Professional Documents
Culture Documents
Prepared by The MITRE Corporation/CAASD Authors: Dr. Satish C. Mohleji Cheryl R. Andrews Mimi Dobbs Bob Humbertson December 7, 2009
Submitted to the Association of American Airport Executives (AAAE) for the U.S. Trade Development Agency (USTDA)
EXECUTIVE SUMMARY
The civil aviation sector in India had been growing at a dramatic rate into 2008; however the global economic recession in 2009 negatively affected this growth. During fiscal year 2005-06 (April 1, 2005 to March 31, 2006), the sector experienced a 22 percent increase in domestic air travel. International air travel grew 15 percent, while air cargo grew at an annual rate of 20 percent. During fiscal year 2006-07, total passenger traffic grew 27.2 percent, while cargo traffic grew 11.2 percent. This year total aircraft movements increased 27.5 percent. However, in fiscal year 2008-09, the global economic slump and higher fuel prices adversely impacted growth, resulting in a 5 percent decline in domestic passenger traffic. Domestic air cargo continued to grow at 14.5 percent. With the economy now stabilizing, domestic air traffic is projected by various sector experts and observers to grow by up to 180 million passengers and international traffic is expected to increase by 50 million passengers by 2020. International traffic is expected to grow at an average annual rate of 8 percent by 2013 and by 7 percent from 2014 to 2023. Domestic traffic will experience a slower growth rate of 3.4 percent annually until 2013 and increase to an average rate of 8 percent until 2023. International passenger growth will average 10 percent until 2013 and 9 percent until 2023. Annual growth in domestic and international cargo operations is estimated to increase by 1 4.5 percent and 12 percent annually until 2013. In the last few years, the sector experienced tremendous growth for a number of new air carriers providing domestic services. Starting from a relatively small base, the civil aviation sector in India faces the prospect of significant expansion as the overall economy recovers and India retains the second-highest growth rate worldwide. Some 639 new commercial jet aircraft were ordered by November 2008 and the number of General Aviation (GA) aircraft is projected to grow to 1,000 by 2020. Much of this significant growth has been made possible by a combination of favorable policies and timely initiatives that liberated much of the sector from the earlier highly regulated regime. These include:
An Open-Sky policy adopted in April 1990. The policy allowed air taxi operators to operate flights from any airport and decide their own flight schedules, cargo, and passenger fares. Repeal of the Air Corporation Act effective from March 1, 1994 that led to: Removal of monopoly of air corporations on scheduled services, Ability of private airlines to operate scheduled services,
Latest ANS Development in India, P. Seth, 4th CANSO Asia Pacific ANSP Conference, Singapore, 26-28 April 2009.
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Conversion of Indian Airlines and Air India (national flag carriers) to limited companies, and Increased scope for private participation in the national carriers.
AAI was set up on April 1, 1995 by merging the International Airport Authority of India and the National Airport Authority of India. AAI was designated to handle all civil air traffic infrastructure matters. In August 1996, the Government of India (GOI) allowed the private sector to set up air cargo complexes in a bid to ensure smooth movement of export cargo. Furthermore, domestic and foreign investors, including non-resident Indians (NRIs), were invited to participate in the development of infrastructure support at select airports. Cochin International Airport, the first private airport, began operations in June 1999. The United Progressive Alliance (UPA), which assumed political leadership of the Union Ministry on May 22, 2004, renewed its commitment to continue liberalization in the sector. The Honorable Minister Praful Patel assumed leadership of MOCA and was re-elected in 2009. The U.S. and India Aviation Cooperation Program (ACP) was established in 2007 as a Public Private Partnership (PPP) between the U.S. Federal Aviation Administration (FAA), the U.S. Trade and Development Agency (USTDA), U.S. companies, and the Government of India. Establishment of 103 bilateral air service agreements as of 2009.
Final agreements and the transfer of Mumbai and Delhi Airports under PPP took place in May 2006. The first phase of modernization at Delhi Airport started in January 2007 and is expected to be completed by March 2010. The modernization work at Mumbai Airport started in January 2007 and is expected to be finished this year. Modernization of Kolkata and Chennai Airports started in 2008 and will be completed by either 2010 or 2011. The Greenfield International Airports at Bangalore and Hyderabad started commercial operations in 2008. The AAI commissioned stateof-the-art CNS and ATM systems at these airports. The GOI formed the Maharashtra Airport Development Company (MADC) for development of the Multi-Modal International Cargo Hub and Airport of Nagpur (MIHAN) at a cost of about $90 million. Maintenance, Repair and Overhaul (MRO) opportunities exist for servicing 1,000 commercial aircraft and 500 GA aircraft. AAI is planning to invest about $1.2 billion to modernize 35 non-metro airports. The development of 24 of these airports will be undertaken with private sector participation.
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The Airport Economic Regulatory Authority (AERA) Bill was passed by the Indian Parliament to ensure that Indias aviation infrastructure meets cost, efficiency, and service targets by making policies consistent with the International Civil Aviation Organization (ICAO) standards.
The GOI merged Air India and the Indian Airlines to form the National Aviation Company of India Limited (NACIL), which consolidated international and domestic flight operations. Based on the strategic and guiding principles of the ICAO ATM vision of global harmonization, India developed a Future Indian Air Navigation System (FIANS) Master Plan for seamless airspace operations. Clearly, these are interesting times for identifying investment opportunities for those who follow civil aviation sectors around the world. External commercial borrowing to finance aviation infrastructure development increased from $145 million in fiscal year 2005-06 to $4.74 billion in fiscal year 2007-08, but decreased due to the economic downturn during fiscal year 2008-09 to $1.91 billion. However, the direct investment potential of the sector is about $9 billion, not including spill-over benefits and positive externalities. In order to facilitate overall economic growth, these investments will have to take place in a short period of time. For a country that is in the middle of a transition process involving sector and institutional reforms, materialization of new opportunities may take time. While some investments and business opportunities may be closer to fruition, many others depend on the speed at which new reforms are implemented, economic growth is sustained, and bureaucratic procedures are relaxed. The first section of this report provides a broad overview of the economy and the civil aviation sector. The second section documents investment and business opportunities, in different phases from conceptualization to maturation, for possible involvement by U.S. firms.
Mini Ratna is a status granted by the Department of Public Enterprises (DPE) to Indian public sector undertakings in view of consistent performance records, annual investment figures, and profitability.
