| Singapore Airlines | ||
|---|---|---|
 |
||
| IATA SQ |
ICAO SIA |
Callsign SINGAPORE |
| Founded | 1947 (as Malayan Airways) | |
| Hubs | Singapore Changi Airport | |
| Frequent flyer program | KrisFlyer PPS Club |
|
| Member lounge | Silver Kris Lounge | |
| Alliance | Star Alliance | |
| Subsidiaries | SilkAir | |
| Fleet size | 101 (+73 orders, 59 options) | |
| Destinations | 66 | |
| Company slogan | A Great Way To Fly | |
| Headquarters | Singapore | |
| Key people | Chew Choon Seng (CEO) | |
| Website: http://www.singaporeair.com | ||
Singapore Airlines Limited (SIA) (Chinese: 新加坡航空公司; pinyin: Xīnjiāpō Hángkōng Gōngsī, abbreviated 新航; Malay: Syarikat Penerbangan Singapura; Tamil: சிங்கப்பூர் ஏர்லைன்ஸ்) (SGX: C6L) is the national airline of Singapore. Singapore Airlines operates a hub at Singapore Changi Airport and has a strong presence in the Southeast Asia, East Asia, South Asia, and "Kangaroo Route" markets. The company also operates trans-Pacific flights, including two of the world's longest non-stop commercial flights from Singapore to Newark, New Jersey and Los Angeles, California on the Airbus A340-500.[1][2]
Singapore Airlines was the launch customer of the "superjumbo" Airbus A380. SIA has diversified into airline-related businesses such as aircraft handling and engineering.
Its wholly-owned subsidiary, SilkAir, manages regional flights to secondary cities with smaller capacity requirements. Subsidiary Singapore Airlines Cargo operates SIA's dedicated freighter fleet, and manages the cargo-hold capacity in SIA's passenger aircraft. SIA has a 49% shareholding in Virgin Atlantic and has also responded to the threats posed by the low-cost sector by investing a 49% stake in Tiger Airways.
Singapore Airlines Limited is the world's largest carrier by market capitalisation. It ranks amongst the top 15 carriers worldwide in terms of revenue passenger kilometres,[3] is the 8th largest airline in Asia and ranked 6th in the world for international passengers carried.[4]
Singapore Airlines was ranked 17th in Fortune's World’s Most Admired Companies rankings in 2007[5] and has built up a strong brand name[6] as a trendsetter[7] in the aviation industry, particularly in terms of innovation, safety and service excellence,[8] coupled with consistent profitability.[9] It has won numerous awards[10] and is an industry bellwether for aircraft purchases.[11] The airline was Asia's first and the world's third airline to be accredited by IATA with the IOSA (IATA Operations Safety Audit).[12]
Contents |
[edit] History
[edit] Origins
Singapore Airlines began with the incorporation of Malayan Airlines(MAL) on 12 October 1947, by the Ocean Steamship Company of Liverpool, the Straits Steamship Company of Singapore and Imperial Airways. The airline's first flight was a chartered flight from the British Straits Settlement of Singapore to Kuala Lumpur on 2 April 1947 using an Airspeed Consul twin-engined airplane.[13] Regular weekly scheduled flights quickly followed from Singapore to Kuala Lumpur, Ipoh and Penang from 1 May 1947 with the same aircraft type.[14] The airline continued to expand during the rest of the 1940s and 1950s, as other British Commonwealth airlines (such as BOAC and Qantas Empire Airways) provided technical assistance, as well as assistance in joining IATA.[citation needed] By 1955, Malayan Airways' fleet had grown to include a large number of Douglas DC-3s, and went public in 1957. Other aircraft operated in the first two decades included the Douglas DC-4 Skymaster, the Vickers Viscount, the Lockheed L-1049 Super Constellation, the Bristol Britannia, the de Havilland Comet 4 and the Fokker F27.
When Malaya, Singapore, Sabah and Sarawak formed the Federation of Malaysia in 1963, the airline's name was changed, from "Malayan Airways" to "Malaysian Airlines" (though still abbreviated to MAS). MAS also took over Borneo Airways. In 1966, following Singapore's separation from the federation, the airline's name was changed again, to Malaysia-Singapore Airlines (MSA). The next year saw a rapid expansion in the airline's fleet and route, including the purchase of MSA's first Boeing aircraft, the Boeing 707s, as well the completion of a new high-rise headquarters in Singapore. Boeing 737s were added to the fleet soon after.
