This document summarizes a presentation given by Thomas Frankl on airport investment. The presentation discusses trends in airport privatization, including an increasing number of public-private partnerships and trade sales of airports in 2011. It also analyzes the advantages and disadvantages of different models of private investment in airports, such as concessions, management contracts, and minority stakes. Overall, the presentation argues that airports should focus on developing new revenue streams before considering privatization, in order to maximize their long-term economic value.
Financial Crises and Public Private Partnership by Filip DrapakFilipDrapak
PPP and financial crises; how did the financial crises impacted PPP market in particular and project finance market in general? What is the impact on VFM? What are the remedies?
Financial Crises and Public Private Partnership by Filip DrapakFilipDrapak
PPP and financial crises; how did the financial crises impacted PPP market in particular and project finance market in general? What is the impact on VFM? What are the remedies?
Belajar Efektif dan Kiat Jitu Belajar CepatTimothy Andrew
Mengapa kita tidak lebih baik dalam mengingat, padahal otak kita dapat menggunakan sekitar 100 milyar bit informasi ? (sama dengan 500 ensiklopedia)
Mengapa kita tidak menjadi pemikir yang lebih cepat, padahal pikiran kita bergerak dengan kecepatan lebih dari 300 mil perjam ?
(lebih cepat dari kereta tercepat ?)
Netz Capital Airline Turn Around into Profitabilityatulpkhekade
Netz capital is exploring an opportunity to take over an airline and turn it around by increasing its non aero revenues through licensing of its brand for lifestyle and common use products to leverage global revenue
Netz Capital Airline Turn Around into ProfitabilityAtul Khekade
Netz Capital is exploring opportunity to take over and airline and turning it into profits by increasing it's non aero revenues by licensing brand for lifestyle, common use products and services to leverage global revenues.
Belajar Efektif dan Kiat Jitu Belajar CepatTimothy Andrew
Mengapa kita tidak lebih baik dalam mengingat, padahal otak kita dapat menggunakan sekitar 100 milyar bit informasi ? (sama dengan 500 ensiklopedia)
Mengapa kita tidak menjadi pemikir yang lebih cepat, padahal pikiran kita bergerak dengan kecepatan lebih dari 300 mil perjam ?
(lebih cepat dari kereta tercepat ?)
Netz Capital Airline Turn Around into Profitabilityatulpkhekade
Netz capital is exploring an opportunity to take over an airline and turn it around by increasing its non aero revenues through licensing of its brand for lifestyle and common use products to leverage global revenue
Netz Capital Airline Turn Around into ProfitabilityAtul Khekade
Netz Capital is exploring opportunity to take over and airline and turning it into profits by increasing it's non aero revenues by licensing brand for lifestyle, common use products and services to leverage global revenues.
There is a huge need for infrastructure developments and service quality improvement at many airports markets, but public budgets are limited. PPPs can provide a solution when the resources of private and public partners are bundled where conventional privatizations are not possible. The uniqueness of each airport development requires always a tailored approach structuring a PPP.
PPPs with a fair allocation of risks and rewards provide a means to raise necessary funds and know-how on the basis of a realistic business case. Risk mitigation strategies have to be developed to protect the public and private partners, including e.g. re-definition of the airport value chain, tax advantages, direct subsidies, etc.
Presentation by Jože Jenšterle, General manager of IASLIM
Moving Europe - Moving People conference in Ljubljana, 15.11.2016
More info: http://bit.ly/2gngYt0
Beverley Williamson, Senior Vice President, Business Management and Special Projects, Port Authority of Jamaica discusses the role of PPP financing during Caribbean Development Bank's seminar on 'Towards Greater Efficiency: The Transformation of the Caribbean Maritime Port Services Industry' at its 46th Annual Meeting in Kingston, Jamaica on May 19, 2016.
What Drives Venture Capital A Perspective From Both S.docxberthacarradice
What Drives Venture Capital?
A Perspective From Both Sides of the Table
Paul Vroomen
*
*
Agenda
Introduction
How Venture Capital WorksThe Impact of Internal Rate of Return Expectations
Case Study: Sandbridge Technologies, Inc.A $15M Powerpoint Presentation
The Future of Venture CapitalBig Changes Coming….
*
Thought Experiment
You are an entrepreneur….You have worked for 10 to 12 hours per day, often 7 days a week for the past 3 years, You have risked your entire personal savings,You have endangered your marriage,You see your kids mostly just before they fall asleep,You have questioned your own sanity,
But, you finally have a working prototype….
*
The Entrepreneur’s View
What??
They want 10X return on their money?They want 65% ownership of my company?They want a controlling vote on the Board of Directors?They want to be paid their money first before anyone else gets anything, even me, the founder, if we sell the company?
Vulture Capitalists!!
