 
a Zero Waste airport, CAG continues to 
reduce the amount of waste generated 
as passenger traffic recovers. We are also 
reviewing our waste reduction goals to 
align with national targets.  
Bringing Recycling Points Closer to 
Office Tenants 
To build a culture of sustainability 
amongst the airport community, CAG 
continually explores ways to foster better 
recycling practices. 
A recent observation that shorter distances 
between offices and recycling points 
encouraged more regular recycling habits 
led the Facilities Management team 
to position recycling collection points 
closer to office locations. This resulted in 
more office supplies, such as paper and 
electronic waste, being recycled.  
In early 2022, we partnered with 
SGRecycle, which runs a nationwide 
network of reverse vending machines 
for paper recycling, to install one of 
their machines at the south-east pier of 
Terminal 1. The bin incentivises recycling 
by awarding users with points that can be 
redeemed for cash. 
An e-waste collection bin was also 
placed beside the SGRecycle machine 
to encourage the recycling of unwanted 
electronic items. Within the first two 
months of operation, more than 1300 kg of 
paper and 100 kg of e-waste were recycled. 
This positive response affirms our longer-
term plan to install more bins across the 
airport to manage waste more responsibly. 
TOTAL WASTE GENERATED (TONNES)
% OF WASTE DIVERTED FROM WASTE STREAMS
FY18/19
FY18/19
FY19/20
FY19/20
FY20/21
FY20/21
FY21/22
FY21/22
3,335
2%
2%
2%
9%
8%
11%
7%
89%
89%
87%
91%
3%
2,920 
16,230 
16,740 
Upcycling Old Building Materials: 
Turning Trash into Treasure
The ongoing T2 Expansion works involves 
the demolition of large parts of the 
existing terminal and the replacement 
of old building materials. To promote 
waste conservation, CAG mooted “Project 
Upcycling”, a collaboration with local 
institutions of higher learning to explore 
how old building materials might be 
reused or transformed into new products 
or art pieces for the airport. 
“Project Upcycling” was also a way to 
celebrate and preserve T2’s heritage. The 
project officially kicked off in the later half 
of 2021, as CAG partnered with students 
from the National University of Singapore, 
Singapore University of Technology and 
Design, and the Laselle College of the 
Arts to create products and art pieces out 
of salvaged building materials including 
floor tiles, wooden cladding and even 
baggage belts. The students were also 
briefed on the history and features of 
the old T2 to give their creations richer 
context. 
The project is still ongoing as parts of 
T2 are still being upgraded. Shortlisted 
creations will be produced and enjoyed by 
our passengers in the newly-renovated T2! 
*	 Waste volumes in FY20/21 and FY21/22 decreased 
due to global impact on air travel.
*Includes FY21/22 horticultural waste
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

Every year, the CAG Horticulture team 
works to beautify Changi Airport by 
maintaining our garden spaces and filling 
the airport with greenery specially grown 
in our airport nursery. In an effort to 
close the waste loop, the team has been 
actively diverting waste from our nursery 
and gardens to be used as compost. 
An example of garden waste that 
we recycle are the withered stems of 
sunflowers. Instead of sending them to 
Sunflower stalks are shredded manually with 
a woodchipper to enable optimal mixing and 
aeration. This creates a greater surface area to 
break down the organic matter, speeding up the 
decomposition process.
New compost is ready for use after two to three months. 
The compost provides enriching nutrients to support plant 
growth. This organic compost is not only more sustainable, 
but also safer than man-made chemical fertilisers that may 
leach and cause harm to both the environment and nursery 
workers. Our reduced dependence on chemical fertilisers has 
also resulted in cost savings.
Shredded waste is piled up and left in the sun for 
one to two weeks before soil and an eco-friendly 
sodium bicarbonate treatment mixture are added 
to eliminate pests and sanitise the waste. The 
heap is then ploughed and left untouched for the 
decomposition process to occur.
the incinerator, they are given a second 
life as compost. Sunflowers are especially 
suitable due to their high nutrient 
content and relatively short rate of 
composting. 
Over the next few years, we plan to 
expand our waste recycling efforts to 
include more waste from our gardens as 
well as the trees and plants along Airport 
Boulevard.
HORTICULTURAL 
COMPOSTING – 
PUTTING OUR WASTE 
TO GOOD USE
CLOSING THE WASTE LOOP
1
2
3
32
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

INNOVATIONS 
FOR WATER 
CONSERVATION 
WATER 
MANAGEMENT
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22
33

CAG endeavours to improve our water 
management across all terminals for a more 
water-resilient future. Our goal is to reduce water 
consumption and strengthen our wastewater 
recycling capabilities by harnessing new systems 
and technologies for greater water efficiency.
Policies 
•	 CAG’s Environment Policy
•	 CAG’s Environmental Management 
System
Environment & 
Sustainability
Engineering & 
Developmemt
Facilities 
Management
People  
Team
Practices 
•	 CAG’s Water Optimisation Strategy 
•	 SMART Metering of Water 
Consumption 
•	 Certified Water Efficient Building by 
the Public Utilities Board (PUB)
ENVIRONMENT 
STEERING 
COMMITTEE
OUR 
PRIORITIES
OUR 
PROCESSES
OUR 
CHANGE AGENTS
OUR 
SDGS
34
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

35
CAG endeavours to improve the 
management of water across all 
terminals for a more water-resilient 
future, especially as traveller and public 
footfalls increase in the coming years. 
Our goal is to strengthen our chiller 
condensate and waste water recycling 
capabilities by harnessing new systems 
and technologies for greater efficiencies.
CAG’s Water Optimisation Strategy 
We have adopted a water optimisation 
strategy to aid us in achieving our water 
management goals. This strategy directs 
CAG’s focus towards reducing water 
consumption and increasing water 
usage efficiencies. We are reducing our 
use of potable and non-potable water 
across all areas, ranging from toilets and 
building cooling systems to irrigation 
and cleaning.
•	 Retrofitted water taps with water-efficient devices, such as 
water thimbles
•	 Established highly-responsive leakage reporting and repair 
management systems to enable more timely fault reporting
•	 Engaged the public and airport community with water 
conservation messages
Purified pH12.5 ionised alkaline ‘Z Water’ is produced 
onsite at the airport using advanced Japanese technology.
T1 chiller plant upgrades will help Changi Airport 
conserve over 11,000 m3 of water annually, equivalent 
to the annual water consumption of over 600 HDB flats.
Jewel’s iconic Rain Vortex features harvested rainwater, 
which is purified and re-used in the waterfall.
We replaced more than 170 manual taps with contactless 
taps in terminal buildings’ airside washrooms. Each 
contactless tap discharges just two litres of water a 
minute, compared with five litres for manual taps!
•	 Monitoring and maintaining cooling towers, including 
water treatment system and controls
•	 Adopted high water efficiency cooling towers and chiller 
plant designs, where feasible
•	 Exploring technologies to reduce building cooling load 
and reliance on air-conditioning systems, which in turn 
lowers water usage in the cooling towers
•	 Harvesting rainwater for irrigation at our nurseries
•	 Using recycled condensate water in cooling towers
•	 Incorporating rainwater recycling in building designs
•	 To reduce water usage, purified alkaline water is used to 
rinsing off cleaning chemicals
Examples of Water-Saving Measures Implemented at Changi Airport
Water Consumption 
POTABLE  
WATER
NON-POTABLE  
WATER
OTHERS
FY18/19 
FY19/20 
FY20/21 
FY21/22 
Potable water 
1,050,000 m3 
818,000 m3 
448,000 m3 
 463,000 m3
NEWater 
2,176,000 m3 
2,454,000 m3 
861,000 m3 
 783,000 m3
Total Consumption 
3,226,000 m3 
3,272,000 m3 
1,309,000 m3 
 1,245,000 m3 
Water Discharge
2,273,000 m3 
2,064,000 m3 
904 000 m3 
815,000 m3
*	 In FY20/21, CAG adopted a new methodology to compute water discharge. The historical discharge data for FY18/19 and FY19/20 have been adjusted accordingly for a 
like-for-like comparison.
Did you know?
Did you know?
Did you know?
Did you know?
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

BUILDING  
AN EXCELLENT  
WORK CULTURE
FAIR  
EMPLOYMENT 
PRACTICES
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22
36

Our people play vital roles as value creators 
within and outside the airport community. 
By supporting them with the right people 
strategies, we drive employee morale, 
engagement and retention, while grooming 
future leaders to secure CAG’s continued 
growth.
Policies 
•	 CAG’s Employment Philosophy
Practices 
•	 Freedom of Association and Collective 
Bargaining
•	 Grievance Mechanisms and Non-
Discrimination
•	 Employment Benefits and Welfare
PEOPLE  
TEAM
OUR 
PRIORITIES
OUR 
PROCESSES
OUR 
CHANGE AGENTS
OUR 
SDGS
People 
Matters 
Committee
Talent 
Management 
Committee
Organisation 
Transformation
Organisation 
Transformation
People 
Development & 
Experience
37
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

38
TOTAL EMPLOYEES BY GENDER AND AGE GROUP
NUMBER OF NEW HIRES BY GENDER AND AGE GROUP
TOTAL EMPLOYEES BY GENDER AND EMPLOYMENT CONTRACT
TOTAL EMPLOYEES BY GENDER AND EMPLOYMENT TYPE
Methodology
Employee numbers are reported by headcount. Contractors and workers who 
are not employees make up about 8% of CAG’s workforce, working mainly in 
administration and operations. 
There were no reported instances of workplace discrimination in FY 21/22. 
PERCENTAGE OF TOTAL 
EMPLOYEES COVERED BY 
COLLECTIVE BARGAINING 
AGREEMENTS
PERCENTAGE OF CAG’S EMPLOYEES 
THAT ARE PART OF THE SINGAPORE 
MANUAL AND MERCANTILE 
WORKERS’ UNION (SMMWU)
58%
31%
Less than 30 years old
215
63
76
1177
1175
754
103
59
0
208
2
0
97
25
29
674
482
63
45
0
2
95
3
2
Less than 30 years old
Less than 30 years old
Permanent
Full-time
30 to 50 years old
30 to 50 years old
30 to 50 years old
Temporary
Part-time
Over 50 years old
Over 50 years old
Over 50 years old
672
2
COLLECTIVE BARGAINING AGREEMENTS
MALE
168
MALE
135
FEMALE
91
FEMALE
76
EMPLOYEE TURNOVER BY GENDER AND AGE GROUP
Male
Male
Male
Female
Female
Female
In FY2021/22, 25.8% of CAG’s employees were from Airport Emergency Services (AES). A sizeable portion of 
CAG’s employees comprises the AES team; due to the nature and physical expectations of these careers, 
the AES profile has predominantly been younger men.
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

