integrating the portuguese roads and railways · integrating the portuguese roads and railways....
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INTEGRATING THE PORTUGUESE ROADS AND RAILWAYS
IBTTA Global Tolling Summit • Lisbon, October 28th 2019
VANDA NOGUEIRAMember of the Board of Directors
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00 INDEXIP
1. THE GENESIS
2. A MERGER PROCESS
3. THE COMPANY
4. THE RESULTS - SUCCESSES AND CHALLENGES
NATIONAL IMPACTnationwide (road and rail) networks
GOVERNMENT SHAREHOLDERInfrastructure and Finance
LEGISLATION AND REGULATIONSafety (road and rail), environment, procurement, labour
TECHNICAL KNOWLEDGEengineering (mechanical, electrical, civil, energy, geotechnical, hydraulic, computer)
STAKEHOLDERSUsers, public entities, municipalities, individuals and private companies, suppliers
FINANCIAL MODEL100% public
EMPLOYEES>1000, complex labour environment
ASSET MANAGEMENTlinear infrastructure (road and rail), bridges, tunnels
01 THE GENESISIP 2 “WAY” INFRASTRUCTURE MANAGERS
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02 A MERGER PROCESSIP RATIONAL
BACKGROUND10 years of strong investment in infrastructure mainly on motorways (~70%)
Positive results on Portugal's international competitive position (~12 positions)Source: World Economic Forum -The Global Competitiveness Report 2014 - 2015
Strategic challenge on railway (freight: 90% road; 10% rail)
TRIGGERUnsustainable financing model
Poor integrated planning
Economic Adjustment Programme (EU / IMF)
Investment opportunity (EU funds) Establishment of theMerger PMO
Appointment of the Planning Commission
Investment Plan approval
PETI Plano Estratégico dos Transportes e
Infraestruturas.Horizonte 2014-2020
April 3th
2014
August 6th
2014
GOALS
1. Achieve financial sustainability (road concession management experience)
2. Integrate and optimize infrastructure networks (“last mile”)
3. Explore internal synergies (scale and know-how)
4. Explore external synergies (regional presence)
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02 A MERGER PROCESSIP MAIN GOALS
Start06-08-14
End26-02-16
1º T´15 2º T 3º T 4º T 1º T´164º T3º T´14
PHASE IPLANNING
PHASE IIJOINTMANAGEMENT
PHASE IIILEGAL MERGER
PHASE IVOPERATIONAL MERGER
PHASE VSUSTAINABILITY
I. Governance model and II. Statutes
III. Strategic Plan
IV. Sustainability Strategy
V. Organization and People
VI. IT Strategy
VIII. Facilities
X.Ad-hoc Initiatives
VII. Communication and Image
IX. Quick Wins Plan
02 A MERGER PROCESSIP PHASES, ACTIONS, DELIVERABLES
18 MONTHS 24 MONTHS
33% Deadline Deviation
01-06-2015
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01-01-2015
PLAN REAL01-01-2015
03 THE COMPANYIP IDENTITY
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Technical assistance programsand transport engineering
consulting in road and railway sectors
Management of IP real estate and commercial development of the railway stations and transport interfaces
Telecommunications Operator and Datacentre and Cloud Computing services provider
DEFINING THE DESTINATION
MISSIONThe purpose of IP is to plan, design, finance, maintain, operate, rehabilitate, extend and modernise the national road and railway networks, including the command and control of train movements in the railway domain.
VISIONTo position IP as a manager of multimodal mobility, enhancing asset management and ensuring the provision of a safe, efficient and sustainable service, with added value from the profitability of complementary assets.
