© Turner & Townsend Inc October 13, 2015
making the difference
Making difference in Airports AIRPORT CITY
& REAL ESTATESão Paulo Oct. 2015
Infrastructure Journey | Turner & Townsend | July 2015
Global Reach through Landmark Projects
We are active in all the major infrastructure sectors:
Air
Roads
Rail
Social Infrastructure
Power
Water
Waste
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Flying High
■ Having worked on some of the world’s most prestigious
Aviation facilities and projects for the sectors biggest
clients, whatever the challenges you might face as a
business, we are capable of providing a solution which will
be tailored to your needs and offer you unrivalled success.
■ It is no coincidence that we continue to benefit from long
standing partnerships with clients including BAA, Dublin
Airport Authority, Sydney Airport Corporation Ltd, Abu
Dhabi Airports, Hong Kong Airports, Qatar, Oman.
■ We provide support at every stage in the lifecycle of a
project, from asset strategy and development to delivery of
the project whilst also meeting the specific challenges of
the aviation industry.
making the difference Delivering new airport facilities and infrastructure
is a complex and demanding process
■ In established markets gaining approval and
finding the Capital and Business case for
such facilities is a lengthy and complicated
process of master planning, commercial
development, consultation and legal and
political challenges.
■ In emerging markets, while construction
periods are faster, governance is often split
between a national policy body and regional
Airport operators creating its own unique
challenges.
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Aviation & Aerospace Sector Turner & Townsend’s clients
Infrastructure Journey | Turner & Townsend | July 2015
Major Programs Integrated Service Offering
Infrastructure Journey | Turner & Townsend | July 2015
Investor Service Model
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Aviation Experience
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Market changes
Today’s market for air travel and cargo transportation is beginning to see the first signs of change. Following many years of unprecedented growth the recent economic liquidity crisis has affected air traffic movements, passenger numbers and operators approach to capital planning and delivery emphasis.
This presents a problem to the airport operator in that whilst revenue may be affected in the short term, infrastructure improvements for long term business goals, coupled often with regulator requirements means that capital investments still needs to be planned, delivered and consistently executed on time and to budget.
Several further factors are crucial to the success of Air projects. As a capital asset, they must have inherent longevity and remain cost effective throughout their lifecycle. As a working asset with typically long design lives, assets must be efficient, functional and adaptable. Each of these factors has profound implications for budgetary control and cost management.
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Business Plan Development
The questions are whether or not the Airport is or can be a viable aviation asset, and if so, how should its resources be structured and focused.
An operational airport, with infrastructure and facilities in place, represents enormous economic potential for a region provided that the potential can be realized.
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Business Plan Development
The development of this strategic business plan for an (International) Airport is predicated upon several key assumptions:
1. Determination of a basic Mission
2. How to capitalize on the on-and off airport land assets
3. How to setup the financial structure and management of the Airport
4. How to setup the complex governance issues under which an Airport operates
5. Define the regional business, community and political context in which the Airport operates.
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Business Plan Development
1) The identification of a Core Aviation Function – i.e. the determination of a basic Mission
For the facility to survive in that capacity it was first critical to determine whether there is a realistic aviation role that the Airport could playthat would provide sufficient funding to offset growing deficits and sustain the operation financially.
This required an examination of the primary aviation elements – passenger, cargo, maintenance, and general aviation to assess their potential for the city.
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Business Plan Development
2) Focus on the possibility of capitalizing on the on-and off airport land assets.
The operating systems of an airport must also be reviewed in the broader context of its physical properties including its land assets dedicated to aviation support as well as land available for the development of non-aviation functions.
Current practice in the airport industry is to also explore where appropriate the potential utilization of properties adjacent to the airport to create a larger development district that integrates airport planning with regional economic development, land use, and transportation planning.
This included linking on- and off-airport development, and the potential disposition of Airport land which is an extremely complex process particularly if the property was donated by the Federal, State or Municipal Government or acquired or developed through federal aviation bodies funding or investors.
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Business Plan Development
3) Focus on the financial structure and management of the Airport.
The management of an airport’s finances, operations, maintenance, properties, anddevelopment involves challenges that diverge substantially from the management of most businesses.
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Business Plan Development
4) Focus on the complex governance issues under which an Airport operates.
The sources and potential uses of funds, the establishment of rates and charges, and matching budget and staffing allocations for continually evolving and changing tasks are often unique to the industry and can be daunting given the linkage to federal, state, and municipal guidelines, regulations, and constraints.
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Business Plan Development
5) explore the regional business, community and political context in which the Airport operates.
How a “City” airport, particularly when its population base is by itself insufficient tosustain a commercial operation, is best integrated in a broader geographic region is essential to identifying opportunities for success.
The importance of a regional partnership is important. There are financial, business, development, and management implications associated with “regionalization” that need to be addressed in the Plan.