Projections of strong growth in aircraft and passenger 
traffic, increasing complexity of airside processes, and shifts 
in employee demographics and profiles were key factors 
that led CAG to plan a holistic review of Changi Airside’s 
concept of operations. A project team – comprising 
representatives from its People Team (PT) and Airport 
Operations Planning & Airside (AOP&A) unit – was set up to 
re-design this concept of operations and drive a manpower 
transformation effort aimed at ensuring a high-functioning 
airside. 
The team embarked on a joint study on the concept of 
airside operations and job re-design in 2020. The new 
concept of operations entailed an Airside Professional 
Shift Team taking overall command on the ground and 
realigning areas of responsibilities, to harness synergies 
and optimise manpower deployment on the airside. The 
team would be empowered to make real-time decisions 
for airside incidents and work closely with stakeholders to 
achieve the highest levels of safety, capacity and efficiency.
FEATURE STORY
CAG’S AIRSIDE 
PROFESSIONAL 
SHIFT TEAM 
TRANSFORMATION 
PROGRAMME
At CAG, we are committed to cultivating a work environment that is conducive for 
our employees’ professional growth and well-being.
Freedom of Association and Collective 
Bargaining
Ensuring fair and equal terms and 
opportunities for all employees is a 
priority for CAG. 31% of CAG’s workforce 
are members of the Singapore Manual 
and Mercantile Workers’ Union 
(SMMWU) – a National Trades Union 
Congress (NTUC) affiliate. Moreover, 
58% of CAG’s employees are covered 
by Collective Bargaining Agreements 
pertaining to their general employment 
terms and conditions. The strong 
relationship between CAG and our 
unions enabled us to retain our 
employees’ jobs during the Covid-19 
pandemic.
Recognising that CAG’s success is fuelled 
by efforts of the entire airport community, 
we actively engage and partner with 
airport unions and the NTUC Aerospace 
and Aviation Cluster on initiatives to 
improve airport workers’ welfare. 
Regular dialogues with key unions 
are integral to uncover and resolve 
operational challenges. These, in turn, 
enable CAG to develop safer and more 
welcoming workplace conditions for our 
airport community.
Grievance Mechanisms and Non-
Discrimination
As a Human Capital Partner of 
the Tripartite Alliance for Fair and 
Progressive Employment Practices 
(TAFEP), CAG’s corporate policy is 
aligned with the 5 Principles of Fair 
Employment Practices, endorsed by 
TAFEP. 
In line with this, CAG’s commitments 
extend from honing our employees’ 
skills and knowledge at all stages of 
their career to establishing proper 
channels for managing employee 
grievances. A fair and objective grievance 
mechanism has been established 
to manage each incident with due 
process and reason across the Group. 
As an equal opportunity employer, we 
take a firm stance against all forms of 
workplace discrimination, including 
those that impact our stakeholders. 
An open channel of communication is 
available for all employees to provide 
feedback directly to CAG’s CEO. 
CAG also supports the sharing of best 
practices with TAFEP’s community of 
employers.
39
SUSTAINABILITY REPORT 2021/22
CHANGI AIRPORT GROUP

AIRSIDE PROFESSIONAL  
SHIFT TEAM’S KEY AREAS  
OF RESPONSIBILITY
Runway and Taxiway Management
•	 Manage runway and taxiway operations, 
including coordinating required closures and 
safe reopening with Air Traffic Control 
•	 Pre-empt and mitigate runway issues 
•	 Provide strategic decision-making support 
in real-time to effectively manage critical 
situations, such as runway closures and airside 
incidents 
•	 Ensure the operational safety of infrastructure 
and airside environment by conducting regular 
inspections, supported by surveillance tools to 
pick up potential hazards
Airside Flow Management
•	 Ensure efficient resource allocation through 
effective use of technology and tools to optimise 
aircraft flow, aircraft stand and gate planning
•	 Effectively manage stand compatibility 
(with aircraft type), flight schedules, terminal 
operations, ongoing construction/upgrading 
works
•	 Work with internal and external stakeholders to 
monitor ground situations, and to coordinate 
follow-ups to operational incidents/issues
Apron Management
•	 Ensure serviceability of our airport infrastructure 
through regular inspections 
•	 Oversee the safety of turnaround activities, 
and proactively detect ground service provider 
infringements 
•	 Promote safe work behaviour by engaging with 
ground service providers
In defining the Airside Professional Shift 
Team’s role, CAG recognised that our 
incumbent employees possessed many 
of the skills and experience that the team 
needed. From their long track record, 
performance and contributions, it was clear 
that an upskilling programme would not only 
enable CAG to retain valuable talent, but also 
also enable us to quickly build up a skilled 
team who would enjoy enhanced career 
progression opportunities.
Yeo Kia Thye, Managing Director 
Airport Operations Planning and Airside
Training and Growing the Airside 
Professional Shift Team
CAG embarked on professionalising the 
shift team and multi-skilling employees 
to execute effective command and make 
critical judgement calls on the ground. 
Extensive staff and union engagements 
were held in tandem to support Airside 
Operations’ operational and team 
transformation. 
The project team worked with a 
team of consultants and experts from 
different stakeholder groups to develop 
a comprehensive training programme 
to train more than 80 officers in 
four batches by 2023. Training was 
undertaken in batches to ensure business 
continuity and support recovering aircraft 
and passenger traffic. The first batch 
of trainees completed their six-month 
training in April 2022 and were deployed 
successfully to their new roles. The 
second batch of trainees is undergoing 
training and will be deployed in October 
2022.
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22
40

41
NURTURING  
PEOPLE,  
MAXIMISING 
TALENTS
PEOPLE 
DEVELOPMENT
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

At CAG, we understand that learning and 
development is a continuous journey. To ensure 
every knowledge milestone remains fun, 
refreshing and relevant, our People Team scans 
the corporate training landscape and explores 
new learning platforms that go beyond the 
classroom.
Policies 
•	 CAG’s Learning Policy
•	 Employees who attended at least 1 training 
programme during the year: 96%
Practices 
•	 Training Programmes
•	 Performance Management 
Framework
•	 Annual Potential Assessment Exercise
OUR 
PRIORITIES
OUR 
PROCESSES
OUR 
SDGS
OUR 
CHANGE AGENTS
OUR 
TARGETS
PEOPLE  
TEAM
People 
Matters 
Committee
Talent 
Management 
Committee
Organisation 
Transformation
Organisation 
Transformation
People 
Development & 
Experience
42
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

43
PERCENTAGE OF LEARNING AND DEVELOPMENT
PROGRAMMES, BY CATEGORY
AVERAGE YEARLY TRAINING HOURS, BY EMPLOYEE CATEGORY
BREAKDOWN PERFORMANCE AND CAREER DEVELOPMENT REVIEWS
CAG categorises learning and development programmes into 3 categories - 
Experiential, Social and Formal Learning. 
•	 Experiential Learning provides hands-on experiences to better connect real-
world situations. Due to Covid-19 restrictions, we were unable to implement onsite 
experiential learning activities. 
•	 Social Learning aims to provide learning through observation of behaviours, such as 
through brownbag talks or LearnFest.
•	 Formal Learning refers to focused and structured learning programmes identified 
and defined by the organisation.
TOTAL NUMBER 
OF TRAINING 
EVENTS
PERCENTAGE OF EMPLOYEES 
ATTENDING AT LEAST ONE 
TRAINING EVENT
MALE
FEMALE
FEMALE SUPPORT STAFF
SOCIAL
FORMAL LEARNING
182
96%
37.64
384
25.31
793
9.44
579
3.77
93
1.5%
98.5%
SUPPORT STAFF
MALE PROFESSIONAL STAFF
PROFESSIONAL STAFF
FEMALE PROFESSIONAL STAFF
**	 Higher average training hours among male employees is due to the inclusion of mandatory annual AES 
training – AES consists of predominantly younger males owing to the nature and demands of the job. 
 
Moreover, as a result of Covid-19, CAG has also moved to learning programmes on LinkedIn Learning 
and other virtual programmes for non-AES employees, which are of shorter duration.
MALE SUPPORT STAFF
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

44
To support a culture of excellence, CAG 
continues to invest in developing a 
dynamic and motivated workforce that 
believes in and supports our corporate 
and sustainability objectives.
Performance Management Framework
CAG has carefully designed a structured 
Performance Management Framework 
that supports both our employees’ 
professional aspirations and our 
organisational goals. Our employees 
benefit from a three-part annual review 
process that equips them with guidance 
and resources to achieve their potential. 
At the start of each financial year, 
employees and their reporting 
officers engage in Performance and 
Development Planning to uncover 
developmental needs, as well as to define 
their performance and career goals, in 
close alignment with CAG’s business 
objectives. 
We conduct a mid-year review to 
monitor progress and provide support 
for employees to stay on track in 
attaining their targets. A year-end 
performance review evaluates each 
individual’s achievements and areas 
for development, with a longer-term 
view on career development goals and 
opportunities.
Developing Digital-Ready Employees: 
From Learning to Applying  
In FY2021/22, FutureReadyME continued 
to take centre stage as CAG focused on 
developing and upskilling our employees 
to succeed in the digital world. In 
addition to the series of FutureReadyME 
programmes to equip all employees with 
fundamental of digital literacy skills, we 
encouraged employees to tap on the 
FutureReadyME Fund to advance their 
digital skills and knowledge.  
 
