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Pre - Feasibility Study
for Redevelopment of
Indira Gandhi Stadium
Complex under PPP
Mode
NITI Aayog,
Government of India
Final Report
2019
{DISCLAIMER}
This Final Pre-feasibility Report (the “Report”) has been prepared by Ernst & Young LLP (hereinafter referred to as “EY” or “we”
or “us”) for NITI Aayog (hereinafter referred to as “NITI” or “You” or “Client”) for the purpose of undertaking a Pre-Feasibility
study for Redevelopment of Indira Gandhi Stadium Complex.
The findings submitted in this Report are based on information collated through primary and secondary research, data provided
by Sports India, NITI and EY’s internal databases. EY has taken due care to validate the authenticity and correctness of sources
used to obtain the information; however, neither EY nor any of our respective partners, officers, employees, consultants or
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Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
CONTENTS
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
Executive Summary ...................................................................................................................................... 1
Background ................................................................................................................................................. 1
Existing Situation ......................................................................................................................................... 1
Redevelopment Strategies for the Stadium ................................................................................................. 2
Conclusion ................................................................................................................................................... 3
Recommendations ....................................................................................................................................... 4
Proposed Project Structure ......................................................................................................................... 5
Way Forward ............................................................................................................................................... 6
1. PROJECT APPRECIATION – INDIRA GANDHI STADIUM COMPLEX (IGS Complex) ..................... 8
1.1 Stadium Accessibility ...................................................................................................................... 8
1.2 Overview of Sports Facility .............................................................................................................. 8
1.3 Catchment Area ............................................................................................................................ 10
1.4 User Category and Usage ............................................................................................................. 11
1.5 Stakeholder’s Perspective ............................................................................................................. 12
2 MARKET STUDY .................................................................................................................................. 15
2.1 Competitive Sports Facility ............................................................................................................ 15
2.2 Retail Market in Vicinity ................................................................................................................. 16
2.3 Hospitality in Vicinity ..................................................................................................................... 17
2.4 Recreational Games in Vicinity ..................................................................................................... 18
3 DEVELOPMENT CONCEPT ................................................................................................................ 20
3.1 Sports Excellence ......................................................................................................................... 20
3.2 Planning Norms ............................................................................................................................. 20
3.3 Transit Oriented Development or TOD policy ............................................................................... 22
3.4 Potential for up-gradation/ optimizing of the existing infrastructure .............................................. 23
3.5 Analysing best practice sports stadiums/ complexes ................................................................... 24
3.6 Creating a Viable Sports Eco-System ........................................................................................... 24
3.7 analysing non-sports component .................................................................................................. 25
3.8 FINAL Product Mix & Master Plan ................................................................................................ 25
3.9 Regulatory compliances ................................................................................................................ 29
4 FINANCIAL ANALYSIS ........................................................................................................................ 31
4.1 Project Structure ........................................................................................................................... 31
4.2 Project Development Concept ...................................................................................................... 31
4.3 Risk Allocation ............................................................................................................................... 32
4.4 Key Stakeholders .......................................................................................................................... 33
4.5 Method of Financial Analysis ........................................................................................................ 34
4.6 Area Statement ............................................................................................................................. 34
4.7 Key Cost Assumptions .................................................................................................................. 35
4.8 Revenue Assumptions .................................................................................................................. 37
4.9 Conclusion ..................................................................................................................................... 39
ANNEXURE A1 – INSTITUTIONAL FRAMEWORK OF SI ......................................................................... 41
ANNEXURE A2 – STAKEHOLDER INTERACTION ................................................................................... 43
ANNEXURE A3 – COMPETITIVE SPORTS FACILITY ............................................................................... 44
ANNEXURE A4 – RETAIL MARKET IN VICINITY ...................................................................................... 45
ANNEXURE A5 – TRANSIT ORIENTED DEVELOPMENT ........................................................................ 46
ANNEXURE A6 – PPP AS AN ENABLER IN SPORTS INFRASTRUCTURE ........................................... 55
ANNEXURE A7 – INTERNATIONAL BEST PRACTICES .......................................................................... 58
ANNEXURE A8 – FINANCIAL STATEMENT .............................................................................................. 62
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
LIST OF FIGURES
Figure 1: DBFOT Model .................................................................................................................................. 5
Figure 2: Existing IGS Complex Sports Facilities ........................................................................................... 9
Figure 3: IGS Complex Catchment Area ...................................................................................................... 11
Figure 4: Monthly Footfall Under Various Sport Activities ............................................................................ 12
Figure 5: Monthly Footfall in Various Sports Category ................................................................................. 12
Figure 6: Comparison of Facility Infrastructure ............................................................................................. 16
Figure 7: Key Commercial Spaces in the vicinity of the IGS Complex ......................................................... 17
Figure 8: Master Plan for Delhi 2021 ............................................................................................................ 20
Figure 9: IGS Stadium Complex–Metro station distance .............................................................................. 22
Figure 10: IGS Complex Master Plan Option................................................................................................ 26
Figure 11: DBFOT Model .............................................................................................................................. 32
Figure 12: Revenue snapshot @ 40 FAR ..................................................................................................... 38
LIST OF TABLES
Table 1: IGS Complex Area Statement & Ground Coverage ......................................................................... 3
Table 2: IGS Complex Product Mix at FAR 40 ............................................................................................... 4
Table 3: Key Financial Results ....................................................................................................................... 4
Table 4: Sports Facilities in catchment area of IGS Complex ...................................................................... 15
Table 5: Membership options in competing complexes ................................................................................ 16
Table 6: Commercial retail rates of catchment area ..................................................................................... 17
Table 7: Commercial office space rates of catchment area .......................................................................... 17
Table 8: Hospitality in vicinity ........................................................................................................................ 18
Table 9: Recreational games center in vicinity ............................................................................................. 18
Table 10: IGS Complex Area statement & ground coverage ........................................................................ 21
Table 11: Activities permitted under divisional sports infrastructure ............................................................. 22
Table 12: TOD Policy .................................................................................................................................... 23
Table 13: IGS Complex Existing Sports Infrastructure ................................................................................. 23
Table 14: IGS Complex Product Mix at 40 FAR ........................................................................................... 24
Table 15: Land Parcels Available ................................................................................................................. 25
Table 16: IGS Complex Proposed Infrastructure .......................................................................................... 25
Table 17: IGS Complex Proposed Infrastructure .......................................................................................... 26
Table 18: Sports club cum hotel ................................................................................................................... 27
Table 19: Permissions required for clearances............................................................................................. 29
Table 20: Risk matrix .................................................................................................................................... 33
Table 21: Responsibility matrix ..................................................................................................................... 34
Table 22: IGS Complex Area Statement & Ground Coverage ..................................................................... 34
Table 23: Cost inputs at 40 FAR ................................................................................................................... 35
Table 24: Project phasing ............................................................................................................................. 36
Table 25: Financial cost assumptions ........................................................................................................... 36
Table 26: Operation and maintenance cost assumptions ............................................................................. 36
Table 27: Revenue Assumptions .................................................................................................................. 37
Table 28: Financing structure Assumptions .................................................................................................. 38
Table 29: Key financial indicators ................................................................................................................. 38
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
GLOSSARY
AFC - Asian Football Confederation
CWG – Commonwealth Games
DBFOT- Design Build Finance Operate Transfer
DCF – Discounted Cash Flow
DDA – Delhi Development Authority
EPC – Engineering Procurement Construction
FAR- Floor Area Ratio
FIFA - the International Federation of Association Football
GOI – Government of India
IGS Complex – Indra Gandhi Stadium Complex
IOA – Indian Olympic Association
MYAS - Ministry of Youth Affairs and Sports (MYAS)
NCR- National Capital Region
NITI – National Institute of Transforming India
O&M – Operation and Maintenance
PPP- Public Private Partnership
SI- Sports India
STC – Sports Training Centre
WACC- Weighted Average Cost of Capital
TOD – Transit Oriented Development
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
EXECUTIVE
SUMMARY
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
Page | 1
BOX-1: Objectives of the Project
SI consulted NITI Aayog to undertake development of
Indira Gandhi Stadium with the primary objectives as
stated below:
The stadium should address the needs of all
sections of sports community
The development should be financially self-
sustainable
The design should incorporate hostel / hotel /
service apartment accommodation requirement
for players and coaches (3 to 5 star
accommodation)
The stadium should be able to accommodate a
footfall of 20 lakh
The stadium should be open and accessible to
every strata of society
Sporting facilities for senior athletes should not be
affected during construction phase
The design and operative mechanism of the
stadium should encourage younger generation to
use the facilities
The stadium should adhere to international
standards of athletic events
EXECUTIVE SUMMARY
BACKGROUND
Sports India (SI), the implementation body under
Ministry of Youth Affairs and Sports (MYAS) currently
operates and maintains five stadiums in Delhi i.e.
Jawaharlal Nehru Stadium (JLN Stadium), Indira
Gandhi Stadium (IGS Complex), Dr. Karni Singh
Shooting Range, Dr. Shyama Prasad Mukherjee
Swimming Pool Complex and Major Dhyan Chand
National Stadium. Out of these 5 stadiums, SI intends
to improve and upgrade existing sports infrastructure to
world class standards and assess the potential of
developing other sports, allied and supporting
commercial activities at Jawaharlal Nehru Stadium and
Indira Gandhi Stadium on Public Private Partnership
(PPP) basis.
In consultation with NITI Aayog, as mentioned in Box-1,
SI appointed Ernst & Young LLP (hereafter referred to
as “EY LLP” and “consultant”) to carry out a Pre-
Feasibility Study for Redevelopment of Jawaharlal
Nehru Stadium (JLN Stadium) and Indira Gandhi Stadium Complex (IGS Complex) on PPP basis to
achieve the aforementioned objectives
1
.
EXISTING SITUATION
Indira Gandhi Stadium Complex, a national level
stadium, is located in Central-East on the
periphery of Yamuna Bank in Delhi. The complex
is spread across 110 acres with 3 stadiums
namely the indoor stadium, cycling velodrome &
wrestling stadiums with a seating capacity of
15,000, 6000 & 3800 respectively. The stadiums
are designed and constructed to meet
international sports standards. It is owned and
managed by SI on behalf of Ministry of Youth
Affairs and Sports (MYAS).
The catchment area constitutes highly dense commercial as well as residential areas of Delhi. Laxmi
Nagar, a popular residential and commercial area; Preet Vihar, dominant HIG residential, commercial
and institutional area; Patparganj (Indraprastha Extension) home to a large number of group housing
societies and a industrial area and Mayur Vihar, again a HIG dominant residential area situated
across the Yamuna River, are a few major areas located in the immediate vicinity of the stadium.
1
The objectives have been identified in consultation with SI and NITI Aayog for self-sustainable development of sports
infrastructure facility.
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
Page | 2
Accessibility
The stadium is easily accessible through roads, metro and other modes of public transport. The
nearest metro stations for accessing the stadium is ITO metro station, located at a distance of 2 km
respectively.
REDEVELOPMENT STRATE GIES FOR THE STADIUM
The objective of developing IGS Complex is to introduce “Sports in the DNA of the nation”. A mini
sports city shall be developed which would offer “state of the art” training facilities. It would be
accessible to all classes of people/ strata of society at national and international level.
Based on preliminary assessment of the existing facilities at IGS Complex
2
and proposed objective
for overall development of the stadium, two options were evaluated for undertaking financial viability.
1. Redevelopment by 40 FAR as prescribed by Master Plan for Delhi 2021
The stadium complex falls under Zone O of the Zonal Development plan under Master Plan for Delhi
2021. It is categorized as Public Service-3 (PS-3) under Public-Semi-Public Zone which includes
Sports Facilities/ complex/ Stadium/ Sports Centre. With the applicable FAR of 40, a ground coverage
of 20% is permitted as per existing Delhi Bye Laws.
As defined in figure below, the total area demarcated as the IGS Complex is 104 Acres or 42.09
Hectares. With an available built up of 40 FAR, 60% of the applicable FAR has already been
consumed in making various sports facilities. Similarly, nearly 70% of the total applicable Ground
coverage is consumed in the existing facilities, excluding open to air field-of-play and other facilities.
This gives a total of 106,200 Sq.M of remaining Built up and 8.3 Acres of remaining ground coverage
to build additional facilities.
Only 29 % Utilizable ground coverage remaining as per existing norms.
2
The consultant conducted site visits of IGS Complex and carried out primary surveys with users and SI, in order to evaluate
existing user profile and assessment of infrastructure facilities.
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
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Table 1: IGS Complex Area Statement & Ground Coverage
Indira Gandhi Stadium - Area Table
Description Area (Sq M) Acre Hectare
Total Site Area 445,170 110.00 44.52
Total Built up area allowed 178,068
FAR 40
Total Ground Coverage (20 % allowed) 89,034 22.00 8.90
Indira Gandhi Stadium - Built up Area
S.No Existing Functions
Total Built up
(Sq M)
Ground
Coverage
( SqM)
1 Main Stadium (Gymnastics) 49500 18800
2 Velodrome Stadium 23000 16000
3 Wrestling Stadium 23000 12000
4 Hostels 10700 3500
Total 106200 50300
Balance Areas
Description Area (Sq M) Acre Hectare
Remaining Built up Area 71,868 17.76 7.19
Remaining Ground Coverage 38,734 9.57 3.87
Allowable Commercial built up (5%) 8,903
2. Redevelopment by 400 FAR as per Transit Oriented Development (TOD)
Policy
The National TOD policy focuses on creating high density mixed land
use development of areas falling in the influence zone of transit
stations, i.e. within a walking distance of 500-800 meters or along the
transit corridor, provided the station is within 1km of site.
In case of IGS Complex, the nearest metro station, i.e. ITO metro
station and Pragati Maidan metro station. Since these stations are
beyond 1 km radius of nearest transit facility, therefore, the TOD
norms shall not apply wherein an FAR of 400 can be utilized for
development. In addition, the presence of ‘The Firoz Shah Kotla’
monument which falls under the Archaeological Survey of India list of
protected monuments, will lead to limited construction activities.
CONCLUSION
Based on the above estimates, the total area available in case of 40 FAR is ~62,000 sq.mt. An
indicative product mix has been evaluated. The table below highlights the product mix for
redevelopment @ 40 FAR:
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
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Table 2: IGS Complex Product Mix at FAR 40
Product Mix at 40 FAR
S.No Programme Built up (SqM) Percentage
Cost
(Cr)
1 Existing Infrastructure Sports 46,800.00 65% 34
2 Sports Club with 20 rooms 9,328.00 13% 27
3
Retail (Government / semi government
Office + Food joints)
8,400.00 11.69% 20
4 3 Star Hotel 7,340.00 10% 55
Total 71,868.00 100% 136
In the existing FAR byelaws of the MPD 2021, the built up or the programme includes, Adventure
sports hub and sports university apart from the up gradation, utilization and optimization of the
existing sports facilities.
In case of IGS Complex, the nearest metro station, i.e. ITO metro station and Pragati Maidan metro
station. Since these stations are beyond 1 km radius of nearest transit facility, therefore, the TOD
norm of Intense & standard TOD zone shall not apply.
The presence of ASI protected Firoz Shah Kotla monument within the 100 + 200 M buffer zone
greatly affects the applicability of TOD polices on to the complex. The Yamuna River development
Authority also restricts construction in the area as it is low lying and prone to flooding. The 2
permissions along with the distance from the metro station make the applicability of 40 FAR more
feasible.
Based on the conceptual development option for 40 FAR, financial analysis was carried out by the
consultant. The table below summarizes the key results of the analysis.
Table 3: Key Financial Results
Particulars Unit
@ 40 FAR
Value
Total project cost INR Crore 124
Annual revenues (stabilized
operations in 6
th
Year)
INR Crore 70
Equity IRR % 18%
Annual concession fee
(escalated by 5% year-on-year)
INR Crore 0
Revenue share – bidding
parameter
% of total revenues (from sports and
non-sports/ commercial)
32%
Concession period:
a. For stadium
b. For commercial
Years
a. 30 years
b. 45 years
RECOMMENDATIONS
SI has invested heavily in creating state of the art facilities at IGS Complex during the Commonwealth
Games event held in Delhi 2010. Apart from managing the day to day operations of IGS Complex, SI
also focusses on imparting high quality sport training through various schemes at a subsidized rate.
To help SI achieve its objective to promote sports, it is proposed to introduce the PPP framework for
augmentation, operating and maintaining the stadium through a private developer without impacting
SI’s core activities. Various government instrumentalities have used the PPP framework to improve
efficiency, maximize revenues across infrastructure sectors in India. There is ample space within IGS
Complex (as detailed out in Development Options section 3 of this report) which may be utilized by
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
Page | 5
the private developer for sports club and office space. The stadium is located close to monuments of
national importance (Ashoka Pillar, Raj Ghat) and Yamuna river bed. Therefore, before undertaking
the transaction phase, the Authority would be required to undertake statutory approvals from
Archaeological Survey of India and Yamuna River Development Authority which may result in
implementation delays.
PROPOSED PROJECT STRUCTURE
A DBFOT concession structure is proposed for development of IGS Complex for a 45 year
concession period and a 30 year period for stadium operations. The model has been summarized in
the figure below:
Figure 1: DBFOT Model
Key contours of the model are:
To upgrade current sports facilities, operate and maintain the same for 30 years as per
specified performance standards.
Further, develop additional sporting facilities, operate and maintain them for 30 years
Develop, operate and maintain commercial areas as per applicable laws for [45 (30+15) - 60
(30+30) yrs.].
Sports facilities to be regulated by SI but operated and maintained by private sector
As per the financial analysis, for an
equity IRR of 18% the revenue share is estimated to
be between 25% - 32%
with no provision of an annual concession fee escalated annually.
Pre-Feasibility Study for Redevelopment of Jawaharlal Nehru Stadium Sports Complex under PPP Mode
Page | 6
WAY FORWARD
Based on the recommendations for development options, SI may take the proposal to bidding stage. As per standard industry practice, a two stage bidding
process shall be undertaken wherein the first phase is the qualification stage to shortlist applicants based on technical and financial criteria. The second stage
is the bid stage wherein the Request for Proposal along with draft a Concession Agreement may be shared with the shortlisted bidders to invite financial bid.
The bidding parameter for selection of preferred bidder shall be based on highest revenues share (the bidder offering highest per cent of total gross revenues
from sports & non-sports activities shall be selected).
Prior to floating the RFP documents, SI shall seek approval from the competent ministries (Ministry of Youth Affairs and Sports and Ministry of Finance –
Department of Economic Affairs). An indicative timeline for the implementation of project is presented below:
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
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PROJECT
APPRECIATION
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
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1. PROJECT APPRECIATION – INDIRA GANDHI STADIU M
COMPLEX (IGS COMPLEX)
Indira Gandhi Stadium Complex, named after former Prime Minister of India, is the largest indoor stadium
in India and third largest in Asia. It is a prestigious national indoor stadium, built within an area of 104
acres. The facility has a seating capacity of 15,000 and abodes state of art facilities for the dedicated sport
athletes of India. The stadium has contributed substantially in providing sports infrastructure for activities
like Gymnastics, Cycling, Wrestling and Boxing etc.
1.1 STADIUM ACCESSIBILITY
Indira Gandhi Stadium Complex, located at
Indraprastha Estate, is situated close to the bank of
Yamuna and is connected to Trans Yamuna area in
the east though Vikas Marg (Yamuna Bridge). The
facility is connected by National Highway 44 from
North and West with entry access through
Sachivalaya road in the East. IGS Complex is
situated on the intersection of NH-44 and Vikas
Marg, giving ample connectivity options for the users
coming from adjoining region of Delhi-NCR,
Haryana and Uttar Pradesh respectively.
Inderprastha Metro Station (Blue Line) and ITO
Metro Station (Violet Line) of Delhi Metro are the
nearest metro stations connecting to the stadium,
located at a distance of nearly 1.6 km and 2.5 km
from the facility, respectively.
1.2 OVERVIEW OF SPORTS FACILITY
IGS Complex was developed as multi-use sports ground where several national and international sports
events have been held in the past. The stadium was constructed with an objective to meet the international
standards of Indoor sports. Some of the renowned sportsmen who have represented India at international
level have been using IGS Complex owing to the unparalleled access to the best infrastructure and
coaches. The stadium facilitates the following sports activities
3
:
Badminton
Cycling
Gymnastics
Judo
Sepak Takraw
Table Tennis
Wrestling
Wushu
Other facilities at IGS Complex include:
Volleyball (outdoor)
Jogging Track (Outdoor)
Billiard and snooker
3
Information has been collated based on site visits on IGS Complex and discussion with SI.
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
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Figure 2: Existing IGS Complex Sports Facilities
Recreational and health lifestyle facilities cycling and walking track
Fitness centre including sauna bath and massage
Yoga
Sports medicine centre
Sports rehabilitation and post recover exercises,
Sports Psychology centre
The current infrastructure broadly includes:
Warm Up hall (Basketball)
Old Boxing Hall
Warm Up Hall I (Gymnastics)
Warm up Hall II (Boxing)
Main Arena – KDJW Stadium
Main Arena (Gymnastics Stadium)
First Floor Public Concourse of Cycling Velodrome
Cycling Velodrome
Walking Track
Outer periphery KDJW
Open spaces
Gymnastics stadium was refurbished for the Commonwealth Games in 2010. It is an air conditioned indoor
stadium with seating capacity of 15000 spectators and includes two warm up halls for gymnastics and
boxing. The main hall is also used for badminton and Table Tennis.
K.D Jadhav Wrestling Stadium has a capacity of 5000 spectators and has a warm up Hall which is used for
basketball training also. The hall is also used for Judo, Wushu, Taekwondo and Sepak Takraw.
IGS Complex has India’s only magnificent and state of art cycling Velodrome, which is an air conditioned
indoor stadium having capacity of 3000 spectators. Velodrome features steeply banked oval tracks
consisting of two 180 degree circular bends connected by two straights. The straights transit to the circular
turn through a moderate easement curve.
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
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Revenues from the existing sports facilities are generated primarily through the ‘Come and Play Scheme’
of GoI and renting out assets to national teams/ league franchises for training. Use of assets for hosting
events such as concerts and other non-sports activities is also being undertaken however limited owing to
the limited scale of multi-purpose facilities. SI has taken efforts to allow online viewing and booking of
stadium for sporting events to enhance asset utilization.
1.3 CATCHMENT AREA
A review of leisure and sporting facilities in the catchment area and benchmarking principles indicate that
local or municipal recreation or sporting facilities have a primary catchment radius of approximately 5 km
and a secondary catchment radius of 10 km. Approximately 75% to 85% of users reside within a 5 km
radius while the remaining 15% to 25% come from areas within the 5 km to 10 km radius of the facility.
Developing a stadium with state of the art sports infrastructure will attract users from a much wider
catchment area
4
.
The catchment area is also influenced by a number of other factors, including range and quality of facilities
and services offered, natural and built barriers i.e. road connectivity, travel times and the availability of any
other competing facilities. Considering regional planning principles, it is common that facilities usually
share catchment areas, particularly secondary catchment area. The figure below illustrates catchment area
within 5 km, 10 km and 20 km influence zone of IGS Complex.
The stadium is situated geographically in the core of Delhi NCR and its catchment area constitutes highly
dense commercial as well as residential areas of Delhi. Laxmi Nagar, a popular residential and commercial
area; Preet Vihar, dominant HIG residential, commercial and institutional area; Patparganj (Indraprastha
Extension) home to a large number of group housing societies and a large scale industrial area and Mayur
Vihar, again a HIG dominant residential area situated across the Yamuna River, are a few major areas
located in the immediate vicinity of the stadium.
4
Major Regional Sports Facility Feasibility Study, City of Darebin, September 2014
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
Page | 11
Figure 3: IGS Complex Catchment Area
S. No. Locality Population Range
1 Laxmi Nagar 35,000 - 45,000
2 Geeta Colony 20,000 - 35,000
3 Mayur vihar 30,000 - 35,000
4 Patparganj 25,000 - 45,000
5 Preet Vihar 20,000 - 35,000
6 Nirman Vihar 15,000 - 30,000
7 Shahdra 40,000 - 50,000
1.4 USER CATEGORY AND US AGE
Majority of the users of the stadium are registered under Come and play scheme. Highest footfall has been
recorded under the Gymnastics and Badminton sports categories out of all of the sports available in the
complex. The stadium also recorded substantial footfall of campers and elite athletes owing to the
academies under the following disciplines:
Cycling
Gymnastics
Boxing
Basketball
Taekwondo
Figure below depicts the monthly footfall under various sport activities:
Up to 5 km Up to 10 km Up to 20 km
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Figure 4: Monthly Footfall Under Various Sport Activities
The figure below depicts the share of “Come and Play” users and campers in various sports. Sports like
boxing, Gymnastics and cycling have a significant attendance of campers and elite athletes. On an
average, about 87% of the users are members of the “Come and Play” scheme and rest of the 13 %
belong to campers and academy trainees.
Figure 5: Monthly Footfall in Various Sports Category
1.5 STAKEHOLDER’S PERSPE CTIVE
It is imperative to identify major stakeholders of the project who would help define a vision for the
development. A comprehensive stakeholder engagement would help identify the requirements of the sports
fraternity and accordingly design the facilities. This would also help achieve higher utilization of the
infrastructure facilities.
1.5.1 Sports India
SI intends to upgrade the current facility at IGS Complex into a world class sports stadium in terms of
infrastructure and utilization. Below are some of the key objectives which SI aims to achieve
5
:
5
The objectives have been identified in consultation with SI and NITI Aayog for self-sustainable development of sports infrastructure
facility.
0.00
100.00
200.00
300.00
400.00
500.00
600.00
0
5,000
10,000
15,000
20,000
Apr May JuneJulyAug SeptOct Nov Dec Jan Feb Mar
Footfall
Badminton Basketball Boxing Cricket
Cycling Gymnatics Judo Sepaktakraw
Table Tennis Wresting Wushu Per day footfall
659
426
992
217
577
169
62 67
426
126
15
32
274
68
9
113
414
181
0
200
400
600
800
1,000
1,200
1,400
Monthly Footfall
Sports Category
Come & Play Campers
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The stadium should address the needs of all sections of sports community.
The development should be financially self-sustainable
The design should incorporate hostel / hotel / service apartment accommodation requirement for
players and coaches (3 to 5 star accommodation).
The stadium should be able to house a footfall with 20 lakh viewers
The stadium should be open and accessible to all classes of people/ strata of society
Sporting facilities for senior athletes should not be impacted during construction phase
The design and operative mechanism of the stadium should encourage younger generation to use
the facilities
The stadium should adhere to international standards of athletic events
The sports facilities should be segregated for elite athletes and recreational sports
1.5.2 User Interaction
Majority of the users at IGS Complex belong to the “Come and Play” category. IGS Complex has a
substantial footfall of campers under Gymnastics, Cycling, Boxing etc., and during interaction most of them
were satisfied with the infrastructure and coaches but some issues also came to light such as absence of a
canteen/cafeteria/food court facility, insufficient coaches, sitting arrangement for parents / waiting areas,
spatial segregation of sports and poor state of cricket facility. Users presented positive reactions for
prospective facilities such as 24/7 gym, swimming pool and sports shops. Redevelopment of the facility
would be a positive step to meet the user demands.
To assess the facilities and consult various stakeholder at both the sites, EY carried out extensive survey
for three days carried out on 2nd June, 5th June and 8th June 2018 during the evening hours. EY had
prepared separate survey questionnaires for each stakeholder. Prior to undertaking the survey, EY and
NITI team jointly had visited each site for a reconnaissance survey and conducted an informal discussion
with all stakeholders. The details of the primary survey conducted at JLN stadium is included in Annexure
A2.
