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10th Annual Conference on “Airports in India”

Trends and Developments: Opportunities and Challenges

ByAshwani Khanna

Vice PresidentDelhi International Airport Pvt Ltd

January 28, 2016

1

GMR Group is a leading Infrastructure Conglomerate….

Entry into Infrastructure

1996

200 MW IPP in Chennai

2015

3 Airports

9 Highways*

8 Power Plants / 6 Projects

2 Domestic Coal Blocks

2 Overseas Coal Blocks

2 Power Transmission Projects

Large & diversified infrastructure player

2018

3 Airports

9 Highways*

2 Special Investment Regions

11 Power Plants/ 3 Projects

2 Domestic Coal Blocks

2 Overseas Coal Blocks

2 Power Transmission assets

Gaining momentum

GMR Group was established in June,

1978

GMR Infrastructure Ltd. listed at Bombay Stock Exchange & National Stock Exchange

during 2006

Creating Tomorrow, Today

* includes a minority stake in 2

2

Took over the

operations, man

agement and

development of

Delhi Airport

2006

• Commenced

the new airport

in Hyderabad

• Commenced

operations &

development

of Istanbul

Sabiha Gokcen

Airport

2008

• Commenced

operations at

Terminal

3, Delhi Airport

• Started

operations at

Malé Airport

2010 • Malé Airport

concession

declared void

by GoM – a

politically

motivated

decision

2012

Started the

Hyderabad

Airport

development

project

2003

Commissioned

the new

Terminal at

Istanbul Sabiha

Gocken

Airport, Turkey

2009

Signed the

Concession for

Mactan-Cebu

Intl. Airport

Project in

Philippines

2014

…with nearly a decade of experience in the Airport Sector

3

GMR today figures amongst the top 5 private airport developers in the world

GMR Aviation –A leading charter service

provider

1 Falcon and 1 Hawker aircrafts and 1 Bell Helicopter

World Class MRO facility in Hyderabad MRO services to Spicejet, Jet, Go Air, Fly Nas

GMR Aviation Academy

Some of the areas within aviation where GMR has presence

Mactan Cebu International

Airport, Philippines

Delhi International Airport

Hyderabad International

Airport

GMR Share: 64%

Partners: AAI, Fraport

Annual capacity: ~ 62 Mn

Total capex: ~ INR 128 Bn

Traffic FY15 ~41.0 Mn

Concession features:

– 30 + 30 yrs

– 46% revenue share

– 230 acre real estate parcel

GMR Share: 63%

Partners: AAI, MAHB, GoAP

Annual capacity: ~ 12 Mn

Total capex: ~ INR 29.2 Bn

Traffic FY15: ~10.5 Mn

Concession features:

– 30 + 30 yrs

– 4% revenue share

– 1000 acre real estate

– 250+250 acres SEZ

GMR Share: 40%

Partner: Megawide

Annual capacity: ~ 4.5 Mn

Traffic CY14: ~7.3 Mn

Concession period: 25 yrs

World class AA and only the 6th in the world to have RTCE by ICAO

GMR Share: 40%

Partners : Limak, MAHB

Annual capacity – 25 Mn

Concession term – 20 years

GMR divested its stake in

March 2014

Istanbul Sabiha Gokcen Airport

4

Delhi International Airport (P) Limited

5

Airport Operations

AirlinesPassengers, Freighters, Charters, Defense

Aircraft Handling Ground Handling

Agencies Cargo Handling

Agencies Fixed Based Operators

Govt. Agencies Security – CISF /

BCAS Immigration Customs Health Services

Operation Support Air Traffic Control Fuel Supply Aircraft Maintenance

& Repairs Flight Kitchen

Pax Convenience Retail – F&B,

Duty Free, Books, Accessories etc

Car Parking

Transportation Service

Operators Terminals: Bus,

Metro, Taxi etc Inter terminal

Passenger Stay Hotels Accommodation

Centers Lounges

Utility Services Water &

sanitation Electricity IT & Telecom Roads; etc

Others Commercial

Property Development

Landscaping

Airports : A Complex Business Ecosystem

6

Broad Scope of Delhi Airport PPP project: Flagship project under the PPP framework

Modernized IGIA is today counted as one of the largest infrastructure development projects to be executed in India post independence

Delhi International Airport Pvt. Ltd. (DIAL) is a Joint Venture Consortium led by GMR

with a 64% stake.

