CIRRUCULUMVITAE

ALANBORK

AIRPORTRETAILCONSULTINGRONNEVEJ5DK–2688SOLRODSTRANDPHONE:+4540353453EMAIL:ALAN.BORK@MAIL.DK

SUMMARYOFALANBORK’sPERSONALPROFILEExperiencedairportexecutivewithmorethan20yearsofexperiencewithinthenon-aviationcommercialareaofairportoperation,withastrongcommercialprofileandagoodunderstandingofthetravellersmindset.AlanBorkhastheabilitytoquicklyoverviewandunderstandcomplexairportenvironments.Havingworkedwith4airportprivatizationsAlanBorkisexperiencedinworkinginthecross-fieldofpublicandprivateenterprise.Inadditionpleasenoticethefollowing:

• Strongretailandconsumermarketingbackgroundfromtravelindustryatinternationallevel,• Experiencedinairportterminalplanningprojects,• Experiencedwithmarketresearchandanalyticalwork,• Strongfinancialskillsandexperiencedwithduediligenceandacquisitions,• Strongconcessionmanagementskillsandanexperiencednegotiatorusedtoworkinaninternational

environmentatbothstrategicandoperationallevel,• Movecomfortablyinapoliticalenvironmentandusedtopromotetheinterestofabusinesstowards

manydifferentstakeholders,• FluentinEnglishandastrongpresenterwithmanyspeechesandpresentationsatinternational

conferences,• ExperiencedITuseronallplatforms.

AlanBorkisaDanishnationalandhisacademicbackgroundisMerconom,B.ComandamanagementeducationwithDMC(DanskManagementCenter)andINSEAD.HealsofollowedaservicemanagementcourseatDisneyInstituteinUSA.CONSULTINGPROFILE

2003–present www.alan-bork.com OwnerandManagingDirectorWithhisvastexperienceandextensivetrackrecordinairportsAlanBorkhasprovedhimselfanexpertinAirportcommercialactivity.Hecanhelpairportscreateaclearpictureofthenon-aviationcommercialmarketplaceanddefineappropriatestrategicdirection.AlanBorkworkedforthefollowingcompaniesorprojects:-BrusselsInternationalAirport–Belgium-NewLisbonAirport–Portugal(withHOKArchitects)-CancunInternationalAirport–Mexico-CopenhagenAirport–Denmark-OsloGardemoenAirport–Norway

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-SchipholAirport-Amsterdam-AqabaInternationalAirport–Jordan-BergenAirport-Norway-BodøAirport-Norway-MonastirAirport–Tunisia(forHochtiefAirPortGmbh)-KeflavikInternationalAirportLtd-Iceland-MeridaAirport-Mexico-NewcastleAirport-UnitedKingdom-StavangerAirport-Norway-SteamPacketCompanyLtd–IsleofMan-UnitedKingdom-TrondheimAirport–Norway-LargardereTravelRetail–France-EliorGroup/AREAS-FrancePleaseseeAppendixIformoredetailsonselectedconsultingprojectsthatdescribeAlanBork’sinvolvementinvariousairportandtravelretailprojects.Theprojectscoverdifferentkindofinvolvementsfrombeingpartofanairportin-houseprojectteam,workingwithexternalmaincontractorsorworkingindependentlyondefinedprojects.RELEVANTPROFESSIONALEXPERIENCE

2010–2013 BudapestAirportZrtHungary

CommercialDirectorandExecutiveVice-president

Keyresponsibilities

• AsCommercialDirectortoberesponsibleforandmaximiseallnon-aviationcommercialactivityincludingTax&DutyFreeretail,food&beverage,advertising,groundtransportation,parkingandcarrental,

• Asexecutivelevelpointofcontacttomaintaingoodrelationshipandpartnershipwithconcessionairesandairportserviceproviders,

• AsExecutiveVicePresidenttobepartoftheairportExecutiveManagementCommitteeresponsibleforoverallairportmanagement,

• AschairmanoftheEasternEuropeanTravelRetailAssociation,tomaintaingoodrelationshipwithlocalandregionalgovernmentsaswellasrelevantEuropeanUnioninstitutions.