To further cultivate a strong mindset for 
digital innovation within CAG, we also 
purposefully embedded ‘Growth Mindset’ 
initiatives into our day-to-day work, such 
as through meetings and conversations. 
The impact of these initiatives is evident 
as employees are increasingly applying 
Growth concepts and incorporating 
innovative approaches to their projects 
and areas of responsibility.
In FY2021/22, FutureReadyME continued to  
take center stage as CAG focused on developing and 
upskilling our employees to succeed in the digital world.
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

WENDY HENG 
Manager, Procurement, Enterprise 
Performance team
FEATURE STORY
My digital learning journey started 
at a 3-day Hackathon, organised by 
Low Code Centre of Excellence (CoE) 
under the FutureReadyME umbrella 
of programmes. The event showcased 
two Microsoft applications  
– “Power Automate” and “Power Apps”  
– for boosting productivity through 
automating and streamlining work 
processes. 
My primary goal for attending had 
been to learn about automating 
processes using Power Automate. 
As it turned out, the Power Apps 
demonstration was what caught 
my attention. Its ability to collect 
and display information easily in a 
structured manner piqued my interest 
and I decided to learn more about it 
from available online resources. 
Having to learn something from 
scratch presents many challenges. 
The nagging thought I had was “What 
if after spending so much time and 
effort, I am still unable to learn or 
apply the skills?” I finally overcame 
this by choosing to adopt a growth 
mindset and found motivation by 
reminding myself that I can become 
better at a new skill and the key was 
to continue putting in effort and 
trying. 
My team and I began creating the 
Vendor Management App that would 
replace the existing system and resolve 
two key procurement issues. 
The first issue was procurement 
process delays brought about by 
system limitations - CAG employees 
were not able to check if a vendor 
had been successfully created in the 
system nor verify a vendor’s details 
before a Purchase Order was ready 
to be created. The second was the 
extra time needed for the Enterprise 
Performance Procurement team to 
seek out missing vendor information 
when employees submitted 
incomplete requests for creating or 
editing vendor details.
During the app development process, 
we encountered many different issues. 
We were able to resolve most issues 
by using the vast resources available 
on Google, YouTube and online 
forums where other developers shared 
creative solutions and perspectives 
to address the issues on hand. These 
small wins we experienced, helped to 
keep us going! 
We developed multiple iterations of 
the app as more functionalities were 
added to make it a one-stop shop for 
all vendor-related matters. After three 
months, the Vendor Management app 
was finally ready. The new app allows 
CAG stuff to view vendor details in the 
Enterprise Resource Planning (ERP) 
accounting system. When submitting 
requests to create and edit vendor 
details, staff are guided by automated 
validations to ensure that the required 
information is properly entered, 
reducing the need for additional 
follow up from the Procurement team.
The launch of the app marked the 
first time an app-based solution had 
been developed entirely in-house at 
CAG. Thankfully, no major issues were 
reported. As a team, we were very 
encouraged by the positive feedback 
received. 
Looking back on my journey, I never 
thought that someone like me, 
without any formal IT training, would 
be capable of developing an app from 
scratch, let alone creating complex 
approval workflows. The trust and 
support from my team and Reporting 
Officer, along with the FutureReadyME 
learning resources made available 
by the People Team, made all this 
possible. 
We are very excited to continue on 
our digital journey. We hope to further 
enhance our existing apps and roll 
out more user-friendly apps as well 
as automation to streamline more 
finance-related processes.
DIGITAL 
LEARNING 
JOURNEYS
45
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

COMMITTED TO 
CARING FOR OUR 
COMMUNITY
COMMUNITY 
INVOLVEMENT
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22
46

A dedicated corporate social 
responsibility (CSR) unit within 
the People Team champions our 
Community Investment efforts.
We believe in the importance of investing 
in people. Whether through employee 
volunteerism, corporate philanthropy or 
stakeholder partnerships, we are committed to 
making a difference in the young lives within our 
community.
•	 Changi Foundation (CF) Framework
•	 Airport partner engagement
•	 Corporate philanthropy
•	 Employee volunteerism
•	 Stakeholder partnerships
OUR 
PRIORITIES
OUR 
PROCESSES
OUR 
SDGS
OUR 
CHANGE AGENTS
OUR 
TARGETS
47
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

48
CURRENT COMMUNITY INVESTMENT TARGETS
EMPLOYEE 
VOLUNTEERISM 
VOLUNTEER 
HOURS 
ENGAGING AIRPORT 
PARTNERS TO JOIN CHANGI 
FOUNDATION PROGRAMME 
OFFER ANNUAL JOB 
ATTACHMENTS TO 
YOUTH BENEFICIARIES 
FY25/26
FY25/26
FY25/26
FY25/26
FY 21/22
FY 21/22
FY 21/22
FY 21/22
25% by
3000 by
35 by
80 by
4.9% 
719.5 
1
4
**	 In view of the disruption brought about by COVID-19. we have adjusted the timeline from FY 20/21 to FY 25/26.
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

49
Changi Foundation
Anchoring our quest to better lives is CF 
– CAG’s philanthropic arm and the main 
conduit for our philanthropic efforts. 
CF invests in the lives of disadvantaged 
youths, and seeks to surround them with 
positive role models and good support 
systems, enabling them to thrive and 
contribute to society when presented 
with the right opportunities. In addition 
to advancing our vision for the less 
fortunate, our initiatives also provide 
employees and airport partners with 
meaningful opportunities to leverage 
Changi’s operational service excellence, 
and to realise the service ideal of 
working together to enhance lives in our 
community.
Volunteer Service Leave (VSL) Policy
To encourage our people to serve the less 
fortunate, CAG offers its employees five 
days of VSL each year. 
Collaboration with Arts@Metta
Arts@Metta is a youth employment 
initiative by the Metta Welfare Association 
(MWA), Changi Foundation’s long-
time partner, to provide special-needs 
youths with training and employment 
opportunities. After last year’s successful 
virtual art programme, Changi 
Foundation decided to continue its 
efforts by introducing a series of training 
sessions for young artists on public 
speaking and communication skills.
The ‘Art of Storytelling’ and  
Virtual Art Fair
Daniel Foo, CAG’s Senior Manager 
of Design Management and Changi 
Airport’s Art Custodian, and the person 
behind last year’s virtual art programme, 
took the lead in developing the training 
contents. In the first part of the online 
programme, titled ‘Art of Storytelling’, 
eight special needs artists from Arts@
Metta learnt about the elements of a 
good presentation, as well as how to 
storytell their art creations. Daniel was 
assisted by 14 CAG volunteers, who 
coached the artists through one-on-one 
practice sessions before their actual 
presentations to a larger group. 
The six-week programme culminated 
in a virtual art fair on 10 December 
2021, which was held in conjunction 
with SG Cares Giving Week. Through 
this event, which attracted more than 
100 attendees, the artists were able to 
showcase and sell their art pieces. They 
also entertained the audience with 
musical acts which included live piano, 
song and dance performances. 
Arts@Metta’s first-ever virtual corporate 
event was a success. Eight unique 
paintings, various other postcards, 
coasters, mask purses and baked goods 
Arts@Metta’s first-ever virtual corporate event was a 
success. Eight unique paintings, various other postcards, 
coasters, mask purses and baked goods from Metta Café, 
were sold.
from Metta Café were sold. The event 
and post-event sales garnered more 
than S$4,000 for MWA. MWA products, 
including their ceramic pieces, are 
also sold at the “Gift by Changi Airport” 
retail shop in Jewel, creating business 
opportunities for MWA.
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

LI HONG YI
Senior Manager, Air Hub Strategy  
at CAG, and one of the volunteers of 
this year’s Arts@Metta programme
Given the Covid-19 safe management measures, 
I was pleasantly surprised to learn that the 
Changi Foundation team was able to continue 
with their meaningful volunteering initiatives 
virtually. Having previously participated in 
the Tele-Med and School-to-Work Transition 
Programmes with Metta School students, I was 
keen to work together with the artists from 
Arts@Metta programme this time around. Of 
course, I also wanted to support my colleague, 
Daniel Foo, who had painstakingly spent time 
and effort to create the programme.
Honestly, I did not feel any apprehension about 
volunteering for this programme, and this was 
due to the trust that had been built up with the 
Changi Foundation team over the years. From 
the detailed briefing prior to the sessions to 
simply knowing that Daniel would be there to 
answer any difficult questions, I felt completely 
at ease. So much so, I even encouraged a 
relatively new teammate of mine to join the 
programme. I felt that this would be a good 
opportunity for her to meet more people, and 
also do something really meaningful. 
I believe I made the right decision. Not 
only were we constantly entertained by the 
spontaneous singing and dance performances 
put up by the MWA artists at every session, 
we also got to witness the artists grow 
increasingly confident in their presentations of 
the stories behind their artworks. To facilitate 
my one-on-one breakout sessions with artists 
Yan Min and Namira, I printed out the 5Ws and 
1H (Who, What, When, Where, Why and How) 
on cue cards which I flashed onscreen, and I 
was glad this helped them remember what to 
say during the big group presentation. 
Everyone’s efforts paid off culminating in a 
very successful, and dare I say, competitive, 
virtual art fair on 10 December 2021. I was on 
leave that day but I certainly do not regret 
making time to attend it. I even exercised 
my fastest fingers to bid for some of the 
beautifully handmade mask pouches, which I 
knew would make excellent Christmas gifts. 
Worth even more than the fun I had watching 
the artists perform, was the chance to witness 
Yan Min strutting confidently across the 
screen! This was truly a heartening moment 
for me because I had seen how shy she was 
during our initial one-on-one interactions. 
Yan Min even surprised me by personally 
coming down to CAG on another day to pass 
the purchases to me. This was the first time I 
got to meet with her face-to-face after all the 
virtual sessions. I could feel her sincerity, and 
this has certainly motivated me to continue 
making a difference.
FEATURE STORY
SUPPORTING 
CAG’S  
ARTS@METTA 
PROGRAMME 
50
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

51
Photo Hunt at Jurassic Mile and  
Textile Donation Drive
Arts@Metta’s artists depicted iconic 
Changi attractions, such as the 
Sunflower Garden, Jurassic Mile 
dinosaurs and the HSBC Rain Vortex at 
Jewel Changi Airport as the subject of 
their artworks. Their references were, 
however, based off pictures from the 
the artist to get them comfortable in 
conversations.
To bring added meaning to the 
excursion, the artists joined in the 
collecting of clothes, shoes, bedsheets, 
belts and soft toys from employees at 
CAG’s Terminal 2 office. Combined with 
contributions from the Civil Aviation 
Authority of Singapore, over 900 
kilograms worth of items was collected. 
These textile items were subsequently 
passed over to Metta Welfare Association 
for resale to a second-hand dealer – the 
proceeds of which were directed to their 
youth employment programmes. 
Not only did this event give the artists a 
chance to join CAG on our sustainability 
efforts, it also provided them with a 
further opportunity to exercise their 
newfound public speaking skills through 
interactions with CAG employees. 
Looking Ahead: CAG’s Philanthropic 
Direction
Through these two years of running 
virtual events, the Changi Foundation 
has garnered much experience in 
optimising our philanthropic efforts 
in the online arena. As we gradually 
return to in-person events, we intend 
to continue using what we have 
learnt to fully leverage the different 
avenues of engagement for maximum 
philanthropic impact.
internet. Hence, once government-
imposed safe distancing measures 
permitted so, Changi Foundation 
promptly arranged for a physical photo 
hunt around the Jurassic Mile on 26 and 
27 January 2022 to give the artists an 
opportunity to experience it in person. 
Each artist was accompanied by an 
employee volunteer who befriended 
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