[edit] Incorporation and growth
MSA ceased operations in 1972, when political disagreements between Singapore and Malaysia resulted in the formation of two entities: Singapore Airlines and Malaysian Airlines System.[15][16][17] Singapore Airlines kept all 10 of MSA's Boeing 707s and 737s, retained the international routes out of Singapore as well as the existing corporate headquarters in the city, with J.Y. Pillay, former joint chief of MSA as its first chairperson. Female flight attendants continued to wear the sarong kebaya uniform, which had been first introduced in 1968. A local start up advertising company, Batey Ads was given the right to market the airline, eventually selecting the sarong and kebaya-clad air stewardesses as an icon for the airline and calling them Singapore Girls.
SIA saw rapid growth during the 1970s, adding cities in the Indian subcontinent and Asia, and adding Boeing 747s to its fleet. Mr Yong Nyuk Lin, then Minister for Communications at the welcoming ceremony of the first 2 SIA-Boeing 747s at Paya Lebar Airport on Monday 3 September 1973 at 1600 hours was quoted thus:
| “ | May I emphasise that SIA as an organisation will continue to succeed only so long as the men and women behind it will not relax but continue to work diligently, plan boldly, and strive for excellence in performance.[18] | ” |
The 1980s saw the new services to United States, Canada, and European cities with Madrid becoming the first Hispanic city to be served by SIA. Boeing 747-400s were introduced into the SIA fleet in 1989 and named Megatops. They were later complemented by Boeing 777s, Airbus A310s and Airbus A340s. Services were extended to southern Africa in the 1990s, when the airline began flights to Johannesburg in South Africa. The cities of Cape Town and Durban were subsequently introduced to the route network.
[edit] Modern history
In 2004, SIA began non-stop trans-Pacific flights from Singapore to Los Angeles and Newark, utilising the Airbus A340-500. These flights marked the first non-stop air services between Singapore and the USA. The Singapore to Newark flight is the record for the longest scheduled commercial flight, with a flying time of about 18 hours each way. Singapore Airlines has converted its five Airbus A340-500aircraft from a 64 Business Class/117 Premium Economy Class configuration to a 100-seat all- Business Class configuration for its routes to Newark and Los Angeles.[19]
At a Cabinet meeting on 22 February 2006, the Government of Australia decided not to grant fifth freedom rights to Singapore Airlines on flights from Australia to the United States.[20] Singapore Airlines had argued that transpacific flights from Australia suffered from under-capacity, leading to limited competition and relatively high air fares.[20] The move was seen as a measure taken to protect Qantas from increased competition.[21] SIA had encountered such protectionist measures in the past when SIA was shut out from the Toronto market after complaints from Air Canada, and was forced to stop flying Boeing 747-400s into Jakarta in the wake of protests from Garuda Indonesia when it could not use similar equipment to compete.[22]
[edit] A380
On September 29, 2000, SIA announced an order for 25 Airbus A3XX (as the A380 was known at the time). The US$8.6 billion order comprised a firm order of 10 aircraft, with options on another 15 airframes.[23] The order was confirmed by Singapore Airlines on July 12, 2001. In January 2005, the airline unveiled the slogan "First to Fly the A380 - Experience the Difference in 2006", to promote itself as the first airline to take delivery of the A380-800, which was expected to take place in the second quarter of 2006.[24] In June 2005, Airbus confirmed that due to unforeseen technical problems, initial deliveries of the Airbus A380 would be delayed by up to six months,[25] with the first delivery now slated for November 2006. The announcement was met with fury by SIA's chief executive officer, Chew Choon Seng, who threatened to sue Airbus, saying:
| “ | Airbus took some time to acknowledge the delay in the timetable for the A380's entry into service...I would have expected more sincerity.[26] | ” |
He further stated that SIA will be turning its attention to Boeing instead, since it would be receiving the Boeing 777-300ER before the A380. Nevertheless, SIA has indicated that this would not affect its promotional campaign.