– Other equity partners - Airports Authority of India (26%) and Fraport (10%)

– MAHB originally owned 10% stake which has been purchased by GMR in May 2015

The GMR led consortium won the bid for the airport through a transparent ICB process

Operations, Management & Development Agreement (OMDA) was subsequentlysigned between DIAL and AAI in April 2006

– OMDA was a part of the pre-bid documents and the basis of bidding

– OMDA dictates all development work and service standards to be delivered by DIAL at IGIA

Concession period of 30 + 30 years

Responsibilities of DIAL include Operations, maintenance, development, design, construction, up

gradation, modernization, finance and management of the airport

ATC, security, customs, immigration, quarantine and meteorological services provided by

Government agencies

7

Project Commissioning at IGI AirportPhased delivery to meet expectation, demand and commitments

Capable of handling A 380 handling - Eased congestion and capacity

T1 D commissioned in April, 2009

New Runway operations – September, 2008

De-congestion of domestic traffic and increase in ASQ rating

Commencement of commercial operations from T3 – July, 2010

Airport Capacity, mppa Floor sqm Const. months

London Heathrow T5 28 353,000 72

Madrid 42 757,000 70

Bangkok 45 563,000 60

Kuala Lumpur 25 479,000 54

Beijing 43 900,000 52

Delhi T3 34 502,000 37

Source: Jacobs Benchmarking study, 2009

Delivered in phases, development and upgrade of IGIA has redefined benchmarks of airport development projects

• Stabilization of airport & commercial operations

• Novation of all existing contracts from AAI

• Creation of additional space within the limitations

• New concessionaires, products, brands in the new space

• Changing the Business model to revenue share from fixed rental model

• Limited space allocated to commercial operations

• Sub-optimal commercial layout and retail planning

• Limited products, brands and service options

• Mostly fixed rental concessions

• No International concessionaires

• New infrastructure with planning on improved layout

• Joint Ventures with Concessionaires

• Approach to provide all products needed in world-class airports

• Product-centric approach

• Bottom-up and top-down strategy development

• Detailed planning

• Introduction of several New categories, concepts

Transition StabilizationProduct Centric

approach

• Experience-centric development of commercial operations

• Consumer to be the focal point of all enhancements

• Focus on enhancing the experience at various touch-points

• Plan and implement new offerings, concepts, categories

• „Refresh‟ the visual motif and merchandize

• Invest in improving the Organizational capabilities

Experience-centric approach

Take over in 2006 2006 to 2010 2010 to 2012 2013 to 2016

DIAL has transformed the non-aero business at IGIA since its takeover in 2006 through a clear strategy

8

9

Innovation through use of TechnologyAirport Operations and Control Centre (AOCC)

A state-of-the-art facility to perform the Airport Operations from a remote and secluded facility.

Huge 4m x 7m Video Wall to collaborate common tasks amongst operators

Central Monitoring of the Airport facilities from a single location using CCTV

Central and Consolidated System Access for all Airport IT Systems

Fallback Control of all IT Systems to manually override if needed

10

Innovative use of TechnologySelf Service Initiatives and Flap Gates

Domestic CUSS Operational at T1-D, IGIAInternational CUSS Operational at T3, IGIA

Flap Gates introduced to regulate the passenger movement to Boarding Gate Area

Common User Self-Service (CUSS) for faster passenger movement through Check-in process