MAKING TRAVEL 
SAFE AND 
STRESS-FREE
PASSENGER  
EXPERIENCE
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22
52

AIRPORT OPERATIONS 
 AND MANAGEMENT
Each day, we work hard to create the best 
experience for all our passengers coming through 
our terminals. As the gateway to Singapore, we 
understand the importance of creating good 
memories and lasting impressions via a strong 
commitment to service excellence, operational 
efficiency and inclusivity in all we do. As travel 
re-emerges after the Covid-19 pandemic, we 
remain dedicated to delivering a safe journey for 
all passengers.
Good yearly performance for 
the Customer Satisfaction 
Index of Singapore (CSISG)
 Achieved: 81.7 out of 100 in 2020
OUR 
PRIORITIES
OUR 
TARGETS
OUR 
CHANGE AGENTS
OUR 
SDGS
53
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54
Serving Every Customer:  
The CARE@Changi Programme
At CAG, we are committed to going 
the extra mile to ensure all our 
customers receive quality service and 
enjoy a stress-free travel experience. 
Hence, when air travel volumes 
dipped during the pandemic, we 
capitalised on the opportunity 
to upskill our customer-facing 
employees to better serve passengers 
who have reduced mobilities and 
invisible disabilities, such as dementia 
and autism spectrum disorder. 
The CARE@Changi Programme 
aims to improve passengers’ travel 
experience and enable staff to 
recognise and better serve them by 
using a three-pronged approach: 
Using the  
customisable “Changi 
Airport Social Story” 
airport guide
Giving specialised 
training via the 
Changi Care 
Ambassador 
programme
Recognising 
lanyards for 
customers with 
invisible disabilities
 THREE-PRONGED  
APPROACH
1
2
3
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

55
established identification used by 
people with invisible disabilities. 
Examples include the Hidden 
Disabilities Sunflower lanyard and the 
Land Transport Authority’s “May I Have A 
Seat Please?” lanyard. This insight equips 
staff to extend help and services that 
are aligned to support their customers’ 
needs.
Specialised Changi Care Ambassador 
Training
To date, more than 300 customer-
facing staff have benefitted from 
the specialised training programme 
jointly designed by CAG’s Quality 
Service Management team and RCTC. 
Passengers with invisible disabilities 
needing assistance can easily identify 
our trained staff by their Changi 
Care Ambassador gold pin. We are 
committed to training more staff in this 
ongoing programme. 
The Changi Airport Social Story
A collaborative effort between CAG and 
experienced educators from Rainbow 
Centre Training and Consultancy 
(RCTC), the Changi Airport Social Story 
is a guide for caregivers to help people 
with invisible disabilities cope with 
potentially stressful situations during 
their airport journey. The guide presents 
the entire airport journey, from check-
in to boarding, as a collection of visual 
aids accompanied by short descriptions 
that can used by caregivers to acquaint 
passengers with the key processes. 
Available on Changi Airport’s website, the 
downloadable guide can be customised 
and printed by caretakers and users to 
address passengers’ specific needs.
Identification Lanyards
The programme involves enabling 
Changi Airport staff to recognise 
Passengers with invisible disabilities 
needing assistance can easily identify 
and approach our trained staff by their 
Changi Care Ambassador gold pin.
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

FEATURE STORY
As Changi Airport reopens in tandem 
with the recovery of global air travel, our 
top priority continues to be safeguarding 
the health and safety of our passengers, 
visitors and airport workers. 
Changi Airport successfully renewed 
our ACI Airport Health Accreditation 
in September 2021 and subsequently 
became the first airport in Asia Pacific 
to be certified under the ACI Airport 
Health Measures Audit Programme. This 
external audit is developed by ACI World 
in partnership with Bureau Veritas, a 
world leader in testing, inspection and 
certification. 
Changi Airport also achieved a score of 
4.3 out of 5 on the Safe Travel Barometer’s 
Score system, placing it among the best 
in ensuring the safety of passengers and 
the airport community.
Our collective efforts have enabled 
Changi Airport to operate safely and 
sustainably through the pandemic. 
By connecting travellers safely around 
the world and instilling a high sense 
of confidence among visitors and staff, 
Changi Airport is well-positioned to 
emerge stronger as air travel resumes.
Ensuring the health and safety 
of passengers, airport staff and 
visitors will always be the top 
priority for Changi Airport. We 
are committed to work with 
our airport partners to maintain 
best practices in hygiene and 
protective measures. By doing 
so, we aim to instil a high sense 
of confidence among passengers 
and visitors alike. With these 
efforts, Changi Airport will 
emerge stronger when air travel 
eventually resumes.
LEE SIOW HIANG,  
CEO
NAVIGATING  
THE PANDEMIC 
SAFELY 
•	 Segregating terminals into different zones based 
on risk profiles to minimise cross interactions of 
passengers and employees
•	 Introducing Safe Travel Concierge, a one-stop 
online portal minimising traveller stress during the 
pandemic by allowing arriving passengers to book 
on-arrival PCR tests and check various pre-travel 
requirements.
•	 Issuing staff with different types of PPE to match 
the relative risk levels of their work zones.
•	 Implementing BluePass, where staff working 
in higher-risk zones were issued contact tracing 
devices to expedite the identification of close 
contacts and support ringfencing among 
employees. This allowed contact tracing operations 
at Changi to scale up accordingly when nationwide 
cases increased significantly. 
•	 Working with Changi General Hospital and the 
National Centre for Infectious Diseases to train our 
18,000 airport staff on proper Personal Protective 
Equipment (PPE) use and handling to protect 
against Covid-19. 3M certified community leaders 
also fit-tested 4,000 airport staff for N95 masks to 
support their work in higher risk zones.
Safety measures implemented by CAG in FY2021/22 that have 
contributed to these achievements include:
56
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

COLLABORATING 
TO DRIVE 
SINGAPORE’S 
GROWTH
CONTRIBUTION TO THE 
ECONOMIC DEVELOPMENT 
OF SINGAPORE
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22
57

ACROSS ALL CAG DIVISIONS
One of Singapore’s key infrastructure assets, 
Changi Airport is critical to the nation’s economic 
development. As its manager and operator, CAG 
partners government agencies and the private 
sector to design the airport’s future-ready 
strategies. From enhancing Changi’s connectivity 
and attractiveness, to strengthening passenger 
and cargo traffic development as well as airport 
capacity, we plan to secure Changi Airport’s 
future competitiveness as a leading global air 
hub. As Singapore continues to navigate through 
the pandemic, we remain committed to keep 
Singapore connected with the rest of the world.
CAG works actively with airline partners 
to drive global connectivity, and 
partners trade counterparts to enhance 
Singapore’s appeal as a leisure 
destination, cargo hub and gateway to 
the rest of the world.
•	 Completion of T2 Expansion Project: 
On Track
•	 Terminal 5 planning and development to 
build capacity to meet projected growth: 
Ongoing Effort
OUR 
PRIORITIES
OUR 
PROCESSES
OUR 
SDGS
OUR 
CHANGE AGENTS
OUR 
TARGETS
58
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59
PASSENGER 
MOVEMENTS
AIRFREIGHT 
MOVEMENTS
AIRCRAFT 
MOVEMENTS
FY21/22
FY21/22
FY21/22
 MILLION
MILLION TONNES
AIRCRAFT LANDINGS 
AND TAKE-OFFS
 MILLION
MILLION TONNES
FY 21/22
FY 21/22
FY 21/22
5.2
1.98
123,000
1.1 
1.52 
71,850
FY 21/22 SAW A PROGRESSIVE RECOVERY OF AIR TRAFFIC VOLUMES
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

FEATURE STORY
Ensuring food security is a priority for 
Singapore as more than 90% of our 
food supply is imported. Perishables 
accounted for almost 14% of Singapore’s 
overall air import volumes by weight in 
2021. 
To enhance Changi air cargo hub’s 
cold chain handling capabilities, CAG 
successfully formed the first the Centre 
of Excellence for Independent Validators 
in Perishable Logistics (CEIV Fresh) 
certified community in Southeast Asia 
with our partners, dnata and Singapore 
Airlines, in 2021. 
Based on IATA’s Perishable Cargo 
Regulations, the CEIV Fresh certification 
aims to improve the community’s 
perishable handling capabilities 
through standardised procedures and 
the adoption of industry best practices. 
Given Singapore’s reliance on imports 
for perishables, and our geographical 
location at the crossroads of 
major perishables production and 
consumption markets, our CEIV Fresh 
community enhances Changi Airport’s 
position as a preferred regional cold 
chain hub for time- and temperature-
sensitive cargo. 
Ensuring food 
security is a  
priority for 
Singapore as more 
than 90% of our 
food supply is 
imported. 
ENSURING  
FOOD SECURITY 
THROUGH CHANGI
60
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61
Reinforcing Singapore’s Air Cargo Hub 
Competitiveness
In FY 2021/22, Changi Airport 
strengthened its competitive edge as 
a global air cargo hub. Several industry 
commendations recognised its service 
capabilities and excellence, including:
flights to support global trades and the 
flow of essential goods into Singapore 
and onwards to the surrounding region. 
Preparing for Travel Resumption
As the pandemic recedes and travel 
restrictions ease globally, air travel 
demand is seeing a steady recovery 
around the world. As a leading global 
air hub, Changi Airport continues 
to prepare itself to handle growing 
volumes of passenger and cargo traffic, 
while maintaining high standards of 
safety and security. By the end of March 
2022, Changi Airport had established 
over 120 city links in 47 countries, served 
by more than 80 airlines. 
To support these efforts, CAG has 
continued to engage our airline 
partners closely by keeping them 
updated on developments at Changi 
Airport and in Singapore. Our 
commitment to maintaining airline 
and trade agreements has enabled 
our airline partners to quickly and 
seamlessly resume services to Changi 
Airport.
Vaccinated Travel Lanes and Making 
New Connections
On 8 September 2021, Singapore 
launched its first Vaccinated Travel 
Lane (VTL) with Brunei and Germany 
to enable quarantine-free travel. In the 
months following, Singapore continued 
to establish VTLs with another 32 
countries, including our key pre-Covid 
passenger markets such as Indonesia, 
Malaysia, Australia, and India. In March 
2022, Changi achieved 1.14 million 
passenger movements, crossing the one-
million mark for the first time since the 
pandemic started in March 2020. 
CAG organised welcome events for the 
arrival of the first VTL flights from each 
destination and appreciate our airlines 
for their continued confidence in the 
Changi air hub. 
To facilitate the seamless rollout of 
the VTLs within short timeframes, CAG 
collaborated closely with our partners 
to work out sustainable travel protocols 
for each destination, and engaged with 
airlines and the trade to provide clarity 
on Singapore’s entry requirements and 
airport arrival processes. 
The VTLs with selected markets allowed 
Singapore and the airport community 
to prepare for travel resumption in a 
safe and controlled manner, paving 
the way for larger scale recovery as the 
world looks towards living with Covid-19. 
During the year, CAG also welcomed four 
new passenger airlines, namely, Gulf Air, 
STARLUX, ZIPAIR and HK Express, and 
established new city links with Bahrain 
and Vancouver. With the complete re-
opening of Singapore’s borders to all 
fully vaccinated travellers on 1 April 2022, 
we look forward to welcoming back 
passengers from all over the world.
HIGHLY COMMENDED 
CARGO HUB OF THE 
YEAR (Air Cargo News 
Awards 2021)
ASIA PACIFIC AIRPORT 
OF THE YEAR (Payload 
Asia Awards 2021)
BEST AIRPORT – ASIA 
IN THE OVER 1 MILLION 
TONNES CATEGORY 
(Asian Freight, Logistics 
and Supply Chain Awards 
2021)
CAG continued in our efforts to enhance 
our air cargo connectivity and capacity 
to boost Singapore’s supply chain agility 
and resilience. We welcomed a new 
freighter operator, Tasman Cargo Airlines, 
Changi’s first Australia-based freighter 
operator. We also worked closely with 
passenger airlines such as Fiji Airways 
and Garuda to facilitate Passenger 
Aircraft for Cargo Conveyance (PACC) 
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

