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DO WE REALLY MEAN BUSINESS? A Direct Investor’s Perspective
on the Public Private Partnership Experience On Curacao
Curacao Airport Partners (CAP)
Agenda
• Who we are; What we do; How we do it.
• Airport programs over past 5 years
• How we see our role as a
Direct Investor & Government Partner
• Past Challenges
• Future Challenges --- More Critical
• Moving Forward
Calculated Risks
Let’s start with a fundamental premise:
If Curacao does not “win”, CAP cannot “win”
Essentially goes for all of us here…not just CAP
To win, you have to be willing to take calculated
risks, but risks never the less
Swing the bat, you can get a hit, or even a home
run… BUT, you can also strike out!
A quick personal “calculated risk” story
A Bold & Visionary Strategy
Decision to
privatize:
bold and visionary
Would optimize
airport productivity
and economic
potential
Create a platform for
success – Curacao &
CAP
IF the Partnership
attitude, mindset and
agreement is
observed by both
parties
Fundamentals of the CAP PPP
CAP is the Private Airport Operator
Extension? Has CAP been a good partner? Has
CAP demonstrated the right “attitude”,
“mindset”… TBD
30 year DOMA – 15 to go - CRITICAL POINT
Government (CAH) owns the airport and
provides oversight of the DOMA
Note: CAH is an objective, responsible and success-focused government partner
Curaçao Airport Partners (CAP) is a
consortium of private international
investors:
CCR (Brazil) controls 80% of shares
(Infrastructure management company)
A-Port (a.o. Zurich Airport) controls 10%
of shares (Global airport operational
experts)
Janssen De Jong controls 10% of
shares (Infrastructure construction
company)
Concession Ownership
Financial Managerial Operational standards are high
Airport under CAP: From financial
losses to financial gains
Curacao (CAH) receives
15%-30% annual income
from total revenues*
*Generated by
airport – based on passenger traffic
A successful partnership that could be a model
for other government assets
Important Characteristics
$$$
CAP’s Vision for CUR
• Optimal competitiveness
• Encouraging development and growth
• Fair and equal treatment of all users
• Respecting the investments of the shareholders and the Government
• Enforcing industry best practices
Critical Success Factors
Operational Excellence – Best Ops Platform
Financial Strength – Best Business Platform
Continuous improvement of the passenger experience
Encouraging growth among existing users
Promoting CUR and Curacao to new users
Our Business Environment 1
Very high private Investment
Airport is a fixed national asset – cannot be relocated – CAP is bound to Curacao
CAP’s private investors assume all final risks
Airlines can relocate assets – Airports are ‘fixed’ in place
Our Business Environment 2
Extensive regulation & oversight from international and local Regulatory or Advisory entities
Requirements for specific CAP investments stipulated in the DOMA
Safety, Operational and Navigational infra-structure required by international regulators are all paid by CAP
Our Business Environment 3
CAP controls very little In consultation with airline users (who believe that a $1.00 increase in PFC will destroy the competitive position of Curacao, but a $50 baggage , or $200 change fee” fee on the same passenger has no impact) … (When was the last time that an airline consulted with you, the user, regarding their proposed fare increases? )
Non-Aeronautical fees are not regulated
Aeronautical fees (PFC) proposed by CAP
Approved by a Government Regulator (BTP)
Our Business Environment 4
Two critical factors that drive success: • Passenger Levels • Rates & Charges
Over which CAP has very little or no control • Airlines:
Passenger Capacity • Government:
Rates & Charges
A true Partnership between the Government and CAP is critical to ensure success… for CAP and for Curacao
BUT…. DOES CAP REALLY MEAN BUSINESS
FOR CURACAO?
Let’s take a Quick Look At Some Numbers
Financial & Investment Overview August 2003 – December 2018
Direct investment 2016
Payments to CAH
Investments CAP in 2015
Investments CAP in 2016
USD 100M
USD 70M
USD 9M
USD 9M
Other investments to 2018
Terminal Expansion
Per DOMA
Right attitude/ mindset?
Actually Invested
CAPEX
Other
USD 36M
USD 10M
USD 25M
USD 11M
Airport Economic Impact KPMG EIS Study 2016
220 CAP FTEs Dec. 2016
1,870 Employees by Airport
Based Companies
5,760 Total Airport Related
Employment
9% Of total
Curacao Employment
Income to Government
6.5% Of total
Government Income
USD 58.3M
PROJECTS CAP HAS COMPLETED
OVER THE PAST 5 YEARS?