In February 2006, the first A380 in full Singapore Airlines livery was flown to Singapore, where it was displayed at Asian Aerospace 2006. On June 14, 2006, Singapore Airlines placed an initial order for the Boeing 787 as part of its future aircraft expansion. The order consisted of 20 787-9s and rights for 20 more. This order came one day after Airbus announced that the A380 superjumbo would be delayed by another 6 months.
A third delay was announced on 3 October 2006, pushing the initial delivery of the first A380 to October 2007.[27]
On 25 October 2007, the first commercial A380 service, flight number SQ 380,[28] flew 455 passengers from Singapore to Sydney, touching down in Sydney Airport at 5:24 pm local time, where it received significant attention from the media.[29] The airline donated all revenue generated from the flight to three charities in a ceremony the next day in Sydney. SIA began regular services with the A380 on 28 October 2007.
[edit] Corporate management
Singapore Airlines is the parent airline company of the Singapore Airlines Group of companies.[30] The airline is a subsidiary of Singapore government investment and holding company Temasek Holdings[31] which holds 54% of voting stock.[32] The Singapore government, which holds a golden share via the Ministry of Finance, has regularly stressed its non-involvement in the management of the company, a point emphasised by Minister Mentor Lee Kuan Yew when he declared that the aviation hub status of Singapore Changi Airport will be defended, even at the cost of SIA.[33] However, he was personally involved in defusing tensions between the company and its pilots,[34] warned the airline to cut costs,[35] and made public his advice to the airline to divest from its subsidiary companies.[36] Still, independent research typically rates the airline as practicing sound corporate governance policies in accordance with national regulations.[37] In the lead up to the conclusion of the Open Skies Agreement with the United Kingdom on 2 October 2007, the Singapore aviation authorities referred to the airline's audited annual reports to dispel the notion that SIA receives state funding, subsidies or preferential treatment from the government, despite being a Government-linked company.[38]
[edit] Structure
Singapore Airlines has diversified into related industries and sectors, including ground handling, aircraft leasing, aviation engineering, air catering, and tour operations. It has also restructured itself by hiving off operational units as fully-owned subsidiaries to maintain its core business as a passenger airline. The Singapore Airlines Group comprised 25 subsidiary companies, 32 associated companies, and two joint venture companies in the financial year ending 31 March 2007. SIA sold all its equity share of 35.5% in a joint venture, Singapore Aircraft Leasing Enterprise, to the Bank of China for US$980m on 15 December 2006.[39] There have recently been suggestions to divest SIA Engineering Company and Singapore Airport Terminal Services, two of SIA's largest subsidiaries. Minister Mentor Lee Kuan Yew, for one, voiced his opinion in December 2005 that Singapore Airlines should divest these two companies to focus on its core business of air transportation.[40] Although Singapore Airlines has evaluated the divestment opportunity, no tentative plan has been announced to date.[41]
Major companies in Singapore Airlines Group include:
| Company | Type | Principal activities | Incorporated in | Group's Equity Shareholding (31 March 2007) |
|---|---|---|---|---|
| International Engine Component Overhaul Private Limited | Joint venture | Aircraft overhaul | Singapore | 41% |
| SIA Engineering Company Limited | Subsidiary | Engineering | Singapore | 81.9% |
| SilkAir (Singapore) Private Limited | Subsidiary | Airline | Singapore | 100% |
| Singapore Aero Engine Services Private Limited | Joint venture | Engine overhaul | Singapore | 41% |
| Singapore Airlines Cargo Private Limited | Subsidiary | Cargo airline | Singapore | 100% |
| Singapore Airport Terminal Services Limited | Subsidiary | Holding company | Singapore | 81.9% |
| Singapore Flying College Private Limited | Subsidiary | Flight school | Singapore | 100% |
| TajSATS Air Catering | Joint Venture | Catering | India | 50% |
| Tiger Airways Private Limited | Associate | Low-Cost Airline | Singapore | 49% |
| Virgin Atlantic Limited | Associate | Holding company | United Kingdom | 49% |
[edit] Operational investments
The airline has invested in other airlines in a bid to expand beyond its Singapore base, although the results are often financially negative. In 1989, it went into a tripartite alliance with Delta Air Lines and Swissair,[42] but terminated their partnership in 1999 after divesting their 5% equity stake in each other's company. The airline purchased 25% of Air New Zealand in 2000. However following the near collapse of Air New Zealand the New Zealand government bought into the airline to rescue it from bankruptcy, reducing Singapore Airlines' stake to 4.5%. This was subsequently sold in October 2004 at a substantial loss.
