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ОАО Sheremetyevo International
Airport
Public-Private Partnership:
Airport Infrastructure
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Sheremetyevo International Airport
 Aerodrome infrastructure and land plots are under public
ownership
 OAO MASh – 100% state-owned enterprise – is the airport
operator and terminal owner
 Numerous specialized private companies are involved in airport
operations:
 ОАО MASh daughter companies, and independent entities
 With and without public participation
 The government regulates airport operations:
 Certification
 Slot allocation
 Rate coordination
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Sheremetyevo – the leading company
providing regular international air services
 Sheremetyevo: Mainly regular air traffic operations, incoming
and outcoming traffic (business and tourism, Russian residents
and foreigners)
 Domodedovo: Regular air traffic operations across Russia and
CIS, a considerable part of charter flights abroad, small number
of regular international air companies, mainly outcoming traffic
 Vnukovo: Regular air traffic operations across Russia and CIS,
government flights, no regular international flights outside the
CIS, mainly outcoming traffic
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Volume of Operations: Positive Dynamics
Пассажиропоток, тыс. чел.
Взлетно-посад очные операции, ед .
13 500
155 000
12 500
145 000
140 000
11 500
135 000
130 000
10 500
125 000
2001
2002
2003
4
2004
единиц
тыс. чел.
150 000
Profitability: Lower than in Comparable
Airports
EBITDA/ Turnover
Budapest
Moscow
Toronto
Aeroporti di Milano
Athens
Geneva
Manchester
Los Angeles
Ontario
Zurich
Aéroports de Montreal
Chicago O'Hare
Aeroporti di Roma
Vancouver
Munich
Aéroports de Paris
London-Gatwick
Birmingham
Washington Dulles
Hong Kong
Vienna
Frankfurt
San Francisco
Calgary
London-Heathrow
Stockholm
Washington National
Oslo
Copenhagen
Perth
Brisbane
Melbourne
Sydney
Singapore
Auckland
Atlanta
0%
10%
20%
30%
40%
5
50%
60%
70%
80%
Comparison with Other Airports:
Aeronautical Revenue/Total Revenue Ratio
Aeronautical Revenue / Total Revenue
Budapest
Ontario
Perth
Washington National
Melbourne
Brisbane
Washington Dulles
Atlanta
London-Gatwick
Aeroporti di Roma
Singapore
London-Heathrow
Los Angeles
Hong Kong
Sydney
Munich
Oslo
Aéroports de Paris
Geneva
Zurich
Athens
Vancouver
Auckland
Aéroports de Montreal
Frankfurt
Aeroporti di Milano
Manchester
Copenhagen
Vienna
Birmingham
San Francisco
Moscow
Calgary
Stockholm
Toronto
Chicago O'Hare
-5%
5%
15%
25%
35%
45%
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55%
65%
75%
85%
Positive Forecast of Traffic Demand
 Pessimistic scenario: traffic growing
at rates exceeding the average ones for
the recent 5 years, taking account of
trasnfer of several air companies to
Domodedovo and Vnukovo.
 Basic scenario: growth insignificantly
exceeding the GDP, taking account of
possible transfer of small air companies
to Domodedovo and Vnukovo.
 Optimistic scenario: based on
forecasted GDP growth in Russia and,
in particular, GRP growth Moscow
Region, equal to 6% per year, traffic
demand growth equal to 2.5 GDP.
Прогноз спроса на перевозки в Шереметьево,
млн. пасс. в год
35 000 000
30 000 000
25 000 000
20 000 000
15 000 000
10 000 000
 All scenarios represent preliminary
estimates, and take no account of
constrained handling capacity of
Sheremetyevo.
