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Presentation to TAV Istanbul – 14 th February 2008

Presentation to TAV Istanbul – 14 th February 2008. Rajan Sara. Steve Mullins. John Borkowski. Leon Chasteauneuf. Leon Chasteauneuf (contd.). Mustaq Kasmani. GATS - Who we are. A Macquarie Capital sponsored company

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Presentation to TAV Istanbul – 14 th February 2008

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  1. Presentation to TAV Istanbul – 14th February 2008

  2. Rajan Sara

  3. Steve Mullins

  4. John Borkowski

  5. Leon Chasteauneuf

  6. Leon Chasteauneuf (contd.)

  7. Mustaq Kasmani

  8. GATS - Who we are • A Macquarie Capital sponsored company • An international Leadership Team of Industry Experts with over 250 years of collective global experience • And having worked for companies across market sectors including Johnson Controls, Natwest, PWC, Rockwell, Securitas, Deloitte…..

  9. GATS - Our Approach We are Service Integration Specialists, with a Team of Experts Around Us, who Will Operationally Execute. GATS capability includes: • Practitioners in the field of Infrastructure Management, Change Management, Strategic Sourcing & Supply Chain Management, Six Sigma Analysis, and EH&S • Subject Matter Experts (SME’s) in Aviation, Healthcare, Transportation, Utilities, Life Sciences, Automotive and other Public and Industrial Sectors. • An international network of skilled professionals that can be deployed rapidly in support of GATS initiatives globally • Global Subcontract Partners in key fields of expertise with whom we have worked together on previous Projects, to execute on customer assignments.

  10. GATS - What we deliver We provide our customers with: The capability to impact core business performance through effective service integration management of non-core operations A one stop shop for infrastructure, real estate and financing requirements across all geo-markets and industry sectors, through service partnerships A single entity to finance assets & take PPP/PFI positions globally, through our financial partners.

  11. Impact on Customers Business Performance Attractiveness to Customers Complexity of Operation GATS – Integrated Services Spectrum Asset Specific Services e.g. Aviation ,Industrial & Healthcare Business Performance Improvement Operational Due Diligence CRE – Transaction Management CRE – Portfolio Management Service Integration Mgt. & Cons, Design & Construction Supply Chain Management Technical & Soft Services Logistics Management Service Partners GATS Operations GATS Consultancy CRE - Corporate Real Estate

  12. GATS Aviation Capability New Acquisitions ExistingPortfolio Evaluation Financial performance Operational performance Market Assessment - Strategic fit Forecasts PEST Due Diligence - Pre Acquisition Implementation Action plans Operational Management Progress tracking Performance management Ongoing SME support Recruitment and placement Enhancements Master & Business plans Operational plans Strategic FIT Change Management SLA /KPI’s Targeting Performance Benchmarking Change management Alliance management Airport retail Air traffic control Environment Health & Safety Security Strategic development Concession management Airport operation Planning / environmental Ground handling Airport systems Line management Economics & forecasting Engineering & management Surface access Cargo Regulatory framework GATSAviationSectorExpertise

  13. GATS - Value Delivered • Multi service integration of non-core operations across TAV’s portfolio without disruption to the core business • Maximising supply chain opportunities to deliver incremental benefits • Managing the best service partners across geographies and market sectors • Single point of contact with your trusted business partner • Cost certainty (€) and operational improvement (€)

  14. GATS - Vision Statement To be the trusted business partner for our customers in securing competitive advantage through resource optimisation and multi-service integration.