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MARKET
ASSESSMENT
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2 MARKET STUDY
Market study is the most crucial aspect driving project conceptualization and feasibility assessment. It is
critical to understand the competitive assessment framework of the market in which the stadium is
expected to operate and expected footfall. The first key task for assessing potential development in these
proposed facilities is to determine the market demand for each offered sport as well as latent demand for
new facilities. This was undertaken through conducting a detailed site assessment and study the
competitive developments in the vicinity of the stadium. This section undertakes detailed assessment of
competitive sports and retail facilities in the vicinity of Indira Gandhi Stadium Complex.
2.1 COMPETITIVE SPORTS F ACILITY
Indira Gandhi stadium was developed with vision of providing world class sports infrastructure to the next
generation of sports talent in India, irrespective of the economic strata they belong to. The current sport
facilities provided by SI in IGS Complex are highly subsidized in order to cater to the needs of dedicated
sports persons which majorly embark from low to middle economic strata.
Given the advantage to IGS Complex for its geographical location in Delhi, some of the major sports
complexes which compete owing to similar infrastructure with varied sporting and allied activities are
namely Yamuna Sports Complex and Commonwealth Games Village Sports Complex. Both of them are
operated by Delhi Development Authority (DDA) and are mainly utilized by middle to high income group
users.
A comparative analysis between IGS Complex, Yamuna Sports Complex and Commonwealth Games
Village Sports Complex was done on the following parameters:
Provision of sports facilities
Provision of non – sports facilities
Land availability and utilization
User profiles
Membership options
Number of academies / camps
Table 4: Sports Facilities in catchment area of IGS Complex
No. Name of Facility
Area
(in acre)
Distance from IGS
Complex (in Km)
Opening
year
Managed by
1 Yamuna Sports Complex 67.95 8.9 1999 DDA
2
Commonwealth Games Village
Sports Complex
NA 4.9 2010 DDA
2.1.1 Provision of Sports and Non-Sports Facilities
The figure below illustrates the gap in non-sport activities that other competing sport complexes offer to its
users ultimately leading to an enhanced sport experience with other allied recreational activities. Effective
land utilization of IGS Complex is significantly lower as compared to Yamuna Sports complex and CWG
Games Village Sport Complex , that have demonstrated substantially higher utilization owing to their small
area and no. of users availing higher number of facilities. The higher number of offering of these sport
complexes have significantly mobilized the youth in catchment area to inculcate these sports/recreational
activities in their daily life and sport complexes are now a hub of youth affairs.
Note:
a. Sporting facilities includes cricket, football, athletics, wrestling, weightlifting, cycling, shooting,
badminton, lawn tennis etc.
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b. Non – Sports facilities include aerobics, yoga, recreational games such as bowling, virtual games
etc.
Figure 6: Comparison of Facility Infrastructure
The land utilization ratio of IGS Complex is the highest as compared to the other two stadiums. On the
other hand, Yamuna Sports Complex offers much more activities than IGS Complex.
2.1.2 User Profile
2.1.3 Membership Options
Table below is a comparative analysis that depicts the higher freedom of choice that the users enjoy in
availing the membership for any sport at Yamuna Sport Complex and CWG Games Village and IGS
Complex. Further, the existing training centres/academies provide users a plethora of options for
specialized training. The competing sports facility also offers individual sports facility on hourly basis, which
contributes to increased footfall.
Table 5: Membership options in competing complexes
2.2 RETAIL MARKET IN VICINITY
The commercial activities in the vicinity of IGS Complex includes the CBD (Connaught Place), shopping
centres, neighbourhood centres and community centres. Mixed land use dominates the development
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pattern here. The following figure provides information on commercial centres operating in the vicinity of
the IGS Complex.
Figure 7: Key Commercial Spaces in the vicinity of the IGS Complex
A catchment area assessment was conducted to determine the commercial retail rates of market areas in
the vicinity of IGS Complex. This would help reflect the lease potential of any proposed commercial
development. Annexure A4 gives details of the identified market spaces.
Table 6: Commercial retail rates of catchment area
Type of property Locality
Distance from IGS
Complex (in Km)
Per sq. ft. price per
month
Area
(Sq. ft.)
INR/ Sq.ft.
Commercial shop Preet Vihar 6 167 300 50,000
Commercial shop Mayur vihar 8 140 250 35,000
Commercial shop Patparganj 6 118 220 26,000
Commercial shop Laxmi Nagar 5 116 275 32,000
Commercial shop Nirman Vihar 6 100 250 25,000
Commercial shop Geeta Colony 7 86 210 18,000
Commercial shop Shahdra 14 69 360 25,000
Commercial shop Laxmi Nagar 5 116 275 32,000
Based on the catchment area assessment, the below table provides the commercial office space rates of
market places which are in close vicinity of IGS Complex.
Table 7: Commercial office space rates of catchment area
Type of property Locality
Distance from IGS
Complex (in Km)
Per sq. ft. price per
month
Area
(Sq. ft.)
INR/ Sq.ft.
Office Space Nirman Vihar 6 67 1,500 1,00,000
Office Space Mayur vihar 8 56 810 45,000
Office Space Preet Vihar 6 50 1,500 75,000
Office Space Shahdra 14 50 1,400 70,000
Office Space Laxmi Nagar 5 44 800 35,000
Office Space Geeta Colony 7 33 1,800 60,000
Office Space Patparganj 6 23 2,000 45,000
2.3 HOSPITALITY IN VICINITY
IGS Complex falls in the proximity of Lutyen’s Delhi that is known for its hospitality to foreigners in form of
various Five Stars Hotels namely:
Preet Vihar
Mayur Vihar
Shahdara
Chandini Chowk
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Table 8: Hospitality in vicinity
Name of facility Locality Average Tariff per night (INR)
The Park Connaught Place 6999
The Ashok Chanakyapuri 4999
The Lalit Connaught Place 8089
Taj Palace Sardar Patel Marg 8500
The Surya Hotel Nehru Place 5309
The Claridges APJ Abdul Kalam Road 7350
ITC Maurya Dhaula Kuan 8500
Hyatt Regency RK Puram 8500
The Leela Palace Chanakyapuri 13500
Taj Mahal Hotel Khan Market 13500
The Imperial Connaught Place 10000
The Lodhi Lodhi garden 8839
The Oberoi India Gate 12500
2.4 RECREATIONAL GAMES I N VICINITY
JLN falls in the proximity of other recreational activities in the vicinity. Below are the details as under:
Table 9: Recreational games center in vicinity
Name Area Facilities
Smaash Vasant Kunj
Laser blast, Cricket, Twilight Bowling, Super keeper, Finger Coaster, Walk
the plank, 9D Extreme Interactive Theatre, Smart Arcade, Jurassic Escape
Essex Farms Hauz Khas
Bowling, Air Hockey, Pool, Bumpy cars, Redemption games, Virtual Reality
Game
Delhi Rock Greater Kailash Rock climbing
Lock n Load Subash Nagar Play areas, Adventure, Paintball, Go-karting
Blu O Gurgaon
Bowling, Video Games, Foosball,
Snooker, Spa, Play station lounge, Platinum Lounge, Karaoke Lounge
32
nd
Milestone Gurgaon
Bunjee Jumping, Bull Ride, Net Cricket, Paintball, Anki Drive, Private
Theatre, Video Game center, Go-karting, Bowling, Rifle Shooting
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DEVELOPMENT
OPTIONS
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3 DEVELOPMENT CONCEPT
The development concept of the IGS Complex has been derived by keeping the objective of introducing
‘Sports into the DNA of the nation’ as the central context. The complex is located towards east Delhi near
the river Yamuna. This sports hub is envisaged to offer state of the art training facilities come and play
schemes, sports practice, recreational sports and competition based ecosystem to catalyse the
development of sports at multiple levels. There aren’t many sports or club related facilities in this part of the
city. This includes fitness as a way of living, accessibility to the best of facilities to all strata of the society,
recreational sports to encourage the spirit of sportsmanship and competition across the board, training
national and international level sports players as well as creating an infrastructure capable of hosting
international sporting events with supporting allied facilities. The same was arrived at through the following
steps:
3.1 SPORTS EXCELLENCE
The stadium complex was analysed, studying the existing infrastructure and the applicable development
regulations to optimize the potential of the facility with respect to up-gradation and addition of new facilities.
Following are the key points undertaken in the assessment:
Studying & analysing the planning norms and policies applicable to the site.
Analysing the existing infrastructure of the stadium complex.
Analysing the components and potential for up-gradation /optimizing of the existing infrastructure
to enhance sports facilities/ disciplines under come and play scheme as well as international level
training facility.
Benchmarking and analysing best practice sports stadiums/ complexes (hosting major international
competitions) with allied facilities.
3.2 PLANNING NORMS
The stadium complex falls under Zone O of the Zonal Development plan under Master plan Development
2021. It is categorized as PS-3 under Public Semi- Public Zone which includes Sports Facilities / complex/
Stadium/ Sports Centre. The category of Sports Facilities was updated from Recreational Category to the
Public- Semi Public category to ensure building of stadiums and facilities capable of hosting International /
Mega Sporting Events like the Common Wealth Games. With an FAR (Floor Area Ratio) of 40 applicable
under this category, ground coverage of 20 % is allowed as per the existing bye laws.
Figure 8: Master Plan for Delhi 2021
As defined in figure below, the total area demarcated as the stadium complex is 110 Acres or 44.52
Hectares. With a built up of 40 available, 60 % of the applicable FAR has already been consumed in
Development Control Normsfor IGS Stadium
Name Description
Zonal Development Plan O
Use Zone Designated Public - Semi Public
Sub Category PS- 3
Sports Facilities / Complex /
Stadium
Ground Coverage 20 % (including Amenities)
FAR 0.4
ECS 2 ECS / 100 Sq M
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making various sports facilities. Similarly, nearly 70 % of the total applicable Ground coverage is consumed
in the existing facilities, not including open to air field- of- play and other facilities. This gives a total of
71,868 Sq.M of remaining Built up and 7.19 Acres of remaining ground coverage to build additional
facilities.
Only 29 % Utilizable ground coverage remaining as per existing norms
Table 10: IGS Complex Area statement & ground coverage
Indira Gandhi Stadium - Area Table
Description Area (Sq M) Acre Hectare
Total Site Area 445,170 110.00 44.52
Total Built up area allowed 178,068
FAR 40
Total Ground Coverage (20 % allowed) 89,034 22.00 8.90
Indira Gandhi Stadium - Built up Area
S.No Existing Functions
Total Built up
(Sq M)
Ground
Coverage (
SqM)
1 Main Stadium (Gymnastics) 49500 18800
2 Velodrome Stadium 23000 16000
3 Wrestling Stadium 23000 12000
4 Hostels 10700 3500
Total 106200 50300
Balance Areas
Description Area (Sq M) Acre Hectare
Remaining Built up Area 71,868 17.76 7.19
Remaining Ground Coverage 38,734 9.57 3.87
Allowable Commercial built up (5%) 8,903
As per MPD -2021 under PS-3 following activities are permitted presently, including 5% sports related
commercial, multi-use stadium for exhibitions, trade shows, banquets, multiple sports related events,
extreme sports, academies, sports medical centre, water slides, wave pools, hydrotherapy, Akhara,
residential accommodation like hostels, ward residences etc. keeping the usage as sports relevant.
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Figure 9: IGS Stadium Complex–Metro station distance
Table 11: Activities permitted under divisional sports infrastructure
Activities Permitted Under Divisional Sports Infrastructure
S.No
Description
1
Sports Related Commercial @ 5 %
2
Multi Use Stadium
3 Aquatic Centre
4 Outdoor Sports / Extreme Sports
5 Sports Academy
6 Sports Medicine
7 Residential Accomodation
8 Playground
3.3 TRANSIT ORIENTED DEVELOPMENT OR TOD POLICY
As per the National Transit oriented development policy, TOD needs to integrate land use and transport
planning and aims to develop planned sustainable urban growth centres, having walkable and liveable
communes with high density mixed land-use. Citizens have access to open green and public spaces and at
the same time transit facilities are efficiently utilized.
It focuses on creation of high density mixed land use development in the influence zone of transit stations,
i.e. within the walking distance of (500-800 m) transit station or along the corridor in case the station
spacing is about 1km and advocates pedestrian trips to access various facilities such as shopping,
entertainment and work. Literature study for ToD is attached as Annexure A.5.
In case of Indira Gandhi Stadium Complex, located at
Indraprastha Estate, is situated close to the bank of Yamuna
and is connected to Trans Yamuna area in the east though
Vikas Marg (Yamuna Bridge). The facility is connected by
National Highway 44 (Srinagar – Kanyakumari Highway) from
North and West with entry access through Sachivalaya road in
the East. IGS Complex is situated on the intersection of NH-44
and Vikas Marg, giving ample connectivity options for the users
coming from adjoining region of NCR, Haryana and Uttar
Pradesh respectively.
Inderprastha Metro Station (Blue Line) and ITO Metro Station
(Violet Line) of Delhi Metro are the nearest metro stations
connecting to the stadium, located at a distance of nearly 1.6
km and 2.5 km from the facility, respectively. The National TOD
policy focuses on creating high density mixed land use development of areas falling in the influence zone
of transit stations as elaborated below in Table below.
In case of IGS Complex, the nearest metro station, i.e. ITO metro station and Pragati Maidan metro station.
Since these stations are beyond 1 km radius of nearest transit facility, therefore, the TOD norm of Intense
& standard TOD zone shall not apply.
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The presence of ASI protected Firoz Shah Kotla monument within the 100 + 200 M buffer zone greatly
affects the applicability of TOD polices on to the complex. The Yamuna River development Authority also
restricts construction in the area as it is low lying and prone to flooding. The 2 permissions along with the
distance from the metro station make the applicability of 40 FAR more feasible.
Table 12: TOD Policy
Transit oriented Zones of Influence
Zone 1 : Intense Zone Zone 2: Standard TOD Zone Zone 3: TOD Transition Zone
• 300 M influence zone of all
MRTS Stations
800m* (10-min walking)
influence zone of all MRTS
Stations.
• 2000m** (10-minute cycling distance)
influence
zone of all MRTS Stations.
• 300 M influence zone of BRT
corridors.
• 800m* (10-min walking) influence
zone of Regional Interchange
Station (i.e. Rail -MRTS, or two
MRTS lines.)
• Zones within Intense or Standard
TOD Zones which are not permitted for
redevelopment but need
enhancements in public realm and
network connectivity.
3.4 POTENTIAL FOR UP -GRADATION/ OPTIMIZIN G OF THE EXISTING
INFRASTRUCTURE
Apart from the existing sports facilities scattered across the 110 Acre campus, the campus has a holistic
fitness cum sports centre for training and come and play basis. The presence of the best of the sports
facilities & Dronacharya & Arjuna Award winning coaches & assistant coaches on the campus make it a
potential attraction from players across the region who intends to take up sports professionally. They train
for the same on the campus presently. The up-gradation costs have been given below.
Table 13: IGS Complex Existing Sports Infrastructure
IGS Existing Sports Infrastructure
S.No Description Discipline
Existing Infrastructure
1 Main Indoor Stadium
Gymnastics
Table Tennis
Badminton
2 Velodrome Stadium Cyclist
3 Wrestling Stadium
Wrestling
Wushu
Seoak Takraw
4 Others
Gym (only for Players)
Girls Hostel
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Table 14: IGS Complex Product Mix at 40 FAR
Product Mix at 40 FAR
S.No Programme Built up (SqM) Percentage
Cost
(Cr)
1 Existing Infrastructure Sports 46,800.00 65% 34
2 Sports Club with 20 rooms 9,328.00 13% 27
3
Retail (Government / semi government
Office + Food joints)
8,400.00 11.69% 20
4 3 Star Hotel 7,340.00 10% 55
Total 71,868.00 100% 136
3.5 ANALYSING BEST PRACT ICE SPORTS STADIUMS/ COMPLEXES
Sports stadiums and infrastructure remains the pride of the nation and become the much needed symbol of
constructive young India. These stadiums not only provide infrastructure for potential international and
national sports events but are also centres of training and excellence in sports. Already with the training
programme and come and play schemes, most of the Sports India Stadiums extensively support sports in
the country. Being the kind of large infrastructure needed to host international events, maintaining these
stadiums/ venues after the events are over or in between events remains a challenge across the world.
The Consultant has studied best practices in stadiums via-a –vis Olympic & world cup requirements to host
a match.
For Olympic venues, Cycling Velodrome & Wrestling stadiums have been studied. World cup venues for
Indoor stadiums, the redevelopment plans after the events, the viability plans for maintaining sports with an
added product mix and stadiums fallen to disrepair & disuse due to lack of foresight across many venues
have all been studied to understand the life cycle of a stadium, the international match holding capability
and the much needed sustainability of the project via supporting functions. A list of major sports
international events which could be held in the stadium have also been identified along with their
requirements. Details on best practices sports stadium with allied facilities and support infrastructure as
enclosed in Annexure A5.
3.6 CREATING A VIABLE SPORTS ECO-SYSTEM
Benchmarking and analyzing best practice in sports stadiums/complexes with commercially viable
programs and components.
Identifying & utilizing the unused spaces within the stadium complex for Sports related retail,
commercial and relevant functions to ensure footfall and generate revenues.
Analyzing and identifying the sports retail, commercial, quasi-commercial sports mix viability
applicable to the stadium.
The existing stadiums namely the Indoor, Velodrome and Wrestling Stadium are used for sports national or
international events. Thus no area under the stands or within the sports stadiums has been used for any
commercial or allied sports related commercial activities. Vacant land parcels have been identified and
programme created within the applicable and balance FAR.
Three land parcels have been identified on the complex namely A, B & C with a potential land area of
55,427 Sq.M only. The same have been identified by studying the movement pattern needed around the
stadiums so as not to hinder security, passage, functions or cause inconvenience to the players & athletes.
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Table 15: Land Parcels Available
Indira Gandhi Stadium- Land Parcels Available on site
Stadium Total Ground Coverage (SqM)
Land Parcel A 41600
A1 13455
A1 28145
Land Parcel B 7960
Land Parcel C 5867
Total 55427
A consolidated programme has been identified within these land parcels and listed below based as the
proposed infrastructure need of the stadium Sports club model, hotels and office complex has been added
as facilities to draw in maximum footfall to enable optimal utilization of space and generate revenues.
Table 16: IGS Complex Proposed Infrastructure
IGI Proposed Infrastructure
Discipline Area (SqM)
Sports Activities: Outdoor
Basketball court (2)
Swimming Pool (Olympic Size) 650
Sports Club: for Amateurs 9328
Retail (office + Cafes) 8,400
Description Area/unit No. Area (SqM)
Office
Office Small 200 10 2,000
Office Medium 500 6 3,000
Office Large 1000 2 2,000
Total Office Area 7,000
Café/ Food court
Food Stalls 100 5 500
Café 75 9 675
Kiosk 60 4 240
Total Food Area 1,415
Total Area for retail (Minimum) 8,400
3 Star/ Condominium Hotel 7,340
3.7 ANALYSING NON-SPORTS COMPONENT
The Non-Sports part of the programme has been designed as a sports club cum commercial to ensure a
sports centric ambience, spirit and fitness as a lifestyle. To ensure that the IGS Complex gets in a wider
pool of players, come and play members, coaches, athletes are relevant. Also looking at the area &
requirement, office complex has also been provided.
3.8 FINAL PRODUCT MIX & MASTER PLAN
Sports Club with Spa, Gymnasium, Rooms facilities etc have been provided. Government, Semi –
Government offices, Retail, food joint and a 3 star / Boutique hotel have been added to the programme.
Due to the presence of ASI protected monument and Yamuna River bank in the vicinity of the complex, the
product mix of 40 which is applicable has been detailed.
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Table 17: IGS Complex Proposed Infrastructure
Product Mix at 40 FAR
S.No Programme Built up (Sq M) Percentage Cost (Cr)
1 Existing Infrastructure Sports 46,800.00 65% 34
2 Sports Club with 20 rooms 9,328.00 13% 27
3
Retail (Government / semi government
Office + Food joints)
8,400.00 11.69% 20
4 3 Star Hotel 7,340.00 10% 55
Total 71,868.00 100% 136
Figure 10: IGS Complex Master Plan Option
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3.8.1 Sports Club cum Hotel
To be designed & planned as a support activity to the Sports Club or as an independent activity could be
left to the discretion of the developer. The prime purpose of introducing Sports retail/ food court within the
entire planning matrix is to charge and activate the sporting areas during the non-sports event days which
tend to go passive otherwise. Also a revenue generation and support to the maintenance of the sports
infrastructure could be looked at, based on the financial feasibility of the project. Chess club, Snooker,
pool, Squash courts, Tennis etc. could easily become a part of the program and lead to indirect increase of
foot falls. As this part of Delhi does not have too many hotel or club facilities, the programme for the sports
club has been designed with beauty salon, gymnasium, spa facilities. 20 rooms have also been provided.
Due to the proximity of many government offices in the premises, it is expected that these rooms will get
good occupancy and tariff throughout the year.
Table 18: Sports club cum hotel
Sports Club cum Hotel
S.NO. Functions Area / Unit (sqm) No of Units
Total Area
(sqm)
1 Reception Foyer 150 1 150
2 Administration back office 100 1 100
3 Convinio 200 1 200
4 Retail / Proshop (4 X 500) 50 4 200
5 Billiards's/ Snooker Room 100 2 200
6
Library
100 1
100
7 Bridge /chess Room 100 1 100
8
Bar & Lounge
250 1
250
9 Restaurant with Kitchen 350 1 350
10 Pastry/ coffee shop 150 1 150
11 Kid room extend playpen 50 1 50
12 Gaming alley 300 1 300
13 First Aid room 25 1 25
14 Beauty Salon 250 1 250
15 Gymnasium 750 1 750
16 Spa 250 1 250
17 Table Tennis 100 2 200
18 Badminton 200 2 400
19 Squash 100 4 400
20 Yoga centre/ Aerobics 200 2 400
21 Mini Theatre 150 1 150
22 Banquet Hall Small 250 2 500
23 Banquet Hall Medium 500 1 500
24 Conference halls 50 4 200
25 Toilets 75 4 300
26 Transit Rooms 35 20 700
Total Built-up area 7175
Super Built-up area 9328
3.8.2 Swimming pool
An Olympic size pool which can be used by professional athletes, come & play scheme as well as club
users on time sharing basis. With training facilities & coaches available, it can be a very big draw for adults
and children alike.
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3.8.3 Retail, Malls, Restaurant/ Sports Retail/ Food Court
The Retail zone would be designed as per the commercial viability of the project and anticipating the
recreational and entertainment need of the residents, the zone could also include a shopping plaza/
arcade, spa, salon, health and fitness equipment stores , and other recreation facilities which are sports
centric or relevant.
The retail sector could also could have a supermarket or hyper-mart, large grocery shops, shops selling
sports branded goods, consumer durable outlets, postal services, retail banks, fine dining restaurants or
popular food chains, Sports club, clinics, medical stores etc.
3.8.4 Government offices/ Semi government offices
Being centrally located, there already exist many government / semi government offices in and around IGS
Complex. Many government and semi government departments have been the area for decades and there
is demand for more. Similar Government department are expected to occupy the office sector with
substantial revenue generation.
3.8.5 Multi-level car park
A Multi-level car park is a successful business model and due to the presence of offices, a huge
requirement as well. The same will also be useful during public or sports related events in the complex.
3.8.6 Hotel
The stadium complex is envisaged as a hub of international sports events and also sports training. Apart
from local sports players and the elite athletes already training and staying in sports hostels, we anticipate
sports conferences and conventions taking place here apart from Sports performance and management
training. Players, coaches, sports officials, sports & fitness enthusiasts from across the country and world
are expected to travel here for recreational, matches and training purposes. To accommodate the same,
the component of Hotels, Hostels and Service apartments as components add more to the program than a
conventional housing set up. A mix of 3, 4 star or boutique hotel is proposed.
3.8.7 Support infrastructure
Apart from the allied infrastructure such as parking ECS accommodation, waste and water management,
this section lists out the other support infrastructure for the sports component.
To start with the road sections; the main road leading up to the stadium complex and the parking should
cater to the influx of spectators in their numbers calculated individually as vehicular and pedestrians. For
this the road sections should be in adherence to the National building codes and the local byelaws, should
be appropriately marked with signage and markings that should be clearly visible in the night and day. A
clear and appropriate designing of the wide pavements meant to cater to the large number of spectators
during the sporting events is a must should be adhered to. A clear division of service lines such as power,
storm water and sewer should be planned as per NBC and the local byelaws with appropriate provisions
for easy maintenance time to time.
Apart from the above, easy access for old and handicapped, benches, dustbins, ticket vending shelters
should be equally and appropriately distributed for a hassle free and smooth operations during any large
sporting event within the stadium complex.
The entire development is interspersed with large tracts of green spaces distinguished as green belts,
visual greens, and recreational greens. The zone is planned with amenities and utilities designed to
conform to internationally accepted standards, integrating latest technology, and addressing environmental
concerns to ensure quality sports facilities and quality of life.
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3.9 REGULATORY COMPLIANC ES
This section highlights the regulatory compliances required for the re-development of IGS Complex. This
includes details regarding the concerned regulatory bodies as well as the critical approvals that need to be
obtained for the successful implementation of the recommended project. The stadium is located close to
monuments of national importance (Ashoka Pillar, Raj Ghat) and Yamuna river bed. Therefore, before
undertaking the transaction phase, the Authority would be required to undertake statutory approvals from
Archaeological Survey of India and Yamuna River Development Authority wh ich may result in
implementation delays.
Table 19: Permissions required for clearances.
IGI Stakeholders & Permissions
North Delhi Municipal Corporation
South Delhi Municipal Corporation
Yamuna River Development Authority
National Monument Authority (A.S.I).
Delhi Urban Arts Commission
Sports Authority of India
Delhi Fire Services
Delhi Airport Authority Of India
Delhi Jal Board.
DISCOMS.
Department Of Forest.
DPCC.
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FINANCIAL
ANALYSIS
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4 FINANCIAL ANALYSIS
4.1 PROJECT STRUCTURE
A wide spectrum of models have emerged in development and management of infrastructure facilities
which enable private sector participation through guided risk sharing mechanism in providing efficient level
of services. As per World Bank report on models in PPP, the project structuring vary from short-term
simple management contracts (with or without investment requirements), long-term and very complex BOT
form, to divestiture. These models vary mainly by:
Ownership of capital assets
Responsibilities for investment
Assumption of risk and
Duration of contract
PPPs can help the government fast track infrastructure development and therefore it is imperative to create
favourable policies and guidelines in order to attract private investments for a sustainable development
goal. PPPs can be explored for creating infrastructure through Built – Operate Transfer (BOT) models by
contracting construction companies specializing in building multi-purpose centers and allowing professional
private sector entities to manage and control the existing sports infrastructure with the objective of building
commercial models and converting the same into revenue centers. Higher asset utilization and revenue
generation could in turn incentivize sports infrastructure creation.
Various states in India such as Gujarat and Rajasthan, have delineated the role of PPP in their sports
policy while other states such as Madhya Pradesh have already started development of sports cities via
the PPP mode. The sports policy of Haryana, a leading sporting state, defines in depth the need for
development of sports facilities when developing new commercial/ residential spaces. Keeping in mind the
need of developing places for development and promotion of sports. Such provisions can have a long term
impact on improving the sports culture in every state. Timely planning and development of sports
infrastructure seems to the current problem. PPP as an enabler in sports infrastructure has been further
discussed in Annexure A.6.