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TABLE OF CONTENTS
Section 1. Country Overview: India ............................................................................................ 1 Section 2. Sector Overview: Civil Aviation ................................................................................ 6 Section 3. Sector Overview: Institutional Arrangements ....................................................... 12 Section 3A. Ministry of Civil Aviation and Airports Authority of India ........................................ 12 1. Joint GOI/Private Partnership for Airport Development............................................... 15 Section 3B. Directorate General of Civil Aviation...................................................................... 17 1. The Organizational Framework .................................................................................... 17 2. The Regulatory Framework .......................................................................................... 17 Section 4. Sector Opportunities................................................................................................ 21 Section 4A. Airports: Selected Opportunities............................................................................ 22 1. Opportunity for Airport Modernization and Expansion.................................................. 22 (a) Delhi and Mumbai Airport Modernization and Expansion..................................... 22 (b) Modernization of Airports at Chennai and Kolkata ............................................... 25 (c) Modernization Programs at 35 Non-Metro Airports .............................................. 27 (d) Multi-modal International Cargo Hub and Airport at Nagpur (MIHAN) ................. 28 (e) Completion of Greenfield Airports at Bangalore and Hyderabad ......................... 29 2. Procurement of Materials for Airside and Landside Modernization .............................. 30 Section 4B. Air Transportation Management: Selected Opportunities...................................... 32 1. Opportunities for CNS/ATM Modernization .................................................................. 32 (a) Future Indian Air Navigation System (FIANS) Master Plan.................................. 32 (b) Current Airspace and Operations ......................................................................... 32 (c) CNS/ATM Master Plan Update............................................................................. 34 (d) CNS Upgrades ..................................................................................................... 35 (e) GAGAN Certification and Implementation ............................................................ 35 (f) ATM Enhancements .............................................................................................. 37 2. Weather System Enhancements .................................................................................. 37 3. Opportunities for Commercial Aircraft MRO ................................................................. 38 4. Opportunities for Training ............................................................................................. 39 Some Useful References ............................................................................................................ 41 U.S. Government Resources ...................................................................................................... 43 Key Point of Contacts ................................................................................................................. 44 Appendix: Airports in India and Institutional Arrangements .................................................. 48
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TABLE OF FIGURES
Figure 1. Offshore BPO Market: Total and India ............................................................................ 2 Figure 2. Foreign Direct Investment (FDI) Stocks Inward ............................................................. 2 Figure 3. India: Share of Top Investing Countries' FDI Inflows (Aug. 1991 to Sept. 2005) ............ 3 Figure 4. Aircraft Movements in India............................................................................................. 6 Figure 5. Traffic Network in India ................................................................................................... 8 Figure 6. International Tourism: In and Out of India ....................................................................... 9 Figure 7. Orders of New Aircraft by Specific Airlines (2009) ........................................................ 11 Figure 8. Organizational Structure of the Ministry of Civil Aviation .............................................. 13 Figure 9. Corporate Functioning of AAI........................................................................................ 14 Figure 10. Organizational Structure of the DGCA ........................................................................ 17 Figure 11. Consortium of Partners ............................................................................................... 22 Figure 12. Vertical Segmentation of Typical Airspace: An Example ............................................ 33 Figure 13. GAGAN Network in India ............................................................................................ 37 Figure 14. Airline Order Book in India (End of 2006) ................................................................... 38
TABLE OF TABLES
Table 1. Planned Investments in Indian Aviation Infrastructure ................................................... 10 Table 2. Financial Profile of AAI ................................................................................................... 15 Table 3. Non-Metro Airport Development..................................................................................... 27
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CONVERSION TABLE
US $ 1 = Rupees 46.5 (Average rate November 2009) 1 Crore = 10 million 1 Lakh = 100,000 All monetary references in US Dollars ($)
LIST OF ABBREVIATIONS
A-SMGCS AAAE AAI ACC ACP ACSA ADS-B ADS-C AERA AFTM AFTN AMSS ANS ANSP APD ASEAN ATC ATF ATM ATR ATS BCAS BIAL BOO BOOT BOT BPO CAASD CAGR Advanced-Surface Movement Guidance and Control System American Association of Airport Executives Airport Authority of India Area Control Centers Aviation Cooperation Program Airports Company of South Africa Automatic Dependent Surveillance-Broadcast Automatic Dependent Surveillance-Contract Airport Economic Regulatory Authority Air Traffic Flow Management Aeronautical Fixed Telecommunication Network Aeronautical Mobile Support System Air Navigation Service Air Navigation Service Providers Airport Planning Directorate Association of South East Asian Nations Air Traffic Control Aviation Turbine Fuel Air Traffic Management Avions De Transport regional Air Traffic Services Bureau of Civil Aviation Security Bangalore International Airport Limited Build-Own-Operate Build-Own-Operate-Transfer Build-Own-Transfer Business Process Outsourcing Center for Advanced Aviation System Development Cumulative Annual Growth Rate
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Maintained electoral democracy. Reduced absolute poverty by more than half. Improved literacy and health conditions. Developed into one of the worlds fastest growing economies with an average growth rate of about 9 percent from 2003 to 2007, and is expected to grow at an average rate of 8.5 percent from 2009 to 2011. Emerged as a global player in information technology, business process outsourcing (BPO), telecommunications, and pharmaceuticals. Ranked as the worlds fourth largest economy in terms of purchasing power parity.
Although India is one-third the size of the United States and almost four times larger in terms of population, India has a relatively small economy (approximately 7 percent of the U.S. nominal Gross Domestic Product [GDP]). However, as the country integrates with the global economy, which is happening at a faster pace since the economic liberalization of 1991, a greater opportunity exists for the outside world to collaborate, cooperate, enhance trade, and increase production of goods and services with India. Indias development embodies contradictions, and the path to economic growth is rarely linear as evidenced by sector inequality and the overall pace of reforms. However, what has been accomplished in the service sector can be used as an example of what India can deliver in a short time. Using the countrys available human resources, a supportive policy environment, and the opportunities that a global marketplace offers, India has nurtured, led, and is now at the forefront of a knowledge-based economy that promises to play a key role in shaping the future of the global economy.
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Private investments have been a major vehicle fueling Indias economic growth. As India opened its economy during the last 15 years, foreign investments slowly began to trickle into the country. The World Investment Report 5 (2006) by the United Nations (U.N.) Conference on Trade and Development indicates that FDI in
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See http://www.gartner.com/research/ for more details. See http://www.unctad.org/Templates/Page.asp?intItemID=1465 for more details.
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High intermediation costs in economic and business transactions, Low productivity in many sectors of the economy, Lack of infrastructure, Lack of transparent corporate governance, Need for improvement in productivity and efficiency in line with advanced markets, safety, and environmental procedures and standards, and Lack of trained human resources in advancing sectors of the economy.
Empirical evidence indicates that these factors are inversely related to the pace of economic growth and development. While the regional unevenness and inequality in sectors (rural vs.
For an excellent presentation of these issues in contemporary India, see the recently released In Spite of the Gods: The Strange Rise of Modern India, by Edward Luce, Doubleday, 2007. Doing Business in India. The Big Picture: A Bankers Perspective by A. K. Khandelwal at the U.S.-India Business Summit, November 29, 2006.
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As the economy has grown at an extraordinary rate (about 9 percent in the past few years, and forecasted to have an average 8.5 percent growth until 2011) and in addition to the liberalization of the aviation sector, both domestic and international aircraft movements have experienced significant growth. As a result of the open skies policy that India adopted, India now has bilateral Air Services Agreements with 103 countries. These air service agreements are subject to several directives: a designation clause allowing multiple destinations between countries; code share arrangements allowing airlines from both countries to enter into code share arrangements; and a tariff clause allowing free fare setting by airlines. Airlines are also no longer required to submit fare schedules to AAI. Aviation safety and security clauses guarantee Indias compliance with the
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See Indias Internal and External Policies and Challenges, by R. K. Singh, Joint Secretary, MOCA at the EU-India Aviation Summit, November 22-24, 2006; Retrieved from http://www.euindiaaviationsummit.com/ on March 6, 2007. Cabotage means transporting domestic passengers within a country for commercial purpose. Association of South East Asian Nations and South Asian Association of Regional Cooperation. ASEAN was formed on August 8, 1967 and presently consists of the following member countries: Brunei, Cambodia, Indonesia, Laos, Malaysia, Myanmar, Philippines, Singapore, Thailand, and Vietnam. SAARC was established on December 8, 1985 and composed of the following member countries: India, Pakistan, Bangladesh, Sri Lanka, Nepal, Maldives, and Bhutan. This conference was organized by MOCA, the Federation of Indian Chambers of Commerce, and Industry (FICCI), and Farnborough International Limited and took place in Bangalore during February 711, 2007; See http://aeroindia.gov.in/ for more details.