Keyachievements

• Successfulopeningofnewterminalin2011,whichwasfullyletwithstateoftheartretailandintroducingmultipleoperatorformatonfood&beverage,

• Re-negotiationoflong-termcontractfordutyfreeoperation,withasubstantialfinancialupsidefortheairport,

• SuccessfullobbycampaignagainstHungariangovernmenttoensureexemptionfortheairportdutyfreefornewHungariantobaccolawmonopolizingtobaccosales,

• Introductionofnewcurbsideconceptensuringasubstantialincreaseinairportsrevenuesfromgroundtransportationandtaxiservice,

• Totalupgradeofparkingconceptsintroducingstrongerproductportfolioandpre-bookingcapability.

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2007-2010 BlueVentusLtdUnitedKingdom

CommercialDirector

Keyresponsibilities

• HoldingthepositionasCommercialDirectorinanewUKbasedstart-upBlueVentusLtd.Introducinganew“secondgeneration”businessloungeconcept,

• ResponsiblefornegotiatingcontractswiththeAirportsaswellasnegotiatingagreementswiththeairlinesusingthelounges,

• InstrumentalinbuildingthefinancialmodellingfortheBusinessPlan._________________________________________________________________________________________________________________________________

2005–2006 BrusselsIntl.AirportBelgium

CommercialDirectorandExecutiveVice-president

Keyresponsibilities

• InconnectionwiththeprivatizationoftheairporttooptimiseandbeaccountableforcommercialrevenuesfromallTax&DutyFreeretail,carparking,groundtransportationandrealestateactivities,

• ForTax&DutyFreeretail,maximizepenetration,salesandrevenuestoairportaompanythroughthedevelopmentandimplementationofstrategiestogrowthebusinessincloseco-operationwiththeretailoperators,

• Optimiserevenuesfromallrealestateactivitiesthroughtheachievementofhighoccupancylevels,marketrentalsandensuringthatsupplymeetsdemandbothfortheexistingrealestateassetsandalsonewrealestatedevelopments.

Keyachievements

• SuccessfulpreparationofstrategiesandMasterplanforthegrowthandstrategicdevelopmentofthebusinesstobeincorporatedintotheoverallcompanyBusinessPlan,

• DevelopmentofaPartnershipconceptforimprovedpositivebusinesspartnerrelationshipswithallinternalandexternalstakeholders,

• Buildinganefficientandmotivatedorganizationwithinapositiveworkingenvironment,highjobsatisfactionandamotivatedstaffwiththenecessaryskillsrequired.

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1998–2002 CopenhagenAirportPlc(CPHInternational)Denmark

RetailDevelopmentDirector

Keyresponsibilities

• InconnectionwithCPH’sinternationalactivities(MexicoandtheUK)developmentofnon-aviationcommercialactivities(allbusinesslinesincl.Tax&DutyFree),

• Developmentofapost-abolitionTax&DutyFreeretailstrategy,marketingandcommunicationstrategy,• PrepareandcarryouttendersinCPHaswellasinMexico,• Evaluatebidsandnegotiatecontracts,• RepresentCPHindifferentinternationalforumse.g.ACI,ETRCetc.

Keyachievements

• InCopenhagenandMexicosuccessfullyundertooktendersandevaluatedandnegotiatedincomingbids,• Developedandimplementedapost-abolition(1999)marketingandcommunicationstrategywhichwas

eventuallyadoptedbyotherairports;BritishAirports,BrusselsAirportandtheSpanishAirports,

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• Developedamajorbusinessplan“TheCommercialConceptforCancunairport”.• Successfully introduced and implemented a “European formula” for conducting tenders inMexico by

usingtenderprinciplesfromtheACITenderCode,whichIparticipatedindevelopingaspartofaspecialACItaskforcebackin1997-98,

• Successfulopeningofa‘stateoftheart’shoppingcentreatCancunairport,• DevelopedanewstructurefortheEuropeanduty-freeindustryfollowingabolitionin99,• HeadedaspecialtaskforcetodevelopacommunicationstrategyforETRC,• AschairmanofDanishduty-free&TravelRetailAssociation Iwas instrumental insettingup thenew

NordicTravelRetailGrouprepresentingalltravelretailindustryintheNordiccountries.