11

Innovative use of TechnologySelf Bag Drop and Document Exchange

Self Service Check-in - Document Exchange

Self Bag Drop for faster passenger movement through Check-in process

Automated

SMS from

Airline to

Passenger

with boarding

card info

Simple and

fast pick up

of the

boarding card

12

230 acres of Aerotropolis Development

Central Business District (CBD), right in theheart of NCR with:

− Effective Connectivity

− Demand Proximity

Master plan by YRM, UK & PF

To be developed in phases

Awarded the development rights for 14 assets

through competitive bidding (45 acres) for a

license fee payable per annum & Refundable

Security Deposit of Rs.1,471 Crore – part of Project

Cost

JW Marriott (489 Rooms), Lemon Tree & Red Fox

(336 Rooms), Holiday Inn (265 Rooms) and Ibis

(316 Rooms) have already commenced operations

45 acres Divided into

14 Asset Areas

Total GBA (FSI) = 6.12

MSF

− Hospitality = 11 assets

(5.04 MSF)

− Commercial = 3 assets

(1.08 MSF)

Core Airport

InfrastructureArea for CP

development

Aerotropolis Development Plan Aerotropolis Phase–I : 45 Acres

13

Benefits to Stakeholders

14

Better infrastructure has resulted in smoother and faster passenger movement at the airport (1/2)

Before 2006-07 Now Benefits

Car Park 1,420 6,850Hassle free car park, including dedicated slots for PRM

City Connectivity 4 lane road8 lane road +

Metro

No traffic congestion; Increased number of options including Metro, Radio Taxi & Bus – Seamless travel to heart of the city

Cabs – holding capacity

1,050 2,350 Availability of public transport

Large Scale Landscaping (sq. mt.)

6,500 3,41,851Pleasing commute; Environment friendliness

Water fountains 0 5 Pleasing Environment

No. of Terminal Entry gate from kerbside

6 16Less waiting time to enter the Airport

Check-in counters 105 278Seamless processing of passengers – including Self Check-in Kiosks i.e. CUSS (18)

Note: Only key aspects are compared; Figures include data from Terminals T1, T2 & T3

15

Better infrastructure has resulted in smoother and faster passenger movement at the airport (2/2)

Before 2006-07 Now Benefits

Immigration Counter 48 90Capacity to cater to increased pax; Faster processing

Boarding Bridges 9 87Saving of resources (e.g. Bussing charges); Environment friendliness

F&B Options 18 84 Enhanced variety & options

Transit Hotel – Rooms NA 93 Comfortable stay at the airport

Escalators (Nos.) NA 37 Enhanced processing time

Lifts (Nos.) 2 84 Enhanced processing time

Note: Only key aspects are compared; Figures include data from Terminals T1, T2 & T3

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All the aforementioned changes have propelled IGIA to Rank 1 globally in ASQ rating

101/125 12/154124/127 32/140Global Ranking

(Rank/Total Airports)

3.023.15

4.16

4.49

4.734.83 4.84 4.90

2007 2008 2009 2010 2011 2012 2013 2014

OMDA requirement

of ASQ

No. 1 Airport in

the World in its

Category in 2014

A first for an

Indian Airport

April 2009 T1D

commissioned

July 2010

Terminal 3

commissioned

Sep 2008

3rd Runway

commissioned

Passengers

Handled (million)23.97 22.84 26.12 29.94

06/179

35.88 34.37

04/199

When GMR took over operations of the Delhi Airport, it was ranked 101 out of 125 airports globally (and amongst the ten worst airports in the world).

