ADPI. Airports and Terminals For Public Private Partnerships. 3rd Forum AIRPORT DEVELOPMENT RUSSIA & CIS. Moscow, Russian Federation May 15 th, 2013

Transcription

1 ADPI Airports and Terminals For Public Private Partnerships 3rd Moscow, Russian Federation May 15 th, 2013

2 Aéroports de Paris Group Passengers (2011) 88 MPax Owns, designs and manages 14 airports, including CDG and ORY Revenue (2011) M EBITDA (2011) 972 M Operating Income (2011) 607 M Net Income to the Group 348 M The Airport dedicated to medium to long-haul 61 Mpax in 2011 Europe 2 nd largest passenger airport World 5 th largest passenger airport Europe largest airport for air cargo and mail SKYTEAM main Hub Business airport Paris - Le Bourget Paris Charles de Gaulle French Government 68,4 % Private investor 31,6 % The leader in Europe for business aviation Paris - Orly The short-haul and Origin / Destination ( O/D ) airport 100 % 100 % 26 Mpax in 2008 Europe 11th largest passenger airport 8 % 38 %

3 Aéroports de Paris ADP is a Major Player in Paris Aéroports de Paris (ADP) operates all the airports facilities in the Paris region including Paris-Charles de Gaulle airport (the 7 th busiest airport in the world in 2011), Paris- Orly and Paris-Le Bourget airports CDG S4 ADP ranks second in the world in terms of international traffic, welcoming over 175 airlines serving 115 countries, within a network of 350 cities across the globe (including 170 cities with daily nonstop service). In 2011, ADP overall passenger traffic accounted for 88.1m pax (61m pax for Paris Charles de Gaulle and 27m pax for Orly). Over 50m additional passengers were handled from airports in which ADP, through ADPM, owns an interest CDG 2F ADP handles the Air France / KLM and FedEx hubs at Paris Charles de Gaulle airport. EasyJet has bases at both Paris Charles de Gaulle and Paris Orly airports In 2011, ADP has handled 2.1m tons of freight and mail at Paris Charles de Gaulle airport CDG 2E

4 ADPI Airport designer and planner with operational background ADPI is a private architecture and engineering company that designs, project manages, and supervises private and public projects throughout the world. Member Company of AEROPORTS DE PARIS Group International references in more than 80 countries on all continents Constant technology watch ADPI design and develop airport platforms and major infrastructures or major projects throughout the world Capitalize on 50 years experience abroad Certified ISO 9001 since February 2003 Diversity of activities from 2007 to 2012

5 ADPI s expertise cover Investor expectations TRADES Airport Master Plan Terminals Maintenance and Cargo Airport buildings Infrastructure Airside and Landside Special Airport Systems, IT, BHS and Technical Equipment Urban development / Airport Cities Air navigation control SERVICES Traffic Forecast and programming Feasibility study Master planning / Space planning Operational consulting Financial consulting related to airports Value engineering and Design review Architecture / Engineering Interior design ICAO IATA Compliance check / Permitting Air navigation expertise / ATC Construction supervision Procurement / Commissioning Complete project management

6 ADPI s expertise cover Investor expectations TRADES Airport Master Plan Terminals Maintenance and Cargo Airport buildings Infrastructure Airside and Landside Special Airport Systems, IT, BHS and Technical Equipment Urban development / Airport Cities Air navigation control Documentation requested by equity investors SERVICES Traffic Forecast and programming Feasibility study Master planning / Space planning Operational consulting Financial consulting related to airports Value engineering and Design review Architecture / Engineering Interior design ICAO IATA Compliance check / Permitting Air navigation expertise / ATC Construction supervision Procurement / Commissioning Complete project management

7 ADPI Worldwide ADPI Headquarters Paris Staff : ADPI offices Expatriates : 340 +

8 Aéroports de Paris Management an unmatched experience in PPP Aéroports de Paris s success in PPP is not limited to the fact that ADP has been part of PPP Consortium Selected examples ADPM has always been involved into structuring the funding ADPM has always invested to demonstrate its commitment to the project ADPM has been in most cases the catalyst to finalize the Finance Plan Hadj Terminal 6 Jeddah Saudi Arabia SSR International terminal Mauritius Queen Alia International Airport Jordan ADPM as an investor/operator looks for long term investment/partnerships ADPM operation philosophy aims at creating value for airport companies, passengers and airlines through: Developing and implementing state of the art and efficient airport infrastructures Improving airport operation quality and efficiency, Having a strong focus on route development & airport marketing Developing innovative airport revenues strategies Implementing strong cost control approaches Transferring know-how and arranging training sessions

9 Aéroports de Paris: World leader in airport operation 37 airports platform under management representing 180M Pax 13 Regional airports Mexico North Central (25.5%)¹ 14mm pax Operator & Strategic partner France Paris-CDG: 61mm pax Paris-Orly: 27mm pax Owner and operator Schiphol Group (8%) 48mm pax Industrial cooperation Liège (25.6%) 0.6mm tons of freight Strategic partner Macedonia (100%) Skopje & Ohrid: 1.2mm pax Concession operator Georgia (76%) Tbilisi & Batumi: 0.8mm pax Concession operator Turkey Istanbul Ataturk: 37.5mm pax Ankara: 8.5mm pax Izmir: 2.5mm pax Gazipasa Concession operator Amman Jordan (9.5%) 6mm pax Management contract Strategic partner Conakry Airport (29%) 0.2mm pax Operator Cambodian Airports Phnom Penh & Siam Reap: 3mm pax Assistance in management TAV Subsidiary ADP Algier Airport 4.4mm pax Operator Tunisia (67%) Enfidha & Monastir 2.3mm pax Concession operator Jeddah (Hajj Terminal) Saudi Arabia 5mm pax Management contract Mauritius (10%) 2.6mm pax Operator Strategic partner Medinah (Saudi Arabia) (33%) Concession operator Source: ADP, TAV Airports ¹ Mexico: ADP holds a 25.5% stake in the Mexican company Servicios de Tecnología Aeroportuaria (SETA), which itself has a 16.7% stake in holding company Grupo Aeroportuario del Centro Norte (GACN), which controls 13 airports in the north and centre of Mexico, including Monterrey International Airport

