Project finance delhi international airport
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The document summarizes key information about Indira Gandhi International Airport in New Delhi: 1. The airport was developed through a public-private partnership between the Airports Authority of India, GMR Group, Fraport AG, and Malaysia Airports Holdings Berhad at a cost of INR 128.5 billion. 2. Operation and maintenance is managed by Delhi International Airport Limited under a 30+30 year concession agreement. 3. Phase 1 involved construction of a new runway and domestic terminal, while Phase 2 added a modern integrated passenger Terminal 3.
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The document provides information about Indira Gandhi International Airport in Delhi, India. It discusses the airport's terminals, features, expansion plans, environmental initiatives, and challenges faced during construction of Terminal 3. Some key points:
- Terminal 3 opened in 2010 and can handle 34 million passengers annually, making it one of the largest passenger terminals in the world.
- The airport aims to increase its total passenger capacity to over 100 million by 2030 through continued expansion and modernization.
- Terminal 3 achieved LEED gold certification for its green building design and environmental initiatives like water recycling.
- Construction of the large Terminal 3 building was completed rapidly in 37 months to meet the 2010 Commonwealth Games deadline.
Indira Gandhi International Airport
This document summarizes information about Indira Gandhi International Airport in New Delhi. It provides details about the airport's construction, facilities, suppliers, socio-economic issues, and CSR initiatives. Key points include that the airport was built at a cost of INR128.5 billion and opened in 2010 with a capacity of 34 million passengers. A public-private consortium led by GMR Group now manages the airport.
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Kempegowda International Airport in Bengaluru is a public airport operated by Bengaluru International Airport Limited. It has one runway over 4km long, serves over 40 destinations in 16 countries, and handles over 300 aircraft and 9.8 million passengers annually. Facilities include a VIP lounge, duty free shopping, travelators, and wheelchair accessibility. It connects to major Indian cities and international hubs like Dubai, Singapore, and London.
MERGING OF INDIAN AIRLINES AND AIR INDIA
A Clear Power Point Presentation about Merging of Indian Airlines and Air India Prepared by MBA Student RAJESH GANDHAM
Air India
Air India has been struggling financially and facing losses. Privatizing Air India could help address its inefficiencies and improve its competitiveness compared to private airlines. However, privatization alone may not be a complete solution and the government would also need other reforms. While privatization may improve services and facilities for customers, it could also result in job losses for employees. The path forward requires addressing challenges like high costs and infrastructure issues, as well as allowing for private participation and competition in the aviation industry.
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IndiGo Airlines is India's largest domestic low-cost airline with a 38.9% market share. It was founded in 2006 and has grown its fleet to 109 aircraft. IndiGo maintains high operational reliability and award-winning customer service. The document outlines IndiGo's competitors including Jet Airways, Air India, SpiceJet, and Go Air. It analyzes IndiGo's strengths such as operational excellence, low costs, and an order of 250 fuel-efficient Airbus 320 Neo aircraft. The strategy proposed in the document is to use a "war room" approach with storyboards to visualize strategic options that help IndiGo achieve its mission of providing low fares and on-time performance.
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The document provides information about Indira Gandhi International Airport in Delhi, India. It discusses the airport's terminals, features, expansion plans, environmental initiatives, and challenges faced during construction of Terminal 3. Some key points:
- Terminal 3 opened in 2010 and can handle 34 million passengers annually, making it one of the largest passenger terminals in the world.
- The airport aims to increase its total passenger capacity to over 100 million by 2030 through continued expansion and modernization.
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Indira Gandhi International Airport
This document summarizes information about Indira Gandhi International Airport in New Delhi. It provides details about the airport's construction, facilities, suppliers, socio-economic issues, and CSR initiatives. Key points include that the airport was built at a cost of INR128.5 billion and opened in 2010 with a capacity of 34 million passengers. A public-private consortium led by GMR Group now manages the airport.
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Air India has been struggling financially and facing losses. Privatizing Air India could help address its inefficiencies and improve its competitiveness compared to private airlines. However, privatization alone may not be a complete solution and the government would also need other reforms. While privatization may improve services and facilities for customers, it could also result in job losses for employees. The path forward requires addressing challenges like high costs and infrastructure issues, as well as allowing for private participation and competition in the aviation industry.
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INSTITUTE: Agragami Institute Of Management
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The document summarizes the airline industry in India. It states that India has the 9th largest aviation market in the world and is poised to become the 3rd largest by 2020 due to growth in the economy and middle class. It provides an overview of passenger and cargo traffic growth trends. It also briefly outlines the history of aviation in India and mentions some of the major carriers like Air India, Jet Airways, and IndiGo. It notes that the industry faces challenges like overstaffing and rising fuel costs but also opportunities for investment and growth.