1994–1998 CopenhagenAirportsPlcDenmark

CentermanagerRetail/F&B

Keyresponsibilities

• Following privatisation of the airport responsible for establishing a commercial operationwithin theTax&DutyFreeretailandfood&beveragearea,

• Building a new retail-marketing department and establishing effective performancemanagement andbeing accountable for all commercial revenues and expenditurewithin the accountportfolio of CPH’sretaildepartment,

• Developmentandmaintenanceofpositivebusinesspartnerrelationshipswithallinternalandexternalstakeholders,

• The effective management of all staff within the retail department to build a positive workingenvironment,highjobsatisfactionandtoensurethattheyhavetheskillsrequiredtoeffectivelycarryouttheworkrequired,

Keyachievements

• Theimplementationofthefirstretailstrategycreatedasubstantialliftinthequalityofconcessionaires.• Thesuccessofthosefirst3-4yearswasexceptional.Salesgrewsubstantially;

• DutyFreesalesgrewfrom84millionEUROtoreach130millionEUROin3years(55%),• Specialistshopsalesgrewfrom26millionEUROtoreach45millionEUROin3years(73%),• Inthesameperiodthepassengernumbersgrewfrom14,2milliontoalmost18million(27%),

• In1998theretail facilitiesofCopenhagenAirportbecame“BestAirportShopping inWorld” in IATA’sGlobalSurvey,apositionitheldfor3yearsconsecutivelyandinfactregainedin2002,

• CPHwas4timesawardedmarketingpricesincludingaFrontierAwardfor“Bestmarketingcampaign”in1998,

• Developed a Customer Service program, to focus on quality standards and excellence in customerservice.Theprogramincludedextensivemarketresearchaswellasa‘mysteryshopping’program.

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PROFESSIONALQUALIFICATIONSANDEDUCATION

1999–2000 DanishManagementForum:Managementeducation,9monthscourse,DenmarkandFrance(INSEAD)

1998 DisneyInstitute:OrlandoServiceManagementCourse

1996–97 NordicCouncilofShoppingCentres:RetailManagement,8monthscourse

1980–86 CBS–CopenhagenBusinessSchool:Merconom(bachelor)3years–marketingB.Com3years–businessorganisation

HONORARYANDACADEMICPOSITIONS

1998-2005 ChairmanofNordicTravelRetailGroup

1998–20052011–2014

BoardmemberofETRC–EuropeanTravelRetailCouncil,theumbrellaassociationorganizingtravelretailindustryinEurope

2012–2014 ChairmanofCEETRA–CentralandEasternEuropeanTravelRetailAssociation

2000–2008 GuestlectureratCranfieldAeronauticalUniversityinUK,on“AirportCommercialRevenuesDevelopment”

LANGUAGEFluentinwrittenandoralDanish,FluentinwrittenandoralEnglish.PERSONALDATA:Dateandplaceofbirth:

2ndApril1955inDenmark.Danishcitizenship.

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APPENDIXI

Selectedprojects:

CancunInternationalAirport-MexicoFollowingtheacquisitionbyCopenhagenAirportofCancunInternationalAirportontheYucatanPeninsula,Iheadedthecommercialteamdevelopingabusinessplanthatincludedthetotalrefurbishmentoftheterminalwithallnewretailandfood&beveragefacilities.Theworkincludedthetotalprocessofterminalplanning,decidingretailandfood&beverage,carryingouttendersandselectingnewbrands&conceptsaswellasnegotiatingcontractswithnewretailpartners.

SteamPacketCompany–IsleofMan–UnitedKingdomTheSteamPacketCompanyoperatingferryroutesintheIrishSeabetweenDublin,LiverpoolandIsleofManwasfacingsevereproblemswithon-boardcapacityandcustomersatisfaction.Iwasaskedtoundertakeareviewoftheon-boardserviceswiththepurposeofcreatingbetterefficiencyintheoperations,animprovedscopeofservices,whichwouldeventuallyleadtoincreasedpassengersatisfaction.

