Dr. Mustafa Sani Sener
TAV GROUP CEO
Three Rules of ORAT
TAV Group Structure
TAV Airports Holding
Airport Companies
TAV Construction
Atatürk Airport
(100%)
ATÜ (50%)
Esenboga Airport
(100%)
BTA (67%)
A Menderes
Airport (100%)
Airports
Service Companies
Off Airports
Qatar - Doha
Damac Towers
Oman – Muscat
Dubai Marina 101
HAVAŞ (100%)
Dubai Tohid School
Milas Bodrum
Airport (100%)
TGS (50%)
Gazipaşa Airport
(100%)
Madinah Airport
(33%)
Monastir &
Enfidha (67%)
Tbilisi & Batumi
(80%)
Skopje & Ohrid
(100%)
HAVAŞ / EUROPE
(67%)
KSA – Madinah
Dubai Al Sharaf
Shopping Mall
KSA – Riyadh
Sharjah Majestic
Towers
TAV O&M (100%)
KSA – Jeddah
Dubai Sulafa Tower
TAV IT (100%)
TAV Security
UAE - Abu Dhabi
Dubai Emirates
Financial Towers
(100%)
TAV Academy
(100%)
Tripoli- Libya
Emaar Istanbul
TAV Latvia
(100%)
All TAV operated
Airports*
Zagreb Airport
(15%)
TAV Airports ©2015
* Except Bodrum, Monastir, Latvia and Zagreb
PPP & Construction Projects
Istanbul Ataturk
Airport (100%)
•
•
57 m pax in 2014
Operator
Concession - Lease
Ankara Esenboga
Airport (100%)
•
•
•
11 m pax in 2014
Operator
Concession - BOT
•
•
•
Gazipasa Airport
(100%)
Izmir Adnan Menderes
Airport (100%)
Riga Airport (100%)
4,81 m pax in 2014
Management of
Commercial Areas
Concession - Lease
•
•
•
11 m pax in 2014
Operator
Concession - BOT
•
•
•
Batumi Airport (76%)
•
•
•
726,252 pax in 2014
Operator
Concession - Lease
Tbilisi Airport (76%)
213,000 pax in 2014
Operator
BOT
Madinah Airport
(33%)
Skopje Airport
(100%)
•
•
•
•
Riga
Zagreb Airport
(15%)
•
2,43 m pax in 2014
Operator
Concession - BOT
•
68,000 pax in 2014
Operator
Concession - BOT
•
Bodrum Milas Airport
(100%)
Zagreb
Monastir Airport
(67%)
•
•
5,7 m pax in 2014
Operator
Concession - BOT
•
1,2 m pax in 2014
Operator
Concession - BOT
Ohrid Airport (100%)
•
•
•
1,58 m pax in 2014
Operator
Concession - BOT
•
•
•
Skopje
1,11 m pax in 2014
Operator
Concession - BOT
Ohrid
•
Ankara
Enfidha Airport (67%)
•
•
•
2,21 m pax in 2014
Operator
Concession - BOT
Izmir
Bodrum
Monastir
2 m pax in 2014
Operator (Dom)
Concession - BOT
•
Tbiilisi
Batumi
Istanbul
Riyadh Airport T5
•
Gazipasa
USD 400 Million
Enfidha
Tripoli
Abu Dhabi Airport
Madinah
•
Construction, Management and
Operation Projects
USD ~ 3 ,0 Billion
Riyadh
Cairo
Jeddah
Doha
Abu Dhabi
Muscat
Construction Projects
Tripoli Airport
•
USD 2,13 Billion
Cairo Airport
•
USD 490 Million
Doha Airport
•
USD 3 ,9 Billion
TAV Airports ©2015
Muscat Airport
•
USD 1,17 Billion
Jeddah KKIA
•
USD 765 million
THREE RULES OF ORAT
ELABORATE
COLLABORATE
INCORPORATE
TAV Airports ©2015
THE ITERATIVE NATURE OF ORAT
STAKEHOLDER
REQUIREMENTS
SCHEDULE CHANGES
ORAT
ORGANIZATIONAL
CHANGES
DESIGN CHANGES
SCOPE ALTERATIONS
TAV Airports ©2015
How to cope with it?