Let’s take a Quick Look
CAP
continuously
improves the
airport
infrastructure
2015 improvements
One of the first
airports in the
region to have
automated
passport control!
Passport control
made easy use
our our new
gates.
2016 improvements:
Immigration e-gates
2016 improvements:
new arrivals hall
2016 improvements:
new car rentals counters
2016 improvements:
new F&B options
2017 Projects:
Parking System
Project is on
track - planned to
be completed in
4th Qrt of 2018.
Update Terminal Expansion
Doubling the departure area: 2.5 million passenger p.a.
Adding a gate for the largest planes in the
world
Investment of NAF 65 million
A380
Adding a food court to the departure area
Faster processes: more capacity &
automated
Adding the coolest Mirador in the region
Terminal Expansion
- The Key Facts
Update Terminal Expansion
Update Terminal Expansion
Air-Conditioned &
Expanded Check-in Hall - COMPLETED JULY 2014
Closed &
air-conditioned
Expanded & check-
in machines added
Investment of NAF
3.2 million
Improved Look & Feel
Check-in Hall
Project
defines new
design
standards
Improved Look & Feel
Check-in Hall - COMPLETED DECEMBER 2014
New floor
and color
scheme
A fresh & modern look
for the toilets - COMPLETED MARCH 2015
Existing capacity doubled Investment of
NAF 3.5 million
Preparation of the baggage
system for the future - COMPLETED
Jet Centre Curacao for private jets
- COMPLETED DECEMBER 2014
Separate terminal
for private jets
High
convenience &
privacy
Investment of
NAF 2.25 million
Separate high-
end terminal for
private jets
Same services as
normal terminal:
• immigration
• customs
• security check
• waiting hall
• shower
• duty free
Jet Centre Curacao
for private jets
Jet Centre Curacao
for private jets
Investment of
NAF 10.5
million so far....
Refurbishment of
Runway & Taxiway - COMPLETED
Mirador for public use
(Rooseveltweg) - COMPLETED
Upgrade
Departure
Screening Point
Previous setup:
no air-
conditioning for
queuing
passengers
concrete floor
Recent Improvements
-BEFORE
Recent Improvements
-AFTER
new floor
3rd line (business pax)
air-conditioned
waiting area
steel tables
Upgrade
Departure
Screening Point
Commercial Plaza
Commercial Plaza
Commercial Plaza /
Boulevard
Commercial Plaza /
Boulevard
Improved Look & Feel
Departure Hall
Improved Look & Feel
Departure Hall
Goals:
• provide a closed
arrivals hall
• refurbish the
rental car
counters
New Arrivals Hall & Rental
Car Counters
-BEFORE
New Arrivals Hall &
Rental Car Counters
New Arrivals Hall &
Rental Car Counters
Airport Expansion (NAF 45 Million)
Curacao Airport 2018
1a) expanded check-in hall
1b) shopping plaza
2b) additional gate 2c) mirador on roof
1c) new arrivals hall
3) center expansion
2d) arrival corridor
2a) west expansion
The Terminal
Expansion consists
of 3 phases:
1.preparation projects
2.west expansion
3.center expansion
1.preparation projects
2.west expansion
3.center expansion
The Terminal Expansion consists of 3
phases: 1.2014-2015
2.2015-2016
3.2016-2018
Curacao Airport 2025?
New Parking & Central Building
Curacao Airport 2025?
It’s up to us!
WHY DOES THE CAP PPP WORK?
Critical Elements in a PPP
A Calculated Risk – on both sides
A long-term contract
A public client
A private company/consortium operator
A critical national infrastructure asset
Requires a balance of expertise, creativity, money…& political realities
DOMA: More Than An Agreement
• PPP is also a relationship
• An attitude – on both sides
• A state of mind
• Predisposed to optimization & success
• Solutions oriented
• No easy way out… and can be expensive
Different Objectives?
Public Sector partner focused on: National image National good Political philosophy and vision Safety & convenience of the Public Credibility of its international reputation
As it should be…
Different Objectives?
