CREATION OF CENTRAL ASIAN AVIATION HUB IN TASHKENT REGION PROJECT - ANSHER GROUP OF COMPANIES
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ANSHER GROUP OF COMPANIES
CREATION OF CENTRAL ASIAN AVIATION HUB
IN TASHKENT REGION PROJECT
® 2018 Ansher Capital. All rights reserved
UZBEKISTAN - AVIATION HUB OF CENTRAL ASIA Uzbekistan in its geographical location has no direct access to the World Ocean, it is a double locked country. Necessity for increasing trade, tourism and other spheres, requires to develop other alternative ways of direct cooperation which are less dependent to neighboring countries’ policies of protectionism. The development of the aviation hub of Central Asia is one of optimal ways of ensuring transportation and logistics independence of Uzbekistan. This is an opportunity to service transit passengers flying through Tashkent from such densely populated countries of the world as India (1.3 billion people), Pakistan (210 million people), Bangladesh (164 million people) to Europe and America and back The involvement of transit passengers in tourism (ziyorat, historical, etc.) from 101 countries of the world without a visa for 5 days will significantly increase the flow of them. The creation of a Central Asian aviation hub connecting Asia with Europe, America and the rest of the world will give a powerful impetus to the development of the economy of Uzbekistan. One job at the airport will create 6 new jobs in related industries. ® 2018 Ansher Capital. All rights reserved © 2007 Ansher Group. All rights reserved
INTERNATIONAL AIR ROUTES AND HUBS IN ASIA AND EUROPE
Uzbekistan is located at the center of the passage of air
routes between America / Europe and Asia, where more than
4.2 billion people live (61% of the total population of the
planet) and 10 regional airports (hubs) of Asia serve more
than 500.0 million passengers annually.
Uzbekistan does not use this potential, its airports are not
regional aviation hubs.
The lowest volume of passenger traffic at the Tashkent
International Airport (2.7 million passengers in 2017), which
indicates a huge untapped growth potential.
The airports of Tokyo, Seoul, Shanghai, Dubai, Istanbul,
Moscow, Paris and London are regional aviation hubs and
serve 30-80 airlines of the world.
It is necessary to build a modern international airport - the
Central Asian hub in the Tashkent region. Tashkent 2,7
In addition to the airplanes of Uzbekistan Airways, the new Almaty 5,6
airport should serve 20-40 airlines of the world. This will
provide 60% of airport revenue. Moscow 40
Delhi 63,5
Istanbul 63,9
Dubai 88,2
Beijing 95,8
® 2018 Ansher Capital. All rights reserved
© 2007 Ansher Group. All rights reserved
TASHKENT REGION - THE MOST SUITABLE TERRITORY TO CREATE
A NEW INTERNATIONAL AIRPORT
Most of International airports are located at a distance of 20-40 km from the city center.
Airports are connected to the city center by train, bus and taxi, and sometimes the subway.
Tashkent region may be a suitable region for the construction of an International airport that will serve as a Central Asian aviation hub for
many foreign airlines flying between Asia and America / Europe.
Names of airports and countries Distance to city Types of transport used to
center the city center
Frankfurt am Main Airport, Frankfurt, 13 km Train, bus and taxi.
1
Germany
2 Schwechat Airport, Vienna, Austria 20 km Train, bus and taxi.
Charles de Gaulle Airport , Paris, 25 km Train, bus and taxi.
3
France
Sheremetyevo International Airport, 29 km Train, bus and taxi.
4
Moscow, Russia
5 Heathrow Airport, London, UK 30 km Train, metro, bus, taxi.
Franz Josef Strauss Airport, Munich, 30 km Train, bus and taxi.
6
Germany
Abu Dhabi International Airport, UAE 30 km Bus and taxi
7
Arlanda Airport, Stockholm, Sweden 40 km Train, bus and taxi.
8
Hong Kong International Airport 40 km Train, bus and taxi.
9
Malpensa Airport, Milan, Italy 45 km Train, bus and taxi.