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The aviation industry in India is highly growing and is expected to become the third largest aviation market by 2020. Key reasons for its growth include the expansion of low-cost carriers, modernization of airports, increases in foreign direct investment and advances in information technology. Currently, Indigo has the largest market share at around 40% and the top 4 airlines (Indigo, Jet Airways, Air India, and SpiceJet) combine for over 80% of the market. The government is taking steps like opening more regional routes and smaller airports to further develop the industry.
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IndiGo has achieved market leadership in India's aviation industry through its strategy of reliable on-time performance, low fares with no-frills service on Airbus A320 aircraft. It focuses on operational efficiency through techniques like quick turnaround times and digital communication systems. IndiGo promotes its brand through aggressive advertising emphasizing on-time arrival and uses dynamic pricing that increases fares closer to the travel date. The company follows a low-cost strategy and maintains a competitive advantage through cost leadership. However, it faces threats from increasing fuel costs and competition from other airlines.
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This document summarizes the Delhi International Airport Terminal 3 project, a public-private partnership between the Indian government and GMR Group. It describes the need for the new terminal, its features, construction process, suppliers involved, and analysis of the public-private partnership model. The key points are:
- Terminal 3 was built by DIAL, a joint venture between the Indian government and GMR Group, to modernize Delhi Airport and meet increasing air traffic demands.
- It cost 127 billion rupees to build and opened in 2010, with capacity for 34 million passengers annually across its 9 levels and 502,000 square meters.
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Project finance delhi international airport
- 8. • SPV - Delhi International Airport Ltd. (DIAL) that owns the project assets. • DIAL entered OMDA (Operations, Management & Development Agreement) with AAI • Cost of INR128.5bn ($2.7bn) • Area of 5.4 mil square feet • Concession Agreement - 30 years + 30 years (Extendable) • Phase 1 - New runway & domestic terminal • Phase 2 - Modern integrated passenger Terminal 3 GMR (54%) - LEADER Airports Authority of India (26%) Fraport AG (10%) – AIRPORT OPERATOR Eraman Malaysia (10%) – RETAIL ADVISORS
- 9. Contractors Design contractors: Mott McDonald and HOK (UK) Construction contractors Larsen & Toubro, Airbiz and Meinhardt Project Management Consultant Parsons Brinckerhoff International Electrical sub-station & related ABB & subcontractor AGTS Airport security management & IT systems CEM Systems, Unisys India, Wipro IT Intelligent light fittings design Entelechy Systems Baggage Handling System Siemens; Subcontractors - Crisplant & ARINC Maintenance services of the new runway at T3 Honeywell Airport Systems
- 13. Automation: Separate company: Wipro Airport IT Services Limited • For IT services, a separate JV was formed. Three verticals of IDFC bank helped raise Rs. 500 crore for this JV. 74% 26% Wipro Airport IT Services Limited WIPRO DIAL
- 14. Project Feasibility Facilitated by: • OMDA – Operations, Maintenance & Development Agreement – lays down the obligations and responsibilities of both the parties, the terms of revenue sharing and duration of the concession, conditions of assets transfers at present and in future, terms and conditions of land transfers etc. • Transfer Assets – All assets should be necessarily be acquired by AAI – It will also have to pay for assets created using traveller’s – development fees • Passenger Service Fee Escrow Account • Revenue sharing agreement Between AAI & DIAL
- 15. Risks (Managed) • Project Risks: – Actual Built up Ground floor area was 553887 sq. mt.83,700 sq.mt higher than planned: Financed through Developmental fees • Operational Risks/Favours: – Case of 2nd airport within 150 kms • First right of refusal • Dial will be allowed to bid/match most competitive bid – 10% increase was allowed in landing/parking/pass. Ser. Fees/X-Ray/Baggage handling fees in spite of delay in constr. – Outsourcing of non-aeronautical & profitable services (advertising/baggage handling/ maintenance, etc.) to non-arms-length companies
- 16. • Construction Risks – SSA Agreement: • Removal of encroachment, procurement of additional land, provide clear air traffic area outside airport boundary, provision of utilities, provide surface access to airport, etc. responsibilities lies with govt. • Cost Over run Risk • Actual project cost of 12857 Cr vs. planned 8975 Cr funded by developmental fees levied on passengers (Not mentioned in contract) • Justified by Additional scope of work and drawings not finalized earlier. Risks (Managed)
- 17. Fudging in Revenue Sources
Editor's Notes
- Govts face an ever growing dilemma – how to bridge gap between available public finances and infrastructure development needs
- Payments to pvt players spread over lifetime of project – through user fee or govt payments
- Delhi International Airport Ltd. (DIAL)” that owned the project assets.