2004e 2005
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2006
2007
2008
2009
2010
Underutilized Company Capacity

Advantages:
 Disadvantages:
 The largest volume of
international air traffic
operations
 Available space to expand the
terminals and other
infrastructure
 Closest distance to the center
of Moscow
 Presence of a powerful air
company – Aeroflot with
alliance partners (AF, KL, AZ,
DL, KE)
 Presence of leading companies
from other air alliances (LH,
OS, SK, LO, TK, JL, CA, AY)
 Limited capacity of
terminals, aerodrome
pavement and airspace
 Inadequate transfer (about
8 km betweenТ1 and Т2)
 Low quality of external
transport services
 Development program
delayed for many years
 Ambiguous legal framework
for using federal property aerodrome
 Difference in customs and
immigration procedures
between SVO and DME
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OAO MASh Strategic Vision: What we are
Striving At





Rank among the world leaders in airport management
Maximize equity value
Build up trusting and transparent relations with partners
Become an attractive and socially responsible employer
Adequately represent Russia, become the main national air
gateway
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Essential Strategic Targets
 Increase the airport handling capacity up to 34 million passenger per
year by 2025
 Increase the share of transit passengers up to 30% by 2010
 Increase the level of comfort and speed of transport communication
with Moscow by 2007:
 By railway: 30 min
 By car: 10 min to the Moscow Ring Road
 Taxi: fixed rates, standard quality
 “Immediate” improvements:
 Reduce the maximum time of passport control to 20 min, increase
the level of comfort
 Reduce the maximum time of transfer between terminals 1 and 2
to 90 min
 Improve illumination and convenience at the Sheremetyevo 2
arrival area
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Essential Activities to be Implemented at
the Airport
 Increase the overall handling capacity of the terminals and
aerodrome
 Improve safety to comply with new international and Russian
standards
 Improve the efficiency of enterprise operations
 Ensure transparency and investment attractiveness
 Improve corporate structure, quality of daughter company
management
 Introduce concession mechanisms
 Ensure fair competition
Capital investment needs in the coming years exceed $1 billion.
Calculations show that growing traffic and increased revenues will ensure
investment payback within acceptable period
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Construction of a new terminal together
with ОАО Aeroflot
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Construction of high-speed taxiways,
aerodrome pavement development
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Essential “External” Activities
 Increase airspace capacity (requires investments and
regulatory framework clarification)
 Provide railway communication with Moscow and other Moscow
airports (requires coordination with OAO Russian Railways,
regional and federal authorities, and investors)
 Build a toll road to Moscow (implemented by the “Roads of
Russia” Federal State Department under MOT; in cooperation
with Moscow City Government, it is planned to provide direct
high-speed communication with the center of Moscow)
Efficient coordination with federal and regional authorities is required.
The Airport is interested in speedy launching of PPP projects in the area of
external transport infrastructure
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Provision of Railway Communication with
Moscow
 Possible options:
 From Savelovsky railway
terminal
 From Leningradsky railway
terminal
 Results:
 Fixed travel time: 30 min
 Comfortable conditions +
additional services
(Internet, newspapers,
meals, drinks)
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Construction of the New Toll Road
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Brief Conclusions
 The airport is an attractive investment project
 To attract investment, it is required, above all, to legally
establish the principles of concession-based use of aerodrome
infrastructure
 The airport is interested in the implementation of railway and
highway PPP projects, and is willing to provide organizational
support
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Additional Comments on Infrastructure
Projects
Infrastructure projects are noted for long payback periods, which
complicates planning and increases investment risks
However, transport infrastructure, especially located in economically and
socially promising regions, also offers alternative opportunities for the
owner, which, though hardly guaranteed at present, could be
implemented in the future
Project flexibility creates extra “option” value – if there is adequate
management capable of making case-specific decisions
Traditional techniques, even the Monte-Carlo simulation, ignore option
value, and tend to systematically underestimate project costs leading to
economic losses both for investors, and the government
However, oil and gas industries, as well as hi-tech companies have long
been successfully using Real Options Valuation techniques – this
practice should be applied in transport infrastructure projects
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Thank you for attention!
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