  15. Way Forward – EMP & GATSA Mutually Beneficial Partnership Cost Reduction • Financial control to set bandwidths • Labour productivity improvements • Technology enablement • Business process optimisation • Re-specification of service levels / needs • Supply chain optimisation • Initiative for Purchasing and supply chain synergy - ‘TAV Group Purchasing’ • ‘Local’ supply chain initiatives Other • Performance benchmarking studies • EH&S audits • Customer satisfaction surveys • Not making similar mistakes of European operators • Aviation consultancy and support

  16. GATS – Mission Statement Enabling organisations to accelerate achievement of their goals through asset transformation and delivering a sustainable step change in performance through service integration management

  17. GATS Confidentiality – ‘Chinese Wall’ Principles Will Apply GATS is a separate legal entity which is autonomous and independent of Macquarie: • Macquarie is represented on the Board as a shareholder – no asset manager for GATS • GATS positioned outside of Macquarie's core-organisational structure: • Not a subsidiary or division • Does not use Macquarie name or brand • No GATS resources and contracts are shared with Macquarie • GATS operations are physically independent with no shared back-office arrangements e.g. HR, offices, IT systems, etc. • GATS has own independent legal counsel – all corporate governance matters including confidentiality managed internally • GATS executives have extensive experience in operating ‘Chinese wall’ scenarios e.g. CSC : EDS, IBM : Oracle, Shell : BP, Dell : Compaq, RBS : Barclays • GATS will execute confidentiality agreement as required by EMP • Macquarie directors on GATS Board will execute a confidentiality agreements to provide an additional tier of security in regard to specific EMP opportunities.

  18. Case Study 1 - Global Pharmaceutical Leader Total savings of approximately CHF 128.0 (€80.0) million over the 7 year period; Committed Additional Customer Board - GATS members on Customer Board - Rajan Sara, Harald Wings, Paul Morgan

  19. Case Study 2 – Global IT Multinational Total additional capex savings of approximately US$ 430m (€305) million over 10 years Cumulative savings Reduction of housed head count space (HHC - m2) from 24.6 m2 in 1996 to 14.2 m2 in 2005 Customer Board - GATS members on Customer Board - Rajan Sara, Harald Wings, Paul Morgan

  20. Case Study 2 – Global IT Multinational (cont.) Total capital cost savings of approximately US$ 430m (€305) million over 10 years Cumulative savings Reduction of housed head count space (HHC - m2) from 24.6 m2 in 1996 to 14.2 m2 in 2005 Customer Board - GATS members on Customer Board - Rajan Sara, Harald Wings, Paul Morgan

  21. Case Study 3 - Global Petrochemical Customer Total savings of approximately US$ 300m (€200) million over the 12 year period; Financial Control Centralised Financial Control Exception Management (trending) Work Planning Self Perform Multi-tasking of support staff Skill review & training Labour Productivity Supply Chain Leverage Preferred Supplier Partnerships (PSPs) Aggregation / Strategic Resource Management Scope Definition to need Materials Mgt Process Optimisation Standard Procurement Processes Work Management Process Six Sigma Projects Installation of Work Management System Installation of Resource Booking System Alarm Centre / Remote Operations Centre Use of Technology 0 50 100 Hard Savings - US$, millions Customer Board - GATS members on Customer Board - Rajan Sara, Harald Wings, Paul Morgan

  22. Aviation Project Case Study - 1 Astana Airport • Initial verification exercise of airport capacity • Route analysis study • Interim management exercise – new president of airport • Setting up operations • Developing operational team • Introducing best practice • Developing new traffic opportunities working with airline community • Assessed and implemented new airport design to convert to hub terminal

  23. Aviation Project Case Study - 2 BAA Gatwick • Developed IT based stand management system to improve process and thus maximise use of apron and staff resources • System provided links to handling agents and air traffic services • Scope incorporated new staff rostering system with significant implications for staff productivity

  24. Aviation Project Case Study - 3 Ground Handling • Assessing opportunities for a Portuguese ground handler to provide new ground service operations at a number of UK airports • This exercise expanded on opportunities by new EU legislation covering number of ground handles with more than 3m passengers p.a. • Associated major review of EU and UK labour employment legislation

  25. Aviation Project Case Study - 4 MALEV – Hungarian Airlines • Review of current operations and assessment of opportunities to provide improved fleet utilisation and thus revenue • Outcome – routes rationalised and fleet disposals implemented • Change management initiatives launched regarding cabin crew teams and admin support • Work ongoing regarding strategic advice to shareholders