It is now ranked #1 in the world in its category (25-40 mn passengers)

36.72

05/235 05/300

39.75

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Airside Improvements have led to higher operational efficiency…

Before 2006-07 Now Benefits

Runway & Taxiways

Capacity: 35 ATMs / HrCapacity: 75 ATM‟s / Hr; Max – 78 ATM‟s / Hr

Enhance ATMs during Peak hours; Reduced hovering / holding time

Code E (B747-400) compliant

Code F (A380) CompliantAbility to handle new generation aircrafts – A380, Dreamliner

2 runways with 1 end ILS CAT-III compliant, 2 ends CAT-1 compliant and 1 end without ILS

3 runways, with 3 ends ILS CAT-IIIB and 3 ends CAT 1 compliant

Instrument approach is possible at any time; during low visibility, 3 ends can cater till RVR is 50 mtr

4 Rapid Exit Taxiways (RET)11 RET‟s and a 4.43 km parallel taxiway

Enhanced operational efficiency of airlines

Apron & Aircraft Parking Stands

2 Aprons7 Aprons; 6.30 lakh m2

additional areaEnhancement of aircraft handling area

9 Contact stands89 Remote Stands

48 Contact Stands101 Remote Stands

Ability to handle new aircrafts –A380, Dreamliner

Apron Control

2 separate Apron Control units and manual allocation

State of the art Control Centre – AOCC

Modern application tool to increase efficiency and accuracy of resource allocation

Airside Improvements including NATS (UK) Recommendations have helped IGIA record 78 ATM movements, as against 35 at the time of taking over

18

… resulting in significant monetary benefits to the airlines

Benefit By how much? The Impact

Increase in ATMs per hour

• Maximum movements per hours has been increased from 35 to 75 (Max 78).

• 831 extra ATMs in a week due to increased capacity

Additional revenues of appx INR4,500 Cr. p.a. for the airlines whooperate during these peak hours.

Reduction in Hovering time

15-20 mins

Savings of Rs. 45-60 thousand perlanding at the peak hoursAnnual cost reductions of INR328-437 crs

Reduction in Holding time

10-20 mins

Savings of Rs 13-26 thousand peraircraft during the peak hourAnnual cost reductions of INR94-187 crs

Increase in transfer traffic

• Domestic: 73% instead of organic growth of 22%

• International: 69% instead of organic growth of 12%

Transfer traffic increased from 5% attime of opening of T3 to current 21%Additional revenue of ~ INR 892crs for airline industry

The infrastructure added also leads to overall improvement in fleet utilization through hovering / holding times savings, improved OTP etc.

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…and a marked improvement in Departure On Time Performance (OTP)

Greater operational efficiency has resulted into higher departure OTP leading to greater airline and passenger satisfaction

64%

74%

80%

83%

76% *

2010 2011 2012 2013 2014

Departure On Time Performance

* Lower OTP in 2014 is due to Air India & Spice Jet

20

DIAL along with its JV partners has developed a cargo handling capacity of 1.5 million tonnes

• DIAL has formed JVs with Celebi and CSC to upgrade

and modernize its cargo facilities

First airport in India to have multi level cargo terminals

Only Airport in India with 9 Freighter Parking Bays

with 3 Code F Facilities

65 International Schedule Flights + Freighter Service

serving 60 International Destinations

1st Indian Airport to be e-Freight compliant by

IATA

Customs available on 24x7 basis

Least warehouse processing time of 5 Hrs in

Exports and 7 Hrs in Imports

Only Airport to have dedicated Transshipment

Excellence Center on Airside

1,000 sq m of dedicated Common User

Transshipment Warehouse on Airside

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This coupled with proactive steps has hastened the cargo growth benefiting the local industries

Development of 50,000 sq ft

Cold/Pharma Facility

Implemented the Air Freight Stations

operational in KNU & LDH offering door

step service

Started Road Feeder Services from

AMD, IDR, HYD & MAA into DEL

Launched Cargo Community System

launched connecting various stakeholders

First Airport to implement Truck

Management System

Started Import Bounded Trucking in

March, 2015

389.5

432.9 426.3

497.4

600.0

568.4546.3

605.7

696.5

FY'07 FY'08 FY'09 FY'10 FY'11 FY'12 FY'13 FY'14 FY'15

Cargo Tonnage („000 MT)

As a result, Delhi has Surpassed Mumbai to become thelargest Indian airport in terms of air cargo handled

