This project is about benchmarking of top International Airports with different key measures are being used in it for benchmarking from a financial point of view of Delhi International Airports This project is done on the bases of terms and condition or guidelines of Operational management amp Development Agreement (OMDA) which was signed by GMR consortium on 4th day of April 2006

I have gained a useful knowledge form GMR I experienced a beneficial training session helped me in my future how to work in an organization It was under the guidance of Mr Rajesh arora (General Manager Accounts amp Finance now Vice President) and his team helps me a lot and the result is I successfully completed my project on benchmarking of airportThrough out my training program I came to know several terms and condition that I was completely unaware of at a time

The extreme professionalism involved and hard work of the team members was tremendous The systematic working and functioning of the airport were detailed to me in the beginning of my training period Later these processes helped me understand the organizations work pattern even more My work involved benchmarking of airports so as to compare and analyze the position of the Delhi International Airport among the other International Airports of the world The data for the comparative study was mainly acquired from the internet

I purely focused on how to work in an organization once again I want to say thank to all team members who helped me during training session

The Delhi International Airport is the busiest airport in India in terms of number of daily flights and the second-busiest in India in terms of passenger volume The airport serves as the primary civilian aviation hub for the National Capital Region of India The airport was previously operated by the Indian Air Force and was a part of the Palam Airport until its management was transferred to Airport Authority of India In May 2006 the management of the airport was passed over to a joint venture known as Delhi International Airport Limited (DIAL) and led by GMR Group which will also have the responsibility for the airports ongoing expansion and modernisation The old Palam terminal is now known as Terminal 1 and handles all domestic flights The terminal has been divided into three separate terminals - 1A (for domestic flights of state owned Indian Airlines and Kingfisher Airlines) 1B (for all other domestic airlines) and Domestic Arrival Terminal There is also a separate Technical Area for the use of VVIP movements Additionally there is a separate Hajj terminal for catering rush during Hajj

Owing to the booming Indian Aviation industry and the entry of numerous low-cost private carriers the airport saw a huge jump in passenger traffic and has failed to cope with the demand The capacity of Terminal 1 is estimated to be 715 million passengers per annum However the actual throughput for 200506 was an estimated 104 million passengers Including the international terminal (Terminal 2) the airport has a total capacity of 125 mppa whereas the total passenger traffic in 200607 was 165 million passengers per annum In 2007 there was a 65 million increase in the airports passenger traffic making the number of passengers 23 million that used the airport In 2008 total passenger count at the airport reached 2397 million

Delhi Airport has two parallel runways and a non-parallel runway a new runway 1129(14534ft (4430m))with CAT IIIB ILS on both sides the main runway 1028 (12500 ft (3810 m)) and an auxiliary runway 0927 (9229 ft (2813 m)) Runway 28 is one of the few runways in Asia and the only one in South Asia equipped with CAT III-B instrument landing system In the winter of 2005 there were a record number of disruptions at Delhi airport due to fogsmog Since then some domestic airlines have trained their pilots to operate under CAT-II conditions of a minimum 350 m (1100 ft) visibility On 31 March 2006 IGI became the first Indian airport to operate two runways simultaneously following a test run involving a SpiceJet plane landing and a Jet Airways plane taking off at the same timeAs there is an Indian Air Force Base in the flight path of Delhi airport it is necessary for civilian aircraft to make a five-minute detour to avoid over-flying the military facility In previous years the IAF used to close Delhi airport for use during annual celebrations to mark its raising day As of 2006 such activities are conducted at Hindon Air Force Base to reduce disruption to civilian air traffic at Delhi airport

BENCHMARKING FOR IMPROVEMENT OF MAJOR AIRPORTS WORLDWIDESandeep Singh-

This note presents the concept of benchmarking of airports from the perspectiveOf financial statements and air statistics Benchmarking is valuable for three reasons

Provides basic data otherwise difficult to obtain Defines world class standards for facilities Identifies priorities for improving the physical design at individual airports

Effective benchmarking thus focuses on objective data of capacity or performance that can be measured and observed across widely different operations rather than on data that is either subjective derived by from widely different accounting practices

(INTRODUCTION)

ldquo Benchmarking is that which makes the Strange familiar amp the Familiar strangerdquoThe purpose of this note is to present the concept of benchmarking for design of airports It ismotivated by the observation based on worldwide experience that the persons interested in thedesign of airports -- that is owners operators airline users or community leaders -- frequentlyhave only very limited access to data and understanding of what best practice worldwide mightbe To compensate for this lack of information the internet and the information available with the organization proved very helpfulDesigners and clients for major airport projects need access to better information on worldwidebest practice This note indicates both how this might be done by discussion and example Thedifficulties encountered in developing this first preliminary example of benchmarking of airportsfor design provide a basis for discussion of the concept and suggest areas of needed improvement

CONCEPT OF BENCHMARKINGDefinitions of Benchmarking-

1048729 Process of continuous improvement without reinventing the wheel

1048729 Process of identifying understanding and adapting outstanding practices from any organization to help your camp improve itrsquos performance and outcomes

Process of continuously comparing your camp against other organizations anywhere in the world to gain information on philosophies and policies ractices and measures which will help your camp take action to improve its performance

ldquoBenchmarking is the process of comparing the cost cycle time productivity or quality of a specific process or method to another that is widely considered to be an industry standard or best practice Essentially benchmarking provides a snapshot of the performance of your business and helps you understand where you are in relation to a particular standard The result is often a business case for making changes in order to make improvements The term benchmarking was first used by cobblers to measure ones feet for shoes They would place the foot on a bench and mark to make the pattern for the shoes Benchmarking is most used to measure performance using a specific indicator (cost per unit of measure productivity per unitrdquoBenchmarking is applicable to any organizational process whether it is a production or a service in the private or the public sector This initial application to major airports is designed toStimulate discussion of the process in airport planning and design To date benchmarking has been applied to airports in two ways These focus either on some measures of customer satisfaction or on economic efficiency Neither of these is directly useful to designers

Various organizations periodically conduct surveys of airport performance based on subjectivesurveys of passengersrsquo appreciation of such issues as ldquocustoms efficiencyrdquo or ldquoavailability ofbaggage trolleysrdquoThese measures are systematically inappropriate for worldwide comparisons because they are based on widely different customer perceptions of what constitutes good service For example a European air passenger accustomed to being required to arrive at the airport 1 to 2 hours before a flight may find that a processing time of 30 minutes provides good service whereas an American or Singaporean passenger used to much faster service might judge 15 minutes of processing time to be unacceptable Thus an equivalent objective level of performance is rated quite differently across the world and the subjective comparison is virtually meaningless

(Process of Benchmarking)

It includes four steps-

1 The identification of key measures of performance or capacity2 The selection of comparable facilities worldwide3 The collection of the relevant data4 The analysis of the data and the consequent ranking of the facilities

worldwide

Key MeasuresIn benchmarking for design it is best to focus on measures of physical capacity These can be identified relatively easily and objectively -- the number of runways or the size of the facilities is fairly evident for example although caution must be exercised In fact the performance of any airport depends on both the available physical capacity and the effectiveness of the personnel The performance of the staff is however both extremely difficult to measure in principle and quite impractical as of now In any case the performance of the staff is the responsibility of the managers not the designers Considering the difficulty of obtaining comparable data from all over the world this first benchmarking of airports focused on fairly clear and simple measures of capacity For the airside these were

1 The number of full-length runways2 The number of gate positions with and without bridges and3 The area of the airfield4 The Aero and Non Aero income5 The Air Traffic Statistics6 The Air Cargo Statistics7 The Air Cargo Income8 Expenses9 Profit EtcTo compare facilities fairly the measures of capacity has to be normalized with respect to thetraffic using the airport

(Airports Benchmarked)

The focus for this initial application is on major airports because they have the largest problems and are more interesting from the point of view of design and Financial Stability The criterion for selecting airports was their number of annual passengers which is a good indication of the type of operations and infrastructure at an airport(Key Measures taken for benchmarking in our project is as follow)-

Total Passengers

Total ATMs

Total Revenue per ATM

Total Revenue per Passenger

Total Revenue per Employee

Aeronautical Revenue per ATM

Aeronautical Revenue as a Percentage of Total Costs

Aeronautical Revenue as a Percentage of Total Revenues

Aeronautical Revenue per Passenger

Commercial Revenue per Passenger

Total Costs per ATM

Total Costs per

Staff Costs per Passenger

Passengers per ATM EV EBITDA Multiples ndash recent happenings have pushed the

envelope

Operating Profit

Aeronautical services and facilities- means those services and facilities at an airport that are necessary for the operation and maintenance of civil aviation at the airport and includes each service or facility that is shown below-

1 Provision of flight operation and new support systems2 Ensuring safe and secure operation of the airports3 Movement and parking of the airports and control facility4 General maintenance and upkeep of the airport5 Hanger age of the aircrafts6 Flight Information display screens7 Rescue and fire fighting services8 Management and administration of personnel at the airport9 Movement of the staff and passengers at the airport10 Operation and maintenance of passenger boarding11 Any other services for the safe operation of the airports12 Aerodrome control services13 Airfield amp Airfield Lighting 14 Air taxi Services 15 Airside and land side access roads16 Aircraft fuelling services17 Apron and aircraft parking area amp Apron control18 Meeting areas19 Baggage systems20 Bird scaring amp Check-in concourses21 Cleaning heating lighting and air-conditioning in public areas22 Custom and immigration halls23 Emergency services24 Facility for disabled and other special needs people25 Fire services amp Flight info26 Foul and surface water drainage27 Guidance systems and marshalling28 Information desk29 Inter-terminal transit system30 Lifts escalators and passenger conveyors31 Loading bridges amp Test property32 Passenger and hand baggage search33 Piers and gate rooms34 Policing and general security35 Prayer Rooms36 Facility for post offices37 Facility for public telephones amp Facility for banks38 Facility for banks39 Facility for Bureau de Change

Non-Aeronautical Services- means those services which provides for the benefits of passengers and for their convenience at airport there are some non-aeronautical services at glance -

1 Aircraft cleaning2 Airline Lounges3 Cargo handling4 Cargo terminals5 General aviation6 Ground handling7 Hangers8 Heavy maintenance9 Observation terrace10 BanksATMs11 Bureau de Change12 Business centre13 Conference centre14 Duty free sales15 Flight catering16 Freight consolidators17 General retail shops18 Hotels and motels19 Hotel reservation services20 Line maintenance21 Locker rental22 Logistic centers23 Messenger services24 Porter services25 RestaurantBars etc26 Special assistance27 Tourist information services28 Travel agencies29 Vehicle fuelling30 Vehicle rental31 Vehicle parking32 Vending machines33 Warehouses34 Welcoming services

Delhi International Airport Pvt Limited (DIAL)

bull DIAL is a consortium consisting of-

GMR 501

Fraport AG 100

Malaysian Airports Holding Berhad 100

IDF 39

AAI 260

bull May 3rd 2006 DIAL (Delhi International Airport Private Limited) took over operations of Indira Gandhi International Airport

bull DIAL is the new operator manager and developer of IGI Airport

bull Fraportrsquos role in JV is that of Airport Operator

bull The consortium holds a 30 year concession with a further 30 year option

bull AAI staff would be retained for three years those not wishing to join DIALWould revert to the Airport Authority of India in May 2009

DIAL was formed with the objectives of operating maintaining developing designing constructing upgrading modernizing financing and managing the IGI Airport at New Delhi OMDA was signed at the airport on the 4th day of April 2006 to undertake these functions

In January 2006 the consortium was awarded the concession to operate manage and develop the IGI Airport following an international competitive bidding process

OMDA along with SSA Shareholders Agreement CNS-ATM Agreement AOA Agreement State Government Support Agreement Lease Deed and Escrow Agreement were signed for the betterment of the Airport at New Delhi

Measures have been taken to provide state of the art facilities and other safety feature at the Airport Terminals However only the international ATM has shown an increase by 8 in the previous year Domestic ATM has been flat and has neither increased nor decreased substantially Somewhat similar has been the case with the passenger movement International passenger movement at the airport has increased by6 and he domestic movement has declined by 9 according to study Due to the major efforts by the organization the revenues over the year showed an increment being 5 and 33 for the Aeronautical and Non-Aeronautical incomes respectively The decline in cargo tonnage led to a decline in the expected cargo income by 22Through the

year shareholders funds and loan funds played a major role as the source of funds for the organization

The year 2008-2009 has shown major capital additions in the form of runway and terminal upgrading The additions involved additions of a new runway and introduction and upgrading of state of the art facilities at the IGI Airport Besides upgrading the existing terminals DIAL has already commissioned a new runway 11-29 at IGI Airport on September 25 2008 It has also inaugurated the new domestic departure terminal 1D (T1D) on 26th February 2009 T1D will increase the capacity of domestic departures to 10 million passengers per annum The new terminal has a modern 4 level in-line baggage handling system to eliminate baggage X-ray prior to check in spacious security hold area with extensive FampB and retail facilities special contact zone for passengers with special needs and baggage handling area on a separate level allowing greater space for passenger amenities In spite of net dues from other companies which amounted to a total of Rs 4510 crores approximately The company ensured provision of world class services to its passengers by signing in fresh contracts with world class renowned brands The organization ensured provision of world class services to its passengers by FampB services help desks complaint desks flight information counters etc were introduced to facilitate the passengers and increase the standards of the airport Safety and security being important aspects were taken care of and special facilities were set up within and outside the premises of the airport to ensure themISO90012000 certificate was achieved for certification CISF certificate was also successfully achieved

A consortium of 12 banks has signed the financing documents for loans aggregating to Rs 4986 crores during the year 2007-2008 Pending their utilization certain loan funds were invested in risk free short term investments Upon approval of shareholders the share capital was increased to Rs 2000 crores

DIALrsquos Vision

bull To build a world class airport by 2010

bull Achieve an ASQ Rating of 40 upon opening of T3

bull Train develop DIAL staff to deliver consistently outstanding customer service

bull Support the training and development of other stakeholders (eg Airport Police

Customs Immigration Aviation Security Airlines Ground Handlers

Concessionaires hellip) to raise awareness of importance of customer service

bull Establish systems processes infrastructure and attitude amongst airport staff to

support the realization of this vision

(Partners of DIAL)

GMR Group - GMR Group is a Bangalore headquartered global infrastructure major with interests in Agri-business Airports Energy Highways and Urban Infrastructure (including SEZ) Founded in 1978 by its Chairman GM Rao the Group has grown into a well diversified and professionally managed organisation Employing the public-private partnership model the Group has successfully implemented several infrastructure projects and is in the process of developing several others both in India and abroad

Airports Authority of India - AAI is responsible for the provision of airport infrastructure airport maintenance and air traffic control services in India AAI is constituted under the Airports Authority of India Act 1994 and is responsible for civil airports and civil passenger enclaves at defence airports

Frapor - Frankfurt Airport Services Worldwide is a global airport operator that offers comprehensive airport management services including terminal and traffic management baggage and cargo handling aviation ground handling aviation security and consulting It operates airports in Germany Turkey amp Peru Its flagship Frankfurt Main Airport is ranked amongst the top 10 airports in the world

Eraman Malaysia - Eraman Malaysia is the retail arm of Malaysian Airport Holdings Berhad (MAHB) It is largest airport retail and commercial property developer in Malaysia Eraman has more than 40 outlets at various international and domestic airports across Malaysia including world-famous Kuala Lumpur International Airport (KLIA)

India Development Fund - IDF is Indias largest private equity fund focused on infrastructure development in India with a corpus of Rs 8437 million The main investors are Infrastructure Development and Finance Corporation (IDFC-PE) Life Insurance Corporation of India State Bank Of India Bank of Baroda and Union Bank of India

(London Heathrow Airport)

London Heathrow Airport or Heathrow located in the London Borough of Hilling don is the largest and busiest airport in the United Kingdom It is the worlds third busiest airport for passenger traffic and it handles the most international passenger traffic in the world Heathrow is owned and operated by BAA which also owns and operates six other UK airports BAA is itself owned by an international consortium led by the Spanish Ferrovial Group Heathrow is the primary hub of British Airways BMI and Virgin Atlantic Heathrow Airport is used by over 90 airlines which fly to 170 destinations worldwide

Of Heathrows 67 million annual passengers 11 travel to UK destinations 43 are short-haul international travelers and 46 are long-haul The busiest single destination in terms of passenger numbers is New York with over 35 million passengers travelling between Heathrow and JFK Newark airports in 2007 The airport has five passenger terminals (Terminals 1 2 3 4 and 5) and a cargo terminal Terminal 5 opened to passengers on 27 March 2008 and will be fully completed with the opening of its second satellite building in 2010

Originally Heathrow had six runways arranged in three pairs at different angles with the passenger terminal in the centre With growth in the required length for runways Heathrow now has just two parallel runways running east-west Runway 23 a short runway for use in strong south-westerly winds was decommissioned in 2005 and now forms part of a taxiway

Policing of the airport is the responsibility of the aviation security unit of the Metropolitan Police although the army including armored vehicles of the Household Cavalry has occasionally been deployed to the airport during periods of heightened security Heathrows reputation for thefts has led to it sometimes being referred to as ldquoThiefrowrdquo

Heathrow airport has its own resident press corps consisting of six photographers and one TV crew serving all the major newspapers and television stations around the world

As BAA owns Londons three major airports and therefore has a monopolistic position the amount it is allowed to charge airlines to land aero planes at Heathrow is heavily regulated by the Civil Aviation Authority (CAA) Until 1 April 2003 the annual increase in landing charge per passenger was capped at inflation minus 3 From 2003 to 2007 charges increased by inflation plus 65 per year taking the fee to pound928 per passenger in 2007 In March 2008 the CAA announced that the charge would be allowed to increase by 235 to pound1280 from 1 April 2008 and by inflation plus 75 for each of the following four years

In addition air traffic between Heathrow and the United States was strictly governed by the countries bilateral Bermuda II treaty The treaty originally allowed only British Airways Pan Am and TWA to fly from Heathrow to the US In 1991 PAA and TWA sold their rights to United Airlines and American Airlines respectively and Virgin Atlantic was added to the list of airlines allowed to operate on these routes In 2002 American Airlines and British Airways announced

plans to coordinate the scheduling of their trans-Atlantic routes but plans were dropped after the United States Department of Transportation made approval conditional on the granting of further access slots to Heathrow to other US airlines American Airlines and British Airways considered the slots too valuable and dropped the plans The Bermuda bilateral agreement conflicted with the Right of Establishment of the United Kingdom in terms of its membership in the EU and as a consequence the UK was ordered to drop the agreement in 2004 A new open skies agreement was signed by the United States and the European Union on 30 April 2007 and came into effect on 30 March 2008Whilst the cost of landing at Heathrow is determined by the CAA and BAA the allocation of landing slots to airlines is carried out by Airport Co-ordination Limited (ACL)

Traffic and statistics- The operator of Heathrow BAA claims that Heathrow is the worlds busiest international airport but it is only the worlds third-busiest by total passenger traffic after Atlanta-Hartsfield-Jackson and Chicago OHare which are also international airports However Heathrow has the highest number of international passengers

In 2008 Heathrow was the busiest airport in Europe in terms of total passenger traffic (136 more passengers than at Paris-Charles de Gaulle Airport and 256 more than at Frankfurt Airport) but it was third behind Charles de Gaulle and Frankfurt in terms of plane movements (129 fewer landings and take offs than at Charles de Gaulle and 22 fewer than at Frankfurt) Heathrow airport was fourth in terms of cargo traffic (after Charles de Gaulle Frankfurt and Amsterdam Airport Schiphol)

In January 2009 the Transport Secretary Geoff Hoon announced that the UK government support the expansion of Heathrow by building a third runway (2200m) and sixth terminal building This decision follows the 2003 white paper on the future of air transport in the UK and a public consultation in November 2007 This was a controversial decision which met widespread opposition because of its greenhouse gas emissions destruction of local communities and noise and air pollution

A plan to make Heathrow an international railway exchange has also been proposed with the potential construction of Heathrow Hub railway station

(Hong Kong International Airport)

Hong Kong International Airport is the main airport in Hong Kong It is colloquially known as Chek Lap Kok Airport because it was built on the island of Chek Lap Kok by land reclamation and also to distinguish it from its predecessor the closed Kai Tak Airport

The airport opened for commercial operations in 1998 replacing Kai Tak and is an important regional trans-shipment centre passenger hub and gateway for destinations in Mainland China and the rest of Asia Despite a relatively short history Hong Kong International Airport has won seven Skytrax World Airport Awards in just ten years

HKIA also operates one of the worlds largest passenger terminal buildings and operates twenty-four hours a day In 2008 Hong Kong International Airport was the second busiest airport in the world in terms of cargo traffic handling 3656724 tons of cargo It was also the 12th busiest airport worldwide in terms of passenger throughput registering 47898000 HKIA is the primary hub for Cathay Pacific Dragon air Hong Kong Express Airways Hong Kong Airlines Air Hong Kong (cargo) and Asia Jet (private)

Chek Lap Kok Airport was designed as a replacement for the former Hong Kong International Airport (popularly known as Kai Tak Airport) originally built in 1925 Located in the densely built-up Kowloon City District with a single runway extending into Kowloon Bay Kai Tak had only limited room for expansion to cope with steadily increasing air traffic By the 1990s Kai Tak had become one of the worlds busiest airports ndash it far exceeded its annual passenger and cargo design capacities and one out of every three flights met delays largely due to lack of space for aircraft gates and a second runway In addition noise mitigation measures restricted nighttime flights as severe noise pollution was estimated to adversely affect at least 340000 people

Construction of the new airport was only part of the Airport Core Programme which also involved construction of new road and rail links to the airport with associated bridges and tunnels and major land reclamation projects on both Hong Kong Island and in Kowloon The project is the most expensive airport project ever according to Guinness World Records Construction of the new airport was voted as one of the Top 10 Construction Achievements of the 20th Century at the Con Expo conference in 1999

Opened on 6 July 1998 a week later than the new Kuala Lumpur International Airport it took six years and US$20 billion to build On that day at 625 am Cathay Pacifics CX889 was the first commercial flight to land at the airport pipping the original CX292 from Rome which was the scheduled first arrival The architects were Foster and Partners For three to five months after its opening it suffered various severe organisational mechanical and technical problems that almost crippled the airport Computer glitches were the main cause of the crisis At one time the government reopened the cargo terminal at Kai Tak Airport to handle freight traffic because of a breakdown at the new cargo terminal named Super Terminal One (ST1) However after six months the airport started to operate normally

Officially opened in June 2007 the second airport terminal called T2 (check-in facility only) is linked with the Airport Express Line with a new platform The terminal also features a new

shopping mall Sky Plaza providing a large variety of shops and restaurants together with a few entertainment facilities T2 also houses a 36-bay coach station for buses to and from mainland China and 56 airline check-in counters as well as customs and immigration facilities

Besides T2 the Sky City Nine Eagles Golf Course has been opened in 2007 whereas the second airport hotel the Hong Kong Sky City Marriott Hotel and a permanent cross-boundary ferry terminal the Sky Pier are slated to begin operation in 2008 and 2009 respectively Development around T2 also includes the Asia World-Expo which has started operation in late 2005

A study for the HKIA Master Plan 2030 is underway to examine whether and how infrastructures at HKIA - including airport access terminal and apron facilities and a new runway - should be developed to support the economic growth of Hong Kong and the region

Operations

The airport is operated by the Airport Authority Hong Kong a statutory body wholly owned by the Government of Hong Kong Special Administrative Region The Civil Aviation Department (CAD) is responsible for the provision of air traffic control services certification of Hong Kong registered aircraft monitoring of airlines on their compliance with bilateral Air Services Agreements and the regulation of general civil aviation activities

The airport has two parallel runways both of which are 3800 metres in length and 60 metres wide enabling them to cater to the next generation of aircraft The south runway has been given a Category II Precision Approach while the north runway has the higher Category IIIA rating which allows pilots to land in only 200 metre visibility The two runways have an ultimate capacity of over 60 aircraft movements an hour At present there are 49 frontal stands 28 remote stands and 25 cargo stands Five parking bays at the Northwest Concourse are already capable of accommodating the arrivals of the next generation of aircraft A satellite concourse with 10 frontal stands for narrow body aircraft is under construction to the north of the main concourse for commissioning by the end of 2009 bringing the total number of frontal stands at the airport to 59

The airport was the third busiest airport for passenger traffic in Asia in 2008 and the worlds second busiest airport for cargo traffic in 2008 In terms of international traffic the airport is the third busiest for passenger traffic and the busiest for cargo since its operation in 1998 There are 85 international airlines providing about 800 scheduled passenger and all-cargo flights each day between Hong Kong and some 150 destinations worldwide About 76 percent of these flights are operated with wide-bodied jets There is also an average of approximately 31 non-scheduled passenger and cargo flights each week

The operation of scheduled air services to and from Hong Kong is facilitated by air services agreements between Hong Kong and other countries Since the opening of HKIA the Hong Kong Special Administrative Region Government has implemented a policy of progressive liberalization of air services with the intention of promoting consumer choice and competition Many low-cost airlines have started various regional routes to compete head-on with full-service carriers on trunk routes

The airports long term expansion opportunities are subject to variables A proposal to build a third runway has been under feasibility study and consultation but would be very expensive as it would involve additional reclamation from deep waters and the building cost of the third runway may be

as high as the building cost of the entire airport On the other hand there exists only one airway between Hong Kong and mainland China and this single route is often and easily backed up causing delays on both sides In addition China requires that aircraft flying the single air route between Hong Kong and the mainland must be at an altitude of least 15000 feet Talks are underway to persuade the Chinese military to relax its airspace restriction in view of worsening air traffic congestion at the airport Other than that Hong Kong Airport Authority is cooperating with other airports in the area to relieve air traffic and in the future Shenzhen may act as a regional airport while Hong Kong receives all the international flights

The airport is one of the most accessible in operation today Despite its size the passenger terminal is designed for maximum convenience A simple layout and effective signage moving walkways and the automated people mover allow quick and easy movement throughout the building The airport also features the HKIA Automated People Mover a driverless people mover system consisting of 3 stations to provide fast transportation from the check-in area to the gates (and vice versa) These trains travel at 62 kmh and the service is provided for free to all passengers and crew

The airport has a total of 70 boarding gates with 63 jet bridge gates and seven virtual gates which are used as assembly points for passengers who are then ferried to the aircraft by apron buses Of the 63 jet bridges five are capable of handling the Airbus A380

Terminal 1

Terminal 1 of the HKIA is currently the third largest airport passenger terminal building in the world (570000 msup2) after Dubai International Airports Terminal 3 (over 1500000msup2) and Beijing Capital International Airports Terminal 3 (986000 msup2)

At its opening Terminal 1 was the largest airport passenger terminal building with a total gross floor area of 550000 msup2 It briefly conceded the status to Bangkoks Suvarnabhumi Airport (563000 msup2) when the latter opened on 15 September 2006 but reclaimed the title when the East Hall was expanded bring its total area to the current 570000 msup2 (The East Hall expansion included a 39000 msup2 expansion to Sky Mart a shopping mall) Terminal 1s title as the worlds largest was surrendered to Beijing Capital International Airports Terminal 3 on 29 February 2008

Terminal 2

Terminal 2 of the Hong Kong International Airport together with the Sky plaza opened on 28 February 2007 along with the opening of the Airport Stations Platform 3 It is only a check-in and processing facility for departing passengers with no gates or arrival facilities

Hong Kong Business Aviation Centre

The Hong Kong Business Aviation Centre (BAC) is located within the confines of the airport and has its own terminal and facilities separate from the public terminal It provides a full range of services for executive aircraft and passengers including passenger lounge private rooms and showers business centre facilities ground handling baggage handling fuelling security customs and flight planning

(Singapore Changi Airport)Singapore Changi Airport or simply Changi Airport is a major aviation hub in Asia particularly in the Southeast Asian region and is the main airport in Singapore Located in Changi on a site of 13 square kilometers (50 sq mi) it is about 172 kilometers (107 mi) north-east from the commercial centre

The airport is operated by the Civil Aviation Authority of Singapore (CAAS) and is the home base of Singapore Airlines Singapore Airlines Cargo SilkAir Tiger Airways Jetstar Asia Airways Valuair and Jett8 Airlines Cargo It is a hub for Garuda Indonesia and a secondary hub for Qantas which uses Singapore as the main stopover point for flights on the Kangaroo Route between Australia and Europe the latter being the largest foreign airline to operate from the airport with over two million passengers handled annuallyAs of April 2008 there are about 4340 weekly flights operated by 80 airlines to over 116 cities in 59 countries An important contributor to the Singapore economy 13000 people are employed at the airport The airport accounts for over S$45 billion in output

In 2007 the airport handled a record 36701556 passengers a 48 increase over the 2006 fiscal year This made it the 19th busiest airport in the world and the fifth busiest in Asia by passenger traffic in 2007 In addition to being an important passenger traffic hub the airport is one of the busiest cargo airports in the world handling 189 million tonnes of cargo in 2007 Incentives like the Air Hub Development Fund first introduced in 2003 have proven effective in attracting airlines here A new S$300 million fund to strengthen Changis hub status will start in 2007 when the S$210 million fund expires in 2006 The new S $175 billion Terminal 3 opened on 9 January 2008 and Terminal 1 will be upgraded along the lines of the renovated Terminal 2 with the latter costing S$240 million Changi has been courting both premium and budget travellers with the opening of a commercially important persons terminal by JetQuay and a S$45 million Budget Terminal in 2006

Since its opening in 1981 the airport has made its mark in the aviation industry as a benchmark for service excellence winning over 280 awards in a 20-year period from 1987 to 2007 and with 19 Best Airport awards won in 2007 alone Changi Airports efforts to counter the onset of age include periodic physical upgrades to its existing terminals building of new facilities and taking steps to provide a high level of customer service

The airport has a development policy of always building years ahead of demand to help to avoid congestion problems common in major airports and maintain high service standards While the original master plan details plans for two passenger terminals there have been provisions to provide for long-term expansion initiatives including the allocation of space for a third terminal planned to have a physical configuration mirroring that of Terminal 2 Changing needs in the aviation industry led to reviews in the master plan resulting in the decision to cater to the high-end as well as budget sectors of the air travel industry Although the pioneering airport to conceptualise and construct a Budget Terminal in Asia it became operational on 26 March 2006 a few days after the opening of a similar terminal in Kuala Lumpur and was officially opened on 31 October 2006 A dedicated stand-alone Commercially Important Person (CIP) terminal operated by JetQuay

started operations on 15 August 2006 and officially opened on 29 September 2006 It is the first luxury airport terminal in Asia Even as new terminals are being built the airport continuously upgrades and expands its existing terminals

The master plan for the existing airport initially involved a dual-terminal and dual-runway configuration over Given limited land resources in Singapore the airport was designed for both current and future needs as the countrys primary airport The airport was designed to be capable of doubling in size using reclaimed land with enough space for two more runways and at least two new passenger terminal buildings

two phases with provisions for another two passenger terminals in the near future Phase 1 included the construction for the first passenger terminal the first runway 45 aircraft parking bays support facilities and structures including a large maintenance hangar the first fire station workshops and administrative offices an airfreight complex two cargo agents buildings in-flight catering kitchens and an 78 m (260 ft) control tower Construction for the second phase would commence immediately after the completion of Phase 1 and include the second runway 23 new aircraft parking bays in addition to the existing 45 bays a second fire station and a third cargo agent building

Changi Airport currently has five terminals Terminals 1 2 and 3 are directly connected with a common transit area with airside passengers being able to freely move between the terminals without going through immigration Transport within and between these three terminals is provided by people movers and the skytrain system although it is also possible to walk between the terminals on foot for landside visitors Situated beside Terminal 2 is JetQuay which has its own check-in facilities for premium passengers and where transportation to aircraft in any of the other terminals are by personal buggy The Budget Terminal purpose-built for low-cost carriers is physically separated from the main terminals towards the south where connections are possible via a free shuttle bus service to Terminal 2 All five terminals currently have a handling capacity of 687 million passengers a year spread over an area of 1045020 m2 (11248500 sq ft) Capacity will rise again to 73 million passengers a year when expansion works to the Budget Terminal are complete by early 2009

Changi Airport with all five terminals now cater to a spectrum of passengers The Budget Teminal is for cost conscious passengers Terminal 1 2 and 3 take care of the bulk of the travelers and the JetQuay CIP terminal target those who demand luxury when travelling

Budget Terminal Changi Airport was the second in Asia (after Kuala Lumpur International Airport) to open a dedicated terminal catering to the budget traveller The name of the Budget Terminal was decided as a result of a naming contest open to the public The terminal is not included in the numbering scheme even though it is the third terminal to be opened and Terminal 3 is actually the fifth terminal opened at the airport

In order to offer lower landing fees handling fees and airport taxes it cuts back on amenities such as aerobridges elaborate physical structures and decorations in the passenger terminal building The corridors used by arriving passengers are not air-conditioned although the main hall and departure lounges are A range of duty-free shops and Food and Beverage outlets and free internet terminals are available There is no transfer facility at the Budget Terminal Passengers who need to make transfers need to clear immigration collect their luggage clear customs make their way to the main terminal by taking the free shuttle buses and check-in again with the respective airline

In September 2008 expansion works costing $10 million will start and take seven months to complete When ready the terminal will be able to handle seven million passengers a year up from 27 million now There will also be more boarding gates check-in counters shops and dining options

Benchmarking of DIAL VS HEATHROW LondonAirport DIAL Heathrow LondonPassenger Movement Increased6 Decrease14

Cargo Tonnage Flat Increase66

Air Traffic Movement Increased8 Decreased05

BENCHMARKING

Airport DIAL(Rs cr)Heathrow London(Rs Cr)

Net Income 47293 103336Expenditure 37478 81659Depriciation and Ammortisation 988 2099Profit before Taxation 8828 21676Share Capital 2000 31536PersonnelStaff Cost 17251 16598Net Expenditure 37477 8166Subsidiary Companies 2

KPIKPI DIAL HEATHROW

Total Revenue Per ATM 2052 215858

Total Revenue Per Passenger 188 1542

Aero Revenue 650000000 264611368

ATU 52300000 127868780

Aero RevenueATM 14929 9014

Total Revenue000 ATUs 4051 4075262

Aero Revenue as of Total Cost 6200 28820

Aero Revenue as of Total Revenue 3600 4810

Aero RevenuePassenger 156 0632Commercial RevenuePassenger 273 907

COST KPICost KPI DIAL HEATHROWTotal CostATM 24410 38141

Total CostPassenger 250 267

Staff CostPassenger 55 266

Staff Cost as of Operating amp Staff Cost 6300 9980

PROFITABILITY RATIOS DIAL HEATHROW

Operating Profit 9 83

Operating Profitpassenger 18 1693

PassengersEmployee 2573 16145

PassengersATM 98 1426

Capex 4400 11370

EBIDTA as a of Turnover 2000 8330

Benchmarking of DIAL VS CHANGI (SINGAPORE)

Airport DIAL Changi SingaporePassenger Movement Increased6 Decreased06Cargo Tonnage Flat Decreased214Air Traffic Movement Increased8 Increased 74

Airport DIAL(Rs cr)Changi Singapore(Rs Cr)

Net Income 47293 2362Expenditure 37478 1880Depreciation and Amortization 988 1471Profit before Taxation 8828 6274Profit after Taxation 5666 4866Share Capital 2000 8261PersonnelStaff Cost 17251 10294Net Expenditure 37477 18952Subsidiary Companies 2 Bank Balance 3221 988Interest Income 023 41Operating profit before working capital changes 6324 2115Cash generated from operations 528 192Tax Paid 129 426Net Cash used in investing activities 318835 426Net Cash from financing activities 32885 1375

(Key Performance Indicator) KPI

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

Delhi Airport has two parallel runways and a non-parallel runway a new runway 1129(14534ft (4430m))with CAT IIIB ILS on both sides the main runway 1028 (12500 ft (3810 m)) and an auxiliary runway 0927 (9229 ft (2813 m)) Runway 28 is one of the few runways in Asia and the only one in South Asia equipped with CAT III-B instrument landing system In the winter of 2005 there were a record number of disruptions at Delhi airport due to fogsmog Since then some domestic airlines have trained their pilots to operate under CAT-II conditions of a minimum 350 m (1100 ft) visibility On 31 March 2006 IGI became the first Indian airport to operate two runways simultaneously following a test run involving a SpiceJet plane landing and a Jet Airways plane taking off at the same timeAs there is an Indian Air Force Base in the flight path of Delhi airport it is necessary for civilian aircraft to make a five-minute detour to avoid over-flying the military facility In previous years the IAF used to close Delhi airport for use during annual celebrations to mark its raising day As of 2006 such activities are conducted at Hindon Air Force Base to reduce disruption to civilian air traffic at Delhi airport

BENCHMARKING FOR IMPROVEMENT OF MAJOR AIRPORTS WORLDWIDESandeep Singh-

This note presents the concept of benchmarking of airports from the perspectiveOf financial statements and air statistics Benchmarking is valuable for three reasons

Provides basic data otherwise difficult to obtain Defines world class standards for facilities Identifies priorities for improving the physical design at individual airports

Effective benchmarking thus focuses on objective data of capacity or performance that can be measured and observed across widely different operations rather than on data that is either subjective derived by from widely different accounting practices

(INTRODUCTION)

ldquo Benchmarking is that which makes the Strange familiar amp the Familiar strangerdquoThe purpose of this note is to present the concept of benchmarking for design of airports It ismotivated by the observation based on worldwide experience that the persons interested in thedesign of airports -- that is owners operators airline users or community leaders -- frequentlyhave only very limited access to data and understanding of what best practice worldwide mightbe To compensate for this lack of information the internet and the information available with the organization proved very helpfulDesigners and clients for major airport projects need access to better information on worldwidebest practice This note indicates both how this might be done by discussion and example Thedifficulties encountered in developing this first preliminary example of benchmarking of airportsfor design provide a basis for discussion of the concept and suggest areas of needed improvement

CONCEPT OF BENCHMARKINGDefinitions of Benchmarking-

1048729 Process of continuous improvement without reinventing the wheel

1048729 Process of identifying understanding and adapting outstanding practices from any organization to help your camp improve itrsquos performance and outcomes

Process of continuously comparing your camp against other organizations anywhere in the world to gain information on philosophies and policies ractices and measures which will help your camp take action to improve its performance

ldquoBenchmarking is the process of comparing the cost cycle time productivity or quality of a specific process or method to another that is widely considered to be an industry standard or best practice Essentially benchmarking provides a snapshot of the performance of your business and helps you understand where you are in relation to a particular standard The result is often a business case for making changes in order to make improvements The term benchmarking was first used by cobblers to measure ones feet for shoes They would place the foot on a bench and mark to make the pattern for the shoes Benchmarking is most used to measure performance using a specific indicator (cost per unit of measure productivity per unitrdquoBenchmarking is applicable to any organizational process whether it is a production or a service in the private or the public sector This initial application to major airports is designed toStimulate discussion of the process in airport planning and design To date benchmarking has been applied to airports in two ways These focus either on some measures of customer satisfaction or on economic efficiency Neither of these is directly useful to designers

Various organizations periodically conduct surveys of airport performance based on subjectivesurveys of passengersrsquo appreciation of such issues as ldquocustoms efficiencyrdquo or ldquoavailability ofbaggage trolleysrdquoThese measures are systematically inappropriate for worldwide comparisons because they are based on widely different customer perceptions of what constitutes good service For example a European air passenger accustomed to being required to arrive at the airport 1 to 2 hours before a flight may find that a processing time of 30 minutes provides good service whereas an American or Singaporean passenger used to much faster service might judge 15 minutes of processing time to be unacceptable Thus an equivalent objective level of performance is rated quite differently across the world and the subjective comparison is virtually meaningless

(Process of Benchmarking)

It includes four steps-

1 The identification of key measures of performance or capacity2 The selection of comparable facilities worldwide3 The collection of the relevant data4 The analysis of the data and the consequent ranking of the facilities

worldwide

Key MeasuresIn benchmarking for design it is best to focus on measures of physical capacity These can be identified relatively easily and objectively -- the number of runways or the size of the facilities is fairly evident for example although caution must be exercised In fact the performance of any airport depends on both the available physical capacity and the effectiveness of the personnel The performance of the staff is however both extremely difficult to measure in principle and quite impractical as of now In any case the performance of the staff is the responsibility of the managers not the designers Considering the difficulty of obtaining comparable data from all over the world this first benchmarking of airports focused on fairly clear and simple measures of capacity For the airside these were

1 The number of full-length runways2 The number of gate positions with and without bridges and3 The area of the airfield4 The Aero and Non Aero income5 The Air Traffic Statistics6 The Air Cargo Statistics7 The Air Cargo Income8 Expenses9 Profit EtcTo compare facilities fairly the measures of capacity has to be normalized with respect to thetraffic using the airport

(Airports Benchmarked)

The focus for this initial application is on major airports because they have the largest problems and are more interesting from the point of view of design and Financial Stability The criterion for selecting airports was their number of annual passengers which is a good indication of the type of operations and infrastructure at an airport(Key Measures taken for benchmarking in our project is as follow)-

Total Passengers

Total ATMs

Total Revenue per ATM

Total Revenue per Passenger

Total Revenue per Employee

Aeronautical Revenue per ATM

Aeronautical Revenue as a Percentage of Total Costs

Aeronautical Revenue as a Percentage of Total Revenues

Aeronautical Revenue per Passenger

Commercial Revenue per Passenger

Total Costs per ATM

Total Costs per

Staff Costs per Passenger

Passengers per ATM EV EBITDA Multiples ndash recent happenings have pushed the

envelope

Operating Profit

Aeronautical services and facilities- means those services and facilities at an airport that are necessary for the operation and maintenance of civil aviation at the airport and includes each service or facility that is shown below-

1 Provision of flight operation and new support systems2 Ensuring safe and secure operation of the airports3 Movement and parking of the airports and control facility4 General maintenance and upkeep of the airport5 Hanger age of the aircrafts6 Flight Information display screens7 Rescue and fire fighting services8 Management and administration of personnel at the airport9 Movement of the staff and passengers at the airport10 Operation and maintenance of passenger boarding11 Any other services for the safe operation of the airports12 Aerodrome control services13 Airfield amp Airfield Lighting 14 Air taxi Services 15 Airside and land side access roads16 Aircraft fuelling services17 Apron and aircraft parking area amp Apron control18 Meeting areas19 Baggage systems20 Bird scaring amp Check-in concourses21 Cleaning heating lighting and air-conditioning in public areas22 Custom and immigration halls23 Emergency services24 Facility for disabled and other special needs people25 Fire services amp Flight info26 Foul and surface water drainage27 Guidance systems and marshalling28 Information desk29 Inter-terminal transit system30 Lifts escalators and passenger conveyors31 Loading bridges amp Test property32 Passenger and hand baggage search33 Piers and gate rooms34 Policing and general security35 Prayer Rooms36 Facility for post offices37 Facility for public telephones amp Facility for banks38 Facility for banks39 Facility for Bureau de Change

Non-Aeronautical Services- means those services which provides for the benefits of passengers and for their convenience at airport there are some non-aeronautical services at glance -

1 Aircraft cleaning2 Airline Lounges3 Cargo handling4 Cargo terminals5 General aviation6 Ground handling7 Hangers8 Heavy maintenance9 Observation terrace10 BanksATMs11 Bureau de Change12 Business centre13 Conference centre14 Duty free sales15 Flight catering16 Freight consolidators17 General retail shops18 Hotels and motels19 Hotel reservation services20 Line maintenance21 Locker rental22 Logistic centers23 Messenger services24 Porter services25 RestaurantBars etc26 Special assistance27 Tourist information services28 Travel agencies29 Vehicle fuelling30 Vehicle rental31 Vehicle parking32 Vending machines33 Warehouses34 Welcoming services

Delhi International Airport Pvt Limited (DIAL)

bull DIAL is a consortium consisting of-

GMR 501

Fraport AG 100

Malaysian Airports Holding Berhad 100

IDF 39

AAI 260

bull May 3rd 2006 DIAL (Delhi International Airport Private Limited) took over operations of Indira Gandhi International Airport

bull DIAL is the new operator manager and developer of IGI Airport

bull Fraportrsquos role in JV is that of Airport Operator

bull The consortium holds a 30 year concession with a further 30 year option

bull AAI staff would be retained for three years those not wishing to join DIALWould revert to the Airport Authority of India in May 2009

DIAL was formed with the objectives of operating maintaining developing designing constructing upgrading modernizing financing and managing the IGI Airport at New Delhi OMDA was signed at the airport on the 4th day of April 2006 to undertake these functions

In January 2006 the consortium was awarded the concession to operate manage and develop the IGI Airport following an international competitive bidding process

OMDA along with SSA Shareholders Agreement CNS-ATM Agreement AOA Agreement State Government Support Agreement Lease Deed and Escrow Agreement were signed for the betterment of the Airport at New Delhi

Measures have been taken to provide state of the art facilities and other safety feature at the Airport Terminals However only the international ATM has shown an increase by 8 in the previous year Domestic ATM has been flat and has neither increased nor decreased substantially Somewhat similar has been the case with the passenger movement International passenger movement at the airport has increased by6 and he domestic movement has declined by 9 according to study Due to the major efforts by the organization the revenues over the year showed an increment being 5 and 33 for the Aeronautical and Non-Aeronautical incomes respectively The decline in cargo tonnage led to a decline in the expected cargo income by 22Through the

year shareholders funds and loan funds played a major role as the source of funds for the organization

The year 2008-2009 has shown major capital additions in the form of runway and terminal upgrading The additions involved additions of a new runway and introduction and upgrading of state of the art facilities at the IGI Airport Besides upgrading the existing terminals DIAL has already commissioned a new runway 11-29 at IGI Airport on September 25 2008 It has also inaugurated the new domestic departure terminal 1D (T1D) on 26th February 2009 T1D will increase the capacity of domestic departures to 10 million passengers per annum The new terminal has a modern 4 level in-line baggage handling system to eliminate baggage X-ray prior to check in spacious security hold area with extensive FampB and retail facilities special contact zone for passengers with special needs and baggage handling area on a separate level allowing greater space for passenger amenities In spite of net dues from other companies which amounted to a total of Rs 4510 crores approximately The company ensured provision of world class services to its passengers by signing in fresh contracts with world class renowned brands The organization ensured provision of world class services to its passengers by FampB services help desks complaint desks flight information counters etc were introduced to facilitate the passengers and increase the standards of the airport Safety and security being important aspects were taken care of and special facilities were set up within and outside the premises of the airport to ensure themISO90012000 certificate was achieved for certification CISF certificate was also successfully achieved

A consortium of 12 banks has signed the financing documents for loans aggregating to Rs 4986 crores during the year 2007-2008 Pending their utilization certain loan funds were invested in risk free short term investments Upon approval of shareholders the share capital was increased to Rs 2000 crores

DIALrsquos Vision

bull To build a world class airport by 2010

bull Achieve an ASQ Rating of 40 upon opening of T3

bull Train develop DIAL staff to deliver consistently outstanding customer service

bull Support the training and development of other stakeholders (eg Airport Police

Customs Immigration Aviation Security Airlines Ground Handlers

Concessionaires hellip) to raise awareness of importance of customer service

bull Establish systems processes infrastructure and attitude amongst airport staff to

support the realization of this vision

(Partners of DIAL)

GMR Group - GMR Group is a Bangalore headquartered global infrastructure major with interests in Agri-business Airports Energy Highways and Urban Infrastructure (including SEZ) Founded in 1978 by its Chairman GM Rao the Group has grown into a well diversified and professionally managed organisation Employing the public-private partnership model the Group has successfully implemented several infrastructure projects and is in the process of developing several others both in India and abroad

Airports Authority of India - AAI is responsible for the provision of airport infrastructure airport maintenance and air traffic control services in India AAI is constituted under the Airports Authority of India Act 1994 and is responsible for civil airports and civil passenger enclaves at defence airports

Frapor - Frankfurt Airport Services Worldwide is a global airport operator that offers comprehensive airport management services including terminal and traffic management baggage and cargo handling aviation ground handling aviation security and consulting It operates airports in Germany Turkey amp Peru Its flagship Frankfurt Main Airport is ranked amongst the top 10 airports in the world

Eraman Malaysia - Eraman Malaysia is the retail arm of Malaysian Airport Holdings Berhad (MAHB) It is largest airport retail and commercial property developer in Malaysia Eraman has more than 40 outlets at various international and domestic airports across Malaysia including world-famous Kuala Lumpur International Airport (KLIA)

India Development Fund - IDF is Indias largest private equity fund focused on infrastructure development in India with a corpus of Rs 8437 million The main investors are Infrastructure Development and Finance Corporation (IDFC-PE) Life Insurance Corporation of India State Bank Of India Bank of Baroda and Union Bank of India

(London Heathrow Airport)

London Heathrow Airport or Heathrow located in the London Borough of Hilling don is the largest and busiest airport in the United Kingdom It is the worlds third busiest airport for passenger traffic and it handles the most international passenger traffic in the world Heathrow is owned and operated by BAA which also owns and operates six other UK airports BAA is itself owned by an international consortium led by the Spanish Ferrovial Group Heathrow is the primary hub of British Airways BMI and Virgin Atlantic Heathrow Airport is used by over 90 airlines which fly to 170 destinations worldwide

Of Heathrows 67 million annual passengers 11 travel to UK destinations 43 are short-haul international travelers and 46 are long-haul The busiest single destination in terms of passenger numbers is New York with over 35 million passengers travelling between Heathrow and JFK Newark airports in 2007 The airport has five passenger terminals (Terminals 1 2 3 4 and 5) and a cargo terminal Terminal 5 opened to passengers on 27 March 2008 and will be fully completed with the opening of its second satellite building in 2010

Originally Heathrow had six runways arranged in three pairs at different angles with the passenger terminal in the centre With growth in the required length for runways Heathrow now has just two parallel runways running east-west Runway 23 a short runway for use in strong south-westerly winds was decommissioned in 2005 and now forms part of a taxiway

Policing of the airport is the responsibility of the aviation security unit of the Metropolitan Police although the army including armored vehicles of the Household Cavalry has occasionally been deployed to the airport during periods of heightened security Heathrows reputation for thefts has led to it sometimes being referred to as ldquoThiefrowrdquo

Heathrow airport has its own resident press corps consisting of six photographers and one TV crew serving all the major newspapers and television stations around the world

As BAA owns Londons three major airports and therefore has a monopolistic position the amount it is allowed to charge airlines to land aero planes at Heathrow is heavily regulated by the Civil Aviation Authority (CAA) Until 1 April 2003 the annual increase in landing charge per passenger was capped at inflation minus 3 From 2003 to 2007 charges increased by inflation plus 65 per year taking the fee to pound928 per passenger in 2007 In March 2008 the CAA announced that the charge would be allowed to increase by 235 to pound1280 from 1 April 2008 and by inflation plus 75 for each of the following four years

In addition air traffic between Heathrow and the United States was strictly governed by the countries bilateral Bermuda II treaty The treaty originally allowed only British Airways Pan Am and TWA to fly from Heathrow to the US In 1991 PAA and TWA sold their rights to United Airlines and American Airlines respectively and Virgin Atlantic was added to the list of airlines allowed to operate on these routes In 2002 American Airlines and British Airways announced

plans to coordinate the scheduling of their trans-Atlantic routes but plans were dropped after the United States Department of Transportation made approval conditional on the granting of further access slots to Heathrow to other US airlines American Airlines and British Airways considered the slots too valuable and dropped the plans The Bermuda bilateral agreement conflicted with the Right of Establishment of the United Kingdom in terms of its membership in the EU and as a consequence the UK was ordered to drop the agreement in 2004 A new open skies agreement was signed by the United States and the European Union on 30 April 2007 and came into effect on 30 March 2008Whilst the cost of landing at Heathrow is determined by the CAA and BAA the allocation of landing slots to airlines is carried out by Airport Co-ordination Limited (ACL)