INVESTING 
IN INDUSTRY-
LEADING SAFETY 
STANDARDS
AIRPORT  
SAFETY
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22
62

We are committed to making safety a basic 
right for every employee and individual at 
CAG. Accordingly, we are taking conscious 
steps towards incorporating a strong 
culture of safety across CAG, to ensure a safe 
environment and workplace for all.
•	 CAG’s Safety Policy 
•	 CAG’s Safety Management System 
Practices 
•	 Safety Hazard Reporting 
•	 Airport Safety Awards 
•	 Safety Briefings / Induction Training
•	 Zero employee work-related fatalities, 
yearly: Achieved
•	 Deficiency-free rating from the International 
Federation of Air Line Pilots’ Associations 
(IFALPA), yearly: Achieved
OUR 
PRIORITIES
OUR 
PROCESSES
OUR 
SDGS
OUR 
CHANGE AGENTS
OUR 
TARGETS
OPERATIONAL RISK AND  
SAFETY COMMITTEE
Risk Committee
63
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64
CAG’s Safety Management System 
Safety is one of our core values at CAG. 
Safety is paramount, especially as 
the Covid-19 pandemic posed severe 
challenges to the aviation industry. Strict 
safety standards must be upheld to 
maintain confidence in the aviation sector. 
To build a culture that prioritises safety, 
CAG works closely with our airport 
partners, including ground handling 
agents, airlines, and the Civil Aviation 
Authority of Singapore, to ensure proactive 
and effective implementation of our Safety 
Management System (SMS). The SMS seeks 
to continually improve safety performance 
and safety risk management, encourage 
an open and learning culture, provide 
necessary resources and training, and 
foster close teamwork with our partners. 
The Aerodrome Safety Unit (ASU) takes the 
lead in conducting periodic reviews and 
assessments of the SMS to ensure that it 
remains relevant and aligned with CAG’s 
mission and values. 
Aerodrome Safety 
The International Federation of Air Line 
Pilots’ Association (IFALPA) recognises CAG 
as a dependable airport operator based on 
our ability to provide and manage aviation 
infrastructure and services safely, in line 
with international guidelines. In 2022, CAG 
received the IFALPA deficiency-free rating, 
maintaining our track record from 1981. 
This affirms Changi Airport’s reputation as 
one the safest airports in the world. 
 
Workplace Safety and Health 
The safety and health of our Changi 
community are of utmost importance to 
CAG. In line with our commitment, the 
SMS for Workplace Safety and Health 
provides the framework for preventing 
work-related injuries and illnesses. 
CAG has set a target of zero workplace 
fatalities. This past year, we continued 
to actively monitor our operations for 
potential occupational risks. We also 
implemented risk mitigation measures 
such as safe work practices, and relevant 
staff training. CAG undergoes yearly 
external management system audits to 
verify that our work practices are aligned 
with international standards. In FY21/22, 
line divisions at CAG successfully achieved 
or maintained the ISO 45001 certification 
for our Occupational Health and Safety 
Management System. 
 
Safety Hazard Reporting 
CAG is committed to the proactive 
identification and management of safety 
hazards that may compromise safe 
operations. The airport community is 
encouraged to report hazards through 
multiple voluntary and confidential 
reporting channels managed by the ASU. 
These include: 
•	 24/7 safety hotlines;
•	 “iFeedback” in CAG InTouch, OneChangi 
and SWEET applications; 
•	 Aerodrome Safety Unit’s e-mail; 
•	 Changi Airport online hazard reporting 
application; and
•	 CAG e-Services portal 
Hazards which require immediate 
attention can be reported via the 24/7 
hotlines and SWEET (Service Workforce 
Empowerment and Experience 
Transformation) mobile application. 
To date, more than 27,000 users have 
subscribed to the app. This ‘many eyes’ 
approach to hazard identification, 
coupled with prompt action to avert 
potential consequences, has contributed 
to a safer airport environment for travellers 
and airport staff. 
0.75*
0
0
WORK-RELATED INJURY RATE 
WORK-RELATED EMPLOYEE 
FATALITIES 
NO. OF INCIDENTS OF NON-COMPLIANCE 
WITH REGULATIONS/VOLUNTARY CODES 
CONCERNING THE HEALTH AND SAFETY 
IMPACTS OF PRODUCTS/SERVICES IN FY 21/22 
*	 per million man-hours worked. For work-related injuries that resulted in more than three days of medical leave or 24-hour hospitalisation. 
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

These awards recognise 
members of the airport 
community for their exceptional 
safety contributions.
FEATURE STORY
AIRPORT  
SAFETY  
AWARDS
In FY21/22, the airport community 
came together to honour close 
to 400 deserving individuals and 
teams at CAG’s annual Airport Safety 
Awards event. These awards recognise 
members of the airport community for 
their exceptional safety contributions. 
The celebration event was also an 
opportunity to appreciate the efforts 
of our partners, in particular the 
National Centre for Infectious Diseases, 
Ministry of Health and 33 other airport 
agencies, who were instrumental in 
supporting Changi Airport in its fight 
against Covid-19 and the proliferation 
of the Delta variant. Many had 
demonstrated gumption by going 
beyond the call of duty when faced 
with potentially unsafe situations. 
 
Individuals and teams received awards 
based on three broad categories: 
Safety Awareness & Courageous Act; 
Innovation & System Thinking; and 
Safety Promotion & Culture Building.
 
The event tagline “Safety Takes You 
Further” was specially chosen to reflect 
CAG’s commitment to instilling a 
strong safety culture at our airports. 
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66
Maintaining Operational Readiness 
No matter the season or challenge, CAG’s 
in-house aviation rescue and firefighting 
team – Airport Emergency Service (AES) 
is committed to ensuring runway fire 
coverage is not compromised.
AES’s vigilance ensured the high volumes 
of air cargo flights and Covid-19 vaccines 
could resume safely. To mitigate the 
threat of operational disruption due to 
the pandemic, AES relied on a strategy 
consisting of vaccinations, proactive 
testing, stringent ringfencing and regular 
disinfections, in compliance with ongoing 
safe management measures (SMMs). 
Furthermore, AES continued to maintain 
their operational readiness by participating 
in annual aircraft incident exercises, such as 
Exercise Bobcat and Exercise Bear. These 
exercises were not only critical in validating 
Changi Airport’s emergency plans but 
also provided a prime opportunity for 
AES to maintain optimal response and 
coordination with key partners, such as 
the Singapore Civil Defence Force (SCDF), 
Singapore Police Force (SPF), Ministry of 
Health (MOH) and Airline carriers.
Beyond our main operational 
responsibilities, our colleagues from AES 
also showed their OneChangi spirit by 
coming together to support counter-drone 
operations, wildlife patrols and terminal 
building patrols, as well as man the AES 
Experience Event held at the Changi 
Festive Village.
Enhancing Our Firefighting Capabilities
As part of continuous improvement 
plans to ensure runway safety, AES 
Changi and Seletar commissioned a 
new fleet of Panther Water Tenders by 
Rosenbauer to replace the old fleet of 
Scania Water Tenders. 
The main purpose of our Water Tenders 
is to support the primary response 
12,000-litre dual-turret Foam Tenders 
in extended firefighting situations, by 
providing additional water and fire safety 
equipment. These new Panther Water 
Tenders are equipped with a 12,000-litre 
water capacity, which is significantly 
more than the 9,000-litre capacity of 
the outgoing Scania Water Tenders. This 
essentially doubles AES’ firefighting 
limit in responding to a situation. They 
also feature enhanced firefighting 
features and systems, including better 
maneuverability and a chassis suited for 
off-road applications, such as when a 
plane veers off the runway.
To further improve our fire response 
competencies, we also operationalised 
runway emergency access roads to 
give our AES vehicles quicker access to 
emergency situations.
The new Rosenbauer Panther Water Tenders (left), next to the outgoing Scania Water Tenders 
(right).
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

