Starting a Greenfield Operation. Copenhagen, may 2015
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1 Starting a Greenfield Operation Copenhagen, may 2015
2 Index Madrid Light Rail Metros Starting a Greenfield Operation Key management aspects of an SPV Light Rail Metro
3 Madrid Light Rail Metros
4 Madrid Transport Authority DISTRIBUTION OF PUBLIC TRANSPORT SHARE 6.1 million inhabitants 1,2% 12,4% 42,5% 6,1 million inhabitants WALK PRIVATE CAR 15,2% 28,7% million passengers/day PUBLIC TRANSPORT
5 Madrid Transport Authority INSTITUTIONAL FRAMEWORK
6 Line map
7 Key Data SHAREHOLDER STRUCTURE METROS LIGEROS DE MADRID Transport authority Location Consorcio de Transportes de la Comunidad de Madrid Madrid 42,50% Type Technical Fare 42,50% Length 5,4 km 2014 journeys % Type of concession Network inconcession by Public Private Partnership Concession life 30 years In operation since may 2007
8 Demand: area population The new neighborhoods of Sanchinarro and Las Tablas require public transport to meet the demands of the growing population.
9 Demand: area population Evolution of Sanchinarro and Las Tablas population Sanchinarro and Las Tablas population age distribution
10 Light Rail Metro Constructive solutions should take into account: The city planning Conditions Rolling stock
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17 an adequate overground stations architecture
18 Main characterisitics Alstom CITADIS 302 Five modules Two engine modules M1, M2 Two suspended modules C1 y C2. A intermediate module NP on a bogie.
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20 Safety RAIL SIGNALLING SYSTEM The rail signalling system avoid the collision between trains and with cars. The line has trafficlight signalling system in tunnels and tram signalling system on surface area. A.T. P. Automatic Train Protection
21 SAE Traffic Light Prioritisation S.A.E. Operation Assistance System Vehicle status Vehicle and rolling stokes communication Rolling stock Location (GPS, odometer, sidelights) Traffic regulation & routes and time schedules CTC integration TRAFFICLIGHT PRIORITISATION OBJECTIVE Improve the headway regularity closing the traffic lights
22 Starting a Greenfield Operation
23 Starting a Greenfiled operation
24 Starting a Greenfiled operation EU White paper Transport Transport sector contributes to economic and social development Improving the accessibility to the range of social facilities offers Structuring the movility Enhacing economic development of our cities
25 Starting a Greenfiled operation When investments are made in public transport sector they must be efficient from a socioeconomic perspective. The public transport solution for cities should encourage their use
26 Starting a Greenfiled operation TRANSPORT AUTHORITIES TOOLS Network integral managment Promoting inter modality Fare integration Optimization of bus lines Restricting traffic measures
27 Starting a Greenfiled operation Is the investment declared of public utility? TECHNICAL AND SOCIOECONOMIC CRITERIA TRANSPORT SOLUTION Realistic Potencial demand City context GUARANTEE Investment costs Use level
28 Starting a Greenfiled operation A light rail metro is a transport mode responding to transport capacities between buses and Metro Reserve track Traffic priorization CHARACTERISTICS DESIGNS CRITERIA Protection driving mode Headway regularity Journey time < <
29 Starting a Greenfiled operation Transport authority chooses to make Light rail investment Several players involved What do they want to? POLITICIANS LOCAL COUNCILS To stop everywhere CITIZENS An underground TECHNICIANS A straight line It is important not to undermine basic aspects of the design.
30 Starting a Greenfiled operation A Light rail investment must satisfice the social needs Social sustainability Environmental sustainability and for the public budget the project must be financially sustainable
31 Starting a Greenfiled operation When a project is financially sustainable? A project is financially sustainable when it is financially fesible and profitable. FINANCIALLY FEASIBLE PROFITABLE Looking for the most appropiate way to finance it. PUBLIC FUNDING PRIVATE FUNDING PRIVATE PUBLIC PARTNERSHIP
32 Starting a Greenfiled operation It s a Contract with administration Special Purporse Vehicle SPV Public Service To fund the infrastructure Out shareholder Companies balance sheets
33 Starting a Greenfiled operation Project costs must be covered with the resources generated by the operation A key aspect of an SPV is risk Managment POLITICAL REGULATORY Assignment FINANCIAL COMERCIAL TECHNICAL Attenuation measures
34 Starting a Greenfiled operation Finance Project Two phases CONSTRUCTION LICENSEE TRANSPORT AUTHORITY OPERATION They must be appears from the outset
35 Key management aspect of an SPV light rail metro
36 Key management aspect of an SPV light rail metro An investment with appropiate criteria it will be easier to justify SPV Shareholder have different interests They ll add while things are going well MANUFACTER OPERATOR BUILDER FUNDER If the results aren t as well as expected
37 Key management aspect of an SPV light rail metro There must be a good communication between authorities and the company The parties must be willing to solve differences that come up during this time A deep understanding of reality that is being managed PUBLIC PERSPECTIVE Ensure profitability of the shareholders PRIVATE PERSPECTIVE Providing a public service
38 Key management aspect of an SPV light rail metro It is important that the SPV has sufficient management capacity to achieve the best for the concession looking for the best for their shareholders and taking care the public service. What do we DO? MANAGING DIRECTOR MISSION What do we GET?