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Source: Official Airline Guide (OAG): August 1-7, 2005; from Williams (2006)
These five major cities make up almost 70 percent of the traffic, with Bangalore (recently renamed Bengaluru) and Hyderabad emerging as new traffic destinations. In the past, India had few international tourists. However, liberal bilateral aviation pacts with other countries have started to impact tourism, as shown in Figure 6.
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Source:
Market Indicators and Forecasts, India May 2009, Copyright 2009 Economist Intelligence Unit
Given this sizable growth and the state of aviation infrastructure, MOCA faces numerous challenges. The most critical among these is the countrys need to improve infrastructural bottlenecks. The Committee on Infrastructure, headed by the Prime Minister and other experts from both inside and outside the federal United Progressive Alliance (UPA) cabinet, has taken up the urgent task of improving the countrys infrastructure. According to the GOI/MOCAs estimate, the aviation sector alone will need over $9 billion in investment by 2013. This figure represents a significant boost over prior investments, and will test the absorption capability of the sector and the country as a whole. It is likely that most of these investments will come from private sources, as opposed to direct government subsidies or public funds. A breakdown of these investments is given in Table 1.
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Airport Delhi & Mumbai Chennai & Kolkata Bangalore, Hyderabad, Pakyong, Sikkim, Cheithu-Nagaland, Itanagar, Goa, Pune, Nagpur (Hub), Navi Mumbai, Halwara-Punjab 35 selected airports Other than above airports
Traffic growth and the GOIs decision to accelerate aviation infrastructure developmentprior to the Commonwealth Games to be held in Delhi in 2010have accelerated the reform process. Currently, a foreign airline is not permitted to invest in Indian scheduled passenger airlines, nonscheduled airlines, and chartered airlines. Equity ownership is likely to be further relaxed to facilitate new investments in the sector. Limited equity share ownership of FDIs may be relaxed from its present 49 percent cap to 74 percent for airline-airport investments under the pending aviation reform bill. Similarly, there is a possibility of cargo being placed under 100 percent foreign ownership. Finally, foreign equity of 100 percent is already allowed in Greenfield airports investment. The GOIs decision to liberalize the aviation market for private airlines, slowly in the beginning and then rapidly over the last five years in particular, has brought tremendous interest from both 13 low-cost carriers (LCCs) and full-service carriers. This interest is reflected in the airlines order book, which shows that the Indian fleet will double in size (from 287 to 745) over the next five to 14 seven years. The projections indicate that the Indian aviation sector will require about 1,000 aircraft by 2020. Figure 7 highlights current orders of new aircraft by specific airlines.
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This liberalization is far from complete. Numerous regulatory hurdles still exist today. In the past, the GOI maintained the monopoly rights of Indian Airlines and Air India over the Middle Eastern and Gulf markets. However, with the incorporation of NACIL, the Competition Commission may rule in favor of allowing private carriers to fly into these markets as well. Over the next two decades, Boeing forecasts that India will need 856 extra aircraft worth a total of US $72 billon. Airbus, on the other hand, forecasts that the country will need 1,100 aircraft worth US $105 billion over the same period. In their respective forecasts [see www.boeing.com; and www.airbus.com for market forecasts], both companies note that improvements in the aviation infrastructure would tend to even faster growth.
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Indias largest airline company is actually a combination of two state-owned carriers, plus subsidiaries. The GOI formed the National Aviation Company of India Limited (NACIL) to merge Air India and Indian Airlines, consolidating international and domestic flight operations. The NACIL inherited flights from Mumbai and 12 other cities as well as flights to 28 international destinations from Air India. In addition, the NACIL inherited domestic operations from 58 airports in India and 18 international destinations from Indian airlines. The NACIL also code-shares flights with other operators to Europe, North America, Asia Pacific, and the Middle East. The NACIL inherited 115 aircraft from the two airlines and has 68 new aircraft on order to be delivered by 2012. The NACIL also recently launched a low-fare airline with 21 B-737-800 aircraft fleet operating from 16 Indian cities to 14 international destinations, mostly in the Middle East. India has large GA operators as well. For example, Pawan Hans Helicopters Limited is a GOI helicopter operator established in 1985. It has a fleet of 36 helicopters servicing Oil and Natural Gas Commission (ONGC), Hydroelectric Power Corporation Limited, ministry of home affairs, the state governments, the North Eastern States, as well as other remote inaccessible areas. Expanding aircraft fleets over a very short period time has put operational and safety agencies under tremendous strain. Broadly speaking, MOCA has two autonomous agencies described in Section 3 that are entrusted with the countrys air traffic operational and safety needs: the Airport Authority of India and the Directorate General of Civil Aviation.
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Design, construction, and maintenance of aerodrome infrastructure. Commercial utilization of this infrastructure. Management of Indian air space. Provision of route navigation facilities to aircraft flying in Indian air space.
AAI is responsible for airport operations and management, except for the two metro airports in New Delhi and Mumbai and two Greenfield airports in Bangalore, Hyderabad. Additionally, AAI meets air traffic service needs by providing the CNS services. The DGCA is primarily responsible for overseeing the airworthiness certification, licensing, and operations safety, and ensuring proper standards and procedures. Recently, the Ministry of Civil Aviation also established an Airport Economic Regulatory Authority (AERA) as an independent regulator to facilitate the development of airports. The AERA will also approve tariff structure and user fees, as well as monitor quality, continuity, and reliability of service provided by the airports under their purview with an annual passenger throughput exceeding 1.5 million.
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A senior civil service official, called the Secretary, serves as the functional head of the Ministry. Depending on the structure and workload, the Secretary is assisted by additional and joint secretaries. In addition, MOCA now has one additional secretary and a financial adviser, three joint secretaries, several directors, and deputy secretaries. At present, ministry functions are distributed over 16 sections and an administrative wing that oversees pay and accounting [see http://www. Civilaviation.nic.in/ for more detail]. In addition to framing policies, MOCA provides policy guidelines, monitors and evaluates performance, and facilitates interactions with the federal elected body (called Parliament) and the organizations listed above. Furthermore, MOCA supervises implementation of special programs (e.g., minority reservations). Under the ministry, three organizations have direct influence over the daily functioning of civil aviation in the country. In addition to NACIL, AAI, DGCA, and BCAS are three of the most important organizations in the civil aviation system. AAI is directly responsible for safe and efficient functioning of both airports and air navigation service provisions at the airport terminals and en route, BCS is responsible for security, and the DGCA is the regulatory authority over civil aviation in the country. Figure 9 shows the broad organizational structure of AAI.