PLANNING  
AHEAD WITH 
TECHNOLOGY
Strengthening Partnerships at Exercise 
Bobcat 2021
To ensure that CAG maintains the 
highest possible safety standards, 
Changi Airport holds a major aircraft 
emergency exercise every year, 
codenamed Exercise Bobcat, to validate 
our emergency plans and coordinate 
with key stakeholders. Through 
simulating realistic aircraft emergencies, 
either in the form of tabletop or actual 
ground deployment exercises, “Exercise 
Bobcat” takes a proactive approach to 
identify areas for improvement before 
they become an issue during an actual 
emergency.
One of the highlights of the Exercise 
Bobcat 2021 Tabletop Exercise (TTX) 
was a sharing session by Changi General 
Hospital on casualty management 
workflow and processes during a 
national mass casualty event. This 
equipped CAG to finetune our best 
practices and redefine our casualty 
management procedures. 
Through this exercise, we were also able 
to strengthen the ties between AES and 
our partners, which will in turn enable 
us to better serve survivors, of airport 
accidents.
Moreover, we constantly monitor the 
latest technological developments in the 
field of runway safety.
Robots and Autonomous Technologies
Among the projects in the pipeline 
is a partnership with Changi General 
Hospital’s Centre for Healthcare Assistive 
and Robotics Technologies (CHART). We 
jointly conducted a series of robot trials 
to explore how autonomous technologies 
can complement existing roles played by 
humans during an aircraft incident. So 
far, promising use applications identified 
include deployment at crash sites and 
Casualty Clearance Stations (CCS).
We are also examining and trialling the 
usefulness of 5G technology at sea. At 
present, one of the limitations of 4G 
technology is the poor-quality video feeds 
that AES’s on-land Command Centre 
receives from sources at sea, which 
hinders the decision-making ability of our 
monitoring team.
Through this trial, however, we were able 
to see how 5G’s increased bandwidth and 
network splicing capability allowed for 
improved quality and reduced latency of 
the video feeds. Coupled with improved 
clarity of the Voice over Internet Protocol 
(VoIP), decision makers can potentially 
receive a more accurate depiction of 
incidents at sea in real time.
Beyond video streaming applications, 
this 5G trial also opens up the pathway 
for CAG to consider other 5G-enabled 
technologies that can enhance our 
capabilities to manage future crises.
Partnering with 
Changi General 
Hospital to 
explore the 
usefulness of 
robotics in 
runway safety 
applications.
67
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22

ADVANCING 
GOVERNANCE 
FOR GREATER 
ASSURANCE
GOOD CORPORATE 
GOVERNANCE
CHANGI AIRPORT GROUP
SUSTAINABILITY REPORT 2021/22
68

BOARD
Audit 
Committee
Internal 
Auditors 
Division
Risk & Safety
Management
Functions
Risk 
Committee
External 
Auditors
Management
Committee
ABMS 
Steering
Committee
Information 
Assurance
Committee
Operational 
Risk & 
Safety 
Committee
With an eye on the future, we seek to 
build a thriving, sustainable business – one 
that safeguards our brand and reputation 
and makes our stakeholders proud. We 
work hard to achieve and uphold high 
standards of corporate governance, 
professionalism and integrity. At the same 
time, we resolve to remain accountable 
to those in our immediate business and 
regulatory environment as well as the global 
community.
Policies 
•	 CAG’s Risk Management Policy
•	 CAG’s Enterprise Risk Management 
Framework
•	 CAG’s Code of Conduct
•	 CAG’s Anti-Bribery Policy
•	 CAG’s Whistle-Blowing Policy
•	 Compliance with anti-corruption laws and 
regulations
•	 No significant fines for non-compliance with 
applicable laws and regulations
Practices 
•	 Training and Awareness  
(e.g., Anti-Bribery Awareness training)
OUR 
PRIORITIES
OUR 
PROCESSES
OUR 
SDGS
OUR 
CHANGE AGENTS
OUR 
TARGETS
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70
Code of Conduct and  
Whistle Blowing Policy 
CAG’s Code of Conduct sets out the 
principles and standards expected of all 
employees in their day-to-day activities 
and decision-making across all areas of 
business operations. The Code is to be 
followed in conjunction with local laws 
and regulations.
To ensure that the principles are clearly 
understood and consistently applied 
across all roles and responsibilities, every 
employee is required to complete all 
mandatory training and receive regular 
updates on CAG’s Code of Conduct, 
Anti-Bribery Management System and 
Data Protection policies and guidelines. 
CAG has established a confidential 
whistle-blowing channel for employees 
of CAG and its subsidiaries, as well as 
external parties to report any suspected 
misconduct. We are committed to 
protecting any person, who makes a 
report in good faith, from any form of 
retaliation.
Anti-Bribery Management System 
(ABMS)
CAG has zero tolerance for bribery and we 
have operationalised this commitment 
via the CAG Anti-Bribery Management 
System (ABMS). CAG obtained 
the International Organisation for 
Standardisation (ISO) 37001 certification 
in 2019 to provide assurance that the 
ABMS incorporates international best 
practices. We continue to maintain this 
through annual external audits. To ensure 
that the ABMS is adequate and effectively 
embedded in business operations, the 
CAG Audit Committee, a sub-committee 
of the CAG Board, provides strategic 
guidance to, and receives regular updates 
from the Management Committee and 
the Legal & Compliance team. 
The ABMS Steering Committee, made up 
of senior representatives from all Clusters, 
monitors the operationalisation of the 
ABMS. The ABMS Working Committee, 
comprising representatives from each of 
the CAG Clusters (“ABMS Champions”), 
works on the effective implementation 
of policies and procedures. All Clusters 
The foundation of our brand, reputation and sustainability efforts is integrity is vital to 
everything we do at CAG. To uphold the highest standards of professionalism and integrity, we 
operate and conduct business in accordance with CAG’s Code of Conduct and policies, covering 
key areas such as whistle-blowing, anti-bribery and enterprise risk management. Increased 
focus on cyber security and data protection is critical for supporting continued digitalisation 
across CAG’s operations.
conduct regular assessments to identify 
potential bribery risks in their operations, 
evaluate the effectiveness of controls 
to mitigate such risks, and determine 
if further action needs to be taken to 
mitigate residual risks. Employees who 
are deemed to be in roles that face higher 
risks of bribery are required to submit 
an annual Declaration of Anti-Bribery 
Compliance. 
We recognise that whilst third-parties, 
such as suppliers, vendors, consultants 
and partners, bring significant value to 
CAG, they may also introduce bribery 
risks. As such, we have published CAG’s 
Supplier Code of Conduct on our website 
to set out our expectations of third 
parties. In particular, they are to uphold 
a zero tolerance of bribery, comply with 
applicable laws and regulations, and 
promptly report suspected misconduct. 
In addition to incorporating the Code 
into all signed terms with suppliers, 
CAG also implements pre-contract 
reputational due diligence on significant 
third-party engagements to identify and 
appropriately remediate potential risks.
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SUSTAINABILITY REPORT 2021/22