22

DIAL has paid Rs 8275 cr as revenue Share paid to AAI, nearly 54x its EBITDA from Delhi Airport in 2006

591

876 9581,172 1,262

1,531

3,341

4,004

4,300

272403 441 539 577

704

1,533

1,8381,968

FY'07 FY'08 FY'09 FY'10 FY'11 FY'12 FY'13 FY'14 FY'15

DIAL Gross Revenue AAI Revenue Share INR Crore

Revenue Share (45.99%) of INR 8,275 Croreto AAI, since taking over the operations of IGIA

The revenue share flows directly to AAI‟s bottom-line as AAI does not incur any operating or capital costs. In many ways, DIAL‟s revenue share has

paid for the development of other airports undertaken by AAI

23

Sustainable Environment initiatives implemented benefitting all the Stakeholders of IGI airport

• Environment Management System – ISO14001 & ISO 14064

• Collaborative Environment ManagementProgram

• Wastewater reutilization & RainwaterHarvesting

• Greenhouse Gas Inventory of IGI Airport

• Aircraft Noise Management

• LEED Infrastructure Integration

• Clean Development Mechanism (CDM) forEnergy Efficiency

• Energy Management System for EnergyConservation - ISO 50001:2011

• Solid/ Hazardous/ Battery/ E- WasteManagement

• Training, Awareness and Audit on EnvironmentManagement

• Airfield Environment Management Committee(AEMC)

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Delhi Airport‟s development and modernization has had a huge socio-economic impact on the state GDP

Source: Economic Impact Assessment of Delhi International Airport, NCAER (2012)

Economic Impact

Economic impact of IGI Airport estimated to be Rs.29,470 Crore during 2009-10

‒ Contribution of 0.45% to the national GDP

‒ Contribution to Delhi's GSDP is 13.53%

Economic impact of IGIA by 2020, expected to be app. Rs.90,950 Crore

‒ Contribution of 0.7% of the National GDP

‒ Contribution of 22.2% to Delhi's GSDP

Social Impact

Delhi airport's operation contributes 15,78,000 jobs

‒ Contribution to national employment 0.34%

‒ Share in Delhi's total employment as 25.90%

Delhi airport's construction activities contributed ~614 thousand direct and indirect jobs every year during 3 years of construction

Employment benefits, especially from tourism & investments, shared with other regions & states

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Delhi Airport has won over 50 accolades, and is a

pioneer in many areas

26

Airports Council International (ACI) Awards

2nd Best Airport (2011)

2nd Best Airport (2012)

ASQ Awards (25-40 mppa category)

2nd Best Airport (2013)

Ranked 2nd for three consecutive years

Ranked 1st in 2014

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IGIA : Accolades

CNBC Aawaz - Best

Managed Airport

Award

(3 years in a row)

Travel + Leisure India’s

Best Awards – Best

Airport (India)

Outlook Traveler Awards –

Favorite Domestic Airport

Best Airport in India & Central Asia (2014, 2015) – Two years

in a row

Best Airport Staff in India & Central Asia (2015)

World’s Most Improved Airport (2012)

Best Airport India (2012)

Skytrax Awards

Best Airport India &

Central Asia

(2013,2014) – Twice in a

row

Best Airport Staff in

India and Central Asia

(2014)

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IGIA : Accolades

Greentech Safety Award

2013 for Outstanding

Achievements in Safety

Management

BSI International Safety Award

2013 - for demonstrating a strong

commitment to good health and

safety management during 2012

CII National Energy

Management Award

2012 – Excellent

Energy Efficient Unit

Award

Concor Exim Star Award - 2nd

Position - Importer (Northern

Region)

(2010)

STAT Times - International

Cargo Airport Of The year

Region – INDIA

(2012)

STAT Times – Emerging Cargo

Airport of the Year

(2010)

Apex Award 2013 - for

execution of an

exceptional digital

signage or interactive

technology installation

CII 5S Excellence

Award 2014

(Northern Region)

Thank you

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• India’s only airport to offer mixed mode runway use with simultaneous operations

• Rated as the No.1 Airport in the World in the 25-40 million Passengers Category by Airport Council International for 2014.