39 Key management aspect of an SPV light rail metro What do we DO? Producing and efficient and quality service (operation, maintenance, ) Managing operating costs The financial economic model is an important tool. It must be updated periodically. That implies: Adapting to accounting changes. Update the inputs: DEMAND REPLACEMENT INVESTMENT OPERATING COSTS EVOLUTION
40 Key management aspect of an SPV light rail metro What do we DO? Customers are at the centre of our decisions Knowing customers Defining the service Aligning service with expectations
41 Key management aspect of an SPV light rail metro What do we DO? It is essential to know the segmentation of the population Sanchinarro and Las Tablas population age distribution
42 Key management aspect of an SPV light rail metro CUSTOMER PROFILE TYPE What do we DO? To stimulate demand we need to know how it is configured. Daily journey distribution Spanish woman aged between 25 and 34 years old who travels to work by Metro and then leaves on foot.
43 Key management aspect of an SPV light rail metro What do we DO? Our actions and the range of services must be centered on the customers and future customers Processes oriented to our customers Key indicators IFO (Operational reliable index) IPE (Disruption index)
44 Key management aspect of an SPV light rail metro What do we DO? Developing the best passenger experience.
45 Key management aspect of an SPV light rail metro The key results centered on: What do we GET? ECONOMIC PERSPECTIVE. Get the expected return. SHAREHOLDERES Profitability measure Internal rate of return (IRR) CREDITORS Financially sustainability Cover ratios DSCR (Debt service cover ratio) LLCR (Loan life cover ratio)
46 Key management aspect of an SPV light rail metro What do we GET? Passenger User Customer Stakeholder UNE EN The key results centered on: SOCIAL AND ENVIRONMENTAL PERSPECTIVE Produce a quality service Quality perception 150,00% 145,00% 140,00% 135,00% 130,00% 125,00% 120,00% 115,00% 110,00% 105,00% 100,00% 95,00% 90,00% 85,00% 80,00% 75,00% 70,00% 65,00% 60,00% 55,00% 50,00% 45,00% 40,00% 35,00% 30,00% 25,00% 20,00% 15,00% 10,00% 5,00% 0,00% destino origen 145,00%-150,00% 140,00%-145,00% 135,00%-140,00% 130,00%-135,00% 125,00%-130,00% 120,00%-125,00% 115,00%-120,00% 110,00%-115,00% 105,00%-110,00% 100,00%-105,00% 95,00%-100,00% 90,00%-95,00% 85,00%-90,00% 80,00%-85,00% 75,00%-80,00% 70,00%-75,00% 65,00%-70,00% 60,00%-65,00% 55,00%-60,00% 50,00%-55,00% 45,00%-50,00% 40,00%-45,00% 35,00%-40,00% 30,00%-35,00% 25,00%-30,00% 20,00%-25,00% 15,00%-20,00% 10,00%-15,00% 5,00%-10,00% 0,00%-5,00%
47 Key management aspect of an SPV light rail metro What do we GET? The key results centered on: SOCIAL AND ENVIRONMENTAL PERSPECTIVE ISO : PUBLIC TRANSPORTATION SERVICE ENVIRONMENTAL MANAGEMENT& MOBILE EQUIPMENT MAINTENANCE AND FACILITIES OHSAS18001: WORK SAFETY & HEALTH SYSTEM
48 Conclusions Transport infrastructure use level must be consistent with the investment. Transport authorities should use all the tools for promoting the public transport model. PPP could be an alternative to traditional public expenditure policies in a context of budget restrictions. There must be a deep understanding of reality that is being managed and a good comunication between the authority and the company. Never forget that we are providing a public service of general interest. Our light rail must be economic, social and environmentally sustainable.
49 Thanks
50 Isaac Centellas Director Gerente de Metros Ligeros de Madrid Ana Gómez Villaverde Responsable de Marketing y Comunicación a.gomez@melimadrid.com
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