10
® 2018 Ansher Capital. All rights reserved
© 2007 Ansher Group. All rights reserved
SEPARATION OF THE INTERNATIONAL AIRPORT FROM NAC
“O’ZBEKISTON HAVO YO’LLARI"
Names of airports Name of Managing Owner of Managing Company Air carrier, for which the airport is the main hub
and countries Company
Heathrow Airport, Heathrow Airport Public company. Heathrow Airport Holdings is owned The airport is a hub for British Airways, Virgin Atlantic Airways. The
1
London, UK Holdings by Ferrovial (25%), Qatar Holding (20%), and others. airport is used by more than 80 airlines of the world.
Airport Charles de The company Aéroports Groupe ADP, a public company where the state owns a The airport is the headquarters and main interchange node of France's
Gaulle, Paris, France de Paris (ADP) majority stake national airline Air France.
2
Nodal airport is also for XL Airways France, American Delta Air Lines
and Freight Express FedEx.
Frankfurt am Main Fraport AG Public company. The shareholders of Fraport AG are the AeroLogic, Condor, Lufthansa, Lufthansa CityLine, Lufthansa Cargo
Airport, Frankfurt, State of Hesse (31.31%), Stadtwerke Frankfurt am Main
3
Germany Holding GmbH (20.00%), Deutsche Lufthansa AG
(8.44%) and others.
Dubai International Dubai Airports Company The Office of Civil Aviation of the United Arab Emirates Airline, Flydubai.
4 Airport, UAE Emirates, Government of Dubai Secondary hub for Jazeera Airways, Iran Aseman Airlines, airblue, Royal
Jordanian.
Sheremetyevo Sheremetyevo Sheremetyevo Holding LLC (66%) and Rosimuschestvo Aeroflot
International Airport, International Airport JSC (30.43%) are the main owners of the Sheremetyevo
5 Moscow, Russia International Airport shares. The remaining shares are
owned by PJSC Aeroflot (2.43%) and LLC VEB Capital
(1.1%).
Almaty International Almaty International 100% of the shares of JSC "International Airport of Air Astana
6 Airport Airport JSC Almaty" belong to the Netherlands company Venus
Airport Investment B.V.
Foreign airports are managed by independent management companies.
It is necessary to withdraw all the airports of the country from NAC “O’zbekiston Havo Yo’llari” and transfer them
to management companies, including foreign ones.
To manage the Central Asian Aviation Hub, it is essential to create a new Management Company.
® 2018 Ansher Capital. All rights reserved
© 2007 Ansher Group. All rights reserved
UZBEK-GERMAN CONSORTIUM OF CONSULTING COMPANIES
A Consortium of consulting companies between
Ansher Capital LLC (Uzbekistan) and Lufthansa «Lufthansa Consulting GmbH» has 40 years experience in the
Consulting GmbH (Germany) was created to initiate provision of aviation consulting services and the successful
and implement the various phases of the project to completion of more than 3,000 projects worldwide, including in
create a Central Asian aviation hub. Russia and Kazakhstan.
This Consortium can provide the Management
Company, authorized by the Government of the
Republic of Uzbekistan, a scope of services ranging
from researching the aviation services market,
choosing the most suitable location for the airport,
developing master and business plans, airport
development strategies and ending with the search and
attraction of foreign investments for the project.
The Consortium will attract the best design,
architectural, construction, management and other
companies in the world to the project, as well as
develop and implement an optimal financing structure «Ansher Capital LLC» has 20 years of experience in providing
for the various stages of the project, attracting financial consulting services for government organizations,
investors from Europe, Asia, the Middle East and international, foreign and local banks and companies in Uzbekistan,
America, as well as the EBRD, ADB and other in the countries of Asia, the Middle East and Europe. It closely
structures. cooperates with the EBRD, ADB, IDB, AFD and other international
financial organizations and foreign development agencies.
® 2018 Ansher Capital. All rights reserved
© 2007 Ansher
® 2018 Group. Capital.
Ansher All rights reserved
All rights reserved
STAGES OF IMPLEMENTATION OF THE PROJECT OF CREATION OF
AN INTERNATIONAL AIRPORT
The project will be implemented in several stages in the period from 3-5 years (depending on the scope of the project).
A concession Agreement with the Government can be concluded for 15-30 years.