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Source: http://www.aai.aero/about_us/aai_organisationalstructure.jsp
In addition, there are parallel agencies that oversee different aspects of AAI in particular and civil aviation in general. For example, the Finance Controller and the Joint Secretary of MOCA oversee the financial and operational functioning of AAI while representing the sector in the parliamentary and union ministry discussions and decisions. The DGCA, on the other hand, has the regulatory authority over the civil aviation while the Bureau of Civil Aviation Security is responsible for civil aviation safety and security [see http://www.moca.gov.in/ for more details].
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Expenditure US $Million 380.18 Profit Before Tax 102.49 US $Million Profit After Tax US $Million
106.89
116.98
147.27
259.91
328.89
374.05 233.00
190.03
57.42
60.65
67.24
69.97
154.33
184.71
232.66 139.80
114.02
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The present arrangement appears to be no deterrence to further private sector involvement judging from the recent developments in the sector. For example, Delhis DFS Construction Limited has formed a partnership consortium with Austrias Vienna International Airport; Tata Group has formed a partnership consortium with Singapores Changi International Airport in early 2007. Similar partnerships are expected in the future as MOCA and AAI firm up the liberalization process even more.
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GMR Group of India is a private business group focused on developing infrastructure in India. The GVK-SA Consortium consists of Airports Company South Africa (ACSA), Bidvest Group Limited India and GVK Industries of India. The Consortium was awarded a contract in 2006 valued at US$1.5 billion to modernize Mumbai airport.
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A citizen of India.
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Airline Operations Regulatory Issues in India, K. Gohain; DGCA, internal document, 2005.
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Furthermore, an airline wishing to operate international air services (under the existing numerous bi-lateral agreements) must receive permission from both MOCA and the aeronautical authorities of the destination country. In order to receive a permit for scheduled operation, an applicant is required to show the following:
A subscribed equity capital of $2.3 to $7 million, depending upon the types and weights of aircraft. A fleet of five or more aircraft either directly owned or leased with maximum certified take-off weight of 5,700 kilograms (kg) and other category of aircraft carrying passengers acceptable to DGCA. However, to facilitate initiation of operations, scheduled operators are allowed to operate with three aircraft and given one year to expand the fleet size to five. The aircraft should be registered in India with a current certificate of airworthiness in the normal passenger category. The existing Aircraft Rules (#60 of 1937) require that all registered aircraft be in possession of a Certificate of Airworthiness. Therefore, it is mandatory to have approved maintenance schedules. Maintenance and repair can be accomplished by reputable organizations, but operators are encouraged to establish their own facilities within the country. A sufficient number of flights and cabin crews are required, depending upon the size of the aircraft. The flight crew must possess current licenses issued by DGCA.
For meeting operations and maintenance requirements, the operators are required to prepare the following manuals [see http://dgca.gov.in/operator/gm-aero.htm for detailed directives]:
Operations manual in accordance with CAR Section 2, Series O, Part X. The manual should contain the operations procedures and policies to be adopted during operations. Maintenance Control (Quality Control) manual in accordance with CAR Section 2, Series E, part I. This manual will describe the operators quality control and maintenance policies. Training manual for flight crew and cabin crew.
There are numerous other requirements that an operator must follow. Among them:
Fares charged by the airlines have to be submitted at least 90 days before the proposed implementation date. However, this can be shortened by the DGCA. The airlines are also required to submit their proposed flight schedules (i.e., types of services, frequency,
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Operators are required to pay aeronautical charges Aeronautical charges include landing and parking facilitation charges. Non-aeronautical charges include toward security requirements and facilities leased in the areas.
and non-aeronautical charges. charges and route navigation fees to be paid by the airlines terminal building and operational
The operator is required to submit information relating to operational, engineering, and commercial and financial performance to the DGCA. The operator is required to submit statistical data on operations (i.e., capacity, passengers carried, number of aircraft flown, cargo carried) to the DGCA before the 10th day of every month. The scheduled operators shall issue passenger tickets in accordance with the provisions of the Carriage by Air Act, 1972. The tickets shall stipulate the conditions of carriage, including the liability of the operator. The operator is required to maintain current insurance for an amount adequate to cover its liability towards passengers and their baggage, as well as crew, cargo, hull loss, and third party risks in compliance with the requirements of the Carriage by Air Act, 1972, or any other applicable law.
Indias regulatory environment [see http://dgca.gov.in/ for more details] is fairly similar to that of 19 other countries. However, two regulatory requirements unique to India are worth mentioning: social routing and aviation turbine fuel (ATF) tax. The route dispersion guidelines are guided by the Route Dispersal Guidelines of March 1, 1994, issued by the DGCA. In accordance with these guidelines, all routes are divided into Categories (CAT) I, II, IIA, and III. CAT I routes link the most profitable 12 trunk routes that link the major metropolitan cities directly. These include: MumbaiBangalore, Mumbai-Chennai, Mumbai-Delhi, Mumbai-Hyderabad, Mumbai-Kolkata, MumbaiTrivandrum, Delhi-Bangalore, Delhi-Chennai, Delhi-Hyderabad, Kolkata-Bangalore, KolkataChennai, and Kolkata-Delhi. CAT II routes consist of stations in Jammu and Kashmir, north-east region, Andaman and Nicobar and Lakshadweep Islands. CAT IIA involves routes that are exclusively within destinations in Jammu and Kashmir, the northeast region, Andaman and Nicobar and Lakshadweep islands. Finally, CAT III consists of routes other than those included in CAT I and II. Under the present route guidelines, scheduled carriers are required to deploy a specified percentage of capacity deployed (i.e., social routing) in CAT I routes in CAT II, IIA, and III routes as per the following specifications: CAT II will have at least 10 percent of capacity deployed on routes in CAT I; CAT IIA will have at least 10 percent of capacity deployed on routes in CAT II;
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These are laid out in Federal Aviation Rules (FAR) 49 of the U.S. Code of Federal Regulations (CFR) for the U.S. carriers. See www.usdot.gov for more details.
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Smaller aircraft have been given ATF tax benefit in the latest budget that was submitted on February 28.
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Advance cooperation and activities among U.S. Government Agencies and industry. Enhance awareness in India to facilitate access to U.S. aviation expertise, technologies, and best practices. Promote cooperation between U.S. and India for aviation safety airport/airspace security, regulatory oversight, and ATM. Provide training and technical guidance for performance based operations.
ATM modernization. Airport/airspace capacity analysis, planning, and development. Aviation human resource development. Aviation support industry development. Aviation safety, efficiency, and security enhancements.