NewLisbonAirport–Portugal(withHOKArchitects)ThenewairportthatwastoopeninLisbonin2017wasoneofthebiggestairportprojectsinEuropefordecades.IassistedHOKArchitectsintheUKwithspecialistretailinputintothevariousproposalsfortheconfigurationoftheairsideterminalzone.TheworkincludedareviewofthemarketforretailservicestoformthefoundationfortheCommercialDemandattheNewLisbonAirport.Ialsoprovidedspecificrecommendationsforretailmix,spaceallocationandlocationofretailandF&Boutletsrelativetoterminalflows.Theworkalsoincludedanevaluationandestimationsofpotentialrevenuesfromarrivingpassengers.

MonastirAirport-TunisiaInconnectionwiththeprivatizationofMonastirAirportinthesouthernpartofTunisiaIwasaskedbyoneofthebiddingconsortiumstoperformafullscaleauditandduediligenceofallretailandnon-aviationcommercialactivities.Theworkalsoincludedworkingoutlocations,spaceallocationandconceptualmixoftheretailandfood&beverageelementsofaproposalfora“GreenField”projectofanewairporttobebuiltintheregion.Thisworkalsoincludedlong-termforecastingforsalesandrevenueprojections.

BrusselsInternationalAirport-BelgiumTheopeningofthebrandnewterminalAcoincidedwithadramaticpassengershortfallresultingfromthebankruptcyofthenationalairlineSabena.IassistedBrusselsInternationalAirportinidentifyingwaystoenhanceretailandfood&beverageperformanceattheairport.Theworkalsoincludedadviceonhowtoincreasepassengerspendingbybetterutilizingtheflowsofthenewterminal,aswellascreatingamoreaggressivemarketingapproach."Alan’shandsonexperienceintheairportcommercialfieldhavebeenveryvaluabletousandtheadvisoryreporthedeliveredshoweduswaystoenhancecommercialperformance."MichelDEROUCK,ExecutiveVicePresidentCommercialaffairs,BrusselsInternationalAirportCompany

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KeflavikInternationalAirport-IcelandFormedasanewcompany,LeifurEricssonAirTerminalLtd.wastooperatetheterminalsofKeflavikAirportinIceland.Thisclienthadasoneofitsaimstodevelopthecommercialactivitieswithparticularfocusontheimportantduty-freebusiness.

Iundertookafullauditandbenchmarkofthecommercialbusinessandprovidedguidanceandinputtothestrategicelementsoftheprocessofgearingthenewcompanyforthefuturechallenges.Partofthestrategicadvicewastosplituptheduty-freebusinessinaseparateairportownedsubsidiarywithitsownmanagementstructure.Theclientchoosetodosoandtheduty-freecompanybecameanindependentprofit-centrewhicheventuallyimproveditsEDITDAsubstantiallythroughimprovedmarginsandbettercostefficiency."ThestrategicinputprovidedbyAlanBorkwasveryprofessionalandindeedveryusefulinourbusinessdevelopmentconsiderations.WewillmostcertainlydrawagainonAlanBork’sconsultingservicesduringourupcomingterminalproject."HöskuldurAsgeirsson,ManagingDirectorLeifurEirikssonAirTerminalLtd.,KeflavikAirport,Iceland

AqabaInternationalAirport-JordanDuetosubstantialpassengerincreasestheterminalatAqabaInternationalAirportneededtobeexpandedinordertocopewithtrafficincreasesforadditional4-5yearsbeforeanewterminalwasbuilt.Iwasaskedtoundertakeananalysisofthecommercialpotentialaswellasprovidespecificrecommendationsfordetailedareaschedulesandlocationofcommercialactivitiesrelativetoterminalflows.Ialsoprovidedacommercialplanforallnon-aviationcommercialactivitiesbothonlandsideandairsideincludingsalesandrevenueforecastsperbusinessline,percommercialconceptandperoutlet.