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Recent major Airport projects include
Dubai Airport Concourse 4, DACCDubai
Dublin Terminal 2 – British
International Expertise Awards 2010 – Major Project of the Year; APM Award 2011 – Overseas project of the year
Bahrain International Airport – Avia SolutionsBahrain
Heathrow Terminal 2BAAUK
Heathrow Terminal 5BAAUK
King Shaka International Airport - APM Awards 2010 –
Overseas Project of the Year
South Africa
Railway Infrastructure | Turner & Townsend | August 2015
Contact us
Rob Edwards
Regional Managing Director
t: +55 11 3254 6326
Jacquelina Dankfort
Director
t: +55 11 3254 6326
t: + 55 11 96412 0473
Gareth Whisson
Director
t: +55 11 3254 6326
t: + 55 11 94160 0904
São Paulo office: Av. Engenheiro Luiz Carlos Berrini, 550 – 4th floor – Brooklin, São Paulo /SP - Brazil
Rio de Janeiro office: Av. Presidente Wilson, 231 - 14th floor – Centro, Rio de Janeiro/RJ - Brazil
www.turnerandtownsend.com
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In brief
Client
BAA
Project
Heathrow terminal 5
Value
£4.3bn
Programme
1996 -2008
BAA – London, UK
Services included:
ProDevelopment of the business case and master plan
Preparation of the project processes and procedures and the implementation of a project controls system.
Ongoing cost and commercial management
Project
Terminal 2―Managed Service Provider
Service Programme Management Services
Value £2.2bn
Programme 2007 - 2013
Project
Total Value Management
Value GBP 4bn
ProgrammeMay 2008 – Aug 2013
Heathrow Airport
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Abu Dhabi Airport
In brief
Client
Abu Dhabi Ports Company
Project
Passenger Terminal Midfield Terminal Building
Programme Value
USD 3bn
Programme
700,000m2. Triple passenger capacity to 40 million a year. Passenger Terminal Design Competition. Projectin progress
Abu Dhabi Ports Company, Abu Dhabi, UAE
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King Shaka Airport
In brief
Client
ILEMBE Consortium, led by group 5 on behalf of Dube TradePort
Project
King Shaka Airport
Service
Estimating, procurement and costing services
Value
R6.8bn
Programme
2007 – 2010
King Shaka Airport, Durban, South Africa
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Dublin Airport
In briefDublin Airport, Dublin, Ireland
Client
Dublin Airport Authority (DAA)
Project
Campus Redevelopment Programme
Value
€2bn
Programme
10 years
130 projects
Services included:
Programme scheduling
Procurement strategy and supply chain logistics
Programme cost monitoring
Consultation
Stakeholder Management
Quality and safety management
Client
DDA
Project
Terminal 2 Energy centre
Value
€14m
Programme
2009
Services included:
ProDevelopment of the business case
Master plan
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Dubai Airport Development
In brief
Client
Dubai Aviation City Corporation-Engineering Services
Project
Development of Concourse 4
Service
Pre and post-contract costmanagement
Procurement management
Value
Confidential
Programme
2012 – 2014
Dubai Aviation City Corporation, Dubai, UAE
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Muscat International and Salalah Airports
In briefUltra Electronic, Oman
Client
Ultra Electronic
Project
Muscat International andSalalah Airports
Service
Programme Management Services
Value
OMR127m
Programme
2011 - 2014
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Brisbane Airport
In briefBrisbane Airport Corporation, Australia
Client
Brisbane Airport Corporation
Project
Programme office, Brisbane Airport
Value
$300m
Programme
2011
Services included:
Management and delivery of
airport infrastructure projects
Client
Brisbane Airport Corporation
Project
Brisbane Airport domestic terminal - BIM
Value
$185m
Programme
2009 - 2012
Services included:
Provided full cost management services, including preparing detailedbills of quantities for tender purposes
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Johannesburg International Airport
In brief
Client
Airports Company of South Africa
Project
Domestic terminal expansion project
Service
Project managers for the planning, design and construction of the new domestic terminal, a new passenger pier and the associated landside road network
Value
R600m
Programme
1999 – 2003
Airports Company of South Africa (ACSA)
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Ottawa MacDonald Cartier International Airport
In briefOttawa MacDonald Cartier International Airport, Canada
Client
Ottawa MacDonald CartierInternational Airport Authority
Project
Reconstruction and reprofiling of runway 2007-2025
Service
Project Management & Commercial Tracking services
Value
CAD$14m
Programme
2002 - 2012
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Bahrain International Airport
In briefBahrain International Airport
Client
Avia Solution
Project
Bahrain International Airport
Service
Value
BHD 1,650m
Programme
Awaiting government approval
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Perth Airport
In briefPerth Airport Pty Ltd, Australia
Client
Perth Airport Pty Ltd
Project
Perth Airport T1 arrivals expansion
phase 2
Service
A full service of pre and post contract and bills of quantities
Value
AUD 64m
Programme
Awaiting government approval
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130countries
We supported projects and programmes across 130 countries.
