AviAlliance The Airport Management Company

Transcription

1 AviAlliance The Airport Management Company Q1/2016

2 Contents AviAlliance GmbH page 3 Airport portfolio page 4 14 Athens International Airport page 5 Budapest Airport page 7 Düsseldorf Airport page 9 Hamburg Airport page 11 Tirana International Airport page 13 The two pillars of our business model page Key success factors page Disclaimer page 24 Back-up Page

3 AviAlliance GmbH Düsseldorf Budapest Hamburg Tirana Athens AviAlliance is an independent airport investor which has established itself as one of the leading players in the airport privatization market. AviAlliance currently holds interests in the airports of Athens, Budapest, Düsseldorf, Hamburg and Tirana, which in 2015 together handled 68.5 million passengers. 3

4 Our best reference The airport portfolio AviAlliance share AviAlliance Capital share PAX 2015 (in millions) Athens International Airport 26.7 % 13.3 % 18.1 Budapest Airport % 10.3 Düsseldorf Airport 20 % 10 % 22.5 Hamburg Airport 34.8 % 14.2 % 15.6 Tirana International Airport 47 % 2.0 4

5 Athens International Airport Overview Shareholders 55.0 % Greek state 26.7 % AviAlliance >13.3 % AviAlliance Capital < 5.0 % Greek investor Type of privatization Public-private partnership with BOOT contract Duration: up to 2026 Entry AviAlliance: 1996 Opening of airport: March 2001 Attractiveness of the asset Gateway to Southeastern Europe and central transfer point for people traveling to Europe from the Middle East Unique real estate development concept 5

6 Athens International Airport Traffic data and financials Facts and Figures 2014/2015 Passengers in millions (2015) 18.1 Aircraft movements (2014) 154,530 Cargo in tons (2014) 77,388 Sales revenues in EUR million (2014) of this non-aviation 39 % EBITDA in EUR million (2014) PAX (in m) Sales revenues (in EUR m)

7 Budapest Airport Overview Shareholders % AviAlliance % Malton (GIC) % Caisse de dépôt et placement de Québec 5 % KfW IPEX-Bank Type of privatization Privatization 2005 Duration: 75 years from 12/2005 (to 12/2080) Entry AviAlliance: 2007 Attractiveness of the asset Hungary's largest international airport First major airport privatization in CEE 7

8 Budapest Airport Traffic data and financials Facts and Figures 2014/2015 Passengers in millions (2015) 10.3 Aircraft movements (2015) 92,294 Cargo in tons (2015) 91,422 Sales revenues in EUR million* (2014) of this non-aviation 31 % EBITDA in EUR million* (2014) PAX (in m) Sales revenues (in EUR m)* * Without fuel supply 8

9 Düsseldorf Airport Overview Shareholders 50 % City of Düsseldorf 20 % AviAlliance 20 % Aer Rianta Int. cpt 10 % AviAlliance Capital Type of privatization Partial privatization, public-private partnership Duration: indefinite Entry AviAlliance: 1997 Attractiveness of the asset Third-largest airport in Germany In the heart of Europe s third-strongest economic zone and one of the largest metropolitan agglomerations in Europe (Eurostat) 9

10 Düsseldorf Airport Traffic data and financials Facts and Figures 2014/2015 Passengers in millions (2015) 22.5 Aircraft movements (2014) 210,720 Cargo in tons (2014) 114,180 Sales revenues in EUR million (2014) of this non-aviation 42 % EBITDA in EUR million (2014) PAX (in m) Sales revenues (in EUR m)

11 Hamburg Airport Overview Shareholders 51.0 % City of Hamburg 34.8 % AviAlliance 14.2 % AviAlliance Capital Type of privatization Partial privatization, public-private partnership Duration: indefinite Entry AviAlliance: 2000 Attractiveness of the asset Opens up the Hamburg economic region, catchment area of 7.5 million people Fifth-largest airport in Germany 11