SIA bought a 49% stake in Virgin Atlantic Airways on 30 March 2000 worth 600 million pounds in cash[43] in the hope of leveraging on it on the lucrative transatlantic market, but by 2007, there has been reports of underperformance and the possibility of divesting its stake.[44] On 14 May 2008, the company formally announced an invitation for offers for its Virgin Atlantic stake, and publicly acknowledged that its stake in the airline has "underperformed".[45] In September 2004, the airline entered the low-cost carrier market by establishing Tiger Airways with a 49% stake, in partnership with Indigo Partners LLC, the investment firm founded by Bill Franke, (24%); Irelandia Investments Limited, the private investment arm of Tony Ryan and his family, (16%); and Temasek Holdings Pte Ltd (11%).
[edit] Labour
The Singapore Airlines Group employed a total of 29,457 staff members at the end of the fiscal year on 31 March 2007.[46] The parent airline itself employed 13,942 (47.3%), of which there are 2,174 pilots and 6,914 cabin crew. The group's employees are represented by five labour unions, namely the Singapore Airlines Staff Union (SIASU), the SIA Engineering Company Engineers and Executives Union (SEEU), the Singapore Airport Terminal Services Workers' Union (SATSWU), the Air Transport Executives Staff Union (AESU) and the Air Line Pilots' Association Singapore (ALPA-S).
Relations between the labour unions and the group management has been testy at times, particularly after wage cuts, retrenchments, and early retirement affected staff morale during and after difficult economic conditions such as the SARS outbreak in 2003.[47] The ALPA-S alone has been involved in no less than 24 disputes with group management since its registration in May 1981 (itself formed after its predecessor, the Singapore Airlines Pilots Association had 15 EXCO members charged and convicted for initiating illegal industrial action in 1980 in the wake of disputes with management and the SIAPA was deregistered on 26 February 1981) up to 30 November 2003, when the Ministry of Manpower amended the Trade Unions Act to overule an item in ALPA-S's constitution requiring formal ratification from the general membership for negotiation agreements involving the executive committee.[48] In 2007, the airline was in the spotlight again when ALPA-S disagreed with the management's proposed salary rate for pilots flying the Airbus A380,[49] and the case had to be settled by the Industrial Arbitration Court.[50] The salary ranges of SIA's pilots were made public during the first day of the hearings, and the press noted that the airline's 935 captains who fly the Boeing 777 received higher salaries (over S$270,000) at the mid-point of their salary brackets compared to the company's 36 vice-presidents (S$233,270).[51]
Disputes have also affected the unions, some so severe that they have attracted the intervention of the government. The internal feuding in ALPA-S which led to the ousting of the entire 22-member executive committee on 17 November 2003 was attributed to "internal politics" and theories that it may involve former pilots, including those involved in the deregistration of SIAPA.[52] In January 2008, NTUC secretary-general Lim Swee Say spoke up against legal action by parties involved in an internal dispute in SIASU.[53]