• Implemented the Delhi Airport-Collaborative Decision Making program in close cooperation with ATC, ground handlers and

the airlines, which highly improved our on-time performance.

Air Traffic

• 58 International and 53 Domestic

destinations

• 3 Runways

• Peak Runway capacity of 75 ATM/Hr

Catchment Area

• Short Haul < 4 hours Flight time –

China, Mangolia, Kazakhistan, Iran, Iraq,

Saudi Arabia

• Medium Haul > 4 < 6 hours Flight time –

Russia, Indonesia, Ethiopia, Turkey, Egyp

t, Korea

• Long Haul > 6 hours Flight time –

USA, Brazil, Japan, Australia

Airside

Infrastructure

• Runway 11/29 is one of the longest

runways in Asia; equipped with best in

class technology with ability to land in

heavy fog conditions

• Ability to handle all new generation

aircrafts

Real-estate

Potential

• 230 acres of commercial land

• 45 acres already monetized for hospitality

and commercial projects

• Balance monetization in process

Competition

• Right to match the highest bid for a

second airport within 150kms of IGIA if

our bid is within +-10% of highest bid

• This right is till 2036

Ancillary Facilities

• Car Parking Facility for 6,600 cars

• 7 MLD Water Treatment at T3

• 131 Rain Water harvesting pits on runway

11/29

Delhi Airport is the Largest airport by traffic and Infrastructure in India

37

Continuous investment in technology initiatives is helping in making the airport more friendly and efficient

Fully Integrated Airport Information Systems

High Speed 10-Gigabit Network

High-Availability through Redundant Data Centre Design

Multi-Layered Security Framework for Internet-Perimeter Protection

Single Operational Database (AODB) as master repository of Information

Airport Operations and Control Centre (AOCC) equipped with latest Technology

Over 3,000 CCTV Cameras multicasting on common Network Backbone

Over 2,000 Access Control System integrated with CCTV using unified Alarm System – It helps with the Auto

Detection of Congestion, Reverse Passenger Flows, Unclaimed objects inside the Airport, etc

12,800 Fully Integrated Baggage Handling System (BHS)

Utility Systems Integrated with Building Management System (BMS)

Over 200 technology staff supporting IT Operations on 24 x 7 basis

38

The journey started with GMR Group winning the bid to operate, upgrade and maintain IGI Airport

Visionary Leadership

Decision to develop the 1st brownfield airport project under PPP in India; and

The largest project in it‟s portfolio, in terms of value and visibility

Partnerships

Partnered with Fraport & MAHB to gather airport business know-how.

Innovative business model to offer non-critical airport / passenger servicesthrough JVs with domain experts – Retail, F&B, Cargo, Fuel Farm, etc.

Customer Focus

Effective co-ordination with AAI for smooth transfer of IGI operations

Initiated 100 day program for immediate improvement in passengerexperience at all existing terminals (T1A, T1B & T2) and facilities

Engagement with airlines, GHAs and various govt. agencies to operate andimprove service levels at the airport

39

Focus on innovation for efficient project management & meeting stakeholder expectations

Project Management

Meeting early

expectations

Innovative project management approach to develop T3 as per the schedule

3M Approach to manage resources – Manpower, Material & Machinery

Use of latest risk management tools & techniques

Comprehensive supply chain management – positioned manpower & quality check at vendor location, at ports of dispatch & receipt and at warehouses

Robust review mechanism - to monitor progress & to revise plans or to activate back-up plans

Development of new runway (11-29) & upgrade of taxiways on priority to address congestion related issues

Re-carpeting of old runway (10-28) and other “Beyond OMDA” developments to meet customers expectations

Decommissioned T1B while Developing T1D to turn passenger plight into passenger delight

Introduced new retail concepts in line best practices at international airports

“Value for Money” considerations in airport retail and F&B offerings

40

Focus on stakeholder management for timely project delivery and overall improvements

Project Delivery

Development of T3 & commencement of operations as per schedule

Delivery in record time while setting the per unit cost benchmarks

Upgrade of cargo handling facilities – new / upgraded terminals, Bonded trucking, Cargo Community System, AFS etc.

