The End of Growth

Abstract

Singapore Airlines flight SQ333 from Paris lands at dawn at Changi Airport, on the southern tip of the island city-state of Singapore. Impeccable service on board, possibly the world’s best airline, the industry’s youngest fleet of planes, a spotless safety record — and the airline actually turns a profit. Upon touching the tarmac the plane swiftly taxies to the sprawling and beautiful new Terminal 3, a marvel of modern architecture and efficiency. Changi is for all intents and purposes a remarkable shopping centre with an airport built around it, one of the very few airports in the world where one actually would make it a point to arrive early to enjoy shopping, eating and maybe even a film or a live band. After a short taxi on the runway it takes no more than a few minutes of walking through immaculate carpeted walkways and designer lounges to reach immigration counters. The waiting line is short: your passport is checked and stamped in a few seconds by one of the many smiling inspectors who rarely fail to offer a sweet. A minute’s walk takes you to the luggage belt where your bags are already waiting for you. Another minute or two takes you to the efficiently managed and short taxi line. You are on your way to your hotel in under thirty minutes from the time your plane touched down.