On 2 April 2007 the airline group and its unions jointly launched the "Singapore Airlines Group Union-Management Partnership" and the Labour Movement 2011 (LM2011) in a bid to improve their relations, each pledging to be "pro-worker" and "pro-business" respectively.[54] In April 2008, the airline's chairman Stephen Lee described the relations between management and the unions as "stable and cordial" in the last two years, with better communication between them. He alluded that several government figures, including Minister Mentor Lee Kuan Yew, has intervened to help alleviate differences, and that there has been more regular meetings and exchanges between the two sides.[55]
[edit] Financial performance
| Year ended | Revenue (S$m) |
Expenditure (S$m) |
Operating profit (S$m) |
Profit before taxation (S$m) |
Profit attributable to equity holders (S$m) |
EPS after tax – diluted (cents) |
|---|---|---|---|---|---|---|
| 31 March 1999 | 7,795.9 | 6,941.5 | 854.4 | 1,116.8 | 1,033.2 | 80.6 |
| 31 March 2000 | 9,018.8 | 7,850.0 | 1,168.8 | 1,463.9 | 1,163.8 | 91.4 |
| 31 March 2001 | 9,951.3 | 8,604.6 | 1,346.7 | 1,904.7 | 1,549.3 | 126.5 |
| 31 March 2002 | 9,382.8 | 8,458.2 | 924.6 | 925.6 | 631.7 | 51.9 |
| 31 March 2003 | 10,515.0 | 9,797.9 | 717.1 | 976.8 | 1,064.8 | 87.4 |
| 31 March 2004 | 9,761.9 | 9,081.5 | 680.4 | 820.9 | 849.3 | 69.7 |
| 31 March 2005 | 12,012.9 | 10,657.4 | 1,355.5 | 1,829.4 | 1,389.3 | 113.9 |
| 31 March 2006 | 13,341.1 | 12,127.8 | 1,213.3 | 1,662.1 | 1,240.7 | 101.3 |
| 31 March 2007 | 14,494.4 | 13,180.0 | 1,314.4 | 2,284.6 | 2,128.8 | 170.8 |
| 31 March 2008 | 15,972.5 | 13,848.0 | 2,124.5 | 2,547.2 | 2,049.4 | 166.1 |
[edit] Operating performance
| Year ended | Passengers (thousand) |
RPK (million) |
ASK (million) |
Load factor (%) |
Yield (S¢/km) |
Unit cost (cents/ASK) |
Breakeven load factor (%) |
|---|---|---|---|---|---|---|---|
| 31 March 1993 | 8,640 | 37,860.6 | 53,100.4 | 71.3 | 10.5 | - | - |
| 31 March 1994 | 9,468 | 42,328.3 | 59,283.3 | 71.4 | 10.1 | - | - |
| 31 March 1995 | 10,082 | 45,412.2 | 64,053.9 | 70.9 | 9.9 | - | - |
| 31 March 1996 | 11,057 | 50,045.4 | 68,555.3 | 73.0 | 9.4 | - | - |
| 31 March 1997 | 12,022 | 54,692.5 | 73,511.4 | 74.4 | 9.0 | - | - |
| 31 March 1998 | 11,957 | 54,441.2 | 77,221.6 | 70.5 | 9.5 | - | - |
| 31 March 1999 | 12,777 | 60,299.9 | 83,191.7 | 72.5 | 8.6 | - | - |
| 31 March 2000 | 13,782 | 65,718.4 | 87,728.3 | 74.9 | 9.1 | - | - |
| 31 March 2001 | 15,002 | 71,118.4 | 92,648.0 | 76.8 | 9.4 | 7.5 | 70.2 |
| 31 March 2002 | 14,765 | 69,994.5 | 94,558.5 | 74.0 | 9.0 | 6.4 | 71.1 |
| 31 March 2003 | 15,326 | 74,183.2 | 99,565.9 | 74.5 | 9.1 | 6.7 | 73.6 |
| 31 March 2004 | 13,278 | 64,685.2 | 88,252.7 | 73.3 | 9.2 | 6.7 | 72.8 |
| 31 March 2005 | 15,944 | 77,593.7 | 104,662.3 | 74.1 | 10.1 | 7.0 | 69.3 |
| 31 March 2006 | 16,995 | 82,741.7 | 109,483.7 | 75.6 | 10.6 | 7.5 | 70.8 |
| 31 March 2007 | 18,346 | 89,148.8 | 112,543.8 | 79.2 | 10.9 | 7.9 | 72.5 |
| 31 March 2008 | 19,120 | 91,485.2 | 113,919.1 | 80.3 | 12.1 | 8.4 | 69.4 |
[edit] Branding
Branding and publicity efforts have revolved primarily around flight crew,[58] in contrast to most other airlines, who tend to emphasize aircraft and services in general. In particular, the promotion of stewardesses known as Singapore Girls has been widely successful and is a common feature in most of the airline's advertisements and publications. This branding strategy aims to build a mythical aura around the Singapore Girl, and portray her as representative of Asian hospitality and grace and the airline's training program for both cabin and technical flight crew complement this objective.