The panorama of the infrastructural opportunities ranges from advanced projects, such as Kulkada, Chennai, and 35 non-metro airports, to those that are now being expanded, such as Mumbai and Delhi. Due to the nature of the partnerships at Mumbai and Delhi, these projects may provide open competitive business opportunities to U.S. firms. These and many other projects will continue to be detailed and developed in the coming years. Accordingly, it is imperative that companies seeking involvement in the growing Indian market engage at the earliest possible stage with a keen understanding of the need of the stakeholdersowner-
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The private consortium (GMR, Fraport, ERAMAN, and IDFC) holds 74 percent of equity, while the public/AAI holds the remaining 26 percent [see www.gmrgroup.co.in for more details]. MIAL is a consortium led by the GVK group with Airports Company of South Africa (ACSA) and Bidvest holding 74 percent equity while AAI holds the remaining 26 percent [see www.gvk.com for more details]. Delhi and Mumbai are the two major gateway airports in the country. Together, they still account for over 50 percent of total passenger traffic. Under the arrangement of the PPP, both airports submitted their master plans in December 2006 to AAI for review and acceptance. DIALs master plan foresees the construction of a new integrated passenger terminal (No. 3) that will serve both domestic and international traffic. Terminal 3, according to the master plan, will be ready before the Commonwealth Games in Delhi in 2010. In the first phase, the airport will be able to handle 34 million passengers a year [http://www.newdelhiairport.in/new-terminal-building.asp]. Ultimately, the master plan envisages a capacity of 100 million passengers per year. Figure 13 highlights a percentage share of passenger traffic at six major airports.
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GMR Group of India is a private business group focused on developing infrastructure in India; Fraport is the owner-operator of the Frankfort International Airport; Eraman is a wholly-owned retail subsidiary of the Malaysia Airport Holding. Infrastructure Development Finance Corporation is a private equity firm set up following the GOI Infrastructure panels recommendation.
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Source: http://www.centreforaviation.com/
The Mumbai airport modernization and expansion program is ongoing with an estimated cost of $1.96 billion. The airport enhancements include construction of a new integrated Terminal 2 at Sahar for 24-hour domestic and international operations, a new parallel taxiway with a new Air Traffic Control (ATC) tower, construction of a modern cargo complex, and construction of Terminal 1C. When the airport modernization and expansion is complete, the airport will be able to handle 40 million passengers and one million tons of cargo per year. There will be 66 passenger boarding bridges and 106 aircraft parking spaces. Under the PPP arrangement, Delhi airport as a whole, and Terminal 3 in particular, will deliver world-class services. For example, Terminal 3 would have 55 contact stands (i.e., aerobridges) and 30 remote parking bays for passenger embarkation and disembarkation. It is projected that over 90 percent of the passenger traffic at Terminal 3 would be handled by aerobridges by 2010. 23 Furthermore, six of these 55 aerobridges will be Airbus A380 compatible. Under the proposed Master Plan, runways would be made A380 compatible as well. In preparation for the A380, a new runway Code F measuring 4,439 meters is now operational. The proposed runway will require that two instrument landing systems (ILS) (one CAT IIIB and the other CAT I) and one Doppler Very High Frequency Omnidirectional Range/Distance Measuring Equipment (DVOR/DME) are equipped. A new domestic terminal with annual capacity of 10 million passengers would also be operational before the Commonwealth Games of 2010. The existing international terminal (Terminal 2) is also modernized and upgraded. Finally, cargo
22
Indian Sub-Continent Airports Capital Investment Programmes, Brooks Market Intelligence report, Mack Brooks Exhibition Limited, 2009. Airbus A380 will be the largest wide-body aircraft in history. With seating capacity ranging between 550 and 800, the A380 as of October 2007 is now in service.
23
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24
At the end of 2006, ILS-compliance training cost was estimated to be, on average, US $4,600 for each pilot. For many Indian air carriers that are running substantial operational losses, this is an expensive undertaking.
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State-of-the-art integrated terminal to be ready in 2010, New domestic terminal, Third runway, among the longest in Asia, will be capable of handling A380 sized aircraft, Airport to have an ultimate design capacity of 100 million passengers per annum, and High-speed metro connectivity with city-center, six-lane access road to airport from National Highway No. 8 (NH8).
The entire modernization in Phases I and II is estimated to cost around $3.6 billion. Numerous business opportunities, including terminal services (i.e., site preparation, passenger terminal, 25 airside and landside works, and boundary wall) will likely open up in the near future. Additionally, the following items are likely to be procured at the Delhi airport:
Heating, ventilation, and air conditioning system, Lighting system, Building automation, Hydro services, Elevators and escalators, Water treatment plant, and Baggage handling.
(b) Modernization of Airports at Chennai and Kolkata After completing PPP arrangements at four metro airports (including Delhi, Mumbai and two greenfield airports at Bangalore and Hyderabad), AAI plans to undertake similar reforms at Chennai (formerly Madras) and Kolkata (formerly Calcutta) airports. The Chennai Airport has been experiencing mostly steady growth over the last nine years. The airport director expressed confidence that double-digit growth in domestic air transportation is likely to continue for international passengers at an average growth rate of 8 to 9 percent per annum over the next five years. With Lufthansa operating a direct service from Frankfurt, the airport should be poised to attain significant growth. In addition to Chennais role as a base for automobile manufacturing and accessories, it has been receiving spillover Information Technology (IT) investments from Bangalore. Chennai sits at a triangle between Bangalore and Hyderabad and holds huge promise in terms of traffic development. The corridor between Chennai and Madurai is also developing as the new hub for IT activities, giving Chennai a unique advantage.
25
The GMR consortium signed on L&T, India, in February, 2007 to undertake these construction activities. It is important to note here that L&T is a key private sector partner in BIAL as well.
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Work is in progress for: Construction of 10 parking bays, Expansion of international terminal and construction of a domestic terminal, Construction of warehouse, Tenders issued for building integrated cargo complex Phase-II with an estimated cost of about $26 million, and Extension of secondary runway by 830 meters.
Construction is planned for: Domestic terminal Phase-II; Competition finalizing international architectural design consultant has been recently completed, Construction of a parallel runway, and Next-level development of the integrated cargo complex: Phase-III and IV costing $139.5 million.
Policy discussion involving land acquisition (10 km away from the old airport) at Sriperumbudur and limited processing has begun with the goal of establishing a new airport. The budget for the new Chennai airport is $430 million. The Government of India approved construction of an Integrated Passenger Terminal Building at Kolkata Airport to handle 20 million passengers annually. The contract for construction was awarded in October 2008 and the building construction will take about 30 months. In addition, the Kolkata airport will have an extension of its secondary runway by 400 meters and construction of associated taxi tracks, apron, parking bays, and two rapid exit taxiways. This work is in progress and expected to be completed by 2010.
Work is in progress for: Construction of 21 additional bays, and Extension of domestic security-hold area with three aerobridges costing $23.3 million.
Construction is planned for: Development of a modern integrated cargo complex with state-of-the-art technology, An international terminal with aprons for 10 aircraft, A third runway, and
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An International architectural design competition was held for international departure building, and terminal design has been selected. The tentative cost of Phase-I is $52.3 million. An international architectural design competition for domestic terminal building is also planned; the short-listing of consultants for this purpose has been completed. The sponsors for the modernization of Chennai and Kolkata airports are AAI and the state governments of Tamil Nadu (for Chennai) and West Bengal (for Kolkata). Source: India Ministry of Civil Aviation Annual Report 2008 2009 http://civilaviation.nic.in/reports/Annual%20Report%2009%20English.pdf (c) Modernization Programs at 35 Non-Metro Airports Under the directives from MOCA, AAI plans to modernize and develop 35 second-tier, non-metro airports. A list of these airports is given in Table 3. Table 3. Non-Metro Airport Development Selected 10 Non-Metro Airports Ahmedabad Amritsar Guwahati Jaipur Udaipur Thiruvananthapuram Lucknow Goa Madurai Mangalore
Source: AAI
25 Non-Metro Airports Agati; Aurangabad; Khajuraho; Rajkot; Vadodara; Bhopal; Indore; Nagpur; Vishakapattanam; Tiruchi; Bhubaneswar; Coimbatore; Patna; Port Blair; Varanasi; Agartala; Dehradun; Imphal; Ranchi; Raipur; Agra; Chandigarh; Dimapur; Jammu; Pune.