  26. Aviation Project Case Study - 5 Air BP • Assessed fuel demand for aircraft at a number of UK airports • Identified future forecasts which Air BP use to plan future capacity developments at those locations

  27. Aviation Project Case Study - 6 Air Astana (Assignment over 3 years) • Review network aiming to support plan for rational growth • Support for acquisition of additional aircraft capacity – B757 & F50 • Assisted in negotiations with government regarding air service agreements • Developed long term strategic plan – now on website • Assessed hubbing operations at Astana, Almaty & Atyrau • Supported both shareholders separately –Govt and BAE Systems • Coached management and staff in workshops

  28. Way Forward – TAV & GATS A Mutually Beneficial Partnership ......... Understanding TAV’s top priorities?

  29. Way Forward – TAV & GATS A Mutually Beneficial Partnership Understanding TAV’s top priorities? • Three broad strands of focus: • Major focus on cost improvements • Support TAV to win new business overseas Supply Chain & BPO Aviation Services Facilities & Operations

  30. GATS Capability • Practitioners • Operational Management • Business Performance Improvement • Change management • Supply Chain • Aviation • Logistics • EH&S • FM Services • Utilities • Professional Services • Legal • Tax • Forensic Accounting • Recruitment • Property • Insurance • Service Execution • FM – Technical Service • FM – Soft Services • Energy • Logistics • CRE services • Transactions • Portfolio advice • D&C

  31. GATS Aviation Capability Professional Partnering Programme (PPP) Specialists with high-level airport management expertise in: • General Management - MD • Operations Management - Senior Manager • Major Projects - Engineering Director • Policy and Planning - Senior Manager • Supply Chain - Supply Chain Director + 4 senior SCM managers • Baggage Handling Systems - Senior Manager • Passenger Handling - Senior Manager • Retail Management - Senior Manager • Security - Senior Manager • Passenger Terminal Building - Senior Manager • Management • Airport HR -Senior Manager • Air Traffic Control - Senior Manager • Airport IT - Senior Systems Development Manager

  32. Recent Airport and Aviation Projects

  33. Recent Airport and Aviation Projects (contd.)

  34. GATS Value Delivered Benefits Delivery Model 1-4% Financial control to set bandwidths 2-7% Labour productivity improvements 1-5% Technology enablement 2-6% Business process optimisation Re-specification of service levels / needs 1-3% Typical Budget Composition 5-7% Supply chain optimisation 12 – 32% Current Run-rate Targeted Gross Savings New Run-rate

  35. GATS - Vision Statement To be the trusted business partner for our customers in securing competitive advantage through resource optimisation and multi-service integration.

  36. How Service Providers Impact Business Outcomes “The increased escalation of service integration will draw firms from Category III or below up towards Category I and this may lead to the creation of new firms specializing in higher levels of integration.” Category I Resource & Infrastructure Integrator “We take ownership of your Infrastructure Asset Optimisation and Service Integration” Category II Knowledge and capability to contribute to customer’s strategy and management Service Integrator Category III Executes tasks Service Provider Source: CoreNet -Corporate Real Estate 2010: A Research and Leadership Development Program; “New Models for Solutions Delivery and the Transformation of the Service Provider Industry”

  37. How Service Providers Impact Business Outcomes GATS - Market Positioning Key Measures of Success Organisational Focus Traditional Market Players ROE ROA Brand Value Financial & Corporate Advisors Ownership Strategy & Management EBIT & ROI Market Share Brand Awareness Management Consultants Operational Execution (Implementation) Balanced Scorecard KPI’s (TQM) BPO’s Support Service Co’s

  38. The Asset Patients ($) Medical Insurance Profits Licence / Expertise Licence Licence Company Ion Boston – Harvard / MGH Debt Operating Company (SPV II) German Hospitals Infrastructure Company (SPV I) Macquarie GATS (Owners’ Rep) Equity Technical Supplier O&M Energy Operating Costs Operation Specific Staff GATS Role in German Infrastructure Investment Proton Therapy Centres (PTC’s) 25 year contractual term with hospitals – all payments guaranteed by German federal govt / state government

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