For the development of each stage of the project, various types of financing will be attracted (grants, direct private investment,
financing from government funds, bank loans, Eurobond issuance, IPO and others).
Study of the state of
Study, analysis,
affairs, legislation, Choice of placement of
preparation of master and
information gathering, the International Airport
business plans
concept development
Selection of contractors
Attraction of financing for Conclusion of agreements for the creation of the
project implementation (concession and others) International airport
Project implementation: Transfer of management of
Commissioning and
design, supply, the airport from the
management of the airport
construction, concessor to the
by the concessor
commissioning and other beneficiary
© 2007 Ansher Group. All rights reserved
LUFTHANSA CONSULTING IS A LEADING AVIATION CONSULTANCY
….. dedicated
9 regional
representatives Headquarters in
throughout the Frankfurt, Germany Transfer
world of expertise to other
industries
40 Dr. Andreas
Jahnke
successful years in Managing
Director
aviation
Offices in
Rio de Janeiro and
Moscow
90 employees,
with 18 different nationalities
Independent
advisor and
3000 Aviation member of the
LH Group
is our core expertise
aviation projects worldwide
8
WHAT CAN I EXPECT FROM LUFTHANSA CONSULTING?
Functional expertise
Sales and Network and fleet
distribution management Finance
light operations
Airline and airport Maintenance and and safety Operations and Infrastructure and
management engineering management ground handling logistics
Product and Revenue
Procurement and Organization and Customer marketing management and
accounting strategy management management pricing
9
A BROAD PORTFOLIO OF AIRPORT SERVICES GRANTS FULL COVERAGE
AND COMPREHENSIVE OVERVIEW ON THE SPECIFIC NEEDS OF OUR
AIRPORT CLIENTS
Airport strategy Master planning Bid management Air Service Development/ airline
Organizational development Terminal planning Concession development
marketing
(CAA/Airport) Capacity analysis Non-aero revenue strategy
Financial assessment and
Technical infrastructure Car parking optimization
Business and financial planning planning valuation
Business diversification concepts
Cost optimization and revenue Airport city/industrial zone Economic impact analysis
Due diligence
enhancement Hub development Business planning
Airport Airport PPP and airport Airport business
management planning privatization development
Airport
services
Cargo and MRO Analysis and Airport service
Airport operations
forecasts quality
Operational planning Cargo warehouse planning Route and network development Airport service quality concept
Process assessment and Cargo city planning Route profitability analysis and benchmark
optimization
Free economic zone Market potential analysis Quality assessment and
Ground handling start-up enhancement
Resource management Cargo logistics Aviation trends analysis
Customer service
Airport safety and security MRO facility planning Air traffic forecast
Reward and recognition program
10LUFTHANSA CONSULTING METHODOLOGY COMPRISES 5 PHASES OF
DETAILED ANALYSIS AND COMPREHENSIVE UPDATE OF THE MASTER PLAN
DEVELOPMENT
1 2 3 4 5
Market potential Strategic
Airport Master PPP concept & PPP
analysis and traffic development
Plan strategy implementation
forecast options
Competitive Identification of possible Conclude on Selection of Tender implementation
environment analysis infrastructure preferred strategic privatization model plan and preparation
Macro-/micro- development options option Evaluation of strategic (e.g. timing, phasing,
EoI & RfP vs. only RfP)
economic factors considering: Identify capacity options (clustering,
analysis Capacity requirements for new concession fee, Investor universe &
limitations of the participation of local or identification of target
Development of airport based on peak
public entities) list of top investors
market potential existing airport hour analysis
analysis and traffic Hub Master plan (layout) Risk assessment Promotion of the
development transaction (Information
forecast for Tashkent Definition of short-, Strategic roadmap
Memorandum)
region potential for mid- and long-term Simulation of strategic
Peak-hour capacity new airport development phases options Evaluation of EoIs
Business model according evaluation
calculation Development of Preparation of Profit & criteria & shortlisting of