Significant improvement in city-side connectivity aspects with Central Spine and Northern Access Road along with Airport Express Metro

Stakeholder Management

Considered inputs from all parties operating at IGIA in terminal (T3) design

Approvals from 58 different Government agencies and departments

Proactive engagement with all vendors & partners to ensure speed & quality

Persuaded local agencies to develop infrastructure to support IGI airport

Engaging local residents through CSR and legal recourse, wherever required, to remove encroachment & reclaim the airport land

41

Emerging requirements were taken care of while delivering the project

Green Development

LEED Gold Certification for T3 – Only airport in the world to have it

Environment friendly measures – Design to maximize natural lighting, Rainwater harvesting, STP with “Zero” discharge, etc.

Relocation of wild animals from erstwhile wetland and wild vegetation

1st airport in the world with ISO 50001 certification for energy management

ISO 14001:2004 Environment Management System (EMS) Certified; with constant review and continual improvement

Proactive approach for accommodating community concerns while meeting regulatory requirements - energy management, air quality and emissions management, noise level management, waste management, water and wastewater management, natural resource conservation.

Safety & Security

State of Art multi-level security measures - PIDS, over 3000 CCTV cameras, SOCC etc.

Security measures as per requirements / recommendations of govt. agencies

In addition to CISF, DIAL security to ensure safety/security in & around IGIA

Impeccable IT security measures in place; Awarded ISMS 27001:2005

Airport community safety through awareness weeks, SOPs, mock drills etc.

OHSAS 18001:2007 certified, with in-house training to multiple individuals

42

Continuous skill upgrade and capturing experiences have always remained a focus of the organization

Employee Skill upgrade

Engaged over 30,000 people from 19 nationalities in the project phase

Training on passenger service delivery to all people working at the airport –airlines & GHA staff, concessionaire staff, security personnel, taxi drivers etc.

Investment in own employee skill upgrade trainings

− Training in Malaysia on modern airport operations – ARFF, Safety, QSD, Operations etc.

− Training by functional experts / industry bodies – ACI, IATA, ICAO, Academia etc.

− Regular training courses to employees by in-house resources and external experts

Mandatory training man days per year for each employee as a part of PMP requirement

Support external training if required / recommended by Dept. Heads

As a part of corporate initiatives, introduced numerous customized training programs – YoungGen, NextGen/ELP, LDP, mentoring & coaching etc.

Extensive use of knowledge management (KM) portal to share and learn from practical experiences of others in the organization

Regular knowledge sharing of learning with group airports

Sharing of Ideas by internal / external speakers on varied topics

Workshops and interactive sessions on new concepts / corporate initiatives such as BE, BCP, ERM etc.

Continuous focus on measuring / assessing impact of KM

Knowledge Management

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With new facilities in place, focus on operational excellence & business growth to achieve profitability

Operational Excellence

Quality of passenger service delivery has improved substantially

− Ranked World no 1 airport in the ASQ survey in 25-40Mn category

− Adjudged as the Best airport (2014, 2015) and Best Airport staff (2015) in India &Central Asia in Skytrax survey

Significant improvement in operational parameters - OTP, MCT etc.

Continuous deployment thru quality tools – KAIZEN, Juran, LEAN, etc.

Initiatives to meet / exceed design parameters – NATS, CDM, TOC etc.