Traffic and statistics- The operator of Heathrow BAA claims that Heathrow is the worlds busiest international airport but it is only the worlds third-busiest by total passenger traffic after Atlanta-Hartsfield-Jackson and Chicago OHare which are also international airports However Heathrow has the highest number of international passengers

In 2008 Heathrow was the busiest airport in Europe in terms of total passenger traffic (136 more passengers than at Paris-Charles de Gaulle Airport and 256 more than at Frankfurt Airport) but it was third behind Charles de Gaulle and Frankfurt in terms of plane movements (129 fewer landings and take offs than at Charles de Gaulle and 22 fewer than at Frankfurt) Heathrow airport was fourth in terms of cargo traffic (after Charles de Gaulle Frankfurt and Amsterdam Airport Schiphol)

In January 2009 the Transport Secretary Geoff Hoon announced that the UK government support the expansion of Heathrow by building a third runway (2200m) and sixth terminal building This decision follows the 2003 white paper on the future of air transport in the UK and a public consultation in November 2007 This was a controversial decision which met widespread opposition because of its greenhouse gas emissions destruction of local communities and noise and air pollution

A plan to make Heathrow an international railway exchange has also been proposed with the potential construction of Heathrow Hub railway station

(Hong Kong International Airport)

Hong Kong International Airport is the main airport in Hong Kong It is colloquially known as Chek Lap Kok Airport because it was built on the island of Chek Lap Kok by land reclamation and also to distinguish it from its predecessor the closed Kai Tak Airport

The airport opened for commercial operations in 1998 replacing Kai Tak and is an important regional trans-shipment centre passenger hub and gateway for destinations in Mainland China and the rest of Asia Despite a relatively short history Hong Kong International Airport has won seven Skytrax World Airport Awards in just ten years

HKIA also operates one of the worlds largest passenger terminal buildings and operates twenty-four hours a day In 2008 Hong Kong International Airport was the second busiest airport in the world in terms of cargo traffic handling 3656724 tons of cargo It was also the 12th busiest airport worldwide in terms of passenger throughput registering 47898000 HKIA is the primary hub for Cathay Pacific Dragon air Hong Kong Express Airways Hong Kong Airlines Air Hong Kong (cargo) and Asia Jet (private)

Chek Lap Kok Airport was designed as a replacement for the former Hong Kong International Airport (popularly known as Kai Tak Airport) originally built in 1925 Located in the densely built-up Kowloon City District with a single runway extending into Kowloon Bay Kai Tak had only limited room for expansion to cope with steadily increasing air traffic By the 1990s Kai Tak had become one of the worlds busiest airports ndash it far exceeded its annual passenger and cargo design capacities and one out of every three flights met delays largely due to lack of space for aircraft gates and a second runway In addition noise mitigation measures restricted nighttime flights as severe noise pollution was estimated to adversely affect at least 340000 people

Construction of the new airport was only part of the Airport Core Programme which also involved construction of new road and rail links to the airport with associated bridges and tunnels and major land reclamation projects on both Hong Kong Island and in Kowloon The project is the most expensive airport project ever according to Guinness World Records Construction of the new airport was voted as one of the Top 10 Construction Achievements of the 20th Century at the Con Expo conference in 1999

Opened on 6 July 1998 a week later than the new Kuala Lumpur International Airport it took six years and US$20 billion to build On that day at 625 am Cathay Pacifics CX889 was the first commercial flight to land at the airport pipping the original CX292 from Rome which was the scheduled first arrival The architects were Foster and Partners For three to five months after its opening it suffered various severe organisational mechanical and technical problems that almost crippled the airport Computer glitches were the main cause of the crisis At one time the government reopened the cargo terminal at Kai Tak Airport to handle freight traffic because of a breakdown at the new cargo terminal named Super Terminal One (ST1) However after six months the airport started to operate normally

Officially opened in June 2007 the second airport terminal called T2 (check-in facility only) is linked with the Airport Express Line with a new platform The terminal also features a new

shopping mall Sky Plaza providing a large variety of shops and restaurants together with a few entertainment facilities T2 also houses a 36-bay coach station for buses to and from mainland China and 56 airline check-in counters as well as customs and immigration facilities

Besides T2 the Sky City Nine Eagles Golf Course has been opened in 2007 whereas the second airport hotel the Hong Kong Sky City Marriott Hotel and a permanent cross-boundary ferry terminal the Sky Pier are slated to begin operation in 2008 and 2009 respectively Development around T2 also includes the Asia World-Expo which has started operation in late 2005

A study for the HKIA Master Plan 2030 is underway to examine whether and how infrastructures at HKIA - including airport access terminal and apron facilities and a new runway - should be developed to support the economic growth of Hong Kong and the region

Operations

The airport is operated by the Airport Authority Hong Kong a statutory body wholly owned by the Government of Hong Kong Special Administrative Region The Civil Aviation Department (CAD) is responsible for the provision of air traffic control services certification of Hong Kong registered aircraft monitoring of airlines on their compliance with bilateral Air Services Agreements and the regulation of general civil aviation activities

The airport has two parallel runways both of which are 3800 metres in length and 60 metres wide enabling them to cater to the next generation of aircraft The south runway has been given a Category II Precision Approach while the north runway has the higher Category IIIA rating which allows pilots to land in only 200 metre visibility The two runways have an ultimate capacity of over 60 aircraft movements an hour At present there are 49 frontal stands 28 remote stands and 25 cargo stands Five parking bays at the Northwest Concourse are already capable of accommodating the arrivals of the next generation of aircraft A satellite concourse with 10 frontal stands for narrow body aircraft is under construction to the north of the main concourse for commissioning by the end of 2009 bringing the total number of frontal stands at the airport to 59

The airport was the third busiest airport for passenger traffic in Asia in 2008 and the worlds second busiest airport for cargo traffic in 2008 In terms of international traffic the airport is the third busiest for passenger traffic and the busiest for cargo since its operation in 1998 There are 85 international airlines providing about 800 scheduled passenger and all-cargo flights each day between Hong Kong and some 150 destinations worldwide About 76 percent of these flights are operated with wide-bodied jets There is also an average of approximately 31 non-scheduled passenger and cargo flights each week

The operation of scheduled air services to and from Hong Kong is facilitated by air services agreements between Hong Kong and other countries Since the opening of HKIA the Hong Kong Special Administrative Region Government has implemented a policy of progressive liberalization of air services with the intention of promoting consumer choice and competition Many low-cost airlines have started various regional routes to compete head-on with full-service carriers on trunk routes

The airports long term expansion opportunities are subject to variables A proposal to build a third runway has been under feasibility study and consultation but would be very expensive as it would involve additional reclamation from deep waters and the building cost of the third runway may be

as high as the building cost of the entire airport On the other hand there exists only one airway between Hong Kong and mainland China and this single route is often and easily backed up causing delays on both sides In addition China requires that aircraft flying the single air route between Hong Kong and the mainland must be at an altitude of least 15000 feet Talks are underway to persuade the Chinese military to relax its airspace restriction in view of worsening air traffic congestion at the airport Other than that Hong Kong Airport Authority is cooperating with other airports in the area to relieve air traffic and in the future Shenzhen may act as a regional airport while Hong Kong receives all the international flights

The airport is one of the most accessible in operation today Despite its size the passenger terminal is designed for maximum convenience A simple layout and effective signage moving walkways and the automated people mover allow quick and easy movement throughout the building The airport also features the HKIA Automated People Mover a driverless people mover system consisting of 3 stations to provide fast transportation from the check-in area to the gates (and vice versa) These trains travel at 62 kmh and the service is provided for free to all passengers and crew

The airport has a total of 70 boarding gates with 63 jet bridge gates and seven virtual gates which are used as assembly points for passengers who are then ferried to the aircraft by apron buses Of the 63 jet bridges five are capable of handling the Airbus A380

Terminal 1

Terminal 1 of the HKIA is currently the third largest airport passenger terminal building in the world (570000 msup2) after Dubai International Airports Terminal 3 (over 1500000msup2) and Beijing Capital International Airports Terminal 3 (986000 msup2)

At its opening Terminal 1 was the largest airport passenger terminal building with a total gross floor area of 550000 msup2 It briefly conceded the status to Bangkoks Suvarnabhumi Airport (563000 msup2) when the latter opened on 15 September 2006 but reclaimed the title when the East Hall was expanded bring its total area to the current 570000 msup2 (The East Hall expansion included a 39000 msup2 expansion to Sky Mart a shopping mall) Terminal 1s title as the worlds largest was surrendered to Beijing Capital International Airports Terminal 3 on 29 February 2008

Terminal 2

Terminal 2 of the Hong Kong International Airport together with the Sky plaza opened on 28 February 2007 along with the opening of the Airport Stations Platform 3 It is only a check-in and processing facility for departing passengers with no gates or arrival facilities

Hong Kong Business Aviation Centre

The Hong Kong Business Aviation Centre (BAC) is located within the confines of the airport and has its own terminal and facilities separate from the public terminal It provides a full range of services for executive aircraft and passengers including passenger lounge private rooms and showers business centre facilities ground handling baggage handling fuelling security customs and flight planning

(Singapore Changi Airport)Singapore Changi Airport or simply Changi Airport is a major aviation hub in Asia particularly in the Southeast Asian region and is the main airport in Singapore Located in Changi on a site of 13 square kilometers (50 sq mi) it is about 172 kilometers (107 mi) north-east from the commercial centre

The airport is operated by the Civil Aviation Authority of Singapore (CAAS) and is the home base of Singapore Airlines Singapore Airlines Cargo SilkAir Tiger Airways Jetstar Asia Airways Valuair and Jett8 Airlines Cargo It is a hub for Garuda Indonesia and a secondary hub for Qantas which uses Singapore as the main stopover point for flights on the Kangaroo Route between Australia and Europe the latter being the largest foreign airline to operate from the airport with over two million passengers handled annuallyAs of April 2008 there are about 4340 weekly flights operated by 80 airlines to over 116 cities in 59 countries An important contributor to the Singapore economy 13000 people are employed at the airport The airport accounts for over S$45 billion in output

In 2007 the airport handled a record 36701556 passengers a 48 increase over the 2006 fiscal year This made it the 19th busiest airport in the world and the fifth busiest in Asia by passenger traffic in 2007 In addition to being an important passenger traffic hub the airport is one of the busiest cargo airports in the world handling 189 million tonnes of cargo in 2007 Incentives like the Air Hub Development Fund first introduced in 2003 have proven effective in attracting airlines here A new S$300 million fund to strengthen Changis hub status will start in 2007 when the S$210 million fund expires in 2006 The new S $175 billion Terminal 3 opened on 9 January 2008 and Terminal 1 will be upgraded along the lines of the renovated Terminal 2 with the latter costing S$240 million Changi has been courting both premium and budget travellers with the opening of a commercially important persons terminal by JetQuay and a S$45 million Budget Terminal in 2006

Since its opening in 1981 the airport has made its mark in the aviation industry as a benchmark for service excellence winning over 280 awards in a 20-year period from 1987 to 2007 and with 19 Best Airport awards won in 2007 alone Changi Airports efforts to counter the onset of age include periodic physical upgrades to its existing terminals building of new facilities and taking steps to provide a high level of customer service

The airport has a development policy of always building years ahead of demand to help to avoid congestion problems common in major airports and maintain high service standards While the original master plan details plans for two passenger terminals there have been provisions to provide for long-term expansion initiatives including the allocation of space for a third terminal planned to have a physical configuration mirroring that of Terminal 2 Changing needs in the aviation industry led to reviews in the master plan resulting in the decision to cater to the high-end as well as budget sectors of the air travel industry Although the pioneering airport to conceptualise and construct a Budget Terminal in Asia it became operational on 26 March 2006 a few days after the opening of a similar terminal in Kuala Lumpur and was officially opened on 31 October 2006 A dedicated stand-alone Commercially Important Person (CIP) terminal operated by JetQuay

started operations on 15 August 2006 and officially opened on 29 September 2006 It is the first luxury airport terminal in Asia Even as new terminals are being built the airport continuously upgrades and expands its existing terminals

The master plan for the existing airport initially involved a dual-terminal and dual-runway configuration over Given limited land resources in Singapore the airport was designed for both current and future needs as the countrys primary airport The airport was designed to be capable of doubling in size using reclaimed land with enough space for two more runways and at least two new passenger terminal buildings

two phases with provisions for another two passenger terminals in the near future Phase 1 included the construction for the first passenger terminal the first runway 45 aircraft parking bays support facilities and structures including a large maintenance hangar the first fire station workshops and administrative offices an airfreight complex two cargo agents buildings in-flight catering kitchens and an 78 m (260 ft) control tower Construction for the second phase would commence immediately after the completion of Phase 1 and include the second runway 23 new aircraft parking bays in addition to the existing 45 bays a second fire station and a third cargo agent building

Changi Airport currently has five terminals Terminals 1 2 and 3 are directly connected with a common transit area with airside passengers being able to freely move between the terminals without going through immigration Transport within and between these three terminals is provided by people movers and the skytrain system although it is also possible to walk between the terminals on foot for landside visitors Situated beside Terminal 2 is JetQuay which has its own check-in facilities for premium passengers and where transportation to aircraft in any of the other terminals are by personal buggy The Budget Terminal purpose-built for low-cost carriers is physically separated from the main terminals towards the south where connections are possible via a free shuttle bus service to Terminal 2 All five terminals currently have a handling capacity of 687 million passengers a year spread over an area of 1045020 m2 (11248500 sq ft) Capacity will rise again to 73 million passengers a year when expansion works to the Budget Terminal are complete by early 2009

Changi Airport with all five terminals now cater to a spectrum of passengers The Budget Teminal is for cost conscious passengers Terminal 1 2 and 3 take care of the bulk of the travelers and the JetQuay CIP terminal target those who demand luxury when travelling

Budget Terminal Changi Airport was the second in Asia (after Kuala Lumpur International Airport) to open a dedicated terminal catering to the budget traveller The name of the Budget Terminal was decided as a result of a naming contest open to the public The terminal is not included in the numbering scheme even though it is the third terminal to be opened and Terminal 3 is actually the fifth terminal opened at the airport

In order to offer lower landing fees handling fees and airport taxes it cuts back on amenities such as aerobridges elaborate physical structures and decorations in the passenger terminal building The corridors used by arriving passengers are not air-conditioned although the main hall and departure lounges are A range of duty-free shops and Food and Beverage outlets and free internet terminals are available There is no transfer facility at the Budget Terminal Passengers who need to make transfers need to clear immigration collect their luggage clear customs make their way to the main terminal by taking the free shuttle buses and check-in again with the respective airline

In September 2008 expansion works costing $10 million will start and take seven months to complete When ready the terminal will be able to handle seven million passengers a year up from 27 million now There will also be more boarding gates check-in counters shops and dining options

Benchmarking of DIAL VS HEATHROW LondonAirport DIAL Heathrow LondonPassenger Movement Increased6 Decrease14

Cargo Tonnage Flat Increase66

Air Traffic Movement Increased8 Decreased05

BENCHMARKING

Airport DIAL(Rs cr)Heathrow London(Rs Cr)

Net Income 47293 103336Expenditure 37478 81659Depriciation and Ammortisation 988 2099Profit before Taxation 8828 21676Share Capital 2000 31536PersonnelStaff Cost 17251 16598Net Expenditure 37477 8166Subsidiary Companies 2

KPIKPI DIAL HEATHROW

Total Revenue Per ATM 2052 215858

Total Revenue Per Passenger 188 1542

Aero Revenue 650000000 264611368

ATU 52300000 127868780

Aero RevenueATM 14929 9014

Total Revenue000 ATUs 4051 4075262

Aero Revenue as of Total Cost 6200 28820

Aero Revenue as of Total Revenue 3600 4810

Aero RevenuePassenger 156 0632Commercial RevenuePassenger 273 907

COST KPICost KPI DIAL HEATHROWTotal CostATM 24410 38141

Total CostPassenger 250 267

Staff CostPassenger 55 266

Staff Cost as of Operating amp Staff Cost 6300 9980

PROFITABILITY RATIOS DIAL HEATHROW

Operating Profit 9 83

Operating Profitpassenger 18 1693

PassengersEmployee 2573 16145

PassengersATM 98 1426

Capex 4400 11370

EBIDTA as a of Turnover 2000 8330

Benchmarking of DIAL VS CHANGI (SINGAPORE)

Airport DIAL Changi SingaporePassenger Movement Increased6 Decreased06Cargo Tonnage Flat Decreased214Air Traffic Movement Increased8 Increased 74

Airport DIAL(Rs cr)Changi Singapore(Rs Cr)

Net Income 47293 2362Expenditure 37478 1880Depreciation and Amortization 988 1471Profit before Taxation 8828 6274Profit after Taxation 5666 4866Share Capital 2000 8261PersonnelStaff Cost 17251 10294Net Expenditure 37477 18952Subsidiary Companies 2 Bank Balance 3221 988Interest Income 023 41Operating profit before working capital changes 6324 2115Cash generated from operations 528 192Tax Paid 129 426Net Cash used in investing activities 318835 426Net Cash from financing activities 32885 1375

(Key Performance Indicator) KPI

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

(INTRODUCTION)

ldquo Benchmarking is that which makes the Strange familiar amp the Familiar strangerdquoThe purpose of this note is to present the concept of benchmarking for design of airports It ismotivated by the observation based on worldwide experience that the persons interested in thedesign of airports -- that is owners operators airline users or community leaders -- frequentlyhave only very limited access to data and understanding of what best practice worldwide mightbe To compensate for this lack of information the internet and the information available with the organization proved very helpfulDesigners and clients for major airport projects need access to better information on worldwidebest practice This note indicates both how this might be done by discussion and example Thedifficulties encountered in developing this first preliminary example of benchmarking of airportsfor design provide a basis for discussion of the concept and suggest areas of needed improvement

CONCEPT OF BENCHMARKINGDefinitions of Benchmarking-

1048729 Process of continuous improvement without reinventing the wheel

1048729 Process of identifying understanding and adapting outstanding practices from any organization to help your camp improve itrsquos performance and outcomes

Process of continuously comparing your camp against other organizations anywhere in the world to gain information on philosophies and policies ractices and measures which will help your camp take action to improve its performance

ldquoBenchmarking is the process of comparing the cost cycle time productivity or quality of a specific process or method to another that is widely considered to be an industry standard or best practice Essentially benchmarking provides a snapshot of the performance of your business and helps you understand where you are in relation to a particular standard The result is often a business case for making changes in order to make improvements The term benchmarking was first used by cobblers to measure ones feet for shoes They would place the foot on a bench and mark to make the pattern for the shoes Benchmarking is most used to measure performance using a specific indicator (cost per unit of measure productivity per unitrdquoBenchmarking is applicable to any organizational process whether it is a production or a service in the private or the public sector This initial application to major airports is designed toStimulate discussion of the process in airport planning and design To date benchmarking has been applied to airports in two ways These focus either on some measures of customer satisfaction or on economic efficiency Neither of these is directly useful to designers

Various organizations periodically conduct surveys of airport performance based on subjectivesurveys of passengersrsquo appreciation of such issues as ldquocustoms efficiencyrdquo or ldquoavailability ofbaggage trolleysrdquoThese measures are systematically inappropriate for worldwide comparisons because they are based on widely different customer perceptions of what constitutes good service For example a European air passenger accustomed to being required to arrive at the airport 1 to 2 hours before a flight may find that a processing time of 30 minutes provides good service whereas an American or Singaporean passenger used to much faster service might judge 15 minutes of processing time to be unacceptable Thus an equivalent objective level of performance is rated quite differently across the world and the subjective comparison is virtually meaningless

(Process of Benchmarking)

It includes four steps-

1 The identification of key measures of performance or capacity2 The selection of comparable facilities worldwide3 The collection of the relevant data4 The analysis of the data and the consequent ranking of the facilities

worldwide

Key MeasuresIn benchmarking for design it is best to focus on measures of physical capacity These can be identified relatively easily and objectively -- the number of runways or the size of the facilities is fairly evident for example although caution must be exercised In fact the performance of any airport depends on both the available physical capacity and the effectiveness of the personnel The performance of the staff is however both extremely difficult to measure in principle and quite impractical as of now In any case the performance of the staff is the responsibility of the managers not the designers Considering the difficulty of obtaining comparable data from all over the world this first benchmarking of airports focused on fairly clear and simple measures of capacity For the airside these were

1 The number of full-length runways2 The number of gate positions with and without bridges and3 The area of the airfield4 The Aero and Non Aero income5 The Air Traffic Statistics6 The Air Cargo Statistics7 The Air Cargo Income8 Expenses9 Profit EtcTo compare facilities fairly the measures of capacity has to be normalized with respect to thetraffic using the airport

(Airports Benchmarked)

The focus for this initial application is on major airports because they have the largest problems and are more interesting from the point of view of design and Financial Stability The criterion for selecting airports was their number of annual passengers which is a good indication of the type of operations and infrastructure at an airport(Key Measures taken for benchmarking in our project is as follow)-

Total Passengers

Total ATMs

Total Revenue per ATM

Total Revenue per Passenger

Total Revenue per Employee

Aeronautical Revenue per ATM

Aeronautical Revenue as a Percentage of Total Costs

Aeronautical Revenue as a Percentage of Total Revenues

Aeronautical Revenue per Passenger

Commercial Revenue per Passenger

Total Costs per ATM

Total Costs per

Staff Costs per Passenger

Passengers per ATM EV EBITDA Multiples ndash recent happenings have pushed the

envelope

Operating Profit

Aeronautical services and facilities- means those services and facilities at an airport that are necessary for the operation and maintenance of civil aviation at the airport and includes each service or facility that is shown below-

1 Provision of flight operation and new support systems2 Ensuring safe and secure operation of the airports3 Movement and parking of the airports and control facility4 General maintenance and upkeep of the airport5 Hanger age of the aircrafts6 Flight Information display screens7 Rescue and fire fighting services8 Management and administration of personnel at the airport9 Movement of the staff and passengers at the airport10 Operation and maintenance of passenger boarding11 Any other services for the safe operation of the airports12 Aerodrome control services13 Airfield amp Airfield Lighting 14 Air taxi Services 15 Airside and land side access roads16 Aircraft fuelling services17 Apron and aircraft parking area amp Apron control18 Meeting areas19 Baggage systems20 Bird scaring amp Check-in concourses21 Cleaning heating lighting and air-conditioning in public areas22 Custom and immigration halls23 Emergency services24 Facility for disabled and other special needs people25 Fire services amp Flight info26 Foul and surface water drainage27 Guidance systems and marshalling28 Information desk29 Inter-terminal transit system30 Lifts escalators and passenger conveyors31 Loading bridges amp Test property32 Passenger and hand baggage search33 Piers and gate rooms34 Policing and general security35 Prayer Rooms36 Facility for post offices37 Facility for public telephones amp Facility for banks38 Facility for banks39 Facility for Bureau de Change

Non-Aeronautical Services- means those services which provides for the benefits of passengers and for their convenience at airport there are some non-aeronautical services at glance -

1 Aircraft cleaning2 Airline Lounges3 Cargo handling4 Cargo terminals5 General aviation6 Ground handling7 Hangers8 Heavy maintenance9 Observation terrace10 BanksATMs11 Bureau de Change12 Business centre13 Conference centre14 Duty free sales15 Flight catering16 Freight consolidators17 General retail shops18 Hotels and motels19 Hotel reservation services20 Line maintenance21 Locker rental22 Logistic centers23 Messenger services24 Porter services25 RestaurantBars etc26 Special assistance27 Tourist information services28 Travel agencies29 Vehicle fuelling30 Vehicle rental31 Vehicle parking32 Vending machines33 Warehouses34 Welcoming services

Delhi International Airport Pvt Limited (DIAL)

bull DIAL is a consortium consisting of-

GMR 501

Fraport AG 100

Malaysian Airports Holding Berhad 100

IDF 39

AAI 260

bull May 3rd 2006 DIAL (Delhi International Airport Private Limited) took over operations of Indira Gandhi International Airport

bull DIAL is the new operator manager and developer of IGI Airport

bull Fraportrsquos role in JV is that of Airport Operator

bull The consortium holds a 30 year concession with a further 30 year option

bull AAI staff would be retained for three years those not wishing to join DIALWould revert to the Airport Authority of India in May 2009

DIAL was formed with the objectives of operating maintaining developing designing constructing upgrading modernizing financing and managing the IGI Airport at New Delhi OMDA was signed at the airport on the 4th day of April 2006 to undertake these functions

In January 2006 the consortium was awarded the concession to operate manage and develop the IGI Airport following an international competitive bidding process

OMDA along with SSA Shareholders Agreement CNS-ATM Agreement AOA Agreement State Government Support Agreement Lease Deed and Escrow Agreement were signed for the betterment of the Airport at New Delhi

Measures have been taken to provide state of the art facilities and other safety feature at the Airport Terminals However only the international ATM has shown an increase by 8 in the previous year Domestic ATM has been flat and has neither increased nor decreased substantially Somewhat similar has been the case with the passenger movement International passenger movement at the airport has increased by6 and he domestic movement has declined by 9 according to study Due to the major efforts by the organization the revenues over the year showed an increment being 5 and 33 for the Aeronautical and Non-Aeronautical incomes respectively The decline in cargo tonnage led to a decline in the expected cargo income by 22Through the

year shareholders funds and loan funds played a major role as the source of funds for the organization

The year 2008-2009 has shown major capital additions in the form of runway and terminal upgrading The additions involved additions of a new runway and introduction and upgrading of state of the art facilities at the IGI Airport Besides upgrading the existing terminals DIAL has already commissioned a new runway 11-29 at IGI Airport on September 25 2008 It has also inaugurated the new domestic departure terminal 1D (T1D) on 26th February 2009 T1D will increase the capacity of domestic departures to 10 million passengers per annum The new terminal has a modern 4 level in-line baggage handling system to eliminate baggage X-ray prior to check in spacious security hold area with extensive FampB and retail facilities special contact zone for passengers with special needs and baggage handling area on a separate level allowing greater space for passenger amenities In spite of net dues from other companies which amounted to a total of Rs 4510 crores approximately The company ensured provision of world class services to its passengers by signing in fresh contracts with world class renowned brands The organization ensured provision of world class services to its passengers by FampB services help desks complaint desks flight information counters etc were introduced to facilitate the passengers and increase the standards of the airport Safety and security being important aspects were taken care of and special facilities were set up within and outside the premises of the airport to ensure themISO90012000 certificate was achieved for certification CISF certificate was also successfully achieved

A consortium of 12 banks has signed the financing documents for loans aggregating to Rs 4986 crores during the year 2007-2008 Pending their utilization certain loan funds were invested in risk free short term investments Upon approval of shareholders the share capital was increased to Rs 2000 crores

DIALrsquos Vision

bull To build a world class airport by 2010

bull Achieve an ASQ Rating of 40 upon opening of T3

bull Train develop DIAL staff to deliver consistently outstanding customer service

bull Support the training and development of other stakeholders (eg Airport Police

Customs Immigration Aviation Security Airlines Ground Handlers

Concessionaires hellip) to raise awareness of importance of customer service

bull Establish systems processes infrastructure and attitude amongst airport staff to

support the realization of this vision

(Partners of DIAL)

GMR Group - GMR Group is a Bangalore headquartered global infrastructure major with interests in Agri-business Airports Energy Highways and Urban Infrastructure (including SEZ) Founded in 1978 by its Chairman GM Rao the Group has grown into a well diversified and professionally managed organisation Employing the public-private partnership model the Group has successfully implemented several infrastructure projects and is in the process of developing several others both in India and abroad

Airports Authority of India - AAI is responsible for the provision of airport infrastructure airport maintenance and air traffic control services in India AAI is constituted under the Airports Authority of India Act 1994 and is responsible for civil airports and civil passenger enclaves at defence airports

Frapor - Frankfurt Airport Services Worldwide is a global airport operator that offers comprehensive airport management services including terminal and traffic management baggage and cargo handling aviation ground handling aviation security and consulting It operates airports in Germany Turkey amp Peru Its flagship Frankfurt Main Airport is ranked amongst the top 10 airports in the world

Eraman Malaysia - Eraman Malaysia is the retail arm of Malaysian Airport Holdings Berhad (MAHB) It is largest airport retail and commercial property developer in Malaysia Eraman has more than 40 outlets at various international and domestic airports across Malaysia including world-famous Kuala Lumpur International Airport (KLIA)

India Development Fund - IDF is Indias largest private equity fund focused on infrastructure development in India with a corpus of Rs 8437 million The main investors are Infrastructure Development and Finance Corporation (IDFC-PE) Life Insurance Corporation of India State Bank Of India Bank of Baroda and Union Bank of India

(London Heathrow Airport)

London Heathrow Airport or Heathrow located in the London Borough of Hilling don is the largest and busiest airport in the United Kingdom It is the worlds third busiest airport for passenger traffic and it handles the most international passenger traffic in the world Heathrow is owned and operated by BAA which also owns and operates six other UK airports BAA is itself owned by an international consortium led by the Spanish Ferrovial Group Heathrow is the primary hub of British Airways BMI and Virgin Atlantic Heathrow Airport is used by over 90 airlines which fly to 170 destinations worldwide

Of Heathrows 67 million annual passengers 11 travel to UK destinations 43 are short-haul international travelers and 46 are long-haul The busiest single destination in terms of passenger numbers is New York with over 35 million passengers travelling between Heathrow and JFK Newark airports in 2007 The airport has five passenger terminals (Terminals 1 2 3 4 and 5) and a cargo terminal Terminal 5 opened to passengers on 27 March 2008 and will be fully completed with the opening of its second satellite building in 2010

Originally Heathrow had six runways arranged in three pairs at different angles with the passenger terminal in the centre With growth in the required length for runways Heathrow now has just two parallel runways running east-west Runway 23 a short runway for use in strong south-westerly winds was decommissioned in 2005 and now forms part of a taxiway

Policing of the airport is the responsibility of the aviation security unit of the Metropolitan Police although the army including armored vehicles of the Household Cavalry has occasionally been deployed to the airport during periods of heightened security Heathrows reputation for thefts has led to it sometimes being referred to as ldquoThiefrowrdquo

Heathrow airport has its own resident press corps consisting of six photographers and one TV crew serving all the major newspapers and television stations around the world

As BAA owns Londons three major airports and therefore has a monopolistic position the amount it is allowed to charge airlines to land aero planes at Heathrow is heavily regulated by the Civil Aviation Authority (CAA) Until 1 April 2003 the annual increase in landing charge per passenger was capped at inflation minus 3 From 2003 to 2007 charges increased by inflation plus 65 per year taking the fee to pound928 per passenger in 2007 In March 2008 the CAA announced that the charge would be allowed to increase by 235 to pound1280 from 1 April 2008 and by inflation plus 75 for each of the following four years

In addition air traffic between Heathrow and the United States was strictly governed by the countries bilateral Bermuda II treaty The treaty originally allowed only British Airways Pan Am and TWA to fly from Heathrow to the US In 1991 PAA and TWA sold their rights to United Airlines and American Airlines respectively and Virgin Atlantic was added to the list of airlines allowed to operate on these routes In 2002 American Airlines and British Airways announced

plans to coordinate the scheduling of their trans-Atlantic routes but plans were dropped after the United States Department of Transportation made approval conditional on the granting of further access slots to Heathrow to other US airlines American Airlines and British Airways considered the slots too valuable and dropped the plans The Bermuda bilateral agreement conflicted with the Right of Establishment of the United Kingdom in terms of its membership in the EU and as a consequence the UK was ordered to drop the agreement in 2004 A new open skies agreement was signed by the United States and the European Union on 30 April 2007 and came into effect on 30 March 2008Whilst the cost of landing at Heathrow is determined by the CAA and BAA the allocation of landing slots to airlines is carried out by Airport Co-ordination Limited (ACL)

Traffic and statistics- The operator of Heathrow BAA claims that Heathrow is the worlds busiest international airport but it is only the worlds third-busiest by total passenger traffic after Atlanta-Hartsfield-Jackson and Chicago OHare which are also international airports However Heathrow has the highest number of international passengers

In 2008 Heathrow was the busiest airport in Europe in terms of total passenger traffic (136 more passengers than at Paris-Charles de Gaulle Airport and 256 more than at Frankfurt Airport) but it was third behind Charles de Gaulle and Frankfurt in terms of plane movements (129 fewer landings and take offs than at Charles de Gaulle and 22 fewer than at Frankfurt) Heathrow airport was fourth in terms of cargo traffic (after Charles de Gaulle Frankfurt and Amsterdam Airport Schiphol)

In January 2009 the Transport Secretary Geoff Hoon announced that the UK government support the expansion of Heathrow by building a third runway (2200m) and sixth terminal building This decision follows the 2003 white paper on the future of air transport in the UK and a public consultation in November 2007 This was a controversial decision which met widespread opposition because of its greenhouse gas emissions destruction of local communities and noise and air pollution

A plan to make Heathrow an international railway exchange has also been proposed with the potential construction of Heathrow Hub railway station

(Hong Kong International Airport)

Hong Kong International Airport is the main airport in Hong Kong It is colloquially known as Chek Lap Kok Airport because it was built on the island of Chek Lap Kok by land reclamation and also to distinguish it from its predecessor the closed Kai Tak Airport

The airport opened for commercial operations in 1998 replacing Kai Tak and is an important regional trans-shipment centre passenger hub and gateway for destinations in Mainland China and the rest of Asia Despite a relatively short history Hong Kong International Airport has won seven Skytrax World Airport Awards in just ten years

HKIA also operates one of the worlds largest passenger terminal buildings and operates twenty-four hours a day In 2008 Hong Kong International Airport was the second busiest airport in the world in terms of cargo traffic handling 3656724 tons of cargo It was also the 12th busiest airport worldwide in terms of passenger throughput registering 47898000 HKIA is the primary hub for Cathay Pacific Dragon air Hong Kong Express Airways Hong Kong Airlines Air Hong Kong (cargo) and Asia Jet (private)

Chek Lap Kok Airport was designed as a replacement for the former Hong Kong International Airport (popularly known as Kai Tak Airport) originally built in 1925 Located in the densely built-up Kowloon City District with a single runway extending into Kowloon Bay Kai Tak had only limited room for expansion to cope with steadily increasing air traffic By the 1990s Kai Tak had become one of the worlds busiest airports ndash it far exceeded its annual passenger and cargo design capacities and one out of every three flights met delays largely due to lack of space for aircraft gates and a second runway In addition noise mitigation measures restricted nighttime flights as severe noise pollution was estimated to adversely affect at least 340000 people

Construction of the new airport was only part of the Airport Core Programme which also involved construction of new road and rail links to the airport with associated bridges and tunnels and major land reclamation projects on both Hong Kong Island and in Kowloon The project is the most expensive airport project ever according to Guinness World Records Construction of the new airport was voted as one of the Top 10 Construction Achievements of the 20th Century at the Con Expo conference in 1999

Opened on 6 July 1998 a week later than the new Kuala Lumpur International Airport it took six years and US$20 billion to build On that day at 625 am Cathay Pacifics CX889 was the first commercial flight to land at the airport pipping the original CX292 from Rome which was the scheduled first arrival The architects were Foster and Partners For three to five months after its opening it suffered various severe organisational mechanical and technical problems that almost crippled the airport Computer glitches were the main cause of the crisis At one time the government reopened the cargo terminal at Kai Tak Airport to handle freight traffic because of a breakdown at the new cargo terminal named Super Terminal One (ST1) However after six months the airport started to operate normally

Officially opened in June 2007 the second airport terminal called T2 (check-in facility only) is linked with the Airport Express Line with a new platform The terminal also features a new

shopping mall Sky Plaza providing a large variety of shops and restaurants together with a few entertainment facilities T2 also houses a 36-bay coach station for buses to and from mainland China and 56 airline check-in counters as well as customs and immigration facilities

Besides T2 the Sky City Nine Eagles Golf Course has been opened in 2007 whereas the second airport hotel the Hong Kong Sky City Marriott Hotel and a permanent cross-boundary ferry terminal the Sky Pier are slated to begin operation in 2008 and 2009 respectively Development around T2 also includes the Asia World-Expo which has started operation in late 2005

A study for the HKIA Master Plan 2030 is underway to examine whether and how infrastructures at HKIA - including airport access terminal and apron facilities and a new runway - should be developed to support the economic growth of Hong Kong and the region

Operations

The airport is operated by the Airport Authority Hong Kong a statutory body wholly owned by the Government of Hong Kong Special Administrative Region The Civil Aviation Department (CAD) is responsible for the provision of air traffic control services certification of Hong Kong registered aircraft monitoring of airlines on their compliance with bilateral Air Services Agreements and the regulation of general civil aviation activities

The airport has two parallel runways both of which are 3800 metres in length and 60 metres wide enabling them to cater to the next generation of aircraft The south runway has been given a Category II Precision Approach while the north runway has the higher Category IIIA rating which allows pilots to land in only 200 metre visibility The two runways have an ultimate capacity of over 60 aircraft movements an hour At present there are 49 frontal stands 28 remote stands and 25 cargo stands Five parking bays at the Northwest Concourse are already capable of accommodating the arrivals of the next generation of aircraft A satellite concourse with 10 frontal stands for narrow body aircraft is under construction to the north of the main concourse for commissioning by the end of 2009 bringing the total number of frontal stands at the airport to 59

The airport was the third busiest airport for passenger traffic in Asia in 2008 and the worlds second busiest airport for cargo traffic in 2008 In terms of international traffic the airport is the third busiest for passenger traffic and the busiest for cargo since its operation in 1998 There are 85 international airlines providing about 800 scheduled passenger and all-cargo flights each day between Hong Kong and some 150 destinations worldwide About 76 percent of these flights are operated with wide-bodied jets There is also an average of approximately 31 non-scheduled passenger and cargo flights each week

The operation of scheduled air services to and from Hong Kong is facilitated by air services agreements between Hong Kong and other countries Since the opening of HKIA the Hong Kong Special Administrative Region Government has implemented a policy of progressive liberalization of air services with the intention of promoting consumer choice and competition Many low-cost airlines have started various regional routes to compete head-on with full-service carriers on trunk routes

The airports long term expansion opportunities are subject to variables A proposal to build a third runway has been under feasibility study and consultation but would be very expensive as it would involve additional reclamation from deep waters and the building cost of the third runway may be

as high as the building cost of the entire airport On the other hand there exists only one airway between Hong Kong and mainland China and this single route is often and easily backed up causing delays on both sides In addition China requires that aircraft flying the single air route between Hong Kong and the mainland must be at an altitude of least 15000 feet Talks are underway to persuade the Chinese military to relax its airspace restriction in view of worsening air traffic congestion at the airport Other than that Hong Kong Airport Authority is cooperating with other airports in the area to relieve air traffic and in the future Shenzhen may act as a regional airport while Hong Kong receives all the international flights

The airport is one of the most accessible in operation today Despite its size the passenger terminal is designed for maximum convenience A simple layout and effective signage moving walkways and the automated people mover allow quick and easy movement throughout the building The airport also features the HKIA Automated People Mover a driverless people mover system consisting of 3 stations to provide fast transportation from the check-in area to the gates (and vice versa) These trains travel at 62 kmh and the service is provided for free to all passengers and crew

The airport has a total of 70 boarding gates with 63 jet bridge gates and seven virtual gates which are used as assembly points for passengers who are then ferried to the aircraft by apron buses Of the 63 jet bridges five are capable of handling the Airbus A380

Terminal 1

Terminal 1 of the HKIA is currently the third largest airport passenger terminal building in the world (570000 msup2) after Dubai International Airports Terminal 3 (over 1500000msup2) and Beijing Capital International Airports Terminal 3 (986000 msup2)

At its opening Terminal 1 was the largest airport passenger terminal building with a total gross floor area of 550000 msup2 It briefly conceded the status to Bangkoks Suvarnabhumi Airport (563000 msup2) when the latter opened on 15 September 2006 but reclaimed the title when the East Hall was expanded bring its total area to the current 570000 msup2 (The East Hall expansion included a 39000 msup2 expansion to Sky Mart a shopping mall) Terminal 1s title as the worlds largest was surrendered to Beijing Capital International Airports Terminal 3 on 29 February 2008

Terminal 2

Terminal 2 of the Hong Kong International Airport together with the Sky plaza opened on 28 February 2007 along with the opening of the Airport Stations Platform 3 It is only a check-in and processing facility for departing passengers with no gates or arrival facilities

Hong Kong Business Aviation Centre

The Hong Kong Business Aviation Centre (BAC) is located within the confines of the airport and has its own terminal and facilities separate from the public terminal It provides a full range of services for executive aircraft and passengers including passenger lounge private rooms and showers business centre facilities ground handling baggage handling fuelling security customs and flight planning

(Singapore Changi Airport)Singapore Changi Airport or simply Changi Airport is a major aviation hub in Asia particularly in the Southeast Asian region and is the main airport in Singapore Located in Changi on a site of 13 square kilometers (50 sq mi) it is about 172 kilometers (107 mi) north-east from the commercial centre

The airport is operated by the Civil Aviation Authority of Singapore (CAAS) and is the home base of Singapore Airlines Singapore Airlines Cargo SilkAir Tiger Airways Jetstar Asia Airways Valuair and Jett8 Airlines Cargo It is a hub for Garuda Indonesia and a secondary hub for Qantas which uses Singapore as the main stopover point for flights on the Kangaroo Route between Australia and Europe the latter being the largest foreign airline to operate from the airport with over two million passengers handled annuallyAs of April 2008 there are about 4340 weekly flights operated by 80 airlines to over 116 cities in 59 countries An important contributor to the Singapore economy 13000 people are employed at the airport The airport accounts for over S$45 billion in output

In 2007 the airport handled a record 36701556 passengers a 48 increase over the 2006 fiscal year This made it the 19th busiest airport in the world and the fifth busiest in Asia by passenger traffic in 2007 In addition to being an important passenger traffic hub the airport is one of the busiest cargo airports in the world handling 189 million tonnes of cargo in 2007 Incentives like the Air Hub Development Fund first introduced in 2003 have proven effective in attracting airlines here A new S$300 million fund to strengthen Changis hub status will start in 2007 when the S$210 million fund expires in 2006 The new S $175 billion Terminal 3 opened on 9 January 2008 and Terminal 1 will be upgraded along the lines of the renovated Terminal 2 with the latter costing S$240 million Changi has been courting both premium and budget travellers with the opening of a commercially important persons terminal by JetQuay and a S$45 million Budget Terminal in 2006

Since its opening in 1981 the airport has made its mark in the aviation industry as a benchmark for service excellence winning over 280 awards in a 20-year period from 1987 to 2007 and with 19 Best Airport awards won in 2007 alone Changi Airports efforts to counter the onset of age include periodic physical upgrades to its existing terminals building of new facilities and taking steps to provide a high level of customer service

The airport has a development policy of always building years ahead of demand to help to avoid congestion problems common in major airports and maintain high service standards While the original master plan details plans for two passenger terminals there have been provisions to provide for long-term expansion initiatives including the allocation of space for a third terminal planned to have a physical configuration mirroring that of Terminal 2 Changing needs in the aviation industry led to reviews in the master plan resulting in the decision to cater to the high-end as well as budget sectors of the air travel industry Although the pioneering airport to conceptualise and construct a Budget Terminal in Asia it became operational on 26 March 2006 a few days after the opening of a similar terminal in Kuala Lumpur and was officially opened on 31 October 2006 A dedicated stand-alone Commercially Important Person (CIP) terminal operated by JetQuay

started operations on 15 August 2006 and officially opened on 29 September 2006 It is the first luxury airport terminal in Asia Even as new terminals are being built the airport continuously upgrades and expands its existing terminals

The master plan for the existing airport initially involved a dual-terminal and dual-runway configuration over Given limited land resources in Singapore the airport was designed for both current and future needs as the countrys primary airport The airport was designed to be capable of doubling in size using reclaimed land with enough space for two more runways and at least two new passenger terminal buildings

two phases with provisions for another two passenger terminals in the near future Phase 1 included the construction for the first passenger terminal the first runway 45 aircraft parking bays support facilities and structures including a large maintenance hangar the first fire station workshops and administrative offices an airfreight complex two cargo agents buildings in-flight catering kitchens and an 78 m (260 ft) control tower Construction for the second phase would commence immediately after the completion of Phase 1 and include the second runway 23 new aircraft parking bays in addition to the existing 45 bays a second fire station and a third cargo agent building

Changi Airport currently has five terminals Terminals 1 2 and 3 are directly connected with a common transit area with airside passengers being able to freely move between the terminals without going through immigration Transport within and between these three terminals is provided by people movers and the skytrain system although it is also possible to walk between the terminals on foot for landside visitors Situated beside Terminal 2 is JetQuay which has its own check-in facilities for premium passengers and where transportation to aircraft in any of the other terminals are by personal buggy The Budget Terminal purpose-built for low-cost carriers is physically separated from the main terminals towards the south where connections are possible via a free shuttle bus service to Terminal 2 All five terminals currently have a handling capacity of 687 million passengers a year spread over an area of 1045020 m2 (11248500 sq ft) Capacity will rise again to 73 million passengers a year when expansion works to the Budget Terminal are complete by early 2009

Changi Airport with all five terminals now cater to a spectrum of passengers The Budget Teminal is for cost conscious passengers Terminal 1 2 and 3 take care of the bulk of the travelers and the JetQuay CIP terminal target those who demand luxury when travelling

Budget Terminal Changi Airport was the second in Asia (after Kuala Lumpur International Airport) to open a dedicated terminal catering to the budget traveller The name of the Budget Terminal was decided as a result of a naming contest open to the public The terminal is not included in the numbering scheme even though it is the third terminal to be opened and Terminal 3 is actually the fifth terminal opened at the airport

In order to offer lower landing fees handling fees and airport taxes it cuts back on amenities such as aerobridges elaborate physical structures and decorations in the passenger terminal building The corridors used by arriving passengers are not air-conditioned although the main hall and departure lounges are A range of duty-free shops and Food and Beverage outlets and free internet terminals are available There is no transfer facility at the Budget Terminal Passengers who need to make transfers need to clear immigration collect their luggage clear customs make their way to the main terminal by taking the free shuttle buses and check-in again with the respective airline

In September 2008 expansion works costing $10 million will start and take seven months to complete When ready the terminal will be able to handle seven million passengers a year up from 27 million now There will also be more boarding gates check-in counters shops and dining options

Benchmarking of DIAL VS HEATHROW LondonAirport DIAL Heathrow LondonPassenger Movement Increased6 Decrease14

Cargo Tonnage Flat Increase66

Air Traffic Movement Increased8 Decreased05

BENCHMARKING

Airport DIAL(Rs cr)Heathrow London(Rs Cr)

Net Income 47293 103336Expenditure 37478 81659Depriciation and Ammortisation 988 2099Profit before Taxation 8828 21676Share Capital 2000 31536PersonnelStaff Cost 17251 16598Net Expenditure 37477 8166Subsidiary Companies 2

KPIKPI DIAL HEATHROW

Total Revenue Per ATM 2052 215858

Total Revenue Per Passenger 188 1542

Aero Revenue 650000000 264611368

ATU 52300000 127868780

Aero RevenueATM 14929 9014

Total Revenue000 ATUs 4051 4075262

Aero Revenue as of Total Cost 6200 28820

Aero Revenue as of Total Revenue 3600 4810

Aero RevenuePassenger 156 0632Commercial RevenuePassenger 273 907

COST KPICost KPI DIAL HEATHROWTotal CostATM 24410 38141

Total CostPassenger 250 267

Staff CostPassenger 55 266

Staff Cost as of Operating amp Staff Cost 6300 9980

PROFITABILITY RATIOS DIAL HEATHROW

Operating Profit 9 83

Operating Profitpassenger 18 1693

PassengersEmployee 2573 16145

PassengersATM 98 1426

Capex 4400 11370

EBIDTA as a of Turnover 2000 8330

Benchmarking of DIAL VS CHANGI (SINGAPORE)

Airport DIAL Changi SingaporePassenger Movement Increased6 Decreased06Cargo Tonnage Flat Decreased214Air Traffic Movement Increased8 Increased 74

Airport DIAL(Rs cr)Changi Singapore(Rs Cr)

Net Income 47293 2362Expenditure 37478 1880Depreciation and Amortization 988 1471Profit before Taxation 8828 6274Profit after Taxation 5666 4866Share Capital 2000 8261PersonnelStaff Cost 17251 10294Net Expenditure 37477 18952Subsidiary Companies 2 Bank Balance 3221 988Interest Income 023 41Operating profit before working capital changes 6324 2115Cash generated from operations 528 192Tax Paid 129 426Net Cash used in investing activities 318835 426Net Cash from financing activities 32885 1375

(Key Performance Indicator) KPI

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

CONCEPT OF BENCHMARKINGDefinitions of Benchmarking-

1048729 Process of continuous improvement without reinventing the wheel

1048729 Process of identifying understanding and adapting outstanding practices from any organization to help your camp improve itrsquos performance and outcomes

Process of continuously comparing your camp against other organizations anywhere in the world to gain information on philosophies and policies ractices and measures which will help your camp take action to improve its performance

ldquoBenchmarking is the process of comparing the cost cycle time productivity or quality of a specific process or method to another that is widely considered to be an industry standard or best practice Essentially benchmarking provides a snapshot of the performance of your business and helps you understand where you are in relation to a particular standard The result is often a business case for making changes in order to make improvements The term benchmarking was first used by cobblers to measure ones feet for shoes They would place the foot on a bench and mark to make the pattern for the shoes Benchmarking is most used to measure performance using a specific indicator (cost per unit of measure productivity per unitrdquoBenchmarking is applicable to any organizational process whether it is a production or a service in the private or the public sector This initial application to major airports is designed toStimulate discussion of the process in airport planning and design To date benchmarking has been applied to airports in two ways These focus either on some measures of customer satisfaction or on economic efficiency Neither of these is directly useful to designers

Various organizations periodically conduct surveys of airport performance based on subjectivesurveys of passengersrsquo appreciation of such issues as ldquocustoms efficiencyrdquo or ldquoavailability ofbaggage trolleysrdquoThese measures are systematically inappropriate for worldwide comparisons because they are based on widely different customer perceptions of what constitutes good service For example a European air passenger accustomed to being required to arrive at the airport 1 to 2 hours before a flight may find that a processing time of 30 minutes provides good service whereas an American or Singaporean passenger used to much faster service might judge 15 minutes of processing time to be unacceptable Thus an equivalent objective level of performance is rated quite differently across the world and the subjective comparison is virtually meaningless

(Process of Benchmarking)

It includes four steps-

1 The identification of key measures of performance or capacity2 The selection of comparable facilities worldwide3 The collection of the relevant data4 The analysis of the data and the consequent ranking of the facilities

worldwide

Key MeasuresIn benchmarking for design it is best to focus on measures of physical capacity These can be identified relatively easily and objectively -- the number of runways or the size of the facilities is fairly evident for example although caution must be exercised In fact the performance of any airport depends on both the available physical capacity and the effectiveness of the personnel The performance of the staff is however both extremely difficult to measure in principle and quite impractical as of now In any case the performance of the staff is the responsibility of the managers not the designers Considering the difficulty of obtaining comparable data from all over the world this first benchmarking of airports focused on fairly clear and simple measures of capacity For the airside these were

1 The number of full-length runways2 The number of gate positions with and without bridges and3 The area of the airfield4 The Aero and Non Aero income5 The Air Traffic Statistics6 The Air Cargo Statistics7 The Air Cargo Income8 Expenses9 Profit EtcTo compare facilities fairly the measures of capacity has to be normalized with respect to thetraffic using the airport

(Airports Benchmarked)

The focus for this initial application is on major airports because they have the largest problems and are more interesting from the point of view of design and Financial Stability The criterion for selecting airports was their number of annual passengers which is a good indication of the type of operations and infrastructure at an airport(Key Measures taken for benchmarking in our project is as follow)-

