1. ADPI Airports arabia conference
Fritznathan BRUCE
Head of Business Development – Middle East

2. Who we are

3. More value creation
ADPI is a private engineering and architecture company that designs, manages and supervises private and public airport projects throughout the world
100% Member Company of AEROPORTS DE PARIS The largest airport operator in the world
Constant technology watch
Capitalize on 60 years international experience
Certified ISO 9001 since 2003

4. Our field of expertise
ADPI is a private engineering and architecture company that designs, manages and supervises private and public airport projects throughout the world
Passenger Terminal Buildings
Maintenance & Cargo
Airport Ancillary Buildings
Air Navigation & Control
Airside & Landside Infrastructure
Special Airport Systems
Airport Cities

5. OUR ACTIVITIES

6. Synergy of our activities
From Airports
to Cities
Architecture
Air Navigation Engineering
Special Airport Systems
Infrastructure Engineering
Airport & Urban Planning
Building Engineering & Environment
Government
Private

7. A comprehensive range of solutions
Projects
Airport Master Plan
Terminals
Maintenance and Cargo
Airport buildings
Corporate offices
Infrastructure Airside and Landside
Air navigation control
Special Airport Systems, IT, BHS and Technical Equipment
Urban development/Airport Cities
Urban buildings, skyscrapers, malls
Sports Facilities
Services
Traffic Forecast and programming
Operational and Financial consulting
Feasibility study
Expertise (IT, BHS, ATC)
Design: architecture & engineering
Design: urban planning
Value engineering and Design review
ICAO IATA Compliance check / Permitting
Construction supervision
Complete project management
Commissioning

8. Main references FRANCE PARIS RUSSIA MOSCOW CHINA CHONGQING
Roissy / Charles de Gaulle International Airport
RUSSIA MOSCOW
Moscow Sheremetyevo
International Airport
CHINA CHONGQING
Chongqing
International Airport
CHINA BEIJING
New Beijing
International Airport
SOUTH KOREA SEOUL
Incheon International Airport
ALGERIA ALGIERS
Houari Boumédiène International Airport
CHINA SHANGHAI
Incheon International Airport
COLOMBIA BOGOTA
El Dorado International Airport
UNITED ARAB EMIRATES DUBAÏ
Dubaï International Airport
LIBYA TRIPOLI
Tripoli International Airport
SAUDI ARABIA JEDDAH
King Abdulaziz International Airport
QATAR DOHA
New Doha International Airport
UNITED ARAB EMIRATES ABU DHABI
Abu Dhabi International Airport

9. Public private partnership Challenges & Opportunities

10. Challenges & Opportunities
PPP
Challenges & Opportunities
Private Investment in Airports is increasing
Driven by strong growth within the ATI
Pressure on airport infrastructure to adapt to growing demand and changing technology
Governments turning to private sector to meet investments /operational requirements for airports’ expansion
Governments facing dilemma of:
How to finance airport facilities to meet growing demand, on limited public funds?
How to improve service levels at airports?
How to operate airports to maximize commercial potential

11. PPP’s Attraction PRIVATE SECTOR PUBLIC SECTOR
Growth in passenger traffic leading to improved profit margins resulting from economies of scale
Limited foreign exchange risk since airports generate substantial revenues in hard currencies
Potential for improved airport amenities and increased airport revenues
Introduces operating efficiencies and improves Fnancial Performance
Potential for real estate development and other non- aeronautical services
PUBLIC SECTOR
Perceived reduction in risks to airport-related project development
Transfer risk and/or responsibility in an operation
Access to private sector financing freeing Government budgets for social sectors
Introduces operating efficiencies
New revenue streams for Governments

12. PPP’s Risks Allocation
PRIVATE SECTOR
Permissions / Regulations / Authorizations
Government Liaison / Political Issues
Financial Support
Force Majeure
PUBLIC SECTOR
Design / Construction
Testing / Commissioning
Operating Performance
Project Management
Business Analyst (Finance Coordination)
Technology Trends

13. PPP’s Development Stages
Identification and details of the existing terminal, airfield and facilities
Forecast of Passengers, Cargo
Airport Platform Revenue Analysis (Gap!!)
Production of Airport Conceptual Plan
Terminal Capacity Optimization and Facilities sizing study
Long Term Airport Development Plan (10-20 years)
Production of Platform Master Plan ( Pax, Cargo, Facilities development plan)