Dressed in a version of the Malay Sarong Kebaya designed by Pierre Balmain in 1968,[59] the uniform of the Singapore Girl has remained largely unchanged. Stewards wear light-blue business jackets and grey trousers.
Although a successful marketing image for the airline, the "Singapore Girl" emphasis received criticisms for its portrayal of women as subservient to males. Feminist groups say that its cultural references are outdated and that most Singaporean women today are modern and independent.[60]
On 9 January 2007, the airline announced it would put to tender its existing advertising contract with Batey Ads, the Singaporean company headed by founder Ian Batey, who was responsible for building up the Singapore Girl brand name and its partner since 1972.[61] The image of the Singapore Girl would still remain, although SIA will now focus on advertising and promoting its modern fleet and technology instead. On 16 April 2007, the airline appointed New York-based advertising agent TBWA\ to handle its creative advertising for the airline. The contract is worth S$50 million per year over the following five years. Stephen Forshaw, SIA's Vice-President of Public Affairs, said they will start the new branding campaign "as early as there is a practicable opportunity". This change in advertising agency will not affect SIA's buying media agency, which is presently MEC.[62]
The livery of Singapore Airlines includes the "bird" (also known as the Silver Kris) logo on the tailfin, which has remained unchanged since Singapore Airlines' inception, but the logotype and stripes used since 1972 were changed in 1988 to the ones still in use today. The livery had a recent change, which saw the "Singapore Airlines" logotype enlarged and moved towards the front, in a similar fashion to the livery variant used on the Airbus A380, but the stripes and the "bird" remained the same.
[edit] Services
Singapore Airlines have received numerous awards for the standard of service it provides. It claims to be "The World's Most Awarded Airline".[63] In the 29th annual Zagat survey by US pollsters[64] in November 2007, SIA was placed first in both premium and economy classes while additionally topping the poll for its website and for comfort, service, and food in all classes.[65]
[edit] In-flight services
[edit] Cabins
Singapore Airlines announced a major upgrade to its cabin and in-flight service on 17 October 2006,[66] its first major overhaul in over 8 years and costing the airline about S$570 million.[67] Initially planned for its Airbus A380-800's introduction into service in 2006, and subsequently on the Boeing 777-300ER, the postponement of the first A380-800 delivery meant it had to be introduced with the launch of the first Boeing 777-300ER with the airline on 5 December 2006 between Singapore and Paris.[68]
[edit] First class
There are four variations of the first class cabin, although the Singapore Airlines Suites class is designated by Singapore Airlines as a "Class Beyond First"[69] and uses a different fare code (R).
The Suites product, designed by French luxury yacht interior designer Jean-Jacques Coste consists of separate compartments with walls and doors 1.5 m high and is offered only on the new Airbus A380 in a 1-2-1 configuration. The leather seat, upholstered by Poltrona Frau of Italy, is 35 in (88.9 cm) wide (with armrests up and 23 in (58.42 cm) wide when armrests are down) and a 23 in (58.42 cm) LCD TV screen is mounted on the front wall. The 78 in (198.12 cm) bed is separate from the seat and folds out from the back wall, with several other components of the suite lowering to accommodate the mattress. Windows are built into the doors and blinds offer privacy. Suites located in the center can form a double bed after the privacy blinds between them are retracted into the ceiling.
Introduced on 17 October 2006, the "New" First Class is offered only on Singapore Airlines' new 777-300ER aircraft. Designed by James Park Associates, it features a 35 in (88.9 cm) wide seat upholstered with leather and mahogany and a 23 in (58.42 cm) LCD screen. The seats fold out into a flat bed and are arranged in a 1-2-1 configuration.
First Class on Boeing 747-400 aircraft features the SkySuite, a seat that is 22 in (55.88 cm) wide and can recline into a 6 ft 6 in (2.0 m) bed. It features a 17 in (43.18 cm) LCD screen and the SkySuite itself is upholstered in Connolly leather and trimmed with burr wood.
Selected Boeing 777-200s and all -300 aircraft (used mainly on regional flights) offer sleeper seats that are 21 in (53.34 cm) wide in a 2-2-2 configuration.