Total Passengers

Total ATMs

Total Revenue per ATM

Total Revenue per Passenger

Total Revenue per Employee

Aeronautical Revenue per ATM

Aeronautical Revenue as a Percentage of Total Costs

Aeronautical Revenue as a Percentage of Total Revenues

Aeronautical Revenue per Passenger

Commercial Revenue per Passenger

Total Costs per ATM

Total Costs per

Staff Costs per Passenger

Passengers per ATM EV EBITDA Multiples ndash recent happenings have pushed the

envelope

Operating Profit

Aeronautical services and facilities- means those services and facilities at an airport that are necessary for the operation and maintenance of civil aviation at the airport and includes each service or facility that is shown below-

1 Provision of flight operation and new support systems2 Ensuring safe and secure operation of the airports3 Movement and parking of the airports and control facility4 General maintenance and upkeep of the airport5 Hanger age of the aircrafts6 Flight Information display screens7 Rescue and fire fighting services8 Management and administration of personnel at the airport9 Movement of the staff and passengers at the airport10 Operation and maintenance of passenger boarding11 Any other services for the safe operation of the airports12 Aerodrome control services13 Airfield amp Airfield Lighting 14 Air taxi Services 15 Airside and land side access roads16 Aircraft fuelling services17 Apron and aircraft parking area amp Apron control18 Meeting areas19 Baggage systems20 Bird scaring amp Check-in concourses21 Cleaning heating lighting and air-conditioning in public areas22 Custom and immigration halls23 Emergency services24 Facility for disabled and other special needs people25 Fire services amp Flight info26 Foul and surface water drainage27 Guidance systems and marshalling28 Information desk29 Inter-terminal transit system30 Lifts escalators and passenger conveyors31 Loading bridges amp Test property32 Passenger and hand baggage search33 Piers and gate rooms34 Policing and general security35 Prayer Rooms36 Facility for post offices37 Facility for public telephones amp Facility for banks38 Facility for banks39 Facility for Bureau de Change

Non-Aeronautical Services- means those services which provides for the benefits of passengers and for their convenience at airport there are some non-aeronautical services at glance -

1 Aircraft cleaning2 Airline Lounges3 Cargo handling4 Cargo terminals5 General aviation6 Ground handling7 Hangers8 Heavy maintenance9 Observation terrace10 BanksATMs11 Bureau de Change12 Business centre13 Conference centre14 Duty free sales15 Flight catering16 Freight consolidators17 General retail shops18 Hotels and motels19 Hotel reservation services20 Line maintenance21 Locker rental22 Logistic centers23 Messenger services24 Porter services25 RestaurantBars etc26 Special assistance27 Tourist information services28 Travel agencies29 Vehicle fuelling30 Vehicle rental31 Vehicle parking32 Vending machines33 Warehouses34 Welcoming services

Delhi International Airport Pvt Limited (DIAL)

bull DIAL is a consortium consisting of-

GMR 501

Fraport AG 100

Malaysian Airports Holding Berhad 100

IDF 39

AAI 260

bull May 3rd 2006 DIAL (Delhi International Airport Private Limited) took over operations of Indira Gandhi International Airport

bull DIAL is the new operator manager and developer of IGI Airport

bull Fraportrsquos role in JV is that of Airport Operator

bull The consortium holds a 30 year concession with a further 30 year option

bull AAI staff would be retained for three years those not wishing to join DIALWould revert to the Airport Authority of India in May 2009

DIAL was formed with the objectives of operating maintaining developing designing constructing upgrading modernizing financing and managing the IGI Airport at New Delhi OMDA was signed at the airport on the 4th day of April 2006 to undertake these functions

In January 2006 the consortium was awarded the concession to operate manage and develop the IGI Airport following an international competitive bidding process

OMDA along with SSA Shareholders Agreement CNS-ATM Agreement AOA Agreement State Government Support Agreement Lease Deed and Escrow Agreement were signed for the betterment of the Airport at New Delhi

Measures have been taken to provide state of the art facilities and other safety feature at the Airport Terminals However only the international ATM has shown an increase by 8 in the previous year Domestic ATM has been flat and has neither increased nor decreased substantially Somewhat similar has been the case with the passenger movement International passenger movement at the airport has increased by6 and he domestic movement has declined by 9 according to study Due to the major efforts by the organization the revenues over the year showed an increment being 5 and 33 for the Aeronautical and Non-Aeronautical incomes respectively The decline in cargo tonnage led to a decline in the expected cargo income by 22Through the

year shareholders funds and loan funds played a major role as the source of funds for the organization

The year 2008-2009 has shown major capital additions in the form of runway and terminal upgrading The additions involved additions of a new runway and introduction and upgrading of state of the art facilities at the IGI Airport Besides upgrading the existing terminals DIAL has already commissioned a new runway 11-29 at IGI Airport on September 25 2008 It has also inaugurated the new domestic departure terminal 1D (T1D) on 26th February 2009 T1D will increase the capacity of domestic departures to 10 million passengers per annum The new terminal has a modern 4 level in-line baggage handling system to eliminate baggage X-ray prior to check in spacious security hold area with extensive FampB and retail facilities special contact zone for passengers with special needs and baggage handling area on a separate level allowing greater space for passenger amenities In spite of net dues from other companies which amounted to a total of Rs 4510 crores approximately The company ensured provision of world class services to its passengers by signing in fresh contracts with world class renowned brands The organization ensured provision of world class services to its passengers by FampB services help desks complaint desks flight information counters etc were introduced to facilitate the passengers and increase the standards of the airport Safety and security being important aspects were taken care of and special facilities were set up within and outside the premises of the airport to ensure themISO90012000 certificate was achieved for certification CISF certificate was also successfully achieved

A consortium of 12 banks has signed the financing documents for loans aggregating to Rs 4986 crores during the year 2007-2008 Pending their utilization certain loan funds were invested in risk free short term investments Upon approval of shareholders the share capital was increased to Rs 2000 crores

DIALrsquos Vision

bull To build a world class airport by 2010

bull Achieve an ASQ Rating of 40 upon opening of T3

bull Train develop DIAL staff to deliver consistently outstanding customer service

bull Support the training and development of other stakeholders (eg Airport Police

Customs Immigration Aviation Security Airlines Ground Handlers

Concessionaires hellip) to raise awareness of importance of customer service

bull Establish systems processes infrastructure and attitude amongst airport staff to

support the realization of this vision

(Partners of DIAL)

GMR Group - GMR Group is a Bangalore headquartered global infrastructure major with interests in Agri-business Airports Energy Highways and Urban Infrastructure (including SEZ) Founded in 1978 by its Chairman GM Rao the Group has grown into a well diversified and professionally managed organisation Employing the public-private partnership model the Group has successfully implemented several infrastructure projects and is in the process of developing several others both in India and abroad

Airports Authority of India - AAI is responsible for the provision of airport infrastructure airport maintenance and air traffic control services in India AAI is constituted under the Airports Authority of India Act 1994 and is responsible for civil airports and civil passenger enclaves at defence airports

Frapor - Frankfurt Airport Services Worldwide is a global airport operator that offers comprehensive airport management services including terminal and traffic management baggage and cargo handling aviation ground handling aviation security and consulting It operates airports in Germany Turkey amp Peru Its flagship Frankfurt Main Airport is ranked amongst the top 10 airports in the world

Eraman Malaysia - Eraman Malaysia is the retail arm of Malaysian Airport Holdings Berhad (MAHB) It is largest airport retail and commercial property developer in Malaysia Eraman has more than 40 outlets at various international and domestic airports across Malaysia including world-famous Kuala Lumpur International Airport (KLIA)

India Development Fund - IDF is Indias largest private equity fund focused on infrastructure development in India with a corpus of Rs 8437 million The main investors are Infrastructure Development and Finance Corporation (IDFC-PE) Life Insurance Corporation of India State Bank Of India Bank of Baroda and Union Bank of India

(London Heathrow Airport)

London Heathrow Airport or Heathrow located in the London Borough of Hilling don is the largest and busiest airport in the United Kingdom It is the worlds third busiest airport for passenger traffic and it handles the most international passenger traffic in the world Heathrow is owned and operated by BAA which also owns and operates six other UK airports BAA is itself owned by an international consortium led by the Spanish Ferrovial Group Heathrow is the primary hub of British Airways BMI and Virgin Atlantic Heathrow Airport is used by over 90 airlines which fly to 170 destinations worldwide

Of Heathrows 67 million annual passengers 11 travel to UK destinations 43 are short-haul international travelers and 46 are long-haul The busiest single destination in terms of passenger numbers is New York with over 35 million passengers travelling between Heathrow and JFK Newark airports in 2007 The airport has five passenger terminals (Terminals 1 2 3 4 and 5) and a cargo terminal Terminal 5 opened to passengers on 27 March 2008 and will be fully completed with the opening of its second satellite building in 2010

Originally Heathrow had six runways arranged in three pairs at different angles with the passenger terminal in the centre With growth in the required length for runways Heathrow now has just two parallel runways running east-west Runway 23 a short runway for use in strong south-westerly winds was decommissioned in 2005 and now forms part of a taxiway

Policing of the airport is the responsibility of the aviation security unit of the Metropolitan Police although the army including armored vehicles of the Household Cavalry has occasionally been deployed to the airport during periods of heightened security Heathrows reputation for thefts has led to it sometimes being referred to as ldquoThiefrowrdquo

Heathrow airport has its own resident press corps consisting of six photographers and one TV crew serving all the major newspapers and television stations around the world

As BAA owns Londons three major airports and therefore has a monopolistic position the amount it is allowed to charge airlines to land aero planes at Heathrow is heavily regulated by the Civil Aviation Authority (CAA) Until 1 April 2003 the annual increase in landing charge per passenger was capped at inflation minus 3 From 2003 to 2007 charges increased by inflation plus 65 per year taking the fee to pound928 per passenger in 2007 In March 2008 the CAA announced that the charge would be allowed to increase by 235 to pound1280 from 1 April 2008 and by inflation plus 75 for each of the following four years

In addition air traffic between Heathrow and the United States was strictly governed by the countries bilateral Bermuda II treaty The treaty originally allowed only British Airways Pan Am and TWA to fly from Heathrow to the US In 1991 PAA and TWA sold their rights to United Airlines and American Airlines respectively and Virgin Atlantic was added to the list of airlines allowed to operate on these routes In 2002 American Airlines and British Airways announced

plans to coordinate the scheduling of their trans-Atlantic routes but plans were dropped after the United States Department of Transportation made approval conditional on the granting of further access slots to Heathrow to other US airlines American Airlines and British Airways considered the slots too valuable and dropped the plans The Bermuda bilateral agreement conflicted with the Right of Establishment of the United Kingdom in terms of its membership in the EU and as a consequence the UK was ordered to drop the agreement in 2004 A new open skies agreement was signed by the United States and the European Union on 30 April 2007 and came into effect on 30 March 2008Whilst the cost of landing at Heathrow is determined by the CAA and BAA the allocation of landing slots to airlines is carried out by Airport Co-ordination Limited (ACL)

Traffic and statistics- The operator of Heathrow BAA claims that Heathrow is the worlds busiest international airport but it is only the worlds third-busiest by total passenger traffic after Atlanta-Hartsfield-Jackson and Chicago OHare which are also international airports However Heathrow has the highest number of international passengers

In 2008 Heathrow was the busiest airport in Europe in terms of total passenger traffic (136 more passengers than at Paris-Charles de Gaulle Airport and 256 more than at Frankfurt Airport) but it was third behind Charles de Gaulle and Frankfurt in terms of plane movements (129 fewer landings and take offs than at Charles de Gaulle and 22 fewer than at Frankfurt) Heathrow airport was fourth in terms of cargo traffic (after Charles de Gaulle Frankfurt and Amsterdam Airport Schiphol)

In January 2009 the Transport Secretary Geoff Hoon announced that the UK government support the expansion of Heathrow by building a third runway (2200m) and sixth terminal building This decision follows the 2003 white paper on the future of air transport in the UK and a public consultation in November 2007 This was a controversial decision which met widespread opposition because of its greenhouse gas emissions destruction of local communities and noise and air pollution

A plan to make Heathrow an international railway exchange has also been proposed with the potential construction of Heathrow Hub railway station

(Hong Kong International Airport)

Hong Kong International Airport is the main airport in Hong Kong It is colloquially known as Chek Lap Kok Airport because it was built on the island of Chek Lap Kok by land reclamation and also to distinguish it from its predecessor the closed Kai Tak Airport

The airport opened for commercial operations in 1998 replacing Kai Tak and is an important regional trans-shipment centre passenger hub and gateway for destinations in Mainland China and the rest of Asia Despite a relatively short history Hong Kong International Airport has won seven Skytrax World Airport Awards in just ten years

HKIA also operates one of the worlds largest passenger terminal buildings and operates twenty-four hours a day In 2008 Hong Kong International Airport was the second busiest airport in the world in terms of cargo traffic handling 3656724 tons of cargo It was also the 12th busiest airport worldwide in terms of passenger throughput registering 47898000 HKIA is the primary hub for Cathay Pacific Dragon air Hong Kong Express Airways Hong Kong Airlines Air Hong Kong (cargo) and Asia Jet (private)

Chek Lap Kok Airport was designed as a replacement for the former Hong Kong International Airport (popularly known as Kai Tak Airport) originally built in 1925 Located in the densely built-up Kowloon City District with a single runway extending into Kowloon Bay Kai Tak had only limited room for expansion to cope with steadily increasing air traffic By the 1990s Kai Tak had become one of the worlds busiest airports ndash it far exceeded its annual passenger and cargo design capacities and one out of every three flights met delays largely due to lack of space for aircraft gates and a second runway In addition noise mitigation measures restricted nighttime flights as severe noise pollution was estimated to adversely affect at least 340000 people

Construction of the new airport was only part of the Airport Core Programme which also involved construction of new road and rail links to the airport with associated bridges and tunnels and major land reclamation projects on both Hong Kong Island and in Kowloon The project is the most expensive airport project ever according to Guinness World Records Construction of the new airport was voted as one of the Top 10 Construction Achievements of the 20th Century at the Con Expo conference in 1999

Opened on 6 July 1998 a week later than the new Kuala Lumpur International Airport it took six years and US$20 billion to build On that day at 625 am Cathay Pacifics CX889 was the first commercial flight to land at the airport pipping the original CX292 from Rome which was the scheduled first arrival The architects were Foster and Partners For three to five months after its opening it suffered various severe organisational mechanical and technical problems that almost crippled the airport Computer glitches were the main cause of the crisis At one time the government reopened the cargo terminal at Kai Tak Airport to handle freight traffic because of a breakdown at the new cargo terminal named Super Terminal One (ST1) However after six months the airport started to operate normally

Officially opened in June 2007 the second airport terminal called T2 (check-in facility only) is linked with the Airport Express Line with a new platform The terminal also features a new

shopping mall Sky Plaza providing a large variety of shops and restaurants together with a few entertainment facilities T2 also houses a 36-bay coach station for buses to and from mainland China and 56 airline check-in counters as well as customs and immigration facilities

Besides T2 the Sky City Nine Eagles Golf Course has been opened in 2007 whereas the second airport hotel the Hong Kong Sky City Marriott Hotel and a permanent cross-boundary ferry terminal the Sky Pier are slated to begin operation in 2008 and 2009 respectively Development around T2 also includes the Asia World-Expo which has started operation in late 2005

A study for the HKIA Master Plan 2030 is underway to examine whether and how infrastructures at HKIA - including airport access terminal and apron facilities and a new runway - should be developed to support the economic growth of Hong Kong and the region

Operations

The airport is operated by the Airport Authority Hong Kong a statutory body wholly owned by the Government of Hong Kong Special Administrative Region The Civil Aviation Department (CAD) is responsible for the provision of air traffic control services certification of Hong Kong registered aircraft monitoring of airlines on their compliance with bilateral Air Services Agreements and the regulation of general civil aviation activities

The airport has two parallel runways both of which are 3800 metres in length and 60 metres wide enabling them to cater to the next generation of aircraft The south runway has been given a Category II Precision Approach while the north runway has the higher Category IIIA rating which allows pilots to land in only 200 metre visibility The two runways have an ultimate capacity of over 60 aircraft movements an hour At present there are 49 frontal stands 28 remote stands and 25 cargo stands Five parking bays at the Northwest Concourse are already capable of accommodating the arrivals of the next generation of aircraft A satellite concourse with 10 frontal stands for narrow body aircraft is under construction to the north of the main concourse for commissioning by the end of 2009 bringing the total number of frontal stands at the airport to 59

The airport was the third busiest airport for passenger traffic in Asia in 2008 and the worlds second busiest airport for cargo traffic in 2008 In terms of international traffic the airport is the third busiest for passenger traffic and the busiest for cargo since its operation in 1998 There are 85 international airlines providing about 800 scheduled passenger and all-cargo flights each day between Hong Kong and some 150 destinations worldwide About 76 percent of these flights are operated with wide-bodied jets There is also an average of approximately 31 non-scheduled passenger and cargo flights each week

The operation of scheduled air services to and from Hong Kong is facilitated by air services agreements between Hong Kong and other countries Since the opening of HKIA the Hong Kong Special Administrative Region Government has implemented a policy of progressive liberalization of air services with the intention of promoting consumer choice and competition Many low-cost airlines have started various regional routes to compete head-on with full-service carriers on trunk routes

The airports long term expansion opportunities are subject to variables A proposal to build a third runway has been under feasibility study and consultation but would be very expensive as it would involve additional reclamation from deep waters and the building cost of the third runway may be

as high as the building cost of the entire airport On the other hand there exists only one airway between Hong Kong and mainland China and this single route is often and easily backed up causing delays on both sides In addition China requires that aircraft flying the single air route between Hong Kong and the mainland must be at an altitude of least 15000 feet Talks are underway to persuade the Chinese military to relax its airspace restriction in view of worsening air traffic congestion at the airport Other than that Hong Kong Airport Authority is cooperating with other airports in the area to relieve air traffic and in the future Shenzhen may act as a regional airport while Hong Kong receives all the international flights

The airport is one of the most accessible in operation today Despite its size the passenger terminal is designed for maximum convenience A simple layout and effective signage moving walkways and the automated people mover allow quick and easy movement throughout the building The airport also features the HKIA Automated People Mover a driverless people mover system consisting of 3 stations to provide fast transportation from the check-in area to the gates (and vice versa) These trains travel at 62 kmh and the service is provided for free to all passengers and crew

The airport has a total of 70 boarding gates with 63 jet bridge gates and seven virtual gates which are used as assembly points for passengers who are then ferried to the aircraft by apron buses Of the 63 jet bridges five are capable of handling the Airbus A380

Terminal 1

Terminal 1 of the HKIA is currently the third largest airport passenger terminal building in the world (570000 msup2) after Dubai International Airports Terminal 3 (over 1500000msup2) and Beijing Capital International Airports Terminal 3 (986000 msup2)

At its opening Terminal 1 was the largest airport passenger terminal building with a total gross floor area of 550000 msup2 It briefly conceded the status to Bangkoks Suvarnabhumi Airport (563000 msup2) when the latter opened on 15 September 2006 but reclaimed the title when the East Hall was expanded bring its total area to the current 570000 msup2 (The East Hall expansion included a 39000 msup2 expansion to Sky Mart a shopping mall) Terminal 1s title as the worlds largest was surrendered to Beijing Capital International Airports Terminal 3 on 29 February 2008

Terminal 2

Terminal 2 of the Hong Kong International Airport together with the Sky plaza opened on 28 February 2007 along with the opening of the Airport Stations Platform 3 It is only a check-in and processing facility for departing passengers with no gates or arrival facilities

Hong Kong Business Aviation Centre

The Hong Kong Business Aviation Centre (BAC) is located within the confines of the airport and has its own terminal and facilities separate from the public terminal It provides a full range of services for executive aircraft and passengers including passenger lounge private rooms and showers business centre facilities ground handling baggage handling fuelling security customs and flight planning

(Singapore Changi Airport)Singapore Changi Airport or simply Changi Airport is a major aviation hub in Asia particularly in the Southeast Asian region and is the main airport in Singapore Located in Changi on a site of 13 square kilometers (50 sq mi) it is about 172 kilometers (107 mi) north-east from the commercial centre

The airport is operated by the Civil Aviation Authority of Singapore (CAAS) and is the home base of Singapore Airlines Singapore Airlines Cargo SilkAir Tiger Airways Jetstar Asia Airways Valuair and Jett8 Airlines Cargo It is a hub for Garuda Indonesia and a secondary hub for Qantas which uses Singapore as the main stopover point for flights on the Kangaroo Route between Australia and Europe the latter being the largest foreign airline to operate from the airport with over two million passengers handled annuallyAs of April 2008 there are about 4340 weekly flights operated by 80 airlines to over 116 cities in 59 countries An important contributor to the Singapore economy 13000 people are employed at the airport The airport accounts for over S$45 billion in output

In 2007 the airport handled a record 36701556 passengers a 48 increase over the 2006 fiscal year This made it the 19th busiest airport in the world and the fifth busiest in Asia by passenger traffic in 2007 In addition to being an important passenger traffic hub the airport is one of the busiest cargo airports in the world handling 189 million tonnes of cargo in 2007 Incentives like the Air Hub Development Fund first introduced in 2003 have proven effective in attracting airlines here A new S$300 million fund to strengthen Changis hub status will start in 2007 when the S$210 million fund expires in 2006 The new S $175 billion Terminal 3 opened on 9 January 2008 and Terminal 1 will be upgraded along the lines of the renovated Terminal 2 with the latter costing S$240 million Changi has been courting both premium and budget travellers with the opening of a commercially important persons terminal by JetQuay and a S$45 million Budget Terminal in 2006

Since its opening in 1981 the airport has made its mark in the aviation industry as a benchmark for service excellence winning over 280 awards in a 20-year period from 1987 to 2007 and with 19 Best Airport awards won in 2007 alone Changi Airports efforts to counter the onset of age include periodic physical upgrades to its existing terminals building of new facilities and taking steps to provide a high level of customer service

The airport has a development policy of always building years ahead of demand to help to avoid congestion problems common in major airports and maintain high service standards While the original master plan details plans for two passenger terminals there have been provisions to provide for long-term expansion initiatives including the allocation of space for a third terminal planned to have a physical configuration mirroring that of Terminal 2 Changing needs in the aviation industry led to reviews in the master plan resulting in the decision to cater to the high-end as well as budget sectors of the air travel industry Although the pioneering airport to conceptualise and construct a Budget Terminal in Asia it became operational on 26 March 2006 a few days after the opening of a similar terminal in Kuala Lumpur and was officially opened on 31 October 2006 A dedicated stand-alone Commercially Important Person (CIP) terminal operated by JetQuay

started operations on 15 August 2006 and officially opened on 29 September 2006 It is the first luxury airport terminal in Asia Even as new terminals are being built the airport continuously upgrades and expands its existing terminals

The master plan for the existing airport initially involved a dual-terminal and dual-runway configuration over Given limited land resources in Singapore the airport was designed for both current and future needs as the countrys primary airport The airport was designed to be capable of doubling in size using reclaimed land with enough space for two more runways and at least two new passenger terminal buildings

two phases with provisions for another two passenger terminals in the near future Phase 1 included the construction for the first passenger terminal the first runway 45 aircraft parking bays support facilities and structures including a large maintenance hangar the first fire station workshops and administrative offices an airfreight complex two cargo agents buildings in-flight catering kitchens and an 78 m (260 ft) control tower Construction for the second phase would commence immediately after the completion of Phase 1 and include the second runway 23 new aircraft parking bays in addition to the existing 45 bays a second fire station and a third cargo agent building

Changi Airport currently has five terminals Terminals 1 2 and 3 are directly connected with a common transit area with airside passengers being able to freely move between the terminals without going through immigration Transport within and between these three terminals is provided by people movers and the skytrain system although it is also possible to walk between the terminals on foot for landside visitors Situated beside Terminal 2 is JetQuay which has its own check-in facilities for premium passengers and where transportation to aircraft in any of the other terminals are by personal buggy The Budget Terminal purpose-built for low-cost carriers is physically separated from the main terminals towards the south where connections are possible via a free shuttle bus service to Terminal 2 All five terminals currently have a handling capacity of 687 million passengers a year spread over an area of 1045020 m2 (11248500 sq ft) Capacity will rise again to 73 million passengers a year when expansion works to the Budget Terminal are complete by early 2009

Changi Airport with all five terminals now cater to a spectrum of passengers The Budget Teminal is for cost conscious passengers Terminal 1 2 and 3 take care of the bulk of the travelers and the JetQuay CIP terminal target those who demand luxury when travelling

Budget Terminal Changi Airport was the second in Asia (after Kuala Lumpur International Airport) to open a dedicated terminal catering to the budget traveller The name of the Budget Terminal was decided as a result of a naming contest open to the public The terminal is not included in the numbering scheme even though it is the third terminal to be opened and Terminal 3 is actually the fifth terminal opened at the airport

In order to offer lower landing fees handling fees and airport taxes it cuts back on amenities such as aerobridges elaborate physical structures and decorations in the passenger terminal building The corridors used by arriving passengers are not air-conditioned although the main hall and departure lounges are A range of duty-free shops and Food and Beverage outlets and free internet terminals are available There is no transfer facility at the Budget Terminal Passengers who need to make transfers need to clear immigration collect their luggage clear customs make their way to the main terminal by taking the free shuttle buses and check-in again with the respective airline

In September 2008 expansion works costing $10 million will start and take seven months to complete When ready the terminal will be able to handle seven million passengers a year up from 27 million now There will also be more boarding gates check-in counters shops and dining options

Benchmarking of DIAL VS HEATHROW LondonAirport DIAL Heathrow LondonPassenger Movement Increased6 Decrease14

Cargo Tonnage Flat Increase66

Air Traffic Movement Increased8 Decreased05

BENCHMARKING

Airport DIAL(Rs cr)Heathrow London(Rs Cr)

Net Income 47293 103336Expenditure 37478 81659Depriciation and Ammortisation 988 2099Profit before Taxation 8828 21676Share Capital 2000 31536PersonnelStaff Cost 17251 16598Net Expenditure 37477 8166Subsidiary Companies 2

KPIKPI DIAL HEATHROW

Total Revenue Per ATM 2052 215858

Total Revenue Per Passenger 188 1542

Aero Revenue 650000000 264611368

ATU 52300000 127868780

Aero RevenueATM 14929 9014

Total Revenue000 ATUs 4051 4075262

Aero Revenue as of Total Cost 6200 28820

Aero Revenue as of Total Revenue 3600 4810

Aero RevenuePassenger 156 0632Commercial RevenuePassenger 273 907

COST KPICost KPI DIAL HEATHROWTotal CostATM 24410 38141

Total CostPassenger 250 267

Staff CostPassenger 55 266

Staff Cost as of Operating amp Staff Cost 6300 9980

PROFITABILITY RATIOS DIAL HEATHROW

Operating Profit 9 83

Operating Profitpassenger 18 1693

PassengersEmployee 2573 16145

PassengersATM 98 1426

Capex 4400 11370

EBIDTA as a of Turnover 2000 8330

Benchmarking of DIAL VS CHANGI (SINGAPORE)

Airport DIAL Changi SingaporePassenger Movement Increased6 Decreased06Cargo Tonnage Flat Decreased214Air Traffic Movement Increased8 Increased 74

Airport DIAL(Rs cr)Changi Singapore(Rs Cr)

Net Income 47293 2362Expenditure 37478 1880Depreciation and Amortization 988 1471Profit before Taxation 8828 6274Profit after Taxation 5666 4866Share Capital 2000 8261PersonnelStaff Cost 17251 10294Net Expenditure 37477 18952Subsidiary Companies 2 Bank Balance 3221 988Interest Income 023 41Operating profit before working capital changes 6324 2115Cash generated from operations 528 192Tax Paid 129 426Net Cash used in investing activities 318835 426Net Cash from financing activities 32885 1375

(Key Performance Indicator) KPI

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

(Process of Benchmarking)

It includes four steps-

1 The identification of key measures of performance or capacity2 The selection of comparable facilities worldwide3 The collection of the relevant data4 The analysis of the data and the consequent ranking of the facilities

worldwide

Key MeasuresIn benchmarking for design it is best to focus on measures of physical capacity These can be identified relatively easily and objectively -- the number of runways or the size of the facilities is fairly evident for example although caution must be exercised In fact the performance of any airport depends on both the available physical capacity and the effectiveness of the personnel The performance of the staff is however both extremely difficult to measure in principle and quite impractical as of now In any case the performance of the staff is the responsibility of the managers not the designers Considering the difficulty of obtaining comparable data from all over the world this first benchmarking of airports focused on fairly clear and simple measures of capacity For the airside these were

1 The number of full-length runways2 The number of gate positions with and without bridges and3 The area of the airfield4 The Aero and Non Aero income5 The Air Traffic Statistics6 The Air Cargo Statistics7 The Air Cargo Income8 Expenses9 Profit EtcTo compare facilities fairly the measures of capacity has to be normalized with respect to thetraffic using the airport

(Airports Benchmarked)

The focus for this initial application is on major airports because they have the largest problems and are more interesting from the point of view of design and Financial Stability The criterion for selecting airports was their number of annual passengers which is a good indication of the type of operations and infrastructure at an airport(Key Measures taken for benchmarking in our project is as follow)-

Total Passengers

Total ATMs

Total Revenue per ATM

Total Revenue per Passenger

Total Revenue per Employee

Aeronautical Revenue per ATM

Aeronautical Revenue as a Percentage of Total Costs

Aeronautical Revenue as a Percentage of Total Revenues

Aeronautical Revenue per Passenger

Commercial Revenue per Passenger

Total Costs per ATM

Total Costs per

Staff Costs per Passenger

Passengers per ATM EV EBITDA Multiples ndash recent happenings have pushed the

envelope

Operating Profit

Aeronautical services and facilities- means those services and facilities at an airport that are necessary for the operation and maintenance of civil aviation at the airport and includes each service or facility that is shown below-

1 Provision of flight operation and new support systems2 Ensuring safe and secure operation of the airports3 Movement and parking of the airports and control facility4 General maintenance and upkeep of the airport5 Hanger age of the aircrafts6 Flight Information display screens7 Rescue and fire fighting services8 Management and administration of personnel at the airport9 Movement of the staff and passengers at the airport10 Operation and maintenance of passenger boarding11 Any other services for the safe operation of the airports12 Aerodrome control services13 Airfield amp Airfield Lighting 14 Air taxi Services 15 Airside and land side access roads16 Aircraft fuelling services17 Apron and aircraft parking area amp Apron control18 Meeting areas19 Baggage systems20 Bird scaring amp Check-in concourses21 Cleaning heating lighting and air-conditioning in public areas22 Custom and immigration halls23 Emergency services24 Facility for disabled and other special needs people25 Fire services amp Flight info26 Foul and surface water drainage27 Guidance systems and marshalling28 Information desk29 Inter-terminal transit system30 Lifts escalators and passenger conveyors31 Loading bridges amp Test property32 Passenger and hand baggage search33 Piers and gate rooms34 Policing and general security35 Prayer Rooms36 Facility for post offices37 Facility for public telephones amp Facility for banks38 Facility for banks39 Facility for Bureau de Change

Non-Aeronautical Services- means those services which provides for the benefits of passengers and for their convenience at airport there are some non-aeronautical services at glance -

1 Aircraft cleaning2 Airline Lounges3 Cargo handling4 Cargo terminals5 General aviation6 Ground handling7 Hangers8 Heavy maintenance9 Observation terrace10 BanksATMs11 Bureau de Change12 Business centre13 Conference centre14 Duty free sales15 Flight catering16 Freight consolidators17 General retail shops18 Hotels and motels19 Hotel reservation services20 Line maintenance21 Locker rental22 Logistic centers23 Messenger services24 Porter services25 RestaurantBars etc26 Special assistance27 Tourist information services28 Travel agencies29 Vehicle fuelling30 Vehicle rental31 Vehicle parking32 Vending machines33 Warehouses34 Welcoming services

Delhi International Airport Pvt Limited (DIAL)

bull DIAL is a consortium consisting of-

GMR 501

Fraport AG 100

Malaysian Airports Holding Berhad 100

IDF 39

AAI 260

bull May 3rd 2006 DIAL (Delhi International Airport Private Limited) took over operations of Indira Gandhi International Airport

bull DIAL is the new operator manager and developer of IGI Airport

bull Fraportrsquos role in JV is that of Airport Operator

bull The consortium holds a 30 year concession with a further 30 year option

bull AAI staff would be retained for three years those not wishing to join DIALWould revert to the Airport Authority of India in May 2009

DIAL was formed with the objectives of operating maintaining developing designing constructing upgrading modernizing financing and managing the IGI Airport at New Delhi OMDA was signed at the airport on the 4th day of April 2006 to undertake these functions

In January 2006 the consortium was awarded the concession to operate manage and develop the IGI Airport following an international competitive bidding process

OMDA along with SSA Shareholders Agreement CNS-ATM Agreement AOA Agreement State Government Support Agreement Lease Deed and Escrow Agreement were signed for the betterment of the Airport at New Delhi

Measures have been taken to provide state of the art facilities and other safety feature at the Airport Terminals However only the international ATM has shown an increase by 8 in the previous year Domestic ATM has been flat and has neither increased nor decreased substantially Somewhat similar has been the case with the passenger movement International passenger movement at the airport has increased by6 and he domestic movement has declined by 9 according to study Due to the major efforts by the organization the revenues over the year showed an increment being 5 and 33 for the Aeronautical and Non-Aeronautical incomes respectively The decline in cargo tonnage led to a decline in the expected cargo income by 22Through the

year shareholders funds and loan funds played a major role as the source of funds for the organization

The year 2008-2009 has shown major capital additions in the form of runway and terminal upgrading The additions involved additions of a new runway and introduction and upgrading of state of the art facilities at the IGI Airport Besides upgrading the existing terminals DIAL has already commissioned a new runway 11-29 at IGI Airport on September 25 2008 It has also inaugurated the new domestic departure terminal 1D (T1D) on 26th February 2009 T1D will increase the capacity of domestic departures to 10 million passengers per annum The new terminal has a modern 4 level in-line baggage handling system to eliminate baggage X-ray prior to check in spacious security hold area with extensive FampB and retail facilities special contact zone for passengers with special needs and baggage handling area on a separate level allowing greater space for passenger amenities In spite of net dues from other companies which amounted to a total of Rs 4510 crores approximately The company ensured provision of world class services to its passengers by signing in fresh contracts with world class renowned brands The organization ensured provision of world class services to its passengers by FampB services help desks complaint desks flight information counters etc were introduced to facilitate the passengers and increase the standards of the airport Safety and security being important aspects were taken care of and special facilities were set up within and outside the premises of the airport to ensure themISO90012000 certificate was achieved for certification CISF certificate was also successfully achieved

A consortium of 12 banks has signed the financing documents for loans aggregating to Rs 4986 crores during the year 2007-2008 Pending their utilization certain loan funds were invested in risk free short term investments Upon approval of shareholders the share capital was increased to Rs 2000 crores

DIALrsquos Vision

bull To build a world class airport by 2010

bull Achieve an ASQ Rating of 40 upon opening of T3

bull Train develop DIAL staff to deliver consistently outstanding customer service

bull Support the training and development of other stakeholders (eg Airport Police

Customs Immigration Aviation Security Airlines Ground Handlers

Concessionaires hellip) to raise awareness of importance of customer service

bull Establish systems processes infrastructure and attitude amongst airport staff to

support the realization of this vision

(Partners of DIAL)

GMR Group - GMR Group is a Bangalore headquartered global infrastructure major with interests in Agri-business Airports Energy Highways and Urban Infrastructure (including SEZ) Founded in 1978 by its Chairman GM Rao the Group has grown into a well diversified and professionally managed organisation Employing the public-private partnership model the Group has successfully implemented several infrastructure projects and is in the process of developing several others both in India and abroad

Airports Authority of India - AAI is responsible for the provision of airport infrastructure airport maintenance and air traffic control services in India AAI is constituted under the Airports Authority of India Act 1994 and is responsible for civil airports and civil passenger enclaves at defence airports

Frapor - Frankfurt Airport Services Worldwide is a global airport operator that offers comprehensive airport management services including terminal and traffic management baggage and cargo handling aviation ground handling aviation security and consulting It operates airports in Germany Turkey amp Peru Its flagship Frankfurt Main Airport is ranked amongst the top 10 airports in the world

Eraman Malaysia - Eraman Malaysia is the retail arm of Malaysian Airport Holdings Berhad (MAHB) It is largest airport retail and commercial property developer in Malaysia Eraman has more than 40 outlets at various international and domestic airports across Malaysia including world-famous Kuala Lumpur International Airport (KLIA)

India Development Fund - IDF is Indias largest private equity fund focused on infrastructure development in India with a corpus of Rs 8437 million The main investors are Infrastructure Development and Finance Corporation (IDFC-PE) Life Insurance Corporation of India State Bank Of India Bank of Baroda and Union Bank of India

(London Heathrow Airport)

London Heathrow Airport or Heathrow located in the London Borough of Hilling don is the largest and busiest airport in the United Kingdom It is the worlds third busiest airport for passenger traffic and it handles the most international passenger traffic in the world Heathrow is owned and operated by BAA which also owns and operates six other UK airports BAA is itself owned by an international consortium led by the Spanish Ferrovial Group Heathrow is the primary hub of British Airways BMI and Virgin Atlantic Heathrow Airport is used by over 90 airlines which fly to 170 destinations worldwide

Of Heathrows 67 million annual passengers 11 travel to UK destinations 43 are short-haul international travelers and 46 are long-haul The busiest single destination in terms of passenger numbers is New York with over 35 million passengers travelling between Heathrow and JFK Newark airports in 2007 The airport has five passenger terminals (Terminals 1 2 3 4 and 5) and a cargo terminal Terminal 5 opened to passengers on 27 March 2008 and will be fully completed with the opening of its second satellite building in 2010

Originally Heathrow had six runways arranged in three pairs at different angles with the passenger terminal in the centre With growth in the required length for runways Heathrow now has just two parallel runways running east-west Runway 23 a short runway for use in strong south-westerly winds was decommissioned in 2005 and now forms part of a taxiway

Policing of the airport is the responsibility of the aviation security unit of the Metropolitan Police although the army including armored vehicles of the Household Cavalry has occasionally been deployed to the airport during periods of heightened security Heathrows reputation for thefts has led to it sometimes being referred to as ldquoThiefrowrdquo

Heathrow airport has its own resident press corps consisting of six photographers and one TV crew serving all the major newspapers and television stations around the world

As BAA owns Londons three major airports and therefore has a monopolistic position the amount it is allowed to charge airlines to land aero planes at Heathrow is heavily regulated by the Civil Aviation Authority (CAA) Until 1 April 2003 the annual increase in landing charge per passenger was capped at inflation minus 3 From 2003 to 2007 charges increased by inflation plus 65 per year taking the fee to pound928 per passenger in 2007 In March 2008 the CAA announced that the charge would be allowed to increase by 235 to pound1280 from 1 April 2008 and by inflation plus 75 for each of the following four years

In addition air traffic between Heathrow and the United States was strictly governed by the countries bilateral Bermuda II treaty The treaty originally allowed only British Airways Pan Am and TWA to fly from Heathrow to the US In 1991 PAA and TWA sold their rights to United Airlines and American Airlines respectively and Virgin Atlantic was added to the list of airlines allowed to operate on these routes In 2002 American Airlines and British Airways announced

plans to coordinate the scheduling of their trans-Atlantic routes but plans were dropped after the United States Department of Transportation made approval conditional on the granting of further access slots to Heathrow to other US airlines American Airlines and British Airways considered the slots too valuable and dropped the plans The Bermuda bilateral agreement conflicted with the Right of Establishment of the United Kingdom in terms of its membership in the EU and as a consequence the UK was ordered to drop the agreement in 2004 A new open skies agreement was signed by the United States and the European Union on 30 April 2007 and came into effect on 30 March 2008Whilst the cost of landing at Heathrow is determined by the CAA and BAA the allocation of landing slots to airlines is carried out by Airport Co-ordination Limited (ACL)

Traffic and statistics- The operator of Heathrow BAA claims that Heathrow is the worlds busiest international airport but it is only the worlds third-busiest by total passenger traffic after Atlanta-Hartsfield-Jackson and Chicago OHare which are also international airports However Heathrow has the highest number of international passengers

In 2008 Heathrow was the busiest airport in Europe in terms of total passenger traffic (136 more passengers than at Paris-Charles de Gaulle Airport and 256 more than at Frankfurt Airport) but it was third behind Charles de Gaulle and Frankfurt in terms of plane movements (129 fewer landings and take offs than at Charles de Gaulle and 22 fewer than at Frankfurt) Heathrow airport was fourth in terms of cargo traffic (after Charles de Gaulle Frankfurt and Amsterdam Airport Schiphol)

In January 2009 the Transport Secretary Geoff Hoon announced that the UK government support the expansion of Heathrow by building a third runway (2200m) and sixth terminal building This decision follows the 2003 white paper on the future of air transport in the UK and a public consultation in November 2007 This was a controversial decision which met widespread opposition because of its greenhouse gas emissions destruction of local communities and noise and air pollution

A plan to make Heathrow an international railway exchange has also been proposed with the potential construction of Heathrow Hub railway station

(Hong Kong International Airport)

Hong Kong International Airport is the main airport in Hong Kong It is colloquially known as Chek Lap Kok Airport because it was built on the island of Chek Lap Kok by land reclamation and also to distinguish it from its predecessor the closed Kai Tak Airport

The airport opened for commercial operations in 1998 replacing Kai Tak and is an important regional trans-shipment centre passenger hub and gateway for destinations in Mainland China and the rest of Asia Despite a relatively short history Hong Kong International Airport has won seven Skytrax World Airport Awards in just ten years

HKIA also operates one of the worlds largest passenger terminal buildings and operates twenty-four hours a day In 2008 Hong Kong International Airport was the second busiest airport in the world in terms of cargo traffic handling 3656724 tons of cargo It was also the 12th busiest airport worldwide in terms of passenger throughput registering 47898000 HKIA is the primary hub for Cathay Pacific Dragon air Hong Kong Express Airways Hong Kong Airlines Air Hong Kong (cargo) and Asia Jet (private)

Chek Lap Kok Airport was designed as a replacement for the former Hong Kong International Airport (popularly known as Kai Tak Airport) originally built in 1925 Located in the densely built-up Kowloon City District with a single runway extending into Kowloon Bay Kai Tak had only limited room for expansion to cope with steadily increasing air traffic By the 1990s Kai Tak had become one of the worlds busiest airports ndash it far exceeded its annual passenger and cargo design capacities and one out of every three flights met delays largely due to lack of space for aircraft gates and a second runway In addition noise mitigation measures restricted nighttime flights as severe noise pollution was estimated to adversely affect at least 340000 people

Construction of the new airport was only part of the Airport Core Programme which also involved construction of new road and rail links to the airport with associated bridges and tunnels and major land reclamation projects on both Hong Kong Island and in Kowloon The project is the most expensive airport project ever according to Guinness World Records Construction of the new airport was voted as one of the Top 10 Construction Achievements of the 20th Century at the Con Expo conference in 1999

Opened on 6 July 1998 a week later than the new Kuala Lumpur International Airport it took six years and US$20 billion to build On that day at 625 am Cathay Pacifics CX889 was the first commercial flight to land at the airport pipping the original CX292 from Rome which was the scheduled first arrival The architects were Foster and Partners For three to five months after its opening it suffered various severe organisational mechanical and technical problems that almost crippled the airport Computer glitches were the main cause of the crisis At one time the government reopened the cargo terminal at Kai Tak Airport to handle freight traffic because of a breakdown at the new cargo terminal named Super Terminal One (ST1) However after six months the airport started to operate normally

Officially opened in June 2007 the second airport terminal called T2 (check-in facility only) is linked with the Airport Express Line with a new platform The terminal also features a new

shopping mall Sky Plaza providing a large variety of shops and restaurants together with a few entertainment facilities T2 also houses a 36-bay coach station for buses to and from mainland China and 56 airline check-in counters as well as customs and immigration facilities

Besides T2 the Sky City Nine Eagles Golf Course has been opened in 2007 whereas the second airport hotel the Hong Kong Sky City Marriott Hotel and a permanent cross-boundary ferry terminal the Sky Pier are slated to begin operation in 2008 and 2009 respectively Development around T2 also includes the Asia World-Expo which has started operation in late 2005

A study for the HKIA Master Plan 2030 is underway to examine whether and how infrastructures at HKIA - including airport access terminal and apron facilities and a new runway - should be developed to support the economic growth of Hong Kong and the region

Operations

The airport is operated by the Airport Authority Hong Kong a statutory body wholly owned by the Government of Hong Kong Special Administrative Region The Civil Aviation Department (CAD) is responsible for the provision of air traffic control services certification of Hong Kong registered aircraft monitoring of airlines on their compliance with bilateral Air Services Agreements and the regulation of general civil aviation activities

The airport has two parallel runways both of which are 3800 metres in length and 60 metres wide enabling them to cater to the next generation of aircraft The south runway has been given a Category II Precision Approach while the north runway has the higher Category IIIA rating which allows pilots to land in only 200 metre visibility The two runways have an ultimate capacity of over 60 aircraft movements an hour At present there are 49 frontal stands 28 remote stands and 25 cargo stands Five parking bays at the Northwest Concourse are already capable of accommodating the arrivals of the next generation of aircraft A satellite concourse with 10 frontal stands for narrow body aircraft is under construction to the north of the main concourse for commissioning by the end of 2009 bringing the total number of frontal stands at the airport to 59

The airport was the third busiest airport for passenger traffic in Asia in 2008 and the worlds second busiest airport for cargo traffic in 2008 In terms of international traffic the airport is the third busiest for passenger traffic and the busiest for cargo since its operation in 1998 There are 85 international airlines providing about 800 scheduled passenger and all-cargo flights each day between Hong Kong and some 150 destinations worldwide About 76 percent of these flights are operated with wide-bodied jets There is also an average of approximately 31 non-scheduled passenger and cargo flights each week

The operation of scheduled air services to and from Hong Kong is facilitated by air services agreements between Hong Kong and other countries Since the opening of HKIA the Hong Kong Special Administrative Region Government has implemented a policy of progressive liberalization of air services with the intention of promoting consumer choice and competition Many low-cost airlines have started various regional routes to compete head-on with full-service carriers on trunk routes

The airports long term expansion opportunities are subject to variables A proposal to build a third runway has been under feasibility study and consultation but would be very expensive as it would involve additional reclamation from deep waters and the building cost of the third runway may be

as high as the building cost of the entire airport On the other hand there exists only one airway between Hong Kong and mainland China and this single route is often and easily backed up causing delays on both sides In addition China requires that aircraft flying the single air route between Hong Kong and the mainland must be at an altitude of least 15000 feet Talks are underway to persuade the Chinese military to relax its airspace restriction in view of worsening air traffic congestion at the airport Other than that Hong Kong Airport Authority is cooperating with other airports in the area to relieve air traffic and in the future Shenzhen may act as a regional airport while Hong Kong receives all the international flights

The airport is one of the most accessible in operation today Despite its size the passenger terminal is designed for maximum convenience A simple layout and effective signage moving walkways and the automated people mover allow quick and easy movement throughout the building The airport also features the HKIA Automated People Mover a driverless people mover system consisting of 3 stations to provide fast transportation from the check-in area to the gates (and vice versa) These trains travel at 62 kmh and the service is provided for free to all passengers and crew

The airport has a total of 70 boarding gates with 63 jet bridge gates and seven virtual gates which are used as assembly points for passengers who are then ferried to the aircraft by apron buses Of the 63 jet bridges five are capable of handling the Airbus A380

Terminal 1

Terminal 1 of the HKIA is currently the third largest airport passenger terminal building in the world (570000 msup2) after Dubai International Airports Terminal 3 (over 1500000msup2) and Beijing Capital International Airports Terminal 3 (986000 msup2)

At its opening Terminal 1 was the largest airport passenger terminal building with a total gross floor area of 550000 msup2 It briefly conceded the status to Bangkoks Suvarnabhumi Airport (563000 msup2) when the latter opened on 15 September 2006 but reclaimed the title when the East Hall was expanded bring its total area to the current 570000 msup2 (The East Hall expansion included a 39000 msup2 expansion to Sky Mart a shopping mall) Terminal 1s title as the worlds largest was surrendered to Beijing Capital International Airports Terminal 3 on 29 February 2008

Terminal 2

Terminal 2 of the Hong Kong International Airport together with the Sky plaza opened on 28 February 2007 along with the opening of the Airport Stations Platform 3 It is only a check-in and processing facility for departing passengers with no gates or arrival facilities

Hong Kong Business Aviation Centre

The Hong Kong Business Aviation Centre (BAC) is located within the confines of the airport and has its own terminal and facilities separate from the public terminal It provides a full range of services for executive aircraft and passengers including passenger lounge private rooms and showers business centre facilities ground handling baggage handling fuelling security customs and flight planning

(Singapore Changi Airport)Singapore Changi Airport or simply Changi Airport is a major aviation hub in Asia particularly in the Southeast Asian region and is the main airport in Singapore Located in Changi on a site of 13 square kilometers (50 sq mi) it is about 172 kilometers (107 mi) north-east from the commercial centre

The airport is operated by the Civil Aviation Authority of Singapore (CAAS) and is the home base of Singapore Airlines Singapore Airlines Cargo SilkAir Tiger Airways Jetstar Asia Airways Valuair and Jett8 Airlines Cargo It is a hub for Garuda Indonesia and a secondary hub for Qantas which uses Singapore as the main stopover point for flights on the Kangaroo Route between Australia and Europe the latter being the largest foreign airline to operate from the airport with over two million passengers handled annuallyAs of April 2008 there are about 4340 weekly flights operated by 80 airlines to over 116 cities in 59 countries An important contributor to the Singapore economy 13000 people are employed at the airport The airport accounts for over S$45 billion in output

In 2007 the airport handled a record 36701556 passengers a 48 increase over the 2006 fiscal year This made it the 19th busiest airport in the world and the fifth busiest in Asia by passenger traffic in 2007 In addition to being an important passenger traffic hub the airport is one of the busiest cargo airports in the world handling 189 million tonnes of cargo in 2007 Incentives like the Air Hub Development Fund first introduced in 2003 have proven effective in attracting airlines here A new S$300 million fund to strengthen Changis hub status will start in 2007 when the S$210 million fund expires in 2006 The new S $175 billion Terminal 3 opened on 9 January 2008 and Terminal 1 will be upgraded along the lines of the renovated Terminal 2 with the latter costing S$240 million Changi has been courting both premium and budget travellers with the opening of a commercially important persons terminal by JetQuay and a S$45 million Budget Terminal in 2006

Since its opening in 1981 the airport has made its mark in the aviation industry as a benchmark for service excellence winning over 280 awards in a 20-year period from 1987 to 2007 and with 19 Best Airport awards won in 2007 alone Changi Airports efforts to counter the onset of age include periodic physical upgrades to its existing terminals building of new facilities and taking steps to provide a high level of customer service

The airport has a development policy of always building years ahead of demand to help to avoid congestion problems common in major airports and maintain high service standards While the original master plan details plans for two passenger terminals there have been provisions to provide for long-term expansion initiatives including the allocation of space for a third terminal planned to have a physical configuration mirroring that of Terminal 2 Changing needs in the aviation industry led to reviews in the master plan resulting in the decision to cater to the high-end as well as budget sectors of the air travel industry Although the pioneering airport to conceptualise and construct a Budget Terminal in Asia it became operational on 26 March 2006 a few days after the opening of a similar terminal in Kuala Lumpur and was officially opened on 31 October 2006 A dedicated stand-alone Commercially Important Person (CIP) terminal operated by JetQuay

started operations on 15 August 2006 and officially opened on 29 September 2006 It is the first luxury airport terminal in Asia Even as new terminals are being built the airport continuously upgrades and expands its existing terminals

The master plan for the existing airport initially involved a dual-terminal and dual-runway configuration over Given limited land resources in Singapore the airport was designed for both current and future needs as the countrys primary airport The airport was designed to be capable of doubling in size using reclaimed land with enough space for two more runways and at least two new passenger terminal buildings

two phases with provisions for another two passenger terminals in the near future Phase 1 included the construction for the first passenger terminal the first runway 45 aircraft parking bays support facilities and structures including a large maintenance hangar the first fire station workshops and administrative offices an airfreight complex two cargo agents buildings in-flight catering kitchens and an 78 m (260 ft) control tower Construction for the second phase would commence immediately after the completion of Phase 1 and include the second runway 23 new aircraft parking bays in addition to the existing 45 bays a second fire station and a third cargo agent building