4.2 PROJECT DEVELOPMENT CONCEPT
Sustainable Sports Ecosystem – Only Sports, Nothing but Sports
The development concept for this project envisages that
the selected PPP concessionaire shall be given rights
wherein the responsibility of developing and
commercialization of the project facility shall be
undertaken. The overall objective is to provide and
improve the quality of service experienced by users with
potential revenue based developments at IGS Complex.
The project structure envisages participation of private
developer on DBFOT basis where the private operator
would have the flexibility to design, construct additional
sports facility and commercialization of the project
commercial space.
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BOX-4: Objectives of the Proposed Model
To upgrade current sports facilities and operate
and maintain the facilities for 30 years as per
specified performance standards.
Further additionally develop additional sporting
facilities and operate and maintain these facilities
for 30 years
Develop, operate and maintain commercial
areas as per applicable laws for [45 (30+15) - 60
(30+30) yrs.].
Sports SI facilities to be regulated by SI but
operated and maintained by private sector
Figure 11: DBFOT Model
Given the current investment climate in India, the project
structure has been widely used across various
infrastructure sector such as roads, power & transmission
and airports wherein it provides the developer the
opportunity by entering into financing agreements with
lenders and equity investors in the form of support during
the construction and operation phases.
The supporting revenue returns realized from commercial
development shall be well accepted by
developers/Investors. Hence it is recommended to adopt
a similar project structure for IGS Complex. The
consultant further analysed best international practices for
evaluating different project structures followed under PPP
to implement and manage such infrastructure facilities.
The best international practices are covered in Annexure
A.7.
4.3 RISK ALLOCATION
Contractual structure are influenced by a number of factors. If the fundamentals of a PPP transaction are
well thought through, particularly in relation to risk allocation, it is possible to finance and execute such
transactions that represent value despite current challenges in funding and execution.
Cost and time overruns will largely be driven by the type of contract used and by the experience and
competency of the contractor. It is important that the contractual structure protects the public sector from
the financial consequence of delays in the delivery of proposed infrastructure. The various risks associated
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with the different phases of the project life cycle and the mitigation strategies have been tabulated in table
32 below.
Table 20: Risk matrix
Risk description Risk mitigation
Project Development Phase
Delay in land acquisition The land parcels identified for commercial development in IGS Complex to be
provided by authority to the concessionaire as per agreed timelines.
Over runs
1. Cost
2. Time
1. Fixed cost contract with contractor with adequate predefined penalties
2. Fixed time contract with adequate pre-defined penalties
The risk lies with the Concessionaire
Delays in project development ► The Project contracts should provide for significant penalties for such delay
► SI may assist the developer in obtaining necessary consents and clearances
from governmental agencies.
Project Construction Phase
Funding risk
► Depending on the project development option, funding risk has to be borne
by the private developer. With SI providing some form of support, this risk is
mitigated to a very large extent.
Project completion risk
► Concession Agreement should address the issues related to
Concessionaire’s default in this case.
► Strict project monitoring by the Authority/Independent Consultant is required.
► Contracts for mandatory works may be structured as a fixed-price and fixed-
schedule contract, with stiff liquidated damages for non-compliance.
Performance guarantees may also be stipulated.
► Insurance package involving Contractors All Risk, and Third Party Liability
Latent defect risk
► The possibility of loss or damage arising from latent defects in the Facilities
included in the Project Assets is also a big risk.
► Wherever possible, the design and construction of the facilities required for a
Project must be performed or procured by the Concessionaire.
Design risk
The possibility that the Concessionaire’s designs may not achieve the required
output specifications.
► Output specifications to be detailed out in Concession Agreement.
► Design warranty.
► Patent and latent defect liability.
► Consultation with and review by Authority (but review must not lead to input
specifications by Institution).
► Independent Engineer appointment to resolve disputes.
Market, demand or volume risk
The possibility that the demand for commercial services generated by the Project
may be less than projected. Concessionaire needs to do his own due diligence
for the same and the risk will be borne by itself.
Project Operation Phase
Interest rate risk
These are factors affecting the availability and cost of funds. To mitigate this risk,
hedging instruments or fixed rate loans to be used.
Inflation risk
► The possibility that the actual inflation rate will exceed the projected inflation
rate.
► Risk to be borne by the Concessionaire.
Residual value risk
► The risk that the Project Assets at termination or expiry of the Agreement will
not be in the prescribed condition for hand back to the Authority.
► Obligation on Concessionaire to maintain and repair/upgrade the IGS
Complex facilities and such transfer parameters to be specified in the
Concession Agreement.
► Audit towards the end of Project Term.
4.4 KEY STAKEHOLDERS
As mentioned earlier, the proposed project structure clearly defines relationships between key project
stakeholders. The key stakeholders relevant to the project will be:
Sports India: Implementing authority, currently possess the project land
Private sector/developer: to be selected for the project development through competitive bidding
process
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Project SPV: company formed for development and commercialization of the project formed by
single entity or consortium (selected private partner)
For the purpose of this analysis, it is assumed that the selected private partner (and therefore the project
SPV) will act as a main developer, i.e. the SPV will engage in development of the entire facility i.e. sports
facility and commercial establishments. Since a PPP project always entails that the private entity is best
suited to undertake the project; hereafter mentioned are the roles and responsibilities between SI and the
developer.
Table 21: Responsibility matrix
No. Project Components SI Private Developer
1
Provide land ownership details and land free of all
encumbrances
√
2 Definition of the bidding procedure and bidding criteria √
3 Approve the overall design of the facility √
4
Monitor and reporting mechanism for evaluating
performance of concessionaire
√
4 Collection of revenues √
5 Bearing the construction and equipment cost √
6 Operation and maintenance of the entire facility √
7 Payment of Annual Revenue Share to SI √
4.5 METHOD OF FINANCIAL ANALYSIS
The financial analysis has been carried out by most widely used Discounted Cash Flow (DCF) method on
the above proposed project structure for assessing the value for money analysis. DCF is a valuation
method used to estimate the attractiveness of an investment opportunity and used future free cash flow
projections and discounts them. The analysis uses a required annual rate, to arrive at present value
estimates. A present value estimate is then used to evaluate the potential for investment. If the value
arrived at through DCF analysis is higher than the current cost of the investment, the opportunity may be a
good one.
Accordingly, financial analysis has been carried out to arrive at range of realizable premium after factoring
in the project cost and other applicable terms of the project. The principle followed in assessing the
premium/ amount to be realized to SI is how much selected developer would be required from the project
after meeting all capital and operating expenses including debt service cost and after retaining an equity
return of approximately 18% from the project.
The financial analysis has been undertaken for proposed development plan options of 40 FAR and 400
FAR as discussed in Section 3: Development options.
4.6 AREA STATEMENT
In order to suggest a suitable product mix, it has been kept in mind that the revenue potential for the
development should be maximum. On the basis of Master Plan for Delhi 2021, the following area
statement has been considered for analysis.
Table 22: IGS Complex Area Statement & Ground Coverage
Indira Gandhi Stadium - Area Table
Description Area (Sq M) Acre Hectare
Total Site Area 445,170 110.00 44.52
Total Built up area allowed 178,068
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FAR 40
Total Ground Coverage (20 % allowed) 89,034 22.00 8.90
Indira Gandhi Stadium - Built up Area
S.No Existing Functions
Total Built up
(Sq M)
Ground
Coverage
(SqM)
1 Main Stadium (Gymnastics) 49500 18800
2 Velodrome Stadium 23000 16000
3 Wrestling Stadium 23000 12000
4 Hostels 10700 3500
Total 106200 50300
Balance Areas
Description Area (Sq M) Acre Hectare
Remaining Built up Area 71,868 17.76 7.19
Remaining Ground Coverage 38,734 9.57 3.87
Allowable Commercial built up (5%) 8,903
4.7 KEY COST ASSUMPTIONS
The financial analysis is based on set of assumptions and inputs from our analysis. These set of
assumptions are based on the secondary researches, industry benchmarks and EY’s experience of sector
knowledge. These sets of assumptions & inputs are given below:
4.7.1 Concession period
The concession period considered is 45 years for commercial development and 30 years for stadium’s
operation and maintenance which is inclusive of 24 months of construction period.
4.7.2 Cost inputs
The construction cost has been assumed on the basis of discussion and inputs as per the prevailing
market condition. Annual escalation rate is based on last ten years long term WPI index as published by
GOI.
The below table summarizes cost estimates at 40 FAR.
Table 23: Cost inputs at 40 FAR
Product Mix at 40 FAR and Cost Inputs
S.No Programme Built up (SqM) Percentage Cost (Rs.Cr)
1 Existing Infrastructure Sports 46,800.00 65% 34
2 Sports Club with 20 rooms 9,328.00 13% 27
3
Retail (Government / semi government
Office + Food joints)
8,400.00 11.69% 20
4 3 Star Hotel 7,340.00 10% 55
Total 71,868.00 100% 136
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4.7.3 Project Phasing
The project construction phasing schedule is given below:
Table 24: Project phasing
No. Phasing (in Years) 2020 2021 2022 2023 2024
1 Phasing of area leased 0% 0% 0% 50% 50%
2 Construction 50% 50% 0% 0% 0%
3 Other areas 0% 60% 40% 0% 0%
4 Phasing of revenue from membership 0% 0% 30% 30% 40%
4.7.4 Financial Cost Assumptions
Major financing assumptions including debt-equity ratio, cost of debt and equity etc. are considered on the
basis of other infrastructure development sectors like roads, ports, railways as well as inputs from financial
institutions such World Bank during consultation for financial appraisal of similar projects.
Table 25: Financial cost assumptions
Terms of Debt
1 Interest Rate (per annum) 10%
2 Principal Moratorium (yrs.) 2
3 Repayment period 10
Equity
1 Cost of Equity 18%
2 Debt to Equity Ratio 65:35
3 Weighted Average Cost of Capital (WACC) 10.5%
Taxation
1 Income Tax Rate 34.90%
2 MAT Rate 21.30%
3 Carry forward of losses (yrs.) 8
4 Carry forward of MAT (yrs.) 15
4.7.5 Operation and Maintenance Cost Assumptions
Considering long term concession period, it has been assumed that developer would be able to enter into
arrangement with end users on long term lease/ sale basis of retail asset class. Therefore Operation &
Maintenance (O&M) expenses have not been considered for the same. Major components of O&M cost
estimates considering first year of operations are illustrated in the table below:
Table 26: Operation and maintenance cost assumptions
6
No. Assumptions Remarks
1 O&M for stadium operations 14.2cr
2 Marketing and brokerage 5% of commercial lease revenue
3 Fixed O&M expenses for sports club and commercial 10% of capex on sport club and commercial)
4 Variable and escalation factor 5% of Total revenue
O&M for stadium operations
No. Heads Cost (Rs. Cr.)
1 Civil Maintenance 0.6
2 Electrical Maintenance 3.2
3 Horticulture Maintenance 0.5
4 security 2.6
5 House Keeping 1.0
6 Electricity charges 6.0
7 Water charges and misc. expenses 0.3
Total 14.2
6
Information from Sports India and EY Analysis
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4.8 REVENUE ASSUMPTIONS
The proposed development options involves exploring various opportunities which complement in the
revenue generation. Such development formats may include commercial, office space, retail space, hotels
and residential including service apartments.
Table 27: Revenue Assumptions
7
No. Parameter Unit Value
Revenue form clubhouse
1 Lifetime Member Capacity # 5,000
2 Lifetime Membership Fee INR 4,00,000
Revenue from Lifetime Membership
3 Annual Member Capacity # 1,000
4 Monthly Membership fees INR 10,000
Revenue from commercial space leasing
5 BUA for commercial block Sq. ft. 2,69,829
6 Average Lease rate INR/Sq.ft./month 180
7 Average occupancy in 1
st
year % 35
8 Annual increase in occupancy % 5
Revenue from Nonsporting events
9 No. of event days available with operator # 45
10 No. of non-sporting event days # 45
11 Avg. Facility rent charges INR per day 4,00,000
Revenue from Sporting events
12 No. of event days available with operator # 30
13 No. of sporting event days # 30
14 Avg. Facility rent charges INR per day 2,00,000
15 Swimming pool: number of monthly walk-ins Nos. min 100
16 Average monthly swimming charge INR per month per user 1,500
17 Tennis no. of daily walk-ins # 25
18 Tennis fees INR per day 100
19
Other facilities(hockey, TT, Badminton etc.) walk-ins per
month
#
100
20 Other facility charges INR per month per user 100
21 Fitness centre walk-in per month # 200
22 Fitness Centre charges INR per month per user 1,200
23 Coaching footfall # 100
24 Coaching Charges INR per month per user 500
Revenue from parking
25 Parking bays # 200
26 Parking charges INR per day 45
27 Average occupancy in 1
st
year % 45
4.8.1 Project Revenues
Snapshot of the project revenues for development at 40 is elucidated in table below:
7
EY Analysis
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Figure 12: Revenue snapshot @ 40 FAR
4.8.2 Financing Structure
Table 28: Financing structure Assumptions
Particulars Units Value
Debt % 65.0 %
Equity % 35.0 %
Interest Rate % 10.0 %
Ke – cost of equity % 18.0 %
Loan Repayment Period Years 10
Moratorium Years 2
Loan Repayment Start Date 01-Apr-23
Loan Repayment End date 31-Mar-33
Weighted average cost of capital % 10.5%
4.8.3 Depreciation and Tax Rates
For the purpose of building the financial model we have assumed the tax and depreciation rates as
provided in the Income Tax Act and the Companies Act 2013.
4.8.4 Outputs
Key financial indicators have been summarized in the table below:
Table 29: Key financial indicators
Particulars Unit
@40 FAR
Value
Total project cost INR Cr 124
Annual revenues (stabilized operations) INR Cr 70
Equity IRR % 18%
Annual concession fee
(escalated by 5% year-on-year)
INR crore 0
Revenue share – bidding parameter
% of total revenues (from sports and non-
sports/ commercial)
32%
Concession period
c. For stadium
d. For commercial
years
c. 30 years
d. 45 years
-
1,000
2,000
3,000
4,000
5,000
6,000
Revenues in INR Cr.
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4.9 CONCLUSION
Jawaharlal Nehru Stadium is developed over a land parcel of 104 acres with a seating capacity of ~15,000
and abodes state of art facilities for the dedicated sport athletes of India. SI has sought guidance from NITI
Ayog to assess development activity at IGS Complex with an objective to improve and upgrade existing
sports infrastructure to world class standards and to assess the potential of developing other sports, allied
and supporting commercial activities at the stadium on Public Private Partnership (PPP) basis.
Based on preliminary assessment of the existing facilities at IGS Complex and proposed objective for
overall development of the stadium, two options were evaluated for undertaking financial viability:
40 FAR as per Master Plan Delhi – 2021
400 FAR as per Transit Oriented Development (TOD) policy
In case of IGS Complex, the nearest metro station, i.e. ITO metro station and Pragati Maidan metro station.
Since these stations are beyond 1 km radius of nearest transit facility, therefore, the TOD norm of Intense
& standard TOD zone shall not apply.
The presence of ASI protected Firoz Shah Kotla monument within the 100 + 200 M buffer zone greatly
affects the applicability of TOD polices on to the complex. The Yamuna River development Authority also
restricts construction in the area as it is low lying and prone to flooding. The 2 permissions along with the
distance from the metro station make the applicability of 40 FAR more feasible.
Based on the above conceptual development option of 40 FAR, financial analysis was carried out by the
consultant providing following results:
the total area available in case of 40 is 71,868 Sq.M respectively
the total project cost is INR ~ 124 Cr for 40 FAR
the revenue share for 40 FAR is 32% respectively
The total base EPC cost as per current prices is estimated to be INR 102 crores (in vase of 40 FAR as per
MPD-2021) which includes cost towards, sports club with 20 rooms, office space, 3 star hotel, sports
university and development of area for commercial exploitation. Such commercial area shall be restricted
to sports related activities only and may include, sports shops, retails units, food joints or any other allied
activities.
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ANNEXURES
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ANNEXURE A1 – INSTITUTIONAL FRAMEWORK OF SI
Sports ecosystem in India comprises of four types of stakeholders (government bodies, private entities,
autonomous bodies, public private partnerships) across eight major segments. These stakeholders form
the basis of sports industry in India and are involved in various activities spread over from governance of
events of sports activities. Major stakeholders are:
Ministry of Youth Affairs of Sports (MYAS) - The Ministry of Youth Affairs and Sports acts as the
apex government body for sports in India. It is primarily responsible for formulation of sports
development programmes, development of sports infrastructure in the country.
Sports India (SI) – SI is responsible to implement the objectives laid out by the MYAS. It releases
funds sanctioned by MYAS to NSFs and manage sports training and institution centers.
Indian Olympic Association (IOA) – it is the representative of International Olympic Association.
It is an autonomous body that enforces the Olympic charter over NSFs of Olympic Sports. It also
organizes the National game sand liaises with Government for financial assistance.
National Sports Federations (NSFs) – these are autonomous bodies responsible for promoting
their respective sports and organizing tournaments. These organizations are assisted by state and
district sports associations to meet the required goals and objectives. NSFs play at pivotal role in
developing a sport with their close association with base level authorities that promotes a sports
right from school and village levels up to the national level. The below figure illustrates sports
ecosystem along with roles and responsibilities of stakeholders.
In order to promote sports centric activities in India, the GoI has undertaken key initiatives for use by
public. The below table illustrates schemes currently being undertaken by SI to promote sports in India.
Scheme Objective Age Group No. of center
NSTC To scout sports talent by adopting schools 8 – 14 24 adopted schools and 32
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Scheme Objective Age Group No. of center
having good sports infrastructure and record
of sports performances
Akhara with 1,060 trainees
(805 boys, 255 girls)
STC
To establish SI training centers at the state
level; support state governments providing
training infrastructure with SI sponsored
boarding, lodging, scientific training and
equipment support
12 – 18
56 centers, 5,394 trainees
(3,807 boys, 1,587 girls)
SAG
To build SI sponsored sports infrastructure for
training
12 – 18
19 centers, 1,676 trainees (961
boys, 715 girls)
ABSC
Collaboration with Indian Army to leverage
sports infrastructure
8 – 16
18 center, 1,049 trainees (all
boys)
Extension Centers
of STC/ SAG
Schemes
Develop schools and colleges having
adequate infrastructure
12 – 18
70 centers, 1183 trainees (775
boys, 408 girls)
Center of Excellence
(COE)
Providing advanced training to elite athletes 12 – 25
15 centers, 556 trainees (288
boys, 268 girls)
Come and Play
Scheme
Optimize utilization of SI sports facilities,
scout talent and provide training under SI
coaches
8 – 17 53 centers, 18,195 trainees
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ANNEXURE A2 – STAKEHOLDER INTERACT ION
Key findings of the survey at IGS Complex is illustrated in the following section.
1. User frequency
Most of the users present during the survey were registered
users under the come and play scheme, who seek training
for specific sports. On account of summer holidays the
number of come and play users present at the stadium was
estimated to be over 600 during the evening hours. The
above figure depicts the user frequency at IGS Complex.
Most of the users of the sports facility come daily. The
second highest category is of the users who come once a
week.
2. Gender and age profile
The Figure depicts the gender profile at IGS
Complex. Due to higher male population and
patriarchal view of our society the percentage
of females participating in sport activities is
low. The major proportion of the user group fall
in the age category of “up to 20 years”. People
in this category are mix of come and play users
and elite athletes.
3. Mode of transport
Majority of the people use public transport (75%) to reach
IGS Complex primarily on account of dedicated bus and
metro stations located in the vicinity have played an
important role in facilitating public transport at IGS
Complex.
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ANNEXURE A3 – COMPETITIVE SPORTS FACILITY
Yamuna Sports Complex
The stadium houses a table tennis venue with a
capacity of 4,297. It has two show court tables, eight
match tables and 10 warm-up tables, a archery
venue with a capacity of 1500 and also parking
facility for 500 cars. The nearest metro station to the
sports complex is Karkardooma Metro station with a
distance of about 2 km. Yamuna sports complex has
state of the art Gymnasium facilities, clay & synthetic
tennis courts and cricket ground. It also has
AstroTurf hockey ground facility.
Facilities available: Tennis, Synthetic Tennis
Courts(2), Clay-5, Cement-3, Tennis Practice Wall,
Table Tennis, Badminton, Fitness Centre, Ladies
Gym. Carrom, Chess, Billiards / Snooker / Pool, Basket Ball, Volley Ball, Gymnastics Hall, Skating,
Aerobics, Taekwondo, Jogging Track, Artifical Climbing Wall, Cricket, Cricket Practice Pitches, Football,
Hockey, Squash, including one glass back wall court, Olympic size Swimming Pool, Toddlers Pool, Sports
Shop & Snack Bar.
Users: The stadium is mainly abode to pay and play users, but apart from that it also hosted Archery at the
2010 Commonwealth Games as well as Lawn bowls.
CWG Village Sports Complex
Commonwealth Games Village Sports Complex is an
ancillary of Common Wealth Games Village that was
envisioned to provide word class infrastructure for the
prestigious event. It has residential zone, International
Zone, Training area, Dining area and an operational
zone.The closest metro station to CWG village is
Akshardam.
Facilities Available: Aerobics, Badminton,
Billiards/Snooker, Cricket, Dance, Fitnes s
Centre/Multigym, Football, Jogging Track, Snack bar,
swimming, table Tennis, Taekwondo, Yoga
Users: CWG Village Sport Complex offers facilities to general public under pay and Play scheme was
created to host CWG 2010
.
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ANNEXURE A4 – RETAIL MARKET IN VICINITY
CONNAUGHT PLACE
Designed as two concentric circles creating three circular
walk rounds, Connaught Place has great historical
significance and remains a key landmark and commercial
destination in Lutyen’s Delhi. Whilst it traditionally remains
known for being the center of big corporate houses, CP has
reemerged as a powerhouse center for retail, entertainment
and as an F&B destination in central Delhi. As there is no
scope for malls near Connaught Place, not much can take
away from the sheen of this unmatched retail zone in the
near future. Its retail offerings include an eclectic mix of
categories such as watch boutiques, apparels, cafes, fine
dining, restaurants and art stores.
CHANDNI CHOWK
Chandni Chowk is one of the oldest and busiest markets
located in central north Delhi. It is believed to be the largest
wholesale market in Asia. Chandni Chowk is divided into a
number of smaller markets, each of which is known for
selling a particular commodity. This adds to the peculiar
charm of the market and adds to the convenience of
shopping in this market. Besides shopping, Chandni Chowk
also offers traditional Indian food.
SHAHDARA MARKET
Shahdara consists of two markets namely “Bada Bazaar”
and “Chotta Bazar”. The ‘Chhota Bazaar’ which means
‘Small Market’ attracts a number of tourists and visitors for
being the second oldest market place in the Capital City
dating back to the 16th Century AD after ‘Chandni Chowk’.
This market place is very famous for its street food.
Adjacent to Chhota Bazaar is the ‘Bada Bazaar’ or ‘Big
Market’ that is mostly famous for its abundance in groceries,
vegetables and fruits. One of the oldest Colonies in
Shahdara is Bholanath Nagar known for its affordable
wooden furniture and accessories
LAXMI NAGAR MARKET
Laxmi Nagar market is a small market which mostly caters
to the residents of Laxmi Nagar, Preet Vihar and Geeta
Colony. It consists of grocery shops, convenience stores
and a mix between retail showrooms and local retail stores.
Laxmi Nagar market is also famous for its street food. The
market is a usual spot for various accountancy students due
to the coaching centres present in Laxmi Nagar.
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ANNEXURE A5 – TRANSIT ORIENTED DEVELOPMENT
As per the National Transit oriented development policy, TOD needs to integrate land use and transport
planning and aims to develop planned sustainable urban growth centres, having walk able and liveable
communes with high density mixed land-use. Citizens have access to open green and public spaces and at
the same time transit facilities are efficiently utilized.
It focuses on creation of high density mixed land use development in the influence zone of transit stations,
i.e. within the walking distance of (500-800 m) transit station or along the corridor in case the station
spacing is about 1km and advocates pedestrian trips to access various facilities such as shopping,
entertainment and work.
It also increases the accessibility of the transit stations by creating pedestrian and Non-Motorized
Transport (NMT) friendly infrastructure that benefits large number of people, thereby increasing the
ridership of the transit facility and improving the economic and financial viability of the system. Since the
transit corridor has mixed land-use, where the transit stations are either origin (housing) or destination
(work), the corridor experiencing peak hour traffic in both directions would optimize the use of the transit
system
i) About 500 m. wide belt on both sides of Centre
line of the existing and planned/approved MRTS
Corridors is designated as Influence Zone which
has been identified in the respective Zonal
Development Plans, along with stations. The
same will be updated by DDA from time to time.
ii) Entire approved plan of a TOD integrated
scheme will be included in the zone if more that
50% of the plan area falls inside the influence
zone. The TOD integrated scheme to be
submitted by DE will be of the area under his
ownership/ entitlement and not of the adjoining
area
55%
30%
5%
10%
Indicative Mix of Use within TOD
Flexible Mix Residential Use
Commercial useCommunity use
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TOD IN THE CONTEXT OF DELHI
Delhi’s recent investments in Public Transport Systems which include a world class Metro System and a
planned BRT Network, Delhi has been unable to deliver efficient, comfortable and affordable mobility
options to its citizens. The current lack of connectivity, subsidized parking options as well as a lack of
safety for walkers, cyclists and women in the city has resulted in ever increasing number of private vehicles
in the city. Total vehicular emissions contribute to 70% of the air pollution in Delhi multiple respiratory
ailments and deaths. The objective of TOD is to restructure and redefine how a city works, lives and finds
means of recreation.
TOD Zones of Influence
Zone 1 : Intense Zone Zone 2: Standard TOD Zone Zone 3: TOD Transition Zone
300 M influence zone of all
MRTS Stations
800m* (10-min walking)
influence zone of all MRTS
Stations.
•2000m** (10-minute cycling distance)
influence zone of all MRTS Stations.
• 300 M influence zone of BRT corridors.
• 800m* (10-min walking)
influence zone of Regional
Interchange Station (i.e. Rail
-MRTS, or two MRTS lines.)
• Zones within Intense or Standard TOD
Zones which are not permitted for
redevelopment but need enhancements
in public realm and network connectivity.
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TOD ZONE OF INFLUENCE
The development in TOD is categorized under 3 Zones namely intense, standard and transition zones
within 300 M, 800 M and 2000 Meter radius from the Metro Stations
case of JLN stadium, Jangpura stadium open to the East Gate of the stadium and more than 50 % of the
area falls under the 500 Meter radius from the Metro station. From the JLN Metro station on the same
Violet line, the Zone of influence covers more than 50 % of the complex area under the 800 Meter radius
zone. Since there are no protected monuments amongst the 52 A.S.I enlisted monuments in the vicinity of
the stadium complex, full utilization of TOD norms should be applicable to JLN Stadium Complex. The
TOD policy in Delhi is under review presently and is presently being scrutinized on project basis as well.
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BENCHMARKING AND ANALYZING BEST PRACTICE
Sports stadiums and infrastructure remains the pride of the nation and become the much needed symbol of
constructive young India. These stadiums not only provide match playing venues but also becomes centers
of training and excellence in sports. Already with the training programme and come and play schemes,
most of the Sports India Stadiums extensively support sports in the country. Being the kind of large
infrastructure needed to host international events, maintaining these stadiums/ venues after the events are
over or in between events remains a challenge across the world. We have studied best practices in
stadiums Vis-a –Vis Olympic & world cup requirements to host a match. For Olympic venues, Athletics and
football stadiums have been studied. World cup venues for football, the redevelopment plans after the
events, the viability plans for maintaining sports with an added product mix and stadiums fallen to disrepair
& disuse due to lack of foresight across many venues have all been studied to understand the life cycle of
a stadium, the international match holding capability and the much needed sustainability of the project via
supporting functions.