71
Risk Management
At CAG, we define risk as anything 
that might prevent us from achieving 
our business goals and objectives. We 
have developed an Enterprise Risk 
Management (ERM) framework that 
guides us in mitigating the impact 
and likelihood of risks through the 
identification and analysis of risks, 
implementation of mitigation measures, 
and monitoring of the effectiveness of 
these mitigating measures. 
CAG’s ERM framework is adapted from ISO 
31000 Risk Management, Committee of 
Sponsoring Organizations of the Treadway 
Commission (COSO) ERM Framework 
and the Risk Governance Guidance for 
Listed Boards. Stakeholders can use the 
available tools and enablers to categorise 
their findings and develop appropriate 
risk matrices and registers to steer CAG’s 
ERM activities. We seek to mitigate any risk 
materialisation and damage impact by:
a.	 Identifying the risk as early as possible
b.	 Analysing and prioritising the risk
c.	 Planning the necessary measures to 
mitigate the risk
d.	 Implementing the appropriate 
measures
e.	 Monitoring the risk
The key risks and risk indicators are 
reported to CAG’s Risk Committee and 
CAG’s Board-level Operational Risk & 
Safety Committee.
Building Cyber Security, Safety & 
Resilience at CAG
At Changi Airport, we continue to 
accelerate our digitalisation efforts to 
enhance operational efficiencies and 
passenger experience. To realise the full 
benefits of a connected, digitalised world, 
CAG recognises the critical importance 
of, firstly, identifying and understanding 
current and emerging cyber threats; 
secondly, recognising the susceptibility 
of our digital infrastructure, systems 
and assets, including personal data to 
these threats; and thirdly, establishing 
effective cyber risk and data protection 
management frameworks to mitigate and 
manage these risks to ensure business 
continuity.
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Data Protection
CAG is committed to protecting the 
personal data that we collect and 
process, including that of our customers, 
partners and employees. To ensure 
accountability and compliance with 
relevant data protection laws, including 
Singapore’s Personal Data Protection 
Act 2012 (PDPA), CAG has established a 
Data Protection Governance Framework 
that consists of a set of governance 
principles, a governance structure, and 
the CAG Data Protection Management 
Programme (DPMP).
The CAG Management Committee 
receives regular updates from the 
Group Data Protection Office (DPO) on 
key risk indicators, emerging risks and 
evolving laws. The Information Assurance 
Committee for Personal Data (IAC-PD), 
made up of representatives from key 
functions and Clusters, oversees and 
provides strategic guidance to the DPMP. 
The DPO, in partnership with Division 
Data Protection Officers who are Division 
representatives responsible for personal 
data handling, ensure that our policies 
and procedures are implemented 
effectively.
To support CAG’s data protection efforts, 
the DPMP encompasses key initiatives and 
actions, including:
•	 Ensuring the transparent handling 
of personal data, in compliance with 
applicable laws and best practices such 
as CAG’s Privacy Policy; 
•	 Implementing appropriate security 
measures to protect personal data in 
CAG’s care;
•	 Supporting mandatory e-learning 
and regular communications to staff on 
policies, procedures and best practices 
for handling personal data;
•	 Conducting risk assessments for CAG 
systems and processes for handling 
personal data;
•	 Managing third-party pre-contract 
due diligence, including identifying and 
appropriately remediating any potential 
risks associated with handling personal 
data in CAG’s care; 
•	 Putting in place appropriate contract 
terms to ensure accountability of 
third-party intermediaries that handle 
personal data in CAG’s care; and,
•	 Developing a comprehensive incident 
response plan for handling suspected 
breaches that may compromise 
personal data in CAG’s care.
Cyber Security
Cultivating a cybersecurity-aware 
workforce is critical to CAG’s risk 
management strategy. To this end, CAG 
has adopted a three-pronged approach to 
raise staff awareness of cyber-threats.
Firstly, employees are inoculated with 
cyber hygiene best practices to be 
incorporated into their day-to-day job 
processes through a through a mandatory 
e-learning programme. Secondly, 
employees are constantly reminded 
to exercise vigilance and report any 
sighting of anomalies through prescribed 
reporting channels. Finally, we conduct 
tabletop exercises to validate our business 
continuity plans and standard operating 
procedures. These exercises ensure our 
stakeholders are conversant with their 
roles and expected response during and 
to recover from a cyber event.
Looking ahead, we will continue to work 
closely with industry partners, regulatory 
bodies and government agencies to 
maintain cyber-preparedness across 
Changi’s extended community.
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This section explains the calculation 
boundaries, methodologies and 
assumptions used in the preparation 
of CAG’s Scope 1, 2 and 3 emissions for 
CAG. The carbon footprint is prepared 
in accordance with ISO 14064-1, 
Greenhouse Gas (GHG) Protocol and 
the Airport Carbon Accreditation (ACA) 
guidelines.
Reporting Scope and Period
CAG uses an adaptation of the 
Operational Control Approach, where the 
company accounts for 100% of the GHG 
emissions from operations over which 
it has control. Following requirements 
for Level 3 “Optimisation” Airport Carbon 
Accreditation, this carbon footprint takes 
into account the sources and activities 
that are controlled by CAG, namely, Scope 
1 and Scope 2 GHG emissions, as well as 
the sources that the airport can guide or 
influence through effective partnership 
(Scope 3 GHG emissions). CAG focuses 
on calculating carbon dioxide (CO2) 
emissions for all three scopes.
Data for GHG emission calculations 
includes T1 to T4, as well as emissions 
under CAG’s direct operational control 
(Scope 2) in Jewel Changi Airport Trustee 
Pte Ltd (JCAT). Electricity on-sale to JCAT 
as a private developer is included in CAG’s 
Scope 3 emissions.
APPENDIX A: 
GHG EMISSIONS 
QUANTIFICATION 
METHODOLOGY
Data from the following reporting periods 
have been included in this Sustainability 
Report for Scope 1,2 and 3 emissions:
•	 FY18/19
•	 FY19/20
• 	 FY20/21
•	 FY21/22
•	 1 April 2021 until 31 March 2022, for 
Scope1, 2 and 3 emissions.
CAG’s energy and emissions data is 
externally verified on an annual basis. In 
this report, CAG’s energy and emissions 
data for FY21/22 have been disclosed with 
verified FY18/19, FY19/20, and FY20/21 data 
for comparability. 
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Calculation Methodologies
Our methodologies are consistent 
with the ACI Guidance Manual on 
Airport Greenhouse Gas Emissions 
Management and the GHG 
Protocol. Emissions are divided 
according to ownership and 
control of the source:
APPENDIX A: 
GHG EMISSIONS 
QUANTIFICATION 
METHODOLOGY
CONT’D
Scope 1 emissions are direct 
GHG emissions which occur 
from sources that are owned or 
controlled by CAG. This includes 
emissions from both stationary 
sources (power generators, 
dynamic-uninterruptible power 
supply (D-UPS), water pumps, 
electrical switchgears and other 
stationary equipment) and mobile 
sources (company-owned cars, 
trucks, motorcycles and heavy duty 
equipment). Activities and process 
emissions (i.e. from firefighting 
exercises) contribute to less than 
0.01% of total emissions are 
excluded.
The quantity of Scope 1 GHG 
emissions is calculated by 
multiplying the fuel usage (activity 
data) by their respective emission 
factor. The data for fuel usage was 
obtained from invoices of procured 
and/or topped up fuel.
Scope 2 emissions are indirect 
GHG emissions which occur from 
the generation of purchased 
or acquired electricity, heating, 
cooling and steam consumed by 
CAG. At CAG, Scope 2 emissions 
only relate to purchased electricity 
from the grid.
The quantity of Scope 2 GHG 
emissions is calculated by 
multiplying electricity usage (in 
kWh) by the grid emission factor. 
Data for electricity usage was 
obtained from receipts issued 
by the electricity supplier. The 
grid emission factors used in the 
calculation is based on the grid 
emission released annually by the 
Energy Market Authority (EMA) 
in accordance with the United 
Nations Framework Convention 
on Climate Change (UNFCC) 
guidelines.
Scope 3 emissions are other indirect 
GHG emissions that are a consequence 
of CAG’s activities, but occur at sources 
not owned or controlled by CAG. Due 
to the variety Scope 3 GHG emission 
sources within the scope, a range of 
methodologies has been used.
For emissions resulting from activities 
involving aircrafts (landing and take-
off cycle, engine test-run and aircraft 
auxiliary power unit), the ACERT is used. 
For emissions resulting from ground 
activities that are carried out by our 
partners (ground support equipment, 
surface access, electricity resold, waste 
management), a similar calculation 
approach used for quantifying Scope 
1 and Scope 2 emissions was used. 
Emissions from the shuttle bus operations 
was calculated with the use of the GHG 
Emissions Calculation Tool. Finally, for 
business travel, the International Civil 
Aviation Organization (ICAO) Carbon 
Emissions Calculator was used. For every 
calculation tool/ model used, CAG has 
applied suitable assumptions to the input 
data. Refer to the table below for the 
respective emission factors used.
1
2
3
SCOPE
SCOPE
SCOPE
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EMISSION SOURCES 
EMISSION FACTORS 
UNIT
Scope 1 Emissions
Stationary Sources
Diesel stationary
2.6920
kgCO2e/litre
Jet A-1 stationary
2.5060
kgCO2e/litre
Motor gasoline stationary
2.2860
kgCO2e/litre
Sulfur hexafluoride (SF6)
23,500
kgCO2e/litre
Mobile Sources
Diesel mobile
2.6760
kgCO2e/litre
Gasoline mobile
2.2720
kgCO2e/litre
Scope 2 Emissions
Electricity Consumption
2020 National Grid Emission Factor
0.4085
kgCO2e/litre
2018 National Grid Emission Factor
0.4192
kgCO2e/litre
Scope 3 emissions
Ground Support Equipment
Diesel mobile
2.6760
kgCO2e/litre
Gasoline mobile
2.2720
kgCO2e/litre
APPENDIX A: 
GHG EMISSIONS 
QUANTIFICATION 
METHODOLOGY
CONT’D
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APPENDIX A: 
GHG EMISSIONS 
QUANTIFICATION 
METHODOLOGY
CONT’D
EMISSION SOURCES 
EMISSION FACTORS 
UNIT
Scope 3 emissions
Surface Access
Coach
0.0348
kgCO2e/vehicle-km
Minibus/van
0.2933
kgCO2e/vehicle-km
Motorcycle 
0.2131
kgCO2e/vehicle-km
Private charter
0.2131
kgCO2e/vehicle-km
Private hire car
0.2131
kgCO2e/vehicle-km
Private hire shared ride
0.2131
kgCO2e/vehicle-km
Privately owned car
0.2131
kgCO2e/vehicle-km
Taxi (Grab taxi)
0.2131
kgCO2e/vehicle-km
Taxi (Phone booking)
0.0739
kgCO2e/vehicle-km
Taxi (Street hail)
0.0348
kgCO2e/vehicle-km
Mass Rapid Transit (MRT)
0.0739
kgCO2e/passenger-km
Public bus
0.0348
kgCO2e/passenger-km
Electricity Re-sold
2020 National grid emission factor
0.4085
kgCO2e/kWh
2018 National grid emission factor
0.4192
kgCO2e/kWh
Waste Management
0% load
0.6529
kgCO2e/km
50% load
0.2350
kgCO2e/tkm
100% load
0.1384
kgCO2e/tkm
REFERENCES FOR EMISSION FACTORS 
1.	
Airports Council International (ACI), Airport Carbon and Emissions Reporting Tool (ACERT) version 4.0
2.	
World Resources Institute (2015), GHG Protocol Tool for Stationary Combustion version 4.1
3.	
World Resources Institute (2015), GHG Protocol Tool for Mobile Combustion version 2.6
4.	
Intergovernmental Panel on Climate Change (IPCC) (2007), Fourth Assessment
5.	
Energy Market Authority of Singapore (EMA) (2018), Singapore Energy Statistics 
6.	
Energy Market Authority of Singapore (EMA) (2017), Singapore Energy Statistics
7.	
United States Environmental Protection Agency (US EPA) (2015), Emission factor for greenhouse gas inventories
8.	
UK Government Conversion Factors for Greenhouse Gas (GHG) Reporting (2016)
9.	
GHG Protocol, GHG Emissions Calculation Tool version 2.6