Assessment of existing identification for investment program Loss account and
all airports bidders
conditions and and schedule financial statement for
Multi-criteria simulated options Launch of RfP
capacity analysis of (CAPEX)
existing airport assessment of Evaluation of financing Investor communication
facilities development options: options (Q&A, site visits, bidder
Traffic conference)
Decision on preferred
scenarios
privatization model & Bid evaluation
Operational scope according evaluation
impact criteria and
CAPEX impact recommendation
Recommendation and
selection on preferred
option
11IMPLEMENTATION OF THE INITIAL STEPS OF THE PROJECT WILL TAKE
APPROXIMATELY 8 MONTHS, DEPENDING ON DATA AVAILABILITY AND
DECISION MAKING PROCESS
Project plan
Activity Month 12 01 02 03 04 05 06 07 08 09 10 11
MPA & Traffic forecast
Strategic options
Master planning
PPP concept
PPP implementation
Milestone Meeting (Kick-off, Status meeting, Steering Committee meeting) Duration Time buffer
12WORK EXPERIENCE OF LUFTHANSA CONSULTING IN AVIATION
CONSULTING
(A FEW EXAMPLES)
Name of project Country Contents of services
1 Rostov-on-Don International Airport Russia Development of a Master plan for a new airport
2 “Koltsovo” Airport, Ekaterinburg Russia Development of a Master plan for an existing airport
“Sheremetyevo” International Airport Russia Evaluation of an airport development feasibility study to assess market
3
potential and design a third runway
Khabarovsk Airport Russia Analysis of market potential, traffic forecast, business planning and
4
capital expenditure forecast
Sochi International Airport (Adler) Russia Analysis of the operational concepts of the airfield area, the passenger
5
terminal and the adjacent territory of Sochi International Airport
Almaty International Airport Kazakhstan Development of a Master plan (for the next 20 years)
6
Ministry of finance, Athens Greece Preparation and implementation of the project on transferring the
7
airport to concession management
Ferihegy Airport, Budapest Hungary Comprehensive study on the construction of a new passenger terminal
8
9 GMR Airports Limited, New Delhi India Traffic forecast and study of multi-hub
World Bank, PAC, Bamako Republic of Mali Preparation of the project on transferring the airport to concession
10
management
13BENEFITS OF CREATING AN AVAITION HUB The formation of an aviation hub at the airport allows you to compete with low-cost carriers, as well as to optimize the structure of costs and revenues: economies of scale appear. In the case of an aviation hub, it is not necessary to connect all the cities of its route network, as is done by low-cost fires. It is enough to fly from one city; all that needs to be done is to provide passengers with a comfortable docking. The main task of an aviation hub is to serve transit passengers. It will be the only aviation hub in Central Asia. For Uzbekistan the hub has the following For airline companies the hub will provide the following advantages: advantages: - will lead to an increase in GDP, creation of new - will increase the frequency of flights; jobs, and attraction of foreign direct investment in - will reduce market risks due to passenger retention in their flight the region; network; - develops tourism and improves the image of the - will increase the expansion of low-cost airline networks. country; - strengthens ties with international markets. Passengers will obtain profit due to: Airports that become hubs will be able to: - an increase of direct flights; - increase the passenger flow; - more opportunities to return the same day; - increase profit; - a wide scope of flight directions; - strengthen their position in the aviation market compared to - cheaper airline tickets and etc. conventional airports. ® 2018 Ansher Capital. All rights reserved © 2007 Ansher Group. All rights reserved
