Latest news with #PublicPrivatePartnership
Irish Independent
a day ago
- Business
- Irish Independent
House building declined in the first three months of 2025
The volume of production was down by 4.3pc compared with the final quarter of last year. The finding will be regarding as all the more disappointing as activity in the construction sector overall was well up, increasing by 6.5pc from the last quarter of 2024 and up 19pc on an annual basis, according to figures released by the Central Statistics Office. The focus of activity in the construction industry seems to have moved towards non-residential building, with the volume index for civil engineering, for example, rising by 16.6pc. Shane O'Sullivan of the CSO said: 'On an annual basis, between Q1 2024 and Q1 of this year, production volume in construction grew by 13.5pc. During the same period, in the non-residential building sector it rose by 13.7pc, and was up by 35.9pc in the civil engineering sector, while production volume in residential building showed an annual decrease, down 10.6pc.' It is the latest disappointing set of figures for the Government, which prompted the Housing Minister, James Browne, to say on Thursday that the official target of building 41,000 new homes this year is 'not realistic'. The Central Bank has downgraded its forecast for delivery to 32,500. This follows the publication of figures for completions in the first quarter by the CSO, showing they were only 2pc up on the same period in 2024, a year that finished with just over 30,000 units being completed. Of even more concern was the 2.5pc decline in the number of homes that got planning permission in Q1, which stood at 8.177 units. The Government has responded by introducing legislation to amend the Rent Pressure Zone system, bringing every current tenancy under an RPZ. It is also expanding the remit of the Land Development Agency, and the Tanaiste, Simon Harris, has said further, unspecified measures are going to be announced between now and the Dail recess in July. Ian Lawlor, managing director of Roundtower Capital, said: 'While the volume of production in building and construction is up, the 4.3pc fall in house building activity is hugely disappointing and a further indication that the government is going to struggle to meet its housing targets this year.' 'While the rental reforms recently announced are certainly welcome, the jury is out as to just how effective they will be in stimulating housing supply,' he added. 'Other obstacles to increased supply that need to be tackled if the Government is to get more private investors on board include prohibitive development levies, VAT burdens, inadequate tax incentives, limited Public Private Partnership options, and insufficient state support for builders.'
Hans India
2 days ago
- Politics
- Hans India
Stung by govt's PPP, BRS MP walks out of all-party meeting
Hyderabad: BRS Parliamentary Party Deputy Leader Vaddiraju Ravichandra on Wednesday announced his boycott of the state government's power point presentation, alleging it was organised with 'political malice.' The BRS leader had initially attended the presentation delivered by Irrigation Minister N Uttam Kumar Reddy at the Secretariat. However, Vaddiraju Ravichandra walked out of the meeting in protest against what he termed the Congress government's 'political malfeasance' in organising a Public Private Partnership (PPP) on the Godavari-Banakacherla linkage project. MP Ravichandra unequivocally stated that undertaking this project is illegal and unjust, and that his party strongly opposes it. He urged the state government to strongly voice its case before the Centre on behalf of the people of Telangana, opposing this project proposal and calling for its immediate cancellation. Mr Ravichandra, who exited the meeting expressing strong objection to Chief Minister Revanth Reddy's accusations against KCR without considering BRS's suggestions and recommendations, said that as per the Andhra Pradesh Reorganisation Act, if a state undertakes a new project, it must discuss the project details in the Apex Council and obtain approval. Ravichandra expressed regret that the Centre has taken steps to grant project approvals without convening an Apex Council meeting to discuss these actions taken by the Andhra Pradesh government in violation of the Reorganisation Act. 'We request the Chief Minister to write a letter to the Central Water Resources Department to immediately convene an Apex Council meeting. These issues that are hurting the interests of Telangana should be taken to Delhi soon,' said Ravichandra. He further urged the government to convene a special Assembly session where a unanimous resolution should be passed to stop the Polavaram Banakacherla project and sent to the Centre. BRS leaders K Kishore Goud, B Ramamurthy, J Jagan Mohan and others were also present.