14. PPP Case STUDIES

15. Queen Alia International Airport , Amman
PPP JORDAN
Queen Alia International Airport , Amman

16. Queen Alia International Airport , Amman
PPP JORDAN
Queen Alia International Airport , Amman
Objectives of the project
To support the business plans of the national airline and strengthen Jordan's role as a gateway to the Near East, the project consists in developing a new terminal to triple the airport's capacity
The government wanted the airport to have a unique and grandiose architecture to reflect the country's modernity
Identification of market conditions
The government's constraints and objectives
To identify the market conditions, the government used the services of a group of advisers:
IFC (World Bank) as chief adviser and financial adviser
Legal adviser, technical adviser, etc.
Operators, builders and financial investors showed their appetite for the industrial project, subject to economic conditions and to the risk being spread out
Access to bank funding required coverage of the political risk to ensure viable financing
IFC proposed a political risk cover model (B loan) to attract commercial banks
The government called on the private sector above all to secure the completion of the construction and operation, of this unique project in terms of scale for the country:
The new terminal is the largest and most complex building in the country, requiring the contribution of an experienced builder
Growth in traffic had led to deteriorating quality of service, requiring the intervention of a first-class international operator
Albeit not wanting immediate remuneration, the government wanted to benefit in part from the creation of value

17. 5. Experience of the Queen Alia Airport of Amman in Jordan
PPP JORDAN
Privatization model
The agreement contains most of the partnership's formative elements:
25-year concession/BOT
Transparent pricing (indexed on inflation)
Clear obligations regarding the investment programme and the quality of service objectives
A precisely demarcated scope of licensed services
High degree of managerial independence for the operator but stringent reporting and public accountability obligations
A package of reassuring government guarantees for the investors and banks
An "income-sharing" remuneration model for the government
Selection process
A pre-qualification stage firstly enabled the government to
Confirm the interest of the potential candidates
Rule out candidates having no experience in operations (>135% of existing traffic), building (>USD 500 million), and meet certain financial criteria
Bids were then selected on the basis of two criteria:
Validation of the technical bid (pass or fail)
Selection of the best economic bid (income-sharing percentage)

18. 5. Experience of the Queen Alia Airport of Amman in Jordan
PPP JORDAN
Long-term technical assistance
Multiple objectives
Aéroports de Paris Management is the airport operator. Its roles and responsibilities are formalized by contract under an Operation & Maintenance Agreement (O&M). In this respect ADPM
provides AIG with key positions (COO, Operations Director, Maintenance Director, Safety/Quality Director and Commercial Director)
provides technical support using both ADPM back office resources and the skills of ADP experts.
provides training in all airport areas, drawing on the same resources (ADP Group)
Additional support from ADPM was provided to bring the airport into service (ORAT)
The technical assistance objective aims to
Ensure compliance with the contractual requirements laid down in the O&M agreement
See that the necessary measures are taken to achieve the financial targets
And provide support for daily management (board of directors, preparing budgets, etc.)
Securing entry into service - ORAT
In accordance with its practices, Aéroports de Paris Management performed a service to ensure the New Terminal opened smoothly and within the required deadline
The opening of the new Amman Terminal (with a capacity of 7 Mpax) went faultlessly and smoothly during the night of 20 to 21 March 2013.
The ORAT team was disbanded 2 months later…

19. QAIA- Summary Key Features Airport traffic Project description
PPP JORDAN
QAIA- Summary
Airport traffic
Project description
Strategy backing the project
Investment
4mpax in mpax in 2014
25-year BOT of Amman Queen Alia Airport (Jordan)
Tourism development
Open skies and Arab free trade agreements
Royal Jordanian growth strategy
$750m
Key Features

20. PPP Case STUDIES
Case STUDIES
Mauritus island Airport

21. Case Studies for the 2nd Airports Arabia Conference
Mauritius Island
Case Studies for the 2nd Airports Arabia Conference
Sir Seewoosagur Ramgoolam International Airport. New Passenger Terminal
Operated by Aéroports de Paris Management (ADPM) via ATOL
Architect : ADPI / sqm with 8 500sqm for Retail/8 Contact with 1 stand for A380.
Capacity : 4,5 millions passagers.
Project Cost( supported by ATOL) : 300 millions USD

22. Q & A THANK YOU