Seoul Metro Line 9 O&M Contract – Daniel CUKIERMAN

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Retour au sommaire

Back to menu Seoul Metro line 9 O&M Contract

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Retour au sommaire Veolia Transport Back to menu

Veolia Transport is a leading operator of public transportation in Europe •More than 3000 public clients •2007 annual turnover: �5.6 billion •82 000 employees •Operations in 30 countries •2.7 billion passengers carried per year •30 319 road vehicles , 4 936 rail vehicles, 69 ferries t n me e

n We operate and maintain urban, regional and national public transportation using all n ro vi

En types of vehicle: a i l o e V

– - bus, train, metro, LRT, ferry, taxi, etc. l e u ct ra t n

co 2 n o n l a rci mme co t n me cu o D

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Retour au sommaire Existing Seoul Subway map (lines 1-8) Back to menu

� 10 years ago, SMG decided to go for the 9th line, south of the Han river t n me e n n ro vi En a i l o e V – l e u ct ra t n

co 3 n o n l a rci mme co t n me cu o D

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Retour au sommaire Seoul Metropolitan Government’s decision

Back PRODUCTIVITY to menu

� SMG decided to invite private partners for the new line: Why? Productivity, set benchmark for public operators t n me e n n ro vi En a i l o e V – l e u ct ra t n

co 4 n o n l a rci mme co t n me cu o D

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Retour au sommaire Seoul Metropolitan Government’s decision BTO Model Back to menu

� Forming a consortium to respond to the very first public-private partnership metro project � Investment scheme � SMG : infrastructure � Private consortium : financing of system, t n

me rolling stock, E&M, e n n ro vi En a i

l provision of O&M o e V – l e u ct ra t n

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Retour au sommaire BTO Contractual framework Back to menu

Seoul Metropolitan Government

Implementation O&M contract Agreement approbation

Seoul Metro Line 9 (SPC) Loan Agreement CI (51%) FI (49%) Lender t n me e n

n EPC Contract O&M contract ro vi En a i l o e V – l e u ct ra t n Construction Committee O&M Company co 6 n o n l a Project Manager rci mme co t n me cu o D

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Retour au sommaire Seoul Metro Line 9 Project Summary Back to menu

Route (Phase I) Gimpo Airport~Gangnam (25.5km, 25stations & 1 Depot/Phase II-12km, 12stn)

Details of Work Scope for private SPC Design & Construction, E&M, Test & Commissioning, Operation & Maintenance

Budget Approx. USD 4Bil. Civil by SMG, USD 1Bil.(E&M+O&M) by Private SPC

Construction Period t n May 2006 ~ March 2009 (3 years) me e n n ro vi En a i l

o Type of Project e V – l e u

ct Korea’s First Private Investment Project under BTO scheme ra t n

co 7

n (under 30 year concession agreement ) o n l a rci mme co t n me cu o D

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Retour au sommaire Route Map Back to menu � ��

Gimpo airport t n me e n n ro vi En a i l o e

V Yeido – l e u ct ra

t Bangyi

n COEX

co 8 n o n

l Gangnam a rci mme

co Phase 1 t

n Phase 2

me (25.5km) cu

o (12.5km) D

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Retour au sommaire Traffic Forecast Back to menu Sizing factors Seoul’s the First East-West Subway line connecting residential and commercial district

Public bus depot residing by 901 station accommodating over 2,000 inter-vicinity buses.

Non-existence of duplicated bus route on ground

�� 1,142,444 1,172,260 1,183,954 �� 1,058,708 �� 934,023

t �� n me

e 759,645 751,487 n �� 725,845 744,444 n

ro 675,431 vi

En 593,555 a i l

o �� e 482,081 V – l e u

ct �� 432,467

ra 427,816

t 416,599

n 383,277

co �� 340,468 9 n

o 277,564 n �� 137,888 l a rci 96,228 mme co

t �� n me cu o D

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Retour au sommaire SouthLink9’s history Back to menu

2005. 5. 16 SMG – Seoul Metro Line9 : Implementation Agreement

2007. 6. 29 S o u t h L i n k 9 - S e o u l M e t r o L i n e 9 : O & M A g r e e m e n t

