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ULI Case Studies March 2, 2020 ULI Case Studies Bonifacio Global City (BGC), Metro Manila, Philippines QUICK FACTS Location Metro Manila, the Philippines Project type High density mixed-use planned community Site size 150 hectares Land uses Residential, office, hospital, school, retail, parks, museum, hotel Key words Public-private partnership (PPP) project, office building, CBD, master planned community, grid-based street network, interceptor parking lots, retail and entertainment promenade, two-story temporary buildings, livable neighborhood, worker’s dormitories, density- controlled environment, pedestrian arcades, bus monitoring and management system, pedestrian friendly design, public building and parks, sports facilities, cultural BGC is a successful master-planned high density mixed-use development project in Metro Manila, the Philippines. and arts-based activities, green and walkable environment Website Summary of Bonifacio Global City https://bgc.com.ph/ Developer The Bonifacio Global City (BGC) story began in country at over 32,000 pesos per square meter of Fort Bonifacio Development 1995 when investment holding company Metro gross floor area (GFA), or approximately 384 Company Pacific acquired a 150-hectare site through billion pesos (US$15 billion). Project Manager public auction. Then part of Fort Bonifacio and Bovis The first few years of operations for FBDC proceed- the former home base of the Philippine military, ed smoothly, with the inception of an ambitious BGC is strategically located in the heart of master plan and construction of high-quality Metro Manila, 5 km east of the main Makati infrastructure including water, sewage, gas, CBD. Fort Bonifacio Development Corporation electrical, and telecommunications underground (FBDC), a company set up for the development utilities, as well as land development and a road of BGC, is owned 55 percent by the private network. It also raised approximately 27 billion sector and 45 percent by the government’s pesos in 1996 through the sale of smaller land Bases Conversion and Development Authority parcels, far exceeding expectations. (BCDA). It was the country’s first successful Public-Private Partnership (PPP). At the time, However, progress slowed after the 1997 Asian the land sale was the most expensive in the Financial Crisis, which severely affected Metro casestudies.uli.org Bonifacio Global City (BGC), Metro Manila, Philippines 1 2 largest just CBD, behind Makati. It is emerged as the country’s second- sional service sectors, BGC has country’s growth the in IT and profes Having significantly contributed to the operational buildings as of July 2019. completed, creating atotal of 204 squaremillion meters already of GFA of the million plannedwith 12 7.8 BGC is65 percentToday, developed, Land Corporation (BLC). the controlling shares from Bonifacio FBDC’s 55 percent stake by acquiring green Holdings Inc. (EHI) took over the Land Inc. (ALI), together with Ever try’s top real estate developers, Ayala their land. In 2003, one of the coun payment obligations and opted to sell plots were unable to fulfill land members purchased smaller that had consortium some peso, Philippine economic recession and adevalued both by members.consortium Hobbled Pacific and many of its private Bonifacio Global City Metro Manila, (BGC), Philippines - - - development projects. development projects. had alimited number of large-scale developing country which until recently community isamajor achievement for a high-density, mixed-use, master-planned The creation of alarge, successful, Philippines’ most valuable developments. people,million BGC isnow one of the and with adaily population of almost one Incorporating many best global practices Seda. expanded recently the Ascott, and Hyatt Manila, Grand including Shangri-La at the Fort, The well as five-star and business hotels prime retail and residential facilities as The area isalso home to anumber of a premier centre for business and finance. 