Changi Airport currently has five terminals Terminals 1 2 and 3 are directly connected with a common transit area with airside passengers being able to freely move between the terminals without going through immigration Transport within and between these three terminals is provided by people movers and the skytrain system although it is also possible to walk between the terminals on foot for landside visitors Situated beside Terminal 2 is JetQuay which has its own check-in facilities for premium passengers and where transportation to aircraft in any of the other terminals are by personal buggy The Budget Terminal purpose-built for low-cost carriers is physically separated from the main terminals towards the south where connections are possible via a free shuttle bus service to Terminal 2 All five terminals currently have a handling capacity of 687 million passengers a year spread over an area of 1045020 m2 (11248500 sq ft) Capacity will rise again to 73 million passengers a year when expansion works to the Budget Terminal are complete by early 2009

Changi Airport with all five terminals now cater to a spectrum of passengers The Budget Teminal is for cost conscious passengers Terminal 1 2 and 3 take care of the bulk of the travelers and the JetQuay CIP terminal target those who demand luxury when travelling

Budget Terminal Changi Airport was the second in Asia (after Kuala Lumpur International Airport) to open a dedicated terminal catering to the budget traveller The name of the Budget Terminal was decided as a result of a naming contest open to the public The terminal is not included in the numbering scheme even though it is the third terminal to be opened and Terminal 3 is actually the fifth terminal opened at the airport

In order to offer lower landing fees handling fees and airport taxes it cuts back on amenities such as aerobridges elaborate physical structures and decorations in the passenger terminal building The corridors used by arriving passengers are not air-conditioned although the main hall and departure lounges are A range of duty-free shops and Food and Beverage outlets and free internet terminals are available There is no transfer facility at the Budget Terminal Passengers who need to make transfers need to clear immigration collect their luggage clear customs make their way to the main terminal by taking the free shuttle buses and check-in again with the respective airline

In September 2008 expansion works costing $10 million will start and take seven months to complete When ready the terminal will be able to handle seven million passengers a year up from 27 million now There will also be more boarding gates check-in counters shops and dining options

Benchmarking of DIAL VS HEATHROW LondonAirport DIAL Heathrow LondonPassenger Movement Increased6 Decrease14

Cargo Tonnage Flat Increase66

Air Traffic Movement Increased8 Decreased05

BENCHMARKING

Airport DIAL(Rs cr)Heathrow London(Rs Cr)

Net Income 47293 103336Expenditure 37478 81659Depriciation and Ammortisation 988 2099Profit before Taxation 8828 21676Share Capital 2000 31536PersonnelStaff Cost 17251 16598Net Expenditure 37477 8166Subsidiary Companies 2

KPIKPI DIAL HEATHROW

Total Revenue Per ATM 2052 215858

Total Revenue Per Passenger 188 1542

Aero Revenue 650000000 264611368

ATU 52300000 127868780

Aero RevenueATM 14929 9014

Total Revenue000 ATUs 4051 4075262

Aero Revenue as of Total Cost 6200 28820

Aero Revenue as of Total Revenue 3600 4810

Aero RevenuePassenger 156 0632Commercial RevenuePassenger 273 907

COST KPICost KPI DIAL HEATHROWTotal CostATM 24410 38141

Total CostPassenger 250 267

Staff CostPassenger 55 266

Staff Cost as of Operating amp Staff Cost 6300 9980

PROFITABILITY RATIOS DIAL HEATHROW

Operating Profit 9 83

Operating Profitpassenger 18 1693

PassengersEmployee 2573 16145

PassengersATM 98 1426

Capex 4400 11370

EBIDTA as a of Turnover 2000 8330

Benchmarking of DIAL VS CHANGI (SINGAPORE)

Airport DIAL Changi SingaporePassenger Movement Increased6 Decreased06Cargo Tonnage Flat Decreased214Air Traffic Movement Increased8 Increased 74

Airport DIAL(Rs cr)Changi Singapore(Rs Cr)

Net Income 47293 2362Expenditure 37478 1880Depreciation and Amortization 988 1471Profit before Taxation 8828 6274Profit after Taxation 5666 4866Share Capital 2000 8261PersonnelStaff Cost 17251 10294Net Expenditure 37477 18952Subsidiary Companies 2 Bank Balance 3221 988Interest Income 023 41Operating profit before working capital changes 6324 2115Cash generated from operations 528 192Tax Paid 129 426Net Cash used in investing activities 318835 426Net Cash from financing activities 32885 1375

(Key Performance Indicator) KPI

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

1 The number of full-length runways2 The number of gate positions with and without bridges and3 The area of the airfield4 The Aero and Non Aero income5 The Air Traffic Statistics6 The Air Cargo Statistics7 The Air Cargo Income8 Expenses9 Profit EtcTo compare facilities fairly the measures of capacity has to be normalized with respect to thetraffic using the airport

(Airports Benchmarked)

The focus for this initial application is on major airports because they have the largest problems and are more interesting from the point of view of design and Financial Stability The criterion for selecting airports was their number of annual passengers which is a good indication of the type of operations and infrastructure at an airport(Key Measures taken for benchmarking in our project is as follow)-

Total Passengers

Total ATMs

Total Revenue per ATM

Total Revenue per Passenger

Total Revenue per Employee

Aeronautical Revenue per ATM

Aeronautical Revenue as a Percentage of Total Costs

Aeronautical Revenue as a Percentage of Total Revenues

Aeronautical Revenue per Passenger

Commercial Revenue per Passenger

Total Costs per ATM

Total Costs per

Staff Costs per Passenger

Passengers per ATM EV EBITDA Multiples ndash recent happenings have pushed the

envelope

Operating Profit

Aeronautical services and facilities- means those services and facilities at an airport that are necessary for the operation and maintenance of civil aviation at the airport and includes each service or facility that is shown below-

1 Provision of flight operation and new support systems2 Ensuring safe and secure operation of the airports3 Movement and parking of the airports and control facility4 General maintenance and upkeep of the airport5 Hanger age of the aircrafts6 Flight Information display screens7 Rescue and fire fighting services8 Management and administration of personnel at the airport9 Movement of the staff and passengers at the airport10 Operation and maintenance of passenger boarding11 Any other services for the safe operation of the airports12 Aerodrome control services13 Airfield amp Airfield Lighting 14 Air taxi Services 15 Airside and land side access roads16 Aircraft fuelling services17 Apron and aircraft parking area amp Apron control18 Meeting areas19 Baggage systems20 Bird scaring amp Check-in concourses21 Cleaning heating lighting and air-conditioning in public areas22 Custom and immigration halls23 Emergency services24 Facility for disabled and other special needs people25 Fire services amp Flight info26 Foul and surface water drainage27 Guidance systems and marshalling28 Information desk29 Inter-terminal transit system30 Lifts escalators and passenger conveyors31 Loading bridges amp Test property32 Passenger and hand baggage search33 Piers and gate rooms34 Policing and general security35 Prayer Rooms36 Facility for post offices37 Facility for public telephones amp Facility for banks38 Facility for banks39 Facility for Bureau de Change

Non-Aeronautical Services- means those services which provides for the benefits of passengers and for their convenience at airport there are some non-aeronautical services at glance -

1 Aircraft cleaning2 Airline Lounges3 Cargo handling4 Cargo terminals5 General aviation6 Ground handling7 Hangers8 Heavy maintenance9 Observation terrace10 BanksATMs11 Bureau de Change12 Business centre13 Conference centre14 Duty free sales15 Flight catering16 Freight consolidators17 General retail shops18 Hotels and motels19 Hotel reservation services20 Line maintenance21 Locker rental22 Logistic centers23 Messenger services24 Porter services25 RestaurantBars etc26 Special assistance27 Tourist information services28 Travel agencies29 Vehicle fuelling30 Vehicle rental31 Vehicle parking32 Vending machines33 Warehouses34 Welcoming services

Delhi International Airport Pvt Limited (DIAL)

bull DIAL is a consortium consisting of-

GMR 501

Fraport AG 100

Malaysian Airports Holding Berhad 100

IDF 39

AAI 260

bull May 3rd 2006 DIAL (Delhi International Airport Private Limited) took over operations of Indira Gandhi International Airport

bull DIAL is the new operator manager and developer of IGI Airport

bull Fraportrsquos role in JV is that of Airport Operator

bull The consortium holds a 30 year concession with a further 30 year option

bull AAI staff would be retained for three years those not wishing to join DIALWould revert to the Airport Authority of India in May 2009

DIAL was formed with the objectives of operating maintaining developing designing constructing upgrading modernizing financing and managing the IGI Airport at New Delhi OMDA was signed at the airport on the 4th day of April 2006 to undertake these functions

In January 2006 the consortium was awarded the concession to operate manage and develop the IGI Airport following an international competitive bidding process

OMDA along with SSA Shareholders Agreement CNS-ATM Agreement AOA Agreement State Government Support Agreement Lease Deed and Escrow Agreement were signed for the betterment of the Airport at New Delhi

Measures have been taken to provide state of the art facilities and other safety feature at the Airport Terminals However only the international ATM has shown an increase by 8 in the previous year Domestic ATM has been flat and has neither increased nor decreased substantially Somewhat similar has been the case with the passenger movement International passenger movement at the airport has increased by6 and he domestic movement has declined by 9 according to study Due to the major efforts by the organization the revenues over the year showed an increment being 5 and 33 for the Aeronautical and Non-Aeronautical incomes respectively The decline in cargo tonnage led to a decline in the expected cargo income by 22Through the

year shareholders funds and loan funds played a major role as the source of funds for the organization

The year 2008-2009 has shown major capital additions in the form of runway and terminal upgrading The additions involved additions of a new runway and introduction and upgrading of state of the art facilities at the IGI Airport Besides upgrading the existing terminals DIAL has already commissioned a new runway 11-29 at IGI Airport on September 25 2008 It has also inaugurated the new domestic departure terminal 1D (T1D) on 26th February 2009 T1D will increase the capacity of domestic departures to 10 million passengers per annum The new terminal has a modern 4 level in-line baggage handling system to eliminate baggage X-ray prior to check in spacious security hold area with extensive FampB and retail facilities special contact zone for passengers with special needs and baggage handling area on a separate level allowing greater space for passenger amenities In spite of net dues from other companies which amounted to a total of Rs 4510 crores approximately The company ensured provision of world class services to its passengers by signing in fresh contracts with world class renowned brands The organization ensured provision of world class services to its passengers by FampB services help desks complaint desks flight information counters etc were introduced to facilitate the passengers and increase the standards of the airport Safety and security being important aspects were taken care of and special facilities were set up within and outside the premises of the airport to ensure themISO90012000 certificate was achieved for certification CISF certificate was also successfully achieved

A consortium of 12 banks has signed the financing documents for loans aggregating to Rs 4986 crores during the year 2007-2008 Pending their utilization certain loan funds were invested in risk free short term investments Upon approval of shareholders the share capital was increased to Rs 2000 crores

DIALrsquos Vision

bull To build a world class airport by 2010

bull Achieve an ASQ Rating of 40 upon opening of T3

bull Train develop DIAL staff to deliver consistently outstanding customer service

bull Support the training and development of other stakeholders (eg Airport Police

Customs Immigration Aviation Security Airlines Ground Handlers

Concessionaires hellip) to raise awareness of importance of customer service

bull Establish systems processes infrastructure and attitude amongst airport staff to

support the realization of this vision

(Partners of DIAL)

GMR Group - GMR Group is a Bangalore headquartered global infrastructure major with interests in Agri-business Airports Energy Highways and Urban Infrastructure (including SEZ) Founded in 1978 by its Chairman GM Rao the Group has grown into a well diversified and professionally managed organisation Employing the public-private partnership model the Group has successfully implemented several infrastructure projects and is in the process of developing several others both in India and abroad

Airports Authority of India - AAI is responsible for the provision of airport infrastructure airport maintenance and air traffic control services in India AAI is constituted under the Airports Authority of India Act 1994 and is responsible for civil airports and civil passenger enclaves at defence airports

Frapor - Frankfurt Airport Services Worldwide is a global airport operator that offers comprehensive airport management services including terminal and traffic management baggage and cargo handling aviation ground handling aviation security and consulting It operates airports in Germany Turkey amp Peru Its flagship Frankfurt Main Airport is ranked amongst the top 10 airports in the world

Eraman Malaysia - Eraman Malaysia is the retail arm of Malaysian Airport Holdings Berhad (MAHB) It is largest airport retail and commercial property developer in Malaysia Eraman has more than 40 outlets at various international and domestic airports across Malaysia including world-famous Kuala Lumpur International Airport (KLIA)

India Development Fund - IDF is Indias largest private equity fund focused on infrastructure development in India with a corpus of Rs 8437 million The main investors are Infrastructure Development and Finance Corporation (IDFC-PE) Life Insurance Corporation of India State Bank Of India Bank of Baroda and Union Bank of India

(London Heathrow Airport)

London Heathrow Airport or Heathrow located in the London Borough of Hilling don is the largest and busiest airport in the United Kingdom It is the worlds third busiest airport for passenger traffic and it handles the most international passenger traffic in the world Heathrow is owned and operated by BAA which also owns and operates six other UK airports BAA is itself owned by an international consortium led by the Spanish Ferrovial Group Heathrow is the primary hub of British Airways BMI and Virgin Atlantic Heathrow Airport is used by over 90 airlines which fly to 170 destinations worldwide

Of Heathrows 67 million annual passengers 11 travel to UK destinations 43 are short-haul international travelers and 46 are long-haul The busiest single destination in terms of passenger numbers is New York with over 35 million passengers travelling between Heathrow and JFK Newark airports in 2007 The airport has five passenger terminals (Terminals 1 2 3 4 and 5) and a cargo terminal Terminal 5 opened to passengers on 27 March 2008 and will be fully completed with the opening of its second satellite building in 2010

Originally Heathrow had six runways arranged in three pairs at different angles with the passenger terminal in the centre With growth in the required length for runways Heathrow now has just two parallel runways running east-west Runway 23 a short runway for use in strong south-westerly winds was decommissioned in 2005 and now forms part of a taxiway

Policing of the airport is the responsibility of the aviation security unit of the Metropolitan Police although the army including armored vehicles of the Household Cavalry has occasionally been deployed to the airport during periods of heightened security Heathrows reputation for thefts has led to it sometimes being referred to as ldquoThiefrowrdquo

Heathrow airport has its own resident press corps consisting of six photographers and one TV crew serving all the major newspapers and television stations around the world

As BAA owns Londons three major airports and therefore has a monopolistic position the amount it is allowed to charge airlines to land aero planes at Heathrow is heavily regulated by the Civil Aviation Authority (CAA) Until 1 April 2003 the annual increase in landing charge per passenger was capped at inflation minus 3 From 2003 to 2007 charges increased by inflation plus 65 per year taking the fee to pound928 per passenger in 2007 In March 2008 the CAA announced that the charge would be allowed to increase by 235 to pound1280 from 1 April 2008 and by inflation plus 75 for each of the following four years

In addition air traffic between Heathrow and the United States was strictly governed by the countries bilateral Bermuda II treaty The treaty originally allowed only British Airways Pan Am and TWA to fly from Heathrow to the US In 1991 PAA and TWA sold their rights to United Airlines and American Airlines respectively and Virgin Atlantic was added to the list of airlines allowed to operate on these routes In 2002 American Airlines and British Airways announced

plans to coordinate the scheduling of their trans-Atlantic routes but plans were dropped after the United States Department of Transportation made approval conditional on the granting of further access slots to Heathrow to other US airlines American Airlines and British Airways considered the slots too valuable and dropped the plans The Bermuda bilateral agreement conflicted with the Right of Establishment of the United Kingdom in terms of its membership in the EU and as a consequence the UK was ordered to drop the agreement in 2004 A new open skies agreement was signed by the United States and the European Union on 30 April 2007 and came into effect on 30 March 2008Whilst the cost of landing at Heathrow is determined by the CAA and BAA the allocation of landing slots to airlines is carried out by Airport Co-ordination Limited (ACL)

Traffic and statistics- The operator of Heathrow BAA claims that Heathrow is the worlds busiest international airport but it is only the worlds third-busiest by total passenger traffic after Atlanta-Hartsfield-Jackson and Chicago OHare which are also international airports However Heathrow has the highest number of international passengers

In 2008 Heathrow was the busiest airport in Europe in terms of total passenger traffic (136 more passengers than at Paris-Charles de Gaulle Airport and 256 more than at Frankfurt Airport) but it was third behind Charles de Gaulle and Frankfurt in terms of plane movements (129 fewer landings and take offs than at Charles de Gaulle and 22 fewer than at Frankfurt) Heathrow airport was fourth in terms of cargo traffic (after Charles de Gaulle Frankfurt and Amsterdam Airport Schiphol)

In January 2009 the Transport Secretary Geoff Hoon announced that the UK government support the expansion of Heathrow by building a third runway (2200m) and sixth terminal building This decision follows the 2003 white paper on the future of air transport in the UK and a public consultation in November 2007 This was a controversial decision which met widespread opposition because of its greenhouse gas emissions destruction of local communities and noise and air pollution

A plan to make Heathrow an international railway exchange has also been proposed with the potential construction of Heathrow Hub railway station

(Hong Kong International Airport)

Hong Kong International Airport is the main airport in Hong Kong It is colloquially known as Chek Lap Kok Airport because it was built on the island of Chek Lap Kok by land reclamation and also to distinguish it from its predecessor the closed Kai Tak Airport

The airport opened for commercial operations in 1998 replacing Kai Tak and is an important regional trans-shipment centre passenger hub and gateway for destinations in Mainland China and the rest of Asia Despite a relatively short history Hong Kong International Airport has won seven Skytrax World Airport Awards in just ten years

HKIA also operates one of the worlds largest passenger terminal buildings and operates twenty-four hours a day In 2008 Hong Kong International Airport was the second busiest airport in the world in terms of cargo traffic handling 3656724 tons of cargo It was also the 12th busiest airport worldwide in terms of passenger throughput registering 47898000 HKIA is the primary hub for Cathay Pacific Dragon air Hong Kong Express Airways Hong Kong Airlines Air Hong Kong (cargo) and Asia Jet (private)

Chek Lap Kok Airport was designed as a replacement for the former Hong Kong International Airport (popularly known as Kai Tak Airport) originally built in 1925 Located in the densely built-up Kowloon City District with a single runway extending into Kowloon Bay Kai Tak had only limited room for expansion to cope with steadily increasing air traffic By the 1990s Kai Tak had become one of the worlds busiest airports ndash it far exceeded its annual passenger and cargo design capacities and one out of every three flights met delays largely due to lack of space for aircraft gates and a second runway In addition noise mitigation measures restricted nighttime flights as severe noise pollution was estimated to adversely affect at least 340000 people

Construction of the new airport was only part of the Airport Core Programme which also involved construction of new road and rail links to the airport with associated bridges and tunnels and major land reclamation projects on both Hong Kong Island and in Kowloon The project is the most expensive airport project ever according to Guinness World Records Construction of the new airport was voted as one of the Top 10 Construction Achievements of the 20th Century at the Con Expo conference in 1999

Opened on 6 July 1998 a week later than the new Kuala Lumpur International Airport it took six years and US$20 billion to build On that day at 625 am Cathay Pacifics CX889 was the first commercial flight to land at the airport pipping the original CX292 from Rome which was the scheduled first arrival The architects were Foster and Partners For three to five months after its opening it suffered various severe organisational mechanical and technical problems that almost crippled the airport Computer glitches were the main cause of the crisis At one time the government reopened the cargo terminal at Kai Tak Airport to handle freight traffic because of a breakdown at the new cargo terminal named Super Terminal One (ST1) However after six months the airport started to operate normally

Officially opened in June 2007 the second airport terminal called T2 (check-in facility only) is linked with the Airport Express Line with a new platform The terminal also features a new

shopping mall Sky Plaza providing a large variety of shops and restaurants together with a few entertainment facilities T2 also houses a 36-bay coach station for buses to and from mainland China and 56 airline check-in counters as well as customs and immigration facilities

Besides T2 the Sky City Nine Eagles Golf Course has been opened in 2007 whereas the second airport hotel the Hong Kong Sky City Marriott Hotel and a permanent cross-boundary ferry terminal the Sky Pier are slated to begin operation in 2008 and 2009 respectively Development around T2 also includes the Asia World-Expo which has started operation in late 2005

A study for the HKIA Master Plan 2030 is underway to examine whether and how infrastructures at HKIA - including airport access terminal and apron facilities and a new runway - should be developed to support the economic growth of Hong Kong and the region

Operations

The airport is operated by the Airport Authority Hong Kong a statutory body wholly owned by the Government of Hong Kong Special Administrative Region The Civil Aviation Department (CAD) is responsible for the provision of air traffic control services certification of Hong Kong registered aircraft monitoring of airlines on their compliance with bilateral Air Services Agreements and the regulation of general civil aviation activities

The airport has two parallel runways both of which are 3800 metres in length and 60 metres wide enabling them to cater to the next generation of aircraft The south runway has been given a Category II Precision Approach while the north runway has the higher Category IIIA rating which allows pilots to land in only 200 metre visibility The two runways have an ultimate capacity of over 60 aircraft movements an hour At present there are 49 frontal stands 28 remote stands and 25 cargo stands Five parking bays at the Northwest Concourse are already capable of accommodating the arrivals of the next generation of aircraft A satellite concourse with 10 frontal stands for narrow body aircraft is under construction to the north of the main concourse for commissioning by the end of 2009 bringing the total number of frontal stands at the airport to 59

The airport was the third busiest airport for passenger traffic in Asia in 2008 and the worlds second busiest airport for cargo traffic in 2008 In terms of international traffic the airport is the third busiest for passenger traffic and the busiest for cargo since its operation in 1998 There are 85 international airlines providing about 800 scheduled passenger and all-cargo flights each day between Hong Kong and some 150 destinations worldwide About 76 percent of these flights are operated with wide-bodied jets There is also an average of approximately 31 non-scheduled passenger and cargo flights each week

The operation of scheduled air services to and from Hong Kong is facilitated by air services agreements between Hong Kong and other countries Since the opening of HKIA the Hong Kong Special Administrative Region Government has implemented a policy of progressive liberalization of air services with the intention of promoting consumer choice and competition Many low-cost airlines have started various regional routes to compete head-on with full-service carriers on trunk routes

The airports long term expansion opportunities are subject to variables A proposal to build a third runway has been under feasibility study and consultation but would be very expensive as it would involve additional reclamation from deep waters and the building cost of the third runway may be

as high as the building cost of the entire airport On the other hand there exists only one airway between Hong Kong and mainland China and this single route is often and easily backed up causing delays on both sides In addition China requires that aircraft flying the single air route between Hong Kong and the mainland must be at an altitude of least 15000 feet Talks are underway to persuade the Chinese military to relax its airspace restriction in view of worsening air traffic congestion at the airport Other than that Hong Kong Airport Authority is cooperating with other airports in the area to relieve air traffic and in the future Shenzhen may act as a regional airport while Hong Kong receives all the international flights

The airport is one of the most accessible in operation today Despite its size the passenger terminal is designed for maximum convenience A simple layout and effective signage moving walkways and the automated people mover allow quick and easy movement throughout the building The airport also features the HKIA Automated People Mover a driverless people mover system consisting of 3 stations to provide fast transportation from the check-in area to the gates (and vice versa) These trains travel at 62 kmh and the service is provided for free to all passengers and crew

The airport has a total of 70 boarding gates with 63 jet bridge gates and seven virtual gates which are used as assembly points for passengers who are then ferried to the aircraft by apron buses Of the 63 jet bridges five are capable of handling the Airbus A380

Terminal 1

Terminal 1 of the HKIA is currently the third largest airport passenger terminal building in the world (570000 msup2) after Dubai International Airports Terminal 3 (over 1500000msup2) and Beijing Capital International Airports Terminal 3 (986000 msup2)

At its opening Terminal 1 was the largest airport passenger terminal building with a total gross floor area of 550000 msup2 It briefly conceded the status to Bangkoks Suvarnabhumi Airport (563000 msup2) when the latter opened on 15 September 2006 but reclaimed the title when the East Hall was expanded bring its total area to the current 570000 msup2 (The East Hall expansion included a 39000 msup2 expansion to Sky Mart a shopping mall) Terminal 1s title as the worlds largest was surrendered to Beijing Capital International Airports Terminal 3 on 29 February 2008

Terminal 2

Terminal 2 of the Hong Kong International Airport together with the Sky plaza opened on 28 February 2007 along with the opening of the Airport Stations Platform 3 It is only a check-in and processing facility for departing passengers with no gates or arrival facilities

Hong Kong Business Aviation Centre

The Hong Kong Business Aviation Centre (BAC) is located within the confines of the airport and has its own terminal and facilities separate from the public terminal It provides a full range of services for executive aircraft and passengers including passenger lounge private rooms and showers business centre facilities ground handling baggage handling fuelling security customs and flight planning

(Singapore Changi Airport)Singapore Changi Airport or simply Changi Airport is a major aviation hub in Asia particularly in the Southeast Asian region and is the main airport in Singapore Located in Changi on a site of 13 square kilometers (50 sq mi) it is about 172 kilometers (107 mi) north-east from the commercial centre

The airport is operated by the Civil Aviation Authority of Singapore (CAAS) and is the home base of Singapore Airlines Singapore Airlines Cargo SilkAir Tiger Airways Jetstar Asia Airways Valuair and Jett8 Airlines Cargo It is a hub for Garuda Indonesia and a secondary hub for Qantas which uses Singapore as the main stopover point for flights on the Kangaroo Route between Australia and Europe the latter being the largest foreign airline to operate from the airport with over two million passengers handled annuallyAs of April 2008 there are about 4340 weekly flights operated by 80 airlines to over 116 cities in 59 countries An important contributor to the Singapore economy 13000 people are employed at the airport The airport accounts for over S$45 billion in output

In 2007 the airport handled a record 36701556 passengers a 48 increase over the 2006 fiscal year This made it the 19th busiest airport in the world and the fifth busiest in Asia by passenger traffic in 2007 In addition to being an important passenger traffic hub the airport is one of the busiest cargo airports in the world handling 189 million tonnes of cargo in 2007 Incentives like the Air Hub Development Fund first introduced in 2003 have proven effective in attracting airlines here A new S$300 million fund to strengthen Changis hub status will start in 2007 when the S$210 million fund expires in 2006 The new S $175 billion Terminal 3 opened on 9 January 2008 and Terminal 1 will be upgraded along the lines of the renovated Terminal 2 with the latter costing S$240 million Changi has been courting both premium and budget travellers with the opening of a commercially important persons terminal by JetQuay and a S$45 million Budget Terminal in 2006

Since its opening in 1981 the airport has made its mark in the aviation industry as a benchmark for service excellence winning over 280 awards in a 20-year period from 1987 to 2007 and with 19 Best Airport awards won in 2007 alone Changi Airports efforts to counter the onset of age include periodic physical upgrades to its existing terminals building of new facilities and taking steps to provide a high level of customer service

The airport has a development policy of always building years ahead of demand to help to avoid congestion problems common in major airports and maintain high service standards While the original master plan details plans for two passenger terminals there have been provisions to provide for long-term expansion initiatives including the allocation of space for a third terminal planned to have a physical configuration mirroring that of Terminal 2 Changing needs in the aviation industry led to reviews in the master plan resulting in the decision to cater to the high-end as well as budget sectors of the air travel industry Although the pioneering airport to conceptualise and construct a Budget Terminal in Asia it became operational on 26 March 2006 a few days after the opening of a similar terminal in Kuala Lumpur and was officially opened on 31 October 2006 A dedicated stand-alone Commercially Important Person (CIP) terminal operated by JetQuay

started operations on 15 August 2006 and officially opened on 29 September 2006 It is the first luxury airport terminal in Asia Even as new terminals are being built the airport continuously upgrades and expands its existing terminals

The master plan for the existing airport initially involved a dual-terminal and dual-runway configuration over Given limited land resources in Singapore the airport was designed for both current and future needs as the countrys primary airport The airport was designed to be capable of doubling in size using reclaimed land with enough space for two more runways and at least two new passenger terminal buildings

two phases with provisions for another two passenger terminals in the near future Phase 1 included the construction for the first passenger terminal the first runway 45 aircraft parking bays support facilities and structures including a large maintenance hangar the first fire station workshops and administrative offices an airfreight complex two cargo agents buildings in-flight catering kitchens and an 78 m (260 ft) control tower Construction for the second phase would commence immediately after the completion of Phase 1 and include the second runway 23 new aircraft parking bays in addition to the existing 45 bays a second fire station and a third cargo agent building

Changi Airport currently has five terminals Terminals 1 2 and 3 are directly connected with a common transit area with airside passengers being able to freely move between the terminals without going through immigration Transport within and between these three terminals is provided by people movers and the skytrain system although it is also possible to walk between the terminals on foot for landside visitors Situated beside Terminal 2 is JetQuay which has its own check-in facilities for premium passengers and where transportation to aircraft in any of the other terminals are by personal buggy The Budget Terminal purpose-built for low-cost carriers is physically separated from the main terminals towards the south where connections are possible via a free shuttle bus service to Terminal 2 All five terminals currently have a handling capacity of 687 million passengers a year spread over an area of 1045020 m2 (11248500 sq ft) Capacity will rise again to 73 million passengers a year when expansion works to the Budget Terminal are complete by early 2009

Changi Airport with all five terminals now cater to a spectrum of passengers The Budget Teminal is for cost conscious passengers Terminal 1 2 and 3 take care of the bulk of the travelers and the JetQuay CIP terminal target those who demand luxury when travelling

Budget Terminal Changi Airport was the second in Asia (after Kuala Lumpur International Airport) to open a dedicated terminal catering to the budget traveller The name of the Budget Terminal was decided as a result of a naming contest open to the public The terminal is not included in the numbering scheme even though it is the third terminal to be opened and Terminal 3 is actually the fifth terminal opened at the airport

In order to offer lower landing fees handling fees and airport taxes it cuts back on amenities such as aerobridges elaborate physical structures and decorations in the passenger terminal building The corridors used by arriving passengers are not air-conditioned although the main hall and departure lounges are A range of duty-free shops and Food and Beverage outlets and free internet terminals are available There is no transfer facility at the Budget Terminal Passengers who need to make transfers need to clear immigration collect their luggage clear customs make their way to the main terminal by taking the free shuttle buses and check-in again with the respective airline

In September 2008 expansion works costing $10 million will start and take seven months to complete When ready the terminal will be able to handle seven million passengers a year up from 27 million now There will also be more boarding gates check-in counters shops and dining options

Benchmarking of DIAL VS HEATHROW LondonAirport DIAL Heathrow LondonPassenger Movement Increased6 Decrease14

Cargo Tonnage Flat Increase66

Air Traffic Movement Increased8 Decreased05

BENCHMARKING

Airport DIAL(Rs cr)Heathrow London(Rs Cr)

Net Income 47293 103336Expenditure 37478 81659Depriciation and Ammortisation 988 2099Profit before Taxation 8828 21676Share Capital 2000 31536PersonnelStaff Cost 17251 16598Net Expenditure 37477 8166Subsidiary Companies 2

KPIKPI DIAL HEATHROW

Total Revenue Per ATM 2052 215858

Total Revenue Per Passenger 188 1542

Aero Revenue 650000000 264611368

ATU 52300000 127868780

Aero RevenueATM 14929 9014

Total Revenue000 ATUs 4051 4075262

Aero Revenue as of Total Cost 6200 28820

Aero Revenue as of Total Revenue 3600 4810

Aero RevenuePassenger 156 0632Commercial RevenuePassenger 273 907

COST KPICost KPI DIAL HEATHROWTotal CostATM 24410 38141

Total CostPassenger 250 267

Staff CostPassenger 55 266

Staff Cost as of Operating amp Staff Cost 6300 9980

PROFITABILITY RATIOS DIAL HEATHROW

Operating Profit 9 83

Operating Profitpassenger 18 1693

PassengersEmployee 2573 16145

PassengersATM 98 1426

Capex 4400 11370

EBIDTA as a of Turnover 2000 8330

Benchmarking of DIAL VS CHANGI (SINGAPORE)

Airport DIAL Changi SingaporePassenger Movement Increased6 Decreased06Cargo Tonnage Flat Decreased214Air Traffic Movement Increased8 Increased 74

Airport DIAL(Rs cr)Changi Singapore(Rs Cr)

Net Income 47293 2362Expenditure 37478 1880Depreciation and Amortization 988 1471Profit before Taxation 8828 6274Profit after Taxation 5666 4866Share Capital 2000 8261PersonnelStaff Cost 17251 10294Net Expenditure 37477 18952Subsidiary Companies 2 Bank Balance 3221 988Interest Income 023 41Operating profit before working capital changes 6324 2115Cash generated from operations 528 192Tax Paid 129 426Net Cash used in investing activities 318835 426Net Cash from financing activities 32885 1375

(Key Performance Indicator) KPI

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

Aeronautical services and facilities- means those services and facilities at an airport that are necessary for the operation and maintenance of civil aviation at the airport and includes each service or facility that is shown below-

1 Provision of flight operation and new support systems2 Ensuring safe and secure operation of the airports3 Movement and parking of the airports and control facility4 General maintenance and upkeep of the airport5 Hanger age of the aircrafts6 Flight Information display screens7 Rescue and fire fighting services8 Management and administration of personnel at the airport9 Movement of the staff and passengers at the airport10 Operation and maintenance of passenger boarding11 Any other services for the safe operation of the airports12 Aerodrome control services13 Airfield amp Airfield Lighting 14 Air taxi Services 15 Airside and land side access roads16 Aircraft fuelling services17 Apron and aircraft parking area amp Apron control18 Meeting areas19 Baggage systems20 Bird scaring amp Check-in concourses21 Cleaning heating lighting and air-conditioning in public areas22 Custom and immigration halls23 Emergency services24 Facility for disabled and other special needs people25 Fire services amp Flight info26 Foul and surface water drainage27 Guidance systems and marshalling28 Information desk29 Inter-terminal transit system30 Lifts escalators and passenger conveyors31 Loading bridges amp Test property32 Passenger and hand baggage search33 Piers and gate rooms34 Policing and general security35 Prayer Rooms36 Facility for post offices37 Facility for public telephones amp Facility for banks38 Facility for banks39 Facility for Bureau de Change

Non-Aeronautical Services- means those services which provides for the benefits of passengers and for their convenience at airport there are some non-aeronautical services at glance -

1 Aircraft cleaning2 Airline Lounges3 Cargo handling4 Cargo terminals5 General aviation6 Ground handling7 Hangers8 Heavy maintenance9 Observation terrace10 BanksATMs11 Bureau de Change12 Business centre13 Conference centre14 Duty free sales15 Flight catering16 Freight consolidators17 General retail shops18 Hotels and motels19 Hotel reservation services20 Line maintenance21 Locker rental22 Logistic centers23 Messenger services24 Porter services25 RestaurantBars etc26 Special assistance27 Tourist information services28 Travel agencies29 Vehicle fuelling30 Vehicle rental31 Vehicle parking32 Vending machines33 Warehouses34 Welcoming services

Delhi International Airport Pvt Limited (DIAL)

bull DIAL is a consortium consisting of-

GMR 501

Fraport AG 100

Malaysian Airports Holding Berhad 100

IDF 39

AAI 260

bull May 3rd 2006 DIAL (Delhi International Airport Private Limited) took over operations of Indira Gandhi International Airport

bull DIAL is the new operator manager and developer of IGI Airport

bull Fraportrsquos role in JV is that of Airport Operator

bull The consortium holds a 30 year concession with a further 30 year option

bull AAI staff would be retained for three years those not wishing to join DIALWould revert to the Airport Authority of India in May 2009

DIAL was formed with the objectives of operating maintaining developing designing constructing upgrading modernizing financing and managing the IGI Airport at New Delhi OMDA was signed at the airport on the 4th day of April 2006 to undertake these functions

In January 2006 the consortium was awarded the concession to operate manage and develop the IGI Airport following an international competitive bidding process

OMDA along with SSA Shareholders Agreement CNS-ATM Agreement AOA Agreement State Government Support Agreement Lease Deed and Escrow Agreement were signed for the betterment of the Airport at New Delhi

Measures have been taken to provide state of the art facilities and other safety feature at the Airport Terminals However only the international ATM has shown an increase by 8 in the previous year Domestic ATM has been flat and has neither increased nor decreased substantially Somewhat similar has been the case with the passenger movement International passenger movement at the airport has increased by6 and he domestic movement has declined by 9 according to study Due to the major efforts by the organization the revenues over the year showed an increment being 5 and 33 for the Aeronautical and Non-Aeronautical incomes respectively The decline in cargo tonnage led to a decline in the expected cargo income by 22Through the

year shareholders funds and loan funds played a major role as the source of funds for the organization

The year 2008-2009 has shown major capital additions in the form of runway and terminal upgrading The additions involved additions of a new runway and introduction and upgrading of state of the art facilities at the IGI Airport Besides upgrading the existing terminals DIAL has already commissioned a new runway 11-29 at IGI Airport on September 25 2008 It has also inaugurated the new domestic departure terminal 1D (T1D) on 26th February 2009 T1D will increase the capacity of domestic departures to 10 million passengers per annum The new terminal has a modern 4 level in-line baggage handling system to eliminate baggage X-ray prior to check in spacious security hold area with extensive FampB and retail facilities special contact zone for passengers with special needs and baggage handling area on a separate level allowing greater space for passenger amenities In spite of net dues from other companies which amounted to a total of Rs 4510 crores approximately The company ensured provision of world class services to its passengers by signing in fresh contracts with world class renowned brands The organization ensured provision of world class services to its passengers by FampB services help desks complaint desks flight information counters etc were introduced to facilitate the passengers and increase the standards of the airport Safety and security being important aspects were taken care of and special facilities were set up within and outside the premises of the airport to ensure themISO90012000 certificate was achieved for certification CISF certificate was also successfully achieved

A consortium of 12 banks has signed the financing documents for loans aggregating to Rs 4986 crores during the year 2007-2008 Pending their utilization certain loan funds were invested in risk free short term investments Upon approval of shareholders the share capital was increased to Rs 2000 crores

DIALrsquos Vision

bull To build a world class airport by 2010

bull Achieve an ASQ Rating of 40 upon opening of T3

bull Train develop DIAL staff to deliver consistently outstanding customer service

bull Support the training and development of other stakeholders (eg Airport Police

Customs Immigration Aviation Security Airlines Ground Handlers

Concessionaires hellip) to raise awareness of importance of customer service

bull Establish systems processes infrastructure and attitude amongst airport staff to

support the realization of this vision

(Partners of DIAL)

GMR Group - GMR Group is a Bangalore headquartered global infrastructure major with interests in Agri-business Airports Energy Highways and Urban Infrastructure (including SEZ) Founded in 1978 by its Chairman GM Rao the Group has grown into a well diversified and professionally managed organisation Employing the public-private partnership model the Group has successfully implemented several infrastructure projects and is in the process of developing several others both in India and abroad

Airports Authority of India - AAI is responsible for the provision of airport infrastructure airport maintenance and air traffic control services in India AAI is constituted under the Airports Authority of India Act 1994 and is responsible for civil airports and civil passenger enclaves at defence airports

Frapor - Frankfurt Airport Services Worldwide is a global airport operator that offers comprehensive airport management services including terminal and traffic management baggage and cargo handling aviation ground handling aviation security and consulting It operates airports in Germany Turkey amp Peru Its flagship Frankfurt Main Airport is ranked amongst the top 10 airports in the world

Eraman Malaysia - Eraman Malaysia is the retail arm of Malaysian Airport Holdings Berhad (MAHB) It is largest airport retail and commercial property developer in Malaysia Eraman has more than 40 outlets at various international and domestic airports across Malaysia including world-famous Kuala Lumpur International Airport (KLIA)

India Development Fund - IDF is Indias largest private equity fund focused on infrastructure development in India with a corpus of Rs 8437 million The main investors are Infrastructure Development and Finance Corporation (IDFC-PE) Life Insurance Corporation of India State Bank Of India Bank of Baroda and Union Bank of India

(London Heathrow Airport)

London Heathrow Airport or Heathrow located in the London Borough of Hilling don is the largest and busiest airport in the United Kingdom It is the worlds third busiest airport for passenger traffic and it handles the most international passenger traffic in the world Heathrow is owned and operated by BAA which also owns and operates six other UK airports BAA is itself owned by an international consortium led by the Spanish Ferrovial Group Heathrow is the primary hub of British Airways BMI and Virgin Atlantic Heathrow Airport is used by over 90 airlines which fly to 170 destinations worldwide

Of Heathrows 67 million annual passengers 11 travel to UK destinations 43 are short-haul international travelers and 46 are long-haul The busiest single destination in terms of passenger numbers is New York with over 35 million passengers travelling between Heathrow and JFK Newark airports in 2007 The airport has five passenger terminals (Terminals 1 2 3 4 and 5) and a cargo terminal Terminal 5 opened to passengers on 27 March 2008 and will be fully completed with the opening of its second satellite building in 2010

Originally Heathrow had six runways arranged in three pairs at different angles with the passenger terminal in the centre With growth in the required length for runways Heathrow now has just two parallel runways running east-west Runway 23 a short runway for use in strong south-westerly winds was decommissioned in 2005 and now forms part of a taxiway

Policing of the airport is the responsibility of the aviation security unit of the Metropolitan Police although the army including armored vehicles of the Household Cavalry has occasionally been deployed to the airport during periods of heightened security Heathrows reputation for thefts has led to it sometimes being referred to as ldquoThiefrowrdquo

Heathrow airport has its own resident press corps consisting of six photographers and one TV crew serving all the major newspapers and television stations around the world

As BAA owns Londons three major airports and therefore has a monopolistic position the amount it is allowed to charge airlines to land aero planes at Heathrow is heavily regulated by the Civil Aviation Authority (CAA) Until 1 April 2003 the annual increase in landing charge per passenger was capped at inflation minus 3 From 2003 to 2007 charges increased by inflation plus 65 per year taking the fee to pound928 per passenger in 2007 In March 2008 the CAA announced that the charge would be allowed to increase by 235 to pound1280 from 1 April 2008 and by inflation plus 75 for each of the following four years

In addition air traffic between Heathrow and the United States was strictly governed by the countries bilateral Bermuda II treaty The treaty originally allowed only British Airways Pan Am and TWA to fly from Heathrow to the US In 1991 PAA and TWA sold their rights to United Airlines and American Airlines respectively and Virgin Atlantic was added to the list of airlines allowed to operate on these routes In 2002 American Airlines and British Airways announced

plans to coordinate the scheduling of their trans-Atlantic routes but plans were dropped after the United States Department of Transportation made approval conditional on the granting of further access slots to Heathrow to other US airlines American Airlines and British Airways considered the slots too valuable and dropped the plans The Bermuda bilateral agreement conflicted with the Right of Establishment of the United Kingdom in terms of its membership in the EU and as a consequence the UK was ordered to drop the agreement in 2004 A new open skies agreement was signed by the United States and the European Union on 30 April 2007 and came into effect on 30 March 2008Whilst the cost of landing at Heathrow is determined by the CAA and BAA the allocation of landing slots to airlines is carried out by Airport Co-ordination Limited (ACL)

Traffic and statistics- The operator of Heathrow BAA claims that Heathrow is the worlds busiest international airport but it is only the worlds third-busiest by total passenger traffic after Atlanta-Hartsfield-Jackson and Chicago OHare which are also international airports However Heathrow has the highest number of international passengers

In 2008 Heathrow was the busiest airport in Europe in terms of total passenger traffic (136 more passengers than at Paris-Charles de Gaulle Airport and 256 more than at Frankfurt Airport) but it was third behind Charles de Gaulle and Frankfurt in terms of plane movements (129 fewer landings and take offs than at Charles de Gaulle and 22 fewer than at Frankfurt) Heathrow airport was fourth in terms of cargo traffic (after Charles de Gaulle Frankfurt and Amsterdam Airport Schiphol)

In January 2009 the Transport Secretary Geoff Hoon announced that the UK government support the expansion of Heathrow by building a third runway (2200m) and sixth terminal building This decision follows the 2003 white paper on the future of air transport in the UK and a public consultation in November 2007 This was a controversial decision which met widespread opposition because of its greenhouse gas emissions destruction of local communities and noise and air pollution

A plan to make Heathrow an international railway exchange has also been proposed with the potential construction of Heathrow Hub railway station

(Hong Kong International Airport)

Hong Kong International Airport is the main airport in Hong Kong It is colloquially known as Chek Lap Kok Airport because it was built on the island of Chek Lap Kok by land reclamation and also to distinguish it from its predecessor the closed Kai Tak Airport

The airport opened for commercial operations in 1998 replacing Kai Tak and is an important regional trans-shipment centre passenger hub and gateway for destinations in Mainland China and the rest of Asia Despite a relatively short history Hong Kong International Airport has won seven Skytrax World Airport Awards in just ten years

HKIA also operates one of the worlds largest passenger terminal buildings and operates twenty-four hours a day In 2008 Hong Kong International Airport was the second busiest airport in the world in terms of cargo traffic handling 3656724 tons of cargo It was also the 12th busiest airport worldwide in terms of passenger throughput registering 47898000 HKIA is the primary hub for Cathay Pacific Dragon air Hong Kong Express Airways Hong Kong Airlines Air Hong Kong (cargo) and Asia Jet (private)

Chek Lap Kok Airport was designed as a replacement for the former Hong Kong International Airport (popularly known as Kai Tak Airport) originally built in 1925 Located in the densely built-up Kowloon City District with a single runway extending into Kowloon Bay Kai Tak had only limited room for expansion to cope with steadily increasing air traffic By the 1990s Kai Tak had become one of the worlds busiest airports ndash it far exceeded its annual passenger and cargo design capacities and one out of every three flights met delays largely due to lack of space for aircraft gates and a second runway In addition noise mitigation measures restricted nighttime flights as severe noise pollution was estimated to adversely affect at least 340000 people

Construction of the new airport was only part of the Airport Core Programme which also involved construction of new road and rail links to the airport with associated bridges and tunnels and major land reclamation projects on both Hong Kong Island and in Kowloon The project is the most expensive airport project ever according to Guinness World Records Construction of the new airport was voted as one of the Top 10 Construction Achievements of the 20th Century at the Con Expo conference in 1999

Opened on 6 July 1998 a week later than the new Kuala Lumpur International Airport it took six years and US$20 billion to build On that day at 625 am Cathay Pacifics CX889 was the first commercial flight to land at the airport pipping the original CX292 from Rome which was the scheduled first arrival The architects were Foster and Partners For three to five months after its opening it suffered various severe organisational mechanical and technical problems that almost crippled the airport Computer glitches were the main cause of the crisis At one time the government reopened the cargo terminal at Kai Tak Airport to handle freight traffic because of a breakdown at the new cargo terminal named Super Terminal One (ST1) However after six months the airport started to operate normally

Officially opened in June 2007 the second airport terminal called T2 (check-in facility only) is linked with the Airport Express Line with a new platform The terminal also features a new

shopping mall Sky Plaza providing a large variety of shops and restaurants together with a few entertainment facilities T2 also houses a 36-bay coach station for buses to and from mainland China and 56 airline check-in counters as well as customs and immigration facilities

Besides T2 the Sky City Nine Eagles Golf Course has been opened in 2007 whereas the second airport hotel the Hong Kong Sky City Marriott Hotel and a permanent cross-boundary ferry terminal the Sky Pier are slated to begin operation in 2008 and 2009 respectively Development around T2 also includes the Asia World-Expo which has started operation in late 2005

A study for the HKIA Master Plan 2030 is underway to examine whether and how infrastructures at HKIA - including airport access terminal and apron facilities and a new runway - should be developed to support the economic growth of Hong Kong and the region

Operations

The airport is operated by the Airport Authority Hong Kong a statutory body wholly owned by the Government of Hong Kong Special Administrative Region The Civil Aviation Department (CAD) is responsible for the provision of air traffic control services certification of Hong Kong registered aircraft monitoring of airlines on their compliance with bilateral Air Services Agreements and the regulation of general civil aviation activities

The airport has two parallel runways both of which are 3800 metres in length and 60 metres wide enabling them to cater to the next generation of aircraft The south runway has been given a Category II Precision Approach while the north runway has the higher Category IIIA rating which allows pilots to land in only 200 metre visibility The two runways have an ultimate capacity of over 60 aircraft movements an hour At present there are 49 frontal stands 28 remote stands and 25 cargo stands Five parking bays at the Northwest Concourse are already capable of accommodating the arrivals of the next generation of aircraft A satellite concourse with 10 frontal stands for narrow body aircraft is under construction to the north of the main concourse for commissioning by the end of 2009 bringing the total number of frontal stands at the airport to 59

The airport was the third busiest airport for passenger traffic in Asia in 2008 and the worlds second busiest airport for cargo traffic in 2008 In terms of international traffic the airport is the third busiest for passenger traffic and the busiest for cargo since its operation in 1998 There are 85 international airlines providing about 800 scheduled passenger and all-cargo flights each day between Hong Kong and some 150 destinations worldwide About 76 percent of these flights are operated with wide-bodied jets There is also an average of approximately 31 non-scheduled passenger and cargo flights each week

The operation of scheduled air services to and from Hong Kong is facilitated by air services agreements between Hong Kong and other countries Since the opening of HKIA the Hong Kong Special Administrative Region Government has implemented a policy of progressive liberalization of air services with the intention of promoting consumer choice and competition Many low-cost airlines have started various regional routes to compete head-on with full-service carriers on trunk routes

The airports long term expansion opportunities are subject to variables A proposal to build a third runway has been under feasibility study and consultation but would be very expensive as it would involve additional reclamation from deep waters and the building cost of the third runway may be

as high as the building cost of the entire airport On the other hand there exists only one airway between Hong Kong and mainland China and this single route is often and easily backed up causing delays on both sides In addition China requires that aircraft flying the single air route between Hong Kong and the mainland must be at an altitude of least 15000 feet Talks are underway to persuade the Chinese military to relax its airspace restriction in view of worsening air traffic congestion at the airport Other than that Hong Kong Airport Authority is cooperating with other airports in the area to relieve air traffic and in the future Shenzhen may act as a regional airport while Hong Kong receives all the international flights

The airport is one of the most accessible in operation today Despite its size the passenger terminal is designed for maximum convenience A simple layout and effective signage moving walkways and the automated people mover allow quick and easy movement throughout the building The airport also features the HKIA Automated People Mover a driverless people mover system consisting of 3 stations to provide fast transportation from the check-in area to the gates (and vice versa) These trains travel at 62 kmh and the service is provided for free to all passengers and crew

The airport has a total of 70 boarding gates with 63 jet bridge gates and seven virtual gates which are used as assembly points for passengers who are then ferried to the aircraft by apron buses Of the 63 jet bridges five are capable of handling the Airbus A380

Terminal 1

Terminal 1 of the HKIA is currently the third largest airport passenger terminal building in the world (570000 msup2) after Dubai International Airports Terminal 3 (over 1500000msup2) and Beijing Capital International Airports Terminal 3 (986000 msup2)

At its opening Terminal 1 was the largest airport passenger terminal building with a total gross floor area of 550000 msup2 It briefly conceded the status to Bangkoks Suvarnabhumi Airport (563000 msup2) when the latter opened on 15 September 2006 but reclaimed the title when the East Hall was expanded bring its total area to the current 570000 msup2 (The East Hall expansion included a 39000 msup2 expansion to Sky Mart a shopping mall) Terminal 1s title as the worlds largest was surrendered to Beijing Capital International Airports Terminal 3 on 29 February 2008

Terminal 2

Terminal 2 of the Hong Kong International Airport together with the Sky plaza opened on 28 February 2007 along with the opening of the Airport Stations Platform 3 It is only a check-in and processing facility for departing passengers with no gates or arrival facilities