Out of these top 35 airports, 10 have been selected to focus on first, with the remaining 25 chosen in five packages of five airports for modernization and perhaps reforms, possibly through 26 PPP. Procedures for developing the airport projects usually involve preparing justification and feasibility reports. AAI was supposed to select a global technical assistance (TA) consultant to undertake the technical feasibility of development of the top 10 non-metro airports. The outcome of the TA-prepared feasibility analysis will prepare the Scope of Work (SOW) documents, which
26
AAI has developed a strategy to attract private investment for non-metro airport modernization program. MOCA has indicated that it may offer PPP instrument in packages of 5 non-metro airports rather than allowing PPP in individual non-metro airports.
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27
Extending runway by 400 meters, Provision for an additional runway of 4,000x60 meters, Airport terminal building, 50 aircraft parking spaces, Maintenance, Repair and Overhaul (MRO) provision and Exclusive cargo complex.
These airport upgrades will be able to support 14 million passengers and 0.87 million tons of cargo annually.
27
AAI has opted for putting most of these works under global tender. These and numerous other procurements are done routinely through the global tendering; information is available at the www.aai.aero.
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Joint Venture Companies (JVCs) have been set up with an equity distribution of 74 percent with private partners and 26 percent with AAI and state governments (Karnataka for BIAL and Andhra Pradesh for HIAL). JVCs are responsible for overall development and management of airport infrastructure at these airports, and ATS will be provided by AAI. These airports are already in operation.
In addition to these two relatively large projects, three more Greenfield airports are being planned in the northeast region of the country:
Pakyong Airport Gangtok, Sikkim (to accommodate Avions de Transport Regional (ATR)72 Aircraft): A detailed project report (DPR) has been prepared and forwarded to the Planning Commission for further deliberations. Estimated cost is Rs. 340 Crores (US $79.07 28 million including land cost). The work for Pakyoung Airport has been awarded.
Cheithu Airport Kohima, Nagaland (to accommodate ATR 72 aircraft): A consultant has been appointed for a techno-economic feasibility study. Survey is in progress.
Itanagar Airport Meghalaya (to accommodate ATR 72 aircraft): The Banderdeva site appears to be technically feasible. At present, consultants are being appointed for a techno-economic feasibility study.
The development of these three airports from the Northeast region is at an early stage. Therefore, procurement opportunities at different stages should be available to U.S. businesses. Proposals for development of some Greenfield airports have been received from state governments and are at various stages of examination:
Mopa Goa
28
http://civilaviation.nic.in/reports/Annual%20Report%2009%20English.pdf.
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State of Kerala
According to federal policy, state governments are the primary promoters of the greenfield airports. In order to promote such developments, they may consider joint ventures with private investors through the existing PPP vehicle using transparent tender and a competitive bidding process. FDI is permitted at 100 percent under the automatic route for Greenfield projects consideration.
Procurement of landing lighting systems at all airports and visual docking guidance systems. Procurement and installation of conveyor belts for smooth cargo handling at all major airports. Procurement of technical services ensuring integrated Flight Data Processing System (FDPS). FDPS has been developed internally by Electronics Corporation of India Limited with the sponsorship of AAI. The essential architecture of FDPS consists of: Links of time server via a Global Positioning System (GPS). Societe Internationale de Telecommunication Aeronautiques (SITA) modem; Aeronautical Mobile Support System (AMSS). Aeronautical Fixed Telecommunication Network (AFTN). Position stations. A monitoring system.
At present, FDPS is operational at Chennai and works in a modular format in which data is fed through AFTN and radar. AAI would like to integrate FDPS with radar (R-FDPS) 29 and Automatic Dependent Surveillance-Contract (ADS-C) data.
29
Ground- to- air communication is performed via CPDLC with SITA providing FANS-compatibility. Although there appears to be a great deal of enthusiasm among AAI professionals regarding ADS-C, and overall ADS-B implementation (through FAAs sharing trial data), India faces the same challenge as in the U.S. and Europe: namely too few aircraft (around 20 percent) presently are equipped with ADS-B.
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The airport and other ground support equipment segment offered market opportunities worth $359 million in 2008 and are expected to exceed $400 million in 2009.
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Communication: Satellite-based digital communication transitioning from voice data with voice as back up. Navigation: Satellite-based navigation supplemented by GPS Aided Geo Augmented Navigation (GAGAN). Surveillance: Secondary surveillance radars (SSR) in high density airspace and terminal areas, and ADS-B as well as wide area multilateration elsewhere. ATM Automation: Networking of radars and consolidation of 11 Area Control Centers (ACCs) into four Centers initially and two Centers in the long term. Meteorological Facilities: New integrated weather information system for current and forecasted weather data, real time satellite weather picture and turbulence warnings.
(b) Current Airspace and Operations The Indian airspace consists of almost three million square meters, of which one-third is over land 30 and the rest is over oceanic control. Currently, the entire continental airspace is covered fairly well under radar at higher airspaces. Some 14 monopulse secondary surveillance radars (MSSRs) (10 MSSR co-located with Primary Surveillance Radars [PSRs]) provide en route coverage at Delhi (2), Mumbai (2), Kolkata, Chennai, Hyderabad, Ahmedabad, Trivandrum, Mangalore, Varanasi, Nagpur, Guwahati, and Berhampur airports. There are eight Terminal Area Radars (TARs), which are located at Mumbai, Delhi, Chennai, Kolkata, Guwahati, Ahmedabad, Hyderabad, and Trivandrum airports for approach control service. There are 11 ACCs, which are
30
Source: CNS/ATM-Current Status and Future Plans, Presentation by Mr. Srikrishan, Executive Director, ATM, at the Aerodrome India Conference, New Delhi, December 2006.
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In terms of airspace infrastructure, AAI has implemented the Europe, Middle-East, Asia Route Structure of Himalayas (EMARSH), which was commissioned on November 12, 2002, together with twelve Bay of Bengal routes. Reduced vertical separation minimum (RVSM)which increased airspace capacity by reducing vertical separation between aircraft to 1,000 feet from 2,000 feet above certain altitudeswas introduced on November 27, 2003.