12 Hamburg Airport Traffic data and financials Facts and Figures 2014/2015 Passengers in millions (2015) 15.6 Aircraft movements (2015) 158,390 Cargo in tons (2014) 51,555 Sales revenues in EUR million (2014) of this non-aviation 29 % EBITDA in EUR million (2014) 84.8 PAX (in m) Sales revenues (in EUR m)

13 Tirana International Airport Overview Shareholders 47.0 % AviAlliance 31.7 % DEG Deutsche Investitions- und Entwicklungsgesellschaft 21.3 % AAEF Albanian- American Enterprise Fund Type of privatization BOOT concession Duration: 20 years Entry AviAlliance: 2005 Attractiveness of the asset Albania s only international airport Stable demand due to high number of Albanians living abroad 13

14 Tirana International Airport Traffic data and financials Facts and Figures 2014/2015 Passengers in millions (2015) 2.0 Aircraft movements (2014) 17,928 Cargo in tons (2014) 2,324 Sales revenues in EUR million (2014) 30.3 PAX (in m) Sales revenues (in EUR m)

15 The two pillars of our business model Acquisitions and asset management Acquisitions Lead investor for new acquisitions Placing airport competence at the disposal of consortium partners Success fees for completed transactions Additions to portfolio Asset management Improve operational efficiency and sustainably strengthen the economic potential of existing airport holdings Value appreciation of participations Increased earnings and cash flows from assets 15

16 AviAlliance as airport investor Investment criteria Airports which have not yet tapped their potential to the full and thus offer substantial scope for development Important criteria include: Good growth potential Attractive catchment area Scope for infrastructure expansion and space optimization Potential for non-aviation business Improvements for operational and business performance possible 16

17 AviAlliance as asset manager Value enhancement through active asset management AviAlliance know-how Asset management tasks Lasting value enhancement of each airport holding Specialized departments Expertise in the airports themselves Identifying potential for optimization Representing the interests of the private shareholders Working on boards and in committees Airport expansion in line with demand Increasing efficiency in operation and organization Aviation marketing Advising the respective airport management Development of nonaviation business 17

18 AviAlliance as asset manager Developments in the portfolio ATH: Photovoltaik park BUD: SkyCourt DUS: Airport City HAM: Airport Plaza TIA: Terminal expansion 18

19 The shareholdings expertise network Examples Major sporting events: Support of several Olympic Games preparations, for example in Beijing (ATH) Tirana: IT systems and IT security (ATH) Environmental management (HAM) Commissioning and advertising (DUS) Consulting project Warsaw: IT systems and baggage handling (ATH) Commissioning (DUS and TIA) Safety and security issues (BUD) 19

20 Key success factors Construction management Shareholder (BOOT) Airport management Transaction management Shareholder and financier Majority purchase by a consortium led by AviAlliance Successful refinancing of Budapest Airport Entry into AviAlliance Capital as investor Shareholder Airport management Optimizing and integration Investment partnership AviAlliance Capital Asset management for third parties Transfer of the shares of Sydney Airport to PSP Investments, Canada Athens 1998 Düsseldorf 2000 Hamburg 2002 Sydney 2005 Tirana AviAlliance Capital 2007 Budapest 2013 Sydney 2014 Budapest AviAlliance Capital 20

21 Key success factors Enhancing value AviAlliance optimizes its airports in terms of both operational and commercial performance by: Promoting passenger growth (wherever this can be influenced) Efficient planning and application of capital input Reducing commissioning risks Boosting non-aviation revenues Structuring financing Increasing and stabilizing debt servicing capability 21

22 What sets AviAlliance off from its competitors Airport services AviAlliance is both operator and investor. It combines operational know-how with modern management methods and transaction expertise. Operator and financing know-how Long-term commitment Integrative approach Active management Tailor-made solutions Independence AviAlliance has the requisite know-how in both operations and financing. AviAlliance is primarily interested in a long-term engagement. AviAlliance operates airports on an end-to-end basis, bundling aviation, non-aviation business, master planning and financing expertise. As shareholder AviAlliance assumes active responsibility for optimization and further development. AviAlliance adapts to the specific conditions, circumstances and requirements of each airport. AviAlliance operates independently of the performance of a home airport. 22