Hong Kong Business Aviation Centre

The Hong Kong Business Aviation Centre (BAC) is located within the confines of the airport and has its own terminal and facilities separate from the public terminal It provides a full range of services for executive aircraft and passengers including passenger lounge private rooms and showers business centre facilities ground handling baggage handling fuelling security customs and flight planning

(Singapore Changi Airport)Singapore Changi Airport or simply Changi Airport is a major aviation hub in Asia particularly in the Southeast Asian region and is the main airport in Singapore Located in Changi on a site of 13 square kilometers (50 sq mi) it is about 172 kilometers (107 mi) north-east from the commercial centre

The airport is operated by the Civil Aviation Authority of Singapore (CAAS) and is the home base of Singapore Airlines Singapore Airlines Cargo SilkAir Tiger Airways Jetstar Asia Airways Valuair and Jett8 Airlines Cargo It is a hub for Garuda Indonesia and a secondary hub for Qantas which uses Singapore as the main stopover point for flights on the Kangaroo Route between Australia and Europe the latter being the largest foreign airline to operate from the airport with over two million passengers handled annuallyAs of April 2008 there are about 4340 weekly flights operated by 80 airlines to over 116 cities in 59 countries An important contributor to the Singapore economy 13000 people are employed at the airport The airport accounts for over S$45 billion in output

In 2007 the airport handled a record 36701556 passengers a 48 increase over the 2006 fiscal year This made it the 19th busiest airport in the world and the fifth busiest in Asia by passenger traffic in 2007 In addition to being an important passenger traffic hub the airport is one of the busiest cargo airports in the world handling 189 million tonnes of cargo in 2007 Incentives like the Air Hub Development Fund first introduced in 2003 have proven effective in attracting airlines here A new S$300 million fund to strengthen Changis hub status will start in 2007 when the S$210 million fund expires in 2006 The new S $175 billion Terminal 3 opened on 9 January 2008 and Terminal 1 will be upgraded along the lines of the renovated Terminal 2 with the latter costing S$240 million Changi has been courting both premium and budget travellers with the opening of a commercially important persons terminal by JetQuay and a S$45 million Budget Terminal in 2006

Since its opening in 1981 the airport has made its mark in the aviation industry as a benchmark for service excellence winning over 280 awards in a 20-year period from 1987 to 2007 and with 19 Best Airport awards won in 2007 alone Changi Airports efforts to counter the onset of age include periodic physical upgrades to its existing terminals building of new facilities and taking steps to provide a high level of customer service

The airport has a development policy of always building years ahead of demand to help to avoid congestion problems common in major airports and maintain high service standards While the original master plan details plans for two passenger terminals there have been provisions to provide for long-term expansion initiatives including the allocation of space for a third terminal planned to have a physical configuration mirroring that of Terminal 2 Changing needs in the aviation industry led to reviews in the master plan resulting in the decision to cater to the high-end as well as budget sectors of the air travel industry Although the pioneering airport to conceptualise and construct a Budget Terminal in Asia it became operational on 26 March 2006 a few days after the opening of a similar terminal in Kuala Lumpur and was officially opened on 31 October 2006 A dedicated stand-alone Commercially Important Person (CIP) terminal operated by JetQuay

started operations on 15 August 2006 and officially opened on 29 September 2006 It is the first luxury airport terminal in Asia Even as new terminals are being built the airport continuously upgrades and expands its existing terminals

The master plan for the existing airport initially involved a dual-terminal and dual-runway configuration over Given limited land resources in Singapore the airport was designed for both current and future needs as the countrys primary airport The airport was designed to be capable of doubling in size using reclaimed land with enough space for two more runways and at least two new passenger terminal buildings

two phases with provisions for another two passenger terminals in the near future Phase 1 included the construction for the first passenger terminal the first runway 45 aircraft parking bays support facilities and structures including a large maintenance hangar the first fire station workshops and administrative offices an airfreight complex two cargo agents buildings in-flight catering kitchens and an 78 m (260 ft) control tower Construction for the second phase would commence immediately after the completion of Phase 1 and include the second runway 23 new aircraft parking bays in addition to the existing 45 bays a second fire station and a third cargo agent building

Changi Airport currently has five terminals Terminals 1 2 and 3 are directly connected with a common transit area with airside passengers being able to freely move between the terminals without going through immigration Transport within and between these three terminals is provided by people movers and the skytrain system although it is also possible to walk between the terminals on foot for landside visitors Situated beside Terminal 2 is JetQuay which has its own check-in facilities for premium passengers and where transportation to aircraft in any of the other terminals are by personal buggy The Budget Terminal purpose-built for low-cost carriers is physically separated from the main terminals towards the south where connections are possible via a free shuttle bus service to Terminal 2 All five terminals currently have a handling capacity of 687 million passengers a year spread over an area of 1045020 m2 (11248500 sq ft) Capacity will rise again to 73 million passengers a year when expansion works to the Budget Terminal are complete by early 2009

Changi Airport with all five terminals now cater to a spectrum of passengers The Budget Teminal is for cost conscious passengers Terminal 1 2 and 3 take care of the bulk of the travelers and the JetQuay CIP terminal target those who demand luxury when travelling

Budget Terminal Changi Airport was the second in Asia (after Kuala Lumpur International Airport) to open a dedicated terminal catering to the budget traveller The name of the Budget Terminal was decided as a result of a naming contest open to the public The terminal is not included in the numbering scheme even though it is the third terminal to be opened and Terminal 3 is actually the fifth terminal opened at the airport

In order to offer lower landing fees handling fees and airport taxes it cuts back on amenities such as aerobridges elaborate physical structures and decorations in the passenger terminal building The corridors used by arriving passengers are not air-conditioned although the main hall and departure lounges are A range of duty-free shops and Food and Beverage outlets and free internet terminals are available There is no transfer facility at the Budget Terminal Passengers who need to make transfers need to clear immigration collect their luggage clear customs make their way to the main terminal by taking the free shuttle buses and check-in again with the respective airline

In September 2008 expansion works costing $10 million will start and take seven months to complete When ready the terminal will be able to handle seven million passengers a year up from 27 million now There will also be more boarding gates check-in counters shops and dining options

Benchmarking of DIAL VS HEATHROW LondonAirport DIAL Heathrow LondonPassenger Movement Increased6 Decrease14

Cargo Tonnage Flat Increase66

Air Traffic Movement Increased8 Decreased05

BENCHMARKING

Airport DIAL(Rs cr)Heathrow London(Rs Cr)

Net Income 47293 103336Expenditure 37478 81659Depriciation and Ammortisation 988 2099Profit before Taxation 8828 21676Share Capital 2000 31536PersonnelStaff Cost 17251 16598Net Expenditure 37477 8166Subsidiary Companies 2

KPIKPI DIAL HEATHROW

Total Revenue Per ATM 2052 215858

Total Revenue Per Passenger 188 1542

Aero Revenue 650000000 264611368

ATU 52300000 127868780

Aero RevenueATM 14929 9014

Total Revenue000 ATUs 4051 4075262

Aero Revenue as of Total Cost 6200 28820

Aero Revenue as of Total Revenue 3600 4810

Aero RevenuePassenger 156 0632Commercial RevenuePassenger 273 907

COST KPICost KPI DIAL HEATHROWTotal CostATM 24410 38141

Total CostPassenger 250 267

Staff CostPassenger 55 266

Staff Cost as of Operating amp Staff Cost 6300 9980

PROFITABILITY RATIOS DIAL HEATHROW

Operating Profit 9 83

Operating Profitpassenger 18 1693

PassengersEmployee 2573 16145

PassengersATM 98 1426

Capex 4400 11370

EBIDTA as a of Turnover 2000 8330

Benchmarking of DIAL VS CHANGI (SINGAPORE)

Airport DIAL Changi SingaporePassenger Movement Increased6 Decreased06Cargo Tonnage Flat Decreased214Air Traffic Movement Increased8 Increased 74

Airport DIAL(Rs cr)Changi Singapore(Rs Cr)

Net Income 47293 2362Expenditure 37478 1880Depreciation and Amortization 988 1471Profit before Taxation 8828 6274Profit after Taxation 5666 4866Share Capital 2000 8261PersonnelStaff Cost 17251 10294Net Expenditure 37477 18952Subsidiary Companies 2 Bank Balance 3221 988Interest Income 023 41Operating profit before working capital changes 6324 2115Cash generated from operations 528 192Tax Paid 129 426Net Cash used in investing activities 318835 426Net Cash from financing activities 32885 1375

(Key Performance Indicator) KPI

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

Non-Aeronautical Services- means those services which provides for the benefits of passengers and for their convenience at airport there are some non-aeronautical services at glance -

1 Aircraft cleaning2 Airline Lounges3 Cargo handling4 Cargo terminals5 General aviation6 Ground handling7 Hangers8 Heavy maintenance9 Observation terrace10 BanksATMs11 Bureau de Change12 Business centre13 Conference centre14 Duty free sales15 Flight catering16 Freight consolidators17 General retail shops18 Hotels and motels19 Hotel reservation services20 Line maintenance21 Locker rental22 Logistic centers23 Messenger services24 Porter services25 RestaurantBars etc26 Special assistance27 Tourist information services28 Travel agencies29 Vehicle fuelling30 Vehicle rental31 Vehicle parking32 Vending machines33 Warehouses34 Welcoming services

Delhi International Airport Pvt Limited (DIAL)

bull DIAL is a consortium consisting of-

GMR 501

Fraport AG 100

Malaysian Airports Holding Berhad 100

IDF 39

AAI 260

bull May 3rd 2006 DIAL (Delhi International Airport Private Limited) took over operations of Indira Gandhi International Airport

bull DIAL is the new operator manager and developer of IGI Airport

bull Fraportrsquos role in JV is that of Airport Operator

bull The consortium holds a 30 year concession with a further 30 year option

bull AAI staff would be retained for three years those not wishing to join DIALWould revert to the Airport Authority of India in May 2009

DIAL was formed with the objectives of operating maintaining developing designing constructing upgrading modernizing financing and managing the IGI Airport at New Delhi OMDA was signed at the airport on the 4th day of April 2006 to undertake these functions

In January 2006 the consortium was awarded the concession to operate manage and develop the IGI Airport following an international competitive bidding process

OMDA along with SSA Shareholders Agreement CNS-ATM Agreement AOA Agreement State Government Support Agreement Lease Deed and Escrow Agreement were signed for the betterment of the Airport at New Delhi

Measures have been taken to provide state of the art facilities and other safety feature at the Airport Terminals However only the international ATM has shown an increase by 8 in the previous year Domestic ATM has been flat and has neither increased nor decreased substantially Somewhat similar has been the case with the passenger movement International passenger movement at the airport has increased by6 and he domestic movement has declined by 9 according to study Due to the major efforts by the organization the revenues over the year showed an increment being 5 and 33 for the Aeronautical and Non-Aeronautical incomes respectively The decline in cargo tonnage led to a decline in the expected cargo income by 22Through the

year shareholders funds and loan funds played a major role as the source of funds for the organization

The year 2008-2009 has shown major capital additions in the form of runway and terminal upgrading The additions involved additions of a new runway and introduction and upgrading of state of the art facilities at the IGI Airport Besides upgrading the existing terminals DIAL has already commissioned a new runway 11-29 at IGI Airport on September 25 2008 It has also inaugurated the new domestic departure terminal 1D (T1D) on 26th February 2009 T1D will increase the capacity of domestic departures to 10 million passengers per annum The new terminal has a modern 4 level in-line baggage handling system to eliminate baggage X-ray prior to check in spacious security hold area with extensive FampB and retail facilities special contact zone for passengers with special needs and baggage handling area on a separate level allowing greater space for passenger amenities In spite of net dues from other companies which amounted to a total of Rs 4510 crores approximately The company ensured provision of world class services to its passengers by signing in fresh contracts with world class renowned brands The organization ensured provision of world class services to its passengers by FampB services help desks complaint desks flight information counters etc were introduced to facilitate the passengers and increase the standards of the airport Safety and security being important aspects were taken care of and special facilities were set up within and outside the premises of the airport to ensure themISO90012000 certificate was achieved for certification CISF certificate was also successfully achieved

A consortium of 12 banks has signed the financing documents for loans aggregating to Rs 4986 crores during the year 2007-2008 Pending their utilization certain loan funds were invested in risk free short term investments Upon approval of shareholders the share capital was increased to Rs 2000 crores

DIALrsquos Vision

bull To build a world class airport by 2010

bull Achieve an ASQ Rating of 40 upon opening of T3

bull Train develop DIAL staff to deliver consistently outstanding customer service

bull Support the training and development of other stakeholders (eg Airport Police

Customs Immigration Aviation Security Airlines Ground Handlers

Concessionaires hellip) to raise awareness of importance of customer service

bull Establish systems processes infrastructure and attitude amongst airport staff to

support the realization of this vision

(Partners of DIAL)

GMR Group - GMR Group is a Bangalore headquartered global infrastructure major with interests in Agri-business Airports Energy Highways and Urban Infrastructure (including SEZ) Founded in 1978 by its Chairman GM Rao the Group has grown into a well diversified and professionally managed organisation Employing the public-private partnership model the Group has successfully implemented several infrastructure projects and is in the process of developing several others both in India and abroad

Airports Authority of India - AAI is responsible for the provision of airport infrastructure airport maintenance and air traffic control services in India AAI is constituted under the Airports Authority of India Act 1994 and is responsible for civil airports and civil passenger enclaves at defence airports

Frapor - Frankfurt Airport Services Worldwide is a global airport operator that offers comprehensive airport management services including terminal and traffic management baggage and cargo handling aviation ground handling aviation security and consulting It operates airports in Germany Turkey amp Peru Its flagship Frankfurt Main Airport is ranked amongst the top 10 airports in the world

Eraman Malaysia - Eraman Malaysia is the retail arm of Malaysian Airport Holdings Berhad (MAHB) It is largest airport retail and commercial property developer in Malaysia Eraman has more than 40 outlets at various international and domestic airports across Malaysia including world-famous Kuala Lumpur International Airport (KLIA)

India Development Fund - IDF is Indias largest private equity fund focused on infrastructure development in India with a corpus of Rs 8437 million The main investors are Infrastructure Development and Finance Corporation (IDFC-PE) Life Insurance Corporation of India State Bank Of India Bank of Baroda and Union Bank of India

(London Heathrow Airport)

London Heathrow Airport or Heathrow located in the London Borough of Hilling don is the largest and busiest airport in the United Kingdom It is the worlds third busiest airport for passenger traffic and it handles the most international passenger traffic in the world Heathrow is owned and operated by BAA which also owns and operates six other UK airports BAA is itself owned by an international consortium led by the Spanish Ferrovial Group Heathrow is the primary hub of British Airways BMI and Virgin Atlantic Heathrow Airport is used by over 90 airlines which fly to 170 destinations worldwide

Of Heathrows 67 million annual passengers 11 travel to UK destinations 43 are short-haul international travelers and 46 are long-haul The busiest single destination in terms of passenger numbers is New York with over 35 million passengers travelling between Heathrow and JFK Newark airports in 2007 The airport has five passenger terminals (Terminals 1 2 3 4 and 5) and a cargo terminal Terminal 5 opened to passengers on 27 March 2008 and will be fully completed with the opening of its second satellite building in 2010

Originally Heathrow had six runways arranged in three pairs at different angles with the passenger terminal in the centre With growth in the required length for runways Heathrow now has just two parallel runways running east-west Runway 23 a short runway for use in strong south-westerly winds was decommissioned in 2005 and now forms part of a taxiway

Policing of the airport is the responsibility of the aviation security unit of the Metropolitan Police although the army including armored vehicles of the Household Cavalry has occasionally been deployed to the airport during periods of heightened security Heathrows reputation for thefts has led to it sometimes being referred to as ldquoThiefrowrdquo

Heathrow airport has its own resident press corps consisting of six photographers and one TV crew serving all the major newspapers and television stations around the world

As BAA owns Londons three major airports and therefore has a monopolistic position the amount it is allowed to charge airlines to land aero planes at Heathrow is heavily regulated by the Civil Aviation Authority (CAA) Until 1 April 2003 the annual increase in landing charge per passenger was capped at inflation minus 3 From 2003 to 2007 charges increased by inflation plus 65 per year taking the fee to pound928 per passenger in 2007 In March 2008 the CAA announced that the charge would be allowed to increase by 235 to pound1280 from 1 April 2008 and by inflation plus 75 for each of the following four years

In addition air traffic between Heathrow and the United States was strictly governed by the countries bilateral Bermuda II treaty The treaty originally allowed only British Airways Pan Am and TWA to fly from Heathrow to the US In 1991 PAA and TWA sold their rights to United Airlines and American Airlines respectively and Virgin Atlantic was added to the list of airlines allowed to operate on these routes In 2002 American Airlines and British Airways announced

plans to coordinate the scheduling of their trans-Atlantic routes but plans were dropped after the United States Department of Transportation made approval conditional on the granting of further access slots to Heathrow to other US airlines American Airlines and British Airways considered the slots too valuable and dropped the plans The Bermuda bilateral agreement conflicted with the Right of Establishment of the United Kingdom in terms of its membership in the EU and as a consequence the UK was ordered to drop the agreement in 2004 A new open skies agreement was signed by the United States and the European Union on 30 April 2007 and came into effect on 30 March 2008Whilst the cost of landing at Heathrow is determined by the CAA and BAA the allocation of landing slots to airlines is carried out by Airport Co-ordination Limited (ACL)

Traffic and statistics- The operator of Heathrow BAA claims that Heathrow is the worlds busiest international airport but it is only the worlds third-busiest by total passenger traffic after Atlanta-Hartsfield-Jackson and Chicago OHare which are also international airports However Heathrow has the highest number of international passengers

In 2008 Heathrow was the busiest airport in Europe in terms of total passenger traffic (136 more passengers than at Paris-Charles de Gaulle Airport and 256 more than at Frankfurt Airport) but it was third behind Charles de Gaulle and Frankfurt in terms of plane movements (129 fewer landings and take offs than at Charles de Gaulle and 22 fewer than at Frankfurt) Heathrow airport was fourth in terms of cargo traffic (after Charles de Gaulle Frankfurt and Amsterdam Airport Schiphol)

In January 2009 the Transport Secretary Geoff Hoon announced that the UK government support the expansion of Heathrow by building a third runway (2200m) and sixth terminal building This decision follows the 2003 white paper on the future of air transport in the UK and a public consultation in November 2007 This was a controversial decision which met widespread opposition because of its greenhouse gas emissions destruction of local communities and noise and air pollution

A plan to make Heathrow an international railway exchange has also been proposed with the potential construction of Heathrow Hub railway station

(Hong Kong International Airport)

Hong Kong International Airport is the main airport in Hong Kong It is colloquially known as Chek Lap Kok Airport because it was built on the island of Chek Lap Kok by land reclamation and also to distinguish it from its predecessor the closed Kai Tak Airport

The airport opened for commercial operations in 1998 replacing Kai Tak and is an important regional trans-shipment centre passenger hub and gateway for destinations in Mainland China and the rest of Asia Despite a relatively short history Hong Kong International Airport has won seven Skytrax World Airport Awards in just ten years

HKIA also operates one of the worlds largest passenger terminal buildings and operates twenty-four hours a day In 2008 Hong Kong International Airport was the second busiest airport in the world in terms of cargo traffic handling 3656724 tons of cargo It was also the 12th busiest airport worldwide in terms of passenger throughput registering 47898000 HKIA is the primary hub for Cathay Pacific Dragon air Hong Kong Express Airways Hong Kong Airlines Air Hong Kong (cargo) and Asia Jet (private)

Chek Lap Kok Airport was designed as a replacement for the former Hong Kong International Airport (popularly known as Kai Tak Airport) originally built in 1925 Located in the densely built-up Kowloon City District with a single runway extending into Kowloon Bay Kai Tak had only limited room for expansion to cope with steadily increasing air traffic By the 1990s Kai Tak had become one of the worlds busiest airports ndash it far exceeded its annual passenger and cargo design capacities and one out of every three flights met delays largely due to lack of space for aircraft gates and a second runway In addition noise mitigation measures restricted nighttime flights as severe noise pollution was estimated to adversely affect at least 340000 people

Construction of the new airport was only part of the Airport Core Programme which also involved construction of new road and rail links to the airport with associated bridges and tunnels and major land reclamation projects on both Hong Kong Island and in Kowloon The project is the most expensive airport project ever according to Guinness World Records Construction of the new airport was voted as one of the Top 10 Construction Achievements of the 20th Century at the Con Expo conference in 1999

Opened on 6 July 1998 a week later than the new Kuala Lumpur International Airport it took six years and US$20 billion to build On that day at 625 am Cathay Pacifics CX889 was the first commercial flight to land at the airport pipping the original CX292 from Rome which was the scheduled first arrival The architects were Foster and Partners For three to five months after its opening it suffered various severe organisational mechanical and technical problems that almost crippled the airport Computer glitches were the main cause of the crisis At one time the government reopened the cargo terminal at Kai Tak Airport to handle freight traffic because of a breakdown at the new cargo terminal named Super Terminal One (ST1) However after six months the airport started to operate normally

Officially opened in June 2007 the second airport terminal called T2 (check-in facility only) is linked with the Airport Express Line with a new platform The terminal also features a new

shopping mall Sky Plaza providing a large variety of shops and restaurants together with a few entertainment facilities T2 also houses a 36-bay coach station for buses to and from mainland China and 56 airline check-in counters as well as customs and immigration facilities

Besides T2 the Sky City Nine Eagles Golf Course has been opened in 2007 whereas the second airport hotel the Hong Kong Sky City Marriott Hotel and a permanent cross-boundary ferry terminal the Sky Pier are slated to begin operation in 2008 and 2009 respectively Development around T2 also includes the Asia World-Expo which has started operation in late 2005

A study for the HKIA Master Plan 2030 is underway to examine whether and how infrastructures at HKIA - including airport access terminal and apron facilities and a new runway - should be developed to support the economic growth of Hong Kong and the region

Operations

The airport is operated by the Airport Authority Hong Kong a statutory body wholly owned by the Government of Hong Kong Special Administrative Region The Civil Aviation Department (CAD) is responsible for the provision of air traffic control services certification of Hong Kong registered aircraft monitoring of airlines on their compliance with bilateral Air Services Agreements and the regulation of general civil aviation activities

The airport has two parallel runways both of which are 3800 metres in length and 60 metres wide enabling them to cater to the next generation of aircraft The south runway has been given a Category II Precision Approach while the north runway has the higher Category IIIA rating which allows pilots to land in only 200 metre visibility The two runways have an ultimate capacity of over 60 aircraft movements an hour At present there are 49 frontal stands 28 remote stands and 25 cargo stands Five parking bays at the Northwest Concourse are already capable of accommodating the arrivals of the next generation of aircraft A satellite concourse with 10 frontal stands for narrow body aircraft is under construction to the north of the main concourse for commissioning by the end of 2009 bringing the total number of frontal stands at the airport to 59

The airport was the third busiest airport for passenger traffic in Asia in 2008 and the worlds second busiest airport for cargo traffic in 2008 In terms of international traffic the airport is the third busiest for passenger traffic and the busiest for cargo since its operation in 1998 There are 85 international airlines providing about 800 scheduled passenger and all-cargo flights each day between Hong Kong and some 150 destinations worldwide About 76 percent of these flights are operated with wide-bodied jets There is also an average of approximately 31 non-scheduled passenger and cargo flights each week

The operation of scheduled air services to and from Hong Kong is facilitated by air services agreements between Hong Kong and other countries Since the opening of HKIA the Hong Kong Special Administrative Region Government has implemented a policy of progressive liberalization of air services with the intention of promoting consumer choice and competition Many low-cost airlines have started various regional routes to compete head-on with full-service carriers on trunk routes

The airports long term expansion opportunities are subject to variables A proposal to build a third runway has been under feasibility study and consultation but would be very expensive as it would involve additional reclamation from deep waters and the building cost of the third runway may be

as high as the building cost of the entire airport On the other hand there exists only one airway between Hong Kong and mainland China and this single route is often and easily backed up causing delays on both sides In addition China requires that aircraft flying the single air route between Hong Kong and the mainland must be at an altitude of least 15000 feet Talks are underway to persuade the Chinese military to relax its airspace restriction in view of worsening air traffic congestion at the airport Other than that Hong Kong Airport Authority is cooperating with other airports in the area to relieve air traffic and in the future Shenzhen may act as a regional airport while Hong Kong receives all the international flights

The airport is one of the most accessible in operation today Despite its size the passenger terminal is designed for maximum convenience A simple layout and effective signage moving walkways and the automated people mover allow quick and easy movement throughout the building The airport also features the HKIA Automated People Mover a driverless people mover system consisting of 3 stations to provide fast transportation from the check-in area to the gates (and vice versa) These trains travel at 62 kmh and the service is provided for free to all passengers and crew

The airport has a total of 70 boarding gates with 63 jet bridge gates and seven virtual gates which are used as assembly points for passengers who are then ferried to the aircraft by apron buses Of the 63 jet bridges five are capable of handling the Airbus A380

Terminal 1

Terminal 1 of the HKIA is currently the third largest airport passenger terminal building in the world (570000 msup2) after Dubai International Airports Terminal 3 (over 1500000msup2) and Beijing Capital International Airports Terminal 3 (986000 msup2)

At its opening Terminal 1 was the largest airport passenger terminal building with a total gross floor area of 550000 msup2 It briefly conceded the status to Bangkoks Suvarnabhumi Airport (563000 msup2) when the latter opened on 15 September 2006 but reclaimed the title when the East Hall was expanded bring its total area to the current 570000 msup2 (The East Hall expansion included a 39000 msup2 expansion to Sky Mart a shopping mall) Terminal 1s title as the worlds largest was surrendered to Beijing Capital International Airports Terminal 3 on 29 February 2008

Terminal 2

Terminal 2 of the Hong Kong International Airport together with the Sky plaza opened on 28 February 2007 along with the opening of the Airport Stations Platform 3 It is only a check-in and processing facility for departing passengers with no gates or arrival facilities

Hong Kong Business Aviation Centre

The Hong Kong Business Aviation Centre (BAC) is located within the confines of the airport and has its own terminal and facilities separate from the public terminal It provides a full range of services for executive aircraft and passengers including passenger lounge private rooms and showers business centre facilities ground handling baggage handling fuelling security customs and flight planning

(Singapore Changi Airport)Singapore Changi Airport or simply Changi Airport is a major aviation hub in Asia particularly in the Southeast Asian region and is the main airport in Singapore Located in Changi on a site of 13 square kilometers (50 sq mi) it is about 172 kilometers (107 mi) north-east from the commercial centre

The airport is operated by the Civil Aviation Authority of Singapore (CAAS) and is the home base of Singapore Airlines Singapore Airlines Cargo SilkAir Tiger Airways Jetstar Asia Airways Valuair and Jett8 Airlines Cargo It is a hub for Garuda Indonesia and a secondary hub for Qantas which uses Singapore as the main stopover point for flights on the Kangaroo Route between Australia and Europe the latter being the largest foreign airline to operate from the airport with over two million passengers handled annuallyAs of April 2008 there are about 4340 weekly flights operated by 80 airlines to over 116 cities in 59 countries An important contributor to the Singapore economy 13000 people are employed at the airport The airport accounts for over S$45 billion in output

In 2007 the airport handled a record 36701556 passengers a 48 increase over the 2006 fiscal year This made it the 19th busiest airport in the world and the fifth busiest in Asia by passenger traffic in 2007 In addition to being an important passenger traffic hub the airport is one of the busiest cargo airports in the world handling 189 million tonnes of cargo in 2007 Incentives like the Air Hub Development Fund first introduced in 2003 have proven effective in attracting airlines here A new S$300 million fund to strengthen Changis hub status will start in 2007 when the S$210 million fund expires in 2006 The new S $175 billion Terminal 3 opened on 9 January 2008 and Terminal 1 will be upgraded along the lines of the renovated Terminal 2 with the latter costing S$240 million Changi has been courting both premium and budget travellers with the opening of a commercially important persons terminal by JetQuay and a S$45 million Budget Terminal in 2006

Since its opening in 1981 the airport has made its mark in the aviation industry as a benchmark for service excellence winning over 280 awards in a 20-year period from 1987 to 2007 and with 19 Best Airport awards won in 2007 alone Changi Airports efforts to counter the onset of age include periodic physical upgrades to its existing terminals building of new facilities and taking steps to provide a high level of customer service

The airport has a development policy of always building years ahead of demand to help to avoid congestion problems common in major airports and maintain high service standards While the original master plan details plans for two passenger terminals there have been provisions to provide for long-term expansion initiatives including the allocation of space for a third terminal planned to have a physical configuration mirroring that of Terminal 2 Changing needs in the aviation industry led to reviews in the master plan resulting in the decision to cater to the high-end as well as budget sectors of the air travel industry Although the pioneering airport to conceptualise and construct a Budget Terminal in Asia it became operational on 26 March 2006 a few days after the opening of a similar terminal in Kuala Lumpur and was officially opened on 31 October 2006 A dedicated stand-alone Commercially Important Person (CIP) terminal operated by JetQuay

started operations on 15 August 2006 and officially opened on 29 September 2006 It is the first luxury airport terminal in Asia Even as new terminals are being built the airport continuously upgrades and expands its existing terminals

The master plan for the existing airport initially involved a dual-terminal and dual-runway configuration over Given limited land resources in Singapore the airport was designed for both current and future needs as the countrys primary airport The airport was designed to be capable of doubling in size using reclaimed land with enough space for two more runways and at least two new passenger terminal buildings

two phases with provisions for another two passenger terminals in the near future Phase 1 included the construction for the first passenger terminal the first runway 45 aircraft parking bays support facilities and structures including a large maintenance hangar the first fire station workshops and administrative offices an airfreight complex two cargo agents buildings in-flight catering kitchens and an 78 m (260 ft) control tower Construction for the second phase would commence immediately after the completion of Phase 1 and include the second runway 23 new aircraft parking bays in addition to the existing 45 bays a second fire station and a third cargo agent building

Changi Airport currently has five terminals Terminals 1 2 and 3 are directly connected with a common transit area with airside passengers being able to freely move between the terminals without going through immigration Transport within and between these three terminals is provided by people movers and the skytrain system although it is also possible to walk between the terminals on foot for landside visitors Situated beside Terminal 2 is JetQuay which has its own check-in facilities for premium passengers and where transportation to aircraft in any of the other terminals are by personal buggy The Budget Terminal purpose-built for low-cost carriers is physically separated from the main terminals towards the south where connections are possible via a free shuttle bus service to Terminal 2 All five terminals currently have a handling capacity of 687 million passengers a year spread over an area of 1045020 m2 (11248500 sq ft) Capacity will rise again to 73 million passengers a year when expansion works to the Budget Terminal are complete by early 2009

Changi Airport with all five terminals now cater to a spectrum of passengers The Budget Teminal is for cost conscious passengers Terminal 1 2 and 3 take care of the bulk of the travelers and the JetQuay CIP terminal target those who demand luxury when travelling

Budget Terminal Changi Airport was the second in Asia (after Kuala Lumpur International Airport) to open a dedicated terminal catering to the budget traveller The name of the Budget Terminal was decided as a result of a naming contest open to the public The terminal is not included in the numbering scheme even though it is the third terminal to be opened and Terminal 3 is actually the fifth terminal opened at the airport

In order to offer lower landing fees handling fees and airport taxes it cuts back on amenities such as aerobridges elaborate physical structures and decorations in the passenger terminal building The corridors used by arriving passengers are not air-conditioned although the main hall and departure lounges are A range of duty-free shops and Food and Beverage outlets and free internet terminals are available There is no transfer facility at the Budget Terminal Passengers who need to make transfers need to clear immigration collect their luggage clear customs make their way to the main terminal by taking the free shuttle buses and check-in again with the respective airline

In September 2008 expansion works costing $10 million will start and take seven months to complete When ready the terminal will be able to handle seven million passengers a year up from 27 million now There will also be more boarding gates check-in counters shops and dining options

Benchmarking of DIAL VS HEATHROW LondonAirport DIAL Heathrow LondonPassenger Movement Increased6 Decrease14

Cargo Tonnage Flat Increase66

Air Traffic Movement Increased8 Decreased05

BENCHMARKING

Airport DIAL(Rs cr)Heathrow London(Rs Cr)

Net Income 47293 103336Expenditure 37478 81659Depriciation and Ammortisation 988 2099Profit before Taxation 8828 21676Share Capital 2000 31536PersonnelStaff Cost 17251 16598Net Expenditure 37477 8166Subsidiary Companies 2

KPIKPI DIAL HEATHROW

Total Revenue Per ATM 2052 215858

Total Revenue Per Passenger 188 1542

Aero Revenue 650000000 264611368

ATU 52300000 127868780

Aero RevenueATM 14929 9014

Total Revenue000 ATUs 4051 4075262

Aero Revenue as of Total Cost 6200 28820

Aero Revenue as of Total Revenue 3600 4810

Aero RevenuePassenger 156 0632Commercial RevenuePassenger 273 907

COST KPICost KPI DIAL HEATHROWTotal CostATM 24410 38141

Total CostPassenger 250 267

Staff CostPassenger 55 266

Staff Cost as of Operating amp Staff Cost 6300 9980

PROFITABILITY RATIOS DIAL HEATHROW

Operating Profit 9 83

Operating Profitpassenger 18 1693

PassengersEmployee 2573 16145

PassengersATM 98 1426

Capex 4400 11370

EBIDTA as a of Turnover 2000 8330

Benchmarking of DIAL VS CHANGI (SINGAPORE)

Airport DIAL Changi SingaporePassenger Movement Increased6 Decreased06Cargo Tonnage Flat Decreased214Air Traffic Movement Increased8 Increased 74

Airport DIAL(Rs cr)Changi Singapore(Rs Cr)

Net Income 47293 2362Expenditure 37478 1880Depreciation and Amortization 988 1471Profit before Taxation 8828 6274Profit after Taxation 5666 4866Share Capital 2000 8261PersonnelStaff Cost 17251 10294Net Expenditure 37477 18952Subsidiary Companies 2 Bank Balance 3221 988Interest Income 023 41Operating profit before working capital changes 6324 2115Cash generated from operations 528 192Tax Paid 129 426Net Cash used in investing activities 318835 426Net Cash from financing activities 32885 1375

(Key Performance Indicator) KPI

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

Delhi International Airport Pvt Limited (DIAL)

bull DIAL is a consortium consisting of-

GMR 501

Fraport AG 100

Malaysian Airports Holding Berhad 100

IDF 39

AAI 260

bull May 3rd 2006 DIAL (Delhi International Airport Private Limited) took over operations of Indira Gandhi International Airport

bull DIAL is the new operator manager and developer of IGI Airport

bull Fraportrsquos role in JV is that of Airport Operator

bull The consortium holds a 30 year concession with a further 30 year option

bull AAI staff would be retained for three years those not wishing to join DIALWould revert to the Airport Authority of India in May 2009

DIAL was formed with the objectives of operating maintaining developing designing constructing upgrading modernizing financing and managing the IGI Airport at New Delhi OMDA was signed at the airport on the 4th day of April 2006 to undertake these functions

In January 2006 the consortium was awarded the concession to operate manage and develop the IGI Airport following an international competitive bidding process

OMDA along with SSA Shareholders Agreement CNS-ATM Agreement AOA Agreement State Government Support Agreement Lease Deed and Escrow Agreement were signed for the betterment of the Airport at New Delhi

Measures have been taken to provide state of the art facilities and other safety feature at the Airport Terminals However only the international ATM has shown an increase by 8 in the previous year Domestic ATM has been flat and has neither increased nor decreased substantially Somewhat similar has been the case with the passenger movement International passenger movement at the airport has increased by6 and he domestic movement has declined by 9 according to study Due to the major efforts by the organization the revenues over the year showed an increment being 5 and 33 for the Aeronautical and Non-Aeronautical incomes respectively The decline in cargo tonnage led to a decline in the expected cargo income by 22Through the

year shareholders funds and loan funds played a major role as the source of funds for the organization

The year 2008-2009 has shown major capital additions in the form of runway and terminal upgrading The additions involved additions of a new runway and introduction and upgrading of state of the art facilities at the IGI Airport Besides upgrading the existing terminals DIAL has already commissioned a new runway 11-29 at IGI Airport on September 25 2008 It has also inaugurated the new domestic departure terminal 1D (T1D) on 26th February 2009 T1D will increase the capacity of domestic departures to 10 million passengers per annum The new terminal has a modern 4 level in-line baggage handling system to eliminate baggage X-ray prior to check in spacious security hold area with extensive FampB and retail facilities special contact zone for passengers with special needs and baggage handling area on a separate level allowing greater space for passenger amenities In spite of net dues from other companies which amounted to a total of Rs 4510 crores approximately The company ensured provision of world class services to its passengers by signing in fresh contracts with world class renowned brands The organization ensured provision of world class services to its passengers by FampB services help desks complaint desks flight information counters etc were introduced to facilitate the passengers and increase the standards of the airport Safety and security being important aspects were taken care of and special facilities were set up within and outside the premises of the airport to ensure themISO90012000 certificate was achieved for certification CISF certificate was also successfully achieved

A consortium of 12 banks has signed the financing documents for loans aggregating to Rs 4986 crores during the year 2007-2008 Pending their utilization certain loan funds were invested in risk free short term investments Upon approval of shareholders the share capital was increased to Rs 2000 crores

DIALrsquos Vision

bull To build a world class airport by 2010

bull Achieve an ASQ Rating of 40 upon opening of T3

bull Train develop DIAL staff to deliver consistently outstanding customer service

bull Support the training and development of other stakeholders (eg Airport Police

Customs Immigration Aviation Security Airlines Ground Handlers

Concessionaires hellip) to raise awareness of importance of customer service

bull Establish systems processes infrastructure and attitude amongst airport staff to

support the realization of this vision

(Partners of DIAL)

GMR Group - GMR Group is a Bangalore headquartered global infrastructure major with interests in Agri-business Airports Energy Highways and Urban Infrastructure (including SEZ) Founded in 1978 by its Chairman GM Rao the Group has grown into a well diversified and professionally managed organisation Employing the public-private partnership model the Group has successfully implemented several infrastructure projects and is in the process of developing several others both in India and abroad

Airports Authority of India - AAI is responsible for the provision of airport infrastructure airport maintenance and air traffic control services in India AAI is constituted under the Airports Authority of India Act 1994 and is responsible for civil airports and civil passenger enclaves at defence airports

Frapor - Frankfurt Airport Services Worldwide is a global airport operator that offers comprehensive airport management services including terminal and traffic management baggage and cargo handling aviation ground handling aviation security and consulting It operates airports in Germany Turkey amp Peru Its flagship Frankfurt Main Airport is ranked amongst the top 10 airports in the world

Eraman Malaysia - Eraman Malaysia is the retail arm of Malaysian Airport Holdings Berhad (MAHB) It is largest airport retail and commercial property developer in Malaysia Eraman has more than 40 outlets at various international and domestic airports across Malaysia including world-famous Kuala Lumpur International Airport (KLIA)

India Development Fund - IDF is Indias largest private equity fund focused on infrastructure development in India with a corpus of Rs 8437 million The main investors are Infrastructure Development and Finance Corporation (IDFC-PE) Life Insurance Corporation of India State Bank Of India Bank of Baroda and Union Bank of India

(London Heathrow Airport)

London Heathrow Airport or Heathrow located in the London Borough of Hilling don is the largest and busiest airport in the United Kingdom It is the worlds third busiest airport for passenger traffic and it handles the most international passenger traffic in the world Heathrow is owned and operated by BAA which also owns and operates six other UK airports BAA is itself owned by an international consortium led by the Spanish Ferrovial Group Heathrow is the primary hub of British Airways BMI and Virgin Atlantic Heathrow Airport is used by over 90 airlines which fly to 170 destinations worldwide

Of Heathrows 67 million annual passengers 11 travel to UK destinations 43 are short-haul international travelers and 46 are long-haul The busiest single destination in terms of passenger numbers is New York with over 35 million passengers travelling between Heathrow and JFK Newark airports in 2007 The airport has five passenger terminals (Terminals 1 2 3 4 and 5) and a cargo terminal Terminal 5 opened to passengers on 27 March 2008 and will be fully completed with the opening of its second satellite building in 2010

Originally Heathrow had six runways arranged in three pairs at different angles with the passenger terminal in the centre With growth in the required length for runways Heathrow now has just two parallel runways running east-west Runway 23 a short runway for use in strong south-westerly winds was decommissioned in 2005 and now forms part of a taxiway

Policing of the airport is the responsibility of the aviation security unit of the Metropolitan Police although the army including armored vehicles of the Household Cavalry has occasionally been deployed to the airport during periods of heightened security Heathrows reputation for thefts has led to it sometimes being referred to as ldquoThiefrowrdquo

Heathrow airport has its own resident press corps consisting of six photographers and one TV crew serving all the major newspapers and television stations around the world

As BAA owns Londons three major airports and therefore has a monopolistic position the amount it is allowed to charge airlines to land aero planes at Heathrow is heavily regulated by the Civil Aviation Authority (CAA) Until 1 April 2003 the annual increase in landing charge per passenger was capped at inflation minus 3 From 2003 to 2007 charges increased by inflation plus 65 per year taking the fee to pound928 per passenger in 2007 In March 2008 the CAA announced that the charge would be allowed to increase by 235 to pound1280 from 1 April 2008 and by inflation plus 75 for each of the following four years

In addition air traffic between Heathrow and the United States was strictly governed by the countries bilateral Bermuda II treaty The treaty originally allowed only British Airways Pan Am and TWA to fly from Heathrow to the US In 1991 PAA and TWA sold their rights to United Airlines and American Airlines respectively and Virgin Atlantic was added to the list of airlines allowed to operate on these routes In 2002 American Airlines and British Airways announced

plans to coordinate the scheduling of their trans-Atlantic routes but plans were dropped after the United States Department of Transportation made approval conditional on the granting of further access slots to Heathrow to other US airlines American Airlines and British Airways considered the slots too valuable and dropped the plans The Bermuda bilateral agreement conflicted with the Right of Establishment of the United Kingdom in terms of its membership in the EU and as a consequence the UK was ordered to drop the agreement in 2004 A new open skies agreement was signed by the United States and the European Union on 30 April 2007 and came into effect on 30 March 2008Whilst the cost of landing at Heathrow is determined by the CAA and BAA the allocation of landing slots to airlines is carried out by Airport Co-ordination Limited (ACL)

Traffic and statistics- The operator of Heathrow BAA claims that Heathrow is the worlds busiest international airport but it is only the worlds third-busiest by total passenger traffic after Atlanta-Hartsfield-Jackson and Chicago OHare which are also international airports However Heathrow has the highest number of international passengers

In 2008 Heathrow was the busiest airport in Europe in terms of total passenger traffic (136 more passengers than at Paris-Charles de Gaulle Airport and 256 more than at Frankfurt Airport) but it was third behind Charles de Gaulle and Frankfurt in terms of plane movements (129 fewer landings and take offs than at Charles de Gaulle and 22 fewer than at Frankfurt) Heathrow airport was fourth in terms of cargo traffic (after Charles de Gaulle Frankfurt and Amsterdam Airport Schiphol)

In January 2009 the Transport Secretary Geoff Hoon announced that the UK government support the expansion of Heathrow by building a third runway (2200m) and sixth terminal building This decision follows the 2003 white paper on the future of air transport in the UK and a public consultation in November 2007 This was a controversial decision which met widespread opposition because of its greenhouse gas emissions destruction of local communities and noise and air pollution

A plan to make Heathrow an international railway exchange has also been proposed with the potential construction of Heathrow Hub railway station

(Hong Kong International Airport)

Hong Kong International Airport is the main airport in Hong Kong It is colloquially known as Chek Lap Kok Airport because it was built on the island of Chek Lap Kok by land reclamation and also to distinguish it from its predecessor the closed Kai Tak Airport

The airport opened for commercial operations in 1998 replacing Kai Tak and is an important regional trans-shipment centre passenger hub and gateway for destinations in Mainland China and the rest of Asia Despite a relatively short history Hong Kong International Airport has won seven Skytrax World Airport Awards in just ten years

HKIA also operates one of the worlds largest passenger terminal buildings and operates twenty-four hours a day In 2008 Hong Kong International Airport was the second busiest airport in the world in terms of cargo traffic handling 3656724 tons of cargo It was also the 12th busiest airport worldwide in terms of passenger throughput registering 47898000 HKIA is the primary hub for Cathay Pacific Dragon air Hong Kong Express Airways Hong Kong Airlines Air Hong Kong (cargo) and Asia Jet (private)

Chek Lap Kok Airport was designed as a replacement for the former Hong Kong International Airport (popularly known as Kai Tak Airport) originally built in 1925 Located in the densely built-up Kowloon City District with a single runway extending into Kowloon Bay Kai Tak had only limited room for expansion to cope with steadily increasing air traffic By the 1990s Kai Tak had become one of the worlds busiest airports ndash it far exceeded its annual passenger and cargo design capacities and one out of every three flights met delays largely due to lack of space for aircraft gates and a second runway In addition noise mitigation measures restricted nighttime flights as severe noise pollution was estimated to adversely affect at least 340000 people

Construction of the new airport was only part of the Airport Core Programme which also involved construction of new road and rail links to the airport with associated bridges and tunnels and major land reclamation projects on both Hong Kong Island and in Kowloon The project is the most expensive airport project ever according to Guinness World Records Construction of the new airport was voted as one of the Top 10 Construction Achievements of the 20th Century at the Con Expo conference in 1999

Opened on 6 July 1998 a week later than the new Kuala Lumpur International Airport it took six years and US$20 billion to build On that day at 625 am Cathay Pacifics CX889 was the first commercial flight to land at the airport pipping the original CX292 from Rome which was the scheduled first arrival The architects were Foster and Partners For three to five months after its opening it suffered various severe organisational mechanical and technical problems that almost crippled the airport Computer glitches were the main cause of the crisis At one time the government reopened the cargo terminal at Kai Tak Airport to handle freight traffic because of a breakdown at the new cargo terminal named Super Terminal One (ST1) However after six months the airport started to operate normally

Officially opened in June 2007 the second airport terminal called T2 (check-in facility only) is linked with the Airport Express Line with a new platform The terminal also features a new

shopping mall Sky Plaza providing a large variety of shops and restaurants together with a few entertainment facilities T2 also houses a 36-bay coach station for buses to and from mainland China and 56 airline check-in counters as well as customs and immigration facilities

Besides T2 the Sky City Nine Eagles Golf Course has been opened in 2007 whereas the second airport hotel the Hong Kong Sky City Marriott Hotel and a permanent cross-boundary ferry terminal the Sky Pier are slated to begin operation in 2008 and 2009 respectively Development around T2 also includes the Asia World-Expo which has started operation in late 2005

A study for the HKIA Master Plan 2030 is underway to examine whether and how infrastructures at HKIA - including airport access terminal and apron facilities and a new runway - should be developed to support the economic growth of Hong Kong and the region

Operations

The airport is operated by the Airport Authority Hong Kong a statutory body wholly owned by the Government of Hong Kong Special Administrative Region The Civil Aviation Department (CAD) is responsible for the provision of air traffic control services certification of Hong Kong registered aircraft monitoring of airlines on their compliance with bilateral Air Services Agreements and the regulation of general civil aviation activities

The airport has two parallel runways both of which are 3800 metres in length and 60 metres wide enabling them to cater to the next generation of aircraft The south runway has been given a Category II Precision Approach while the north runway has the higher Category IIIA rating which allows pilots to land in only 200 metre visibility The two runways have an ultimate capacity of over 60 aircraft movements an hour At present there are 49 frontal stands 28 remote stands and 25 cargo stands Five parking bays at the Northwest Concourse are already capable of accommodating the arrivals of the next generation of aircraft A satellite concourse with 10 frontal stands for narrow body aircraft is under construction to the north of the main concourse for commissioning by the end of 2009 bringing the total number of frontal stands at the airport to 59

The airport was the third busiest airport for passenger traffic in Asia in 2008 and the worlds second busiest airport for cargo traffic in 2008 In terms of international traffic the airport is the third busiest for passenger traffic and the busiest for cargo since its operation in 1998 There are 85 international airlines providing about 800 scheduled passenger and all-cargo flights each day between Hong Kong and some 150 destinations worldwide About 76 percent of these flights are operated with wide-bodied jets There is also an average of approximately 31 non-scheduled passenger and cargo flights each week

The operation of scheduled air services to and from Hong Kong is facilitated by air services agreements between Hong Kong and other countries Since the opening of HKIA the Hong Kong Special Administrative Region Government has implemented a policy of progressive liberalization of air services with the intention of promoting consumer choice and competition Many low-cost airlines have started various regional routes to compete head-on with full-service carriers on trunk routes

The airports long term expansion opportunities are subject to variables A proposal to build a third runway has been under feasibility study and consultation but would be very expensive as it would involve additional reclamation from deep waters and the building cost of the third runway may be

as high as the building cost of the entire airport On the other hand there exists only one airway between Hong Kong and mainland China and this single route is often and easily backed up causing delays on both sides In addition China requires that aircraft flying the single air route between Hong Kong and the mainland must be at an altitude of least 15000 feet Talks are underway to persuade the Chinese military to relax its airspace restriction in view of worsening air traffic congestion at the airport Other than that Hong Kong Airport Authority is cooperating with other airports in the area to relieve air traffic and in the future Shenzhen may act as a regional airport while Hong Kong receives all the international flights

The airport is one of the most accessible in operation today Despite its size the passenger terminal is designed for maximum convenience A simple layout and effective signage moving walkways and the automated people mover allow quick and easy movement throughout the building The airport also features the HKIA Automated People Mover a driverless people mover system consisting of 3 stations to provide fast transportation from the check-in area to the gates (and vice versa) These trains travel at 62 kmh and the service is provided for free to all passengers and crew

The airport has a total of 70 boarding gates with 63 jet bridge gates and seven virtual gates which are used as assembly points for passengers who are then ferried to the aircraft by apron buses Of the 63 jet bridges five are capable of handling the Airbus A380

Terminal 1

Terminal 1 of the HKIA is currently the third largest airport passenger terminal building in the world (570000 msup2) after Dubai International Airports Terminal 3 (over 1500000msup2) and Beijing Capital International Airports Terminal 3 (986000 msup2)

At its opening Terminal 1 was the largest airport passenger terminal building with a total gross floor area of 550000 msup2 It briefly conceded the status to Bangkoks Suvarnabhumi Airport (563000 msup2) when the latter opened on 15 September 2006 but reclaimed the title when the East Hall was expanded bring its total area to the current 570000 msup2 (The East Hall expansion included a 39000 msup2 expansion to Sky Mart a shopping mall) Terminal 1s title as the worlds largest was surrendered to Beijing Capital International Airports Terminal 3 on 29 February 2008

Terminal 2

Terminal 2 of the Hong Kong International Airport together with the Sky plaza opened on 28 February 2007 along with the opening of the Airport Stations Platform 3 It is only a check-in and processing facility for departing passengers with no gates or arrival facilities

Hong Kong Business Aviation Centre

The Hong Kong Business Aviation Centre (BAC) is located within the confines of the airport and has its own terminal and facilities separate from the public terminal It provides a full range of services for executive aircraft and passengers including passenger lounge private rooms and showers business centre facilities ground handling baggage handling fuelling security customs and flight planning

(Singapore Changi Airport)Singapore Changi Airport or simply Changi Airport is a major aviation hub in Asia particularly in the Southeast Asian region and is the main airport in Singapore Located in Changi on a site of 13 square kilometers (50 sq mi) it is about 172 kilometers (107 mi) north-east from the commercial centre