In all the Airports we have built, we have never
received a complete design. Because Airports are
continuously improving entities, technology is changing
necessities are changing.
It is always DESIGN and BUILD.
Involvement in early stage is important. because it is
not only infrastructure it is also a commercial business.
TAV Airports ©2015
Resolving the Challenges
Use of BIM for detailed design & coordination of disciplines, schedule & cost
control and facility management purposes
TAV Airports ©2015
PROGRESSIVE ELABORATION
ELABORATE
Progressive Elaboration is developing ORAT program in incremental steps.
It involves successive iterations of the planning process resulting in a more
accurate and complete plan.
All the resources involved (human-resources, budget, schedule etc) will be
taken into account and steps will be outlined that the people involved in the
development of the project will follow to take the project to success.
TAV Airports ©2015
TOOLS
 Progressive checklist
 Meetings
 Workshops
 Document sharing platform
TAV Airports ©2015
PROGRESSIVE COLLABORATION
COLLABORATE
Progressive projects like ORAT are characterized by what we like to call a
“working with” rather than a “doing to” model.
In place of an endless struggle for complying with the stakeholders’ and
project expectations, or consequences for failing to do so, there’s more of
an emphasis on collaborative progress,
-and for that matter, less focus on minor issues than on underlying
causes, values, and reasons.
TAV Airports ©2015
TASK-TEAMS
Main ORAT process is broken down into
smaller "more tangible" sub-processess
which are then assigned to task-teams
composed of members of the relevant
departments.
Consequently,
planning
and
control
responsibility is assumed by those who are
also responsible for project content.
Collaboration is the basis for early
identification of the impact of potential
problems on linked sub-processes. It creates
a high level of transparency and a shared
awareness of quality among team members.
TAV Airports ©2015
COLLABORATION vs. RISK
High
High
Staffin
P
Collaborative
approach
allows
informed decision making early in
the project where the most value
can be created, it will help to
reduce
the over all project risk.
Low
Low
PHASES
Early
PHASES
Early
Late
Conceptual
Conceptual
Planning
Construct
Testing
Implement
Closure
Crowe. The PMP Exam. p20. PMBOK p9.
TAV Airports ©2015
Planning
Construct
Testing
PROGRESSIVE INCORPORATION
INCORPORATE
ORAT requires a comprehensive approach, which is the incorporation
of local & transferred ;
 Knowledge
 Values
 and Experiences
With a well structured,
 Training Program
TAV Airports ©2015
KNOW – HOW?
Gradual incorporation of technical & operational know-how
USE – HOW
MAKE – HOW
THINK – HOW
TAV Airports ©2015
USE – HOW
Classroom-related training is incorporated into hands-on training, with a
heavy emphasis on safety.
Participants
are
tested
periodically
throughout their training to ensure they
have achieved the skill levels reflected
on their Training Achievement Records,
and are operating equipment in a safe
and effective manner.
TAV Airports ©2015
MAKE – HOW
Training offered in combination with
job & operational activities is the best
available training method since it is
planned, organized and conducted at
the worksite.
THINK – HOW
A successful ORAT program should deliver experience into
future operations of an airport.
It is not only about training people but creating a new
vision for them.
Without incorporation of enabling knowledge, it is not
possible to achieve a sustainable success for future
operations.
TAV Airports ©2015
THE COMPLEX NATURE OF ORAT
GOVERNMENT
STAKEHOLDERS
EPC CONTRACTOR
CLIENT
ORAT
COMMUNITY
AIRLINES
GROUND HANDLING
TENANTS &
CONCESSIONERS
OPERATOR
TAV Airports ©2015
THE DEMANDING NATURE OF ORAT
CHANGE
MANAGEMENT
TRAINING
TRIALS
ORAT
STAFFING
DOCUMENTATION
COORDINATION
INVOLVEMENT
TAV Airports ©2015
THREE BASIC RULES
Elaborate: Bring everyone together, plan on your progress, keep it
under control
Collaborate: Keep everyone together, get them involved
Incorporate: Train people, create common vision and understanding
to work together
‘Coming together is a beginning; keeping together is
progress; working together is success.’
- Henry Ford
TAV Airports ©2015
THANKS...
Thank you...
TAV Airports ©2015