The existing stadiums in Delhi NCR have also been studied with their facilities to understand in case of a
major international sports event, how JLN stadium could be placed.
A list of major sports international events which could be held in the stadium have also been identified
along with their requirements.
In case of 400 FAR, the areas under the stands which have been identified for sports retail can also be
completely left vacant for international matches and set up as the built up area available is sufficient to
accommodate the component of retail and sports related commercial.
Major sports disciplines and facilities have been identified which can be upgraded to bring sports training
courts like the Basketball, badminton, Table Tennis, Handball etc. can be played under international match
playing conditions.
Table below is a snapshot of the stadiums in Delhi-NCR and their capacities.
Stadiums in National Capital Region
S. No Name Location Capacity Owner Discipline Event
1
Jawaharlal
Nehru Sports
Complex
Delhi 60,000 SAI
Athletics/ Football/
Weightlifting.
Common Wealth games
2
Indira Gandhi
Sports
Complex
Delhi 14,348 SAI
Cycling, gymnastics,
Wrestling.
Common Wealth games
3
Thyagraj
Sports
Complex
Delhi 4,494
Govt of
NCT
Netball Common Wealth games
4
Talkatora
Sports
Complex
Delhi 3,035 NDMC Boxing Common Wealth games
5
R.K. Khanna
Tennis
Stadium
Delhi 5,015 DLTA Tennis
Common Wealth games,
Fed Cup, Davis cup,
Indian open
6
Ambedkar
Stadium
Delhi 35,000 MCD Football
Nehru Cup, FIFA World
cup Qualifier
7
Netaji Subhash
Sports
Complex
Delhi DDA
Tennis, Badminton,
Table Tennis,
Billiards / Snooker /
Pool, Basket Ball,
Cricket, Football,
Squash
Training
8 Shivaji Stadium Delhi 7,000 NDMC Hockey
Common Wealth games
Practice venue
9
Nawab Mansur
Ali Khan
Delhi
Jamia
University
Badminton/
Basketball/ Table
Training
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Stadiums in National Capital Region
S. No Name Location Capacity Owner Discipline Event
Pataudi Sports
Complex
Tennis
10
Yamuna Sports
Complex
Delhi 4,297 DDA
Archery, Table
Tennis
Common Wealth games
11
Jawaharlal
Nehru
University
Stadium
Delhi 2,500 JNU
Cricket, Football,
Hockey
Training
12
Karnail Singh
Stadium
Delhi 5,000 Railways
Athletics/ Football/
Cricket/ Hockey/
Badminton.
National Kabaddi
Championship, National
Weightlifting
Championship, Women’s
Cricket world cup, ODI
cricket match
13
Siri Fort
Swimming Pool
Delhi
DDA Swimming' Training
14
CWG Village
Sports
Complex
Delhi DDA
Aerobics/ Badminton/
Billiards / Snooker/
Football/ Swimming/
Table Tennis/
Taekwondo/ Yoga
Commonwealth Games
Training Centre
15
Surjit Singh
Badminton
Academy
Delhi 200 Badminton Training
16
Siri Fort Sports
Complex
Delhi 5,000 DDA Squash, Badminton
Common Wealth games,
Thomas cup
17
Central
Reserve Police
Force (CRPF)
Shooting
Range
Khardarpur 345 CRPF Shooting Common Wealth games
18
Dr. S.P.
Mukherjee
Swimming
Stadium
Delhi 5,178 SAI
Swimming, Diving,
Water polo
Common Wealth games
19
Dr. Karni Singh
Shooting
Range
Delhi 2,000 SAI Shooting Common Wealth games
20
Major Dhyan
Chand National
Stadium
Delhi 19,118 SAI Hockey Common Wealth games
21
Delhi
University
Stadium
Delhi 10,132 Rugby Seven Common Wealth games
Table below is a description of international best practices in terms of sports viability.
Brief List of Sports Cities & sports supporting infrastructure
Sr. No. Name and
Location
Sports Infrastructure Sports/ Non-Sports/ Real Estate Components
Sports Components Capacity
1 Singapore
Sports Hub
National Stadium 55,000 Sports Retail
Sports Museum Indoor Aquatic Centre 6,000
Multipurpose Arena 3,000
Water Sports Centre Temporary
Seating
Indoor Stadium 12,000
2 Dubai Sports
City
Multipurpose Sports
Stadiums (Cricket,
Athletics, Football)
60,000 Residential
18Hole Golf Course Malls/Retail
Offices
Clubs
Retail
Commercial Office Towers
Schools
Cricket Stadium 25,000
Indoor Arena 10,000
Hockey Stadium 5,000
Sports Academies and
Excellence centres
-
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Sports Clinic - Other Public Amenities and Utilities
3 Tunis Sports
City
Football/Athletic
Stadium
10,000 Residential
Hotel
Spa
Clubs
Retail
Commercial Office Towers
Schools
Other Public Amenities and Utilities
Aquatic Stadium 4,000
Indoor Stadium 5,000
18 Hole Golf Course -
Sports Academies -
Sports Clinic -
4 Barra Olympic
Park, Rio
Carioca Arena 1
(basketball, wheelchair
basketball and
wheelchair rugby)
16,000 After the conclusion of the games, the site
was intended to be repurposed to become
the Olympic Training Centre, a sports training
facility operated by the Brazilian Ministry of
Sports however due to poor foresight and
planning the site now remains unused and in
a state of disrepair.
The open tennis courts have recently been
opened to the public and is making steps in
making the park more accessible to the
public.
Carioca Arena 2
(wrestling, judo and
boccia)
10,000
Carioca Arena 3
(fencing, taekwondo,
Paralympic judo and
Paralympic fencing)
10,000
Future Arena
(handball and goalball)
12,000
Maria Lenk Aquatics
Center (diving,
synchronised
swimming, water polo)
5,000
Olympic Aquatics
Stadium (swimming,
water polo play-offs
and Paralympic
swimming)
15,000
Olympic Tennis Centre
(tennis, wheelchair
tennis and football 5-a-
side)
10,000
Rio Olympic Arena
(gymnastics and
wheelchair basketball)
12,000
Rio Olympic
Velodrome (track
cycling)
5,000
5 Queen
Elizabeth
Olympic Park,
London
Olympic Stadium, 80,000 The Olympic Stadium has been transformed
in to the London Stadium and is currently
being used by West Ham Football Club and
as such is a profitable venture.
Olympicopolis: A 75,000-sq.m residential
development.
Creation of a new design school for
University College London.
A campus for the London College of Fashion.
Smithsonian museums
A 600-seat theatre for Sadler's Wells
London Aquatics
Centre
17,500
Lee Valley VeloPark 6,000
The Copper Box 7,500
Basketball Arena 12,000
The O2 Arena (North
Greenwich Arena)
20,000
The Ricoh Arena (City
of Coventry Stadium)
32,600
Elton manor 10,500
Riverbank Arena 16,000
Water Polo Arena 5,000
6 Wembley Park Wembley Stadium 90,000 4,000 new high quality homes of
different sizes for a mix of tenures
A new 7-acre park,1.5m sq. ft. of
commercial space, including new offices
and high street shopping
Hotels, Student accommodation
Primary school and nursery
Meeting places ,3,400 public car parking
spaces
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7 Olympic
Green, Beijing
Beijing National
Stadium
91,000 Pop concert venue
Public pool
Soccer
Luxury apartments
Retail
Beijing National Indoor
Stadium
19,000
Beijing National
Aquatic Center
17,000
Olympic Green Tennis
Center
32,400
Olympic Green
Archery Field
5,000
Olympic Green
Convention Center
5,695
Olympic Green
Hockey Field
17,000
Sr. No. Name and
Location
Sports Infrastructure Sports/ Non-Sports/ Real Estate Components
Sports Components Capacity
8 Khalifa
International
Stadium
Khalifa International
Stadium
40,000 High end Malls
Hotels
Aquatics centre
Indoor hall
9 Al Wakhra
Sports
Complex
Al Wakhra Stadium 40,000 Restaurants
Offices
Retail
High End housing
Aquatic Centre
Multipurpose hall
10 Optus Stadium
Complex,
Perth
Optus Stadium 70,000 The stadium is serviced by over 50 food and
beverage outlets.
Premium facilities available on event and
non-event days for conferences, functions
and meetings.
11 Amsterdam
Area Complex,
Amsterdam
Amsterdam Arena 54,033 IMAX Multiplex
Nightclubs
Sports Retail (Decathlon, etc.)
Kiosks
15+ Eateries, Fine dine restaurants, Pubs,
etc.
Malls
Hotels
Functions both as a stadium and
entertainment venue.
12 Old Trafford Old Trafford Football
Ground
75,000 Stadium Tours
Pubs/Bars
Sports Retail(Manchester United
Megastore, Adidas)
Kiosks(Temporary)
15+ Eateries, Fine dine restaurants, Pubs,
etc.
Conference Halls
Exhibition Pavilions
Banquets Halls
Functions both as a stadium and
entertainment venue.
13 Athens
Olympic Sports
Complex
Spyros Louis Athens
Olympic Stadium
72,000 Home pitch for AEK F.C., Greek national football
team
Nikos Galis Olympic
Indoor Hall
19,250 Home court for Panathinaikos B.C., Greek
National Basketball Team
Athens Olympic
Aquatic Centre
11,500 Large areas of the site remains in a state of ruin
and disregard however a there are plans to
develop this plot with Homes, Malls, Hotels and
Parks.
Athens Olympic
Tennis Centre (The
Main Court)
8,600
Athens Olympic
Velodrome
5,250
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SPORTS ACADEMIES & SPORTS UNIVERSITY
Studying some of the top sports Academies and Sports Universities across the world, a career in Sports
Journalism, coaching, sports medicine, sports Sciences, Research in the same field, nutrition, bio
mechanics, performance analysis etc. lacks in the country on a holistic level. Also to be included in the
University curriculum is a basic graduation/post-graduation course with highest applicable sports Quota in
the country.
A compilation of top sports courses and Universities across the world and India is compiled below. Such a
program not just brings in revenues but also provides the much needed base resource for training
coaches, indigenous research, performance management, nutrition rehabilitation etc. both as career
options in sports as well as trained skillset in the sports sector of India.
Loughborough University
School of sports , Science and Health Science
Courses Description
Bachelors
sports, exercise and health sciences
sport coaching and physical education
sports management
Foundation courses
for athletes sport science, statistical mathematics, applicable mathematics, geography,
chemistry, Psychology with sociology, materials with engineering science, biology, business
Master Courses
Exercise As Medicine
Exercise Physiology
Sports And Exercise Psychology
Musculoskeletal Sport Science And Health
Sport Biomechanics
Sport And Exercise Nutrition
Sports Management
Research
Dietary modification of gut function and role in human metabolic disease
Extreme heat policies in sport
Impart performance of sports balls
Mechanics of advanced materials
Sport events and health promotion
Understanding links between coach leadership and coach athlete relationship
Stunning, short stature and cardiovascular health
Mechanics of biochemical
Motivation and health behaviours
School of Sports Business
Masters
Sport business
Sport business and leadership
Sport digital and media technology
Sport business and innovation
Sport marketing
Deutsche Sportochshule Koln (German sport university, cologne)
Courses
Bachelors sports management and communication
6 months
sports journalism
sport and health in prevention and therapy
physical education
sport, adventure and expressive movement
sport and performance
Masters sport, media and communication
4 semester
Rehabilitation , prevention and health management
international sport development and politics
M.Sc.
sport and movement Gerontology
Exercise science and coaching
Sport tourism and recreation management
Sport management
Human technology in sport and medicine
Psychology in sport and exercise
M.Ed. Physical education
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PhD
Exercise science and coaching
Natural science
Social science
Chicago Sport Institute
Area: 14,000 sq. feet
30 yard indoor track for conditioning, strength, agility and speed training
Performance training, sports medicine and integrative health centre
Programs
Satellite Coaching Program
12 week program
Satellite personal training is perfect for accountable and highly motivated long distance clients
that are serious about reaching their performance and transformation goals.
Fat Loss Transformation Program
12 week program Training, nutritional plan, supplement plan, conditioning,
Athletic development
Program
Training, nutritional plan, supplement plan, sport specific conditioning,
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ANNEXURE A6 – PPP AS AN ENABLER IN SPORTS
INFRASTRUCTURE
SPORTS INFRASTRUCTURE CREATION
While evaluating proposal for redevelopment, improvement or expansion of any existing sports facility
through PPP, it is imperative to understand the dynamic stakeholders involved and define a vision for
undertaking such development. The process of proposing even small changes in the operations of any
existing sports structure shall be backed up by defined purpose and need of such change. Moving forward
promoting sports does not essentially mean developing more infrastructure, such vision would result in
adding up of inventories of sports stadiums. Without analyzing the requirement and identifying the users for
such infrastructure facilities, the problem of sufficient utilization for existing purposes shall remain
unanswered. Therefore, the concept of development of sports facility should enable the objective of
determining the operational efficiency of current facilities and upgrading the existing stadiums with
advanced and sustainable solutions.
Establishing a vision for redevelopment of any existing sports infrastructure shall typically address three
key questions.
WHAT DO WE WANT?
This question deals with understanding the preliminary thoughts and ideas that lead to emergence of this
project concept. The thoughts at this stage are more focused towards building a “dream project” and
analyzing the international best practices to be brought into the current scenario. The stage brings in an
idealistic scenario which possible options. However it is important to study the operative environment by
adding realistic approach to the thought process, which leads us to our next question.
WHAT DO WE NEED?
It is important to align our thought process of an “ideal stadium” with the current environment in which the
stadium operates. Development of a stadium or expanding the scope of an existing facility is related to
many factors like regulatory policies, political stability, market dynamics, usage patterns and many others.
Thinking of creating infrastructure in isolation or skipping any such factor may lead to ambiguity in
successful results.
WHAT CAN WE AFFORD?
The final question relates to the extent we would want to explore the possible options. Every project faces
multiple constraints while structuring the options. These constraints could be financial, political,
fundamental, operational etc. in nature. Analysis of all the options considered at stage I, while creating our
idea of an ideal scenario should now be restricted to realistic and attainable options.
Addressing these questions will help us formularize a vision for this project and form a pragmatic approach
towards structuring of this report. The objective of this feasibility study is to outline the potential options for
increasing the utilization of this expansive and world-class infrastructure on a PPP mode. Methodology
proposed involves a combination of options including providing more facilities to the existing user groups
and/or targeting potential user groups for this facility.
Another purpose of entering into a PPP to maximizing both sustainable revenue, and ensuring access to
citizens at large. However. It is a predetermined condition for any options, to ensure that training and
coaching for sportspersons with potential to contend for medals at all levels shall continue unhindered. The
prime motive is to unify sports with non-sports activities and provide splendid experience to the
sportspersons and other user groups involved.
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SPORTS INFRASTRUCTURE IN INDIA
Sports in India is primarily a state and central government subject, and as huge portion of the sports
infrastructure is owned and managed by respective governments. Since the investments made by most
states in sports has been negligible, for most part, India has not succeeded in providing universal and
barrier free access to sports or creating a sports culture. Another major reason is related to low level role of
private sector involvement in sports development in India except in cricket which have been majorly
concentrated on for-profit academies and CSR/ non-profit initiatives. Many federations are highly
dependent on government funding for carrying out their key objectives, such as organizing championships,
procuring equipment and training sportspersons. The current model of sports governance not only breeds
inefficiencies; issues around irregular activities have also been reported in the past.
The sports policy of most states is formed with the same objectives of `sports for all' and achieving
'excellence in sports'. However, the micro aspects under various categories contribute towards the diversity
in performance by different states. However, over the last few years, sports industry has witnessed a
transformation at the back of factors like growing sophistication in infrastructure needs, increased visibility
of competitive sports, emergence of sports as a business proposition and proactive efforts of India to host
numerous mega sporting events.
The launch of Khelo India initiative by the Government focusses on developing sports infrastructure,
encouraging a sporting culture through competitions and identifying and nurturing young talent. However,
there is a need for greater involvement of the private sector in sports infrastructure development in India
due to limitation of funds to develop and maintain the sports facilities as well as lack of technical and
management proficiency. There is a need for private funding, management, skills and subsidies to further
the national sports goals, as well as to develop a high potential and robust domain with immense
opportunities in the short and long term.
ROLE OF PRIVATE SECTOR IN SPORTS
PPPs can help the government fast track infrastructure development and therefore it is imperative to create
favorable policies and guidelines in order to attract private investments for a sustainable development goal.
PPPs can be explored for creating infrastructure through Built – Operate Transfer (BOT) models by
contracting construction companies specializing in building multi-purpose centers and allowing professional
private sector entities to manage and control the existing sports infrastructure with the objective of building
commercial models and converting the same into revenue centers. Higher asset utilization and revenue
generation could in turn incentivize sports infrastructure creation.
In developed economies, stadiums have been designed as multi-functional facilities which are capable of
hosting various sporting events, concerts and other types of entertainment as well. Such development
have resulted not only in effective utilization of facility, but also act as a catalyst for urban growth in the
region.
Various states in India such as Gujarat and Rajasthan, have delineated the role of PPP in their sports
policy while other states such as Madhya Pradesh have already started development of sports cities via
the PPP mode. The sports policy of Haryana, a leading sporting state, defines in depth the need for
development of sports facilities when developing new commercial/residential spaces.
8
Keeping in mind the
need of developing places for development and promotion of sports. Such provisions can have a long term
impact on improving the sports culture in every state. Timely planning and development of sports
infrastructure seems to the current problem.
Favorable PPP policy and direction/incentive for PPP in sports from the central government: The Union
Budget 2016 focused on reviving PPP for infrastructure creation through action for ensuring improved
8 Development of Sports & Sports Infrastructure: A Roadmap – Assocham - Yes Bank, February 2014
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liquidity, easier credit rating mechanism, and boosting (Real Estate Investment Trusts (REITs) and
Infrastructure Investment Trusts (InvITs), further easing fund flows. In addition, the central government may
develop guidelines for PPP in sports policy for states to adopt and make available case studies of
successful implementation of PPP by states in India. The center may incentivize states to adopt PPP to
spur infrastructure creation by using the same as a criteria for allotment of national games.
BENEFITS OF HAVING PPP STRUCTURE IN SPORTS:
Provides support and resources to achieving the ultimate aim of government
Reduces the initial capital investment for the government
Risk Sharing among different parties which are best equipped to handle it
Improved expertise and reduced operational cost
Increased revenue sources due to increased capabilities
Increased sustainability of the project
More focus on supporting efficient resource development
Offers a more holistic approach towards appropriate collaboration of sustained ‘Public Interest’ and
provides an attractive commercial option to Private Sector Developer for meeting the social needs of
today.
It is the viability of infrastructure that, to a large extent, affects the sustainability of the projects that can
bring about meaningful private participation. Sports development needs to be monitored by the Centre and
at the same time, the states should develop meaningful sports policies that critically address the ways and
means to overcome the gaps in sports infrastructure and promote sports development in all respects.
CASE STUDY:
Envisaging and defining the role of PPPs for sports infrastructure development in Andhra Pradesh
On account of Andhra Pradesh being selected to host the national games 2018-19, the State Government has
enhanced the budget for development of sports infrastructure. The Government of Andhra Pradesh expects to
make an allocation of almost INR1,000 crore for developing stadium in difference districts. The objective of using
PPP for sports infrastructure development stems from the flexibility it allows the government to focus entirely on
recruiting top physical education trainers and coaches to train youth in different sports activities while the private
players focus on the revenue aspect.
Source: Andhra Pradesh to allocate 1,000 crore for sports infrastructure, The Hindu
The State Government believes taking up the PPP mode would allow for the incorporation of a provision for setting
up shopping complexes and other infrastructure in the stadium. This would not only help in effective maintenance of
the stadium but would also make the stadium self-sufficient in terms of revenue. PPP initiative, private players
would be allowed to open these facilities for the citizens on payment of fees and the stadium can be put to use all
year round, driving sporting culture. Once built, the stadium could also double as a venue for business activities,
annual general meeting, school games, sports functions, regional games, music concerts, live performances, etc.
Source: Sports infrastructure to get a taste of PPP, Financial Express
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ANNEXURE A7 – INTERNATIONAL BEST PRACTICES
SINGAPORE SPORTS HUB
The Singapore Sports Hub is a state-of-
the-art, fully integrated sports,
entertainment and lifestyle hub that was
built in 2014 and hosts sporting and
entertainment events. The project cost of
the Sports Hub was c.S$1.8billion,
making it the largest sports PPP project
in the world. PPP agreement between
Sport Singapore and Sports Hub Pte Ltd
is responsible for the design,
construction, financing, operations and
maintenance of the Singapore Sports
Hub for concession length of 25 years.
The hub is created with a vision to host
various multi-purpose sports, become a
recreation and lifestyle location to attract
internationally renowned sports events and performances from all over the world.
In a typical PPP structure, the project company may engage a subcontractor to operate and maintain those
facilities to enable the procuring authority to carry out its business at the facilities. However, this project is
unusual as the project company is also charged with running the day to day activities at the facilities in a
way that complements the procuring authority broader objective of facilitating and encouraging sport in
Singapore.
Another unique element of the project relates to the fact that the project company not only receives a
monthly tariff in respect of the basic steady-state operation but is also incentivized to maximize the usage
of the facilities and ensure a vibrant calendar of events. These incentives come in the form of a sharing
mechanism with the authority in respect of third party revenues generated at the venues, whether through
ticket sales, venue hiring income, commercial rights income, car park charges or retail rental fees.
Key Learnings
Engaging multi-faceted participation of PPP Co. with global experience in operating and maintaining
the facility
Freedom to PPP for design of facility
Performance based revenue mechanism on construction and O&M activities
Defect liability and deduction on payment mechanism for non-performance on O&M works
Incentivize the PPP Co for maximizing the usage of the facility
Promoting participation in sports activities through marketing major marquee events
Exploiting commercial rights to maximize project revenue
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AMSTERDAM ARENA
In the case of Amsterdam ArenA, due to the significant investment costs and the willingness of the City of
Amsterdam to delegate operational tasks to other parties, a public-private partnership was structured. The
vision of the Amsterdam ArenA’s stakeholders was to create a venue capable of hosting world class
sporting and non-sporting events, open seven days a week and with the potential to become like a second
city center of Amsterdam. AFC Ajax the football Club invested only in football-related development (its core
business) as it is the main tenant and the most important user of the ArenA. The stadium was leased to
Ajax as an off-balance way of financing with zero cash transactions. Eight major private companies, the so
called “founders”, invested in the project in exchange for sponsorship and exclusive hospitality rights for a
ten year period. The commercial partners became the first choice suppliers of different goods and services
and they all received the rights to a private sky lounge. However, they do not have any stake in the stadium
ownership.
The owners of the Amsterdam ArenA are
exclusively the City of Amsterdam and Stadion
Amsterdam N.V., a public limited company.
Stadion Amsterdam N.V. rents the stadium to
another company called Stadion Amsterdam
C.V., a limited partnership fully in charge of the
operations.
The legal differentiation between the ownership
company and the operating company has been
structured in order to reduce the owners’
exposure to operating risks. Therefore, if
Stadion Amsterdam C.V. makes losses, the
owner is generally not affected. Daily operation
al decisions of the ArenA are entirely in the
hands of Stadion Amsterdam C.V. as the direct
involvement of the owners is only periodical or
indirect.
Key Learnings
The Government investment in the ArenA act as an catalyst to encourage urban renewal and growth in
the region
Concession of the site was granted for a fairly low minimal price in order to lower the financial burden
Government income generated through real estate project developed in the region in the subsequent
years
AFC Ajax invested only in football related development as its main tenant and user of Arena
Investment of commercial partners in exchange for sponsorship and exclusive hospitality rights for a
ten year period
The earlier sale of the depositary receipts, or “certificates of share”
Stadium tour and museum serving as an important revenue sources for the operator.
The parking complex under the stadium, the Transferium, is owned and operated directly by the
Municipal Authority.
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
Page | 60
PERTH ARENA
The keystone event behind the decision to
build the Arena was the Hopman Cup tennis
tournament. However, to be successful, the
Arena hosts a range of other events. The
procurement options analyzed and identified
that for the stadium and sports precinct works
in package, a Design, Build, Finance and
Maintain (DBFM) model was undertaken to
best balance the control of project cost and
risk with the achievement of the project
objectives, and most likely to maximize value-
for-money (VFM) outcomes for the state. The
state also selected to make a capital
contribution of 60% of the construction cost.
Whereas, payment during the operating phase is in the form of a Monthly Service Payment (MSP)
calculated in accordance with the Project Agreement and paid in arrears. The MSP covers the remainder
of the construction costs, financing costs and maintenance costs including lifecycle replacement. The MSP
is subject to abatement in accordance with the abatement regime set out in the Project Agreement. The
state retains the responsibility, through the appointment of a stadium operator, for the day-to-day operation
of the stadium and sports precinct. The state also retains ownership of the stadium and sports precinct.
Key Learnings
Design of facility was carried out by the state
The model injects significant intellectual, operational and commercial focus of the consortium entities
such as the FM Subcontractor and the Financiers into the procurement process resulting in whole-of-
life benefits;
Excellent track record of achieving on time and on budget outcomes when compared with traditional
procurement models.
Robust maintenance regime is delivered over a 25-year operating period to minimize asset
deterioration and a focus on preventative maintenance rather than reactive maintenance
TRANSSTADIA
The stadium has been developed with a
project cost ~INR 540 Cr on a land area of ~
10 acre. The stadium consists of
development of 16 sports & entertainment,
hospitality, retail etc. with an objective
based on "utilization model". The emphasis
was on to create a facility wherein each part
will contribute to the revenue. But this model
requires that the facility be situated within
the city. It is being developed on PPP model
land lease model with a concession period
of 35 years, extendable for a further 35
years, with two percent revenue sharing for
sports development in the country. The
Arena boasts of a FIFA standard natural turf with a seating capacity of 20,000, including patented expertise
that enables the conversion of a section of the stadium into a 4,000 capacity pillar-less multi-purpose
indoor venue, creating an optimum spectator experience. Not only can the latter can be utilized for 12
indoor sports, it can further increase the revenue by hosting exhibitions, social functions, conventions and
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
Page | 61
corporate events. The facility also house a 'members only' Eka Club, which will become a fitness and
entertainment hub for the city.
Key Learning
Use of technology for effective utilization of land which can be transformed in activity hub
Use of space in non-sports activities are essential as they contribute to large scale revenue
expectations
Longer land lease concession period enable the PPP Co. to develop stable cash flow
Membership program for non-sport activities such as club, fitness and entertainment hub to support
revenue potential for PPP Co.
Marketing initiative such as leasing branding rights, major marquee events can promote sports facility
Commercial sports activities through such as Pro-Kabaddi, sports retail brands are other potential avenue
of revenues.
