AIE: Airport City & Real Estate - Apresentação Jacquelina Dankfort - Turner & Townsend

© 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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Turner & Townsend | 2015

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

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Major Programs Integrated Service Offering


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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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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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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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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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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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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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

e: [email protected]

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

http://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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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


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


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


Recent international awards include:


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


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


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

Natural Resources

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Commercial

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Roads Water Waste

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Renewable EnergyOil & GasMining & Metals

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