[edit] Business class
On Airbus A340-500, Airbus A380 and Boeing 777-300ER aircraft, a fully-flat bed is available in a 1-2-1 configuration with forward-facing seats, in contrast to the herring-bone configuration used by several other airlines offering flat beds in business class. Arranged in a 1-2-1 configuration, the New Business Class is up to 34 in (86 cm) wide. The leather seats feature a 15.4 in (39.1 cm) diagonal screen size personal television, in-seat power supply and 2 USB ports.[70]
SpaceBed seats are available on the Boeing 777-200ER aircraft in a 2-2-2 configuration and on the Boeing 747 aircraft in a 2-3-2 configuration. The SpaceBed seats are 27 in (69 cm) wide and 72 in (183 cm) long and convert to an angled flat bed. They have a retractable10.4 in (26.4 cm) personal television.
Traditional Ultimo business class seats, which do not convert into beds, are offered on all Boeing 777 aircraft (excluding the 777-200ER) in a 2-3-2 configuration.
[edit] Executive Economy Class
Executive Economy Class was only available on Airbus A340-500 aircraft, where it replaced the standard economy-class cabins. The seat had 37in seat pitch, 20in width and 150° seat recline, with a 9in personal screen and in-seat power supply at selected seats. A minibar and lounge area was located at the rear of each cabin class on the aircraft where light snacks and drinks were available during the flight.[71]
Executive Economy Class was phased out in mid-2008, when the Airbus A340-500s were converted to all-business class seating.[72]
[edit] Economy class
All economy class seats in the Boeing 747 and Boeing 777's (excluding the Boeing 777-300ER) have personal television screens, footrests, adjustable headrests with side-flap "ears" and adjustable seat reclines. Baby bassinets are available at some bulkheads.[73]
The new Economy class seats on the Boeing 777-300ER and Airbus A380 are 19.5 in (49.53 cm) wide, offer in-seat power and have a 10.6in personal TV which can be used as a non-intrusive reading light.[74] Other innovative features of these new seats include an independent cup holder (separate from the fold-out table) and a USB port.
[edit] Cuisine
Singapore Airlines offers World Gourmet Cuisine in all three classes. Regional dishes are often served on their respective flights, such as the Kyo-Kaiseki, Shi Quan Shi Mei, and Shahi Thali meals available for first class passengers on flights to Japan, China and India, respectively.
SIA has also introduced a Popular Local Fare culinary programme offering local favourites to passengers in all classes flying from selected major destinations.
Business and first class passengers may also choose to use the "Book the Cook" service on some flights, where specific dishes may be selected in advance from a more extensive menu.[75][76]
[edit] In-flight entertainment system and communication
Singapore Airline's in-flight entertainment system, KrisWorld, was introduced in 1997. Long-range aircraft using the Wiseman 3000 system offer on-demand movies, audio and Nintendo games in all classes. Passengers flying Singapore Airlines Suites, First Class and Business Class receive active noise-cancelling headphones.
In March 2005, SIA introduced the Connexion by Boeing in-flight Internet service, and the system was extended to offer live TV in June.[77] The service ended in December 2006 when Connexion was ceased by Boeing.
From October 2005, SIA has offered free language lessons in 22 languages[78] and, starting December 2005, live text news feeds.[79]
SIA announced that Panasonic Avionics Corporation has been selected to create the new KrisWorld, using the new ex2 system.[80][81]
- Widescreen LCD TV with 1280 x 768 resolution
- A range of movies, TV, music, games, and interactive programs
- Built-in office software, based on the StarOffice Productivity Suite for use with the USB port
- In-seat AC power port
[edit] Ground services
Passengers may check-in between two to 48 hours prior to flight departure. This may be done over the counter or at the lounge within the airport. Self-service kiosks are also available at Singapore Changi Airport.
Alternatively, they may check-in at the Singapore Airlines Service Centre at The Paragon in Orchard Road, through the Internet or by short message service. Online printing of boarding passes is available through Internet check-in. Passengers on short trips may also check-in on their return flight upon departure from the city of origin.
