The Procuring Authority did not contribute to the cost of the construction. The Project Company assumed the risk for timely completion and was incentivised to complete construction on time, as any delays would trigger agreed damage payments. The Procuring Authority's Project Management Unit (PMU) was continuously involved in the construction phase, with engineers making daily site visits and inspections to monitor the progress on the ground. The Project Company was required to provide monthly reports showing the construction cash flow, progress, and any issues faced. There was also an independent monitor and certifier, paid for by both parties.

The operational KPIs for the project were agreed prior to financial close. The KPIs are mainly sourced from the International Air Transport Association codes and manuals, and additional payments to the Procuring Authority apply should the KPIs not be met. The Project Company submits a quarterly report to the Procuring Authority which covers customer satisfaction, financial performance, and operational performance.

The KPIs are primarily directed towards customer experience as a driver of improvements, however rankings from international agencies such as the Airport Service Quality Awards are also understood to be indicators of performance. The KPI regime has clearly lined up the incentives of the two parties successfully, with the Project Company encouraged to provide a high level of service as a way of increasing its revenue.