Pre-Feasibility Study for Redevelopment of Jawaharlal Nehru Stadium Sports Complex under PPP Mode
Page | 62
ANNEXURE A8 – FINANCIAL STATEMENT
40 FAR – BALANCE SHEET
Pre-Feasibility Study for Redevelopment of Jawaharlal Nehru Stadium Sports Complex under PPP Mode
Page | 63
40 FAR – PROFIT & LOSS ACCOUNT
Pre-Feasibility Study for Redevelopment of Jawaharlal Nehru Stadium Sports Complex under PPP Mode
Page | 64
40 FAR – CASH FLOW STATEMENT
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EY is a global leader in assurance, tax, transaction
and advisory services. The insights and quality
services we deliver help build trust and confidence
in the capital markets and in economies the world
over. We develop outstanding leaders who team
to deliver on our promises to all of our
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for Redevelopment of
Indira Gandhi Stadium
Complex under PPP
Mode
NITI Aayog,
Government of India
Final Report
2019
{DISCLAIMER}
This Final Pre-feasibility Report (the “Report”) has been prepared by Ernst & Young LLP (hereinafter referred to as “EY” or “we”
or “us”) for NITI Aayog (hereinafter referred to as “NITI” or “You” or “Client”) for the purpose of undertaking a Pre-Feasibility
study for Redevelopment of Indira Gandhi Stadium Complex.
The findings submitted in this Report are based on information collated through primary and secondary research, data provided
by Sports India, NITI and EY’s internal databases. EY has taken due care to validate the authenticity and correctness of sources
used to obtain the information; however, neither EY nor any of our respective partners, officers, employees, consultants or
agents, provide any representations or warranties, expressed or implied, as to the authenticity, accuracy or completeness of the
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potential, the information provided by them has been included in proposing development options and product mix for Indira
Gandhi Stadium Complex.
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Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
CONTENTS
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
Executive Summary ...................................................................................................................................... 1
Background ................................................................................................................................................. 1
Existing Situation ......................................................................................................................................... 1
Redevelopment Strategies for the Stadium ................................................................................................. 2
Conclusion ................................................................................................................................................... 3
Recommendations ....................................................................................................................................... 4
Proposed Project Structure ......................................................................................................................... 5
Way Forward ............................................................................................................................................... 6
1. PROJECT APPRECIATION – INDIRA GANDHI STADIUM COMPLEX (IGS Complex) ..................... 8
1.1 Stadium Accessibility ...................................................................................................................... 8
1.2 Overview of Sports Facility .............................................................................................................. 8
1.3 Catchment Area ............................................................................................................................ 10
1.4 User Category and Usage ............................................................................................................. 11
1.5 Stakeholder’s Perspective ............................................................................................................. 12
2 MARKET STUDY .................................................................................................................................. 15
2.1 Competitive Sports Facility ............................................................................................................ 15
2.2 Retail Market in Vicinity ................................................................................................................. 16
2.3 Hospitality in Vicinity ..................................................................................................................... 17
2.4 Recreational Games in Vicinity ..................................................................................................... 18
3 DEVELOPMENT CONCEPT ................................................................................................................ 20
3.1 Sports Excellence ......................................................................................................................... 20
3.2 Planning Norms ............................................................................................................................. 20
3.3 Transit Oriented Development or TOD policy ............................................................................... 22
3.4 Potential for up-gradation/ optimizing of the existing infrastructure .............................................. 23
3.5 Analysing best practice sports stadiums/ complexes ................................................................... 24
3.6 Creating a Viable Sports Eco-System ........................................................................................... 24
3.7 analysing non-sports component .................................................................................................. 25
3.8 FINAL Product Mix & Master Plan ................................................................................................ 25
3.9 Regulatory compliances ................................................................................................................ 29
4 FINANCIAL ANALYSIS ........................................................................................................................ 31
4.1 Project Structure ........................................................................................................................... 31
4.2 Project Development Concept ...................................................................................................... 31
4.3 Risk Allocation ............................................................................................................................... 32
4.4 Key Stakeholders .......................................................................................................................... 33
4.5 Method of Financial Analysis ........................................................................................................ 34
4.6 Area Statement ............................................................................................................................. 34
4.7 Key Cost Assumptions .................................................................................................................. 35
4.8 Revenue Assumptions .................................................................................................................. 37
4.9 Conclusion ..................................................................................................................................... 39
ANNEXURE A1 – INSTITUTIONAL FRAMEWORK OF SI ......................................................................... 41
ANNEXURE A2 – STAKEHOLDER INTERACTION ................................................................................... 43
ANNEXURE A3 – COMPETITIVE SPORTS FACILITY ............................................................................... 44
ANNEXURE A4 – RETAIL MARKET IN VICINITY ...................................................................................... 45
ANNEXURE A5 – TRANSIT ORIENTED DEVELOPMENT ........................................................................ 46
ANNEXURE A6 – PPP AS AN ENABLER IN SPORTS INFRASTRUCTURE ........................................... 55
ANNEXURE A7 – INTERNATIONAL BEST PRACTICES .......................................................................... 58
ANNEXURE A8 – FINANCIAL STATEMENT .............................................................................................. 62
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
LIST OF FIGURES
Figure 1: DBFOT Model .................................................................................................................................. 5
Figure 2: Existing IGS Complex Sports Facilities ........................................................................................... 9
Figure 3: IGS Complex Catchment Area ...................................................................................................... 11
Figure 4: Monthly Footfall Under Various Sport Activities ............................................................................ 12
Figure 5: Monthly Footfall in Various Sports Category ................................................................................. 12
Figure 6: Comparison of Facility Infrastructure ............................................................................................. 16
Figure 7: Key Commercial Spaces in the vicinity of the IGS Complex ......................................................... 17
Figure 8: Master Plan for Delhi 2021 ............................................................................................................ 20
Figure 9: IGS Stadium Complex–Metro station distance .............................................................................. 22
Figure 10: IGS Complex Master Plan Option................................................................................................ 26
Figure 11: DBFOT Model .............................................................................................................................. 32
Figure 12: Revenue snapshot @ 40 FAR ..................................................................................................... 38
LIST OF TABLES
Table 1: IGS Complex Area Statement & Ground Coverage ......................................................................... 3
Table 2: IGS Complex Product Mix at FAR 40 ............................................................................................... 4
Table 3: Key Financial Results ....................................................................................................................... 4
Table 4: Sports Facilities in catchment area of IGS Complex ...................................................................... 15
Table 5: Membership options in competing complexes ................................................................................ 16
Table 6: Commercial retail rates of catchment area ..................................................................................... 17
Table 7: Commercial office space rates of catchment area .......................................................................... 17
Table 8: Hospitality in vicinity ........................................................................................................................ 18
Table 9: Recreational games center in vicinity ............................................................................................. 18
Table 10: IGS Complex Area statement & ground coverage ........................................................................ 21
Table 11: Activities permitted under divisional sports infrastructure ............................................................. 22
Table 12: TOD Policy .................................................................................................................................... 23
Table 13: IGS Complex Existing Sports Infrastructure ................................................................................. 23
Table 14: IGS Complex Product Mix at 40 FAR ........................................................................................... 24
Table 15: Land Parcels Available ................................................................................................................. 25
Table 16: IGS Complex Proposed Infrastructure .......................................................................................... 25
Table 17: IGS Complex Proposed Infrastructure .......................................................................................... 26
Table 18: Sports club cum hotel ................................................................................................................... 27
Table 19: Permissions required for clearances............................................................................................. 29
Table 20: Risk matrix .................................................................................................................................... 33
Table 21: Responsibility matrix ..................................................................................................................... 34
Table 22: IGS Complex Area Statement & Ground Coverage ..................................................................... 34
Table 23: Cost inputs at 40 FAR ................................................................................................................... 35
Table 24: Project phasing ............................................................................................................................. 36
Table 25: Financial cost assumptions ........................................................................................................... 36
Table 26: Operation and maintenance cost assumptions ............................................................................. 36
Table 27: Revenue Assumptions .................................................................................................................. 37
Table 28: Financing structure Assumptions .................................................................................................. 38
Table 29: Key financial indicators ................................................................................................................. 38
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
GLOSSARY
AFC - Asian Football Confederation
CWG – Commonwealth Games
DBFOT- Design Build Finance Operate Transfer
DCF – Discounted Cash Flow
DDA – Delhi Development Authority
EPC – Engineering Procurement Construction
FAR- Floor Area Ratio
FIFA - the International Federation of Association Football
GOI – Government of India
IGS Complex – Indra Gandhi Stadium Complex
IOA – Indian Olympic Association
MYAS - Ministry of Youth Affairs and Sports (MYAS)
NCR- National Capital Region
NITI – National Institute of Transforming India
O&M – Operation and Maintenance
PPP- Public Private Partnership
SI- Sports India
STC – Sports Training Centre
WACC- Weighted Average Cost of Capital
TOD – Transit Oriented Development
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
EXECUTIVE
SUMMARY
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
Page | 1
BOX-1: Objectives of the Project
SI consulted NITI Aayog to undertake development of
Indira Gandhi Stadium with the primary objectives as
stated below:
The stadium should address the needs of all
sections of sports community
The development should be financially self-
sustainable
The design should incorporate hostel / hotel /
service apartment accommodation requirement
for players and coaches (3 to 5 star
accommodation)
The stadium should be able to accommodate a
footfall of 20 lakh
The stadium should be open and accessible to
every strata of society
Sporting facilities for senior athletes should not be
affected during construction phase
The design and operative mechanism of the
stadium should encourage younger generation to
use the facilities
The stadium should adhere to international
standards of athletic events
EXECUTIVE SUMMARY
BACKGROUND
Sports India (SI), the implementation body under
Ministry of Youth Affairs and Sports (MYAS) currently
operates and maintains five stadiums in Delhi i.e.
Jawaharlal Nehru Stadium (JLN Stadium), Indira
Gandhi Stadium (IGS Complex), Dr. Karni Singh
Shooting Range, Dr. Shyama Prasad Mukherjee
Swimming Pool Complex and Major Dhyan Chand
National Stadium. Out of these 5 stadiums, SI intends
to improve and upgrade existing sports infrastructure to
world class standards and assess the potential of
developing other sports, allied and supporting
commercial activities at Jawaharlal Nehru Stadium and
Indira Gandhi Stadium on Public Private Partnership
(PPP) basis.
In consultation with NITI Aayog, as mentioned in Box-1,
SI appointed Ernst & Young LLP (hereafter referred to
as “EY LLP” and “consultant”) to carry out a Pre-
Feasibility Study for Redevelopment of Jawaharlal
Nehru Stadium (JLN Stadium) and Indira Gandhi Stadium Complex (IGS Complex) on PPP basis to
achieve the aforementioned objectives
1
.
EXISTING SITUATION
Indira Gandhi Stadium Complex, a national level
stadium, is located in Central-East on the
periphery of Yamuna Bank in Delhi. The complex
is spread across 110 acres with 3 stadiums
namely the indoor stadium, cycling velodrome &
wrestling stadiums with a seating capacity of
15,000, 6000 & 3800 respectively. The stadiums
are designed and constructed to meet
international sports standards. It is owned and
managed by SI on behalf of Ministry of Youth
Affairs and Sports (MYAS).
The catchment area constitutes highly dense commercial as well as residential areas of Delhi. Laxmi
Nagar, a popular residential and commercial area; Preet Vihar, dominant HIG residential, commercial
and institutional area; Patparganj (Indraprastha Extension) home to a large number of group housing
societies and a industrial area and Mayur Vihar, again a HIG dominant residential area situated
across the Yamuna River, are a few major areas located in the immediate vicinity of the stadium.
1
The objectives have been identified in consultation with SI and NITI Aayog for self-sustainable development of sports
infrastructure facility.
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
Page | 2
Accessibility
The stadium is easily accessible through roads, metro and other modes of public transport. The
nearest metro stations for accessing the stadium is ITO metro station, located at a distance of 2 km
respectively.
REDEVELOPMENT STRATE GIES FOR THE STADIUM
The objective of developing IGS Complex is to introduce “Sports in the DNA of the nation”. A mini
sports city shall be developed which would offer “state of the art” training facilities. It would be
accessible to all classes of people/ strata of society at national and international level.
Based on preliminary assessment of the existing facilities at IGS Complex
2
and proposed objective
for overall development of the stadium, two options were evaluated for undertaking financial viability.
1. Redevelopment by 40 FAR as prescribed by Master Plan for Delhi 2021
The stadium complex falls under Zone O of the Zonal Development plan under Master Plan for Delhi
2021. It is categorized as Public Service-3 (PS-3) under Public-Semi-Public Zone which includes
Sports Facilities/ complex/ Stadium/ Sports Centre. With the applicable FAR of 40, a ground coverage
of 20% is permitted as per existing Delhi Bye Laws.
As defined in figure below, the total area demarcated as the IGS Complex is 104 Acres or 42.09
Hectares. With an available built up of 40 FAR, 60% of the applicable FAR has already been
consumed in making various sports facilities. Similarly, nearly 70% of the total applicable Ground
coverage is consumed in the existing facilities, excluding open to air field-of-play and other facilities.
This gives a total of 106,200 Sq.M of remaining Built up and 8.3 Acres of remaining ground coverage
to build additional facilities.
Only 29 % Utilizable ground coverage remaining as per existing norms.
2
The consultant conducted site visits of IGS Complex and carried out primary surveys with users and SI, in order to evaluate
existing user profile and assessment of infrastructure facilities.
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
Page | 3
Table 1: IGS Complex Area Statement & Ground Coverage
Indira Gandhi Stadium - Area Table
Description Area (Sq M) Acre Hectare
Total Site Area 445,170 110.00 44.52
Total Built up area allowed 178,068
FAR 40
Total Ground Coverage (20 % allowed) 89,034 22.00 8.90
Indira Gandhi Stadium - Built up Area
S.No Existing Functions
Total Built up
(Sq M)
Ground
Coverage
( SqM)
1 Main Stadium (Gymnastics) 49500 18800
2 Velodrome Stadium 23000 16000
3 Wrestling Stadium 23000 12000
4 Hostels 10700 3500
Total 106200 50300
Balance Areas
Description Area (Sq M) Acre Hectare
Remaining Built up Area 71,868 17.76 7.19
Remaining Ground Coverage 38,734 9.57 3.87
Allowable Commercial built up (5%) 8,903
2. Redevelopment by 400 FAR as per Transit Oriented Development (TOD)
Policy
The National TOD policy focuses on creating high density mixed land
use development of areas falling in the influence zone of transit
stations, i.e. within a walking distance of 500-800 meters or along the
transit corridor, provided the station is within 1km of site.
In case of IGS Complex, the nearest metro station, i.e. ITO metro
station and Pragati Maidan metro station. Since these stations are
beyond 1 km radius of nearest transit facility, therefore, the TOD
norms shall not apply wherein an FAR of 400 can be utilized for
development. In addition, the presence of ‘The Firoz Shah Kotla’
monument which falls under the Archaeological Survey of India list of
protected monuments, will lead to limited construction activities.
CONCLUSION
Based on the above estimates, the total area available in case of 40 FAR is ~62,000 sq.mt. An
indicative product mix has been evaluated. The table below highlights the product mix for
redevelopment @ 40 FAR:
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Table 2: IGS Complex Product Mix at FAR 40
Product Mix at 40 FAR
S.No Programme Built up (SqM) Percentage
Cost
(Cr)
1 Existing Infrastructure Sports 46,800.00 65% 34
2 Sports Club with 20 rooms 9,328.00 13% 27
3
Retail (Government / semi government
Office + Food joints)
8,400.00 11.69% 20
4 3 Star Hotel 7,340.00 10% 55
Total 71,868.00 100% 136
In the existing FAR byelaws of the MPD 2021, the built up or the programme includes, Adventure
sports hub and sports university apart from the up gradation, utilization and optimization of the
existing sports facilities.
In case of IGS Complex, the nearest metro station, i.e. ITO metro station and Pragati Maidan metro
station. Since these stations are beyond 1 km radius of nearest transit facility, therefore, the TOD
norm of Intense & standard TOD zone shall not apply.
The presence of ASI protected Firoz Shah Kotla monument within the 100 + 200 M buffer zone
greatly affects the applicability of TOD polices on to the complex. The Yamuna River development
Authority also restricts construction in the area as it is low lying and prone to flooding. The 2
permissions along with the distance from the metro station make the applicability of 40 FAR more
feasible.
Based on the conceptual development option for 40 FAR, financial analysis was carried out by the
consultant. The table below summarizes the key results of the analysis.
Table 3: Key Financial Results
Particulars Unit
@ 40 FAR
Value
Total project cost INR Crore 124
Annual revenues (stabilized
operations in 6
th
Year)
INR Crore 70
Equity IRR % 18%
Annual concession fee
(escalated by 5% year-on-year)
INR Crore 0
Revenue share – bidding
parameter
% of total revenues (from sports and
non-sports/ commercial)
32%
Concession period:
a. For stadium
b. For commercial
Years
a. 30 years
b. 45 years
RECOMMENDATIONS
SI has invested heavily in creating state of the art facilities at IGS Complex during the Commonwealth
Games event held in Delhi 2010. Apart from managing the day to day operations of IGS Complex, SI
also focusses on imparting high quality sport training through various schemes at a subsidized rate.
To help SI achieve its objective to promote sports, it is proposed to introduce the PPP framework for
augmentation, operating and maintaining the stadium through a private developer without impacting
SI’s core activities. Various government instrumentalities have used the PPP framework to improve
efficiency, maximize revenues across infrastructure sectors in India. There is ample space within IGS
Complex (as detailed out in Development Options section 3 of this report) which may be utilized by
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the private developer for sports club and office space. The stadium is located close to monuments of
national importance (Ashoka Pillar, Raj Ghat) and Yamuna river bed. Therefore, before undertaking
the transaction phase, the Authority would be required to undertake statutory approvals from
Archaeological Survey of India and Yamuna River Development Authority which may result in
implementation delays.
PROPOSED PROJECT STRUCTURE
A DBFOT concession structure is proposed for development of IGS Complex for a 45 year
concession period and a 30 year period for stadium operations. The model has been summarized in
the figure below:
Figure 1: DBFOT Model
Key contours of the model are:
To upgrade current sports facilities, operate and maintain the same for 30 years as per
specified performance standards.
Further, develop additional sporting facilities, operate and maintain them for 30 years
Develop, operate and maintain commercial areas as per applicable laws for [45 (30+15) - 60
(30+30) yrs.].
Sports facilities to be regulated by SI but operated and maintained by private sector
As per the financial analysis, for an
equity IRR of 18% the revenue share is estimated to
be between 25% - 32%
with no provision of an annual concession fee escalated annually.
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WAY FORWARD
Based on the recommendations for development options, SI may take the proposal to bidding stage. As per standard industry practice, a two stage bidding
process shall be undertaken wherein the first phase is the qualification stage to shortlist applicants based on technical and financial criteria. The second stage
is the bid stage wherein the Request for Proposal along with draft a Concession Agreement may be shared with the shortlisted bidders to invite financial bid.
The bidding parameter for selection of preferred bidder shall be based on highest revenues share (the bidder offering highest per cent of total gross revenues
from sports & non-sports activities shall be selected).
Prior to floating the RFP documents, SI shall seek approval from the competent ministries (Ministry of Youth Affairs and Sports and Ministry of Finance –
Department of Economic Affairs). An indicative timeline for the implementation of project is presented below:
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PROJECT
APPRECIATION
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1. PROJECT APPRECIATION – INDIRA GANDHI STADIU M
COMPLEX (IGS COMPLEX)
Indira Gandhi Stadium Complex, named after former Prime Minister of India, is the largest indoor stadium
in India and third largest in Asia. It is a prestigious national indoor stadium, built within an area of 104
acres. The facility has a seating capacity of 15,000 and abodes state of art facilities for the dedicated sport
athletes of India. The stadium has contributed substantially in providing sports infrastructure for activities
like Gymnastics, Cycling, Wrestling and Boxing etc.
1.1 STADIUM ACCESSIBILITY
Indira Gandhi Stadium Complex, located at
Indraprastha Estate, is situated close to the bank of
Yamuna and is connected to Trans Yamuna area in
the east though Vikas Marg (Yamuna Bridge). The
facility is connected by National Highway 44 from
North and West with entry access through
Sachivalaya road in the East. IGS Complex is
situated on the intersection of NH-44 and Vikas
Marg, giving ample connectivity options for the users
coming from adjoining region of Delhi-NCR,
Haryana and Uttar Pradesh respectively.
Inderprastha Metro Station (Blue Line) and ITO
Metro Station (Violet Line) of Delhi Metro are the
nearest metro stations connecting to the stadium,
located at a distance of nearly 1.6 km and 2.5 km
from the facility, respectively.
1.2 OVERVIEW OF SPORTS FACILITY
IGS Complex was developed as multi-use sports ground where several national and international sports
events have been held in the past. The stadium was constructed with an objective to meet the international
standards of Indoor sports. Some of the renowned sportsmen who have represented India at international
level have been using IGS Complex owing to the unparalleled access to the best infrastructure and
coaches. The stadium facilitates the following sports activities
3
:
Badminton
Cycling
Gymnastics
Judo
Sepak Takraw
Table Tennis
Wrestling
Wushu
Other facilities at IGS Complex include:
Volleyball (outdoor)
Jogging Track (Outdoor)
Billiard and snooker
3
Information has been collated based on site visits on IGS Complex and discussion with SI.
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Figure 2: Existing IGS Complex Sports Facilities
Recreational and health lifestyle facilities cycling and walking track
Fitness centre including sauna bath and massage
Yoga
Sports medicine centre
Sports rehabilitation and post recover exercises,
Sports Psychology centre
The current infrastructure broadly includes:
Warm Up hall (Basketball)
Old Boxing Hall
Warm Up Hall I (Gymnastics)
Warm up Hall II (Boxing)
Main Arena – KDJW Stadium
Main Arena (Gymnastics Stadium)
First Floor Public Concourse of Cycling Velodrome
Cycling Velodrome
Walking Track
Outer periphery KDJW
Open spaces
Gymnastics stadium was refurbished for the Commonwealth Games in 2010. It is an air conditioned indoor
stadium with seating capacity of 15000 spectators and includes two warm up halls for gymnastics and
boxing. The main hall is also used for badminton and Table Tennis.
K.D Jadhav Wrestling Stadium has a capacity of 5000 spectators and has a warm up Hall which is used for
basketball training also. The hall is also used for Judo, Wushu, Taekwondo and Sepak Takraw.
IGS Complex has India’s only magnificent and state of art cycling Velodrome, which is an air conditioned
indoor stadium having capacity of 3000 spectators. Velodrome features steeply banked oval tracks
consisting of two 180 degree circular bends connected by two straights. The straights transit to the circular
turn through a moderate easement curve.
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Revenues from the existing sports facilities are generated primarily through the ‘Come and Play Scheme’
of GoI and renting out assets to national teams/ league franchises for training. Use of assets for hosting
events such as concerts and other non-sports activities is also being undertaken however limited owing to
the limited scale of multi-purpose facilities. SI has taken efforts to allow online viewing and booking of
stadium for sporting events to enhance asset utilization.
1.3 CATCHMENT AREA
A review of leisure and sporting facilities in the catchment area and benchmarking principles indicate that
local or municipal recreation or sporting facilities have a primary catchment radius of approximately 5 km
and a secondary catchment radius of 10 km. Approximately 75% to 85% of users reside within a 5 km
radius while the remaining 15% to 25% come from areas within the 5 km to 10 km radius of the facility.
Developing a stadium with state of the art sports infrastructure will attract users from a much wider
catchment area
4
.
The catchment area is also influenced by a number of other factors, including range and quality of facilities
and services offered, natural and built barriers i.e. road connectivity, travel times and the availability of any
other competing facilities. Considering regional planning principles, it is common that facilities usually
share catchment areas, particularly secondary catchment area. The figure below illustrates catchment area
within 5 km, 10 km and 20 km influence zone of IGS Complex.
The stadium is situated geographically in the core of Delhi NCR and its catchment area constitutes highly
dense commercial as well as residential areas of Delhi. Laxmi Nagar, a popular residential and commercial
area; Preet Vihar, dominant HIG residential, commercial and institutional area; Patparganj (Indraprastha
Extension) home to a large number of group housing societies and a large scale industrial area and Mayur
Vihar, again a HIG dominant residential area situated across the Yamuna River, are a few major areas
located in the immediate vicinity of the stadium.
4
Major Regional Sports Facility Feasibility Study, City of Darebin, September 2014
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Figure 3: IGS Complex Catchment Area
S. No. Locality Population Range
1 Laxmi Nagar 35,000 - 45,000
2 Geeta Colony 20,000 - 35,000
3 Mayur vihar 30,000 - 35,000
4 Patparganj 25,000 - 45,000
5 Preet Vihar 20,000 - 35,000
6 Nirman Vihar 15,000 - 30,000
7 Shahdra 40,000 - 50,000
1.4 USER CATEGORY AND US AGE
Majority of the users of the stadium are registered under Come and play scheme. Highest footfall has been
recorded under the Gymnastics and Badminton sports categories out of all of the sports available in the
complex. The stadium also recorded substantial footfall of campers and elite athletes owing to the
academies under the following disciplines:
Cycling
Gymnastics
Boxing
Basketball
Taekwondo
Figure below depicts the monthly footfall under various sport activities:
Up to 5 km Up to 10 km Up to 20 km
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Figure 4: Monthly Footfall Under Various Sport Activities
The figure below depicts the share of “Come and Play” users and campers in various sports. Sports like
boxing, Gymnastics and cycling have a significant attendance of campers and elite athletes. On an
average, about 87% of the users are members of the “Come and Play” scheme and rest of the 13 %
belong to campers and academy trainees.
Figure 5: Monthly Footfall in Various Sports Category
1.5 STAKEHOLDER’S PERSPE CTIVE
It is imperative to identify major stakeholders of the project who would help define a vision for the
development. A comprehensive stakeholder engagement would help identify the requirements of the sports
fraternity and accordingly design the facilities. This would also help achieve higher utilization of the
infrastructure facilities.
1.5.1 Sports India
SI intends to upgrade the current facility at IGS Complex into a world class sports stadium in terms of
infrastructure and utilization. Below are some of the key objectives which SI aims to achieve
5
:
5
The objectives have been identified in consultation with SI and NITI Aayog for self-sustainable development of sports infrastructure
facility.
0.00
100.00
200.00
300.00
400.00
500.00
600.00
0
5,000
10,000
15,000
20,000
Apr May JuneJulyAug SeptOct Nov Dec Jan Feb Mar
Footfall
Badminton Basketball Boxing Cricket
Cycling Gymnatics Judo Sepaktakraw
Table Tennis Wresting Wushu Per day footfall
659
426
992
217
577
169
62 67
426
126
15
32
274
68
9
113
414
181
0
200
400
600
800
1,000
1,200
1,400
Monthly Footfall
Sports Category
Come & Play Campers
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The stadium should address the needs of all sections of sports community.
The development should be financially self-sustainable
The design should incorporate hostel / hotel / service apartment accommodation requirement for
players and coaches (3 to 5 star accommodation).
The stadium should be able to house a footfall with 20 lakh viewers
The stadium should be open and accessible to all classes of people/ strata of society
Sporting facilities for senior athletes should not be impacted during construction phase
The design and operative mechanism of the stadium should encourage younger generation to use
the facilities
The stadium should adhere to international standards of athletic events
The sports facilities should be segregated for elite athletes and recreational sports
1.5.2 User Interaction
Majority of the users at IGS Complex belong to the “Come and Play” category. IGS Complex has a
substantial footfall of campers under Gymnastics, Cycling, Boxing etc., and during interaction most of them
were satisfied with the infrastructure and coaches but some issues also came to light such as absence of a
canteen/cafeteria/food court facility, insufficient coaches, sitting arrangement for parents / waiting areas,
spatial segregation of sports and poor state of cricket facility. Users presented positive reactions for
prospective facilities such as 24/7 gym, swimming pool and sports shops. Redevelopment of the facility
would be a positive step to meet the user demands.