Corporate governance initiatives such as BE, ERM & BCP, BusinessSustainability (GMR Group level initiative)

Numerous awards to recognize the project and operational excellence ofIGIA, the new gateway of India

Compliant to all regulatory requirements

Corporate Governance is in accordance with Companies Act 1956, and inaccordance with directions of the Board of Directors

Business Expansion

Substantial traffic growth

Network expansion - New airlines & new airports connected to IGIA

− Total airlines – 61 Domestic and International Airlines (7 Airlines on domestic routes,54 Airlines on International Routes)

− Total Destinations – 53 Domestic and 58 International destinations.

− Increase in transfer passengers

Cargo from new catchment areas as well as trans-shipment cargo

Engaging govt. agencies to improve connectivity & expand catchment area

44

Stakeholders and Employees continue to be at the center of numerous interventions undertaken by DIAL

StakeholderEngagement

Conceptualized and institutionalized the GMR IGI Airport Awards, an annualevent aimed at recognizing the entrepreneurial spirit of business partners.

The key objective of these awards is “To create a close-knit community of

stakeholders working towards a shared vision of making Indira Gandhi InternationalAirport the best in the world”

The theme of the event is aligned to the achievements and the aspirations ofIGIA Community to ensure it is a collaborative model – For instance, theTheme for GMR IGI Airport Awards 2015 was aligned to achieving the World#1 Airport ranking in the 25-40 mppa category and to re-ignite the passionand commitment towards IGIA‟s journey to become the overall World #1Airport

Employee Engagement

Have undertaken a number of initiatives to measure and increase employeeengagement levels across the organization

− Focus on employee engagement as they are the most critical asset for the business

− Initiatives including regular communication from CEO/HoD; various RecognitionSchemes; Better Role Clarity and skill set alignment; Training interventions for A1-A4;Competency Mapping; and Employee Belonging and Participation schemes in place

− Number of cross function interventions including We Care; Opinions Count; andCareer Progression undertaken to strengthen the voice of employees as well asimprove their career path at DIAL

Additionally, adequate focus is given to softer aspects including job rotation;cross functional team formation; and formal training need identification toensure the overall growth of all employees

45

While focusing on business as usual, DIAL has continuously focused on its Social Commitment

CSR

Started in 2006 with resettlement of encroachments from airport area to Ghevra JJ Colony. Thrust was primarily on

− Supplementing water needs by supplying a water tanker every day

− Fogging in the area, to significantly reduce mosquito menace

− Transportation of students to appear in their exams in schools, located 35km away

− Worked with the community to extend public bus service to the JJ Colony

− Worked with parents & authorities to ensure children get Transfer Certificates, and are admitted into new schools without any problems

− Assisted families in getting new ration cards with new addresses

Post community resettlement and stabilization, strategy and approach has shifted to sustainable and holistic community development through need based program intervention in thrust areas of Education, Health and Hygiene, Empowerment and Livelihood.

DIAL-CSR is also implementing a strong program for the “differently-abled” and market the relevant vocational training program for the drop-out youth in the age group 18-30 years amongst the disadvantaged community

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This has helped us focus on Continuous Improvement as a part of business as usual

Continuous Improvement

Focus of the senior leadership team to prioritize process improvements and strategic initiatives has made strategy planning and deployment a collaborative process

Stress is laid on improving existing processes and ways of doing things, by bringing about efficiency and effectiveness through :

− adoption of the Plan-Do-Check-Act (PDCA) cycle deployed across the organization

− implementation of IMS and Quality Systems / Standards including ISO 9001; 14001 and 50001

Schemes for breakthrough improvements including GBEM, CIP/BLIP and TOC.

There is continuous learning from business as usual to identify additional initiatives to make the organization and its processes more robust:

− T3 Improvement Initiatives based entirely on Voice of passengers, with the aim of addressing passenger based pain points at the Terminal Building

− Zero Tolerance Initiatives, to identify and address all areas that may have an impact on operational continuity

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… by adopting an innovative project management approach to address complexities & meet timelines

37 months effectively

Time Saved ( 12 months)

5 mths

“Cost plus” EPC contract, Simultaneous design & construction activities and comprehensive project risk management to construct and deliver

projects at IGIA