10 Key aspects in a PPP Scheme

11 Airport Infrastructure Development Privately Funded Major Objectives leading a Government to search for Public Private Partnership in Airport Business Funding part or the totality of an infrastructure need by private investments Finding Financial Resources for a project in order to concentrate Government funding on other priorities Improving economic performance and level of service by involving a highly experienced Airport operator Transferring/ Sharing Airport Project Development risk to a private party Improving Airport Profitability

12 Airport Infrastructure Development Privately Funded Governmental approach to attract the Private Sector in airport development project Clear definition of the structure to be in charge of the project: It can be an already existing structure or a dedicated structure Clear definition of the perimeter of the PPP Stable Aviation policy framework and infrastructure programme around airport site Good Connectivity of government departments to deliver PPP programme Definition by the government of the respective involvement of the Public Sector and the Private Sector in the project and make sure that this definition is acceptable to the Private Sector

13 Airport Infrastructure Development Privately funded The legal frame basing the Involvement of private partners in Airport Infrastructure Transaction may take various forms according to priorities identified by Governments Transaction Family Characteristics Comments Privatization Trade Sale of 100% or partial IPO Priority for up front cash Framework given by the law No time limit Typically a mature & operating asset Concession Long term concession with majority to the private partners Contract defines obligations on level of service Grantor keeps control and looks for improvement in efficiency and quality BOT Medium term agreement focused on the immediate implementation of a capital investment program for a greenfield project Up front cash is not a priority Government remuneration can be up-front payment and/or an annual concession fee, or a combination of both Framework given by the concession agreement Long term scheme (from 30 years up to 99 years) Annual fee (initial financial effort is on investment program)paid to the Government Framework given by the concession agreement Term is set according to the initial investment (usually medium term from 15 up to 50 years) with possible extension Up-front Payment Long-term More regulation Regular annual payment Medium term Contractually regulated

14 Development Phase Bidding Phase Information requested by Investors Development Phase Bidding Phase ADPI Assistance for Bankable Project Asset Selection Bankable project documents Clarity on Federal/State support elements Quality of the data available on the transaction Bid process management among the ministries Role of government Traffic forecast Airport program Airport Masterplan Construction phasing / investment plan minimized CAPEX Controlled OPEX Optimized Airport revenues security and safety return on investment

15 Airport Infrastructure Development Privately funded Involvement of Private Partners in Airport Business / Project requires Government to Accept preliminary obligations in relation with implementing a concession scheme such as Preparing a Masterplan with steps of developement and concept design for main airport facilities Establishing a legal framework authorising PPP for airport infrastructures (a BOT is a natural PPP structure fore greenfield airport projects like OMSK future airport) Defining an acceptable Concession Contract for bidders and lenders Defining a regulatory scheme over the concession period Proposing an attractive tax exemption scheme Choosing the Government remuneration scheme Select a professional team of advisors in order to secure transaction timing and propose an acceptable scheme to the potential bidders. Such team of advisors should include Technical advisors ( air traffic and program expert / airport planner / airport designer /airport operator expert) Financial advisors specialized in airport infrastructure development Legal advisors

16 Airport master plan and concept

17 Airport Master Planning 5 Phases Development Bidding Phase Phase Development Phase Bidding Phase On-site Survey and Data Collection Analysis Traffic Assumptions and Strategic Orientations Facility Requirements Development of Master Plan Alternatives and Terminal Concept Phasing Cost Estimates and Planned Investments Selection of the preferred Master Plan and concept definition

18 ADPI references in P3 Airport projects

19 19 BOGOTA - EL DORADO AIRPORT - COLOMBIA AIRPORT KEY POINTS New Passenger Terminal for: (2017 Capacity) 11,5 to 16 million Pax Annual Traffic 3600 Pax/hour. Peak hour Departure 4800 Pax/hour. Peak hour Arrival 6540Pax/hour. Peak hour Arrival + Departure Level of Service to Passenger IATA : C Total Area: sqm

20 20 ENFIDAH CENTRAL TUNISIA AIRPORT - TUNISIA AIRPORT KEY POINTS New Passenger Terminal for: 5 million Pax Annual Traffic 1900 Pax/hour. Peak hour Arrival or Departure 2900 Pax/hour. Peak hour Arrival and Departure Level of Service to Passenger IATA : B Total Area: sqm

21 SSR AIRPORT EXPANSION PROJECT - MAURITIUS AIRPORT KEY POINTS 4 million Pax Annual Traffic 3,850,000 International Traffic 150,000 Domestic Traffic 1640 Pax/hour. Peak hour Arrival or Departure 200 Pax/hour. Transfer 14 Aircraft movements at Peak Hour (A+D) IATA level of Service C 3 Storey Building (+ Basement) = 56,900 sq.m. 100% Baggage Security Control Full compliance with ICAO requirements

22 Moscow Sheremetyevo International Airport, Terminal 3. AIRPORT KEY POINTS Capacity: 9 M passengers 22 contact stands 10 remote stands Area: sq.m Construction cost: 480 M US $ Lev Client: Aeroflot Services period: Commissioning: 2007 september

23 Thank You