To assess the facilities and consult various stakeholder at both the sites, EY carried out extensive survey
for three days carried out on 2nd June, 5th June and 8th June 2018 during the evening hours. EY had
prepared separate survey questionnaires for each stakeholder. Prior to undertaking the survey, EY and
NITI team jointly had visited each site for a reconnaissance survey and conducted an informal discussion
with all stakeholders. The details of the primary survey conducted at JLN stadium is included in Annexure
A2.
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MARKET
ASSESSMENT
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2 MARKET STUDY
Market study is the most crucial aspect driving project conceptualization and feasibility assessment. It is
critical to understand the competitive assessment framework of the market in which the stadium is
expected to operate and expected footfall. The first key task for assessing potential development in these
proposed facilities is to determine the market demand for each offered sport as well as latent demand for
new facilities. This was undertaken through conducting a detailed site assessment and study the
competitive developments in the vicinity of the stadium. This section undertakes detailed assessment of
competitive sports and retail facilities in the vicinity of Indira Gandhi Stadium Complex.
2.1 COMPETITIVE SPORTS F ACILITY
Indira Gandhi stadium was developed with vision of providing world class sports infrastructure to the next
generation of sports talent in India, irrespective of the economic strata they belong to. The current sport
facilities provided by SI in IGS Complex are highly subsidized in order to cater to the needs of dedicated
sports persons which majorly embark from low to middle economic strata.
Given the advantage to IGS Complex for its geographical location in Delhi, some of the major sports
complexes which compete owing to similar infrastructure with varied sporting and allied activities are
namely Yamuna Sports Complex and Commonwealth Games Village Sports Complex. Both of them are
operated by Delhi Development Authority (DDA) and are mainly utilized by middle to high income group
users.
A comparative analysis between IGS Complex, Yamuna Sports Complex and Commonwealth Games
Village Sports Complex was done on the following parameters:
Provision of sports facilities
Provision of non – sports facilities
Land availability and utilization
User profiles
Membership options
Number of academies / camps
Table 4: Sports Facilities in catchment area of IGS Complex
No. Name of Facility
Area
(in acre)
Distance from IGS
Complex (in Km)
Opening
year
Managed by
1 Yamuna Sports Complex 67.95 8.9 1999 DDA
2
Commonwealth Games Village
Sports Complex
NA 4.9 2010 DDA
2.1.1 Provision of Sports and Non-Sports Facilities
The figure below illustrates the gap in non-sport activities that other competing sport complexes offer to its
users ultimately leading to an enhanced sport experience with other allied recreational activities. Effective
land utilization of IGS Complex is significantly lower as compared to Yamuna Sports complex and CWG
Games Village Sport Complex , that have demonstrated substantially higher utilization owing to their small
area and no. of users availing higher number of facilities. The higher number of offering of these sport
complexes have significantly mobilized the youth in catchment area to inculcate these sports/recreational
activities in their daily life and sport complexes are now a hub of youth affairs.
Note:
a. Sporting facilities includes cricket, football, athletics, wrestling, weightlifting, cycling, shooting,
badminton, lawn tennis etc.
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b. Non – Sports facilities include aerobics, yoga, recreational games such as bowling, virtual games
etc.
Figure 6: Comparison of Facility Infrastructure
The land utilization ratio of IGS Complex is the highest as compared to the other two stadiums. On the
other hand, Yamuna Sports Complex offers much more activities than IGS Complex.
2.1.2 User Profile
2.1.3 Membership Options
Table below is a comparative analysis that depicts the higher freedom of choice that the users enjoy in
availing the membership for any sport at Yamuna Sport Complex and CWG Games Village and IGS
Complex. Further, the existing training centres/academies provide users a plethora of options for
specialized training. The competing sports facility also offers individual sports facility on hourly basis, which
contributes to increased footfall.
Table 5: Membership options in competing complexes
2.2 RETAIL MARKET IN VICINITY
The commercial activities in the vicinity of IGS Complex includes the CBD (Connaught Place), shopping
centres, neighbourhood centres and community centres. Mixed land use dominates the development
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pattern here. The following figure provides information on commercial centres operating in the vicinity of
the IGS Complex.
Figure 7: Key Commercial Spaces in the vicinity of the IGS Complex
A catchment area assessment was conducted to determine the commercial retail rates of market areas in
the vicinity of IGS Complex. This would help reflect the lease potential of any proposed commercial
development. Annexure A4 gives details of the identified market spaces.
Table 6: Commercial retail rates of catchment area
Type of property Locality
Distance from IGS
Complex (in Km)
Per sq. ft. price per
month
Area
(Sq. ft.)
INR/ Sq.ft.
Commercial shop Preet Vihar 6 167 300 50,000
Commercial shop Mayur vihar 8 140 250 35,000
Commercial shop Patparganj 6 118 220 26,000
Commercial shop Laxmi Nagar 5 116 275 32,000
Commercial shop Nirman Vihar 6 100 250 25,000
Commercial shop Geeta Colony 7 86 210 18,000
Commercial shop Shahdra 14 69 360 25,000
Commercial shop Laxmi Nagar 5 116 275 32,000
Based on the catchment area assessment, the below table provides the commercial office space rates of
market places which are in close vicinity of IGS Complex.
Table 7: Commercial office space rates of catchment area
Type of property Locality
Distance from IGS
Complex (in Km)
Per sq. ft. price per
month
Area
(Sq. ft.)
INR/ Sq.ft.
Office Space Nirman Vihar 6 67 1,500 1,00,000
Office Space Mayur vihar 8 56 810 45,000
Office Space Preet Vihar 6 50 1,500 75,000
Office Space Shahdra 14 50 1,400 70,000
Office Space Laxmi Nagar 5 44 800 35,000
Office Space Geeta Colony 7 33 1,800 60,000
Office Space Patparganj 6 23 2,000 45,000
2.3 HOSPITALITY IN VICINITY
IGS Complex falls in the proximity of Lutyen’s Delhi that is known for its hospitality to foreigners in form of
various Five Stars Hotels namely:
Preet Vihar
Mayur Vihar
Shahdara
Chandini Chowk
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Table 8: Hospitality in vicinity
Name of facility Locality Average Tariff per night (INR)
The Park Connaught Place 6999
The Ashok Chanakyapuri 4999
The Lalit Connaught Place 8089
Taj Palace Sardar Patel Marg 8500
The Surya Hotel Nehru Place 5309
The Claridges APJ Abdul Kalam Road 7350
ITC Maurya Dhaula Kuan 8500
Hyatt Regency RK Puram 8500
The Leela Palace Chanakyapuri 13500
Taj Mahal Hotel Khan Market 13500
The Imperial Connaught Place 10000
The Lodhi Lodhi garden 8839
The Oberoi India Gate 12500
2.4 RECREATIONAL GAMES I N VICINITY
JLN falls in the proximity of other recreational activities in the vicinity. Below are the details as under:
Table 9: Recreational games center in vicinity
Name Area Facilities
Smaash Vasant Kunj
Laser blast, Cricket, Twilight Bowling, Super keeper, Finger Coaster, Walk
the plank, 9D Extreme Interactive Theatre, Smart Arcade, Jurassic Escape
Essex Farms Hauz Khas
Bowling, Air Hockey, Pool, Bumpy cars, Redemption games, Virtual Reality
Game
Delhi Rock Greater Kailash Rock climbing
Lock n Load Subash Nagar Play areas, Adventure, Paintball, Go-karting
Blu O Gurgaon
Bowling, Video Games, Foosball,
Snooker, Spa, Play station lounge, Platinum Lounge, Karaoke Lounge
32
nd
Milestone Gurgaon
Bunjee Jumping, Bull Ride, Net Cricket, Paintball, Anki Drive, Private
Theatre, Video Game center, Go-karting, Bowling, Rifle Shooting
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DEVELOPMENT
OPTIONS
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3 DEVELOPMENT CONCEPT
The development concept of the IGS Complex has been derived by keeping the objective of introducing
‘Sports into the DNA of the nation’ as the central context. The complex is located towards east Delhi near
the river Yamuna. This sports hub is envisaged to offer state of the art training facilities come and play
schemes, sports practice, recreational sports and competition based ecosystem to catalyse the
development of sports at multiple levels. There aren’t many sports or club related facilities in this part of the
city. This includes fitness as a way of living, accessibility to the best of facilities to all strata of the society,
recreational sports to encourage the spirit of sportsmanship and competition across the board, training
national and international level sports players as well as creating an infrastructure capable of hosting
international sporting events with supporting allied facilities. The same was arrived at through the following
steps:
3.1 SPORTS EXCELLENCE
The stadium complex was analysed, studying the existing infrastructure and the applicable development
regulations to optimize the potential of the facility with respect to up-gradation and addition of new facilities.
Following are the key points undertaken in the assessment:
Studying & analysing the planning norms and policies applicable to the site.
Analysing the existing infrastructure of the stadium complex.
Analysing the components and potential for up-gradation /optimizing of the existing infrastructure
to enhance sports facilities/ disciplines under come and play scheme as well as international level
training facility.
Benchmarking and analysing best practice sports stadiums/ complexes (hosting major international
competitions) with allied facilities.
3.2 PLANNING NORMS
The stadium complex falls under Zone O of the Zonal Development plan under Master plan Development
2021. It is categorized as PS-3 under Public Semi- Public Zone which includes Sports Facilities / complex/
Stadium/ Sports Centre. The category of Sports Facilities was updated from Recreational Category to the
Public- Semi Public category to ensure building of stadiums and facilities capable of hosting International /
Mega Sporting Events like the Common Wealth Games. With an FAR (Floor Area Ratio) of 40 applicable
under this category, ground coverage of 20 % is allowed as per the existing bye laws.
Figure 8: Master Plan for Delhi 2021
As defined in figure below, the total area demarcated as the stadium complex is 110 Acres or 44.52
Hectares. With a built up of 40 available, 60 % of the applicable FAR has already been consumed in
Development Control Normsfor IGS Stadium
Name Description
Zonal Development Plan O
Use Zone Designated Public - Semi Public
Sub Category PS- 3
Sports Facilities / Complex /
Stadium
Ground Coverage 20 % (including Amenities)
FAR 0.4
ECS 2 ECS / 100 Sq M
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making various sports facilities. Similarly, nearly 70 % of the total applicable Ground coverage is consumed
in the existing facilities, not including open to air field- of- play and other facilities. This gives a total of
71,868 Sq.M of remaining Built up and 7.19 Acres of remaining ground coverage to build additional
facilities.
Only 29 % Utilizable ground coverage remaining as per existing norms
Table 10: IGS Complex Area statement & ground coverage
Indira Gandhi Stadium - Area Table
Description Area (Sq M) Acre Hectare
Total Site Area 445,170 110.00 44.52
Total Built up area allowed 178,068
FAR 40
Total Ground Coverage (20 % allowed) 89,034 22.00 8.90
Indira Gandhi Stadium - Built up Area
S.No Existing Functions
Total Built up
(Sq M)
Ground
Coverage (
SqM)
1 Main Stadium (Gymnastics) 49500 18800
2 Velodrome Stadium 23000 16000
3 Wrestling Stadium 23000 12000
4 Hostels 10700 3500
Total 106200 50300
Balance Areas
Description Area (Sq M) Acre Hectare
Remaining Built up Area 71,868 17.76 7.19
Remaining Ground Coverage 38,734 9.57 3.87
Allowable Commercial built up (5%) 8,903
As per MPD -2021 under PS-3 following activities are permitted presently, including 5% sports related
commercial, multi-use stadium for exhibitions, trade shows, banquets, multiple sports related events,
extreme sports, academies, sports medical centre, water slides, wave pools, hydrotherapy, Akhara,
residential accommodation like hostels, ward residences etc. keeping the usage as sports relevant.
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Figure 9: IGS Stadium Complex–Metro station distance
Table 11: Activities permitted under divisional sports infrastructure
Activities Permitted Under Divisional Sports Infrastructure
S.No
Description
1
Sports Related Commercial @ 5 %
2
Multi Use Stadium
3 Aquatic Centre
4 Outdoor Sports / Extreme Sports
5 Sports Academy
6 Sports Medicine
7 Residential Accomodation
8 Playground
3.3 TRANSIT ORIENTED DEVELOPMENT OR TOD POLICY
As per the National Transit oriented development policy, TOD needs to integrate land use and transport
planning and aims to develop planned sustainable urban growth centres, having walkable and liveable
communes with high density mixed land-use. Citizens have access to open green and public spaces and at
the same time transit facilities are efficiently utilized.
It focuses on creation of high density mixed land use development in the influence zone of transit stations,
i.e. within the walking distance of (500-800 m) transit station or along the corridor in case the station
spacing is about 1km and advocates pedestrian trips to access various facilities such as shopping,
entertainment and work. Literature study for ToD is attached as Annexure A.5.
In case of Indira Gandhi Stadium Complex, located at
Indraprastha Estate, is situated close to the bank of Yamuna
and is connected to Trans Yamuna area in the east though
Vikas Marg (Yamuna Bridge). The facility is connected by
National Highway 44 (Srinagar – Kanyakumari Highway) from
North and West with entry access through Sachivalaya road in
the East. IGS Complex is situated on the intersection of NH-44
and Vikas Marg, giving ample connectivity options for the users
coming from adjoining region of NCR, Haryana and Uttar
Pradesh respectively.
Inderprastha Metro Station (Blue Line) and ITO Metro Station
(Violet Line) of Delhi Metro are the nearest metro stations
connecting to the stadium, located at a distance of nearly 1.6
km and 2.5 km from the facility, respectively. The National TOD
policy focuses on creating high density mixed land use development of areas falling in the influence zone
of transit stations as elaborated below in Table below.
In case of IGS Complex, the nearest metro station, i.e. ITO metro station and Pragati Maidan metro station.
Since these stations are beyond 1 km radius of nearest transit facility, therefore, the TOD norm of Intense
& standard TOD zone shall not apply.
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The presence of ASI protected Firoz Shah Kotla monument within the 100 + 200 M buffer zone greatly
affects the applicability of TOD polices on to the complex. The Yamuna River development Authority also
restricts construction in the area as it is low lying and prone to flooding. The 2 permissions along with the
distance from the metro station make the applicability of 40 FAR more feasible.
Table 12: TOD Policy
Transit oriented Zones of Influence
Zone 1 : Intense Zone Zone 2: Standard TOD Zone Zone 3: TOD Transition Zone
• 300 M influence zone of all
MRTS Stations
800m* (10-min walking)
influence zone of all MRTS
Stations.
• 2000m** (10-minute cycling distance)
influence
zone of all MRTS Stations.
• 300 M influence zone of BRT
corridors.
• 800m* (10-min walking) influence
zone of Regional Interchange
Station (i.e. Rail -MRTS, or two
MRTS lines.)
• Zones within Intense or Standard
TOD Zones which are not permitted for
redevelopment but need
enhancements in public realm and
network connectivity.
3.4 POTENTIAL FOR UP -GRADATION/ OPTIMIZIN G OF THE EXISTING
INFRASTRUCTURE
Apart from the existing sports facilities scattered across the 110 Acre campus, the campus has a holistic
fitness cum sports centre for training and come and play basis. The presence of the best of the sports
facilities & Dronacharya & Arjuna Award winning coaches & assistant coaches on the campus make it a
potential attraction from players across the region who intends to take up sports professionally. They train
for the same on the campus presently. The up-gradation costs have been given below.
Table 13: IGS Complex Existing Sports Infrastructure
IGS Existing Sports Infrastructure
S.No Description Discipline
Existing Infrastructure
1 Main Indoor Stadium
Gymnastics
Table Tennis
Badminton
2 Velodrome Stadium Cyclist
3 Wrestling Stadium
Wrestling
Wushu
Seoak Takraw
4 Others
Gym (only for Players)
Girls Hostel
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Table 14: IGS Complex Product Mix at 40 FAR
Product Mix at 40 FAR
S.No Programme Built up (SqM) Percentage
Cost
(Cr)
1 Existing Infrastructure Sports 46,800.00 65% 34
2 Sports Club with 20 rooms 9,328.00 13% 27
3
Retail (Government / semi government
Office + Food joints)
8,400.00 11.69% 20
4 3 Star Hotel 7,340.00 10% 55
Total 71,868.00 100% 136
3.5 ANALYSING BEST PRACT ICE SPORTS STADIUMS/ COMPLEXES
Sports stadiums and infrastructure remains the pride of the nation and become the much needed symbol of
constructive young India. These stadiums not only provide infrastructure for potential international and
national sports events but are also centres of training and excellence in sports. Already with the training
programme and come and play schemes, most of the Sports India Stadiums extensively support sports in
the country. Being the kind of large infrastructure needed to host international events, maintaining these
stadiums/ venues after the events are over or in between events remains a challenge across the world.
The Consultant has studied best practices in stadiums via-a –vis Olympic & world cup requirements to host
a match.
For Olympic venues, Cycling Velodrome & Wrestling stadiums have been studied. World cup venues for
Indoor stadiums, the redevelopment plans after the events, the viability plans for maintaining sports with an
added product mix and stadiums fallen to disrepair & disuse due to lack of foresight across many venues
have all been studied to understand the life cycle of a stadium, the international match holding capability
and the much needed sustainability of the project via supporting functions. A list of major sports
international events which could be held in the stadium have also been identified along with their
requirements. Details on best practices sports stadium with allied facilities and support infrastructure as
enclosed in Annexure A5.
3.6 CREATING A VIABLE SPORTS ECO-SYSTEM
Benchmarking and analyzing best practice in sports stadiums/complexes with commercially viable
programs and components.
Identifying & utilizing the unused spaces within the stadium complex for Sports related retail,
commercial and relevant functions to ensure footfall and generate revenues.
Analyzing and identifying the sports retail, commercial, quasi-commercial sports mix viability
applicable to the stadium.
The existing stadiums namely the Indoor, Velodrome and Wrestling Stadium are used for sports national or
international events. Thus no area under the stands or within the sports stadiums has been used for any
commercial or allied sports related commercial activities. Vacant land parcels have been identified and
programme created within the applicable and balance FAR.
Three land parcels have been identified on the complex namely A, B & C with a potential land area of
55,427 Sq.M only. The same have been identified by studying the movement pattern needed around the
stadiums so as not to hinder security, passage, functions or cause inconvenience to the players & athletes.
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Table 15: Land Parcels Available
Indira Gandhi Stadium- Land Parcels Available on site
Stadium Total Ground Coverage (SqM)
Land Parcel A 41600
A1 13455
A1 28145
Land Parcel B 7960
Land Parcel C 5867
Total 55427
A consolidated programme has been identified within these land parcels and listed below based as the
proposed infrastructure need of the stadium Sports club model, hotels and office complex has been added
as facilities to draw in maximum footfall to enable optimal utilization of space and generate revenues.
Table 16: IGS Complex Proposed Infrastructure
IGI Proposed Infrastructure
Discipline Area (SqM)
Sports Activities: Outdoor
Basketball court (2)
Swimming Pool (Olympic Size) 650
Sports Club: for Amateurs 9328
Retail (office + Cafes) 8,400
Description Area/unit No. Area (SqM)
Office
Office Small 200 10 2,000
Office Medium 500 6 3,000
Office Large 1000 2 2,000
Total Office Area 7,000
Café/ Food court
Food Stalls 100 5 500
Café 75 9 675
Kiosk 60 4 240
Total Food Area 1,415
Total Area for retail (Minimum) 8,400
3 Star/ Condominium Hotel 7,340
3.7 ANALYSING NON-SPORTS COMPONENT
The Non-Sports part of the programme has been designed as a sports club cum commercial to ensure a
sports centric ambience, spirit and fitness as a lifestyle. To ensure that the IGS Complex gets in a wider
pool of players, come and play members, coaches, athletes are relevant. Also looking at the area &
requirement, office complex has also been provided.
3.8 FINAL PRODUCT MIX & MASTER PLAN
Sports Club with Spa, Gymnasium, Rooms facilities etc have been provided. Government, Semi –
Government offices, Retail, food joint and a 3 star / Boutique hotel have been added to the programme.
Due to the presence of ASI protected monument and Yamuna River bank in the vicinity of the complex, the
product mix of 40 which is applicable has been detailed.
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Table 17: IGS Complex Proposed Infrastructure
Product Mix at 40 FAR
S.No Programme Built up (Sq M) Percentage Cost (Cr)
1 Existing Infrastructure Sports 46,800.00 65% 34
2 Sports Club with 20 rooms 9,328.00 13% 27
3
Retail (Government / semi government
Office + Food joints)
8,400.00 11.69% 20
4 3 Star Hotel 7,340.00 10% 55
Total 71,868.00 100% 136
Figure 10: IGS Complex Master Plan Option
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3.8.1 Sports Club cum Hotel
To be designed & planned as a support activity to the Sports Club or as an independent activity could be
left to the discretion of the developer. The prime purpose of introducing Sports retail/ food court within the
entire planning matrix is to charge and activate the sporting areas during the non-sports event days which
tend to go passive otherwise. Also a revenue generation and support to the maintenance of the sports
infrastructure could be looked at, based on the financial feasibility of the project. Chess club, Snooker,
pool, Squash courts, Tennis etc. could easily become a part of the program and lead to indirect increase of
foot falls. As this part of Delhi does not have too many hotel or club facilities, the programme for the sports
club has been designed with beauty salon, gymnasium, spa facilities. 20 rooms have also been provided.
Due to the proximity of many government offices in the premises, it is expected that these rooms will get
good occupancy and tariff throughout the year.
Table 18: Sports club cum hotel
Sports Club cum Hotel
S.NO. Functions Area / Unit (sqm) No of Units
Total Area
(sqm)
1 Reception Foyer 150 1 150
2 Administration back office 100 1 100
3 Convinio 200 1 200
4 Retail / Proshop (4 X 500) 50 4 200
5 Billiards's/ Snooker Room 100 2 200
6
Library
100 1
100
7 Bridge /chess Room 100 1 100
8
Bar & Lounge
250 1
250
9 Restaurant with Kitchen 350 1 350
10 Pastry/ coffee shop 150 1 150
11 Kid room extend playpen 50 1 50
12 Gaming alley 300 1 300
13 First Aid room 25 1 25
14 Beauty Salon 250 1 250
15 Gymnasium 750 1 750
16 Spa 250 1 250
17 Table Tennis 100 2 200
18 Badminton 200 2 400
19 Squash 100 4 400
20 Yoga centre/ Aerobics 200 2 400
21 Mini Theatre 150 1 150
22 Banquet Hall Small 250 2 500
23 Banquet Hall Medium 500 1 500
24 Conference halls 50 4 200
25 Toilets 75 4 300
26 Transit Rooms 35 20 700
Total Built-up area 7175
Super Built-up area 9328
3.8.2 Swimming pool
An Olympic size pool which can be used by professional athletes, come & play scheme as well as club
users on time sharing basis. With training facilities & coaches available, it can be a very big draw for adults
and children alike.
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3.8.3 Retail, Malls, Restaurant/ Sports Retail/ Food Court
The Retail zone would be designed as per the commercial viability of the project and anticipating the
recreational and entertainment need of the residents, the zone could also include a shopping plaza/
arcade, spa, salon, health and fitness equipment stores , and other recreation facilities which are sports
centric or relevant.
The retail sector could also could have a supermarket or hyper-mart, large grocery shops, shops selling
sports branded goods, consumer durable outlets, postal services, retail banks, fine dining restaurants or
popular food chains, Sports club, clinics, medical stores etc.
3.8.4 Government offices/ Semi government offices
Being centrally located, there already exist many government / semi government offices in and around IGS
Complex. Many government and semi government departments have been the area for decades and there
is demand for more. Similar Government department are expected to occupy the office sector with
substantial revenue generation.
3.8.5 Multi-level car park
A Multi-level car park is a successful business model and due to the presence of offices, a huge
requirement as well. The same will also be useful during public or sports related events in the complex.
3.8.6 Hotel
The stadium complex is envisaged as a hub of international sports events and also sports training. Apart
from local sports players and the elite athletes already training and staying in sports hostels, we anticipate
sports conferences and conventions taking place here apart from Sports performance and management
training. Players, coaches, sports officials, sports & fitness enthusiasts from across the country and world
are expected to travel here for recreational, matches and training purposes. To accommodate the same,
the component of Hotels, Hostels and Service apartments as components add more to the program than a
conventional housing set up. A mix of 3, 4 star or boutique hotel is proposed.
3.8.7 Support infrastructure
Apart from the allied infrastructure such as parking ECS accommodation, waste and water management,
this section lists out the other support infrastructure for the sports component.
To start with the road sections; the main road leading up to the stadium complex and the parking should
cater to the influx of spectators in their numbers calculated individually as vehicular and pedestrians. For
this the road sections should be in adherence to the National building codes and the local byelaws, should
be appropriately marked with signage and markings that should be clearly visible in the night and day. A
clear and appropriate designing of the wide pavements meant to cater to the large number of spectators
during the sporting events is a must should be adhered to. A clear division of service lines such as power,
storm water and sewer should be planned as per NBC and the local byelaws with appropriate provisions
for easy maintenance time to time.
Apart from the above, easy access for old and handicapped, benches, dustbins, ticket vending shelters
should be equally and appropriately distributed for a hassle free and smooth operations during any large
sporting event within the stadium complex.
The entire development is interspersed with large tracts of green spaces distinguished as green belts,
visual greens, and recreational greens. The zone is planned with amenities and utilities designed to
conform to internationally accepted standards, integrating latest technology, and addressing environmental
concerns to ensure quality sports facilities and quality of life.
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3.9 REGULATORY COMPLIANC ES
This section highlights the regulatory compliances required for the re-development of IGS Complex. This
includes details regarding the concerned regulatory bodies as well as the critical approvals that need to be
obtained for the successful implementation of the recommended project. The stadium is located close to
monuments of national importance (Ashoka Pillar, Raj Ghat) and Yamuna river bed. Therefore, before
undertaking the transaction phase, the Authority would be required to undertake statutory approvals from
Archaeological Survey of India and Yamuna River Development Authority wh ich may result in
implementation delays.
Table 19: Permissions required for clearances.
IGI Stakeholders & Permissions
North Delhi Municipal Corporation
South Delhi Municipal Corporation
Yamuna River Development Authority
National Monument Authority (A.S.I).
Delhi Urban Arts Commission
Sports Authority of India
Delhi Fire Services
Delhi Airport Authority Of India
Delhi Jal Board.
DISCOMS.
Department Of Forest.
DPCC.
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FINANCIAL
ANALYSIS
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4 FINANCIAL ANALYSIS
4.1 PROJECT STRUCTURE
A wide spectrum of models have emerged in development and management of infrastructure facilities
which enable private sector participation through guided risk sharing mechanism in providing efficient level
of services. As per World Bank report on models in PPP, the project structuring vary from short-term
simple management contracts (with or without investment requirements), long-term and very complex BOT
form, to divestiture. These models vary mainly by:
Ownership of capital assets
Responsibilities for investment
Assumption of risk and
Duration of contract
PPPs can help the government fast track infrastructure development and therefore it is imperative to create
favourable policies and guidelines in order to attract private investments for a sustainable development
goal. PPPs can be explored for creating infrastructure through Built – Operate Transfer (BOT) models by
contracting construction companies specializing in building multi-purpose centers and allowing professional
private sector entities to manage and control the existing sports infrastructure with the objective of building
commercial models and converting the same into revenue centers. Higher asset utilization and revenue
generation could in turn incentivize sports infrastructure creation.
Various states in India such as Gujarat and Rajasthan, have delineated the role of PPP in their sports
policy while other states such as Madhya Pradesh have already started development of sports cities via
the PPP mode. The sports policy of Haryana, a leading sporting state, defines in depth the need for
development of sports facilities when developing new commercial/ residential spaces. Keeping in mind the
need of developing places for development and promotion of sports. Such provisions can have a long term
impact on improving the sports culture in every state. Timely planning and development of sports
infrastructure seems to the current problem. PPP as an enabler in sports infrastructure has been further
discussed in Annexure A.6.