+4100people
We grew our workforce by 13 percent.
90offices
We opened eight new offices, giving us a total of 87 global sites.
£380mturnover
Our turnover increased by 12 percent.
£37moperating profit
Our operating profit grew by 13 percent.
55%regional revenue
Over half of our revenue was generated outside the UK.
8/10client satisfaction
We have maintained our high standard of client care.
Corporate Overview
Turner &
Townsend is an
independent
global
professional
services
company, market
leader in
Programme,
Project and Cost
Management and
Consulting across
the property,
infrastructure
and natural
resources
sectors.
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Turner & Townsend | 2015
Global Presence
offices
90This year we have supported projects and programmes in some 130 countries from 90 offices.
North America
CalgaryChicagoDenverEdmontonHoustonLos AngelesNashvilleNew YorkOttawaPhoenixSan FranciscoSeattleTorontoVancouver
Latin America
BogotaLimaMexico CityRio de JaneiroSantiagoSão Paulo
UK
AberdeenBelfastBirminghamBristolEdinburghGlasgowLeedsLondonManchesterNewcastleNottinghamSheffieldTeesside
Europe
AmsterdamAtyrauBaselBerlinDublinFrankfurtHamburgKrakowMadridMilanMoscowMunichParisRomeSt PetersburgStavangerThe HagueViennaWarsawWaterford
Africa
Cape TownDurbanGaboroneHarareJohannesburgKampalaMaputo
Middle East
Abu DhabiDohaDubaiMuscat
Asia
BangaloreBeijingHo Chi Minh City Hong KongJakartaKuala LumpurMacauMumbaiNew DelhiSeoulShanghaiShenzhenSingaporeTianjinTokyo
Australia and New Zealand
AdelaideBrisbaneCairnsCanberraChristchurchDarwinGold CoastMelbourneNadiPerthSydneyTownsville
* at 30 April 2015
Recent international awards include:
Building Awards 2014
CEO of the YearConstruction Consultant/Surveyor of the YearSustainable Project of the Year – Brent Civic Centre
The Queen’s Award 2014
Enterprise in International Trade
Building Awards 2013
Construction Consultant/Surveyor of the YearProject of the Year – The Shard
NCE/ACE Consultants of the Year 2013
Global Consultant of the Year
British Expertise International Awards 2013
Outstanding International Business
Commercial Real Estate Awards Moscow 2013
Best Very Large Retail Project
BT Retail Technology Awards 2013
Store Technology Award – Audi City
Building Awards 2012
Integrated Supply Chain of the Year – Yorkshire Water
CMG Building and Design Awards 2011
Construction Consultant/Project Manager of the Year
Association for Project Management 2011
Project of the YearCommunity Project of the YearOverseas Project of the Year
.
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A Local Business in Latam
Turner & Townsend has been operating in Latin America since 2000, where it has been
growing organically with independent, wholly owned companies. We have over 100
professionals bring solutions to our clients, wherever our services are required, though
mobile teams out of one of our regional offices.
In Brazil Turner & Townsend is an independent provider of project & program
management, project controls, and cost management services to major blue-chip
clients in Latin America. We do not have any competing lines of business - program
and project strategy, execution planning and delivery is all we do.
We are passionate and highly pro-active, always adapting quickly to seize
opportunities to drive better outcomes on the projects we manage. We are innovative,
and bring best practices from around the world to a range of industries.
Key characteristics:
Independent, wholly owned, organically grown
>10 years experience
Turnover US$10m
5 Offices
+100 Professionals
80% repeat business
Belo Horizonte
Rio de Janeiro
Sao Paulo
Santiago
Lima
Bogota
Experience
Operations
Offices
Delivery teams
Mexico City
Buenos Aires
LATAM Business
Infrastructure Journey | Turner & Townsend | July 2015
Recent international awards include:
Building Awards 2014
CEO of the YearConstruction Consultant/Surveyor of the YearSustainable Project of the Year – Brent Civic Centre
The Queen’s Award 2014
Enterprise in International Trade
Building Awards 2013
Construction Consultant/Surveyor of the YearProject of the Year – The Shard
NCE/ACE Consultants of the Year 2013
Global Consultant of the Year
British Expertise International Awards 2013
Outstanding International Business
Commercial Real Estate Awards Moscow 2013
Best Very Large Retail Project
BT Retail Technology Awards 2013
Store Technology Award – Audi City
Building Awards 2012
Integrated Supply Chain of the Year – Yorkshire Water
CMG Building and Design Awards 2011
Construction Consultant/Project Manager of the Year
Association for Project Management 2011
Project of the YearCommunity Project of the YearOverseas Project of the Year
Our Sectors
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