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OECD Infrastructure Forum Paris 20-21 March 2017 Mega Projects - Why are they difficult and what can be done about it?
Kaj V. Holm Deputy CEO Øresundsbro Konsortiet
THE ØRESUND REGION IN EUROPE
marts 2017
MEGA PROJECTS IN DENMARK
marts 2017 4
• Great Belt internal Danish project opened in 1998
• Øresund connecting Denmark and Sweden opened in 2000
• Femern Belt between Denmark and Germany opening approx. 2028
• Metro in Copenhagen opened in 2002 new lines in 2019
All these projects are based on the co-called State Guarantee Model Great Belt, Øresund and Femern Belt are all combined road and railway projects managed within the Sund & Belt Group
INFRASTRUCTURE PROJECTS IN DENMARK The Great Belt Fixed Link (100 pct. Danish)
• Debt at opening (1998): DKK 36,5 bn (EUR 4,9 bn)
• Debt end 2016 DKK 21,3 bn (EUR 2,9 bn)
• Annual turnover DKK 3,5 bn (EUR 470 m)
• Expected, final repayment in 2028 (30 years from opening)
INFRASTRUCTURE PROJECTS IN DENMARK
The Øresund Fixed Link (joint and severally owned and guaranteed with Sweden) • Dept at opening (2000): DKK 19,6 bn (EUR 2,6 bn)
• Debt end 2016 DKK 13,4 bn (DKK 1,8 bn EUR)
• Annual turnover DKK 1,9 bn (EUR 255 m)
• Expected, final repayment in 2034 (34 years from opening)
INFRASTRUCTURE PROJECTS IN DENMARK
The Femern Belt Fixed Link
• Construction Act passed by Folketinget (the Danish Parliament) on 28 April 2015
• Final go-ahead from Danish
Government March 4, 2016 • German Approval is still
outstanding • Expected repayment period:
36 years
THE STATE GUARANTEE MODEL BASIC FLOWS
The Danish/ Swedish State
Users Lenders State Owned Limited Company
Contractors (design and build)
Contractors, Operations & Maintenance
Loans User payment (Toll, etc.)
Equity + state guarantee
Contractual payments
Amortisation & Interest pay-ments
ØRESUND (BI-NATIONAL DANSIH-SWEDISH PROJECT)
• Political commitment in both countries
• Organized as independent company with own Board of Directors and Executive Management
• Financially independent from State Budgets – focus on project, not on politics
• Efficient tender strategy (Design & Build) Responsibilty of owner and contractor well known
• Efficient risk allocation – owner carried well-defined risks that could not be handled effectively by contractor
• Life cycle approach
FINANCIALLY INDEPENDENT FROM STATE BUDGET
• Construction Act passed by Parliament
• All costs recovered by cash flow generated by the Project
• Variation in the Project’s financial performance is reflected in repayment period
• High degree of transparency (annual reports, auditing etc.) Quarterly meetings with Ministry of Transport