THE CENTRAL ASIAN AVIATION HUB AND TOURISM DEVELOPMENT The creation of a Central Asian aviation hub on the basis of a modern airport complex with a railway station (and possibly a subway), as well as a connection to an intercity highway, will provide tourist and other services to transit passengers. In this regard, the name of the international airport is also important. Proceeding from their strategic goal of developing inbound tourism in Uzbekistan, in particular, the land of tourism, it would be appropriate to name the airport Imam Al-Bukhari. This name alone will allow its numerous admirers from the Muslim world to try to visit Samarkand and Bukhara and accordingly use this airport. Travel agencies, whose offices will be located in the airport building, will organize for transit passengers arriving from India, Pakistan, Bangladesh, Indonesia and other countries short-term ziyorat tours on the holy sites of Samarkand and Bukhara, as well as business tours to Tashkent. This would significantly increase the number of tourists. In 2017 about 1 mln. people from Asian countries and Russia made a hajj to Saudi Arabia: Indonesia - 221.000.00 people; Pakistan - 179.000.00 people; India - 170.000.00 people; Bangladesh – 127.000.00 people; Iran – 86.500.00 people; Turkey - 79.000.00 people; Egypt – 108.000.00 people and Russia - 20.000.00 people. By organizing tours "Hajj + Samarkand", "Umra + Samarkand", etc. it will be possible to provide a stopover for a couple of days at the Imam al-Bukhari airport, make a “small hajj” to Samarkand and Bukhara by high-speed train or bus, and then fly to Jeddah. This will allow to develop ziyorat tourism, to attract millions of tourists to Uzbekistan. ® 2018 Ansher Capital. All rights reserved © 2007 Ansher Group. All rights reserved
ORGANIZATIONAL STRUCTURE OF INTERNATIONAL AIRPORT
MANAGEMENT
GOVERNMENTAL STRUCTURES PRIVATE STRUCTURES
FOUNDERS
MANAGEMENT COMPANY
IN FORM OF PPP
INTERNATIONAL AIRPORT
CENTRAL ASIAN AVIATION HUB
CONCESSOR
FOREIGN MANAGEMENT COMPANY FOR AIRPORT
MANAGEMENT
DESIGN, ARCHITECTURE, PROCUREMENT, CONSTRUCTION, AIRPORT MANAGEMENT
PROJECTING INSTALLATION, TRAINING
® 2018 Ansher Capital. All rights reserved
© 2007 Ansher Group. All rights reservedFINANCING THE CONSTRUCTION OF AN INTERNATIONAL AIRPORT
Financing for the construction and equipping of an international airport can be attracted both from foreign companies specializing in
the design and construction of airports, and from the international capital market. Part of the funds may be attracted in the form of
bank loans, part in the form of direct investment.
Direct investments Loans Technical assistance
Financing from
state and local
budgets
Direct domestic Foreign Direct International Domestic Foreign
and foreign Investment Fund and foreign banks (foreign development
investment (Private Equity banks credit lines) agencies
Fund)
Investment project
“International airport”
® 2018 Ansher Capital. All rights reserved
© 2007 Ansher Group. All rights reservedANSHER CAPITAL - ORGANIZER OF ATTRACTION OF DIFFERENT
TYPES OF FINANCING FOR PROJECT IMPLEMENTATION
Ansher Capital is the leading investment-banking company in Uzbekistan;
The company successfully conducts business on regional and international level;
Has extensive experience in attracting financing for various national and regional companies of various
industries;
Provides access of Uzbek companies to foreign capital markets and assists foreign companies in
entering the markets of the region;
It has a wide international base of investors, including in major international financial centers (New
York, London, Paris, Zurich, Shanghai, Singapore, etc.);
Ansher Capital received international and national recognition, including 5 Euromoney awards
(“Euromoney”, United Kingdom) as “Best Investment Bank” in Uzbekistan and Central Asia, 1 IMEA
Finance award (“EMEA Finance”, United Kingdom) as “Best Investment Bank in Uzbekistan ”and 4
awards of the Center for the Coordination and Development of the Securities Market of Uzbekistan as
the“ Best Investment Consultant”.
® 2018 Ansher Capital. All rights reserved
© 2007 Ansher Group. All rights reservedCONTACTS
ABBOSKHON RASULEV ASKHAT TORSHIN
General Director Permanent Representative in Russia and CIS
E-mail: abboskhon.rasulev@ansherglobal.com E-mail: askhat.torshin@lhconsulting.com
AMUR DJALILOV STANISLAV SOLOMKO
Deputy General Director Associated Partner
E-mail: amur.djalilov@ansherglobal.com Head of Market Russia and CIS
E-mail: stanislav.solomko@lhconsulting.com
Uzbekistan, 100052, Tashkent, Mosenka Plaza 2, Building 3, 3rd floor, Tsvetnoy
Katta Darkhon str., 19 boulevard 25, 127051 Moscow, Russia
Tel: + 998 71 268 99 70 Tel.: + 7 903 7982546
Web: www.ansherglobal.com Web: www.lhconsulting.com
® 2018 Ansher Capital. All rights reserved
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