Indian Express
5 days ago
- Business
- Indian Express
Agriculture dept plans to use land to build farm produce shopping mall
Maharashtra's Agriculture department is planning to construct special shopping malls in different parts of the state where farmers can sell their produce directly to consumers. The malls are set to be built on a Public Private Partnership (PPP) model and will be on land parcels owned by the Agriculture department. The pilot project is likely to be set up soon. 'One of the main factors affecting the farmers is the right price for their produce. Some serious efforts need to be taken in this regard and this is one of the ideas that we are working on,' said Maharashtra's Agriculture minister Manikrao Kokate. The Agriculture department has over 35,000 acres of land across the state. It also owns land parcels in different cities which are either lying vacant or being encroached upon. Cities like Pune, Solapur, Nasik, Nagpur have such land parcels which are lying unused for years. These plots are being planned to be used for the purpose of building a special shopping mall in partnership with investors and private players using the PPP model. As per the plan, 50 percent of the mall will be given to the private players for commercial use where shops and showrooms of their choice can be set up. This area may be given on a 30-40 years lease basis to the private player. The remaining 50 percent area will be given to set up shops only to farmer bodies, self help groups, farm producers' companies and even individual farmers. 'Nobody other than those related to farmers will be allowed to set up shops in that 50 percent part,' said Kokate. The department is planning to undertake a pilot project soon whereby one such shopping mall will be built in each of the administrative divisions of the state. Based on the success of the experiment, a big city in each district will house such a mall. 'The land belonging to the Agriculture department has been lying vacant and in some cases encroachment too has been observed, especially in bigger cities in the state. The move is to put this land into use and convert it into a model which will ensure steady financial earning to farmers,' said Kokate.
Al Arabiya
12-06-2025
- Business
- Al Arabiya
SMC Healthcare eyes major Saudi growth with IPO launch, AI integration
SMC Healthcare, one of Riyadh's largest private healthcare providers, is entering a transformative phase marked by rapid expansion, AI integration, and a high-profile listing on the Saudi Exchange. The company is doubling down on growth as part of a strategy to position itself as a national leader aligned with Saudi Vision 2030, CEO Bassam Chahine told Al Arabiya English. Saudi Arabia expansion plans 'SMC Healthcare's operational model is defined by scale, integration and strategic growth plans underpinned by clinical excellence and consistent financial performance,' said Chahine. Saudi Vision 2030 aims to raise private-sector participation in healthcare from 40 percent to 65 percent by 2030, while also improving quality, access, and digitization of services. SMC's strategy fits squarely within these goals, according to Chahine who said the company is building 'a platform to support its ambitious growth agenda through potential different financing mechanisms, strategic partnerships, or future public-private projects.' SMC's next phase includes constructing three new hospitals in fast-growing Northern Riyadh, increasing its total bed capacity to 1,276 and outpatient clinics to over 770 by 2029. 'We are continuously enhancing our Centers of Excellence,' Chahine added, noting new developments such as the Kingdom's first dialysis unit for infants under 18 months and a mental health facility developed under the Ministry of Health's Public-Private Partnership (PPP) program. Digital innovation Digital innovation is also central to both Vision 2030 and SMC's operating model. 'Over 62 percent of our appointments are booked through our mobile app, doubling from 31 percent in 2020,' Chahine said. 'SMC is also leveraging AI to enhance clinical operations,' including automating lab and radiology result interpretation, assisting physicians with recommendations, and delivering diagnostic summaries directly to patients – resulting in a 50 percent reduction in wait times. The company's robust digital infrastructure and partnerships, including with Mayo Clinic Laboratories, enable high-complexity care in oncology, cardiology, IVF, nephrology, and orthopedics. Chahine emphasized SMC's 'strong outpatient exposure (65.3 percent of revenues vs 50 per ent market average),' giving it a strategic advantage ahead of the rollout of Diagnosis Related Group (DRG) pricing reforms. SMC's IPO launch Meanwhile, SMC's IPO on the Saudi Exchange drew institutional demand of more than $32.4 billion, a testament to investor confidence in the company's long-term value. 'The decision to go public reflects SMC's strong market position, solid financial performance, and long-term growth ambitions,' said Chahine. 'Our goal is to become a national champion in healthcare.' While the IPO proceeds will go to selling shareholders, Chahine said the listing boosts credibility and access to future capital markets: 'The IPO marks a natural next step in the Company's evolution.' Labor market transformation SMC's expansion also supports the Kingdom's labor market transformation. With more than 2,300 healthcare professionals and over 494 physicians, the company invests in global partnerships for training and is committed to Saudization. 'Our retention rates are among the highest in the sector, fueled by a culture of excellence, continuous education, and clinical innovation,' he said. Chahine said private providers like SMC are essential to Vision 2030's success: 'As government healthcare spending shifts toward policymaking and regulation, providers like SMC must step in to deliver accessible, high-quality care at scale.' With record patient volumes, expanding infrastructure, and AI-led care models, SMC is positioning itself at the forefront of Saudi Arabia's evolving healthcare system. 'SMC's sophisticated business and operational model makes it ready to respond to market trends and play a key role in shaping the evolution of private healthcare in Saudi Arabia,' Chahine said.