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Very High Frequency (VHF) at all the airports. Radio Controlled Augmentation (RCAG) stations at seven places. High frequency at Delhi, Mumbai, Kolkata, and Chennai airports. ILS at 38 airports. VHF Omnidirectional Range (VOR)/DME at 78 stations and Non-directional Beacon (NDB) at 82 places. ADS-C/Controller Pilot Data Link Communications (CPDLC) compatible with the ICAO Future Air Navigation System (FANS available at Delhi airport for surveillance in the mountainous terrain in North India and at Mumbai, Kolkata and Chennai airports for surveillance over the Arabian Sea and Bay of Bengal. Radar coverage (around 80 percent of the country is covered): MSSR 14 PSR S Band 8 PSR L Band 2
An Advanced Surface Movement Guidance and Control System has been installed at Indira Gandhi International Airport in Delhi, supplied by Sensis Corporation of the U.S. This system provides support for CAT IIIB ILS operations.
A comprehensive master plan, integrating aviation infrastructure modernization with operations benefits, is essential. Without such a plan, CNS infrastructure improvement might not produce the optimum operational benefits that India needs. India faces challenges due to its immediate traffic growth projection and its immediate infrastructure needs. World aviation is experiencing a technology revolution led by the U.S. NextGen programs and Europes Single European Sky ATM Research (SESAR) programs. These NextGen and SESAR programs will significantly change aviation operations and infrastructure requirements. During the fall of 2008, a U.S. company, ISI, was awarded a USTDA contract to update the earlier version of the CNS/ATM master plan, which also was developed by ISI before Indias significant traffic growth. In early 2008, the Indian Government developed the FIANS Master Plan under the leadership of the Ajay Prasad Committee. This master plan provided recommendations to the Minister of Civil Aviation in the
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Nine additional MSSR Radars and two PSR-S Band Radars. Twelve additional RCAG (communications systems). Ten additional DVOR/VOR systems. Six additional DME systems. Four additional ILS systems. Replace NDBs (Currently AAI has 82 NDBs). DGPS landing system.
India has conducted ADS-B trials. However, since only 10 percent of aircraft that use Indias airspace are equipped with ADS-B transponders, wide-ranging benefits from an ADS-B deployment will not be realized until the aircraft equipage rate increases. Initially, ADS-B and wide area multilateration systems will augment radars for surveillance in low density airspace, but they will be extended into all airspace as the ADS-B equipage grows. AAI is reviewing various business models of ADS-B implementation. ADS-B augmented by multilateration would provide a solid infrastructure for Indian airspace management to handle growing traffic. (e) GAGAN Certification and Implementation India is developing a GAGAN system [see Figure 15 for a broad overview], which is a Satellite Based Augmentation System (SBAS). AAI developed this technology together with the Indian Space Research Organization (ISRO) and Raytheon Corporation. GAGANs mission control center and ground uplink station will be located in Bangalore. The current INRES centers are in Delhi, Ahmedabad, Bangalore, Thiruvananthapuram, Kolkata, Guwahati, Port Blair, and Jammu. The future INRES centers will be in Indore, Bhuj, Amritsar, Chennai, Nagpur, and Lucknow. GAGAN is in a trial phase now, and AAI is in the process of
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For the first phase, GAGAN Technology Demonstration System (TDS) has successfully demonstrated the proof of concept of SBAS and is completed. GAGAN Final Operational Phase (FOP) has the following implementation schedule: GAGAN ground segment installation and integration August 2010 GAGAN System Integration with both Geostationary Earth Orbiting Satellite Systems GEOs January 2012 GAGAN navigation performance demonstration June 2012 GAGAN system certification July 2013
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Source: AAI
Beyond GAGAN, the ISRO is implementing an Indian Navigation Regional Satellite System (INRSS), an independent, seven satellite constellation built and operated by India. These satellite systems will maintain interoperability between other regional augmentations to GPS for global navigation. (f) ATM Enhancements AAI will need to develop functional capabilities for ATS in order to provide conflict prediction, detection, and resolution. AAI has started to develop Air Traffic Flow Management (AFTM) functionality with support from the FAA.
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A majority of these orders are generated by LCCs. If one accounts for only the full-service airlines (i.e., NACIL and Jet Airways), orders stand to increase around 26 percent (or 121) of the order book. With Kingfisher Airlines added to that group (increasingly, the operational model of Kingfisher is closer to that of a full service operator), the order book stands to increase to 153, or 33 percent. Much of the development is indeed generated by the LCCs in India. The MRO opportunities primarily lie in the purchase arrangements of the flag carriers with Boeing and Airbus. Air India entered into the purchase agreement for 68 aircraft with Boeing (with a loan guarantee from the U.S. Export-Import Bank), while Indian Airlines signed with Airbus for its order of 43 aircraft. Under these agreements, Airbus and Boeing are expected to invest approximately 31 30 percent of the sales revenue (i.e., termed as Offset Arrangement) in India. Thus, Boeing will
31
After acquiring aircraft orders that are worth around US $20 billion from India, Boeing announced on February 7 (during the Aero India conference) that it would invest almost US $185 million to develop aviation related projects and facilities. Indicating that Boeing was committed to invest a total of US $1.7
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billion under the offset arrangement, Senior Vice President of Sales Dinesh Keskar said at the Conference that the firm would invest up to US $100 million for an MRO facility in Nagpur, and up to US $75 million for a flight crew training center and U.S. $10 million for initial pilot training. Mr. Keskar also noted that there was a tremendous opportunity for Boeing and Indian companies to work together on a multitude of projects and business initiatives and issues, especially the shortage of pilots, airport capacity management, and creation of a large skilled maintenance workforce and MRO facilities.
32
With the PPP of Mumbai and Delhi, almost 5,000 of AAI staff have been transferred under the contract terms. After three years, they will have the option of staying with these airports under their direct payroll or moving over to AAI.
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Market courses to foreign airports, Sponsor international conferences to share Indian experience, Establish International Air Transport Association (IATA)-approved cargo courses (and run mandatory programs, Undertake performance benchmarking (i.e., post training evaluation of trainees), Conduct more national conferences on national aviation issues, Create alliances with reputable universities (Concordia University of Canada has a pending proposal), Acquire International Organization for Standardization (ISO) certificate for the Institute, and Transform the National Institute for Aviation Management and Research into a full-scale aviation university,
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BACKGROUND
This aviation sector report was developed by updating an earlier report developed in 2007. The earlier report was developed by collecting information from different sources, including news reports and secondary information from meetings and interviews with a wide variety of public and private sector entities, including:
Ministry of Civil Aviation (MOCA) Airport Authority of India (AAI) Chairmans Office Member (Operations) of the Board Air Traffic Management (ATM) Office Communications, Navigation, and Surveillance (CNS) (Planning) Office Airport Development Cell National Institute of Aviation Management & Research Indira Gandhi International Airport Tower Chennai Airport and Air Traffic Control (ATC) Tower
Directorate General of Civil Aviation (DGCA) Bureau of Civil Aviation Security (BCAS) Delhi International Airport Limited (DIAL) Federal Aviation Administration (FAA) South Asia Regional Office at the United States (U.S.) Embassy in New Delhi Commercial Counselor, American Embassy in New Delhi
This report has been updated based on publicly available information from websites and with secondary information collected from conference presentations and desk research. Validation of both the original report and the updated information was outside the scope of the work. Nonetheless, MITRE/CAASD remains solely responsible for any and all remaining errors.