4.2 PROJECT DEVELOPMENT CONCEPT
Sustainable Sports Ecosystem – Only Sports, Nothing but Sports
The development concept for this project envisages that
the selected PPP concessionaire shall be given rights
wherein the responsibility of developing and
commercialization of the project facility shall be
undertaken. The overall objective is to provide and
improve the quality of service experienced by users with
potential revenue based developments at IGS Complex.
The project structure envisages participation of private
developer on DBFOT basis where the private operator
would have the flexibility to design, construct additional
sports facility and commercialization of the project
commercial space.
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BOX-4: Objectives of the Proposed Model
To upgrade current sports facilities and operate
and maintain the facilities for 30 years as per
specified performance standards.
Further additionally develop additional sporting
facilities and operate and maintain these facilities
for 30 years
Develop, operate and maintain commercial
areas as per applicable laws for [45 (30+15) - 60
(30+30) yrs.].
Sports SI facilities to be regulated by SI but
operated and maintained by private sector
Figure 11: DBFOT Model
Given the current investment climate in India, the project
structure has been widely used across various
infrastructure sector such as roads, power & transmission
and airports wherein it provides the developer the
opportunity by entering into financing agreements with
lenders and equity investors in the form of support during
the construction and operation phases.
The supporting revenue returns realized from commercial
development shall be well accepted by
developers/Investors. Hence it is recommended to adopt
a similar project structure for IGS Complex. The
consultant further analysed best international practices for
evaluating different project structures followed under PPP
to implement and manage such infrastructure facilities.
The best international practices are covered in Annexure
A.7.
4.3 RISK ALLOCATION
Contractual structure are influenced by a number of factors. If the fundamentals of a PPP transaction are
well thought through, particularly in relation to risk allocation, it is possible to finance and execute such
transactions that represent value despite current challenges in funding and execution.
Cost and time overruns will largely be driven by the type of contract used and by the experience and
competency of the contractor. It is important that the contractual structure protects the public sector from
the financial consequence of delays in the delivery of proposed infrastructure. The various risks associated
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with the different phases of the project life cycle and the mitigation strategies have been tabulated in table
32 below.
Table 20: Risk matrix
Risk description Risk mitigation
Project Development Phase
Delay in land acquisition The land parcels identified for commercial development in IGS Complex to be
provided by authority to the concessionaire as per agreed timelines.
Over runs
1. Cost
2. Time
1. Fixed cost contract with contractor with adequate predefined penalties
2. Fixed time contract with adequate pre-defined penalties
The risk lies with the Concessionaire
Delays in project development ► The Project contracts should provide for significant penalties for such delay
► SI may assist the developer in obtaining necessary consents and clearances
from governmental agencies.
Project Construction Phase
Funding risk
► Depending on the project development option, funding risk has to be borne
by the private developer. With SI providing some form of support, this risk is
mitigated to a very large extent.
Project completion risk
► Concession Agreement should address the issues related to
Concessionaire’s default in this case.
► Strict project monitoring by the Authority/Independent Consultant is required.
► Contracts for mandatory works may be structured as a fixed-price and fixed-
schedule contract, with stiff liquidated damages for non-compliance.
Performance guarantees may also be stipulated.
► Insurance package involving Contractors All Risk, and Third Party Liability
Latent defect risk
► The possibility of loss or damage arising from latent defects in the Facilities
included in the Project Assets is also a big risk.
► Wherever possible, the design and construction of the facilities required for a
Project must be performed or procured by the Concessionaire.
Design risk
The possibility that the Concessionaire’s designs may not achieve the required
output specifications.
► Output specifications to be detailed out in Concession Agreement.
► Design warranty.
► Patent and latent defect liability.
► Consultation with and review by Authority (but review must not lead to input
specifications by Institution).
► Independent Engineer appointment to resolve disputes.
Market, demand or volume risk
The possibility that the demand for commercial services generated by the Project
may be less than projected. Concessionaire needs to do his own due diligence
for the same and the risk will be borne by itself.
Project Operation Phase
Interest rate risk
These are factors affecting the availability and cost of funds. To mitigate this risk,
hedging instruments or fixed rate loans to be used.
Inflation risk
► The possibility that the actual inflation rate will exceed the projected inflation
rate.
► Risk to be borne by the Concessionaire.
Residual value risk
► The risk that the Project Assets at termination or expiry of the Agreement will
not be in the prescribed condition for hand back to the Authority.
► Obligation on Concessionaire to maintain and repair/upgrade the IGS
Complex facilities and such transfer parameters to be specified in the
Concession Agreement.
► Audit towards the end of Project Term.
4.4 KEY STAKEHOLDERS
As mentioned earlier, the proposed project structure clearly defines relationships between key project
stakeholders. The key stakeholders relevant to the project will be:
Sports India: Implementing authority, currently possess the project land
Private sector/developer: to be selected for the project development through competitive bidding
process
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Project SPV: company formed for development and commercialization of the project formed by
single entity or consortium (selected private partner)
For the purpose of this analysis, it is assumed that the selected private partner (and therefore the project
SPV) will act as a main developer, i.e. the SPV will engage in development of the entire facility i.e. sports
facility and commercial establishments. Since a PPP project always entails that the private entity is best
suited to undertake the project; hereafter mentioned are the roles and responsibilities between SI and the
developer.
Table 21: Responsibility matrix
No. Project Components SI Private Developer
1
Provide land ownership details and land free of all
encumbrances
√
2 Definition of the bidding procedure and bidding criteria √
3 Approve the overall design of the facility √
4
Monitor and reporting mechanism for evaluating
performance of concessionaire
√
4 Collection of revenues √
5 Bearing the construction and equipment cost √
6 Operation and maintenance of the entire facility √
7 Payment of Annual Revenue Share to SI √
4.5 METHOD OF FINANCIAL ANALYSIS
The financial analysis has been carried out by most widely used Discounted Cash Flow (DCF) method on
the above proposed project structure for assessing the value for money analysis. DCF is a valuation
method used to estimate the attractiveness of an investment opportunity and used future free cash flow
projections and discounts them. The analysis uses a required annual rate, to arrive at present value
estimates. A present value estimate is then used to evaluate the potential for investment. If the value
arrived at through DCF analysis is higher than the current cost of the investment, the opportunity may be a
good one.
Accordingly, financial analysis has been carried out to arrive at range of realizable premium after factoring
in the project cost and other applicable terms of the project. The principle followed in assessing the
premium/ amount to be realized to SI is how much selected developer would be required from the project
after meeting all capital and operating expenses including debt service cost and after retaining an equity
return of approximately 18% from the project.
The financial analysis has been undertaken for proposed development plan options of 40 FAR and 400
FAR as discussed in Section 3: Development options.
4.6 AREA STATEMENT
In order to suggest a suitable product mix, it has been kept in mind that the revenue potential for the
development should be maximum. On the basis of Master Plan for Delhi 2021, the following area
statement has been considered for analysis.
Table 22: IGS Complex Area Statement & Ground Coverage
Indira Gandhi Stadium - Area Table
Description Area (Sq M) Acre Hectare
Total Site Area 445,170 110.00 44.52
Total Built up area allowed 178,068
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FAR 40
Total Ground Coverage (20 % allowed) 89,034 22.00 8.90
Indira Gandhi Stadium - Built up Area
S.No Existing Functions
Total Built up
(Sq M)
Ground
Coverage
(SqM)
1 Main Stadium (Gymnastics) 49500 18800
2 Velodrome Stadium 23000 16000
3 Wrestling Stadium 23000 12000
4 Hostels 10700 3500
Total 106200 50300
Balance Areas
Description Area (Sq M) Acre Hectare
Remaining Built up Area 71,868 17.76 7.19
Remaining Ground Coverage 38,734 9.57 3.87
Allowable Commercial built up (5%) 8,903
4.7 KEY COST ASSUMPTIONS
The financial analysis is based on set of assumptions and inputs from our analysis. These set of
assumptions are based on the secondary researches, industry benchmarks and EY’s experience of sector
knowledge. These sets of assumptions & inputs are given below:
4.7.1 Concession period
The concession period considered is 45 years for commercial development and 30 years for stadium’s
operation and maintenance which is inclusive of 24 months of construction period.
4.7.2 Cost inputs
The construction cost has been assumed on the basis of discussion and inputs as per the prevailing
market condition. Annual escalation rate is based on last ten years long term WPI index as published by
GOI.
The below table summarizes cost estimates at 40 FAR.
Table 23: Cost inputs at 40 FAR
Product Mix at 40 FAR and Cost Inputs
S.No Programme Built up (SqM) Percentage Cost (Rs.Cr)
1 Existing Infrastructure Sports 46,800.00 65% 34
2 Sports Club with 20 rooms 9,328.00 13% 27
3
Retail (Government / semi government
Office + Food joints)
8,400.00 11.69% 20
4 3 Star Hotel 7,340.00 10% 55
Total 71,868.00 100% 136
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4.7.3 Project Phasing
The project construction phasing schedule is given below:
Table 24: Project phasing
No. Phasing (in Years) 2020 2021 2022 2023 2024
1 Phasing of area leased 0% 0% 0% 50% 50%
2 Construction 50% 50% 0% 0% 0%
3 Other areas 0% 60% 40% 0% 0%
4 Phasing of revenue from membership 0% 0% 30% 30% 40%
4.7.4 Financial Cost Assumptions
Major financing assumptions including debt-equity ratio, cost of debt and equity etc. are considered on the
basis of other infrastructure development sectors like roads, ports, railways as well as inputs from financial
institutions such World Bank during consultation for financial appraisal of similar projects.
Table 25: Financial cost assumptions
Terms of Debt
1 Interest Rate (per annum) 10%
2 Principal Moratorium (yrs.) 2
3 Repayment period 10
Equity
1 Cost of Equity 18%
2 Debt to Equity Ratio 65:35
3 Weighted Average Cost of Capital (WACC) 10.5%
Taxation
1 Income Tax Rate 34.90%
2 MAT Rate 21.30%
3 Carry forward of losses (yrs.) 8
4 Carry forward of MAT (yrs.) 15
4.7.5 Operation and Maintenance Cost Assumptions
Considering long term concession period, it has been assumed that developer would be able to enter into
arrangement with end users on long term lease/ sale basis of retail asset class. Therefore Operation &
Maintenance (O&M) expenses have not been considered for the same. Major components of O&M cost
estimates considering first year of operations are illustrated in the table below:
Table 26: Operation and maintenance cost assumptions
6
No. Assumptions Remarks
1 O&M for stadium operations 14.2cr
2 Marketing and brokerage 5% of commercial lease revenue
3 Fixed O&M expenses for sports club and commercial 10% of capex on sport club and commercial)
4 Variable and escalation factor 5% of Total revenue
O&M for stadium operations
No. Heads Cost (Rs. Cr.)
1 Civil Maintenance 0.6
2 Electrical Maintenance 3.2
3 Horticulture Maintenance 0.5
4 security 2.6
5 House Keeping 1.0
6 Electricity charges 6.0
7 Water charges and misc. expenses 0.3
Total 14.2
6
Information from Sports India and EY Analysis
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4.8 REVENUE ASSUMPTIONS
The proposed development options involves exploring various opportunities which complement in the
revenue generation. Such development formats may include commercial, office space, retail space, hotels
and residential including service apartments.
Table 27: Revenue Assumptions
7
No. Parameter Unit Value
Revenue form clubhouse
1 Lifetime Member Capacity # 5,000
2 Lifetime Membership Fee INR 4,00,000
Revenue from Lifetime Membership
3 Annual Member Capacity # 1,000
4 Monthly Membership fees INR 10,000
Revenue from commercial space leasing
5 BUA for commercial block Sq. ft. 2,69,829
6 Average Lease rate INR/Sq.ft./month 180
7 Average occupancy in 1
st
year % 35
8 Annual increase in occupancy % 5
Revenue from Nonsporting events
9 No. of event days available with operator # 45
10 No. of non-sporting event days # 45
11 Avg. Facility rent charges INR per day 4,00,000
Revenue from Sporting events
12 No. of event days available with operator # 30
13 No. of sporting event days # 30
14 Avg. Facility rent charges INR per day 2,00,000
15 Swimming pool: number of monthly walk-ins Nos. min 100
16 Average monthly swimming charge INR per month per user 1,500
17 Tennis no. of daily walk-ins # 25
18 Tennis fees INR per day 100
19
Other facilities(hockey, TT, Badminton etc.) walk-ins per
month
#
100
20 Other facility charges INR per month per user 100
21 Fitness centre walk-in per month # 200
22 Fitness Centre charges INR per month per user 1,200
23 Coaching footfall # 100
24 Coaching Charges INR per month per user 500
Revenue from parking
25 Parking bays # 200
26 Parking charges INR per day 45
27 Average occupancy in 1
st
year % 45
4.8.1 Project Revenues
Snapshot of the project revenues for development at 40 is elucidated in table below:
7
EY Analysis
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Figure 12: Revenue snapshot @ 40 FAR
4.8.2 Financing Structure
Table 28: Financing structure Assumptions
Particulars Units Value
Debt % 65.0 %
Equity % 35.0 %
Interest Rate % 10.0 %
Ke – cost of equity % 18.0 %
Loan Repayment Period Years 10
Moratorium Years 2
Loan Repayment Start Date 01-Apr-23
Loan Repayment End date 31-Mar-33
Weighted average cost of capital % 10.5%
4.8.3 Depreciation and Tax Rates
For the purpose of building the financial model we have assumed the tax and depreciation rates as
provided in the Income Tax Act and the Companies Act 2013.
4.8.4 Outputs
Key financial indicators have been summarized in the table below:
Table 29: Key financial indicators
Particulars Unit
@40 FAR
Value
Total project cost INR Cr 124
Annual revenues (stabilized operations) INR Cr 70
Equity IRR % 18%
Annual concession fee
(escalated by 5% year-on-year)
INR crore 0
Revenue share – bidding parameter
% of total revenues (from sports and non-
sports/ commercial)
32%
Concession period
c. For stadium
d. For commercial
years
c. 30 years
d. 45 years
-
1,000
2,000
3,000
4,000
5,000
6,000
Revenues in INR Cr.
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4.9 CONCLUSION
Jawaharlal Nehru Stadium is developed over a land parcel of 104 acres with a seating capacity of ~15,000
and abodes state of art facilities for the dedicated sport athletes of India. SI has sought guidance from NITI
Ayog to assess development activity at IGS Complex with an objective to improve and upgrade existing
sports infrastructure to world class standards and to assess the potential of developing other sports, allied
and supporting commercial activities at the stadium on Public Private Partnership (PPP) basis.
Based on preliminary assessment of the existing facilities at IGS Complex and proposed objective for
overall development of the stadium, two options were evaluated for undertaking financial viability:
40 FAR as per Master Plan Delhi – 2021
400 FAR as per Transit Oriented Development (TOD) policy
In case of IGS Complex, the nearest metro station, i.e. ITO metro station and Pragati Maidan metro station.
Since these stations are beyond 1 km radius of nearest transit facility, therefore, the TOD norm of Intense
& standard TOD zone shall not apply.
The presence of ASI protected Firoz Shah Kotla monument within the 100 + 200 M buffer zone greatly
affects the applicability of TOD polices on to the complex. The Yamuna River development Authority also
restricts construction in the area as it is low lying and prone to flooding. The 2 permissions along with the
distance from the metro station make the applicability of 40 FAR more feasible.
Based on the above conceptual development option of 40 FAR, financial analysis was carried out by the
consultant providing following results:
the total area available in case of 40 is 71,868 Sq.M respectively
the total project cost is INR ~ 124 Cr for 40 FAR
the revenue share for 40 FAR is 32% respectively
The total base EPC cost as per current prices is estimated to be INR 102 crores (in vase of 40 FAR as per
MPD-2021) which includes cost towards, sports club with 20 rooms, office space, 3 star hotel, sports
university and development of area for commercial exploitation. Such commercial area shall be restricted
to sports related activities only and may include, sports shops, retails units, food joints or any other allied
activities.
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ANNEXURES
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ANNEXURE A1 – INSTITUTIONAL FRAMEWORK OF SI
Sports ecosystem in India comprises of four types of stakeholders (government bodies, private entities,
autonomous bodies, public private partnerships) across eight major segments. These stakeholders form
the basis of sports industry in India and are involved in various activities spread over from governance of
events of sports activities. Major stakeholders are:
Ministry of Youth Affairs of Sports (MYAS) - The Ministry of Youth Affairs and Sports acts as the
apex government body for sports in India. It is primarily responsible for formulation of sports
development programmes, development of sports infrastructure in the country.
Sports India (SI) – SI is responsible to implement the objectives laid out by the MYAS. It releases
funds sanctioned by MYAS to NSFs and manage sports training and institution centers.
Indian Olympic Association (IOA) – it is the representative of International Olympic Association.
It is an autonomous body that enforces the Olympic charter over NSFs of Olympic Sports. It also
organizes the National game sand liaises with Government for financial assistance.
National Sports Federations (NSFs) – these are autonomous bodies responsible for promoting
their respective sports and organizing tournaments. These organizations are assisted by state and
district sports associations to meet the required goals and objectives. NSFs play at pivotal role in
developing a sport with their close association with base level authorities that promotes a sports
right from school and village levels up to the national level. The below figure illustrates sports
ecosystem along with roles and responsibilities of stakeholders.
In order to promote sports centric activities in India, the GoI has undertaken key initiatives for use by
public. The below table illustrates schemes currently being undertaken by SI to promote sports in India.
Scheme Objective Age Group No. of center
NSTC To scout sports talent by adopting schools 8 – 14 24 adopted schools and 32
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Scheme Objective Age Group No. of center
having good sports infrastructure and record
of sports performances
Akhara with 1,060 trainees
(805 boys, 255 girls)
STC
To establish SI training centers at the state
level; support state governments providing
training infrastructure with SI sponsored
boarding, lodging, scientific training and
equipment support
12 – 18
56 centers, 5,394 trainees
(3,807 boys, 1,587 girls)
SAG
To build SI sponsored sports infrastructure for
training
12 – 18
19 centers, 1,676 trainees (961
boys, 715 girls)
ABSC
Collaboration with Indian Army to leverage
sports infrastructure
8 – 16
18 center, 1,049 trainees (all
boys)
Extension Centers
of STC/ SAG
Schemes
Develop schools and colleges having
adequate infrastructure
12 – 18
70 centers, 1183 trainees (775
boys, 408 girls)
Center of Excellence
(COE)
Providing advanced training to elite athletes 12 – 25
15 centers, 556 trainees (288
boys, 268 girls)
Come and Play
Scheme
Optimize utilization of SI sports facilities,
scout talent and provide training under SI
coaches
8 – 17 53 centers, 18,195 trainees
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ANNEXURE A2 – STAKEHOLDER INTERACT ION
Key findings of the survey at IGS Complex is illustrated in the following section.
1. User frequency
Most of the users present during the survey were registered
users under the come and play scheme, who seek training
for specific sports. On account of summer holidays the
number of come and play users present at the stadium was
estimated to be over 600 during the evening hours. The
above figure depicts the user frequency at IGS Complex.
Most of the users of the sports facility come daily. The
second highest category is of the users who come once a
week.
2. Gender and age profile
The Figure depicts the gender profile at IGS
Complex. Due to higher male population and
patriarchal view of our society the percentage
of females participating in sport activities is
low. The major proportion of the user group fall
in the age category of “up to 20 years”. People
in this category are mix of come and play users
and elite athletes.
3. Mode of transport
Majority of the people use public transport (75%) to reach
IGS Complex primarily on account of dedicated bus and
metro stations located in the vicinity have played an
important role in facilitating public transport at IGS
Complex.
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ANNEXURE A3 – COMPETITIVE SPORTS FACILITY
Yamuna Sports Complex
The stadium houses a table tennis venue with a
capacity of 4,297. It has two show court tables, eight
match tables and 10 warm-up tables, a archery
venue with a capacity of 1500 and also parking
facility for 500 cars. The nearest metro station to the
sports complex is Karkardooma Metro station with a
distance of about 2 km. Yamuna sports complex has
state of the art Gymnasium facilities, clay & synthetic
tennis courts and cricket ground. It also has
AstroTurf hockey ground facility.
Facilities available: Tennis, Synthetic Tennis
Courts(2), Clay-5, Cement-3, Tennis Practice Wall,
Table Tennis, Badminton, Fitness Centre, Ladies
Gym. Carrom, Chess, Billiards / Snooker / Pool, Basket Ball, Volley Ball, Gymnastics Hall, Skating,
Aerobics, Taekwondo, Jogging Track, Artifical Climbing Wall, Cricket, Cricket Practice Pitches, Football,
Hockey, Squash, including one glass back wall court, Olympic size Swimming Pool, Toddlers Pool, Sports
Shop & Snack Bar.
Users: The stadium is mainly abode to pay and play users, but apart from that it also hosted Archery at the
2010 Commonwealth Games as well as Lawn bowls.
CWG Village Sports Complex
Commonwealth Games Village Sports Complex is an
ancillary of Common Wealth Games Village that was
envisioned to provide word class infrastructure for the
prestigious event. It has residential zone, International
Zone, Training area, Dining area and an operational
zone.The closest metro station to CWG village is
Akshardam.
Facilities Available: Aerobics, Badminton,
Billiards/Snooker, Cricket, Dance, Fitnes s
Centre/Multigym, Football, Jogging Track, Snack bar,
swimming, table Tennis, Taekwondo, Yoga
Users: CWG Village Sport Complex offers facilities to general public under pay and Play scheme was
created to host CWG 2010
.
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ANNEXURE A4 – RETAIL MARKET IN VICINITY
CONNAUGHT PLACE
Designed as two concentric circles creating three circular
walk rounds, Connaught Place has great historical
significance and remains a key landmark and commercial
destination in Lutyen’s Delhi. Whilst it traditionally remains
known for being the center of big corporate houses, CP has
reemerged as a powerhouse center for retail, entertainment
and as an F&B destination in central Delhi. As there is no
scope for malls near Connaught Place, not much can take
away from the sheen of this unmatched retail zone in the
near future. Its retail offerings include an eclectic mix of
categories such as watch boutiques, apparels, cafes, fine
dining, restaurants and art stores.
CHANDNI CHOWK
Chandni Chowk is one of the oldest and busiest markets
located in central north Delhi. It is believed to be the largest
wholesale market in Asia. Chandni Chowk is divided into a
number of smaller markets, each of which is known for
selling a particular commodity. This adds to the peculiar
charm of the market and adds to the convenience of
shopping in this market. Besides shopping, Chandni Chowk
also offers traditional Indian food.
SHAHDARA MARKET
Shahdara consists of two markets namely “Bada Bazaar”
and “Chotta Bazar”. The ‘Chhota Bazaar’ which means
‘Small Market’ attracts a number of tourists and visitors for
being the second oldest market place in the Capital City
dating back to the 16th Century AD after ‘Chandni Chowk’.
This market place is very famous for its street food.
Adjacent to Chhota Bazaar is the ‘Bada Bazaar’ or ‘Big
Market’ that is mostly famous for its abundance in groceries,
vegetables and fruits. One of the oldest Colonies in
Shahdara is Bholanath Nagar known for its affordable
wooden furniture and accessories
LAXMI NAGAR MARKET
Laxmi Nagar market is a small market which mostly caters
to the residents of Laxmi Nagar, Preet Vihar and Geeta
Colony. It consists of grocery shops, convenience stores
and a mix between retail showrooms and local retail stores.
Laxmi Nagar market is also famous for its street food. The
market is a usual spot for various accountancy students due
to the coaching centres present in Laxmi Nagar.
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ANNEXURE A5 – TRANSIT ORIENTED DEVELOPMENT
As per the National Transit oriented development policy, TOD needs to integrate land use and transport
planning and aims to develop planned sustainable urban growth centres, having walk able and liveable
communes with high density mixed land-use. Citizens have access to open green and public spaces and at
the same time transit facilities are efficiently utilized.
It focuses on creation of high density mixed land use development in the influence zone of transit stations,
i.e. within the walking distance of (500-800 m) transit station or along the corridor in case the station
spacing is about 1km and advocates pedestrian trips to access various facilities such as shopping,
entertainment and work.
It also increases the accessibility of the transit stations by creating pedestrian and Non-Motorized
Transport (NMT) friendly infrastructure that benefits large number of people, thereby increasing the
ridership of the transit facility and improving the economic and financial viability of the system. Since the
transit corridor has mixed land-use, where the transit stations are either origin (housing) or destination
(work), the corridor experiencing peak hour traffic in both directions would optimize the use of the transit
system
i) About 500 m. wide belt on both sides of Centre
line of the existing and planned/approved MRTS
Corridors is designated as Influence Zone which
has been identified in the respective Zonal
Development Plans, along with stations. The
same will be updated by DDA from time to time.
ii) Entire approved plan of a TOD integrated
scheme will be included in the zone if more that
50% of the plan area falls inside the influence
zone. The TOD integrated scheme to be
submitted by DE will be of the area under his
ownership/ entitlement and not of the adjoining
area
55%
30%
5%
10%
Indicative Mix of Use within TOD
Flexible Mix Residential Use
Commercial useCommunity use
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TOD IN THE CONTEXT OF DELHI
Delhi’s recent investments in Public Transport Systems which include a world class Metro System and a
planned BRT Network, Delhi has been unable to deliver efficient, comfortable and affordable mobility
options to its citizens. The current lack of connectivity, subsidized parking options as well as a lack of
safety for walkers, cyclists and women in the city has resulted in ever increasing number of private vehicles
in the city. Total vehicular emissions contribute to 70% of the air pollution in Delhi multiple respiratory
ailments and deaths. The objective of TOD is to restructure and redefine how a city works, lives and finds
means of recreation.
TOD Zones of Influence
Zone 1 : Intense Zone Zone 2: Standard TOD Zone Zone 3: TOD Transition Zone
300 M influence zone of all
MRTS Stations
800m* (10-min walking)
influence zone of all MRTS
Stations.
•2000m** (10-minute cycling distance)
influence zone of all MRTS Stations.
• 300 M influence zone of BRT corridors.
• 800m* (10-min walking)
influence zone of Regional
Interchange Station (i.e. Rail
-MRTS, or two MRTS lines.)
• Zones within Intense or Standard TOD
Zones which are not permitted for
redevelopment but need enhancements
in public realm and network connectivity.
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TOD ZONE OF INFLUENCE
The development in TOD is categorized under 3 Zones namely intense, standard and transition zones
within 300 M, 800 M and 2000 Meter radius from the Metro Stations
case of JLN stadium, Jangpura stadium open to the East Gate of the stadium and more than 50 % of the
area falls under the 500 Meter radius from the Metro station. From the JLN Metro station on the same
Violet line, the Zone of influence covers more than 50 % of the complex area under the 800 Meter radius
zone. Since there are no protected monuments amongst the 52 A.S.I enlisted monuments in the vicinity of
the stadium complex, full utilization of TOD norms should be applicable to JLN Stadium Complex. The
TOD policy in Delhi is under review presently and is presently being scrutinized on project basis as well.