The airport is operated by the Civil Aviation Authority of Singapore (CAAS) and is the home base of Singapore Airlines Singapore Airlines Cargo SilkAir Tiger Airways Jetstar Asia Airways Valuair and Jett8 Airlines Cargo It is a hub for Garuda Indonesia and a secondary hub for Qantas which uses Singapore as the main stopover point for flights on the Kangaroo Route between Australia and Europe the latter being the largest foreign airline to operate from the airport with over two million passengers handled annuallyAs of April 2008 there are about 4340 weekly flights operated by 80 airlines to over 116 cities in 59 countries An important contributor to the Singapore economy 13000 people are employed at the airport The airport accounts for over S$45 billion in output

In 2007 the airport handled a record 36701556 passengers a 48 increase over the 2006 fiscal year This made it the 19th busiest airport in the world and the fifth busiest in Asia by passenger traffic in 2007 In addition to being an important passenger traffic hub the airport is one of the busiest cargo airports in the world handling 189 million tonnes of cargo in 2007 Incentives like the Air Hub Development Fund first introduced in 2003 have proven effective in attracting airlines here A new S$300 million fund to strengthen Changis hub status will start in 2007 when the S$210 million fund expires in 2006 The new S $175 billion Terminal 3 opened on 9 January 2008 and Terminal 1 will be upgraded along the lines of the renovated Terminal 2 with the latter costing S$240 million Changi has been courting both premium and budget travellers with the opening of a commercially important persons terminal by JetQuay and a S$45 million Budget Terminal in 2006

Since its opening in 1981 the airport has made its mark in the aviation industry as a benchmark for service excellence winning over 280 awards in a 20-year period from 1987 to 2007 and with 19 Best Airport awards won in 2007 alone Changi Airports efforts to counter the onset of age include periodic physical upgrades to its existing terminals building of new facilities and taking steps to provide a high level of customer service

The airport has a development policy of always building years ahead of demand to help to avoid congestion problems common in major airports and maintain high service standards While the original master plan details plans for two passenger terminals there have been provisions to provide for long-term expansion initiatives including the allocation of space for a third terminal planned to have a physical configuration mirroring that of Terminal 2 Changing needs in the aviation industry led to reviews in the master plan resulting in the decision to cater to the high-end as well as budget sectors of the air travel industry Although the pioneering airport to conceptualise and construct a Budget Terminal in Asia it became operational on 26 March 2006 a few days after the opening of a similar terminal in Kuala Lumpur and was officially opened on 31 October 2006 A dedicated stand-alone Commercially Important Person (CIP) terminal operated by JetQuay

started operations on 15 August 2006 and officially opened on 29 September 2006 It is the first luxury airport terminal in Asia Even as new terminals are being built the airport continuously upgrades and expands its existing terminals

The master plan for the existing airport initially involved a dual-terminal and dual-runway configuration over Given limited land resources in Singapore the airport was designed for both current and future needs as the countrys primary airport The airport was designed to be capable of doubling in size using reclaimed land with enough space for two more runways and at least two new passenger terminal buildings

two phases with provisions for another two passenger terminals in the near future Phase 1 included the construction for the first passenger terminal the first runway 45 aircraft parking bays support facilities and structures including a large maintenance hangar the first fire station workshops and administrative offices an airfreight complex two cargo agents buildings in-flight catering kitchens and an 78 m (260 ft) control tower Construction for the second phase would commence immediately after the completion of Phase 1 and include the second runway 23 new aircraft parking bays in addition to the existing 45 bays a second fire station and a third cargo agent building

Changi Airport currently has five terminals Terminals 1 2 and 3 are directly connected with a common transit area with airside passengers being able to freely move between the terminals without going through immigration Transport within and between these three terminals is provided by people movers and the skytrain system although it is also possible to walk between the terminals on foot for landside visitors Situated beside Terminal 2 is JetQuay which has its own check-in facilities for premium passengers and where transportation to aircraft in any of the other terminals are by personal buggy The Budget Terminal purpose-built for low-cost carriers is physically separated from the main terminals towards the south where connections are possible via a free shuttle bus service to Terminal 2 All five terminals currently have a handling capacity of 687 million passengers a year spread over an area of 1045020 m2 (11248500 sq ft) Capacity will rise again to 73 million passengers a year when expansion works to the Budget Terminal are complete by early 2009

Changi Airport with all five terminals now cater to a spectrum of passengers The Budget Teminal is for cost conscious passengers Terminal 1 2 and 3 take care of the bulk of the travelers and the JetQuay CIP terminal target those who demand luxury when travelling

Budget Terminal Changi Airport was the second in Asia (after Kuala Lumpur International Airport) to open a dedicated terminal catering to the budget traveller The name of the Budget Terminal was decided as a result of a naming contest open to the public The terminal is not included in the numbering scheme even though it is the third terminal to be opened and Terminal 3 is actually the fifth terminal opened at the airport

In order to offer lower landing fees handling fees and airport taxes it cuts back on amenities such as aerobridges elaborate physical structures and decorations in the passenger terminal building The corridors used by arriving passengers are not air-conditioned although the main hall and departure lounges are A range of duty-free shops and Food and Beverage outlets and free internet terminals are available There is no transfer facility at the Budget Terminal Passengers who need to make transfers need to clear immigration collect their luggage clear customs make their way to the main terminal by taking the free shuttle buses and check-in again with the respective airline

In September 2008 expansion works costing $10 million will start and take seven months to complete When ready the terminal will be able to handle seven million passengers a year up from 27 million now There will also be more boarding gates check-in counters shops and dining options

Benchmarking of DIAL VS HEATHROW LondonAirport DIAL Heathrow LondonPassenger Movement Increased6 Decrease14

Cargo Tonnage Flat Increase66

Air Traffic Movement Increased8 Decreased05

BENCHMARKING

Airport DIAL(Rs cr)Heathrow London(Rs Cr)

Net Income 47293 103336Expenditure 37478 81659Depriciation and Ammortisation 988 2099Profit before Taxation 8828 21676Share Capital 2000 31536PersonnelStaff Cost 17251 16598Net Expenditure 37477 8166Subsidiary Companies 2

KPIKPI DIAL HEATHROW

Total Revenue Per ATM 2052 215858

Total Revenue Per Passenger 188 1542

Aero Revenue 650000000 264611368

ATU 52300000 127868780

Aero RevenueATM 14929 9014

Total Revenue000 ATUs 4051 4075262

Aero Revenue as of Total Cost 6200 28820

Aero Revenue as of Total Revenue 3600 4810

Aero RevenuePassenger 156 0632Commercial RevenuePassenger 273 907

COST KPICost KPI DIAL HEATHROWTotal CostATM 24410 38141

Total CostPassenger 250 267

Staff CostPassenger 55 266

Staff Cost as of Operating amp Staff Cost 6300 9980

PROFITABILITY RATIOS DIAL HEATHROW

Operating Profit 9 83

Operating Profitpassenger 18 1693

PassengersEmployee 2573 16145

PassengersATM 98 1426

Capex 4400 11370

EBIDTA as a of Turnover 2000 8330

Benchmarking of DIAL VS CHANGI (SINGAPORE)

Airport DIAL Changi SingaporePassenger Movement Increased6 Decreased06Cargo Tonnage Flat Decreased214Air Traffic Movement Increased8 Increased 74

Airport DIAL(Rs cr)Changi Singapore(Rs Cr)

Net Income 47293 2362Expenditure 37478 1880Depreciation and Amortization 988 1471Profit before Taxation 8828 6274Profit after Taxation 5666 4866Share Capital 2000 8261PersonnelStaff Cost 17251 10294Net Expenditure 37477 18952Subsidiary Companies 2 Bank Balance 3221 988Interest Income 023 41Operating profit before working capital changes 6324 2115Cash generated from operations 528 192Tax Paid 129 426Net Cash used in investing activities 318835 426Net Cash from financing activities 32885 1375

(Key Performance Indicator) KPI

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

year shareholders funds and loan funds played a major role as the source of funds for the organization

The year 2008-2009 has shown major capital additions in the form of runway and terminal upgrading The additions involved additions of a new runway and introduction and upgrading of state of the art facilities at the IGI Airport Besides upgrading the existing terminals DIAL has already commissioned a new runway 11-29 at IGI Airport on September 25 2008 It has also inaugurated the new domestic departure terminal 1D (T1D) on 26th February 2009 T1D will increase the capacity of domestic departures to 10 million passengers per annum The new terminal has a modern 4 level in-line baggage handling system to eliminate baggage X-ray prior to check in spacious security hold area with extensive FampB and retail facilities special contact zone for passengers with special needs and baggage handling area on a separate level allowing greater space for passenger amenities In spite of net dues from other companies which amounted to a total of Rs 4510 crores approximately The company ensured provision of world class services to its passengers by signing in fresh contracts with world class renowned brands The organization ensured provision of world class services to its passengers by FampB services help desks complaint desks flight information counters etc were introduced to facilitate the passengers and increase the standards of the airport Safety and security being important aspects were taken care of and special facilities were set up within and outside the premises of the airport to ensure themISO90012000 certificate was achieved for certification CISF certificate was also successfully achieved

A consortium of 12 banks has signed the financing documents for loans aggregating to Rs 4986 crores during the year 2007-2008 Pending their utilization certain loan funds were invested in risk free short term investments Upon approval of shareholders the share capital was increased to Rs 2000 crores

DIALrsquos Vision

bull To build a world class airport by 2010

bull Achieve an ASQ Rating of 40 upon opening of T3

bull Train develop DIAL staff to deliver consistently outstanding customer service

bull Support the training and development of other stakeholders (eg Airport Police

Customs Immigration Aviation Security Airlines Ground Handlers

Concessionaires hellip) to raise awareness of importance of customer service

bull Establish systems processes infrastructure and attitude amongst airport staff to

support the realization of this vision

(Partners of DIAL)

GMR Group - GMR Group is a Bangalore headquartered global infrastructure major with interests in Agri-business Airports Energy Highways and Urban Infrastructure (including SEZ) Founded in 1978 by its Chairman GM Rao the Group has grown into a well diversified and professionally managed organisation Employing the public-private partnership model the Group has successfully implemented several infrastructure projects and is in the process of developing several others both in India and abroad

Airports Authority of India - AAI is responsible for the provision of airport infrastructure airport maintenance and air traffic control services in India AAI is constituted under the Airports Authority of India Act 1994 and is responsible for civil airports and civil passenger enclaves at defence airports

Frapor - Frankfurt Airport Services Worldwide is a global airport operator that offers comprehensive airport management services including terminal and traffic management baggage and cargo handling aviation ground handling aviation security and consulting It operates airports in Germany Turkey amp Peru Its flagship Frankfurt Main Airport is ranked amongst the top 10 airports in the world

Eraman Malaysia - Eraman Malaysia is the retail arm of Malaysian Airport Holdings Berhad (MAHB) It is largest airport retail and commercial property developer in Malaysia Eraman has more than 40 outlets at various international and domestic airports across Malaysia including world-famous Kuala Lumpur International Airport (KLIA)

India Development Fund - IDF is Indias largest private equity fund focused on infrastructure development in India with a corpus of Rs 8437 million The main investors are Infrastructure Development and Finance Corporation (IDFC-PE) Life Insurance Corporation of India State Bank Of India Bank of Baroda and Union Bank of India

(London Heathrow Airport)

London Heathrow Airport or Heathrow located in the London Borough of Hilling don is the largest and busiest airport in the United Kingdom It is the worlds third busiest airport for passenger traffic and it handles the most international passenger traffic in the world Heathrow is owned and operated by BAA which also owns and operates six other UK airports BAA is itself owned by an international consortium led by the Spanish Ferrovial Group Heathrow is the primary hub of British Airways BMI and Virgin Atlantic Heathrow Airport is used by over 90 airlines which fly to 170 destinations worldwide

Of Heathrows 67 million annual passengers 11 travel to UK destinations 43 are short-haul international travelers and 46 are long-haul The busiest single destination in terms of passenger numbers is New York with over 35 million passengers travelling between Heathrow and JFK Newark airports in 2007 The airport has five passenger terminals (Terminals 1 2 3 4 and 5) and a cargo terminal Terminal 5 opened to passengers on 27 March 2008 and will be fully completed with the opening of its second satellite building in 2010

Originally Heathrow had six runways arranged in three pairs at different angles with the passenger terminal in the centre With growth in the required length for runways Heathrow now has just two parallel runways running east-west Runway 23 a short runway for use in strong south-westerly winds was decommissioned in 2005 and now forms part of a taxiway

Policing of the airport is the responsibility of the aviation security unit of the Metropolitan Police although the army including armored vehicles of the Household Cavalry has occasionally been deployed to the airport during periods of heightened security Heathrows reputation for thefts has led to it sometimes being referred to as ldquoThiefrowrdquo

Heathrow airport has its own resident press corps consisting of six photographers and one TV crew serving all the major newspapers and television stations around the world

As BAA owns Londons three major airports and therefore has a monopolistic position the amount it is allowed to charge airlines to land aero planes at Heathrow is heavily regulated by the Civil Aviation Authority (CAA) Until 1 April 2003 the annual increase in landing charge per passenger was capped at inflation minus 3 From 2003 to 2007 charges increased by inflation plus 65 per year taking the fee to pound928 per passenger in 2007 In March 2008 the CAA announced that the charge would be allowed to increase by 235 to pound1280 from 1 April 2008 and by inflation plus 75 for each of the following four years

In addition air traffic between Heathrow and the United States was strictly governed by the countries bilateral Bermuda II treaty The treaty originally allowed only British Airways Pan Am and TWA to fly from Heathrow to the US In 1991 PAA and TWA sold their rights to United Airlines and American Airlines respectively and Virgin Atlantic was added to the list of airlines allowed to operate on these routes In 2002 American Airlines and British Airways announced

plans to coordinate the scheduling of their trans-Atlantic routes but plans were dropped after the United States Department of Transportation made approval conditional on the granting of further access slots to Heathrow to other US airlines American Airlines and British Airways considered the slots too valuable and dropped the plans The Bermuda bilateral agreement conflicted with the Right of Establishment of the United Kingdom in terms of its membership in the EU and as a consequence the UK was ordered to drop the agreement in 2004 A new open skies agreement was signed by the United States and the European Union on 30 April 2007 and came into effect on 30 March 2008Whilst the cost of landing at Heathrow is determined by the CAA and BAA the allocation of landing slots to airlines is carried out by Airport Co-ordination Limited (ACL)

Traffic and statistics- The operator of Heathrow BAA claims that Heathrow is the worlds busiest international airport but it is only the worlds third-busiest by total passenger traffic after Atlanta-Hartsfield-Jackson and Chicago OHare which are also international airports However Heathrow has the highest number of international passengers

In 2008 Heathrow was the busiest airport in Europe in terms of total passenger traffic (136 more passengers than at Paris-Charles de Gaulle Airport and 256 more than at Frankfurt Airport) but it was third behind Charles de Gaulle and Frankfurt in terms of plane movements (129 fewer landings and take offs than at Charles de Gaulle and 22 fewer than at Frankfurt) Heathrow airport was fourth in terms of cargo traffic (after Charles de Gaulle Frankfurt and Amsterdam Airport Schiphol)

In January 2009 the Transport Secretary Geoff Hoon announced that the UK government support the expansion of Heathrow by building a third runway (2200m) and sixth terminal building This decision follows the 2003 white paper on the future of air transport in the UK and a public consultation in November 2007 This was a controversial decision which met widespread opposition because of its greenhouse gas emissions destruction of local communities and noise and air pollution

A plan to make Heathrow an international railway exchange has also been proposed with the potential construction of Heathrow Hub railway station

(Hong Kong International Airport)

Hong Kong International Airport is the main airport in Hong Kong It is colloquially known as Chek Lap Kok Airport because it was built on the island of Chek Lap Kok by land reclamation and also to distinguish it from its predecessor the closed Kai Tak Airport

The airport opened for commercial operations in 1998 replacing Kai Tak and is an important regional trans-shipment centre passenger hub and gateway for destinations in Mainland China and the rest of Asia Despite a relatively short history Hong Kong International Airport has won seven Skytrax World Airport Awards in just ten years

HKIA also operates one of the worlds largest passenger terminal buildings and operates twenty-four hours a day In 2008 Hong Kong International Airport was the second busiest airport in the world in terms of cargo traffic handling 3656724 tons of cargo It was also the 12th busiest airport worldwide in terms of passenger throughput registering 47898000 HKIA is the primary hub for Cathay Pacific Dragon air Hong Kong Express Airways Hong Kong Airlines Air Hong Kong (cargo) and Asia Jet (private)

Chek Lap Kok Airport was designed as a replacement for the former Hong Kong International Airport (popularly known as Kai Tak Airport) originally built in 1925 Located in the densely built-up Kowloon City District with a single runway extending into Kowloon Bay Kai Tak had only limited room for expansion to cope with steadily increasing air traffic By the 1990s Kai Tak had become one of the worlds busiest airports ndash it far exceeded its annual passenger and cargo design capacities and one out of every three flights met delays largely due to lack of space for aircraft gates and a second runway In addition noise mitigation measures restricted nighttime flights as severe noise pollution was estimated to adversely affect at least 340000 people

Construction of the new airport was only part of the Airport Core Programme which also involved construction of new road and rail links to the airport with associated bridges and tunnels and major land reclamation projects on both Hong Kong Island and in Kowloon The project is the most expensive airport project ever according to Guinness World Records Construction of the new airport was voted as one of the Top 10 Construction Achievements of the 20th Century at the Con Expo conference in 1999

Opened on 6 July 1998 a week later than the new Kuala Lumpur International Airport it took six years and US$20 billion to build On that day at 625 am Cathay Pacifics CX889 was the first commercial flight to land at the airport pipping the original CX292 from Rome which was the scheduled first arrival The architects were Foster and Partners For three to five months after its opening it suffered various severe organisational mechanical and technical problems that almost crippled the airport Computer glitches were the main cause of the crisis At one time the government reopened the cargo terminal at Kai Tak Airport to handle freight traffic because of a breakdown at the new cargo terminal named Super Terminal One (ST1) However after six months the airport started to operate normally

Officially opened in June 2007 the second airport terminal called T2 (check-in facility only) is linked with the Airport Express Line with a new platform The terminal also features a new

shopping mall Sky Plaza providing a large variety of shops and restaurants together with a few entertainment facilities T2 also houses a 36-bay coach station for buses to and from mainland China and 56 airline check-in counters as well as customs and immigration facilities

Besides T2 the Sky City Nine Eagles Golf Course has been opened in 2007 whereas the second airport hotel the Hong Kong Sky City Marriott Hotel and a permanent cross-boundary ferry terminal the Sky Pier are slated to begin operation in 2008 and 2009 respectively Development around T2 also includes the Asia World-Expo which has started operation in late 2005

A study for the HKIA Master Plan 2030 is underway to examine whether and how infrastructures at HKIA - including airport access terminal and apron facilities and a new runway - should be developed to support the economic growth of Hong Kong and the region

Operations

The airport is operated by the Airport Authority Hong Kong a statutory body wholly owned by the Government of Hong Kong Special Administrative Region The Civil Aviation Department (CAD) is responsible for the provision of air traffic control services certification of Hong Kong registered aircraft monitoring of airlines on their compliance with bilateral Air Services Agreements and the regulation of general civil aviation activities

The airport has two parallel runways both of which are 3800 metres in length and 60 metres wide enabling them to cater to the next generation of aircraft The south runway has been given a Category II Precision Approach while the north runway has the higher Category IIIA rating which allows pilots to land in only 200 metre visibility The two runways have an ultimate capacity of over 60 aircraft movements an hour At present there are 49 frontal stands 28 remote stands and 25 cargo stands Five parking bays at the Northwest Concourse are already capable of accommodating the arrivals of the next generation of aircraft A satellite concourse with 10 frontal stands for narrow body aircraft is under construction to the north of the main concourse for commissioning by the end of 2009 bringing the total number of frontal stands at the airport to 59

The airport was the third busiest airport for passenger traffic in Asia in 2008 and the worlds second busiest airport for cargo traffic in 2008 In terms of international traffic the airport is the third busiest for passenger traffic and the busiest for cargo since its operation in 1998 There are 85 international airlines providing about 800 scheduled passenger and all-cargo flights each day between Hong Kong and some 150 destinations worldwide About 76 percent of these flights are operated with wide-bodied jets There is also an average of approximately 31 non-scheduled passenger and cargo flights each week

The operation of scheduled air services to and from Hong Kong is facilitated by air services agreements between Hong Kong and other countries Since the opening of HKIA the Hong Kong Special Administrative Region Government has implemented a policy of progressive liberalization of air services with the intention of promoting consumer choice and competition Many low-cost airlines have started various regional routes to compete head-on with full-service carriers on trunk routes

The airports long term expansion opportunities are subject to variables A proposal to build a third runway has been under feasibility study and consultation but would be very expensive as it would involve additional reclamation from deep waters and the building cost of the third runway may be

as high as the building cost of the entire airport On the other hand there exists only one airway between Hong Kong and mainland China and this single route is often and easily backed up causing delays on both sides In addition China requires that aircraft flying the single air route between Hong Kong and the mainland must be at an altitude of least 15000 feet Talks are underway to persuade the Chinese military to relax its airspace restriction in view of worsening air traffic congestion at the airport Other than that Hong Kong Airport Authority is cooperating with other airports in the area to relieve air traffic and in the future Shenzhen may act as a regional airport while Hong Kong receives all the international flights

The airport is one of the most accessible in operation today Despite its size the passenger terminal is designed for maximum convenience A simple layout and effective signage moving walkways and the automated people mover allow quick and easy movement throughout the building The airport also features the HKIA Automated People Mover a driverless people mover system consisting of 3 stations to provide fast transportation from the check-in area to the gates (and vice versa) These trains travel at 62 kmh and the service is provided for free to all passengers and crew

The airport has a total of 70 boarding gates with 63 jet bridge gates and seven virtual gates which are used as assembly points for passengers who are then ferried to the aircraft by apron buses Of the 63 jet bridges five are capable of handling the Airbus A380

Terminal 1

Terminal 1 of the HKIA is currently the third largest airport passenger terminal building in the world (570000 msup2) after Dubai International Airports Terminal 3 (over 1500000msup2) and Beijing Capital International Airports Terminal 3 (986000 msup2)

At its opening Terminal 1 was the largest airport passenger terminal building with a total gross floor area of 550000 msup2 It briefly conceded the status to Bangkoks Suvarnabhumi Airport (563000 msup2) when the latter opened on 15 September 2006 but reclaimed the title when the East Hall was expanded bring its total area to the current 570000 msup2 (The East Hall expansion included a 39000 msup2 expansion to Sky Mart a shopping mall) Terminal 1s title as the worlds largest was surrendered to Beijing Capital International Airports Terminal 3 on 29 February 2008

Terminal 2

Terminal 2 of the Hong Kong International Airport together with the Sky plaza opened on 28 February 2007 along with the opening of the Airport Stations Platform 3 It is only a check-in and processing facility for departing passengers with no gates or arrival facilities

Hong Kong Business Aviation Centre

The Hong Kong Business Aviation Centre (BAC) is located within the confines of the airport and has its own terminal and facilities separate from the public terminal It provides a full range of services for executive aircraft and passengers including passenger lounge private rooms and showers business centre facilities ground handling baggage handling fuelling security customs and flight planning

(Singapore Changi Airport)Singapore Changi Airport or simply Changi Airport is a major aviation hub in Asia particularly in the Southeast Asian region and is the main airport in Singapore Located in Changi on a site of 13 square kilometers (50 sq mi) it is about 172 kilometers (107 mi) north-east from the commercial centre

The airport is operated by the Civil Aviation Authority of Singapore (CAAS) and is the home base of Singapore Airlines Singapore Airlines Cargo SilkAir Tiger Airways Jetstar Asia Airways Valuair and Jett8 Airlines Cargo It is a hub for Garuda Indonesia and a secondary hub for Qantas which uses Singapore as the main stopover point for flights on the Kangaroo Route between Australia and Europe the latter being the largest foreign airline to operate from the airport with over two million passengers handled annuallyAs of April 2008 there are about 4340 weekly flights operated by 80 airlines to over 116 cities in 59 countries An important contributor to the Singapore economy 13000 people are employed at the airport The airport accounts for over S$45 billion in output

In 2007 the airport handled a record 36701556 passengers a 48 increase over the 2006 fiscal year This made it the 19th busiest airport in the world and the fifth busiest in Asia by passenger traffic in 2007 In addition to being an important passenger traffic hub the airport is one of the busiest cargo airports in the world handling 189 million tonnes of cargo in 2007 Incentives like the Air Hub Development Fund first introduced in 2003 have proven effective in attracting airlines here A new S$300 million fund to strengthen Changis hub status will start in 2007 when the S$210 million fund expires in 2006 The new S $175 billion Terminal 3 opened on 9 January 2008 and Terminal 1 will be upgraded along the lines of the renovated Terminal 2 with the latter costing S$240 million Changi has been courting both premium and budget travellers with the opening of a commercially important persons terminal by JetQuay and a S$45 million Budget Terminal in 2006

Since its opening in 1981 the airport has made its mark in the aviation industry as a benchmark for service excellence winning over 280 awards in a 20-year period from 1987 to 2007 and with 19 Best Airport awards won in 2007 alone Changi Airports efforts to counter the onset of age include periodic physical upgrades to its existing terminals building of new facilities and taking steps to provide a high level of customer service

The airport has a development policy of always building years ahead of demand to help to avoid congestion problems common in major airports and maintain high service standards While the original master plan details plans for two passenger terminals there have been provisions to provide for long-term expansion initiatives including the allocation of space for a third terminal planned to have a physical configuration mirroring that of Terminal 2 Changing needs in the aviation industry led to reviews in the master plan resulting in the decision to cater to the high-end as well as budget sectors of the air travel industry Although the pioneering airport to conceptualise and construct a Budget Terminal in Asia it became operational on 26 March 2006 a few days after the opening of a similar terminal in Kuala Lumpur and was officially opened on 31 October 2006 A dedicated stand-alone Commercially Important Person (CIP) terminal operated by JetQuay

started operations on 15 August 2006 and officially opened on 29 September 2006 It is the first luxury airport terminal in Asia Even as new terminals are being built the airport continuously upgrades and expands its existing terminals

The master plan for the existing airport initially involved a dual-terminal and dual-runway configuration over Given limited land resources in Singapore the airport was designed for both current and future needs as the countrys primary airport The airport was designed to be capable of doubling in size using reclaimed land with enough space for two more runways and at least two new passenger terminal buildings

two phases with provisions for another two passenger terminals in the near future Phase 1 included the construction for the first passenger terminal the first runway 45 aircraft parking bays support facilities and structures including a large maintenance hangar the first fire station workshops and administrative offices an airfreight complex two cargo agents buildings in-flight catering kitchens and an 78 m (260 ft) control tower Construction for the second phase would commence immediately after the completion of Phase 1 and include the second runway 23 new aircraft parking bays in addition to the existing 45 bays a second fire station and a third cargo agent building

Changi Airport currently has five terminals Terminals 1 2 and 3 are directly connected with a common transit area with airside passengers being able to freely move between the terminals without going through immigration Transport within and between these three terminals is provided by people movers and the skytrain system although it is also possible to walk between the terminals on foot for landside visitors Situated beside Terminal 2 is JetQuay which has its own check-in facilities for premium passengers and where transportation to aircraft in any of the other terminals are by personal buggy The Budget Terminal purpose-built for low-cost carriers is physically separated from the main terminals towards the south where connections are possible via a free shuttle bus service to Terminal 2 All five terminals currently have a handling capacity of 687 million passengers a year spread over an area of 1045020 m2 (11248500 sq ft) Capacity will rise again to 73 million passengers a year when expansion works to the Budget Terminal are complete by early 2009

Changi Airport with all five terminals now cater to a spectrum of passengers The Budget Teminal is for cost conscious passengers Terminal 1 2 and 3 take care of the bulk of the travelers and the JetQuay CIP terminal target those who demand luxury when travelling

Budget Terminal Changi Airport was the second in Asia (after Kuala Lumpur International Airport) to open a dedicated terminal catering to the budget traveller The name of the Budget Terminal was decided as a result of a naming contest open to the public The terminal is not included in the numbering scheme even though it is the third terminal to be opened and Terminal 3 is actually the fifth terminal opened at the airport

In order to offer lower landing fees handling fees and airport taxes it cuts back on amenities such as aerobridges elaborate physical structures and decorations in the passenger terminal building The corridors used by arriving passengers are not air-conditioned although the main hall and departure lounges are A range of duty-free shops and Food and Beverage outlets and free internet terminals are available There is no transfer facility at the Budget Terminal Passengers who need to make transfers need to clear immigration collect their luggage clear customs make their way to the main terminal by taking the free shuttle buses and check-in again with the respective airline

In September 2008 expansion works costing $10 million will start and take seven months to complete When ready the terminal will be able to handle seven million passengers a year up from 27 million now There will also be more boarding gates check-in counters shops and dining options

Benchmarking of DIAL VS HEATHROW LondonAirport DIAL Heathrow LondonPassenger Movement Increased6 Decrease14

Cargo Tonnage Flat Increase66

Air Traffic Movement Increased8 Decreased05

BENCHMARKING

Airport DIAL(Rs cr)Heathrow London(Rs Cr)

Net Income 47293 103336Expenditure 37478 81659Depriciation and Ammortisation 988 2099Profit before Taxation 8828 21676Share Capital 2000 31536PersonnelStaff Cost 17251 16598Net Expenditure 37477 8166Subsidiary Companies 2

KPIKPI DIAL HEATHROW

Total Revenue Per ATM 2052 215858

Total Revenue Per Passenger 188 1542

Aero Revenue 650000000 264611368

ATU 52300000 127868780

Aero RevenueATM 14929 9014

Total Revenue000 ATUs 4051 4075262

Aero Revenue as of Total Cost 6200 28820

Aero Revenue as of Total Revenue 3600 4810

Aero RevenuePassenger 156 0632Commercial RevenuePassenger 273 907

COST KPICost KPI DIAL HEATHROWTotal CostATM 24410 38141

Total CostPassenger 250 267

Staff CostPassenger 55 266

Staff Cost as of Operating amp Staff Cost 6300 9980

PROFITABILITY RATIOS DIAL HEATHROW

Operating Profit 9 83

Operating Profitpassenger 18 1693

PassengersEmployee 2573 16145

PassengersATM 98 1426

Capex 4400 11370

EBIDTA as a of Turnover 2000 8330

Benchmarking of DIAL VS CHANGI (SINGAPORE)

Airport DIAL Changi SingaporePassenger Movement Increased6 Decreased06Cargo Tonnage Flat Decreased214Air Traffic Movement Increased8 Increased 74

Airport DIAL(Rs cr)Changi Singapore(Rs Cr)

Net Income 47293 2362Expenditure 37478 1880Depreciation and Amortization 988 1471Profit before Taxation 8828 6274Profit after Taxation 5666 4866Share Capital 2000 8261PersonnelStaff Cost 17251 10294Net Expenditure 37477 18952Subsidiary Companies 2 Bank Balance 3221 988Interest Income 023 41Operating profit before working capital changes 6324 2115Cash generated from operations 528 192Tax Paid 129 426Net Cash used in investing activities 318835 426Net Cash from financing activities 32885 1375

(Key Performance Indicator) KPI

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

(Partners of DIAL)

GMR Group - GMR Group is a Bangalore headquartered global infrastructure major with interests in Agri-business Airports Energy Highways and Urban Infrastructure (including SEZ) Founded in 1978 by its Chairman GM Rao the Group has grown into a well diversified and professionally managed organisation Employing the public-private partnership model the Group has successfully implemented several infrastructure projects and is in the process of developing several others both in India and abroad

Airports Authority of India - AAI is responsible for the provision of airport infrastructure airport maintenance and air traffic control services in India AAI is constituted under the Airports Authority of India Act 1994 and is responsible for civil airports and civil passenger enclaves at defence airports

Frapor - Frankfurt Airport Services Worldwide is a global airport operator that offers comprehensive airport management services including terminal and traffic management baggage and cargo handling aviation ground handling aviation security and consulting It operates airports in Germany Turkey amp Peru Its flagship Frankfurt Main Airport is ranked amongst the top 10 airports in the world

Eraman Malaysia - Eraman Malaysia is the retail arm of Malaysian Airport Holdings Berhad (MAHB) It is largest airport retail and commercial property developer in Malaysia Eraman has more than 40 outlets at various international and domestic airports across Malaysia including world-famous Kuala Lumpur International Airport (KLIA)

India Development Fund - IDF is Indias largest private equity fund focused on infrastructure development in India with a corpus of Rs 8437 million The main investors are Infrastructure Development and Finance Corporation (IDFC-PE) Life Insurance Corporation of India State Bank Of India Bank of Baroda and Union Bank of India

(London Heathrow Airport)

London Heathrow Airport or Heathrow located in the London Borough of Hilling don is the largest and busiest airport in the United Kingdom It is the worlds third busiest airport for passenger traffic and it handles the most international passenger traffic in the world Heathrow is owned and operated by BAA which also owns and operates six other UK airports BAA is itself owned by an international consortium led by the Spanish Ferrovial Group Heathrow is the primary hub of British Airways BMI and Virgin Atlantic Heathrow Airport is used by over 90 airlines which fly to 170 destinations worldwide

Of Heathrows 67 million annual passengers 11 travel to UK destinations 43 are short-haul international travelers and 46 are long-haul The busiest single destination in terms of passenger numbers is New York with over 35 million passengers travelling between Heathrow and JFK Newark airports in 2007 The airport has five passenger terminals (Terminals 1 2 3 4 and 5) and a cargo terminal Terminal 5 opened to passengers on 27 March 2008 and will be fully completed with the opening of its second satellite building in 2010

Originally Heathrow had six runways arranged in three pairs at different angles with the passenger terminal in the centre With growth in the required length for runways Heathrow now has just two parallel runways running east-west Runway 23 a short runway for use in strong south-westerly winds was decommissioned in 2005 and now forms part of a taxiway

Policing of the airport is the responsibility of the aviation security unit of the Metropolitan Police although the army including armored vehicles of the Household Cavalry has occasionally been deployed to the airport during periods of heightened security Heathrows reputation for thefts has led to it sometimes being referred to as ldquoThiefrowrdquo

Heathrow airport has its own resident press corps consisting of six photographers and one TV crew serving all the major newspapers and television stations around the world

As BAA owns Londons three major airports and therefore has a monopolistic position the amount it is allowed to charge airlines to land aero planes at Heathrow is heavily regulated by the Civil Aviation Authority (CAA) Until 1 April 2003 the annual increase in landing charge per passenger was capped at inflation minus 3 From 2003 to 2007 charges increased by inflation plus 65 per year taking the fee to pound928 per passenger in 2007 In March 2008 the CAA announced that the charge would be allowed to increase by 235 to pound1280 from 1 April 2008 and by inflation plus 75 for each of the following four years

In addition air traffic between Heathrow and the United States was strictly governed by the countries bilateral Bermuda II treaty The treaty originally allowed only British Airways Pan Am and TWA to fly from Heathrow to the US In 1991 PAA and TWA sold their rights to United Airlines and American Airlines respectively and Virgin Atlantic was added to the list of airlines allowed to operate on these routes In 2002 American Airlines and British Airways announced

plans to coordinate the scheduling of their trans-Atlantic routes but plans were dropped after the United States Department of Transportation made approval conditional on the granting of further access slots to Heathrow to other US airlines American Airlines and British Airways considered the slots too valuable and dropped the plans The Bermuda bilateral agreement conflicted with the Right of Establishment of the United Kingdom in terms of its membership in the EU and as a consequence the UK was ordered to drop the agreement in 2004 A new open skies agreement was signed by the United States and the European Union on 30 April 2007 and came into effect on 30 March 2008Whilst the cost of landing at Heathrow is determined by the CAA and BAA the allocation of landing slots to airlines is carried out by Airport Co-ordination Limited (ACL)

Traffic and statistics- The operator of Heathrow BAA claims that Heathrow is the worlds busiest international airport but it is only the worlds third-busiest by total passenger traffic after Atlanta-Hartsfield-Jackson and Chicago OHare which are also international airports However Heathrow has the highest number of international passengers

In 2008 Heathrow was the busiest airport in Europe in terms of total passenger traffic (136 more passengers than at Paris-Charles de Gaulle Airport and 256 more than at Frankfurt Airport) but it was third behind Charles de Gaulle and Frankfurt in terms of plane movements (129 fewer landings and take offs than at Charles de Gaulle and 22 fewer than at Frankfurt) Heathrow airport was fourth in terms of cargo traffic (after Charles de Gaulle Frankfurt and Amsterdam Airport Schiphol)

In January 2009 the Transport Secretary Geoff Hoon announced that the UK government support the expansion of Heathrow by building a third runway (2200m) and sixth terminal building This decision follows the 2003 white paper on the future of air transport in the UK and a public consultation in November 2007 This was a controversial decision which met widespread opposition because of its greenhouse gas emissions destruction of local communities and noise and air pollution

A plan to make Heathrow an international railway exchange has also been proposed with the potential construction of Heathrow Hub railway station

(Hong Kong International Airport)

Hong Kong International Airport is the main airport in Hong Kong It is colloquially known as Chek Lap Kok Airport because it was built on the island of Chek Lap Kok by land reclamation and also to distinguish it from its predecessor the closed Kai Tak Airport

The airport opened for commercial operations in 1998 replacing Kai Tak and is an important regional trans-shipment centre passenger hub and gateway for destinations in Mainland China and the rest of Asia Despite a relatively short history Hong Kong International Airport has won seven Skytrax World Airport Awards in just ten years

HKIA also operates one of the worlds largest passenger terminal buildings and operates twenty-four hours a day In 2008 Hong Kong International Airport was the second busiest airport in the world in terms of cargo traffic handling 3656724 tons of cargo It was also the 12th busiest airport worldwide in terms of passenger throughput registering 47898000 HKIA is the primary hub for Cathay Pacific Dragon air Hong Kong Express Airways Hong Kong Airlines Air Hong Kong (cargo) and Asia Jet (private)

Chek Lap Kok Airport was designed as a replacement for the former Hong Kong International Airport (popularly known as Kai Tak Airport) originally built in 1925 Located in the densely built-up Kowloon City District with a single runway extending into Kowloon Bay Kai Tak had only limited room for expansion to cope with steadily increasing air traffic By the 1990s Kai Tak had become one of the worlds busiest airports ndash it far exceeded its annual passenger and cargo design capacities and one out of every three flights met delays largely due to lack of space for aircraft gates and a second runway In addition noise mitigation measures restricted nighttime flights as severe noise pollution was estimated to adversely affect at least 340000 people

Construction of the new airport was only part of the Airport Core Programme which also involved construction of new road and rail links to the airport with associated bridges and tunnels and major land reclamation projects on both Hong Kong Island and in Kowloon The project is the most expensive airport project ever according to Guinness World Records Construction of the new airport was voted as one of the Top 10 Construction Achievements of the 20th Century at the Con Expo conference in 1999

Opened on 6 July 1998 a week later than the new Kuala Lumpur International Airport it took six years and US$20 billion to build On that day at 625 am Cathay Pacifics CX889 was the first commercial flight to land at the airport pipping the original CX292 from Rome which was the scheduled first arrival The architects were Foster and Partners For three to five months after its opening it suffered various severe organisational mechanical and technical problems that almost crippled the airport Computer glitches were the main cause of the crisis At one time the government reopened the cargo terminal at Kai Tak Airport to handle freight traffic because of a breakdown at the new cargo terminal named Super Terminal One (ST1) However after six months the airport started to operate normally

Officially opened in June 2007 the second airport terminal called T2 (check-in facility only) is linked with the Airport Express Line with a new platform The terminal also features a new

shopping mall Sky Plaza providing a large variety of shops and restaurants together with a few entertainment facilities T2 also houses a 36-bay coach station for buses to and from mainland China and 56 airline check-in counters as well as customs and immigration facilities

Besides T2 the Sky City Nine Eagles Golf Course has been opened in 2007 whereas the second airport hotel the Hong Kong Sky City Marriott Hotel and a permanent cross-boundary ferry terminal the Sky Pier are slated to begin operation in 2008 and 2009 respectively Development around T2 also includes the Asia World-Expo which has started operation in late 2005

A study for the HKIA Master Plan 2030 is underway to examine whether and how infrastructures at HKIA - including airport access terminal and apron facilities and a new runway - should be developed to support the economic growth of Hong Kong and the region

Operations

The airport is operated by the Airport Authority Hong Kong a statutory body wholly owned by the Government of Hong Kong Special Administrative Region The Civil Aviation Department (CAD) is responsible for the provision of air traffic control services certification of Hong Kong registered aircraft monitoring of airlines on their compliance with bilateral Air Services Agreements and the regulation of general civil aviation activities

The airport has two parallel runways both of which are 3800 metres in length and 60 metres wide enabling them to cater to the next generation of aircraft The south runway has been given a Category II Precision Approach while the north runway has the higher Category IIIA rating which allows pilots to land in only 200 metre visibility The two runways have an ultimate capacity of over 60 aircraft movements an hour At present there are 49 frontal stands 28 remote stands and 25 cargo stands Five parking bays at the Northwest Concourse are already capable of accommodating the arrivals of the next generation of aircraft A satellite concourse with 10 frontal stands for narrow body aircraft is under construction to the north of the main concourse for commissioning by the end of 2009 bringing the total number of frontal stands at the airport to 59

The airport was the third busiest airport for passenger traffic in Asia in 2008 and the worlds second busiest airport for cargo traffic in 2008 In terms of international traffic the airport is the third busiest for passenger traffic and the busiest for cargo since its operation in 1998 There are 85 international airlines providing about 800 scheduled passenger and all-cargo flights each day between Hong Kong and some 150 destinations worldwide About 76 percent of these flights are operated with wide-bodied jets There is also an average of approximately 31 non-scheduled passenger and cargo flights each week

The operation of scheduled air services to and from Hong Kong is facilitated by air services agreements between Hong Kong and other countries Since the opening of HKIA the Hong Kong Special Administrative Region Government has implemented a policy of progressive liberalization of air services with the intention of promoting consumer choice and competition Many low-cost airlines have started various regional routes to compete head-on with full-service carriers on trunk routes

The airports long term expansion opportunities are subject to variables A proposal to build a third runway has been under feasibility study and consultation but would be very expensive as it would involve additional reclamation from deep waters and the building cost of the third runway may be

as high as the building cost of the entire airport On the other hand there exists only one airway between Hong Kong and mainland China and this single route is often and easily backed up causing delays on both sides In addition China requires that aircraft flying the single air route between Hong Kong and the mainland must be at an altitude of least 15000 feet Talks are underway to persuade the Chinese military to relax its airspace restriction in view of worsening air traffic congestion at the airport Other than that Hong Kong Airport Authority is cooperating with other airports in the area to relieve air traffic and in the future Shenzhen may act as a regional airport while Hong Kong receives all the international flights

The airport is one of the most accessible in operation today Despite its size the passenger terminal is designed for maximum convenience A simple layout and effective signage moving walkways and the automated people mover allow quick and easy movement throughout the building The airport also features the HKIA Automated People Mover a driverless people mover system consisting of 3 stations to provide fast transportation from the check-in area to the gates (and vice versa) These trains travel at 62 kmh and the service is provided for free to all passengers and crew

The airport has a total of 70 boarding gates with 63 jet bridge gates and seven virtual gates which are used as assembly points for passengers who are then ferried to the aircraft by apron buses Of the 63 jet bridges five are capable of handling the Airbus A380

Terminal 1

Terminal 1 of the HKIA is currently the third largest airport passenger terminal building in the world (570000 msup2) after Dubai International Airports Terminal 3 (over 1500000msup2) and Beijing Capital International Airports Terminal 3 (986000 msup2)

At its opening Terminal 1 was the largest airport passenger terminal building with a total gross floor area of 550000 msup2 It briefly conceded the status to Bangkoks Suvarnabhumi Airport (563000 msup2) when the latter opened on 15 September 2006 but reclaimed the title when the East Hall was expanded bring its total area to the current 570000 msup2 (The East Hall expansion included a 39000 msup2 expansion to Sky Mart a shopping mall) Terminal 1s title as the worlds largest was surrendered to Beijing Capital International Airports Terminal 3 on 29 February 2008

Terminal 2

Terminal 2 of the Hong Kong International Airport together with the Sky plaza opened on 28 February 2007 along with the opening of the Airport Stations Platform 3 It is only a check-in and processing facility for departing passengers with no gates or arrival facilities

Hong Kong Business Aviation Centre

The Hong Kong Business Aviation Centre (BAC) is located within the confines of the airport and has its own terminal and facilities separate from the public terminal It provides a full range of services for executive aircraft and passengers including passenger lounge private rooms and showers business centre facilities ground handling baggage handling fuelling security customs and flight planning

(Singapore Changi Airport)Singapore Changi Airport or simply Changi Airport is a major aviation hub in Asia particularly in the Southeast Asian region and is the main airport in Singapore Located in Changi on a site of 13 square kilometers (50 sq mi) it is about 172 kilometers (107 mi) north-east from the commercial centre

The airport is operated by the Civil Aviation Authority of Singapore (CAAS) and is the home base of Singapore Airlines Singapore Airlines Cargo SilkAir Tiger Airways Jetstar Asia Airways Valuair and Jett8 Airlines Cargo It is a hub for Garuda Indonesia and a secondary hub for Qantas which uses Singapore as the main stopover point for flights on the Kangaroo Route between Australia and Europe the latter being the largest foreign airline to operate from the airport with over two million passengers handled annuallyAs of April 2008 there are about 4340 weekly flights operated by 80 airlines to over 116 cities in 59 countries An important contributor to the Singapore economy 13000 people are employed at the airport The airport accounts for over S$45 billion in output

In 2007 the airport handled a record 36701556 passengers a 48 increase over the 2006 fiscal year This made it the 19th busiest airport in the world and the fifth busiest in Asia by passenger traffic in 2007 In addition to being an important passenger traffic hub the airport is one of the busiest cargo airports in the world handling 189 million tonnes of cargo in 2007 Incentives like the Air Hub Development Fund first introduced in 2003 have proven effective in attracting airlines here A new S$300 million fund to strengthen Changis hub status will start in 2007 when the S$210 million fund expires in 2006 The new S $175 billion Terminal 3 opened on 9 January 2008 and Terminal 1 will be upgraded along the lines of the renovated Terminal 2 with the latter costing S$240 million Changi has been courting both premium and budget travellers with the opening of a commercially important persons terminal by JetQuay and a S$45 million Budget Terminal in 2006

Since its opening in 1981 the airport has made its mark in the aviation industry as a benchmark for service excellence winning over 280 awards in a 20-year period from 1987 to 2007 and with 19 Best Airport awards won in 2007 alone Changi Airports efforts to counter the onset of age include periodic physical upgrades to its existing terminals building of new facilities and taking steps to provide a high level of customer service

The airport has a development policy of always building years ahead of demand to help to avoid congestion problems common in major airports and maintain high service standards While the original master plan details plans for two passenger terminals there have been provisions to provide for long-term expansion initiatives including the allocation of space for a third terminal planned to have a physical configuration mirroring that of Terminal 2 Changing needs in the aviation industry led to reviews in the master plan resulting in the decision to cater to the high-end as well as budget sectors of the air travel industry Although the pioneering airport to conceptualise and construct a Budget Terminal in Asia it became operational on 26 March 2006 a few days after the opening of a similar terminal in Kuala Lumpur and was officially opened on 31 October 2006 A dedicated stand-alone Commercially Important Person (CIP) terminal operated by JetQuay

started operations on 15 August 2006 and officially opened on 29 September 2006 It is the first luxury airport terminal in Asia Even as new terminals are being built the airport continuously upgrades and expands its existing terminals

The master plan for the existing airport initially involved a dual-terminal and dual-runway configuration over Given limited land resources in Singapore the airport was designed for both current and future needs as the countrys primary airport The airport was designed to be capable of doubling in size using reclaimed land with enough space for two more runways and at least two new passenger terminal buildings

two phases with provisions for another two passenger terminals in the near future Phase 1 included the construction for the first passenger terminal the first runway 45 aircraft parking bays support facilities and structures including a large maintenance hangar the first fire station workshops and administrative offices an airfreight complex two cargo agents buildings in-flight catering kitchens and an 78 m (260 ft) control tower Construction for the second phase would commence immediately after the completion of Phase 1 and include the second runway 23 new aircraft parking bays in addition to the existing 45 bays a second fire station and a third cargo agent building

Changi Airport currently has five terminals Terminals 1 2 and 3 are directly connected with a common transit area with airside passengers being able to freely move between the terminals without going through immigration Transport within and between these three terminals is provided by people movers and the skytrain system although it is also possible to walk between the terminals on foot for landside visitors Situated beside Terminal 2 is JetQuay which has its own check-in facilities for premium passengers and where transportation to aircraft in any of the other terminals are by personal buggy The Budget Terminal purpose-built for low-cost carriers is physically separated from the main terminals towards the south where connections are possible via a free shuttle bus service to Terminal 2 All five terminals currently have a handling capacity of 687 million passengers a year spread over an area of 1045020 m2 (11248500 sq ft) Capacity will rise again to 73 million passengers a year when expansion works to the Budget Terminal are complete by early 2009

Changi Airport with all five terminals now cater to a spectrum of passengers The Budget Teminal is for cost conscious passengers Terminal 1 2 and 3 take care of the bulk of the travelers and the JetQuay CIP terminal target those who demand luxury when travelling

Budget Terminal Changi Airport was the second in Asia (after Kuala Lumpur International Airport) to open a dedicated terminal catering to the budget traveller The name of the Budget Terminal was decided as a result of a naming contest open to the public The terminal is not included in the numbering scheme even though it is the third terminal to be opened and Terminal 3 is actually the fifth terminal opened at the airport

In order to offer lower landing fees handling fees and airport taxes it cuts back on amenities such as aerobridges elaborate physical structures and decorations in the passenger terminal building The corridors used by arriving passengers are not air-conditioned although the main hall and departure lounges are A range of duty-free shops and Food and Beverage outlets and free internet terminals are available There is no transfer facility at the Budget Terminal Passengers who need to make transfers need to clear immigration collect their luggage clear customs make their way to the main terminal by taking the free shuttle buses and check-in again with the respective airline

In September 2008 expansion works costing $10 million will start and take seven months to complete When ready the terminal will be able to handle seven million passengers a year up from 27 million now There will also be more boarding gates check-in counters shops and dining options

Benchmarking of DIAL VS HEATHROW LondonAirport DIAL Heathrow LondonPassenger Movement Increased6 Decrease14

Cargo Tonnage Flat Increase66

Air Traffic Movement Increased8 Decreased05

BENCHMARKING

Airport DIAL(Rs cr)Heathrow London(Rs Cr)

Net Income 47293 103336Expenditure 37478 81659Depriciation and Ammortisation 988 2099Profit before Taxation 8828 21676Share Capital 2000 31536PersonnelStaff Cost 17251 16598Net Expenditure 37477 8166Subsidiary Companies 2

KPIKPI DIAL HEATHROW

Total Revenue Per ATM 2052 215858

Total Revenue Per Passenger 188 1542

Aero Revenue 650000000 264611368

ATU 52300000 127868780

Aero RevenueATM 14929 9014

Total Revenue000 ATUs 4051 4075262

Aero Revenue as of Total Cost 6200 28820

Aero Revenue as of Total Revenue 3600 4810

Aero RevenuePassenger 156 0632Commercial RevenuePassenger 273 907

COST KPICost KPI DIAL HEATHROWTotal CostATM 24410 38141

Total CostPassenger 250 267

Staff CostPassenger 55 266

Staff Cost as of Operating amp Staff Cost 6300 9980

PROFITABILITY RATIOS DIAL HEATHROW

Operating Profit 9 83

Operating Profitpassenger 18 1693

PassengersEmployee 2573 16145

PassengersATM 98 1426

Capex 4400 11370

EBIDTA as a of Turnover 2000 8330

Benchmarking of DIAL VS CHANGI (SINGAPORE)

Airport DIAL Changi SingaporePassenger Movement Increased6 Decreased06Cargo Tonnage Flat Decreased214Air Traffic Movement Increased8 Increased 74

Airport DIAL(Rs cr)Changi Singapore(Rs Cr)