*
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The Venture Capitalists View
This guy has a good idea , BUT:
He has no CEO track record and has never run a company beforeHis executive team has significant holes (especially in marketing)The company’s business plan is way too optimistic, especially given that it has missed critical milestones, twiceThey have one significant customer, but that customer is known for collaborating with innovative start-ups and then doing their own thing
I will ensure that our term sheet enables me to protect my capital and is structured so that I can direct the CEO to correct the issues with the company or replace him with someone that can if he does not!
*
*
The Primary Reason
The Entrepreneur, by definition, is an optimist
The Venture Capitalist, by experience, is a pessimist
The partnership of the two can work, sometimes spectacularly,
if each understands what is driving the other.
*
*
How Venture Capital Firms Work
Venture
Capital
Firm
Managed by
General Partners
Limited Partners
All Accredited
Investors
Investor 1
Investor 2
Investor n
$xM
$yM
$zM
Company 1
Company 2
Company k
Venture Fund
Committed Capital
$(x+y+…+z)
Private Equity
Portfolio
$aM
$bM
$uM
Base+(1-c).Surplus
c.Surplus
Liquidity Event
C = “Carry” = 20% - 35%
Mgt. Fee ~2%p.a.
*
*
EBO and VC Historical Performance
*
Source: US Venture Capital Index and Selected Benchmark Statistics, June 2014, Cambridge Associates, LLC
IRR: Net cash on cash returns to Limited Partners (after deduction of management fees and carry percentages)
AVERAGE IRR (1999-2009)
Electronics: -0.54%
Financial Services: 14.42%
BioTech:16.04%
AVERAGE IRR (1999 -2009)
Information Technology: 24.23%
- Internet-Business:23.2%
- Internet-Commerce:37.8%
Implications of IRR Expectations
Required capital growth to achieve IRR:
To achieve 33% IRR, a $1 investment needs to grow to $7.40 in 7 years.
*Time from investment:5 Years7 Years10 YearsIRR: 25%3.0X4.8X9.3XIRR: 33%4.2X7.4X17.3XIRR: 50%7.6X17.1X57.7X
*
Typical VC Fund Performance ...
Capital Summit 2015 - IFC, partner of Municipalities for a successfull introd...NALED Serbia
IFC, partner of Municipalities for a succesfull introduction of the private sector in waste management services - presentation held within the Capital Summit 2015 organized by NALED and City of Belgrade, with the support of Elnos group, Star Refrigeration&Emerson Techologies and Siemens.
The privatization in Indian port sector has increased significantly in the last decade. The Major Ports capacity is already stretched to its limit and capacity in the Indian port industry need to be augmented. These issues are being addressed by undertaking the Public Private Partnership models and involving captive users. New berths at major ports are constructed on PPP mode and corporatization of Port Trusts has provided better accessibility to funds by encouraging private investment. As a result, Private participation is gaining a major share in the overall investment, enabling a much needed competitive environment that discourages the inefficiencies in the Indian Port Sector.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
5. Agenda
• Introducing Airport Development Partners
• 2011 airport transactions
• Airport privatisation from an investor perspective
• A tale of two airports
• PPP – ‘Public-Private Panacea’ ?
• Engaging with private investors
• Alternatives to privatisation
• Conclusions
5
6. Airport Development Partners SA
• Headquartered in Geneva
• Chairman: Marc Brutten
• Managing Partner & CEO: Thomas Frankl
• Members of the Board:
– Bob Aaronson, former Director General ACI
– Joseph In-Albon, former CEO Swissport
– Hans-Peter Kohlhammer, former CEO SITA
6
7. Airport Development Partners SA
• Supporting public and private airport owners
in three areas:
– Assisting public and private airport owners in
preparing for sale / PPP concession / management
contracts
– Increasing efficiency of operations
– Developing new commercial income streams /
alternative use scenarios
7
8. Airports for Africa Foundation
• Geneva-based foundation providing free
consultancy services to LDC in sub-Sahara
Africa
• NGO accreditation concluded before close of
the year
• Designated Chairman: Bob Aaronson; Board
appointments to follow
8
9. 2011 - Transactions picking up
• PPP:
– Rwanda: Bugesera
– Nigeria: Likki-Epe
– Nairobi Jomo Kenyatta
– Medina
– Zagreb
– Puerto Rico
• Trade sale¹:
– BAA: Stanstead, then Edinburgh or Glasgow
– AENA stake
– MAD, BCN
– HochTief Airport portfolio: ATH (plus gvt. stake), DUS, HAM, TIA, SYD
– US: Chicago Midway, Gwinett, Hendry County
– Genoa and a number of smaller Italian airports
– Hannover
– 2009/10 ‘left-overs’: Parma, Lübeck, Bydgoszcz, Balaton, Györ, etc.