KeflavikInternationalAirport-IcelandFollowingsubstantialpassengerincreasestheterminalsatKeflavikInternationalAirportneededtobeexpanded.Iprovidedthecommercialadviceforanewterminalfootprintwithamuchexpandedduty-freearea.Theworkincludedathoroughanalysisoftheretailandfood&beveragebusinessandrecommendationsforhowtoimprovefuturerevenuesthroughimprovedpassengerspendlevels.Theworkalsoincludedaterminalfootprintwithsizeandlocationofallcommercialactivities,aswellasaspaceoptimisationplantodelivermaximumrevenuesperconceptandperoutlet.Thespaceplanwastobeintegratedwithanewconceptandbrandedapproachtoretailthatwouldfullyexploitthepotentialofthepassengerprofile."AgainwehavedrawnonAlanBork’sprofessionalexpertiseinconnectionwiththeterminalproject.Weareverysatisfiedwiththeoutcomeofhiswork,whichwillmostcertainlyimproveourcommercialbusinessatKeflavikAirport".HöskuldurAsgeirsson,ManagingDirectorLeifurEirikssonAirTerminalLtd.,KeflavikAirport,Iceland

OsloAirportGardemoen-NorwayFacingamajortenderoftheduty-freeconcession,OsloAirportwantedtoenhancecommercialperformancebyinvestinginreconfiguringtheterminalstoimprovepassengerflowsandcommercialrevenues.Iassistedindraftinganewterminalblueprintaswellasanewandmoreaggressivestrategyfortheduty-freetenderingprocess.

BergenAirport-NorwayFacingamajortenderingprocessforitsfood&beveragebusinessaswellasfortheconvenienceshops,BergenAirportaskedmetoassistincreatingthetenderstrategy,preparingthetenderdocumentsaswellasparticipateintheevaluationprocessleadingtothefinaldecisionofawardingthecontracts.Theworkalsoincludedanauditandbenchmarkofthecurrentconvenienceandfood&beveragebusiness.

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"WewerehappytodrawonAlan'svastexperiencefromtheairport'scommercialfieldaswellashisknowledgeoftheNordictravelretailmarket.Weareverypleasedwiththeoutcomeoftheconsultingservicesheprovided."AlfSognefest,HeadofTerminalandMarketBergenAirport,FleslandNorway

StavangerAirport-NorwayIwasaskedtoundertakeatotalreviewofthenon-aviationcommercialactivitiesoftheairport’slandsideandairsideterminalzones,withtheaimofcreatinganewRetailMasterplanfortheairport.Theobjectivesweretoimprovetheofferforpassengersunderaverydifficultterminalconfigurationwithanarrowandcongestedairsidezone.Theworkalsoincludedatotalmarketreviewmappingoutpassengerprofilesandpassengerbehaviour.

TrondheimAirport-NorwayInconnectionwithtenderingtheduty-freebusinessTrondheimAirporthadanewoperatorcomingin.Simultaneouslytheinternationalterminalwastobeexpandedwithadditional2newgates.Iwasaskedtoundertakeareviewofallretailandfood&beverageactivitiesandsuggestednewstrategiestoimprovethepassengerspendlevels.Theworkalsoincludedrecommendingoptimalsizeandlocationofthenewduty-freeshop.TheadviceresultedinNorway’sfirst“walk-through”dutyfreeshop.TheworkalsoincludedareviewoftheAdvertisingactivitiesandproposalsforanewAdvertisingStrategywiththeaimofimprovingadvertisingrevenues.

BergenAirport-NorwayHandlingpassengerswellabovetheinitialcapacityoftheterminalatBergenAirportaccentuatedtheneedforbuildinganewterminaltohandlefuturepassengergrowth.Anarchitecturalcompetitionwasundertakenandanumberofarchitectfirmssubmittedtheirproposalsforthenewterminal.Iparticipatedintheprojectinselectingthewinningbid.ThewinningprojectwassubmittedbyNarudStokkeWiigArchitects,aworldrenownedarchitectfirmthatalsodidthenewOsloGardemoenairportinthelate90’ties.