Net Income 47293 2362Expenditure 37478 1880Depreciation and Amortization 988 1471Profit before Taxation 8828 6274Profit after Taxation 5666 4866Share Capital 2000 8261PersonnelStaff Cost 17251 10294Net Expenditure 37477 18952Subsidiary Companies 2 Bank Balance 3221 988Interest Income 023 41Operating profit before working capital changes 6324 2115Cash generated from operations 528 192Tax Paid 129 426Net Cash used in investing activities 318835 426Net Cash from financing activities 32885 1375

(Key Performance Indicator) KPI

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

(London Heathrow Airport)

London Heathrow Airport or Heathrow located in the London Borough of Hilling don is the largest and busiest airport in the United Kingdom It is the worlds third busiest airport for passenger traffic and it handles the most international passenger traffic in the world Heathrow is owned and operated by BAA which also owns and operates six other UK airports BAA is itself owned by an international consortium led by the Spanish Ferrovial Group Heathrow is the primary hub of British Airways BMI and Virgin Atlantic Heathrow Airport is used by over 90 airlines which fly to 170 destinations worldwide

Of Heathrows 67 million annual passengers 11 travel to UK destinations 43 are short-haul international travelers and 46 are long-haul The busiest single destination in terms of passenger numbers is New York with over 35 million passengers travelling between Heathrow and JFK Newark airports in 2007 The airport has five passenger terminals (Terminals 1 2 3 4 and 5) and a cargo terminal Terminal 5 opened to passengers on 27 March 2008 and will be fully completed with the opening of its second satellite building in 2010

Originally Heathrow had six runways arranged in three pairs at different angles with the passenger terminal in the centre With growth in the required length for runways Heathrow now has just two parallel runways running east-west Runway 23 a short runway for use in strong south-westerly winds was decommissioned in 2005 and now forms part of a taxiway

Policing of the airport is the responsibility of the aviation security unit of the Metropolitan Police although the army including armored vehicles of the Household Cavalry has occasionally been deployed to the airport during periods of heightened security Heathrows reputation for thefts has led to it sometimes being referred to as ldquoThiefrowrdquo

Heathrow airport has its own resident press corps consisting of six photographers and one TV crew serving all the major newspapers and television stations around the world

As BAA owns Londons three major airports and therefore has a monopolistic position the amount it is allowed to charge airlines to land aero planes at Heathrow is heavily regulated by the Civil Aviation Authority (CAA) Until 1 April 2003 the annual increase in landing charge per passenger was capped at inflation minus 3 From 2003 to 2007 charges increased by inflation plus 65 per year taking the fee to pound928 per passenger in 2007 In March 2008 the CAA announced that the charge would be allowed to increase by 235 to pound1280 from 1 April 2008 and by inflation plus 75 for each of the following four years

In addition air traffic between Heathrow and the United States was strictly governed by the countries bilateral Bermuda II treaty The treaty originally allowed only British Airways Pan Am and TWA to fly from Heathrow to the US In 1991 PAA and TWA sold their rights to United Airlines and American Airlines respectively and Virgin Atlantic was added to the list of airlines allowed to operate on these routes In 2002 American Airlines and British Airways announced

plans to coordinate the scheduling of their trans-Atlantic routes but plans were dropped after the United States Department of Transportation made approval conditional on the granting of further access slots to Heathrow to other US airlines American Airlines and British Airways considered the slots too valuable and dropped the plans The Bermuda bilateral agreement conflicted with the Right of Establishment of the United Kingdom in terms of its membership in the EU and as a consequence the UK was ordered to drop the agreement in 2004 A new open skies agreement was signed by the United States and the European Union on 30 April 2007 and came into effect on 30 March 2008Whilst the cost of landing at Heathrow is determined by the CAA and BAA the allocation of landing slots to airlines is carried out by Airport Co-ordination Limited (ACL)

Traffic and statistics- The operator of Heathrow BAA claims that Heathrow is the worlds busiest international airport but it is only the worlds third-busiest by total passenger traffic after Atlanta-Hartsfield-Jackson and Chicago OHare which are also international airports However Heathrow has the highest number of international passengers

In 2008 Heathrow was the busiest airport in Europe in terms of total passenger traffic (136 more passengers than at Paris-Charles de Gaulle Airport and 256 more than at Frankfurt Airport) but it was third behind Charles de Gaulle and Frankfurt in terms of plane movements (129 fewer landings and take offs than at Charles de Gaulle and 22 fewer than at Frankfurt) Heathrow airport was fourth in terms of cargo traffic (after Charles de Gaulle Frankfurt and Amsterdam Airport Schiphol)

In January 2009 the Transport Secretary Geoff Hoon announced that the UK government support the expansion of Heathrow by building a third runway (2200m) and sixth terminal building This decision follows the 2003 white paper on the future of air transport in the UK and a public consultation in November 2007 This was a controversial decision which met widespread opposition because of its greenhouse gas emissions destruction of local communities and noise and air pollution

A plan to make Heathrow an international railway exchange has also been proposed with the potential construction of Heathrow Hub railway station

(Hong Kong International Airport)

Hong Kong International Airport is the main airport in Hong Kong It is colloquially known as Chek Lap Kok Airport because it was built on the island of Chek Lap Kok by land reclamation and also to distinguish it from its predecessor the closed Kai Tak Airport

The airport opened for commercial operations in 1998 replacing Kai Tak and is an important regional trans-shipment centre passenger hub and gateway for destinations in Mainland China and the rest of Asia Despite a relatively short history Hong Kong International Airport has won seven Skytrax World Airport Awards in just ten years

HKIA also operates one of the worlds largest passenger terminal buildings and operates twenty-four hours a day In 2008 Hong Kong International Airport was the second busiest airport in the world in terms of cargo traffic handling 3656724 tons of cargo It was also the 12th busiest airport worldwide in terms of passenger throughput registering 47898000 HKIA is the primary hub for Cathay Pacific Dragon air Hong Kong Express Airways Hong Kong Airlines Air Hong Kong (cargo) and Asia Jet (private)

Chek Lap Kok Airport was designed as a replacement for the former Hong Kong International Airport (popularly known as Kai Tak Airport) originally built in 1925 Located in the densely built-up Kowloon City District with a single runway extending into Kowloon Bay Kai Tak had only limited room for expansion to cope with steadily increasing air traffic By the 1990s Kai Tak had become one of the worlds busiest airports ndash it far exceeded its annual passenger and cargo design capacities and one out of every three flights met delays largely due to lack of space for aircraft gates and a second runway In addition noise mitigation measures restricted nighttime flights as severe noise pollution was estimated to adversely affect at least 340000 people

Construction of the new airport was only part of the Airport Core Programme which also involved construction of new road and rail links to the airport with associated bridges and tunnels and major land reclamation projects on both Hong Kong Island and in Kowloon The project is the most expensive airport project ever according to Guinness World Records Construction of the new airport was voted as one of the Top 10 Construction Achievements of the 20th Century at the Con Expo conference in 1999

Opened on 6 July 1998 a week later than the new Kuala Lumpur International Airport it took six years and US$20 billion to build On that day at 625 am Cathay Pacifics CX889 was the first commercial flight to land at the airport pipping the original CX292 from Rome which was the scheduled first arrival The architects were Foster and Partners For three to five months after its opening it suffered various severe organisational mechanical and technical problems that almost crippled the airport Computer glitches were the main cause of the crisis At one time the government reopened the cargo terminal at Kai Tak Airport to handle freight traffic because of a breakdown at the new cargo terminal named Super Terminal One (ST1) However after six months the airport started to operate normally

Officially opened in June 2007 the second airport terminal called T2 (check-in facility only) is linked with the Airport Express Line with a new platform The terminal also features a new

shopping mall Sky Plaza providing a large variety of shops and restaurants together with a few entertainment facilities T2 also houses a 36-bay coach station for buses to and from mainland China and 56 airline check-in counters as well as customs and immigration facilities

Besides T2 the Sky City Nine Eagles Golf Course has been opened in 2007 whereas the second airport hotel the Hong Kong Sky City Marriott Hotel and a permanent cross-boundary ferry terminal the Sky Pier are slated to begin operation in 2008 and 2009 respectively Development around T2 also includes the Asia World-Expo which has started operation in late 2005

A study for the HKIA Master Plan 2030 is underway to examine whether and how infrastructures at HKIA - including airport access terminal and apron facilities and a new runway - should be developed to support the economic growth of Hong Kong and the region

Operations

The airport is operated by the Airport Authority Hong Kong a statutory body wholly owned by the Government of Hong Kong Special Administrative Region The Civil Aviation Department (CAD) is responsible for the provision of air traffic control services certification of Hong Kong registered aircraft monitoring of airlines on their compliance with bilateral Air Services Agreements and the regulation of general civil aviation activities

The airport has two parallel runways both of which are 3800 metres in length and 60 metres wide enabling them to cater to the next generation of aircraft The south runway has been given a Category II Precision Approach while the north runway has the higher Category IIIA rating which allows pilots to land in only 200 metre visibility The two runways have an ultimate capacity of over 60 aircraft movements an hour At present there are 49 frontal stands 28 remote stands and 25 cargo stands Five parking bays at the Northwest Concourse are already capable of accommodating the arrivals of the next generation of aircraft A satellite concourse with 10 frontal stands for narrow body aircraft is under construction to the north of the main concourse for commissioning by the end of 2009 bringing the total number of frontal stands at the airport to 59

The airport was the third busiest airport for passenger traffic in Asia in 2008 and the worlds second busiest airport for cargo traffic in 2008 In terms of international traffic the airport is the third busiest for passenger traffic and the busiest for cargo since its operation in 1998 There are 85 international airlines providing about 800 scheduled passenger and all-cargo flights each day between Hong Kong and some 150 destinations worldwide About 76 percent of these flights are operated with wide-bodied jets There is also an average of approximately 31 non-scheduled passenger and cargo flights each week

The operation of scheduled air services to and from Hong Kong is facilitated by air services agreements between Hong Kong and other countries Since the opening of HKIA the Hong Kong Special Administrative Region Government has implemented a policy of progressive liberalization of air services with the intention of promoting consumer choice and competition Many low-cost airlines have started various regional routes to compete head-on with full-service carriers on trunk routes

The airports long term expansion opportunities are subject to variables A proposal to build a third runway has been under feasibility study and consultation but would be very expensive as it would involve additional reclamation from deep waters and the building cost of the third runway may be

as high as the building cost of the entire airport On the other hand there exists only one airway between Hong Kong and mainland China and this single route is often and easily backed up causing delays on both sides In addition China requires that aircraft flying the single air route between Hong Kong and the mainland must be at an altitude of least 15000 feet Talks are underway to persuade the Chinese military to relax its airspace restriction in view of worsening air traffic congestion at the airport Other than that Hong Kong Airport Authority is cooperating with other airports in the area to relieve air traffic and in the future Shenzhen may act as a regional airport while Hong Kong receives all the international flights

The airport is one of the most accessible in operation today Despite its size the passenger terminal is designed for maximum convenience A simple layout and effective signage moving walkways and the automated people mover allow quick and easy movement throughout the building The airport also features the HKIA Automated People Mover a driverless people mover system consisting of 3 stations to provide fast transportation from the check-in area to the gates (and vice versa) These trains travel at 62 kmh and the service is provided for free to all passengers and crew

The airport has a total of 70 boarding gates with 63 jet bridge gates and seven virtual gates which are used as assembly points for passengers who are then ferried to the aircraft by apron buses Of the 63 jet bridges five are capable of handling the Airbus A380

Terminal 1

Terminal 1 of the HKIA is currently the third largest airport passenger terminal building in the world (570000 msup2) after Dubai International Airports Terminal 3 (over 1500000msup2) and Beijing Capital International Airports Terminal 3 (986000 msup2)

At its opening Terminal 1 was the largest airport passenger terminal building with a total gross floor area of 550000 msup2 It briefly conceded the status to Bangkoks Suvarnabhumi Airport (563000 msup2) when the latter opened on 15 September 2006 but reclaimed the title when the East Hall was expanded bring its total area to the current 570000 msup2 (The East Hall expansion included a 39000 msup2 expansion to Sky Mart a shopping mall) Terminal 1s title as the worlds largest was surrendered to Beijing Capital International Airports Terminal 3 on 29 February 2008

Terminal 2

Terminal 2 of the Hong Kong International Airport together with the Sky plaza opened on 28 February 2007 along with the opening of the Airport Stations Platform 3 It is only a check-in and processing facility for departing passengers with no gates or arrival facilities

Hong Kong Business Aviation Centre

The Hong Kong Business Aviation Centre (BAC) is located within the confines of the airport and has its own terminal and facilities separate from the public terminal It provides a full range of services for executive aircraft and passengers including passenger lounge private rooms and showers business centre facilities ground handling baggage handling fuelling security customs and flight planning

(Singapore Changi Airport)Singapore Changi Airport or simply Changi Airport is a major aviation hub in Asia particularly in the Southeast Asian region and is the main airport in Singapore Located in Changi on a site of 13 square kilometers (50 sq mi) it is about 172 kilometers (107 mi) north-east from the commercial centre

The airport is operated by the Civil Aviation Authority of Singapore (CAAS) and is the home base of Singapore Airlines Singapore Airlines Cargo SilkAir Tiger Airways Jetstar Asia Airways Valuair and Jett8 Airlines Cargo It is a hub for Garuda Indonesia and a secondary hub for Qantas which uses Singapore as the main stopover point for flights on the Kangaroo Route between Australia and Europe the latter being the largest foreign airline to operate from the airport with over two million passengers handled annuallyAs of April 2008 there are about 4340 weekly flights operated by 80 airlines to over 116 cities in 59 countries An important contributor to the Singapore economy 13000 people are employed at the airport The airport accounts for over S$45 billion in output

In 2007 the airport handled a record 36701556 passengers a 48 increase over the 2006 fiscal year This made it the 19th busiest airport in the world and the fifth busiest in Asia by passenger traffic in 2007 In addition to being an important passenger traffic hub the airport is one of the busiest cargo airports in the world handling 189 million tonnes of cargo in 2007 Incentives like the Air Hub Development Fund first introduced in 2003 have proven effective in attracting airlines here A new S$300 million fund to strengthen Changis hub status will start in 2007 when the S$210 million fund expires in 2006 The new S $175 billion Terminal 3 opened on 9 January 2008 and Terminal 1 will be upgraded along the lines of the renovated Terminal 2 with the latter costing S$240 million Changi has been courting both premium and budget travellers with the opening of a commercially important persons terminal by JetQuay and a S$45 million Budget Terminal in 2006

Since its opening in 1981 the airport has made its mark in the aviation industry as a benchmark for service excellence winning over 280 awards in a 20-year period from 1987 to 2007 and with 19 Best Airport awards won in 2007 alone Changi Airports efforts to counter the onset of age include periodic physical upgrades to its existing terminals building of new facilities and taking steps to provide a high level of customer service

The airport has a development policy of always building years ahead of demand to help to avoid congestion problems common in major airports and maintain high service standards While the original master plan details plans for two passenger terminals there have been provisions to provide for long-term expansion initiatives including the allocation of space for a third terminal planned to have a physical configuration mirroring that of Terminal 2 Changing needs in the aviation industry led to reviews in the master plan resulting in the decision to cater to the high-end as well as budget sectors of the air travel industry Although the pioneering airport to conceptualise and construct a Budget Terminal in Asia it became operational on 26 March 2006 a few days after the opening of a similar terminal in Kuala Lumpur and was officially opened on 31 October 2006 A dedicated stand-alone Commercially Important Person (CIP) terminal operated by JetQuay

started operations on 15 August 2006 and officially opened on 29 September 2006 It is the first luxury airport terminal in Asia Even as new terminals are being built the airport continuously upgrades and expands its existing terminals

The master plan for the existing airport initially involved a dual-terminal and dual-runway configuration over Given limited land resources in Singapore the airport was designed for both current and future needs as the countrys primary airport The airport was designed to be capable of doubling in size using reclaimed land with enough space for two more runways and at least two new passenger terminal buildings

two phases with provisions for another two passenger terminals in the near future Phase 1 included the construction for the first passenger terminal the first runway 45 aircraft parking bays support facilities and structures including a large maintenance hangar the first fire station workshops and administrative offices an airfreight complex two cargo agents buildings in-flight catering kitchens and an 78 m (260 ft) control tower Construction for the second phase would commence immediately after the completion of Phase 1 and include the second runway 23 new aircraft parking bays in addition to the existing 45 bays a second fire station and a third cargo agent building

Changi Airport currently has five terminals Terminals 1 2 and 3 are directly connected with a common transit area with airside passengers being able to freely move between the terminals without going through immigration Transport within and between these three terminals is provided by people movers and the skytrain system although it is also possible to walk between the terminals on foot for landside visitors Situated beside Terminal 2 is JetQuay which has its own check-in facilities for premium passengers and where transportation to aircraft in any of the other terminals are by personal buggy The Budget Terminal purpose-built for low-cost carriers is physically separated from the main terminals towards the south where connections are possible via a free shuttle bus service to Terminal 2 All five terminals currently have a handling capacity of 687 million passengers a year spread over an area of 1045020 m2 (11248500 sq ft) Capacity will rise again to 73 million passengers a year when expansion works to the Budget Terminal are complete by early 2009

Changi Airport with all five terminals now cater to a spectrum of passengers The Budget Teminal is for cost conscious passengers Terminal 1 2 and 3 take care of the bulk of the travelers and the JetQuay CIP terminal target those who demand luxury when travelling

Budget Terminal Changi Airport was the second in Asia (after Kuala Lumpur International Airport) to open a dedicated terminal catering to the budget traveller The name of the Budget Terminal was decided as a result of a naming contest open to the public The terminal is not included in the numbering scheme even though it is the third terminal to be opened and Terminal 3 is actually the fifth terminal opened at the airport

In order to offer lower landing fees handling fees and airport taxes it cuts back on amenities such as aerobridges elaborate physical structures and decorations in the passenger terminal building The corridors used by arriving passengers are not air-conditioned although the main hall and departure lounges are A range of duty-free shops and Food and Beverage outlets and free internet terminals are available There is no transfer facility at the Budget Terminal Passengers who need to make transfers need to clear immigration collect their luggage clear customs make their way to the main terminal by taking the free shuttle buses and check-in again with the respective airline

In September 2008 expansion works costing $10 million will start and take seven months to complete When ready the terminal will be able to handle seven million passengers a year up from 27 million now There will also be more boarding gates check-in counters shops and dining options

Benchmarking of DIAL VS HEATHROW LondonAirport DIAL Heathrow LondonPassenger Movement Increased6 Decrease14

Cargo Tonnage Flat Increase66

Air Traffic Movement Increased8 Decreased05

BENCHMARKING

Airport DIAL(Rs cr)Heathrow London(Rs Cr)

Net Income 47293 103336Expenditure 37478 81659Depriciation and Ammortisation 988 2099Profit before Taxation 8828 21676Share Capital 2000 31536PersonnelStaff Cost 17251 16598Net Expenditure 37477 8166Subsidiary Companies 2

KPIKPI DIAL HEATHROW

Total Revenue Per ATM 2052 215858

Total Revenue Per Passenger 188 1542

Aero Revenue 650000000 264611368

ATU 52300000 127868780

Aero RevenueATM 14929 9014

Total Revenue000 ATUs 4051 4075262

Aero Revenue as of Total Cost 6200 28820

Aero Revenue as of Total Revenue 3600 4810

Aero RevenuePassenger 156 0632Commercial RevenuePassenger 273 907

COST KPICost KPI DIAL HEATHROWTotal CostATM 24410 38141

Total CostPassenger 250 267

Staff CostPassenger 55 266

Staff Cost as of Operating amp Staff Cost 6300 9980

PROFITABILITY RATIOS DIAL HEATHROW

Operating Profit 9 83

Operating Profitpassenger 18 1693

PassengersEmployee 2573 16145

PassengersATM 98 1426

Capex 4400 11370

EBIDTA as a of Turnover 2000 8330

Benchmarking of DIAL VS CHANGI (SINGAPORE)

Airport DIAL Changi SingaporePassenger Movement Increased6 Decreased06Cargo Tonnage Flat Decreased214Air Traffic Movement Increased8 Increased 74

Airport DIAL(Rs cr)Changi Singapore(Rs Cr)

Net Income 47293 2362Expenditure 37478 1880Depreciation and Amortization 988 1471Profit before Taxation 8828 6274Profit after Taxation 5666 4866Share Capital 2000 8261PersonnelStaff Cost 17251 10294Net Expenditure 37477 18952Subsidiary Companies 2 Bank Balance 3221 988Interest Income 023 41Operating profit before working capital changes 6324 2115Cash generated from operations 528 192Tax Paid 129 426Net Cash used in investing activities 318835 426Net Cash from financing activities 32885 1375

(Key Performance Indicator) KPI

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

plans to coordinate the scheduling of their trans-Atlantic routes but plans were dropped after the United States Department of Transportation made approval conditional on the granting of further access slots to Heathrow to other US airlines American Airlines and British Airways considered the slots too valuable and dropped the plans The Bermuda bilateral agreement conflicted with the Right of Establishment of the United Kingdom in terms of its membership in the EU and as a consequence the UK was ordered to drop the agreement in 2004 A new open skies agreement was signed by the United States and the European Union on 30 April 2007 and came into effect on 30 March 2008Whilst the cost of landing at Heathrow is determined by the CAA and BAA the allocation of landing slots to airlines is carried out by Airport Co-ordination Limited (ACL)

Traffic and statistics- The operator of Heathrow BAA claims that Heathrow is the worlds busiest international airport but it is only the worlds third-busiest by total passenger traffic after Atlanta-Hartsfield-Jackson and Chicago OHare which are also international airports However Heathrow has the highest number of international passengers

In 2008 Heathrow was the busiest airport in Europe in terms of total passenger traffic (136 more passengers than at Paris-Charles de Gaulle Airport and 256 more than at Frankfurt Airport) but it was third behind Charles de Gaulle and Frankfurt in terms of plane movements (129 fewer landings and take offs than at Charles de Gaulle and 22 fewer than at Frankfurt) Heathrow airport was fourth in terms of cargo traffic (after Charles de Gaulle Frankfurt and Amsterdam Airport Schiphol)

In January 2009 the Transport Secretary Geoff Hoon announced that the UK government support the expansion of Heathrow by building a third runway (2200m) and sixth terminal building This decision follows the 2003 white paper on the future of air transport in the UK and a public consultation in November 2007 This was a controversial decision which met widespread opposition because of its greenhouse gas emissions destruction of local communities and noise and air pollution

A plan to make Heathrow an international railway exchange has also been proposed with the potential construction of Heathrow Hub railway station

(Hong Kong International Airport)

Hong Kong International Airport is the main airport in Hong Kong It is colloquially known as Chek Lap Kok Airport because it was built on the island of Chek Lap Kok by land reclamation and also to distinguish it from its predecessor the closed Kai Tak Airport

The airport opened for commercial operations in 1998 replacing Kai Tak and is an important regional trans-shipment centre passenger hub and gateway for destinations in Mainland China and the rest of Asia Despite a relatively short history Hong Kong International Airport has won seven Skytrax World Airport Awards in just ten years

HKIA also operates one of the worlds largest passenger terminal buildings and operates twenty-four hours a day In 2008 Hong Kong International Airport was the second busiest airport in the world in terms of cargo traffic handling 3656724 tons of cargo It was also the 12th busiest airport worldwide in terms of passenger throughput registering 47898000 HKIA is the primary hub for Cathay Pacific Dragon air Hong Kong Express Airways Hong Kong Airlines Air Hong Kong (cargo) and Asia Jet (private)

Chek Lap Kok Airport was designed as a replacement for the former Hong Kong International Airport (popularly known as Kai Tak Airport) originally built in 1925 Located in the densely built-up Kowloon City District with a single runway extending into Kowloon Bay Kai Tak had only limited room for expansion to cope with steadily increasing air traffic By the 1990s Kai Tak had become one of the worlds busiest airports ndash it far exceeded its annual passenger and cargo design capacities and one out of every three flights met delays largely due to lack of space for aircraft gates and a second runway In addition noise mitigation measures restricted nighttime flights as severe noise pollution was estimated to adversely affect at least 340000 people

Construction of the new airport was only part of the Airport Core Programme which also involved construction of new road and rail links to the airport with associated bridges and tunnels and major land reclamation projects on both Hong Kong Island and in Kowloon The project is the most expensive airport project ever according to Guinness World Records Construction of the new airport was voted as one of the Top 10 Construction Achievements of the 20th Century at the Con Expo conference in 1999

Opened on 6 July 1998 a week later than the new Kuala Lumpur International Airport it took six years and US$20 billion to build On that day at 625 am Cathay Pacifics CX889 was the first commercial flight to land at the airport pipping the original CX292 from Rome which was the scheduled first arrival The architects were Foster and Partners For three to five months after its opening it suffered various severe organisational mechanical and technical problems that almost crippled the airport Computer glitches were the main cause of the crisis At one time the government reopened the cargo terminal at Kai Tak Airport to handle freight traffic because of a breakdown at the new cargo terminal named Super Terminal One (ST1) However after six months the airport started to operate normally

Officially opened in June 2007 the second airport terminal called T2 (check-in facility only) is linked with the Airport Express Line with a new platform The terminal also features a new

shopping mall Sky Plaza providing a large variety of shops and restaurants together with a few entertainment facilities T2 also houses a 36-bay coach station for buses to and from mainland China and 56 airline check-in counters as well as customs and immigration facilities

Besides T2 the Sky City Nine Eagles Golf Course has been opened in 2007 whereas the second airport hotel the Hong Kong Sky City Marriott Hotel and a permanent cross-boundary ferry terminal the Sky Pier are slated to begin operation in 2008 and 2009 respectively Development around T2 also includes the Asia World-Expo which has started operation in late 2005

A study for the HKIA Master Plan 2030 is underway to examine whether and how infrastructures at HKIA - including airport access terminal and apron facilities and a new runway - should be developed to support the economic growth of Hong Kong and the region

Operations

The airport is operated by the Airport Authority Hong Kong a statutory body wholly owned by the Government of Hong Kong Special Administrative Region The Civil Aviation Department (CAD) is responsible for the provision of air traffic control services certification of Hong Kong registered aircraft monitoring of airlines on their compliance with bilateral Air Services Agreements and the regulation of general civil aviation activities

The airport has two parallel runways both of which are 3800 metres in length and 60 metres wide enabling them to cater to the next generation of aircraft The south runway has been given a Category II Precision Approach while the north runway has the higher Category IIIA rating which allows pilots to land in only 200 metre visibility The two runways have an ultimate capacity of over 60 aircraft movements an hour At present there are 49 frontal stands 28 remote stands and 25 cargo stands Five parking bays at the Northwest Concourse are already capable of accommodating the arrivals of the next generation of aircraft A satellite concourse with 10 frontal stands for narrow body aircraft is under construction to the north of the main concourse for commissioning by the end of 2009 bringing the total number of frontal stands at the airport to 59

The airport was the third busiest airport for passenger traffic in Asia in 2008 and the worlds second busiest airport for cargo traffic in 2008 In terms of international traffic the airport is the third busiest for passenger traffic and the busiest for cargo since its operation in 1998 There are 85 international airlines providing about 800 scheduled passenger and all-cargo flights each day between Hong Kong and some 150 destinations worldwide About 76 percent of these flights are operated with wide-bodied jets There is also an average of approximately 31 non-scheduled passenger and cargo flights each week

The operation of scheduled air services to and from Hong Kong is facilitated by air services agreements between Hong Kong and other countries Since the opening of HKIA the Hong Kong Special Administrative Region Government has implemented a policy of progressive liberalization of air services with the intention of promoting consumer choice and competition Many low-cost airlines have started various regional routes to compete head-on with full-service carriers on trunk routes

The airports long term expansion opportunities are subject to variables A proposal to build a third runway has been under feasibility study and consultation but would be very expensive as it would involve additional reclamation from deep waters and the building cost of the third runway may be

as high as the building cost of the entire airport On the other hand there exists only one airway between Hong Kong and mainland China and this single route is often and easily backed up causing delays on both sides In addition China requires that aircraft flying the single air route between Hong Kong and the mainland must be at an altitude of least 15000 feet Talks are underway to persuade the Chinese military to relax its airspace restriction in view of worsening air traffic congestion at the airport Other than that Hong Kong Airport Authority is cooperating with other airports in the area to relieve air traffic and in the future Shenzhen may act as a regional airport while Hong Kong receives all the international flights

The airport is one of the most accessible in operation today Despite its size the passenger terminal is designed for maximum convenience A simple layout and effective signage moving walkways and the automated people mover allow quick and easy movement throughout the building The airport also features the HKIA Automated People Mover a driverless people mover system consisting of 3 stations to provide fast transportation from the check-in area to the gates (and vice versa) These trains travel at 62 kmh and the service is provided for free to all passengers and crew

The airport has a total of 70 boarding gates with 63 jet bridge gates and seven virtual gates which are used as assembly points for passengers who are then ferried to the aircraft by apron buses Of the 63 jet bridges five are capable of handling the Airbus A380

Terminal 1

Terminal 1 of the HKIA is currently the third largest airport passenger terminal building in the world (570000 msup2) after Dubai International Airports Terminal 3 (over 1500000msup2) and Beijing Capital International Airports Terminal 3 (986000 msup2)

At its opening Terminal 1 was the largest airport passenger terminal building with a total gross floor area of 550000 msup2 It briefly conceded the status to Bangkoks Suvarnabhumi Airport (563000 msup2) when the latter opened on 15 September 2006 but reclaimed the title when the East Hall was expanded bring its total area to the current 570000 msup2 (The East Hall expansion included a 39000 msup2 expansion to Sky Mart a shopping mall) Terminal 1s title as the worlds largest was surrendered to Beijing Capital International Airports Terminal 3 on 29 February 2008

Terminal 2

Terminal 2 of the Hong Kong International Airport together with the Sky plaza opened on 28 February 2007 along with the opening of the Airport Stations Platform 3 It is only a check-in and processing facility for departing passengers with no gates or arrival facilities

Hong Kong Business Aviation Centre

The Hong Kong Business Aviation Centre (BAC) is located within the confines of the airport and has its own terminal and facilities separate from the public terminal It provides a full range of services for executive aircraft and passengers including passenger lounge private rooms and showers business centre facilities ground handling baggage handling fuelling security customs and flight planning

(Singapore Changi Airport)Singapore Changi Airport or simply Changi Airport is a major aviation hub in Asia particularly in the Southeast Asian region and is the main airport in Singapore Located in Changi on a site of 13 square kilometers (50 sq mi) it is about 172 kilometers (107 mi) north-east from the commercial centre

The airport is operated by the Civil Aviation Authority of Singapore (CAAS) and is the home base of Singapore Airlines Singapore Airlines Cargo SilkAir Tiger Airways Jetstar Asia Airways Valuair and Jett8 Airlines Cargo It is a hub for Garuda Indonesia and a secondary hub for Qantas which uses Singapore as the main stopover point for flights on the Kangaroo Route between Australia and Europe the latter being the largest foreign airline to operate from the airport with over two million passengers handled annuallyAs of April 2008 there are about 4340 weekly flights operated by 80 airlines to over 116 cities in 59 countries An important contributor to the Singapore economy 13000 people are employed at the airport The airport accounts for over S$45 billion in output

In 2007 the airport handled a record 36701556 passengers a 48 increase over the 2006 fiscal year This made it the 19th busiest airport in the world and the fifth busiest in Asia by passenger traffic in 2007 In addition to being an important passenger traffic hub the airport is one of the busiest cargo airports in the world handling 189 million tonnes of cargo in 2007 Incentives like the Air Hub Development Fund first introduced in 2003 have proven effective in attracting airlines here A new S$300 million fund to strengthen Changis hub status will start in 2007 when the S$210 million fund expires in 2006 The new S $175 billion Terminal 3 opened on 9 January 2008 and Terminal 1 will be upgraded along the lines of the renovated Terminal 2 with the latter costing S$240 million Changi has been courting both premium and budget travellers with the opening of a commercially important persons terminal by JetQuay and a S$45 million Budget Terminal in 2006

Since its opening in 1981 the airport has made its mark in the aviation industry as a benchmark for service excellence winning over 280 awards in a 20-year period from 1987 to 2007 and with 19 Best Airport awards won in 2007 alone Changi Airports efforts to counter the onset of age include periodic physical upgrades to its existing terminals building of new facilities and taking steps to provide a high level of customer service

The airport has a development policy of always building years ahead of demand to help to avoid congestion problems common in major airports and maintain high service standards While the original master plan details plans for two passenger terminals there have been provisions to provide for long-term expansion initiatives including the allocation of space for a third terminal planned to have a physical configuration mirroring that of Terminal 2 Changing needs in the aviation industry led to reviews in the master plan resulting in the decision to cater to the high-end as well as budget sectors of the air travel industry Although the pioneering airport to conceptualise and construct a Budget Terminal in Asia it became operational on 26 March 2006 a few days after the opening of a similar terminal in Kuala Lumpur and was officially opened on 31 October 2006 A dedicated stand-alone Commercially Important Person (CIP) terminal operated by JetQuay

started operations on 15 August 2006 and officially opened on 29 September 2006 It is the first luxury airport terminal in Asia Even as new terminals are being built the airport continuously upgrades and expands its existing terminals

The master plan for the existing airport initially involved a dual-terminal and dual-runway configuration over Given limited land resources in Singapore the airport was designed for both current and future needs as the countrys primary airport The airport was designed to be capable of doubling in size using reclaimed land with enough space for two more runways and at least two new passenger terminal buildings

two phases with provisions for another two passenger terminals in the near future Phase 1 included the construction for the first passenger terminal the first runway 45 aircraft parking bays support facilities and structures including a large maintenance hangar the first fire station workshops and administrative offices an airfreight complex two cargo agents buildings in-flight catering kitchens and an 78 m (260 ft) control tower Construction for the second phase would commence immediately after the completion of Phase 1 and include the second runway 23 new aircraft parking bays in addition to the existing 45 bays a second fire station and a third cargo agent building

Changi Airport currently has five terminals Terminals 1 2 and 3 are directly connected with a common transit area with airside passengers being able to freely move between the terminals without going through immigration Transport within and between these three terminals is provided by people movers and the skytrain system although it is also possible to walk between the terminals on foot for landside visitors Situated beside Terminal 2 is JetQuay which has its own check-in facilities for premium passengers and where transportation to aircraft in any of the other terminals are by personal buggy The Budget Terminal purpose-built for low-cost carriers is physically separated from the main terminals towards the south where connections are possible via a free shuttle bus service to Terminal 2 All five terminals currently have a handling capacity of 687 million passengers a year spread over an area of 1045020 m2 (11248500 sq ft) Capacity will rise again to 73 million passengers a year when expansion works to the Budget Terminal are complete by early 2009

Changi Airport with all five terminals now cater to a spectrum of passengers The Budget Teminal is for cost conscious passengers Terminal 1 2 and 3 take care of the bulk of the travelers and the JetQuay CIP terminal target those who demand luxury when travelling

Budget Terminal Changi Airport was the second in Asia (after Kuala Lumpur International Airport) to open a dedicated terminal catering to the budget traveller The name of the Budget Terminal was decided as a result of a naming contest open to the public The terminal is not included in the numbering scheme even though it is the third terminal to be opened and Terminal 3 is actually the fifth terminal opened at the airport

In order to offer lower landing fees handling fees and airport taxes it cuts back on amenities such as aerobridges elaborate physical structures and decorations in the passenger terminal building The corridors used by arriving passengers are not air-conditioned although the main hall and departure lounges are A range of duty-free shops and Food and Beverage outlets and free internet terminals are available There is no transfer facility at the Budget Terminal Passengers who need to make transfers need to clear immigration collect their luggage clear customs make their way to the main terminal by taking the free shuttle buses and check-in again with the respective airline

In September 2008 expansion works costing $10 million will start and take seven months to complete When ready the terminal will be able to handle seven million passengers a year up from 27 million now There will also be more boarding gates check-in counters shops and dining options

Benchmarking of DIAL VS HEATHROW LondonAirport DIAL Heathrow LondonPassenger Movement Increased6 Decrease14

Cargo Tonnage Flat Increase66

Air Traffic Movement Increased8 Decreased05

BENCHMARKING

Airport DIAL(Rs cr)Heathrow London(Rs Cr)

Net Income 47293 103336Expenditure 37478 81659Depriciation and Ammortisation 988 2099Profit before Taxation 8828 21676Share Capital 2000 31536PersonnelStaff Cost 17251 16598Net Expenditure 37477 8166Subsidiary Companies 2

KPIKPI DIAL HEATHROW

Total Revenue Per ATM 2052 215858

Total Revenue Per Passenger 188 1542

Aero Revenue 650000000 264611368

ATU 52300000 127868780

Aero RevenueATM 14929 9014

Total Revenue000 ATUs 4051 4075262

Aero Revenue as of Total Cost 6200 28820

Aero Revenue as of Total Revenue 3600 4810

Aero RevenuePassenger 156 0632Commercial RevenuePassenger 273 907

COST KPICost KPI DIAL HEATHROWTotal CostATM 24410 38141

Total CostPassenger 250 267

Staff CostPassenger 55 266

Staff Cost as of Operating amp Staff Cost 6300 9980

PROFITABILITY RATIOS DIAL HEATHROW

Operating Profit 9 83

Operating Profitpassenger 18 1693

PassengersEmployee 2573 16145

PassengersATM 98 1426

Capex 4400 11370

EBIDTA as a of Turnover 2000 8330

Benchmarking of DIAL VS CHANGI (SINGAPORE)

Airport DIAL Changi SingaporePassenger Movement Increased6 Decreased06Cargo Tonnage Flat Decreased214Air Traffic Movement Increased8 Increased 74

Airport DIAL(Rs cr)Changi Singapore(Rs Cr)

Net Income 47293 2362Expenditure 37478 1880Depreciation and Amortization 988 1471Profit before Taxation 8828 6274Profit after Taxation 5666 4866Share Capital 2000 8261PersonnelStaff Cost 17251 10294Net Expenditure 37477 18952Subsidiary Companies 2 Bank Balance 3221 988Interest Income 023 41Operating profit before working capital changes 6324 2115Cash generated from operations 528 192Tax Paid 129 426Net Cash used in investing activities 318835 426Net Cash from financing activities 32885 1375

(Key Performance Indicator) KPI

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

(Hong Kong International Airport)

Hong Kong International Airport is the main airport in Hong Kong It is colloquially known as Chek Lap Kok Airport because it was built on the island of Chek Lap Kok by land reclamation and also to distinguish it from its predecessor the closed Kai Tak Airport

The airport opened for commercial operations in 1998 replacing Kai Tak and is an important regional trans-shipment centre passenger hub and gateway for destinations in Mainland China and the rest of Asia Despite a relatively short history Hong Kong International Airport has won seven Skytrax World Airport Awards in just ten years

HKIA also operates one of the worlds largest passenger terminal buildings and operates twenty-four hours a day In 2008 Hong Kong International Airport was the second busiest airport in the world in terms of cargo traffic handling 3656724 tons of cargo It was also the 12th busiest airport worldwide in terms of passenger throughput registering 47898000 HKIA is the primary hub for Cathay Pacific Dragon air Hong Kong Express Airways Hong Kong Airlines Air Hong Kong (cargo) and Asia Jet (private)

Chek Lap Kok Airport was designed as a replacement for the former Hong Kong International Airport (popularly known as Kai Tak Airport) originally built in 1925 Located in the densely built-up Kowloon City District with a single runway extending into Kowloon Bay Kai Tak had only limited room for expansion to cope with steadily increasing air traffic By the 1990s Kai Tak had become one of the worlds busiest airports ndash it far exceeded its annual passenger and cargo design capacities and one out of every three flights met delays largely due to lack of space for aircraft gates and a second runway In addition noise mitigation measures restricted nighttime flights as severe noise pollution was estimated to adversely affect at least 340000 people

Construction of the new airport was only part of the Airport Core Programme which also involved construction of new road and rail links to the airport with associated bridges and tunnels and major land reclamation projects on both Hong Kong Island and in Kowloon The project is the most expensive airport project ever according to Guinness World Records Construction of the new airport was voted as one of the Top 10 Construction Achievements of the 20th Century at the Con Expo conference in 1999

Opened on 6 July 1998 a week later than the new Kuala Lumpur International Airport it took six years and US$20 billion to build On that day at 625 am Cathay Pacifics CX889 was the first commercial flight to land at the airport pipping the original CX292 from Rome which was the scheduled first arrival The architects were Foster and Partners For three to five months after its opening it suffered various severe organisational mechanical and technical problems that almost crippled the airport Computer glitches were the main cause of the crisis At one time the government reopened the cargo terminal at Kai Tak Airport to handle freight traffic because of a breakdown at the new cargo terminal named Super Terminal One (ST1) However after six months the airport started to operate normally

Officially opened in June 2007 the second airport terminal called T2 (check-in facility only) is linked with the Airport Express Line with a new platform The terminal also features a new

shopping mall Sky Plaza providing a large variety of shops and restaurants together with a few entertainment facilities T2 also houses a 36-bay coach station for buses to and from mainland China and 56 airline check-in counters as well as customs and immigration facilities

Besides T2 the Sky City Nine Eagles Golf Course has been opened in 2007 whereas the second airport hotel the Hong Kong Sky City Marriott Hotel and a permanent cross-boundary ferry terminal the Sky Pier are slated to begin operation in 2008 and 2009 respectively Development around T2 also includes the Asia World-Expo which has started operation in late 2005

A study for the HKIA Master Plan 2030 is underway to examine whether and how infrastructures at HKIA - including airport access terminal and apron facilities and a new runway - should be developed to support the economic growth of Hong Kong and the region

Operations

The airport is operated by the Airport Authority Hong Kong a statutory body wholly owned by the Government of Hong Kong Special Administrative Region The Civil Aviation Department (CAD) is responsible for the provision of air traffic control services certification of Hong Kong registered aircraft monitoring of airlines on their compliance with bilateral Air Services Agreements and the regulation of general civil aviation activities

The airport has two parallel runways both of which are 3800 metres in length and 60 metres wide enabling them to cater to the next generation of aircraft The south runway has been given a Category II Precision Approach while the north runway has the higher Category IIIA rating which allows pilots to land in only 200 metre visibility The two runways have an ultimate capacity of over 60 aircraft movements an hour At present there are 49 frontal stands 28 remote stands and 25 cargo stands Five parking bays at the Northwest Concourse are already capable of accommodating the arrivals of the next generation of aircraft A satellite concourse with 10 frontal stands for narrow body aircraft is under construction to the north of the main concourse for commissioning by the end of 2009 bringing the total number of frontal stands at the airport to 59

The airport was the third busiest airport for passenger traffic in Asia in 2008 and the worlds second busiest airport for cargo traffic in 2008 In terms of international traffic the airport is the third busiest for passenger traffic and the busiest for cargo since its operation in 1998 There are 85 international airlines providing about 800 scheduled passenger and all-cargo flights each day between Hong Kong and some 150 destinations worldwide About 76 percent of these flights are operated with wide-bodied jets There is also an average of approximately 31 non-scheduled passenger and cargo flights each week

The operation of scheduled air services to and from Hong Kong is facilitated by air services agreements between Hong Kong and other countries Since the opening of HKIA the Hong Kong Special Administrative Region Government has implemented a policy of progressive liberalization of air services with the intention of promoting consumer choice and competition Many low-cost airlines have started various regional routes to compete head-on with full-service carriers on trunk routes

The airports long term expansion opportunities are subject to variables A proposal to build a third runway has been under feasibility study and consultation but would be very expensive as it would involve additional reclamation from deep waters and the building cost of the third runway may be

as high as the building cost of the entire airport On the other hand there exists only one airway between Hong Kong and mainland China and this single route is often and easily backed up causing delays on both sides In addition China requires that aircraft flying the single air route between Hong Kong and the mainland must be at an altitude of least 15000 feet Talks are underway to persuade the Chinese military to relax its airspace restriction in view of worsening air traffic congestion at the airport Other than that Hong Kong Airport Authority is cooperating with other airports in the area to relieve air traffic and in the future Shenzhen may act as a regional airport while Hong Kong receives all the international flights

The airport is one of the most accessible in operation today Despite its size the passenger terminal is designed for maximum convenience A simple layout and effective signage moving walkways and the automated people mover allow quick and easy movement throughout the building The airport also features the HKIA Automated People Mover a driverless people mover system consisting of 3 stations to provide fast transportation from the check-in area to the gates (and vice versa) These trains travel at 62 kmh and the service is provided for free to all passengers and crew

The airport has a total of 70 boarding gates with 63 jet bridge gates and seven virtual gates which are used as assembly points for passengers who are then ferried to the aircraft by apron buses Of the 63 jet bridges five are capable of handling the Airbus A380

Terminal 1

Terminal 1 of the HKIA is currently the third largest airport passenger terminal building in the world (570000 msup2) after Dubai International Airports Terminal 3 (over 1500000msup2) and Beijing Capital International Airports Terminal 3 (986000 msup2)

At its opening Terminal 1 was the largest airport passenger terminal building with a total gross floor area of 550000 msup2 It briefly conceded the status to Bangkoks Suvarnabhumi Airport (563000 msup2) when the latter opened on 15 September 2006 but reclaimed the title when the East Hall was expanded bring its total area to the current 570000 msup2 (The East Hall expansion included a 39000 msup2 expansion to Sky Mart a shopping mall) Terminal 1s title as the worlds largest was surrendered to Beijing Capital International Airports Terminal 3 on 29 February 2008

Terminal 2

Terminal 2 of the Hong Kong International Airport together with the Sky plaza opened on 28 February 2007 along with the opening of the Airport Stations Platform 3 It is only a check-in and processing facility for departing passengers with no gates or arrival facilities

Hong Kong Business Aviation Centre

The Hong Kong Business Aviation Centre (BAC) is located within the confines of the airport and has its own terminal and facilities separate from the public terminal It provides a full range of services for executive aircraft and passengers including passenger lounge private rooms and showers business centre facilities ground handling baggage handling fuelling security customs and flight planning

(Singapore Changi Airport)Singapore Changi Airport or simply Changi Airport is a major aviation hub in Asia particularly in the Southeast Asian region and is the main airport in Singapore Located in Changi on a site of 13 square kilometers (50 sq mi) it is about 172 kilometers (107 mi) north-east from the commercial centre

The airport is operated by the Civil Aviation Authority of Singapore (CAAS) and is the home base of Singapore Airlines Singapore Airlines Cargo SilkAir Tiger Airways Jetstar Asia Airways Valuair and Jett8 Airlines Cargo It is a hub for Garuda Indonesia and a secondary hub for Qantas which uses Singapore as the main stopover point for flights on the Kangaroo Route between Australia and Europe the latter being the largest foreign airline to operate from the airport with over two million passengers handled annuallyAs of April 2008 there are about 4340 weekly flights operated by 80 airlines to over 116 cities in 59 countries An important contributor to the Singapore economy 13000 people are employed at the airport The airport accounts for over S$45 billion in output

In 2007 the airport handled a record 36701556 passengers a 48 increase over the 2006 fiscal year This made it the 19th busiest airport in the world and the fifth busiest in Asia by passenger traffic in 2007 In addition to being an important passenger traffic hub the airport is one of the busiest cargo airports in the world handling 189 million tonnes of cargo in 2007 Incentives like the Air Hub Development Fund first introduced in 2003 have proven effective in attracting airlines here A new S$300 million fund to strengthen Changis hub status will start in 2007 when the S$210 million fund expires in 2006 The new S $175 billion Terminal 3 opened on 9 January 2008 and Terminal 1 will be upgraded along the lines of the renovated Terminal 2 with the latter costing S$240 million Changi has been courting both premium and budget travellers with the opening of a commercially important persons terminal by JetQuay and a S$45 million Budget Terminal in 2006

Since its opening in 1981 the airport has made its mark in the aviation industry as a benchmark for service excellence winning over 280 awards in a 20-year period from 1987 to 2007 and with 19 Best Airport awards won in 2007 alone Changi Airports efforts to counter the onset of age include periodic physical upgrades to its existing terminals building of new facilities and taking steps to provide a high level of customer service

The airport has a development policy of always building years ahead of demand to help to avoid congestion problems common in major airports and maintain high service standards While the original master plan details plans for two passenger terminals there have been provisions to provide for long-term expansion initiatives including the allocation of space for a third terminal planned to have a physical configuration mirroring that of Terminal 2 Changing needs in the aviation industry led to reviews in the master plan resulting in the decision to cater to the high-end as well as budget sectors of the air travel industry Although the pioneering airport to conceptualise and construct a Budget Terminal in Asia it became operational on 26 March 2006 a few days after the opening of a similar terminal in Kuala Lumpur and was officially opened on 31 October 2006 A dedicated stand-alone Commercially Important Person (CIP) terminal operated by JetQuay

started operations on 15 August 2006 and officially opened on 29 September 2006 It is the first luxury airport terminal in Asia Even as new terminals are being built the airport continuously upgrades and expands its existing terminals

The master plan for the existing airport initially involved a dual-terminal and dual-runway configuration over Given limited land resources in Singapore the airport was designed for both current and future needs as the countrys primary airport The airport was designed to be capable of doubling in size using reclaimed land with enough space for two more runways and at least two new passenger terminal buildings

two phases with provisions for another two passenger terminals in the near future Phase 1 included the construction for the first passenger terminal the first runway 45 aircraft parking bays support facilities and structures including a large maintenance hangar the first fire station workshops and administrative offices an airfreight complex two cargo agents buildings in-flight catering kitchens and an 78 m (260 ft) control tower Construction for the second phase would commence immediately after the completion of Phase 1 and include the second runway 23 new aircraft parking bays in addition to the existing 45 bays a second fire station and a third cargo agent building

Changi Airport currently has five terminals Terminals 1 2 and 3 are directly connected with a common transit area with airside passengers being able to freely move between the terminals without going through immigration Transport within and between these three terminals is provided by people movers and the skytrain system although it is also possible to walk between the terminals on foot for landside visitors Situated beside Terminal 2 is JetQuay which has its own check-in facilities for premium passengers and where transportation to aircraft in any of the other terminals are by personal buggy The Budget Terminal purpose-built for low-cost carriers is physically separated from the main terminals towards the south where connections are possible via a free shuttle bus service to Terminal 2 All five terminals currently have a handling capacity of 687 million passengers a year spread over an area of 1045020 m2 (11248500 sq ft) Capacity will rise again to 73 million passengers a year when expansion works to the Budget Terminal are complete by early 2009

Changi Airport with all five terminals now cater to a spectrum of passengers The Budget Teminal is for cost conscious passengers Terminal 1 2 and 3 take care of the bulk of the travelers and the JetQuay CIP terminal target those who demand luxury when travelling

Budget Terminal Changi Airport was the second in Asia (after Kuala Lumpur International Airport) to open a dedicated terminal catering to the budget traveller The name of the Budget Terminal was decided as a result of a naming contest open to the public The terminal is not included in the numbering scheme even though it is the third terminal to be opened and Terminal 3 is actually the fifth terminal opened at the airport

In order to offer lower landing fees handling fees and airport taxes it cuts back on amenities such as aerobridges elaborate physical structures and decorations in the passenger terminal building The corridors used by arriving passengers are not air-conditioned although the main hall and departure lounges are A range of duty-free shops and Food and Beverage outlets and free internet terminals are available There is no transfer facility at the Budget Terminal Passengers who need to make transfers need to clear immigration collect their luggage clear customs make their way to the main terminal by taking the free shuttle buses and check-in again with the respective airline

In September 2008 expansion works costing $10 million will start and take seven months to complete When ready the terminal will be able to handle seven million passengers a year up from 27 million now There will also be more boarding gates check-in counters shops and dining options

Benchmarking of DIAL VS HEATHROW LondonAirport DIAL Heathrow LondonPassenger Movement Increased6 Decrease14

Cargo Tonnage Flat Increase66

Air Traffic Movement Increased8 Decreased05

BENCHMARKING

Airport DIAL(Rs cr)Heathrow London(Rs Cr)

