Bid & Transition

daa International combines two core skills – a detailed knowledge of airports, aviation and people, with an understanding of the needs of investors – to offer commercial due diligence advice across all areas of the airport sector.

The challenges to creating a successful and profitable model are not always the same from one airport to another. daa International brings 75 years of experience in the regional and International sector to the market. daa International completely understands airports and the aviation environment and the key factors for both commercial success aligned with optimal airline and passenger experience.

  • Commercial and market review
  • Commercial revenue forecasting
  • Competitor evaluation
  • Customer behaviour and segmentation
  • Financial opportunity identification and modelling

daa International can assist the investor in meeting the pre-qualification criteria to become shortlisted to participate in bidding processes. With passenger throughput in excess of 20 million per annum and ACI (Airports Council International) benchmark scoring deeming that our airports provide some of the best passenger experiences in Europe, daa International has a superb prequalification track record.

daa International works with institutional funds and infrastructural investors.



daa International will take on the role of the Operator in the bid team contributing to the proposal on all aspects of the proposal from an airport operations and management perspective.

daa International can prepare a holistic operations plan to inform estimating and financial forecasting. The plan covers all aspects of operation from management structures, route development, compliance, asset care and maintenance to retail, commercial development and master planning. daa International will bring true airport skillsets and subject matter experts to the process.

daa International will integrate with the investor’s bid team offering advice and experience throughout the process, develop unique customised bid content and participate at interviews.

daa International will provide resumes for key individuals to take up senior management positions on the winning of an airport concession.


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Compliance with local and international standards and regulations is a prerequisite to operating any airport. This can be daunting, onerous and expensive but with effective management it can not only be done efficiently it can add value to the overall operation of the airport.

Compliance

daa International adopts a four key pillar approach to compliance:

By their very nature, airports attract substantial and varied risks. Risks range in category from aviation safety, environmental , commercial and financial to those associated with a facility open to the public in terms of safety, security and reputation.

daa International brings 75 years of experience in identifying and mitigating risk as a semi-state body with a commercial mandate. As such, daa International can quickly identify, assess and make recommendations on the risks associated with operating any given airport.



Airport concessions generally come with a series of contractual terms, conditions and key performance requirements. daa International has the subject matter expertise and institutional experience to review the feasibility of these terms and the risks associated with them.

daa International will advise the bid team from an operational perspective to allow the bid team make a considered and informed assessment from the investor point of view.


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ORAT – Operational Readiness and Airport Transition

Overview

  • ORAT is one of daa International’s core capabilities. In the United States, this process is often known as commissioning services.
  • daa International’s ORAT capability has been underscored by the recent successful delivery of Terminal 2 at Dublin Airport and the new terminal at Cork Airport amongst other key projects over the past 10 years. We have worked closely with Aer Lingus, Etihad, Emirates, Delta, American Airlines and Turkish Airlines in preparing the airline and its staff to move into new space and facilities. We manage expectations and ensure that the airline requirements are met.
  • Our skills in this area have also been endorsed by Heathrow Airport in consulting with daa International as peer reviewers in the planning of its ORAT programme for the successful opening of Terminal 2 in July 2014.
  • daa International has the skills to work for the airline or the airport.
  • ORAT can be defined as aligning the facilities, people and processes in any given project through: TTT&A – Training, Testing, Trialling and Audit.
  • The parties to a project – client, design team, stakeholders, contractors, equipment suppliers – all work to different agendas and priorities. These usually come to light when the project is completed and cause difficulties and dissatisfaction. ORAT is about managing the agendas and expectations to ensure they are aligned.

Training

  • Training is about familiarising the end user with the project and what to expect when they are handed the facility to own, manage and operate. daa International can design programmes and site visits to provide customised training dealing with the specifics of each end user’s role. We typically involve the designer, equipment vendor and contractor in the training.

Testing

  • Sometimes referred to as commissioning, projects tend to contract the suppliers to test and commission their own work or products. daa International’s testing involves the end user (passenger or staff) becoming involved in testing the individual product and then testing the same as part of a complete operational system review.

Trials

  • daa International conducts four types of trial. Depending on the project complexity and scale these should take place 50% to 75 % into the construction schedule. For example in a new terminal project taking 2 years to complete – these trials should start 6 to 8 months before opening and continue right up to the Go Live date. The trial types are as follows:
  • Unit Trials (1-2 hours each) All processes (Eg: baggage handling) are analysed, defined and broken into sub processes. Each sub process is trialled separately and faults recorded and remedied.
  • Process Trials (3-4 Hours each) For each process (typically 20 in a terminal building), a limited number of staff and, perhaps, mock passengers follow scripted scenarios putting the system, equipment and staff to the test. Results are recorded, analysed and issues resolved.
  • Advanced Trials (typically 6 hours) A full facility mock up involving passengers and staff working to scripted scenarios and events. Results are recorded, analysed and issues resolved.
  • Regressive Trialling (Continuous 24/7) Once trialling starts, completed work and equipment gets continuous use to ensure any flaws in workmanship, cabling, etc show up and are remedied before opening for business.

Advantages of using daa International’s ORAT programme

During terminal development – daa International has found that allowing areas of completed work to become non hardhat areas and allowing the end user into them has really eased the pressure on conflicts between the construction schedule and the operation’s Go Live schedule.

The key advantages are:

  • Soft familiar opening pays dividends.
  • Clearly links operations and construction expectations and schedules.
  • Stakeholder participation generates a better end product.
  • Regressive trialling brings flaws to the surface before Go Live.
  • Stakeholder endorsement and ownership of the project.