Khaleej Times
12-06-2025
- Business
- Khaleej Times
Turkish Airlines' historic move to IGA ushers in a new era of aviation excellence
When Turkish Airlines completed the largest airport relocation in aviation history in just 33 hours, the world took notice. But what followed was even more extraordinary. The move from Atatürk Airport to the newly-built Istanbul Airport (IGA) — a state-of-the-art mega hub built under a Public-Private Partnership (PPP) model was more than a logistical feat. It marked the beginning of a transformative era for Turkish Airlines, one that would elevate its global standing and redefine operational excellence. 'We didn't just change airports; we changed the future of our airline,' says Erol Senol, Vice-President of Sales (Middle East & Cyprus) at Turkish Airlines to Khaleej Times in Istanbul. 'The move to IGA has been instrumental in helping us achieve ambitious growth, unlock operational potential, and enhance the overall passenger experience.' A Strategic Leap Forward For years, Turkish Airlines had been constrained by the limitations of Atatürk Airport. Overcrowding, limited runway capacity, and mounting congestion were beginning to clash with the airline's global growth ambitions. The solution arrived in the form of Istanbul Airport — a next-generation aviation hub, developed under a Public-Private Partnership (PPP) model and operated by IGA (Istanbul Grand Airport). Strategically located at the crossroads of Europe, Asia, and Africa, Istanbul Airport has emerged as one of the world's most influential air gateways since its inauguration in 2018. With a projected capacity of over 200 million passengers annually upon completion of all phases, the airport currently serves over 100 airlines flying to more than 300 destinations worldwide. Its current infrastructure, spanning three operational runways and a massive terminal with a 90-million-passenger capacity has dramatically elevated Turkish Airlines' capabilities. 'Approximately 80% of IGA's capacity is dedicated to Turkish Airlines,' explains Senol. 'This gives us the flexibility and infrastructure to scale rapidly, handle more aircraft movements, and serve more destinations than ever before.' The numbers tell the story. Aircraft movement capacity has surged from 70 per hour at Atatürk Airport to 120 per hour at IGA, thanks to the addition of a third runway. Waiting times for aircraft have dropped from 5% to less than 1%, drastically improving fuel efficiency and on-time performance. Turkish Airlines has also taken full advantage of expanded ground facilities, doubling the size of its CIP lounges, enlarging check-in zones, and enhancing passenger flow through better boarding infrastructure. Powering Passenger Experience At the heart of Istanbul Airport's success is its digital-first strategy. From AI-powered customer service tools and biometric boarding to contactless check-in and real-time decision-making at its Airport Operations Centre (APOC), IGA is redefining the airport experience. The facility leverages big data analytics and location-based services to optimize everything from baggage handling to air traffic flow. This technological backbone has been a game-changer for Turkish Airlines. 'The seamless integration of our operations with IGA's smart infrastructure allows us to offer a world-class, efficient, and stress-free travel experience,' says Senol. 'It's not just about moving passengers. It's about moving them smartly.' The Cargo Boom Beyond passengers, Turkish Airlines has seen explosive growth in cargo operations since the move. Cargo capacity has more than doubled from 1.2 million tonnes at Atatürk Airport to 2.5 million tonnes at IGA, with future projections reaching 5 to 6 million tonnes annually. Central to this surge is SmartIST, Turkish Airlines' proprietary next-generation cargo facility. 'We designed SmartIST ourselves to match the speed and sophistication required by global logistics standards,' Senol notes. 'As a result, we've climbed from 9th to 3rd in IATA's global cargo traffic rankings as of 2025.' SmartIST is now recognised as one of Europe's most advanced cargo terminals, incorporating automation, robotics, and real-time tracking technologies to optimize throughput and reliability. Overcoming Aviation's Greatest Operational Challenge The transition itself from Atatürk to IGA remains one of the most complex and flawlessly executed operations in aviation history. The 46-kilometre move involved 1,056 trucks transporting over 47,000 tonnes of equipment, executed in under 33 hours without a single workplace accident or significant service disruption. 'We had to shut down operations at Atatürk and go live at IGA overnight,' recalls Senol. 'Any misstep could have triggered massive disruptions. But through rigorous simulations, weather contingency plans, and pre-positioned response teams, we pulled off what many thought was impossible.' Independent Growth in a PPP Giant While IGA's core airport infrastructure — runways, terminals, and control towers was financed under the PPP framework, Turkish Airlines made a deliberate choice to independently invest in its own support facilities. These include SmartIST, custom-built lounges, upgraded check-in areas, crew facilities, and a dedicated ground services ecosystem. 'This strategic independence allowed us to tailor every aspect of our operations to our standards,' Senol explains. 'It ensures flexibility, brand consistency, and long-term cost-efficiency.' This infrastructure, fully aligned with Turkish Airlines' operational vision, is designed not just for current demands but also for future scalability as the airline expands its global footprint. Fleet Strategy Today, Turkish Airlines operates a fleet of 481 aircraft —134 wide-body and 347 narrow-body jets divided between 201 Boeing and 280 Airbus models. Looking ahead, the airline has already placed orders for 355 new aircraft: 250 A321 Neos and 105 A350s. 'We're still in talks with Boeing, but we're approaching procurement with a balanced strategy,' Senol says. 'Our mixed-fleet model allows us to deploy the right aircraft on the right routes.' This flexibility is key to Turkish Airlines' growth model. Istanbul's geographic advantage means the airline can access 78 cities in 41 countries within three hours, and over 140 cities within five. This unique proximity to global centers empowers Turkish Airlines to offer high-frequency, cost-efficient services across continents. Unlocking IGA's Full Potential Despite remarkable progress, Turkish Airlines is far from finished. Istanbul Airport is expected to reach full capacity by 2028, and Turkish Airlines is gearing up accordingly. By 2033, the airline plans to operate a fleet of 813 aircraft, fly to 400 destinations, and serve 171 million passengers annually, generating an estimated $52 billion in revenue. 'With the synergy between Turkish Airlines and IGA, we're ready to double our capacity,' says Senol. 'We're expanding our footprint in underserved markets and reinforcing our presence in strategic regions.' Secondary cities in Europe, growing African economies, and emerging Asian hubs are all on the radar. By deploying smaller aircraft with higher frequency, Turkish Airlines is increasing accessibility while maintaining efficiency. Already serving 353 destinations in 131 countries including 53 domestic and 300 international stops —Turkish Airlines continues to grow its global map. New destinations include Melbourne, Sydney, Tripoli, Benghazi, Denver, Santiago, and Damascus, with upcoming routes targeting Seville and Cambodia. 'Our goal is simple: to connect more places more effectively,' Senol explains. 'It's about responding to demand, entering new markets, and enhancing existing partnerships and hubs.' Lounge network expansions and strategic codeshare agreements are also on the horizon as part of Turkish Airlines' strategy to enhance customer experience across all touchpoints. From smashing records in cargo and passenger numbers to embracing cutting-edge technology and gaining more autonomy in operations, the airline is shaping the future of global travel. 'Our network now reaches more countries than any other airline in the world,' says Senol with pride. 'It's something we've even secured a Guinness World Record for.'