03 THE COMPANYIP ASSETS
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6 860 kmOPTICAL-FIBER CABLES
3 683Employees
3 Datacentres 4 640 kmROAD DUCT FOR TELECOM CABLES
37 000 000Trains-kmPER YEAR
24 000 000 000Vehicles-kmPER YEAR
500Railway Stations 200 000 000
Tons / year
FREIGHTBY ROAD
FREIGHTBY RAILWAY
10 000 000Tons / year
2 600KM RAILWAY1 600 km
ELECTRIFIED RAILWAY
1 000 kmNetwork - subconcession
14 100 kmNetwork under direct jurisdiction
7 500ENGINEERING STRUCTURES
THE ROAD FINANCIAL BOOST
turnover2014: 941 / 100 M€
EBT2014: 24 / -114 M€
total assets2018: 26.376 M€
turnover2018: 1.151 M€
EBT2018: 109 M€
04 THE RESULTSIP SUCESSES AND CHALLENGES
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turnover2015: 1.320 M€
EBT2015: 29 M€
2014 (EP / REFER)
2018
2015 (IP)
04 THE RESULTSIP SUCESSES AND CHALLENGES
AN ASSET GIANT
1. Size and scope - business related to road and railway infrastructures + complementary businesses (engineering, technology, real estate)
2. Capabilities - Engineering, Project Management and Contract Management (internal/outsourcing)
3. Driving force of the national economy:
• Investment 2020-2022: 2.157 M€ (excluding PPP)
• IP2019 budget: 3.182 M€ represents 1,6 % GDP• Procurement volume:
2.000 M€portfolio
> 4.000Procedures / year
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04 THE RESULTSIP SUCESSES AND CHALLENGES
THE RAILWAY RIGOR• Telematics in DNA - more intelligence and integration into operating systems
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Rail Exploitation• Regulated and standardized models• Safety and Service (monitored in
OCC) as keys
Road Exploitation• Harmonization and levelling of Telematics solutions
- Secure communications network- Operating support network (fixed and mobile)- Operational telephony communications (fixed and mobile)- Video monitoring- Room layouts- Industrial Automation- Information Systems
Rail-Road Synergies• Road Innovation (projects under
Cooperative-ITS)
1
2 3
IP3 (COIMBRA-VISEU)
REDUNDANT OPTICAL FIBER NETWORK
Information required for traffic management
(sensors)- Visibility- Rainfall- Wind- Temperature- Collision - Video monitoring- Vehicle counting- Vehicle weighing- Vehicle classification- Speed control- Infrastructure Condition
Centralized Infrastructure Management
WIRELESS NETWORK TO SUPPORT “I2V” COMMUNICATIONS
Cooperative-ITS ServicesBroadcast via “I2V”
- Accident- Slow or stationary vehicle- Priority vehicle- Traffic jam ahead- Road works- Weather Conditions- Slippery road- Traffic light status- Speed limit- Other hazards
Road Operation Management and Monitoring
WIRELESS NETWORK TO SUPPORT IOT SENSORS
DATA ACQUISITION
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MONDEGO MOBILITY SYSTEM
INTELLIGENT CENTRALIZED TRAFFIC MANAGEMENT
SIGNALING AND SPEED CONTROL
OPTICAL ACCURACY GUIDANCE
TRAVEL SAFETY AND COMFORT
PASSENGER ADDRESS INFORMATION SYSTEM
VIDEO SURVEILLANCE
TICKETING
OPERATIONAL TELECOMMUNICATIONS
INTERSECTION MANAGEMENT
VIDEO SURVEILLANCE
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04 THE RESULTSIP SUCESSES AND CHALLENGES
IP positioning in the “new” customer-oriented mobility paradigm…
1. With the concessionaire (State), evolving the financing model (RSC vs decarbonisation)
2. With the user(platforms), providing info/intelligence for road and rail traffic management
3. Adapting asset management to mobility requirements
4. Develop and deploy the (operational & technological) modernization/protection of the operation
… at the same time that…
5. Executes an investment plan of 2.157 M€ till 2022, highly demanding in both internal and external resources (engineering designers, contractors, materials, …)
6. Deals with Culture
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Peter DruckerOctober 28, 2019 | Page 15