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BENCHMARKING AND ANALYZING BEST PRACTICE
Sports stadiums and infrastructure remains the pride of the nation and become the much needed symbol of
constructive young India. These stadiums not only provide match playing venues but also becomes centers
of training and excellence in sports. Already with the training programme and come and play schemes,
most of the Sports India Stadiums extensively support sports in the country. Being the kind of large
infrastructure needed to host international events, maintaining these stadiums/ venues after the events are
over or in between events remains a challenge across the world. We have studied best practices in
stadiums Vis-a –Vis Olympic & world cup requirements to host a match. For Olympic venues, Athletics and
football stadiums have been studied. World cup venues for football, the redevelopment plans after the
events, the viability plans for maintaining sports with an added product mix and stadiums fallen to disrepair
& disuse due to lack of foresight across many venues have all been studied to understand the life cycle of
a stadium, the international match holding capability and the much needed sustainability of the project via
supporting functions.
The existing stadiums in Delhi NCR have also been studied with their facilities to understand in case of a
major international sports event, how JLN stadium could be placed.
A list of major sports international events which could be held in the stadium have also been identified
along with their requirements.
In case of 400 FAR, the areas under the stands which have been identified for sports retail can also be
completely left vacant for international matches and set up as the built up area available is sufficient to
accommodate the component of retail and sports related commercial.
Major sports disciplines and facilities have been identified which can be upgraded to bring sports training
courts like the Basketball, badminton, Table Tennis, Handball etc. can be played under international match
playing conditions.
Table below is a snapshot of the stadiums in Delhi-NCR and their capacities.
Stadiums in National Capital Region
S. No Name Location Capacity Owner Discipline Event
1
Jawaharlal
Nehru Sports
Complex
Delhi 60,000 SAI
Athletics/ Football/
Weightlifting.
Common Wealth games
2
Indira Gandhi
Sports
Complex
Delhi 14,348 SAI
Cycling, gymnastics,
Wrestling.
Common Wealth games
3
Thyagraj
Sports
Complex
Delhi 4,494
Govt of
NCT
Netball Common Wealth games
4
Talkatora
Sports
Complex
Delhi 3,035 NDMC Boxing Common Wealth games
5
R.K. Khanna
Tennis
Stadium
Delhi 5,015 DLTA Tennis
Common Wealth games,
Fed Cup, Davis cup,
Indian open
6
Ambedkar
Stadium
Delhi 35,000 MCD Football
Nehru Cup, FIFA World
cup Qualifier
7
Netaji Subhash
Sports
Complex
Delhi DDA
Tennis, Badminton,
Table Tennis,
Billiards / Snooker /
Pool, Basket Ball,
Cricket, Football,
Squash
Training
8 Shivaji Stadium Delhi 7,000 NDMC Hockey
Common Wealth games
Practice venue
9
Nawab Mansur
Ali Khan
Delhi
Jamia
University
Badminton/
Basketball/ Table
Training
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Stadiums in National Capital Region
S. No Name Location Capacity Owner Discipline Event
Pataudi Sports
Complex
Tennis
10
Yamuna Sports
Complex
Delhi 4,297 DDA
Archery, Table
Tennis
Common Wealth games
11
Jawaharlal
Nehru
University
Stadium
Delhi 2,500 JNU
Cricket, Football,
Hockey
Training
12
Karnail Singh
Stadium
Delhi 5,000 Railways
Athletics/ Football/
Cricket/ Hockey/
Badminton.
National Kabaddi
Championship, National
Weightlifting
Championship, Women’s
Cricket world cup, ODI
cricket match
13
Siri Fort
Swimming Pool
Delhi
DDA Swimming' Training
14
CWG Village
Sports
Complex
Delhi DDA
Aerobics/ Badminton/
Billiards / Snooker/
Football/ Swimming/
Table Tennis/
Taekwondo/ Yoga
Commonwealth Games
Training Centre
15
Surjit Singh
Badminton
Academy
Delhi 200 Badminton Training
16
Siri Fort Sports
Complex
Delhi 5,000 DDA Squash, Badminton
Common Wealth games,
Thomas cup
17
Central
Reserve Police
Force (CRPF)
Shooting
Range
Khardarpur 345 CRPF Shooting Common Wealth games
18
Dr. S.P.
Mukherjee
Swimming
Stadium
Delhi 5,178 SAI
Swimming, Diving,
Water polo
Common Wealth games
19
Dr. Karni Singh
Shooting
Range
Delhi 2,000 SAI Shooting Common Wealth games
20
Major Dhyan
Chand National
Stadium
Delhi 19,118 SAI Hockey Common Wealth games
21
Delhi
University
Stadium
Delhi 10,132 Rugby Seven Common Wealth games
Table below is a description of international best practices in terms of sports viability.
Brief List of Sports Cities & sports supporting infrastructure
Sr. No. Name and
Location
Sports Infrastructure Sports/ Non-Sports/ Real Estate Components
Sports Components Capacity
1 Singapore
Sports Hub
National Stadium 55,000 Sports Retail
Sports Museum Indoor Aquatic Centre 6,000
Multipurpose Arena 3,000
Water Sports Centre Temporary
Seating
Indoor Stadium 12,000
2 Dubai Sports
City
Multipurpose Sports
Stadiums (Cricket,
Athletics, Football)
60,000 Residential
18Hole Golf Course Malls/Retail
Offices
Clubs
Retail
Commercial Office Towers
Schools
Cricket Stadium 25,000
Indoor Arena 10,000
Hockey Stadium 5,000
Sports Academies and
Excellence centres
-
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Sports Clinic - Other Public Amenities and Utilities
3 Tunis Sports
City
Football/Athletic
Stadium
10,000 Residential
Hotel
Spa
Clubs
Retail
Commercial Office Towers
Schools
Other Public Amenities and Utilities
Aquatic Stadium 4,000
Indoor Stadium 5,000
18 Hole Golf Course -
Sports Academies -
Sports Clinic -
4 Barra Olympic
Park, Rio
Carioca Arena 1
(basketball, wheelchair
basketball and
wheelchair rugby)
16,000 After the conclusion of the games, the site
was intended to be repurposed to become
the Olympic Training Centre, a sports training
facility operated by the Brazilian Ministry of
Sports however due to poor foresight and
planning the site now remains unused and in
a state of disrepair.
The open tennis courts have recently been
opened to the public and is making steps in
making the park more accessible to the
public.
Carioca Arena 2
(wrestling, judo and
boccia)
10,000
Carioca Arena 3
(fencing, taekwondo,
Paralympic judo and
Paralympic fencing)
10,000
Future Arena
(handball and goalball)
12,000
Maria Lenk Aquatics
Center (diving,
synchronised
swimming, water polo)
5,000
Olympic Aquatics
Stadium (swimming,
water polo play-offs
and Paralympic
swimming)
15,000
Olympic Tennis Centre
(tennis, wheelchair
tennis and football 5-a-
side)
10,000
Rio Olympic Arena
(gymnastics and
wheelchair basketball)
12,000
Rio Olympic
Velodrome (track
cycling)
5,000
5 Queen
Elizabeth
Olympic Park,
London
Olympic Stadium, 80,000 The Olympic Stadium has been transformed
in to the London Stadium and is currently
being used by West Ham Football Club and
as such is a profitable venture.
Olympicopolis: A 75,000-sq.m residential
development.
Creation of a new design school for
University College London.
A campus for the London College of Fashion.
Smithsonian museums
A 600-seat theatre for Sadler's Wells
London Aquatics
Centre
17,500
Lee Valley VeloPark 6,000
The Copper Box 7,500
Basketball Arena 12,000
The O2 Arena (North
Greenwich Arena)
20,000
The Ricoh Arena (City
of Coventry Stadium)
32,600
Elton manor 10,500
Riverbank Arena 16,000
Water Polo Arena 5,000
6 Wembley Park Wembley Stadium 90,000 4,000 new high quality homes of
different sizes for a mix of tenures
A new 7-acre park,1.5m sq. ft. of
commercial space, including new offices
and high street shopping
Hotels, Student accommodation
Primary school and nursery
Meeting places ,3,400 public car parking
spaces
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7 Olympic
Green, Beijing
Beijing National
Stadium
91,000 Pop concert venue
Public pool
Soccer
Luxury apartments
Retail
Beijing National Indoor
Stadium
19,000
Beijing National
Aquatic Center
17,000
Olympic Green Tennis
Center
32,400
Olympic Green
Archery Field
5,000
Olympic Green
Convention Center
5,695
Olympic Green
Hockey Field
17,000
Sr. No. Name and
Location
Sports Infrastructure Sports/ Non-Sports/ Real Estate Components
Sports Components Capacity
8 Khalifa
International
Stadium
Khalifa International
Stadium
40,000 High end Malls
Hotels
Aquatics centre
Indoor hall
9 Al Wakhra
Sports
Complex
Al Wakhra Stadium 40,000 Restaurants
Offices
Retail
High End housing
Aquatic Centre
Multipurpose hall
10 Optus Stadium
Complex,
Perth
Optus Stadium 70,000 The stadium is serviced by over 50 food and
beverage outlets.
Premium facilities available on event and
non-event days for conferences, functions
and meetings.
11 Amsterdam
Area Complex,
Amsterdam
Amsterdam Arena 54,033 IMAX Multiplex
Nightclubs
Sports Retail (Decathlon, etc.)
Kiosks
15+ Eateries, Fine dine restaurants, Pubs,
etc.
Malls
Hotels
Functions both as a stadium and
entertainment venue.
12 Old Trafford Old Trafford Football
Ground
75,000 Stadium Tours
Pubs/Bars
Sports Retail(Manchester United
Megastore, Adidas)
Kiosks(Temporary)
15+ Eateries, Fine dine restaurants, Pubs,
etc.
Conference Halls
Exhibition Pavilions
Banquets Halls
Functions both as a stadium and
entertainment venue.
13 Athens
Olympic Sports
Complex
Spyros Louis Athens
Olympic Stadium
72,000 Home pitch for AEK F.C., Greek national football
team
Nikos Galis Olympic
Indoor Hall
19,250 Home court for Panathinaikos B.C., Greek
National Basketball Team
Athens Olympic
Aquatic Centre
11,500 Large areas of the site remains in a state of ruin
and disregard however a there are plans to
develop this plot with Homes, Malls, Hotels and
Parks.
Athens Olympic
Tennis Centre (The
Main Court)
8,600
Athens Olympic
Velodrome
5,250
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SPORTS ACADEMIES & SPORTS UNIVERSITY
Studying some of the top sports Academies and Sports Universities across the world, a career in Sports
Journalism, coaching, sports medicine, sports Sciences, Research in the same field, nutrition, bio
mechanics, performance analysis etc. lacks in the country on a holistic level. Also to be included in the
University curriculum is a basic graduation/post-graduation course with highest applicable sports Quota in
the country.
A compilation of top sports courses and Universities across the world and India is compiled below. Such a
program not just brings in revenues but also provides the much needed base resource for training
coaches, indigenous research, performance management, nutrition rehabilitation etc. both as career
options in sports as well as trained skillset in the sports sector of India.
Loughborough University
School of sports , Science and Health Science
Courses Description
Bachelors
sports, exercise and health sciences
sport coaching and physical education
sports management
Foundation courses
for athletes sport science, statistical mathematics, applicable mathematics, geography,
chemistry, Psychology with sociology, materials with engineering science, biology, business
Master Courses
Exercise As Medicine
Exercise Physiology
Sports And Exercise Psychology
Musculoskeletal Sport Science And Health
Sport Biomechanics
Sport And Exercise Nutrition
Sports Management
Research
Dietary modification of gut function and role in human metabolic disease
Extreme heat policies in sport
Impart performance of sports balls
Mechanics of advanced materials
Sport events and health promotion
Understanding links between coach leadership and coach athlete relationship
Stunning, short stature and cardiovascular health
Mechanics of biochemical
Motivation and health behaviours
School of Sports Business
Masters
Sport business
Sport business and leadership
Sport digital and media technology
Sport business and innovation
Sport marketing
Deutsche Sportochshule Koln (German sport university, cologne)
Courses
Bachelors sports management and communication
6 months
sports journalism
sport and health in prevention and therapy
physical education
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Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
Page | 54
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Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
Page | 55
ANNEXURE A6 – PPP AS AN ENABLER IN SPORTS
INFRASTRUCTURE
SPORTS INFRASTRUCTURE CREATION
While evaluating proposal for redevelopment, improvement or expansion of any existing sports facility
through PPP, it is imperative to understand the dynamic stakeholders involved and define a vision for
undertaking such development. The process of proposing even small changes in the operations of any
existing sports structure shall be backed up by defined purpose and need of such change. Moving forward
promoting sports does not essentially mean developing more infrastructure, such vision would result in
adding up of inventories of sports stadiums. Without analyzing the requirement and identifying the users for
such infrastructure facilities, the problem of sufficient utilization for existing purposes shall remain
unanswered. Therefore, the concept of development of sports facility should enable the objective of
determining the operational efficiency of current facilities and upgrading the existing stadiums with
advanced and sustainable solutions.
Establishing a vision for redevelopment of any existing sports infrastructure shall typically address three
key questions.
WHAT DO WE WANT?
This question deals with understanding the preliminary thoughts and ideas that lead to emergence of this
project concept. The thoughts at this stage are more focused towards building a “dream project” and
analyzing the international best practices to be brought into the current scenario. The stage brings in an
idealistic scenario which possible options. However it is important to study the operative environment by
adding realistic approach to the thought process, which leads us to our next question.
WHAT DO WE NEED?
It is important to align our thought process of an “ideal stadium” with the current environment in which the
stadium operates. Development of a stadium or expanding the scope of an existing facility is related to
many factors like regulatory policies, political stability, market dynamics, usage patterns and many others.
Thinking of creating infrastructure in isolation or skipping any such factor may lead to ambiguity in
successful results.
WHAT CAN WE AFFORD?
The final question relates to the extent we would want to explore the possible options. Every project faces
multiple constraints while structuring the options. These constraints could be financial, political,
fundamental, operational etc. in nature. Analysis of all the options considered at stage I, while creating our
idea of an ideal scenario should now be restricted to realistic and attainable options.
Addressing these questions will help us formularize a vision for this project and form a pragmatic approach
towards structuring of this report. The objective of this feasibility study is to outline the potential options for
increasing the utilization of this expansive and world-class infrastructure on a PPP mode. Methodology
proposed involves a combination of options including providing more facilities to the existing user groups
and/or targeting potential user groups for this facility.
Another purpose of entering into a PPP to maximizing both sustainable revenue, and ensuring access to
citizens at large. However. It is a predetermined condition for any options, to ensure that training and
coaching for sportspersons with potential to contend for medals at all levels shall continue unhindered. The
prime motive is to unify sports with non-sports activities and provide splendid experience to the
sportspersons and other user groups involved.
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SPORTS INFRASTRUCTURE IN INDIA
Sports in India is primarily a state and central government subject, and as huge portion of the sports
infrastructure is owned and managed by respective governments. Since the investments made by most
states in sports has been negligible, for most part, India has not succeeded in providing universal and
barrier free access to sports or creating a sports culture. Another major reason is related to low level role of
private sector involvement in sports development in India except in cricket which have been majorly
concentrated on for-profit academies and CSR/ non-profit initiatives. Many federations are highly
dependent on government funding for carrying out their key objectives, such as organizing championships,
procuring equipment and training sportspersons. The current model of sports governance not only breeds
inefficiencies; issues around irregular activities have also been reported in the past.
The sports policy of most states is formed with the same objectives of `sports for all' and achieving
'excellence in sports'. However, the micro aspects under various categories contribute towards the diversity
in performance by different states. However, over the last few years, sports industry has witnessed a
transformation at the back of factors like growing sophistication in infrastructure needs, increased visibility
of competitive sports, emergence of sports as a business proposition and proactive efforts of India to host
numerous mega sporting events.
The launch of Khelo India initiative by the Government focusses on developing sports infrastructure,
encouraging a sporting culture through competitions and identifying and nurturing young talent. However,
there is a need for greater involvement of the private sector in sports infrastructure development in India
due to limitation of funds to develop and maintain the sports facilities as well as lack of technical and
management proficiency. There is a need for private funding, management, skills and subsidies to further
the national sports goals, as well as to develop a high potential and robust domain with immense
opportunities in the short and long term.
ROLE OF PRIVATE SECTOR IN SPORTS
PPPs can help the government fast track infrastructure development and therefore it is imperative to create
favorable policies and guidelines in order to attract private investments for a sustainable development goal.
PPPs can be explored for creating infrastructure through Built – Operate Transfer (BOT) models by
contracting construction companies specializing in building multi-purpose centers and allowing professional
private sector entities to manage and control the existing sports infrastructure with the objective of building
commercial models and converting the same into revenue centers. Higher asset utilization and revenue
generation could in turn incentivize sports infrastructure creation.
In developed economies, stadiums have been designed as multi-functional facilities which are capable of
hosting various sporting events, concerts and other types of entertainment as well. Such development
have resulted not only in effective utilization of facility, but also act as a catalyst for urban growth in the
region.
Various states in India such as Gujarat and Rajasthan, have delineated the role of PPP in their sports
policy while other states such as Madhya Pradesh have already started development of sports cities via
the PPP mode. The sports policy of Haryana, a leading sporting state, defines in depth the need for
development of sports facilities when developing new commercial/residential spaces.
8
Keeping in mind the
need of developing places for development and promotion of sports. Such provisions can have a long term
impact on improving the sports culture in every state. Timely planning and development of sports
infrastructure seems to the current problem.
Favorable PPP policy and direction/incentive for PPP in sports from the central government: The Union
Budget 2016 focused on reviving PPP for infrastructure creation through action for ensuring improved
8 Development of Sports & Sports Infrastructure: A Roadmap – Assocham - Yes Bank, February 2014
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liquidity, easier credit rating mechanism, and boosting (Real Estate Investment Trusts (REITs) and
Infrastructure Investment Trusts (InvITs), further easing fund flows. In addition, the central government may
develop guidelines for PPP in sports policy for states to adopt and make available case studies of
successful implementation of PPP by states in India. The center may incentivize states to adopt PPP to
spur infrastructure creation by using the same as a criteria for allotment of national games.
BENEFITS OF HAVING PPP STRUCTURE IN SPORTS:
Provides support and resources to achieving the ultimate aim of government
Reduces the initial capital investment for the government
Risk Sharing among different parties which are best equipped to handle it
Improved expertise and reduced operational cost
Increased revenue sources due to increased capabilities
Increased sustainability of the project
More focus on supporting efficient resource development
Offers a more holistic approach towards appropriate collaboration of sustained ‘Public Interest’ and
provides an attractive commercial option to Private Sector Developer for meeting the social needs of
today.
It is the viability of infrastructure that, to a large extent, affects the sustainability of the projects that can
bring about meaningful private participation. Sports development needs to be monitored by the Centre and
at the same time, the states should develop meaningful sports policies that critically address the ways and
means to overcome the gaps in sports infrastructure and promote sports development in all respects.
CASE STUDY:
Envisaging and defining the role of PPPs for sports infrastructure development in Andhra Pradesh
On account of Andhra Pradesh being selected to host the national games 2018-19, the State Government has
enhanced the budget for development of sports infrastructure. The Government of Andhra Pradesh expects to
make an allocation of almost INR1,000 crore for developing stadium in difference districts. The objective of using
PPP for sports infrastructure development stems from the flexibility it allows the government to focus entirely on
recruiting top physical education trainers and coaches to train youth in different sports activities while the private
players focus on the revenue aspect.
Source: Andhra Pradesh to allocate 1,000 crore for sports infrastructure, The Hindu
The State Government believes taking up the PPP mode would allow for the incorporation of a provision for setting
up shopping complexes and other infrastructure in the stadium. This would not only help in effective maintenance of
the stadium but would also make the stadium self-sufficient in terms of revenue. PPP initiative, private players
would be allowed to open these facilities for the citizens on payment of fees and the stadium can be put to use all
year round, driving sporting culture. Once built, the stadium could also double as a venue for business activities,
annual general meeting, school games, sports functions, regional games, music concerts, live performances, etc.
Source: Sports infrastructure to get a taste of PPP, Financial Express
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ANNEXURE A7 – INTERNATIONAL BEST PRACTICES
SINGAPORE SPORTS HUB
The Singapore Sports Hub is a state-of-
the-art, fully integrated sports,
entertainment and lifestyle hub that was
built in 2014 and hosts sporting and
entertainment events. The project cost of
the Sports Hub was c.S$1.8billion,
making it the largest sports PPP project
in the world. PPP agreement between
Sport Singapore and Sports Hub Pte Ltd
is responsible for the design,
construction, financing, operations and
maintenance of the Singapore Sports
Hub for concession length of 25 years.
The hub is created with a vision to host
various multi-purpose sports, become a
recreation and lifestyle location to attract
internationally renowned sports events and performances from all over the world.
In a typical PPP structure, the project company may engage a subcontractor to operate and maintain those
facilities to enable the procuring authority to carry out its business at the facilities. However, this project is
unusual as the project company is also charged with running the day to day activities at the facilities in a
way that complements the procuring authority broader objective of facilitating and encouraging sport in
Singapore.
Another unique element of the project relates to the fact that the project company not only receives a
monthly tariff in respect of the basic steady-state operation but is also incentivized to maximize the usage
of the facilities and ensure a vibrant calendar of events. These incentives come in the form of a sharing
mechanism with the authority in respect of third party revenues generated at the venues, whether through
ticket sales, venue hiring income, commercial rights income, car park charges or retail rental fees.
Key Learnings
Engaging multi-faceted participation of PPP Co. with global experience in operating and maintaining
the facility
Freedom to PPP for design of facility
Performance based revenue mechanism on construction and O&M activities
Defect liability and deduction on payment mechanism for non-performance on O&M works
Incentivize the PPP Co for maximizing the usage of the facility
Promoting participation in sports activities through marketing major marquee events
Exploiting commercial rights to maximize project revenue
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AMSTERDAM ARENA
In the case of Amsterdam ArenA, due to the significant investment costs and the willingness of the City of
Amsterdam to delegate operational tasks to other parties, a public-private partnership was structured. The
vision of the Amsterdam ArenA’s stakeholders was to create a venue capable of hosting world class
sporting and non-sporting events, open seven days a week and with the potential to become like a second
city center of Amsterdam. AFC Ajax the football Club invested only in football-related development (its core
business) as it is the main tenant and the most important user of the ArenA. The stadium was leased to
Ajax as an off-balance way of financing with zero cash transactions. Eight major private companies, the so
called “founders”, invested in the project in exchange for sponsorship and exclusive hospitality rights for a
ten year period. The commercial partners became the first choice suppliers of different goods and services
and they all received the rights to a private sky lounge. However, they do not have any stake in the stadium
ownership.
The owners of the Amsterdam ArenA are
exclusively the City of Amsterdam and Stadion
Amsterdam N.V., a public limited company.
Stadion Amsterdam N.V. rents the stadium to
another company called Stadion Amsterdam
C.V., a limited partnership fully in charge of the
operations.
The legal differentiation between the ownership
company and the operating company has been
structured in order to reduce the owners’
exposure to operating risks. Therefore, if
Stadion Amsterdam C.V. makes losses, the
owner is generally not affected. Daily operation
al decisions of the ArenA are entirely in the
hands of Stadion Amsterdam C.V. as the direct
involvement of the owners is only periodical or
indirect.
Key Learnings
The Government investment in the ArenA act as an catalyst to encourage urban renewal and growth in
the region
Concession of the site was granted for a fairly low minimal price in order to lower the financial burden
Government income generated through real estate project developed in the region in the subsequent
years
AFC Ajax invested only in football related development as its main tenant and user of Arena
Investment of commercial partners in exchange for sponsorship and exclusive hospitality rights for a
ten year period
The earlier sale of the depositary receipts, or “certificates of share”
Stadium tour and museum serving as an important revenue sources for the operator.
The parking complex under the stadium, the Transferium, is owned and operated directly by the
Municipal Authority.
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PERTH ARENA
The keystone event behind the decision to
build the Arena was the Hopman Cup tennis
tournament. However, to be successful, the
Arena hosts a range of other events. The
procurement options analyzed and identified
that for the stadium and sports precinct works
in package, a Design, Build, Finance and
Maintain (DBFM) model was undertaken to
best balance the control of project cost and
risk with the achievement of the project
objectives, and most likely to maximize value-
for-money (VFM) outcomes for the state. The
state also selected to make a capital
contribution of 60% of the construction cost.
Whereas, payment during the operating phase is in the form of a Monthly Service Payment (MSP)
calculated in accordance with the Project Agreement and paid in arrears. The MSP covers the remainder
of the construction costs, financing costs and maintenance costs including lifecycle replacement. The MSP
is subject to abatement in accordance with the abatement regime set out in the Project Agreement. The
state retains the responsibility, through the appointment of a stadium operator, for the day-to-day operation
of the stadium and sports precinct. The state also retains ownership of the stadium and sports precinct.
Key Learnings
Design of facility was carried out by the state
The model injects significant intellectual, operational and commercial focus of the consortium entities
such as the FM Subcontractor and the Financiers into the procurement process resulting in whole-of-
life benefits;
Excellent track record of achieving on time and on budget outcomes when compared with traditional
procurement models.
Robust maintenance regime is delivered over a 25-year operating period to minimize asset
deterioration and a focus on preventative maintenance rather than reactive maintenance
TRANSSTADIA
The stadium has been developed with a
project cost ~INR 540 Cr on a land area of ~
10 acre. The stadium consists of
development of 16 sports & entertainment,
hospitality, retail etc. with an objective
based on "utilization model". The emphasis
was on to create a facility wherein each part
will contribute to the revenue. But this model
requires that the facility be situated within
the city. It is being developed on PPP model
land lease model with a concession period
of 35 years, extendable for a further 35
years, with two percent revenue sharing for
sports development in the country. The
Arena boasts of a FIFA standard natural turf with a seating capacity of 20,000, including patented expertise
that enables the conversion of a section of the stadium into a 4,000 capacity pillar-less multi-purpose
indoor venue, creating an optimum spectator experience. Not only can the latter can be utilized for 12
indoor sports, it can further increase the revenue by hosting exhibitions, social functions, conventions and
Pre-Feasibility Study for Redevelopment of Indira Gandhi Stadium Complex under PPP Mode
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corporate events. The facility also house a 'members only' Eka Club, which will become a fitness and
entertainment hub for the city.
Key Learning
Use of technology for effective utilization of land which can be transformed in activity hub
Use of space in non-sports activities are essential as they contribute to large scale revenue
expectations
Longer land lease concession period enable the PPP Co. to develop stable cash flow
Membership program for non-sport activities such as club, fitness and entertainment hub to support
revenue potential for PPP Co.
Marketing initiative such as leasing branding rights, major marquee events can promote sports facility
Commercial sports activities through such as Pro-Kabaddi, sports retail brands are other potential avenue
of revenues.
Pre-Feasibility Study for Redevelopment of Jawaharlal Nehru Stadium Sports Complex under PPP Mode
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ANNEXURE A8 – FINANCIAL STATEMENT
40 FAR – BALANCE SHEET
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40 FAR – PROFIT & LOSS ACCOUNT
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40 FAR – CASH FLOW STATEMENT
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About EY
EY is a global leader in assurance, tax, transaction
and advisory services. The insights and quality
services we deliver help build trust and confidence
in the capital markets and in economies the world
over. We develop outstanding leaders who team
to deliver on our promises to all of our
stakeholders. In so doing, we play a critical role in
building a better working world for our people, for
our clients and for
our communities.
EY refers to the global organization, and may refer
to one or more, of the member firms of Ernst &
Young Global Limited, each of which is a separate
legal entity. Ernst & Young Global Limited, a UK
company limited by guarantee, does not provide
services to clients. For more information about our
organization, please visit ey.com.
Ernst & Young LLP is one of the Indian client
serving member firms of EYGM Limited. For more
information about our organization, please visit
www.ey.com/in.
Ernst & Young LLP is a Limited Liability
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© 2017 Ernst & Young LLP. Published in India.
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