2007. 6. 29 Veolia – Rotem : Shareholder Agreement and Cooperation Contract t n me e n n ro

vi 80% 20% En a i l o e V – l e u ct ra t n

co 10 n o n l a rci mme co t n me cu o D

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Retour au sommaire Basic Operation Plan Back to menu

Operation Intervals : Peak Hour 4.5mn, Normal Hour 6mn (PH 3mn, NH 6mn in 2013)

Fleet : 96Cars (4Cars � 24Train Sets)

- 156 Cars (6Cars � 26Train Sets) in 2011 - 216 Cars (6Cars � 36Train Sets) in 2013

Operation Pattern : Alternative Operation, Express and Normal

#901 #902 #925 Gimpo Gimpo Nonhyun Depot Airport t n me e n n ro vi

En �� a i l o e V – l e u ct

ra �� t n

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Retour au sommaire VT’s innovations in Seoul’s landscape Back to menu

1 Promoting the Improvement of Productivity

Increasing of Driver’s Actual Working Time : 4h 30m � about 6h Decreasing the presence time and No overnight stays

OCC Operation : Reduction of 30~40% in Work Force compared with existing operators

�� occ �� t n

me Optimization of Rolling Stock Inspection Period e n n ro vi En a i l o e Usual Inspection : 3d � 6d Monthly Inspection : 2m � 3m V – l e u

ct Midterm Inspection : 2y � 4y Overhaul : 6y � 8y ra t n

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Retour au sommaire VT’s innovations in Seoul’s landscape Back to menu

2 Customer-Oriented Station Operation System

Contingency plan of each Station Fixed Station Additional Arrangement on Peak Time Mobile Station Officers Supervisors

Support Fixed Station Officers Fixed Station Mobile Station Additional Arrangement on Peak Time Officers Officers Support in Case of Large Event etc

Managing 25 Stations divided into 5 Groups Mobile Station Mobile Station Officer Superv.isors Support Main Stations and Management While moving in Station t n me e n n ro vi En a i l Patrol in the Station & Trains and Quick Moving in Case of o

e Security Staffs for Train V –

l Traffic Accident e

u & ct ra t n Station Safety co 13 n

o Support with Quick Moving & Follow-up on Traffic Defect n l a rci mme co t n me cu o D

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Retour au sommaire VT’s innovations in Seoul’s landscape Back to menu

3 Expansion of Outsourcing

Maintenance divided by Critical Outsourcing of Rolling Stocks' Light System & Non-Critical System and Heavy Overhaul Maintenance � Outsourcing Policy for Non MAINtra -Critical System (elevators etc) M ns

Human Resource Management on Base of performance and ability t n me e n n ro vi En a

i Simplification of Promotion & Evaluation

l Annual Salary Contract o e V

– System on base of Performance

l for All Staff Hierarchy e u ct ra t n

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Retour au sommaire Essentials Back to menu

Metro 9 Current operators

Organization Customer-oriented Production and staff-oriented

Productivity 20 staff / Km Over 50 staff / Km

Service 1 on 1 Express & All Stop All stop t n me e n n HR Policy ro Promotion based on vi Promotion based on seniority En a i l o e V –

l performance & seniority e u ct ra t n

co 15 n

o At convenience store Ticket booths with full staff n

l Ticket Booth a rci mme co t n me cu o D

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Retour au sommaire Conclusion: Why a private operator? Back to menu

Because competition creates incentives to performance & productivity To have a professional taking charge of the O&M risks To benefit from the diversity of expertise of a worldwide operator To ensure transparent relationships between the partners To control the evolution of costs and to have a long-term visibility on the required payments

t To improve the image and quality of service and to increase n me e n n

ro patronage vi En a i l o e V – l

e To have targeted and responsive solutions to passengers’ u ct ra t n

co needs and expectations 16 n o n l a rci mme co t n me cu o D

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Retour au sommaire

Back to menu

TThhaannkk yyoouu ffoorr lislistteenniningg

Veolia Transport t n me

e Asia n Asia n ro vi En a i l CEO

o CEO e V – l e u

ct Daniel CUKIERMAN ra t n

co 17 n o n l a rci mme co t n me cu o D