¹ only majority participations
9
10. Airport Privatisation – the investor
perspective
1. Hub Airports
2. Regional hubs with large catchment areas
3. Economically viable, non-hub airports (incl.
niche airports)
4. Financially non self-sufficient, underutilized
airports
5. Economically and financially non viable
airports 10
11. A tale of two airports
Regional Airport A Regional Airport B
(Revenues: USD 60m, 300 staff) (Revenues: USD 60m, 300 staff)
• EBIT (2010): USD 3.6m • EBIT (2010): USD 3.6m
• Three-year action plan:
• Sold to an investor in 2011 – Route development: USD 200k (3
new routes)
at a 10 x EBIT multiple for – Mobile terminal to accommodate
USD 36m new routes: USD 400k
– Voluntary staff reductions by 20% :
USD 800k
– Increase of retail space: USD 500k
– Increased operational efficiencies
(IT, multi-tasking, energy savings,
etc.): USD 100k
– Total capex: USD 2m
– Additional EBIT of 17% generated
in year 3: USD 0.6m
11
12. A tale of two airports
Regional Airport A Regional Airport B
(Revenues: USD 60m, 300 staff) (Revenues: USD 60m, 300 staff)
• EBIT (2010): USD 3.6m
• EBIT (2014): USD 4.2m
• ROI of action plan: USD
2.6m on a USD 2m
investment, i.e. 30%
12
13. A tale of two airports
Regional Airport A Regional Airport B
(Revenues: USD 60m, 300 staff) (Revenues: USD 60m, 300 staff)
• EBIT (2010): USD 3.6m
• EBIT (2014): USD 4.2m
• Sold to a private investor in
2015 at a 10 x EBIT multiple
for USD 42m
• ROI of action plan at the time
of a sale: USD 6m vs. USD 2m
investment = 300 % !
13
14. PPP – ‘Public-Private Panacea’ ?
• The Pro’s:
– Politically acceptable / ‘sellable’
– Investors willing to take a long-term development view
– Keeps investor and government objectives aligned
– Transparent process
– Distribution of risks between partners
– Predictable airport development via mandatory phased investment programme
– Last-resort option to revoke concession exists in case of contract breach
• The Con’s:
– Legislation needs to be ‘PPP compatible’
– Long time lag between initial decision and award of the tender – often derailed by change in
governments
– PPP favors global, integrated operators over single operators
– Requires responsive and business-minded project team involving government and airport
authorities
– Cumbersome and slow process
– Quality of tender all-important (rules and conditions, definitions, realistic time lines
– Calling-off of tender (e.g. too few interested parties, change in government, etc.) damaging
– Risk of renegotiation once deal signed
14
15. Engaging with Private Investors:
Five Best Practices for PPP
1. PPP legislation
2. Generate a general ‘investment climate’
conducive to attracting investors
3. Plan with the political cycle (elections) in
mind
4. Build in contingencies (time, budget, people)
5. Maintain a regular and intensive dialogue
between the partners and stakeholders on all
operational, financial and community aspects15
16. Engaging with Private Investors:
Five Best Practices for a Trade Sale
1. Start with the end in mind: what does the public owner-operator
wish to achieve by involving private partners, and by when ?
2. Document the sales arguments (airport and economically relevant
region) within a concise Information Memorandum: assumptions
about catchment area, growth assumptions, long-term develop-
ment potential should be conservative
3. Test market interest: start with investors having previous (e.g.
Africa) experience
4. Build in contingencies (time, budget, people)
5. Maintain a regular and intensive ‘institutionalized’ dialogue
between the partners and stakeholders on all operational,
financial and community aspects
16
17. Engaging with Private Investors: Five Best
Practices for Management Contracts
• ‘Off-market’: research and approach operators directly
• Future manager should already operate similarly-sized
airport(s)
• Be mindful of cultural differences / language barriers
• Agree early a healthy balance between base fee and
success fee
• Ensure sufficient and continuous staffing and physical
presence by manager (resident team)
17
18. Alternatives to Privatisation
• Transfer of ownership to local municipality
• Management contract covering all or part of
operations (e.g. terminal)
• Sale of minority interest, or airport real estate
(e.g. long term lease) to finance the development
of infrastructure / new revenue streams
• Issue individual concessions (fuel, FBO, retail,
etc.) to reduce operational costs, drive revenues
18
19. Conclusions
• Airports are catalysts of growth: they should
be considered a strategic asset; any form of
privatisation should account for that
• Profits are the yard stick for financial
valuations – but not necessarily for economic
value
• Airports should develop their revenue
potential first and privatise later - if at all
19
The Geneva tourist board has asked me to sacrifice a few minutes of my presentation promoting the idyllic lake Geneva region - which I happily obliged to.When I say ‘idyllic’ that doesn’t mean to say that there isn’t the occasional naval catastrophe… But by and large things are going well on the shores of lake Geneva, so tourists keep coming every year to enjoy the blue waters of the lake (next slide)
Needless to say, one of the attractions of Switzerland in general is grounded in the proverbial purity of water and air : the water of the lake has drinking water quality and what concerns the skies, well, former Swissair 707’s equipped with rotating brushes are taking off regularly from Geneva Airport to remove the contrails which would ….the blue skies of Switzerland.
Moving on to something more down to earth, let me give you a quick portrait of our company: