While the operations phase of the project has not faced any major difficulties so far, the biggest challenge for the Project Company was the transformation of the airport working culture from public sector to private sector service delivery. This required careful and soft introduction of changes, and in general, the Project Company has been successful in managing the transformation. It deals with a large range of stakeholders, including multiple government agencies as well as airlines, ground handlers and retailers. One way to consider the operation of an airport, to quote a Project Company's representative, is that the operator has to act like "a conductor of an orchestra". Overall, the operations phase is considered to be successful by both the Procuring Authority and the Project Company.

One notable incident occurred where an airline was late in its payments to the Project Company, which was then forced to notify the Procuring Authority that it would not be able to meet its investment payments on time. The Project Company felt this should have been taken into consideration when addressing the delay in payment of investment fees, as it was a delay by the user. The Procuring Authority acted positively in this regard to reach a conclusion in favour of the Project Company.