Net Income 47293 103336Expenditure 37478 81659Depriciation and Ammortisation 988 2099Profit before Taxation 8828 21676Share Capital 2000 31536PersonnelStaff Cost 17251 16598Net Expenditure 37477 8166Subsidiary Companies 2

KPIKPI DIAL HEATHROW

Total Revenue Per ATM 2052 215858

Total Revenue Per Passenger 188 1542

Aero Revenue 650000000 264611368

ATU 52300000 127868780

Aero RevenueATM 14929 9014

Total Revenue000 ATUs 4051 4075262

Aero Revenue as of Total Cost 6200 28820

Aero Revenue as of Total Revenue 3600 4810

Aero RevenuePassenger 156 0632Commercial RevenuePassenger 273 907

COST KPICost KPI DIAL HEATHROWTotal CostATM 24410 38141

Total CostPassenger 250 267

Staff CostPassenger 55 266

Staff Cost as of Operating amp Staff Cost 6300 9980

PROFITABILITY RATIOS DIAL HEATHROW

Operating Profit 9 83

Operating Profitpassenger 18 1693

PassengersEmployee 2573 16145

PassengersATM 98 1426

Capex 4400 11370

EBIDTA as a of Turnover 2000 8330

Benchmarking of DIAL VS CHANGI (SINGAPORE)

Airport DIAL Changi SingaporePassenger Movement Increased6 Decreased06Cargo Tonnage Flat Decreased214Air Traffic Movement Increased8 Increased 74

Airport DIAL(Rs cr)Changi Singapore(Rs Cr)

Net Income 47293 2362Expenditure 37478 1880Depreciation and Amortization 988 1471Profit before Taxation 8828 6274Profit after Taxation 5666 4866Share Capital 2000 8261PersonnelStaff Cost 17251 10294Net Expenditure 37477 18952Subsidiary Companies 2 Bank Balance 3221 988Interest Income 023 41Operating profit before working capital changes 6324 2115Cash generated from operations 528 192Tax Paid 129 426Net Cash used in investing activities 318835 426Net Cash from financing activities 32885 1375

(Key Performance Indicator) KPI

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

shopping mall Sky Plaza providing a large variety of shops and restaurants together with a few entertainment facilities T2 also houses a 36-bay coach station for buses to and from mainland China and 56 airline check-in counters as well as customs and immigration facilities

Besides T2 the Sky City Nine Eagles Golf Course has been opened in 2007 whereas the second airport hotel the Hong Kong Sky City Marriott Hotel and a permanent cross-boundary ferry terminal the Sky Pier are slated to begin operation in 2008 and 2009 respectively Development around T2 also includes the Asia World-Expo which has started operation in late 2005

A study for the HKIA Master Plan 2030 is underway to examine whether and how infrastructures at HKIA - including airport access terminal and apron facilities and a new runway - should be developed to support the economic growth of Hong Kong and the region

Operations

The airport is operated by the Airport Authority Hong Kong a statutory body wholly owned by the Government of Hong Kong Special Administrative Region The Civil Aviation Department (CAD) is responsible for the provision of air traffic control services certification of Hong Kong registered aircraft monitoring of airlines on their compliance with bilateral Air Services Agreements and the regulation of general civil aviation activities

The airport has two parallel runways both of which are 3800 metres in length and 60 metres wide enabling them to cater to the next generation of aircraft The south runway has been given a Category II Precision Approach while the north runway has the higher Category IIIA rating which allows pilots to land in only 200 metre visibility The two runways have an ultimate capacity of over 60 aircraft movements an hour At present there are 49 frontal stands 28 remote stands and 25 cargo stands Five parking bays at the Northwest Concourse are already capable of accommodating the arrivals of the next generation of aircraft A satellite concourse with 10 frontal stands for narrow body aircraft is under construction to the north of the main concourse for commissioning by the end of 2009 bringing the total number of frontal stands at the airport to 59

The airport was the third busiest airport for passenger traffic in Asia in 2008 and the worlds second busiest airport for cargo traffic in 2008 In terms of international traffic the airport is the third busiest for passenger traffic and the busiest for cargo since its operation in 1998 There are 85 international airlines providing about 800 scheduled passenger and all-cargo flights each day between Hong Kong and some 150 destinations worldwide About 76 percent of these flights are operated with wide-bodied jets There is also an average of approximately 31 non-scheduled passenger and cargo flights each week

The operation of scheduled air services to and from Hong Kong is facilitated by air services agreements between Hong Kong and other countries Since the opening of HKIA the Hong Kong Special Administrative Region Government has implemented a policy of progressive liberalization of air services with the intention of promoting consumer choice and competition Many low-cost airlines have started various regional routes to compete head-on with full-service carriers on trunk routes

The airports long term expansion opportunities are subject to variables A proposal to build a third runway has been under feasibility study and consultation but would be very expensive as it would involve additional reclamation from deep waters and the building cost of the third runway may be

as high as the building cost of the entire airport On the other hand there exists only one airway between Hong Kong and mainland China and this single route is often and easily backed up causing delays on both sides In addition China requires that aircraft flying the single air route between Hong Kong and the mainland must be at an altitude of least 15000 feet Talks are underway to persuade the Chinese military to relax its airspace restriction in view of worsening air traffic congestion at the airport Other than that Hong Kong Airport Authority is cooperating with other airports in the area to relieve air traffic and in the future Shenzhen may act as a regional airport while Hong Kong receives all the international flights

The airport is one of the most accessible in operation today Despite its size the passenger terminal is designed for maximum convenience A simple layout and effective signage moving walkways and the automated people mover allow quick and easy movement throughout the building The airport also features the HKIA Automated People Mover a driverless people mover system consisting of 3 stations to provide fast transportation from the check-in area to the gates (and vice versa) These trains travel at 62 kmh and the service is provided for free to all passengers and crew

The airport has a total of 70 boarding gates with 63 jet bridge gates and seven virtual gates which are used as assembly points for passengers who are then ferried to the aircraft by apron buses Of the 63 jet bridges five are capable of handling the Airbus A380

Terminal 1

Terminal 1 of the HKIA is currently the third largest airport passenger terminal building in the world (570000 msup2) after Dubai International Airports Terminal 3 (over 1500000msup2) and Beijing Capital International Airports Terminal 3 (986000 msup2)

At its opening Terminal 1 was the largest airport passenger terminal building with a total gross floor area of 550000 msup2 It briefly conceded the status to Bangkoks Suvarnabhumi Airport (563000 msup2) when the latter opened on 15 September 2006 but reclaimed the title when the East Hall was expanded bring its total area to the current 570000 msup2 (The East Hall expansion included a 39000 msup2 expansion to Sky Mart a shopping mall) Terminal 1s title as the worlds largest was surrendered to Beijing Capital International Airports Terminal 3 on 29 February 2008

Terminal 2

Terminal 2 of the Hong Kong International Airport together with the Sky plaza opened on 28 February 2007 along with the opening of the Airport Stations Platform 3 It is only a check-in and processing facility for departing passengers with no gates or arrival facilities

Hong Kong Business Aviation Centre

The Hong Kong Business Aviation Centre (BAC) is located within the confines of the airport and has its own terminal and facilities separate from the public terminal It provides a full range of services for executive aircraft and passengers including passenger lounge private rooms and showers business centre facilities ground handling baggage handling fuelling security customs and flight planning

(Singapore Changi Airport)Singapore Changi Airport or simply Changi Airport is a major aviation hub in Asia particularly in the Southeast Asian region and is the main airport in Singapore Located in Changi on a site of 13 square kilometers (50 sq mi) it is about 172 kilometers (107 mi) north-east from the commercial centre

The airport is operated by the Civil Aviation Authority of Singapore (CAAS) and is the home base of Singapore Airlines Singapore Airlines Cargo SilkAir Tiger Airways Jetstar Asia Airways Valuair and Jett8 Airlines Cargo It is a hub for Garuda Indonesia and a secondary hub for Qantas which uses Singapore as the main stopover point for flights on the Kangaroo Route between Australia and Europe the latter being the largest foreign airline to operate from the airport with over two million passengers handled annuallyAs of April 2008 there are about 4340 weekly flights operated by 80 airlines to over 116 cities in 59 countries An important contributor to the Singapore economy 13000 people are employed at the airport The airport accounts for over S$45 billion in output

In 2007 the airport handled a record 36701556 passengers a 48 increase over the 2006 fiscal year This made it the 19th busiest airport in the world and the fifth busiest in Asia by passenger traffic in 2007 In addition to being an important passenger traffic hub the airport is one of the busiest cargo airports in the world handling 189 million tonnes of cargo in 2007 Incentives like the Air Hub Development Fund first introduced in 2003 have proven effective in attracting airlines here A new S$300 million fund to strengthen Changis hub status will start in 2007 when the S$210 million fund expires in 2006 The new S $175 billion Terminal 3 opened on 9 January 2008 and Terminal 1 will be upgraded along the lines of the renovated Terminal 2 with the latter costing S$240 million Changi has been courting both premium and budget travellers with the opening of a commercially important persons terminal by JetQuay and a S$45 million Budget Terminal in 2006

Since its opening in 1981 the airport has made its mark in the aviation industry as a benchmark for service excellence winning over 280 awards in a 20-year period from 1987 to 2007 and with 19 Best Airport awards won in 2007 alone Changi Airports efforts to counter the onset of age include periodic physical upgrades to its existing terminals building of new facilities and taking steps to provide a high level of customer service

The airport has a development policy of always building years ahead of demand to help to avoid congestion problems common in major airports and maintain high service standards While the original master plan details plans for two passenger terminals there have been provisions to provide for long-term expansion initiatives including the allocation of space for a third terminal planned to have a physical configuration mirroring that of Terminal 2 Changing needs in the aviation industry led to reviews in the master plan resulting in the decision to cater to the high-end as well as budget sectors of the air travel industry Although the pioneering airport to conceptualise and construct a Budget Terminal in Asia it became operational on 26 March 2006 a few days after the opening of a similar terminal in Kuala Lumpur and was officially opened on 31 October 2006 A dedicated stand-alone Commercially Important Person (CIP) terminal operated by JetQuay

started operations on 15 August 2006 and officially opened on 29 September 2006 It is the first luxury airport terminal in Asia Even as new terminals are being built the airport continuously upgrades and expands its existing terminals

The master plan for the existing airport initially involved a dual-terminal and dual-runway configuration over Given limited land resources in Singapore the airport was designed for both current and future needs as the countrys primary airport The airport was designed to be capable of doubling in size using reclaimed land with enough space for two more runways and at least two new passenger terminal buildings

two phases with provisions for another two passenger terminals in the near future Phase 1 included the construction for the first passenger terminal the first runway 45 aircraft parking bays support facilities and structures including a large maintenance hangar the first fire station workshops and administrative offices an airfreight complex two cargo agents buildings in-flight catering kitchens and an 78 m (260 ft) control tower Construction for the second phase would commence immediately after the completion of Phase 1 and include the second runway 23 new aircraft parking bays in addition to the existing 45 bays a second fire station and a third cargo agent building

Changi Airport currently has five terminals Terminals 1 2 and 3 are directly connected with a common transit area with airside passengers being able to freely move between the terminals without going through immigration Transport within and between these three terminals is provided by people movers and the skytrain system although it is also possible to walk between the terminals on foot for landside visitors Situated beside Terminal 2 is JetQuay which has its own check-in facilities for premium passengers and where transportation to aircraft in any of the other terminals are by personal buggy The Budget Terminal purpose-built for low-cost carriers is physically separated from the main terminals towards the south where connections are possible via a free shuttle bus service to Terminal 2 All five terminals currently have a handling capacity of 687 million passengers a year spread over an area of 1045020 m2 (11248500 sq ft) Capacity will rise again to 73 million passengers a year when expansion works to the Budget Terminal are complete by early 2009

Changi Airport with all five terminals now cater to a spectrum of passengers The Budget Teminal is for cost conscious passengers Terminal 1 2 and 3 take care of the bulk of the travelers and the JetQuay CIP terminal target those who demand luxury when travelling

Budget Terminal Changi Airport was the second in Asia (after Kuala Lumpur International Airport) to open a dedicated terminal catering to the budget traveller The name of the Budget Terminal was decided as a result of a naming contest open to the public The terminal is not included in the numbering scheme even though it is the third terminal to be opened and Terminal 3 is actually the fifth terminal opened at the airport

In order to offer lower landing fees handling fees and airport taxes it cuts back on amenities such as aerobridges elaborate physical structures and decorations in the passenger terminal building The corridors used by arriving passengers are not air-conditioned although the main hall and departure lounges are A range of duty-free shops and Food and Beverage outlets and free internet terminals are available There is no transfer facility at the Budget Terminal Passengers who need to make transfers need to clear immigration collect their luggage clear customs make their way to the main terminal by taking the free shuttle buses and check-in again with the respective airline

In September 2008 expansion works costing $10 million will start and take seven months to complete When ready the terminal will be able to handle seven million passengers a year up from 27 million now There will also be more boarding gates check-in counters shops and dining options

Benchmarking of DIAL VS HEATHROW LondonAirport DIAL Heathrow LondonPassenger Movement Increased6 Decrease14

Cargo Tonnage Flat Increase66

Air Traffic Movement Increased8 Decreased05

BENCHMARKING

Airport DIAL(Rs cr)Heathrow London(Rs Cr)

Net Income 47293 103336Expenditure 37478 81659Depriciation and Ammortisation 988 2099Profit before Taxation 8828 21676Share Capital 2000 31536PersonnelStaff Cost 17251 16598Net Expenditure 37477 8166Subsidiary Companies 2

KPIKPI DIAL HEATHROW

Total Revenue Per ATM 2052 215858

Total Revenue Per Passenger 188 1542

Aero Revenue 650000000 264611368

ATU 52300000 127868780

Aero RevenueATM 14929 9014

Total Revenue000 ATUs 4051 4075262

Aero Revenue as of Total Cost 6200 28820

Aero Revenue as of Total Revenue 3600 4810

Aero RevenuePassenger 156 0632Commercial RevenuePassenger 273 907

COST KPICost KPI DIAL HEATHROWTotal CostATM 24410 38141

Total CostPassenger 250 267

Staff CostPassenger 55 266

Staff Cost as of Operating amp Staff Cost 6300 9980

PROFITABILITY RATIOS DIAL HEATHROW

Operating Profit 9 83

Operating Profitpassenger 18 1693

PassengersEmployee 2573 16145

PassengersATM 98 1426

Capex 4400 11370

EBIDTA as a of Turnover 2000 8330

Benchmarking of DIAL VS CHANGI (SINGAPORE)

Airport DIAL Changi SingaporePassenger Movement Increased6 Decreased06Cargo Tonnage Flat Decreased214Air Traffic Movement Increased8 Increased 74

Airport DIAL(Rs cr)Changi Singapore(Rs Cr)

Net Income 47293 2362Expenditure 37478 1880Depreciation and Amortization 988 1471Profit before Taxation 8828 6274Profit after Taxation 5666 4866Share Capital 2000 8261PersonnelStaff Cost 17251 10294Net Expenditure 37477 18952Subsidiary Companies 2 Bank Balance 3221 988Interest Income 023 41Operating profit before working capital changes 6324 2115Cash generated from operations 528 192Tax Paid 129 426Net Cash used in investing activities 318835 426Net Cash from financing activities 32885 1375

(Key Performance Indicator) KPI

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

as high as the building cost of the entire airport On the other hand there exists only one airway between Hong Kong and mainland China and this single route is often and easily backed up causing delays on both sides In addition China requires that aircraft flying the single air route between Hong Kong and the mainland must be at an altitude of least 15000 feet Talks are underway to persuade the Chinese military to relax its airspace restriction in view of worsening air traffic congestion at the airport Other than that Hong Kong Airport Authority is cooperating with other airports in the area to relieve air traffic and in the future Shenzhen may act as a regional airport while Hong Kong receives all the international flights

The airport is one of the most accessible in operation today Despite its size the passenger terminal is designed for maximum convenience A simple layout and effective signage moving walkways and the automated people mover allow quick and easy movement throughout the building The airport also features the HKIA Automated People Mover a driverless people mover system consisting of 3 stations to provide fast transportation from the check-in area to the gates (and vice versa) These trains travel at 62 kmh and the service is provided for free to all passengers and crew

The airport has a total of 70 boarding gates with 63 jet bridge gates and seven virtual gates which are used as assembly points for passengers who are then ferried to the aircraft by apron buses Of the 63 jet bridges five are capable of handling the Airbus A380

Terminal 1

Terminal 1 of the HKIA is currently the third largest airport passenger terminal building in the world (570000 msup2) after Dubai International Airports Terminal 3 (over 1500000msup2) and Beijing Capital International Airports Terminal 3 (986000 msup2)

At its opening Terminal 1 was the largest airport passenger terminal building with a total gross floor area of 550000 msup2 It briefly conceded the status to Bangkoks Suvarnabhumi Airport (563000 msup2) when the latter opened on 15 September 2006 but reclaimed the title when the East Hall was expanded bring its total area to the current 570000 msup2 (The East Hall expansion included a 39000 msup2 expansion to Sky Mart a shopping mall) Terminal 1s title as the worlds largest was surrendered to Beijing Capital International Airports Terminal 3 on 29 February 2008

Terminal 2

Terminal 2 of the Hong Kong International Airport together with the Sky plaza opened on 28 February 2007 along with the opening of the Airport Stations Platform 3 It is only a check-in and processing facility for departing passengers with no gates or arrival facilities

Hong Kong Business Aviation Centre

The Hong Kong Business Aviation Centre (BAC) is located within the confines of the airport and has its own terminal and facilities separate from the public terminal It provides a full range of services for executive aircraft and passengers including passenger lounge private rooms and showers business centre facilities ground handling baggage handling fuelling security customs and flight planning

(Singapore Changi Airport)Singapore Changi Airport or simply Changi Airport is a major aviation hub in Asia particularly in the Southeast Asian region and is the main airport in Singapore Located in Changi on a site of 13 square kilometers (50 sq mi) it is about 172 kilometers (107 mi) north-east from the commercial centre

The airport is operated by the Civil Aviation Authority of Singapore (CAAS) and is the home base of Singapore Airlines Singapore Airlines Cargo SilkAir Tiger Airways Jetstar Asia Airways Valuair and Jett8 Airlines Cargo It is a hub for Garuda Indonesia and a secondary hub for Qantas which uses Singapore as the main stopover point for flights on the Kangaroo Route between Australia and Europe the latter being the largest foreign airline to operate from the airport with over two million passengers handled annuallyAs of April 2008 there are about 4340 weekly flights operated by 80 airlines to over 116 cities in 59 countries An important contributor to the Singapore economy 13000 people are employed at the airport The airport accounts for over S$45 billion in output

In 2007 the airport handled a record 36701556 passengers a 48 increase over the 2006 fiscal year This made it the 19th busiest airport in the world and the fifth busiest in Asia by passenger traffic in 2007 In addition to being an important passenger traffic hub the airport is one of the busiest cargo airports in the world handling 189 million tonnes of cargo in 2007 Incentives like the Air Hub Development Fund first introduced in 2003 have proven effective in attracting airlines here A new S$300 million fund to strengthen Changis hub status will start in 2007 when the S$210 million fund expires in 2006 The new S $175 billion Terminal 3 opened on 9 January 2008 and Terminal 1 will be upgraded along the lines of the renovated Terminal 2 with the latter costing S$240 million Changi has been courting both premium and budget travellers with the opening of a commercially important persons terminal by JetQuay and a S$45 million Budget Terminal in 2006

Since its opening in 1981 the airport has made its mark in the aviation industry as a benchmark for service excellence winning over 280 awards in a 20-year period from 1987 to 2007 and with 19 Best Airport awards won in 2007 alone Changi Airports efforts to counter the onset of age include periodic physical upgrades to its existing terminals building of new facilities and taking steps to provide a high level of customer service

The airport has a development policy of always building years ahead of demand to help to avoid congestion problems common in major airports and maintain high service standards While the original master plan details plans for two passenger terminals there have been provisions to provide for long-term expansion initiatives including the allocation of space for a third terminal planned to have a physical configuration mirroring that of Terminal 2 Changing needs in the aviation industry led to reviews in the master plan resulting in the decision to cater to the high-end as well as budget sectors of the air travel industry Although the pioneering airport to conceptualise and construct a Budget Terminal in Asia it became operational on 26 March 2006 a few days after the opening of a similar terminal in Kuala Lumpur and was officially opened on 31 October 2006 A dedicated stand-alone Commercially Important Person (CIP) terminal operated by JetQuay

started operations on 15 August 2006 and officially opened on 29 September 2006 It is the first luxury airport terminal in Asia Even as new terminals are being built the airport continuously upgrades and expands its existing terminals

The master plan for the existing airport initially involved a dual-terminal and dual-runway configuration over Given limited land resources in Singapore the airport was designed for both current and future needs as the countrys primary airport The airport was designed to be capable of doubling in size using reclaimed land with enough space for two more runways and at least two new passenger terminal buildings

two phases with provisions for another two passenger terminals in the near future Phase 1 included the construction for the first passenger terminal the first runway 45 aircraft parking bays support facilities and structures including a large maintenance hangar the first fire station workshops and administrative offices an airfreight complex two cargo agents buildings in-flight catering kitchens and an 78 m (260 ft) control tower Construction for the second phase would commence immediately after the completion of Phase 1 and include the second runway 23 new aircraft parking bays in addition to the existing 45 bays a second fire station and a third cargo agent building

Changi Airport currently has five terminals Terminals 1 2 and 3 are directly connected with a common transit area with airside passengers being able to freely move between the terminals without going through immigration Transport within and between these three terminals is provided by people movers and the skytrain system although it is also possible to walk between the terminals on foot for landside visitors Situated beside Terminal 2 is JetQuay which has its own check-in facilities for premium passengers and where transportation to aircraft in any of the other terminals are by personal buggy The Budget Terminal purpose-built for low-cost carriers is physically separated from the main terminals towards the south where connections are possible via a free shuttle bus service to Terminal 2 All five terminals currently have a handling capacity of 687 million passengers a year spread over an area of 1045020 m2 (11248500 sq ft) Capacity will rise again to 73 million passengers a year when expansion works to the Budget Terminal are complete by early 2009

Changi Airport with all five terminals now cater to a spectrum of passengers The Budget Teminal is for cost conscious passengers Terminal 1 2 and 3 take care of the bulk of the travelers and the JetQuay CIP terminal target those who demand luxury when travelling

Budget Terminal Changi Airport was the second in Asia (after Kuala Lumpur International Airport) to open a dedicated terminal catering to the budget traveller The name of the Budget Terminal was decided as a result of a naming contest open to the public The terminal is not included in the numbering scheme even though it is the third terminal to be opened and Terminal 3 is actually the fifth terminal opened at the airport

In order to offer lower landing fees handling fees and airport taxes it cuts back on amenities such as aerobridges elaborate physical structures and decorations in the passenger terminal building The corridors used by arriving passengers are not air-conditioned although the main hall and departure lounges are A range of duty-free shops and Food and Beverage outlets and free internet terminals are available There is no transfer facility at the Budget Terminal Passengers who need to make transfers need to clear immigration collect their luggage clear customs make their way to the main terminal by taking the free shuttle buses and check-in again with the respective airline

In September 2008 expansion works costing $10 million will start and take seven months to complete When ready the terminal will be able to handle seven million passengers a year up from 27 million now There will also be more boarding gates check-in counters shops and dining options

Benchmarking of DIAL VS HEATHROW LondonAirport DIAL Heathrow LondonPassenger Movement Increased6 Decrease14

Cargo Tonnage Flat Increase66

Air Traffic Movement Increased8 Decreased05

BENCHMARKING

Airport DIAL(Rs cr)Heathrow London(Rs Cr)

Net Income 47293 103336Expenditure 37478 81659Depriciation and Ammortisation 988 2099Profit before Taxation 8828 21676Share Capital 2000 31536PersonnelStaff Cost 17251 16598Net Expenditure 37477 8166Subsidiary Companies 2

KPIKPI DIAL HEATHROW

Total Revenue Per ATM 2052 215858

Total Revenue Per Passenger 188 1542

Aero Revenue 650000000 264611368

ATU 52300000 127868780

Aero RevenueATM 14929 9014

Total Revenue000 ATUs 4051 4075262

Aero Revenue as of Total Cost 6200 28820

Aero Revenue as of Total Revenue 3600 4810

Aero RevenuePassenger 156 0632Commercial RevenuePassenger 273 907

COST KPICost KPI DIAL HEATHROWTotal CostATM 24410 38141

Total CostPassenger 250 267

Staff CostPassenger 55 266

Staff Cost as of Operating amp Staff Cost 6300 9980

PROFITABILITY RATIOS DIAL HEATHROW

Operating Profit 9 83

Operating Profitpassenger 18 1693

PassengersEmployee 2573 16145

PassengersATM 98 1426

Capex 4400 11370

EBIDTA as a of Turnover 2000 8330

Benchmarking of DIAL VS CHANGI (SINGAPORE)

Airport DIAL Changi SingaporePassenger Movement Increased6 Decreased06Cargo Tonnage Flat Decreased214Air Traffic Movement Increased8 Increased 74

Airport DIAL(Rs cr)Changi Singapore(Rs Cr)

Net Income 47293 2362Expenditure 37478 1880Depreciation and Amortization 988 1471Profit before Taxation 8828 6274Profit after Taxation 5666 4866Share Capital 2000 8261PersonnelStaff Cost 17251 10294Net Expenditure 37477 18952Subsidiary Companies 2 Bank Balance 3221 988Interest Income 023 41Operating profit before working capital changes 6324 2115Cash generated from operations 528 192Tax Paid 129 426Net Cash used in investing activities 318835 426Net Cash from financing activities 32885 1375

(Key Performance Indicator) KPI

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

(Singapore Changi Airport)Singapore Changi Airport or simply Changi Airport is a major aviation hub in Asia particularly in the Southeast Asian region and is the main airport in Singapore Located in Changi on a site of 13 square kilometers (50 sq mi) it is about 172 kilometers (107 mi) north-east from the commercial centre

The airport is operated by the Civil Aviation Authority of Singapore (CAAS) and is the home base of Singapore Airlines Singapore Airlines Cargo SilkAir Tiger Airways Jetstar Asia Airways Valuair and Jett8 Airlines Cargo It is a hub for Garuda Indonesia and a secondary hub for Qantas which uses Singapore as the main stopover point for flights on the Kangaroo Route between Australia and Europe the latter being the largest foreign airline to operate from the airport with over two million passengers handled annuallyAs of April 2008 there are about 4340 weekly flights operated by 80 airlines to over 116 cities in 59 countries An important contributor to the Singapore economy 13000 people are employed at the airport The airport accounts for over S$45 billion in output

In 2007 the airport handled a record 36701556 passengers a 48 increase over the 2006 fiscal year This made it the 19th busiest airport in the world and the fifth busiest in Asia by passenger traffic in 2007 In addition to being an important passenger traffic hub the airport is one of the busiest cargo airports in the world handling 189 million tonnes of cargo in 2007 Incentives like the Air Hub Development Fund first introduced in 2003 have proven effective in attracting airlines here A new S$300 million fund to strengthen Changis hub status will start in 2007 when the S$210 million fund expires in 2006 The new S $175 billion Terminal 3 opened on 9 January 2008 and Terminal 1 will be upgraded along the lines of the renovated Terminal 2 with the latter costing S$240 million Changi has been courting both premium and budget travellers with the opening of a commercially important persons terminal by JetQuay and a S$45 million Budget Terminal in 2006

Since its opening in 1981 the airport has made its mark in the aviation industry as a benchmark for service excellence winning over 280 awards in a 20-year period from 1987 to 2007 and with 19 Best Airport awards won in 2007 alone Changi Airports efforts to counter the onset of age include periodic physical upgrades to its existing terminals building of new facilities and taking steps to provide a high level of customer service

The airport has a development policy of always building years ahead of demand to help to avoid congestion problems common in major airports and maintain high service standards While the original master plan details plans for two passenger terminals there have been provisions to provide for long-term expansion initiatives including the allocation of space for a third terminal planned to have a physical configuration mirroring that of Terminal 2 Changing needs in the aviation industry led to reviews in the master plan resulting in the decision to cater to the high-end as well as budget sectors of the air travel industry Although the pioneering airport to conceptualise and construct a Budget Terminal in Asia it became operational on 26 March 2006 a few days after the opening of a similar terminal in Kuala Lumpur and was officially opened on 31 October 2006 A dedicated stand-alone Commercially Important Person (CIP) terminal operated by JetQuay

started operations on 15 August 2006 and officially opened on 29 September 2006 It is the first luxury airport terminal in Asia Even as new terminals are being built the airport continuously upgrades and expands its existing terminals

The master plan for the existing airport initially involved a dual-terminal and dual-runway configuration over Given limited land resources in Singapore the airport was designed for both current and future needs as the countrys primary airport The airport was designed to be capable of doubling in size using reclaimed land with enough space for two more runways and at least two new passenger terminal buildings

two phases with provisions for another two passenger terminals in the near future Phase 1 included the construction for the first passenger terminal the first runway 45 aircraft parking bays support facilities and structures including a large maintenance hangar the first fire station workshops and administrative offices an airfreight complex two cargo agents buildings in-flight catering kitchens and an 78 m (260 ft) control tower Construction for the second phase would commence immediately after the completion of Phase 1 and include the second runway 23 new aircraft parking bays in addition to the existing 45 bays a second fire station and a third cargo agent building

Changi Airport currently has five terminals Terminals 1 2 and 3 are directly connected with a common transit area with airside passengers being able to freely move between the terminals without going through immigration Transport within and between these three terminals is provided by people movers and the skytrain system although it is also possible to walk between the terminals on foot for landside visitors Situated beside Terminal 2 is JetQuay which has its own check-in facilities for premium passengers and where transportation to aircraft in any of the other terminals are by personal buggy The Budget Terminal purpose-built for low-cost carriers is physically separated from the main terminals towards the south where connections are possible via a free shuttle bus service to Terminal 2 All five terminals currently have a handling capacity of 687 million passengers a year spread over an area of 1045020 m2 (11248500 sq ft) Capacity will rise again to 73 million passengers a year when expansion works to the Budget Terminal are complete by early 2009

Changi Airport with all five terminals now cater to a spectrum of passengers The Budget Teminal is for cost conscious passengers Terminal 1 2 and 3 take care of the bulk of the travelers and the JetQuay CIP terminal target those who demand luxury when travelling

Budget Terminal Changi Airport was the second in Asia (after Kuala Lumpur International Airport) to open a dedicated terminal catering to the budget traveller The name of the Budget Terminal was decided as a result of a naming contest open to the public The terminal is not included in the numbering scheme even though it is the third terminal to be opened and Terminal 3 is actually the fifth terminal opened at the airport

In order to offer lower landing fees handling fees and airport taxes it cuts back on amenities such as aerobridges elaborate physical structures and decorations in the passenger terminal building The corridors used by arriving passengers are not air-conditioned although the main hall and departure lounges are A range of duty-free shops and Food and Beverage outlets and free internet terminals are available There is no transfer facility at the Budget Terminal Passengers who need to make transfers need to clear immigration collect their luggage clear customs make their way to the main terminal by taking the free shuttle buses and check-in again with the respective airline

In September 2008 expansion works costing $10 million will start and take seven months to complete When ready the terminal will be able to handle seven million passengers a year up from 27 million now There will also be more boarding gates check-in counters shops and dining options

Benchmarking of DIAL VS HEATHROW LondonAirport DIAL Heathrow LondonPassenger Movement Increased6 Decrease14

Cargo Tonnage Flat Increase66

Air Traffic Movement Increased8 Decreased05

BENCHMARKING

Airport DIAL(Rs cr)Heathrow London(Rs Cr)

Net Income 47293 103336Expenditure 37478 81659Depriciation and Ammortisation 988 2099Profit before Taxation 8828 21676Share Capital 2000 31536PersonnelStaff Cost 17251 16598Net Expenditure 37477 8166Subsidiary Companies 2

KPIKPI DIAL HEATHROW

Total Revenue Per ATM 2052 215858

Total Revenue Per Passenger 188 1542

Aero Revenue 650000000 264611368

ATU 52300000 127868780

Aero RevenueATM 14929 9014

Total Revenue000 ATUs 4051 4075262

Aero Revenue as of Total Cost 6200 28820

Aero Revenue as of Total Revenue 3600 4810

Aero RevenuePassenger 156 0632Commercial RevenuePassenger 273 907

COST KPICost KPI DIAL HEATHROWTotal CostATM 24410 38141

Total CostPassenger 250 267

Staff CostPassenger 55 266

Staff Cost as of Operating amp Staff Cost 6300 9980

PROFITABILITY RATIOS DIAL HEATHROW

Operating Profit 9 83

Operating Profitpassenger 18 1693

PassengersEmployee 2573 16145

PassengersATM 98 1426

Capex 4400 11370

EBIDTA as a of Turnover 2000 8330

Benchmarking of DIAL VS CHANGI (SINGAPORE)

Airport DIAL Changi SingaporePassenger Movement Increased6 Decreased06Cargo Tonnage Flat Decreased214Air Traffic Movement Increased8 Increased 74

Airport DIAL(Rs cr)Changi Singapore(Rs Cr)

Net Income 47293 2362Expenditure 37478 1880Depreciation and Amortization 988 1471Profit before Taxation 8828 6274Profit after Taxation 5666 4866Share Capital 2000 8261PersonnelStaff Cost 17251 10294Net Expenditure 37477 18952Subsidiary Companies 2 Bank Balance 3221 988Interest Income 023 41Operating profit before working capital changes 6324 2115Cash generated from operations 528 192Tax Paid 129 426Net Cash used in investing activities 318835 426Net Cash from financing activities 32885 1375

(Key Performance Indicator) KPI

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

started operations on 15 August 2006 and officially opened on 29 September 2006 It is the first luxury airport terminal in Asia Even as new terminals are being built the airport continuously upgrades and expands its existing terminals

The master plan for the existing airport initially involved a dual-terminal and dual-runway configuration over Given limited land resources in Singapore the airport was designed for both current and future needs as the countrys primary airport The airport was designed to be capable of doubling in size using reclaimed land with enough space for two more runways and at least two new passenger terminal buildings

two phases with provisions for another two passenger terminals in the near future Phase 1 included the construction for the first passenger terminal the first runway 45 aircraft parking bays support facilities and structures including a large maintenance hangar the first fire station workshops and administrative offices an airfreight complex two cargo agents buildings in-flight catering kitchens and an 78 m (260 ft) control tower Construction for the second phase would commence immediately after the completion of Phase 1 and include the second runway 23 new aircraft parking bays in addition to the existing 45 bays a second fire station and a third cargo agent building

Changi Airport currently has five terminals Terminals 1 2 and 3 are directly connected with a common transit area with airside passengers being able to freely move between the terminals without going through immigration Transport within and between these three terminals is provided by people movers and the skytrain system although it is also possible to walk between the terminals on foot for landside visitors Situated beside Terminal 2 is JetQuay which has its own check-in facilities for premium passengers and where transportation to aircraft in any of the other terminals are by personal buggy The Budget Terminal purpose-built for low-cost carriers is physically separated from the main terminals towards the south where connections are possible via a free shuttle bus service to Terminal 2 All five terminals currently have a handling capacity of 687 million passengers a year spread over an area of 1045020 m2 (11248500 sq ft) Capacity will rise again to 73 million passengers a year when expansion works to the Budget Terminal are complete by early 2009

Changi Airport with all five terminals now cater to a spectrum of passengers The Budget Teminal is for cost conscious passengers Terminal 1 2 and 3 take care of the bulk of the travelers and the JetQuay CIP terminal target those who demand luxury when travelling

Budget Terminal Changi Airport was the second in Asia (after Kuala Lumpur International Airport) to open a dedicated terminal catering to the budget traveller The name of the Budget Terminal was decided as a result of a naming contest open to the public The terminal is not included in the numbering scheme even though it is the third terminal to be opened and Terminal 3 is actually the fifth terminal opened at the airport

In order to offer lower landing fees handling fees and airport taxes it cuts back on amenities such as aerobridges elaborate physical structures and decorations in the passenger terminal building The corridors used by arriving passengers are not air-conditioned although the main hall and departure lounges are A range of duty-free shops and Food and Beverage outlets and free internet terminals are available There is no transfer facility at the Budget Terminal Passengers who need to make transfers need to clear immigration collect their luggage clear customs make their way to the main terminal by taking the free shuttle buses and check-in again with the respective airline

In September 2008 expansion works costing $10 million will start and take seven months to complete When ready the terminal will be able to handle seven million passengers a year up from 27 million now There will also be more boarding gates check-in counters shops and dining options

Benchmarking of DIAL VS HEATHROW LondonAirport DIAL Heathrow LondonPassenger Movement Increased6 Decrease14

Cargo Tonnage Flat Increase66

Air Traffic Movement Increased8 Decreased05

BENCHMARKING

Airport DIAL(Rs cr)Heathrow London(Rs Cr)

Net Income 47293 103336Expenditure 37478 81659Depriciation and Ammortisation 988 2099Profit before Taxation 8828 21676Share Capital 2000 31536PersonnelStaff Cost 17251 16598Net Expenditure 37477 8166Subsidiary Companies 2

KPIKPI DIAL HEATHROW

Total Revenue Per ATM 2052 215858

Total Revenue Per Passenger 188 1542

Aero Revenue 650000000 264611368

ATU 52300000 127868780

Aero RevenueATM 14929 9014

Total Revenue000 ATUs 4051 4075262

Aero Revenue as of Total Cost 6200 28820

Aero Revenue as of Total Revenue 3600 4810

Aero RevenuePassenger 156 0632Commercial RevenuePassenger 273 907

COST KPICost KPI DIAL HEATHROWTotal CostATM 24410 38141

Total CostPassenger 250 267

Staff CostPassenger 55 266

Staff Cost as of Operating amp Staff Cost 6300 9980

PROFITABILITY RATIOS DIAL HEATHROW

Operating Profit 9 83

Operating Profitpassenger 18 1693

PassengersEmployee 2573 16145

PassengersATM 98 1426

Capex 4400 11370

EBIDTA as a of Turnover 2000 8330

Benchmarking of DIAL VS CHANGI (SINGAPORE)

Airport DIAL Changi SingaporePassenger Movement Increased6 Decreased06Cargo Tonnage Flat Decreased214Air Traffic Movement Increased8 Increased 74

Airport DIAL(Rs cr)Changi Singapore(Rs Cr)

Net Income 47293 2362Expenditure 37478 1880Depreciation and Amortization 988 1471Profit before Taxation 8828 6274Profit after Taxation 5666 4866Share Capital 2000 8261PersonnelStaff Cost 17251 10294Net Expenditure 37477 18952Subsidiary Companies 2 Bank Balance 3221 988Interest Income 023 41Operating profit before working capital changes 6324 2115Cash generated from operations 528 192Tax Paid 129 426Net Cash used in investing activities 318835 426Net Cash from financing activities 32885 1375

(Key Performance Indicator) KPI

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

In order to offer lower landing fees handling fees and airport taxes it cuts back on amenities such as aerobridges elaborate physical structures and decorations in the passenger terminal building The corridors used by arriving passengers are not air-conditioned although the main hall and departure lounges are A range of duty-free shops and Food and Beverage outlets and free internet terminals are available There is no transfer facility at the Budget Terminal Passengers who need to make transfers need to clear immigration collect their luggage clear customs make their way to the main terminal by taking the free shuttle buses and check-in again with the respective airline

In September 2008 expansion works costing $10 million will start and take seven months to complete When ready the terminal will be able to handle seven million passengers a year up from 27 million now There will also be more boarding gates check-in counters shops and dining options

Benchmarking of DIAL VS HEATHROW LondonAirport DIAL Heathrow LondonPassenger Movement Increased6 Decrease14

Cargo Tonnage Flat Increase66

Air Traffic Movement Increased8 Decreased05

BENCHMARKING

Airport DIAL(Rs cr)Heathrow London(Rs Cr)

Net Income 47293 103336Expenditure 37478 81659Depriciation and Ammortisation 988 2099Profit before Taxation 8828 21676Share Capital 2000 31536PersonnelStaff Cost 17251 16598Net Expenditure 37477 8166Subsidiary Companies 2

KPIKPI DIAL HEATHROW

Total Revenue Per ATM 2052 215858

Total Revenue Per Passenger 188 1542

Aero Revenue 650000000 264611368

ATU 52300000 127868780

Aero RevenueATM 14929 9014

Total Revenue000 ATUs 4051 4075262

Aero Revenue as of Total Cost 6200 28820

Aero Revenue as of Total Revenue 3600 4810

Aero RevenuePassenger 156 0632Commercial RevenuePassenger 273 907

COST KPICost KPI DIAL HEATHROWTotal CostATM 24410 38141

Total CostPassenger 250 267

Staff CostPassenger 55 266

Staff Cost as of Operating amp Staff Cost 6300 9980

PROFITABILITY RATIOS DIAL HEATHROW

Operating Profit 9 83

Operating Profitpassenger 18 1693

PassengersEmployee 2573 16145

PassengersATM 98 1426

Capex 4400 11370

EBIDTA as a of Turnover 2000 8330

Benchmarking of DIAL VS CHANGI (SINGAPORE)

Airport DIAL Changi SingaporePassenger Movement Increased6 Decreased06Cargo Tonnage Flat Decreased214Air Traffic Movement Increased8 Increased 74

Airport DIAL(Rs cr)Changi Singapore(Rs Cr)

Net Income 47293 2362Expenditure 37478 1880Depreciation and Amortization 988 1471Profit before Taxation 8828 6274Profit after Taxation 5666 4866Share Capital 2000 8261PersonnelStaff Cost 17251 10294Net Expenditure 37477 18952Subsidiary Companies 2 Bank Balance 3221 988Interest Income 023 41Operating profit before working capital changes 6324 2115Cash generated from operations 528 192Tax Paid 129 426Net Cash used in investing activities 318835 426Net Cash from financing activities 32885 1375

(Key Performance Indicator) KPI

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

Benchmarking of DIAL VS HEATHROW LondonAirport DIAL Heathrow LondonPassenger Movement Increased6 Decrease14

Cargo Tonnage Flat Increase66

Air Traffic Movement Increased8 Decreased05

BENCHMARKING

Airport DIAL(Rs cr)Heathrow London(Rs Cr)

Net Income 47293 103336Expenditure 37478 81659Depriciation and Ammortisation 988 2099Profit before Taxation 8828 21676Share Capital 2000 31536PersonnelStaff Cost 17251 16598Net Expenditure 37477 8166Subsidiary Companies 2

KPIKPI DIAL HEATHROW

Total Revenue Per ATM 2052 215858

Total Revenue Per Passenger 188 1542

Aero Revenue 650000000 264611368

ATU 52300000 127868780

Aero RevenueATM 14929 9014

Total Revenue000 ATUs 4051 4075262

Aero Revenue as of Total Cost 6200 28820

Aero Revenue as of Total Revenue 3600 4810

Aero RevenuePassenger 156 0632Commercial RevenuePassenger 273 907

COST KPICost KPI DIAL HEATHROWTotal CostATM 24410 38141

Total CostPassenger 250 267

Staff CostPassenger 55 266

Staff Cost as of Operating amp Staff Cost 6300 9980

PROFITABILITY RATIOS DIAL HEATHROW

Operating Profit 9 83

Operating Profitpassenger 18 1693

PassengersEmployee 2573 16145

PassengersATM 98 1426

Capex 4400 11370

EBIDTA as a of Turnover 2000 8330

Benchmarking of DIAL VS CHANGI (SINGAPORE)

Airport DIAL Changi SingaporePassenger Movement Increased6 Decreased06Cargo Tonnage Flat Decreased214Air Traffic Movement Increased8 Increased 74

Airport DIAL(Rs cr)Changi Singapore(Rs Cr)

Net Income 47293 2362Expenditure 37478 1880Depreciation and Amortization 988 1471Profit before Taxation 8828 6274Profit after Taxation 5666 4866Share Capital 2000 8261PersonnelStaff Cost 17251 10294Net Expenditure 37477 18952Subsidiary Companies 2 Bank Balance 3221 988Interest Income 023 41Operating profit before working capital changes 6324 2115Cash generated from operations 528 192Tax Paid 129 426Net Cash used in investing activities 318835 426Net Cash from financing activities 32885 1375

(Key Performance Indicator) KPI

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

COST KPICost KPI DIAL HEATHROWTotal CostATM 24410 38141

Total CostPassenger 250 267

Staff CostPassenger 55 266

Staff Cost as of Operating amp Staff Cost 6300 9980

PROFITABILITY RATIOS DIAL HEATHROW

Operating Profit 9 83

Operating Profitpassenger 18 1693

PassengersEmployee 2573 16145

PassengersATM 98 1426

Capex 4400 11370

EBIDTA as a of Turnover 2000 8330

Benchmarking of DIAL VS CHANGI (SINGAPORE)

Airport DIAL Changi SingaporePassenger Movement Increased6 Decreased06Cargo Tonnage Flat Decreased214Air Traffic Movement Increased8 Increased 74

Airport DIAL(Rs cr)Changi Singapore(Rs Cr)

Net Income 47293 2362Expenditure 37478 1880Depreciation and Amortization 988 1471Profit before Taxation 8828 6274Profit after Taxation 5666 4866Share Capital 2000 8261PersonnelStaff Cost 17251 10294Net Expenditure 37477 18952Subsidiary Companies 2 Bank Balance 3221 988Interest Income 023 41Operating profit before working capital changes 6324 2115Cash generated from operations 528 192Tax Paid 129 426Net Cash used in investing activities 318835 426Net Cash from financing activities 32885 1375

(Key Performance Indicator) KPI

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

Airport DIAL Changi SingaporePassenger Movement Increased6 Decreased06Cargo Tonnage Flat Decreased214Air Traffic Movement Increased8 Increased 74

Airport DIAL(Rs cr)Changi Singapore(Rs Cr)

Net Income 47293 2362Expenditure 37478 1880Depreciation and Amortization 988 1471Profit before Taxation 8828 6274Profit after Taxation 5666 4866Share Capital 2000 8261PersonnelStaff Cost 17251 10294Net Expenditure 37477 18952Subsidiary Companies 2 Bank Balance 3221 988Interest Income 023 41Operating profit before working capital changes 6324 2115Cash generated from operations 528 192Tax Paid 129 426Net Cash used in investing activities 318835 426Net Cash from financing activities 32885 1375

(Key Performance Indicator) KPI

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

KPI DIAL CHANGITotal Revenue Per ATM 2052 10181Total Revenue Per Passenger 188 6383 Aero Revenue 650000000 14363937ATU 52300000 71181866Aero RevenueATM 14929 28683Total Revenue000ATUs 4051 564912Aero Revenue as of Total Cost 062 0858Aero Revenue as of Total Revenue 036 441Aero RevenuePassenger 156 1816

Commercial RevenuePassenger 273 2195

COST KPICost KPI DIAL CHANGI

Total CostATM 24410 33565Total CostPassenger 250 2115Staff CostPassenger 55 3361Staff Cost as of Operating amp Staff Cost 063 0248

PROFITABILITY RATIOSColumn1 DIAL CHANGIOperating Profit 9 49Operating Profitpassenger 18 603PassengersEmployee 2573 25841PassengersATM 98 1589Capex 4400 53EBIDTA as a of Turnover 02 0669

Benchmarking of DIAL VS HKIA

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

Airport DIAL HKIAPassenger Movement Increased6 Increase17Cargo Tonnage Flat Increase31

Air Traffic Movement Increased8 Increase20

Airport DIAL(Rs Cr) HKIA(RSCr)Net Income 250 28089Expenditure 221 10696Operating Expenses 72 10696Depriciation and Ammortisation 724 7013Profit before Taxation 1771 100824Profit after Taxation 1671 8402Share Capital 2000 19004PersonnelStaff Cost 4752 346Net Expenditure 2211 10696

Subsidiary Companies 2 (010 each)

Bank Balance 2438 21455Tax Paid 1 16805Repairs And Maintainance 23 1215Investment On Tangible Assets 10234 291267Investment On Intangible Assets 1955 17425Current Liabilities 54412 6268

KPIKPI DIAL(Rs Cr) HKIA(RS Cr)

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

Revenue Per ATM 2052 9363Revenue Per Passenger 188 59744 Aero Revenue 650000000 20774421ATU 52300000 103600000Aero RevenueATM 14929 7694Total Revenue000ATUs 4051 37300Aero Revenue as of Total Cost 6200 7230Aero Revenue as of Total Revenue 3600 48Aero RevenuePassenger 156 049Commercial RevenuePassenger 273 053

Cost KPICOST KPI DIAL(Rs Cr) HKIA(RSCr)

Total CostATM 24410 89345Total CostPassenger 250 615Staff CostPassenger 55 722Staff Cost as of Operating amp Staff Cost 6300 2000

PROFITABILITY RATIOSKPI DIAL(Rs Cr) HKIA(RSCr)Operating Profit 9 34Operating Profitpassenger 18 502PassengersEmployee 2573 40824PassengersATM 98 1541Capex 4400 000EBIDTA as a of Turnover 2000 6100

Benchmarking Of Airports

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

Delhi IGI Airport

BAA London Heathrow Airport

Singapore Changi Airport

Amsterdam Schiphol Airport

Hong Kong International Airport

Dubai International Airport

Runways 3810m(Asphalt)

3901m(Grooved Asphalt)

4000m(Concrete)

3800m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

2813m(Asphalt)

3660m(Grooved Asphalt)

4000m(Concrete)

3500m(Asphalt)

3800m(Asphalt)

4000m(Asphalt)

4430m(Asphalt)

2750m(Asphalt)

3453m(Asphalt)

3400m(Asphalt)

3300m(Asphalt)

2014m(Asphalt)

ATM 230000 478693 232000 458050 300000 260530

Passenger Movement

25Million (67Million) 37Million 47Million 471Million 375Million

Capacity 12Million gt70Million 687 Million 87Million by 2020

62 Million

Air Freight 43Million 16million 19Million 15Million 36Million 1824Million

Operating Ratios

KPIs

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

DIAL CHANGI HKIA HEATHROWTotal Revenue Per ATM 2052 10181 9363 215858Total Revenue Per Passenger 188 6383 59744 1542

REVENUE KPIs DIAL CHANGI HKIA HEATHROW

Aero Revenue 2736000000

14363937 20774421 264611368

ATU 523000007118186

610360000

0 127868780

Aero RevenueATM 14929 28683 7694 9014Total Revenue000ATUs 4051 564912 37300 4075262Aero Revenue as of Total Cost 6200 8580 7230 28820Aero Revenue as of Total Revenue 3600 441 48 4810Aero RevenuePassenger 156 1816 049 0632Commercial RevenuePassenger 273 2195 053 907

COST KPIs DIAL CHANGI HKIA HEATHROWTotal CostATM 24410 33565 89345 38141Total CostPassenger 250 2115 615 267Staff CostPassenger 55 3361 722 266Staff Cost as of Operating amp Staff Cost 6300 2480 2000 9980

PROFITABILITY RATIOS DIAL CHANGI HKIA HEATHROWOperating Profit 9 49 34 83Operating Profitpassenger 18 603 502 1693PassengersEmployee 2573 25841 40824 16145PassengersATM 98 1589 1541 1426Capex 4400 53 000 11370EBIDTA as a of Turnover 2000 6690 6100 8330

REFRENCES

httpwwwvisionrealizationcomResourcesOrganizationalBenchmarkingpdf

httpwwwapqcorg

httpwwwasqorg

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre

austliilawutseduau

wwwhongkongairportcom

wwwchangiairportcom

wwwheathrowairportcom

wwwgarsonlinein

wwwbooksgooglecoin

Statistics Singapore-Yearbook of Singapore 2008

Waitakere City council

wwwnewdelhiairportin

httpenwikipediaorgwikiHeathrow

httpenwikipediaorgwikiChangi_airport

wwwirasiacom

• Terminal 1
• Terminal 2
• Hong Kong Business Aviation Centre