Overview: On May 19th, the “Changi Journeys” section of the Changi Airport Group’s official website published an article stating that Changi Airport Group (CAG) is building employees’ AI literacy through training, practical workshops, and a clear governance framework, helping employees use AI responsibly. At a time when airports are competing to purchase AI systems, CAG is focusing its efforts on developing “people who know how to use AI.”
The AI transformation of airports is about much more than just purchasing equipment and implementing systems. According to Aviation Week, Changi Airport Group is investing in AI, automation, and passenger facilities in preparation for the opening of Terminal 5, which will add 50 million passengers annually. Lim Ching Kiat, Executive Vice President of Air Hub and Cargo Development for the group, stated that rising passenger expectations, increased competition among airlines, and pressure to improve operational efficiency are driving airports into the next phase of development.
The more intelligent a system becomes, the more crucial it is for frontline employees to understand it, calibrate it, and take over when anomalies occur. Whether it's customs clearance, baggage handling, apron operations, or commercial services, the application of AI in each area requires specific personnel to initiate and maintain it. This is precisely the real-world context behind CAG's discussion of AI literacy on its official website: while equipment procurement can be done comprehensively, human capabilities can only be developed gradually.
According to an article on the CAG website, the main approach to building AI literacy within the organization is a combination of systematic training and hands-on workshops. Unlike simply reviewing course materials or listening to lectures, the hands-on workshops emphasize allowing employees to directly use AI tools.
This approach is based on a consensus within the industry: the value of AI tools heavily depends on the user's understanding of the business, and general courses cannot replace scenario-based practice. It is a more prudent approach to have employees first experiment on a small scale, understand the tool's capabilities, and then gradually integrate it into their daily work. According to an article on the company's website, the goal of the training and workshops is to help employees "work smarter," rather than simply using AI for the sake of using it. For frontline employees, the standard for judging whether a tool is useful is simple: can it reduce repetitive tasks and lower error rates? The focus should be on positioning AI as a tool, rather than having employees adapt their work to the system.
An article on the CAG website also lists “clear governance” as a component of AI literacy, with the goal of enabling employees to “use AI responsibly.” According to TravelMan Today, Changi’s upgrade budget for 2026 is 4 billion Singapore dollars, with 3.2 billion Singapore dollars allocated to systems and infrastructure. With such a large investment, it is even more important to clearly define the boundaries of “responsible use” in advance: which data is available, whether AI output requires human review, and how responsibility will be assigned in case of problems.
The governance framework was established before the widespread application of AI, which gave employees the confidence to integrate AI into real business processes. Digital services for passengers are also being rolled out simultaneously. According to International Airport Review, Changi Airport has launched the FlightSaver Assurance mechanism, which provides immediate benefits to passengers whose flights are delayed by three hours or more. This mechanism also requires employees to understand and be proficient in using the relevant systems.
The implementation of AI at airports is often simplified to bidding and procurement processes. However, this article on the CAG's official website highlights the other crucial aspect: ensuring that people can adapt to and utilize the new systems. Training addresses the issue of "knowing how to use" the AI, while governance addresses the issue of "being willing to use" it. Only when both are in place can AI truly transition from a demonstration environment to a production environment. While the results of these "human-centric initiatives" may not be as immediately visible as the installation of new equipment, they ultimately determine whether the purchased AI systems can be effectively implemented and utilized. Compared to the investment required for new equipment, the barriers to entry for training and governance are relatively low, making them worthwhile investments for all airports.