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APPENDIX B: 
UN SDG INDEX
The United Nations Sustainable Development Goals (UN SDGs)
CAG’s Material Sustainability Matter
Energy and Emissions Management
Waste Management
Water Management
Fair Employment 
People Development
Community Investment
Passenger Experience
Contribution to the Economic 
Development of Singapore
Airport Safety
Corporate Governance
CAG mapped each of its material sustainability matters to the SDG targets. This exercise enabled CAG to identify area where its 
activities have a direct or indirect impact on the SDGs, and CAG’s creation of alue in the short, medium and long-term.
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APPENDIX B: 
UN SDG INDEX
KEY PRIORITY AND IMPACT AREAS 
Ensure healthy lives 
and promote well-
being for all at all 
ages
•	 Enhancing airport 
and CAG’s workplace 
facilities to 
continually support 
the well-being of 
airport users and 
CAG employees.
•	 Maintaining high 
standards of 
ambient air quality 
at the airport 
through adopting 
leading practices 
and conducting 
annual monitoring 
exercises.
Ensure access to 
affordable, reliable, 
sustainable and 
modern energy for all 
•	 Growing share of 
renewable energy 
consumption at the 
airport (e.g. use of 
solar energy, electric 
baggage handling 
tractors).
•	 Ensuring sustainable 
energy consumption 
and energy 
efficiency at the 
airport achieved 
through various 
carbon reduction 
initiatives.
Promote sustained, 
inclusive and 
sustainable 
economic growth, 
full and productive 
employment and 
decent work for all
•	 Generating 
sustainable 
economic value 
through the value 
chain as a leading 
global air hub and 
community
•	 Fostering full 
and productive 
employment 
through integrating 
fair employment 
practices in CAG’s 
Employment 
Philosophy, 
conducting regular 
performance 
reviews and people 
development 
programs.
Build resilient 
infrastructure, 
promote inclusive 
and sustainable 
industrialization and 
foster innovation 
•	 Adopting a life-
cycle approach 
in investing, 
developing, 
managing and 
retrofitting airport 
infrastructure 
(e.g. upgrading of 
existing terminals, 
development of 
Changi East).
Make cities and 
human settlements 
inclusive, safe, 
resilient and 
sustainable
•	 Providing a safe, 
secure and green 
airport environment 
for the airport 
community and all 
passengers.
•	 Increasing 
accessibility and 
connectivity, locally 
and globally such 
developing a new 
focus on becoming a 
trusted and reliable 
pharmaceutical air 
cargo hub.
Ensure sustainable 
consumption and 
production patterns
•	 Establishing and 
maintaining 
a proactive 
Environmental 
Management 
System.
•	 Measuring, 
monitoring 
and reporting 
sustainability 
indicators internally 
and externally 
(e.g. voluntary 
sustainability 
reporting).
•	 Implementing 
circular systems 
at the airport (e.g. 
food waste digester, 
recycling programs).
Take urgent action 
to combat climate 
change and its 
impacts
•	 Engaging in GHG 
emissions disclosure 
initiatives (e.g. 
Airport Carbon 
Accreditation, 
Sustainability 
Reporting).
•	 Aligning 
environmental 
targets with national 
and international 
Climate Action goals 
through reduction 
of CAG’s GHG 
emissions.
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APPENDIX B: 
UN SDG INDEX
HIGH PRIORITY AND IMPACT AREAS
End poverty in all its 
forms everywhere
•	 Community 
investment and 
corporate social 
responsibility 
programs (e.g. 
outreach to 
disadvantaged 
youths through 
Changi Foundation)
Reduce inequality 
within and among 
countries 
•	 Promoting the 
socioeconomic 
inclusion of all 
people at the 
airport and in the 
community through 
engagement with 
airport partners 
and offer jwob 
attachments to 
disadvantaged 
youth.
Ensure inclusive 
and equitable 
quality education 
and promote 
lifelong learning 
opportunities for all 
•	 Providing equal 
opportunities 
in training and 
development of all 
CAG employees.
•	 Supporting 
the vocational 
development 
of youths (e.g. 
internship 
opportunities at 
CAG, partnerships 
with Metta School).
Achieve gender 
equality and 
empower all women 
and girls
•	 Respecting women’s 
rights and ensuring 
no discrimination 
and harassment 
at the airport and 
CAG’s workplace.
•	 Supporting women’s 
leadership and their 
empowerment 
across CAG.
Ensure availability 
and sustainable 
management of 
water and sanitation 
for all
•	 Providing access 
to clean water 
and sanitation at 
the airport (e.g. 
availability of 
drinking fountains 
and amenities).
•	 Ensuring sustainable 
water withdrawal 
and water efficiency 
at the airport (e.g. 
growing share of 
NEWater).
Promote peaceful and 
inclusive societies 
for sustainable 
development, provide 
access to justice for 
all and build effective, 
accountable and 
inclusive institutions at 
all levels 
•	 Working closely with 
stakeholders at the 
airport in combating 
terrorism, illicit 
arms flows, human 
trafficking, etc. 
such as enhancing 
total emergency 
preparedness through 
Exercise Bobcat.
•	 Adopting a zero 
tolerance stance 
towards corruption.
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CAG’s Sustainability Report FY21/22 has been prepared in accordance with the GRI Universal Standards. This GRI Content Index 
is a navigation tool that provides an overview of which GRI Standards have been used, which disclosures have been made, and 
where these disclosures can be found. The full content of the GRI Standards is publicly available on the GRI portal (https://www.
globalreporting.org/standards).
GENERAL DISCLOSURES 
Disclosures
Reference(s) or  
Reason for omission (if applicable)
2-1
Organisational Details
Page 1
2-2 
Entities Included in the Organisation’s Sustainability Reporting
Page 1
2-3
Reporting Period, Frequency and Contact Points
Page 1
2-5
External Assurance 
No external assurance was sought for this report
2-6 
Activities, Value Chain and other Business Relationships
Page 1
2-7
Employees
Page 38
2-8
Workers who are not Employees
Page 38
2-9
Governance Structure And Composition
Refer to Annual Report
2-10
Nomination And Selection of the Highest Governance Body 
Refer to Annual Report
2-11
Chair of the Highest Governance Body
Refer to Annual Report
2-12 
Role of the Highest Governance Body in Overseeing the Management of Impacts 
Page 2
2-13
Delegation of Responsibility for Managing Impacts
Pages 2, 12
2-14
Role of the Highest Governance Body in Sustainability Reporting
Page 2
APPENDIX C: 
GRI CONTENT INDEX
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APPENDIX C: 
GRI CONTENT INDEX
CONT’D
GENERAL DISCLOSURES 
Disclosures
Reference(s) or  
Reason for omission (if applicable)
2-16
Communication of Critical Concerns 
Pages 6 - 8
2-22
Statement on Sustainable Development Strategy
Pages 6 - 8
2-23
Policy Commitments
Pages 39, 70 – 72
2-24
Embedding Policy Commitments 
Pages 39, 70 - 72
2-25
Processes to Remediate Negative Effects
Page 39
2-26
Mechanisms for Seeking Advice and Raising Concerns
Page 39
2-27
Compliance With Laws and Regulations 
There were no significant incidents of non-com-
pliance with laws and regulations
2-28
Membership Associations
Pages 12, 39
2-29
Approach to Stakeholder Engagement
Pages 6 - 8
2-30
Collective Bargaining Agreements
Page 39
3-1 
Process to Determine Material Topics
Page 2
3-2
List of Material Topics
Page 10
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APPENDIX C: 
GRI CONTENT INDEX
CONT’D
ENERGY AND EMISSIONS MANAGEMENT
Disclosures
Reference(s) or  
Reasons for Omission (if applicable)
GRI 103: Management Approach (2016)
3-3
Management of Material Topics
Page 21
GRI 302: Energy (2016)
302-1
Energy Consumption within the Organisation
Page 24
302-4
Reduction of Energy Consumption
Page 24
GRI 305: Emissions (2016)
305-1
Direct (Scope 1) GHG Emissions
Page 22
305-2
Energy Indirect (Scope 2) GHG Emissions
Page 22
305-3
Other Indirect (Scope 3) GHG Emissions
Page 22
305-5
Reduction of GHG Emissions
Page 22
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APPENDIX C: 
GRI CONTENT INDEX
CONT’D
WASTE MANAGEMENT
Disclosures
Reference(s) or  
Reasons for Omission (if applicable)
GRI 103: Management Approach (2016)
3-3
Management of Material Topics
Page 30
GRI 306: Waste (2020)
306-3
Waste Generated
Page 31
306-4
Waste Diverted from Disposal
Page 31
306-5
Waste Diverted to Disposal
Page 31
WATER AND EFFLUENTS MANAGEMENT
Disclosures
Reference(s) or  
Reasons for Omission (if applicable)
GRI 103: Management Approach (2016)
3-3
Management of Material Topics
Page 34
GRI 303: Water and Effluents (2018)
303-3
Water Withdrawal 
Page 35
303-4
Water Discharge
Page 35
303-5
Water Consumption
Page 35
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APPENDIX C: 
GRI CONTENT INDEX
CONT’D
FAIR EMPLOYMENT PRACTICES
Disclosures
Reference(s) or  
Reasons for Omission (if applicable)
GRI 103: Management Approach (2016)
3-3
Management of Material Topics
Page 37
GRI 306: Employment (2016)
401-1
New Employee Hires and Employee Turnover
Page 38
GRI 405: Diversity and Equal Opportunity (2016)
405-1
Diversity of Governance Bodies and Employees
Page 38
GRI 406: Non-discrimination (2016)
406-1
Incidents of Discrimination and Corrective Actions Taken
Page 38
PEOPLE DEVELOPMENT
Disclosures
Reference(s) or  
Reasons for Omission (if applicable)
GRI 103: Management Approach (2016)
3-3
Management of Material Topics
Page 42
GRI 404: Training and Education (2016)
404-1
Average Hours of Training Per Year Per Employee
Page 43
404-2
Programmes for Upgrading Employee Skills and Transition Assistance Programmes
Page 43
404-3
Percentage of Employees Receiving Regular Performance and Career Development Reviews
Page 43
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APPENDIX C: 
GRI CONTENT INDEX
CONT’D
COMMUNITY INVOLVEMENT
Disclosures
Reference(s) or  
Reasons for Omission (if applicable)
GRI 103: Management Approach (2016)
3-3
Management of Material Topics
Page 47
GRI 413: Local Communities (2016)
413-1
Operations with Local Community Engagement, Impact Assessments, and Development 
Programmes
Pages 48 - 51
PASSENGER EXPERIENCE 
Disclosures
Reference(s) or  
Reasons for Omission (if applicable)
GRI 103: Management Approach (2016)
3-3
Management of Material Topics
Page 53
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APPENDIX C: 
GRI CONTENT INDEX
CONT’D
CONTRIBUTION TO THE ECONOMIC DEVELOPMENT OF SINGAPORE
Disclosures
Reference(s) or  
Reasons for Omission (if applicable)
GRI 103: Management Approach (2016)
3-3
Management of Material Topics
Page 58
GRI 203: Indirect Economic Impacts (2016)
203-1
Infrastructure Investments and Services Supported
Pages 60 - 61
203-2
Significant Indirect Economic Impacts
Pages 60 - 61
GRI-G4 Airport Operators Sector Disclosures: Market Presence (2011)
AO1
Total Number of Passengers Annually
Page 59
AO2
Total Number of Aircraft Movements
Page 59
AO3
Total Amount of Cargo Tonnage
Page 59
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APPENDIX C: 
GRI CONTENT INDEX
CONT’D
AIRPORT SAFETY
Disclosures
Reference(s) or  
Reasons for Omission (if applicable)
GRI 103: Management Approach (2016)
3-3
Management of Material Topics
Page 63
GRI 403: Occupational Health and Safety (2016)
403-2
Types of Injury And Rates of Injury, Occupational Diseases, Lost Days, and Absenteeism, and 
Number of Work-related Fatalities
Page 63; injury rates and types are kept in 
confidence
GRI 416: Customer Health and Safety (2016)
416-2
Incidents of Non-Compliance Concerning the Health and Safety Impacts of Products and Services
Page 63
GOOD CORPORATE GOVERNANCE
Disclosures
Reference(s) or  
Reasons for Omission (if applicable)
GRI 103: Management Approach (2016)
3-3
Management of Material Topics
Page 69
GRI 205: Anti-corruption (2016)
205-3
Confirmed Incidents of Corruption and Actions Taken
Page 69
GRI 307: Environmental Compliance (2016)
307-1
Non-Compliance with Environmental Laws and Regulations
Page 69
GRI 419: Socioeconomic Compliance (2016)
419-1
Non-Compliance with Laws and Regulations in the Social and Economic Area
Page 69
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