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ADDITIONAL REFERENCES
Government of India and Other Useful Information:
Ministry of Civil Aviation, Government of India: http://civilaviation.nic.in/ Airport Authority of India: http://www.AAI.Aero Indian bilateral aviation treaties: Indian Federal Ministries and Departments: http://ibef.org/artdisplay.aspx?art_id=1217&cat_id=101
Indian Embassy in the U.S.: www.indianembassy.org/ Federation of Indian Chambers of Commerce and Industry: http://www.ficci.com/ Investment Commission of India: http://www.investmentcommission.in/civil_aviation_&_airports.htm Some other useful websites: http://www.indiainbusiness.nic.in/ http://www.india.gov.in http://www.indiaimage.nic.in http://www.ibef.org http://dipp.gov.in http://finmin.nic.in
Indian Sub-Continent Airports 2009: http://www.brooksreports.com/reports.php?ID=10 GVK Group (MIAL): http://www.gvk.com/about-gvk.html GMR Group (DIAL): http://www.gmrgroup.com Maharashtra Airport Development Company (MADC): http://www.madcindia.org/ World Banks (2007) India at a Glance Development Indicators: http://siteresources.worldbank.org/INDIAEXTN/Resources/cas-report/annexa1.pdf Williams, Ashley (2006). Assessing the Competitive Environment of the Air Navigation Service Provider Industry, MP 06W060189, The MITRE Corporation, September, 2006
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U.S. Embassy in India: http://newdelhi.usembassy.gov/ U.S. Commercial Services: Buy USA.Gov: http://www.buyusa.gov/home/ Library of Congress Country Studies: India. http://lcweb2.loc.gov/frd/cs/intoc.html U.S. Trade and Development Agency: Middle East, North Africa, South and Southeast Asia Regional Program. http://www.ustda.gov The Federal Aviation Administration: http://www.faa.gov/ Aviation Cooperation Program (ACP): http://www.acp-india.com/ The Export-Import Bank of the United States: http://www.exim.gov/
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Country Representative U.S. Trade and Development Agency Country Manager South U.S. Trade and Asia Development Agency Country Manager U.S. Trade and Development Agency U.S. Trade and Development Agency Inter-Agency Air Cartographic Committee (IACC) Boeing
Jacob Flewelling
1000 Wilson Blvd. Suite 1600 Arlington, VA 22209-3901 1000 Wilson Blvd. Suite 1600 Arlington, VA 22209-3901 1000 Wilson Blvd. Suite 1600 Arlington, VA 22209-3901 Phd House, 4th Floor 4/2, Siri Institutional Area New Delhi 110016
U.S.
(703) 875-4357
(703) 875-4009
jflewellingustda.gov
Jason Nagy
U.S.
(703) 875-4357
(703) 875-4009
jnagy@ustda.gov
Henry Steingass Regional Director for South and Southeast Asia Aviation Arjun Singh Cooperation Program (ACP) Program Director Aviation Cooperation Program
U.S.
(703) 875-4357
(703) 875-4009
hsteingass@ustda.gov
India
(91)9810789132
arjunacp08@gmail.com;
www.acp-india.com
Larry Coughlin
New Delhi
India
(91)11- 4656-6077
Aaron E. Wilkins Co-Chair ACP, Senior Representative South Asia, Attach Federal Aviation Aaron E. Wilkins Senior Representative Administration South Asia, Attach (FAA) Ajay Kumar Civil Aviation Specialist South Asia
Federal Aviation
India
(91)11-2419-8403
(91)11-2419-0019
Federal Aviation
India
(91)11-2419-8403
(91)11-2419-0019
India
(91)11-2419-8299
(91)11-2419-0019
Ajay.kumar@faa.gov
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Organization
Organization FAA
Address U.S. Embassy 27 Napier Road Singapore 258508 FAA HQ 800 Independence Ave. Washington, DC U.S. Embassy 27 Napier Road Singapore 258508 FAA HQ 800 Independence Ave. Washington, DC The American Center 24 Kasturba Gandhi Marg New Delhi 110001 The American Center 24, Kasturba Gandhi Marg New Delhi 110001 The American Center 24 Kasturba Gandhi Marg New Delhi 110001 Corporate HQ Rajiv Gandhi Bhawan Safdarjung Airport New Delhi 110003 Corporate HQ Rajiv Gandhi Bhawan Safdarjung Airport New Delhi 110003
Country
Phone
Fax (65)6542-1466
Mobile
Email dan.hanlon@faa.gov
Website
Singapore (65)6543-1952
Thomas Naskoviak
FAA
U.S.
(202) 385-8895
thomas.naskoviak@faa.gov
Mary Walsh
FAA
Singapore (65)6543-1952
(65)6542-1466
Mary.walsh@faa.gov
Dorothy Reimold
Assistant Administrator, FAA International Aviation (Acting) Minister Counselor for Commercial Affairs DOC
U.S.
(202) 385-8900
(202) 267-7298
Di.Reimold@faa.gov
Carmine D'Aloisio
India
(91)11-2347-2000
(91)11-2331-5172
carmine.daloisio@mail.doc.g ov
Yash Kansal
DOC
India
(91)11-2347-2000
(91)11-2331-5172
yash.kansal@mail.doc.gov
www.buyusa.gov/India
DOC
India
(91)11-2347-2274
(91)11-2331-5172
lola.gulomoua@mail.doc.gov www.buyusa.gou/India
Chairman
AAI
India
(91)11-2463-2930
(91)11-2464-1088
P. Seth
Member Operations
AAI
India
(91)11-2463-1969
(91)11-2462-9567
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Organization
Name
Title
Organization AAI
Address Corporate HQ Rajiv Gandhi Bhawan Safdarjung Airport New Delhi 110003 Corporate HQ Rajiv Gandhi Bhawan Safdarjung Airport New Delhi 110003 Corporate HQ Rajiv Gandhi Bhawan Safdarjung Airport New Delhi 110003 Corporate HQ Rajiv Gandhi Bhawan Safdarjung Airport New Delhi 110003 Corporate HQ Rajiv Gandhi Bhawan Safdarjung Airport New Delhi 110003 Corporate HQ Rajiv Gandhi Bhawan Safdarjung Airport New Delhi 110003 Corporate HQ Rajiv Gandhi Bhawan Safdarjung Airport New Delhi 110003 Corporate HQ Rajiv Gandhi Bhawan Safdarjung Airport New Delhi 110003
Country India
Phone (91)11-2461-0845
Fax (91)11-2461-0841
Mobile
Website
V.K. Yadava
India
(91)11-2463-1684
(91)11-2461-1078
India
(91)11-2465-2648
(91)11-2461-1078
S.K. Kakar
India
(91)11-2461-8279
(91)11-2461-1134
V.K. Chaudhary Executive Director, CNS AAI Operations and Maintenance (O&M)
India
(91)11-2465-2075
(91)11-2465-4142
U.N. Singh
AAI
India
(91)11-2462-2810
(91)11-2465-1400
R.C. Chitkara
AAI
India
(91)11-2465-4084
(91)11-2465-2079
B. Singh
AAI
India
(91)11-2465-3016
(91)11-2462-1504
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Organization DGCA
Name
Title
Organization DGCA
Address Corporate HQ Rajiv Gandhi Bhawan Safdarjung Airport New Delhi 110003
Country India
Phone (91)11-2462-0784
Fax (91)11-2465-2760
Mobile
Website
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