Private Sector partner focused on Optimizing shareholder value Enhancing business reputation International operational credibility New business opportunities As it should be…
Mutually Exclusive? Not at all
Partners objectives optimized IF each does their job reasonably
Agreement must be structured as a framework for mutual success
Reality always challenges the framework
Things will change
Attitude and mindset are critical
Solutions… or dissolution
Public: Know What You Want
• Asset to be functional and competitive
• Fortify the island’s economic interest
• Success-driven attitude for both partners
• Investment risks aggressive, but realistic, for private investors
• Facility operated to highest international standards
Know What You Don’t Want
• A Taj Mahal - an asset that looks fantastic but makes no economic sense
• A winner/loser formula or attitude
• Unqualified or disengaged public regulator or private operators
• International standards that are an afterthought
So… Caveat Emptor
Very carefully vet the private partners
Qualified, capable, and willing to perform
No agreement signed until satisfied with operator and general reasonableness of the terms and conditions
Partners confident in each other’s attitude, and success/solutions-oriented mindset
Government puts a lot of faith & trust in CAP as its partner for critical national asset
For the Private Operator
• Welcome appropriate oversight
• Appropriately question managerial intrusion
• Acknowledge problems and differences
• Find and present solutions to differences
• Seek to optimize the value of the asset
• Agreement is a framework for success
Don’t Complain Unnecessarily
Agreement is interpreted “one-sided” Government does not think “out of the box” The “system” is wrong Things don’t work…or “takes too long” Too much politics… This get’s you nowhere... Look for solutions
Don’t jump Back into “The Box”
Private investors say we are “creative”, “innovative”, “cost effective”, “efficient”…
But often run to the government for solutions at the first sign of challenge…
Don’t go to the government with problems Go with solutions Solutions that make sense for both sides
An Example: Tourism
• CAP depends primarily on Passengers
• Extremely high “fixed operating costs” that must be met
• Fewer passengers = less revenue
• Less revenue = value to the shareholders, and the government, is reduced
• Not a good scenario
Mindset & Attitude 1
CAP can say: Government’s job to promote travel and commerce to the island
Sit back and increase PFCs according to the DOMA.
Curacao “perceived” as being less competitive
Airlines reduce services… Long-term traffic declines… Everybody loses longer term CAP get’s its return…
in the short-term
Mindset & Attitude 2
Helping ourselves
Tourism Manager employed by CAP
Try to engage other private companies & Government in the effort…
Look at a pro-active route… initiate action!
Initiate PP Tourism initiative Treasure Hunt to differentiate Curacao & stimulate travel
CAP has $150,000,000 invested… can’t simply wait for the Government to solve problem
OUR CHALLENGES? COALITION OF THE…
UNWILLING?
CAP Challenges Have Changed
• Past challenges were fundamentally
• Political dissatisfaction
• Difficulties obtaining critical permits
• Mis-perceptions of intent and attitudes
• Essentially...interpretive challenges
• Public concerns or mistrust
• Employee concerns or mistrust
• The FAA Category 2 downgrade – 5 years
CAP Challenges
Have Changed
Past challenges were fundamentally
• Political dissatisfaction
• Difficulties obtaining critical permits
• Mis-perceptions of intent and
attitudes
• Essentially… interpretive
challenges
• Public concerns or mistrust
• Employee concerns or mistrust
• The FAA Category 2 downgrade
- 5 years
CAP Challenges Have Changed • Today’s challenges are different, global, and
economically much more serious
– Social and public media mis-information
– Obsessive focus on what is wrong on Curacao
– Globally broacasting all that is wrong on Curacao
– Constant de-valuing the Curacao image
globally...Branding Curacao negatively
CAP Challenges
Have Changed
Today’s challenges are different, global,
and economically much more serious
• Social and public media mis-
information
• Obsessive focus on what is wrong
on Curacao
• Globally broadcasting all that is
wrong on Curacao
• Constant de-valuing the Curacao
image globally… Branding Curacao
negatively
Are We “Willing” To Be Successful? Are We Willing
To Be Successful?
Helping ourselves
Tourism Manager
employed by CAP
Try to engage other private
companies & Government
in the effort…
Look at a pro-active
route… initiate action! Initiate PP Tourism
initiative Treasure Hunt
to differentiate Curacao
& stimulate travel
CAP has $150,000,000
invested… can’t simply
wait for the Government
to solve problem
✓Presentation by (then) Steven Martina to VBC
✓“Coalition of the Willing”…
✓Provocative and visionary…got me thinking about our real challenges
✓Two (2) VERY critical words
✓Coalition – that’s the easy part
✓Willing - This is the tricky part
“Willing”?
