adpi · 2013. 6. 28. · revenue (2011) 2.502 m€ ... 88.1m pax (61m pax for paris – charles de...

Forum AIRPORT DEVELOPMENT RUSSIA & CIS Moscow, Russian Federation – May 2013

ADPI Airports and Terminals For

3rd Forum AIRPORT DEVELOPMENT RUSSIA & CIS Moscow, Russian Federation – May 15th, 2013

Public Private Partnerships


Aéroports de Paris Group

The leader in Europe for business aviation

Business airport

26 Mpax in 2008 Europe 11th largest

passenger airport

The short-haul and Origin / Destination (“O/D”) airport

Paris - Le Bourget

Paris – Charles de Gaulle

Paris - Orly

61 Mpax in 2011 Europe 2nd largest passenger airport World 5th largest passenger airport Europe largest airport for air cargo and mail SKYTEAM main Hub

The Airport dedicated to medium to long-haul Passengers (2011) 88 MPax

Owns, designs and manages 14 airports,

including CDG and ORY

Revenue (2011) 2.502 M€

EBITDA (2011) 972 M€

Operating Income (2011) 607 M€

Net Income to the Group 348 M€

100 % 100 %

38 % 8 %

31,6 % 68,4 %

French Government Private investor

http://upload.wikimedia.org/wikipedia/fr/4/45/A%C3%A9roports_de_Paris.svg�



ADP is a Major Player in Paris

Aéroports de Paris

• Aéroports de Paris (ADP) operates all the airports facilities in the Paris region including Paris-Charles de Gaulle airport (the 7th busiest airport in the world in 2011), Paris-Orly and Paris-Le Bourget airports

• 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

• 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 S4

CDG 2F

CDG 2E



ADPI

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

Airport designer and planner with operational background


ADPI’s expertise cover Investor expectations

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

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

TRADES SERVICES


ADPI’s expertise cover Investor expectations

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

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

TRADES SERVICES

Documentation requested by equity investors


ADPI Worldwide

ADPI Headquarters Paris Staff : 240 +

ADPI offices Expatriates : 340 +


Aéroports de Paris Management

Aéroports de Paris’s success in PPP is not limited to the fact that ADP has been part of PPP Consortium

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

Selected examples

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

an unmatched experience in PPP


Aéroports de Paris: World leader in airport operation 37 airports platform under management representing 180M Pax

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

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

Jeddah (Hajj Terminal) – Saudi Arabia 5mm pax Management contract

Amman – Jordan (9.5%) 6mm pax Management contract Strategic partner

Cambodian Airports Phnom Penh & Siam Reap:

3mm pax Assistance in management

Conakry Airport (29%) 0.2mm pax Operator

Algier Airport 4.4mm pax Operator

Mauritius (10%) 2.6mm pax Operator Strategic partner

Tunisia (67%) Enfidha & Monastir

2.3mm pax Concession operator

Turkey Istanbul Ataturk: 37.5mm pax Ankara: 8.5mm pax Izmir: 2.5mm pax Gazipasa Concession operator

Georgia (76%) Tbilisi & Batumi: 0.8mm pax Concession operator

Macedonia (100%) Skopje & Ohrid: 1.2mm pax Concession operator

Medinah (Saudi Arabia) (33%) Concession operator

TAV Subsidiary

ADP


Key aspects in a PPP Scheme


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


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


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

• 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)

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

• 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

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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

Development Phase Bidding Phase

Information requested by Investors

Traffic forecast

Airport program

Airport Masterplan

Construction phasing / investment plan

minimized CAPEX

Controlled OPEX

Optimized Airport revenues

security and safety

return on investment

Development Phase Bidding Phase

ADPI Assistance for Bankable Project


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


Airport master plan and concept


Development Phase Bidding Phase Development Phase Bidding Phase Airport Master Planning – 5 Phases

On-site Survey and Data Collection Analysis

Cost Estimates and Planned Investments

Development of Master Plan Alternatives and Terminal Concept

Selection of the preferred Master Plan and concept definition

Phasing

Traffic Assumptions and Strategic Orientations

Facility Requirements


ADPI references in P3 Airport projects


19

BOGOTA - EL DORADO AIRPORT - COLOMBIA

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: 150 000 sqm

AIRPORT KEY POINTS


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: 58 000 sqm


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

SSR AIRPORT EXPANSION PROJECT - MAURITIUS


AIRPORT KEY POINTS

Capacity: 9 M passengers

22 contact stands

10 remote stands

Area: 170 000 sq.m

Construction cost: 480 M US $

Lev Client: Aeroflot

Services period: 2001-2006

Commissioning: 2007 september

Moscow Sheremetyevo International Airport, Terminal 3.


Thank You…

adpi · 2013. 6. 28. · revenue (2011) 2.502 m€ ... 88.1m pax (61m pax for paris – charles de...

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