23 AviAlliance a reliable partner for For governments/ contract awarding bodies AviAlliance invests sustainably and long-term. adopts local culture. drives economic growth in the catchment area. takes economic and social responsibility for the region. For investors and third parties AviAlliance is a committed industrial partner. optimizes operational profitability. integrates operation / business plans and project financing. provides state of the art reporting and involvement. For airports For airlines For passengers AviAlliance combines local know-how with international experience. offers development opportunities for management staff. improves processes via technological and organizational efficiency. provides state of the art investment. AviAlliance provides adequate infrastructure. drives process optimization through CDM / TAM. supports traffic development. defines products in line with demand of airlines. AviAlliance improves the passenger experience via intermodal integration, simplified processes, excellent facilities, way-finding signage and individualizes communication, attractive retail environment. 23

24 Disclaimer This presentation was prepared in January No liability can be assumed for the correctness and/or completeness of the presentation. AviAlliance GmbH and the companies referred to in the presentation cannot accept any claims for liability regarding any errors, deficiencies or instances of incompleteness in this presentation or in any information provided in this connection. Please address inquiries to: AviAlliance GmbH Klaus-Bungert-Str Düsseldorf Germany Tel: Fax: info@avialliance.com 24

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26 AviAlliance GmbH AviAlliance GmbH 100 % AviAlliance Capital Verwaltungs GmbH & Co. KG 26.7 % 52.67% 20 % 34.8 % 47 % Unternehmenspräsentation 100 % / / 50 % 0 % General Partner Portfolio Manager Athens International Airport Budapest Airport Düsseldorf Airport Hamburg Airport Tirana International Airport 13.3 % 10 % 14.2 % IAI International Airport Investments GmbH & Co. KG 50 % AviAlliance Capital GmbH & Co. KGaA 26

27 Our operational competencies Aviation Traffic forecast Airport and airline marketing Operational capacity assessment of functional areas incl. Check-in, security and customs Operating airport strategy IT system enhancement and business strategies Operational readiness and transfer Commercial and Property Activities Non-aviation development and management Business and spatial planning of commercial activities Retail, parking, advertising, property and business development Technical Services Strategic airport planning Capex estimation and optimization Construction Project Management Environmental strategies and assessments Land use planning Functional planning 27

28 Operational department Aviation Core competence of the department Traffic development (airline marketing, airport marketing, traffic forecasts) Aeronautical revenues (airport charges, incentive programs, regulation) Operational airport strategy (OPEX, restructuring, process efficiency, process optimization, service levels, transition programs) Commissioning (ensuring, maintaining and optimizing operational readiness) References ATH: Centralization of security BUD: Auditing all operational areas, reorganization, SkyCourt commissioning DUS: Reorganization, airline marketing strategy HAM: Model split traffic forecast TIA: Fueling strategy, reorganization, capacity planning 28

29 Operational department Commercial and Property Activities Core competence of the department Airport development and management in the nonaviation business: retail, food & beverage, real estate, parking, advertising Accompanies acquisition projects and supports holdings management in all non-aviation issues References ATH: Study on real estate development at European airports, terminal and retail development strategy DUS: Land acquisition and Airport City development, advertising strategy, parking strategy, commercial master plan and retail strategy HAM: Pier South and Airport Plaza, F&B strategy and tender, hotel development, parking strategy, terminal and retail development strategy TIA: Retail master concession, parking strategy and tender, advertising strategy, commercial master plan 29

30 Operational department Technical Services Core competence of the department Planning, design and realization of greenfield and brownfield airports and airport facilities Structuring of investment and maintenance programs References ATH: Terminal development concept BUD: Planning and project management for Terminal 2 / SkyCourt, environmental advisory and noise protection program, sustainable energy concept, Master Plan DUS: Master Plan, planning and environmental advisory HAM: Review of concept and tender for cargo center TIA: Planning and design of full airport modernization, project management for EUR 50m Capex program, Master Plan, implementation of QEHS* department *QEHS = Quality management, environment, health and occupational safety 30