• This is another story; “Willing” takes:
- Commitment
- Discipline
- Exposure to failure
- Money
- A new way of doing things
- Stepping out of the box
- Swinging for the fences… and maybe striking out
- Easy to go to the ball game… hard to be a “player”
Willing?
This is another story; Willing takes:
Commitment
Discipline
Exposure to failure
Money
A new way of doing things
Stepping out of the box
Swinging for the fences… and maybe striking out
Easy to go to the ball game… hard to be a player
Willing is Fundamental
To Success
• We cannot “talk” our way to success
• Willing to do those things that are
difficult, uncertain, unique…
• Willing to fail from time to time…
and learn and try again
- But better to fail trying to steal
second base, than to languishing on
first base
Are We Really Willing?
✓CTB Director unfilled for over 4 years?
✓Inadequate or sub-optimized Tourism Budget
✓No new & creative hotel capacity
- East End of Curacao is a “blank sheet of paper” with potential to create an entirely new tourism product and stimulate economic growth
✓No unique & stimulating tourism products that could create fundamental demand for Curacao?
Are We Willing?
✓To Send better and more positive messages to the world about Curacao?
✓To DO what we are “willing” to “talk” about
✓To facilitate business and act as partners instead adversaries
✓To find solutions instead of obstacles
✓To focus on fundamentals… buy more air service… or create fundamental demand for Curacao? JetBlue… Load Factor (cheap seats) or Yield (demand)?
Are We “Willing”
To Put Curacao First?
• To create new tourism options
• Aggressively and uniquely
promote them
• To accept potential setbacks,
regroup, and press forward again
• Quit kicking ourselves (Curacao) in
the backside every chance we get!
• Focus on presenting Curacao in the
most favorable manner… every
chance we get
Are We Willing?
• Be good to ourselves
• Send the right message to the world
- Full Page Ad to attack the Airport
Parking System?
- How about a Full Page Ad to
highlight $10M CAP invested over its
obligation… and the PFC remained
the same?
• Use our media forces to engage
in a positive global communications
message that encourages travel and
interest in Curacao
Keep Things In Perspective
✓Things could be better on Curacao…
✓Like everywhere else!
✓But, we seem to focus obsessively on the bad
✓Many good things that are happening, and can
happen, to Curacao but not being told
✓That good story has to be told more frequently
and more effectively…
Keep Things In Perspective
✓Things could be better on Curacao…
✓ Like everywhere else!
✓But, we seem to focus obsessively on the bad
✓Many good things that are happening, and can happen, to Curacao but not being told
✓That good story has to be told more frequently and more effectively…
WHERE DO WE GO FROM HERE?
SAME OLD STUFF?
My Coconut Tree Is Bigger Than Your Coconut Tree
Maybe, But My Coconut Water Is Sweeter Than Your Coconut Water
OR DO WE TRY SOMETHING DIFFERENT?
OUT OF THE BOX??
A unique travel stimulating initiative
A unique Public-Private tourism initiative
Targets long-staying (4 nights) tourists in Tax-Paying accommodations
Differentiates Curacao
Gets visitors to spend more on Curacao
Incentivizes cruise visitors to come back
Could neutralize competitive challenges
Private sector provides $1,000,000 Treasure
Government/CTB undertakes all international promotional activities
Already favorably “endorsed” by Government, CHATA , CTB and many Private sector entities
1st Treasure winner selected 12/2018 at opening of the new Airport Terminal Opening
PPP Tourism Initiative
Promotion in Motion – A media Magnet Imagine A News Cam Seeing this on I-95 !!
Will energize the Curacao Brand tourism
Will attract national and international media attention… and tourists
Enthusiastic support of the private sector.
Could help resolve the Hotel-Tax issue by engaging the consumer
Many benefits
CAP $100,000
CAH $100,000
CAP/CAH (Trust Fund) $100,000
MCB $100,000
CATS $ 25,000
We’re already half-way there… Join us!!
Participants Already Willing and Committed
We’re all in this together … Government and Private Sector
Tourism success means success for all of us
Set a new and exciting course to reinvigorate our tourism product and Jump-start our economy
If you would like to hear about Treasure Hunt Give me a call: 839 1009
…time is critical!
Willing? Join Us!
Conclusion
Yes, CAP and PPPs mean business for Curacao
Question is….
Conclusion
Is Curacao open for Business?
THANK YOU!