[edit] Lounges
The airline's Silver Kris Lounges are open to Singapore Airlines Suites, First Class and Business Class passengers in addition to Solitaire PPS Club, PPS Club and KrisFlyer Elite Gold members. These members may also have access to lounges operated by the airline's partners. These lounges are located in:[82]
[edit] Frequent-flyer program
The Singapore Airlines frequent flyer program, has two[83][84] categories:
[edit] KrisFlyer
Miles are earned and redeemed on Singapore Airlines' own services as well as with Krisflyer partners. Partners include all Star Alliance members, SilkAir, Virgin Atlantic and numerous hotel chains and car-hire companies.[85] KrisFlyer is divided into KrisFlyer, KrisFlyer Elite Silver and KrisFlyer Elite Gold, which correspond to Star Alliance Silver and Gold, respectively. Elite Silver[86] and Elite Gold[87] status is given to passengers who have accrued 25,000 and 50,000 miles (80,000 km), respectively, within a 12-month period. The 12-month period is predefined according to when you initially applied for Krisflyer membership, so traveling 25,000 miles (40,000 km) over a 12 month period may not qualify for Silver status unless it corresponds with the 12 month period assigned to you by Singapore Airlines. Singapore Airlines flights in booking classes V, Q, G, N and T (group and promotional fares) and SilkAir flights in booking classes W and L earn no miles.[88]
[edit] The PPS Club
Priority Passenger Service (PPS)[89] is for passengers who have accumulated S$25,000 worth of PPS Value within a year.[90] PPS Value is accrued while flying Singapore Airlines Suites, First Class or Business Class on Singapore Airlines, or Business Class on SilkAir. The PPS is divided into the PPS Club, Solitaire PPS Club and the Solitaire PPS Club Life.[91]
A member with PPS Club status will qualify for Solitaire PPS Club by accumulating PPS Value of S$250,000 within five years.[91] The Solitaire Life PPS Club status was formerly given to members who accrued a total of 1,875,000 miles (3,018,000 km) or 1,000 PPS sectors. Benefits are equal to Solitaire PPS Club members but did not have a re-qualification criteria.[91] Singapore Airlines has since ceased accepting new Solitaire Life PPS Club members.[92]
All PPS members have priority check-in, baggage handling, guaranteed Economy Class seats when wait-listed on Business and First Class and have access to the business-class section of the Silver Kris Lounge. Solitaire PPS members and their spouses also access First Class check-in and the First Class sections of Silver Kris Lounge.
[edit] Destinations
Singapore Airlines flies to 65 destinations in 35 countries on five continents from its primary hub in Singapore. It has a strong presence in the Southeast Asian region, which together with its subsidiary SilkAir, connects Singapore with more international destinations in the region than any other Southeast Asian airline.
The airline has a key role on the Kangaroo Route. It flew 11.0% of all international traffic into and out of Australia in the month ended March 2008.[93]
SIA has taken advantage of liberal bilateral aviation agreements between Singapore and Thailand, and with the United Arab Emirates, to offer more onward connections from Bangkok and Dubai respectively. On 1 September 2005, for example, it launched six-times weekly flights between Bangkok and Tokyo. China and India are major markets which fuelled much of its growth in recent years.[citation needed]
The airline's strengths have also invited protectionist measures to keep it out of key foreign markets. In particular, it has been unsuccessful in gaining access on transpacific routes from Australia to the United States. The Australian authorities deferred decisions to allow the airline on the route to the United States from Australia.[94] SIA has stated that it wants to dramatically expand service to Canada and establish a North America hub in Vancouver, but has complained about being prevented from doing so by Canada's protectionist policies.[95]
AirAsia, a low-cost airline based in Malaysia, accused Singapore Airlines of double standards, when it claimed that the Government of Singapore has attempted to keep it out of the Singapore market,[96] although there has been no official word that Singapore Airlines has objected to the entry of Air Asia. Singapore Airlines has, instead, welcomed[97][98] the liberation of the Singapore-Kuala Lumpur route which it dominated together with Malaysia Airlines[99] for over three decades,[100] accounting for about 85% of the over 200 flight frequencies then operated.[101] A highly lucrative route for LCCs due to its short distance and heavy traffic as the fourth-busiest in Asia,[102] it was eventually opened to partial liberalisation from 1 February 2008 with 2 additional flights a day awarded to LCCs operating from either country,