2018, further cementing BGC’s position as Exchange opened at One Bonifacio in Express. The unified Philippine Stock Google,Unilever, Facebook, and American and MNCs, including Coca-Cola, P&G, home to numerous domestic companies sentatives of consortium members on a team took agroup of executives and repre acquisition 1995, in the planning advisory initial planning process. Shortly after land foreign expertise to guide them through the achieve this,To the consortium leveraged as schools and museums. office, retail, together with institutions such wide range of uses including residential, metres on of completion, GFA featuring a Ratio (FAR) of square 8, or around million 12 (MNCs). The plan laid down aFloor-to-Area headquarters corporations multinational of that(CBD) would be adraw for regional aworld-classbuild central business district consortium partners set an ambitious goal to From the beginning, Metro Pacific and its Evolution master of initial plan BGC, McKinley and Hill, other areas of Fort 400-hectare current the around covering area developed ahigh level master plan of north of downtown Manila. Originally, BCDA Clark Air Force Base, located about 200 km of development eventual the of development project of BCDA in connection with the Bonifacio was picked as the first development military bases for private sector use. Fort certain military bases including the former US 1992 and took control of development of was established in 1992 by the BCDA Act of Subic Bay Naval Base to the US military. BCDA Philippines such as Clark Air Force Base and to renew leases of military bases in the In 1991 the Philippine government decided not ITY (“BCDA”) AUTHOR DEVELOPMENT CONVERSION AND BASES of Clark Air Force Base. BCDA is currently engaged in the development the first development project by BCDA, and had not been completed. Fort Bonifacio was clearance of the remaining 64 hectares of land Development Corporation (FBDC) as the transfer only 150 hectares to Fort Bonifacio open auction in 1995, BCDA was able to Bonifacio. While hectares 214 were sold in an - - casestudies.uli.org the world's largest supplier of water services, groups. These included aJV with Water, Veolia companies established with leading global productive, with several joint venture (JV) The first few years of FBDC’s operations were Crisis yearsInitial Asian and Financial firm Hellmuth, Obata +Kassabaum (HOK). requirements for the designated planning key established that brief development second round, the planning lead wrote a based on the results, polling and after the round, adevelopment concept was formed equity ownership percentage. After the first member had an equal vote regardless of their without any discussion. Each consortium and participants then voting electronically external planning leader raising questions sessionspolling were conducted with the preferences of consortium members. The sessions that were designed to discover the conducted two rounds of “Delphi” polling Following the the tour, planning committee planning. and preferences with respect to urban nity developments, and form their own views from challenges of master-planned commu nities to observe global best practices, learn The tour provided participants with opportu New Minneapolis, York, and Los Angeles. Barcelona, Wharf), Paris, (Canary London fast-paced study tour of six cities, including View of Bonifacio Global the from City adjacent US military cemetery - - Initially assuming Initially Financial Crisis. by the Asian affectedseverely members were consortium the project and its however, In 1997, buying plots. members also many consortium at thebillion prevailing exchange rate], with brought around in pesos 27 billion [US$ 1 management. The initial land sales 1996 in and another with Bovis Lendlease for project 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 - Office 1999 2000 Metro Pacific bought a 150 a bought 2001 Built Gross Floor Area ('000 sqm) Residential USD/PHP Historical exchangerateofUSdollartoPhilippinePeso(1995/ 2002 20 25 30 35 40 45 50 55 60 - - led consortium consortium led Jan-95 site hectare Apr-95 Jul-95 Oct-95 2003 Jan-96 Apr-96 Jul-96 Oct-96 Jan-97 Apr-97 2004 Jul-97 Oct-97 (1997 Jan-98 Financial Crisis Apr-98 Asian Jul-98 - 2005 Oct-98 1999) Jan-99 Apr-99 Jul-99 Bonifacio Global City Metro (BGC), Manila, Philippines Oct-99 Jan-00 Retail / Entertainment 2006 Apr-00 Jul-00 Oct-00 Jan-01 Apr-01 Jul-01 AyalaLand by led group a to interest controlling their sold Pacific Metro 2007 Oct-01 Jan-02 promenade started in BGC in started promenade entertainment and retail Apr-02 D Jul-02 1 a of evelopment Oct-02 Jan-03 2008 Apr-03 consortium members who had purchased plots operational expenses. In addition, many to infrastructure build and incur substantial the crisis would be short lived, FBDC continued Jul-03 Oct-03 Jan-04 Apr-04 Jul-04 2009 Oct-04 Jan-05 Apr-05 - Jul-05 long km Oct-05 2010 Jan-06 Apr-06 Jul-06 Oct-06 Jan-07 Apr-07 2011 Jul-07 Oct-07 Street view during morning commute hour Jan-08 Apr-08 Jul-08 Oct-08 2012 Jan-09 Apr-09 1/1 (2007 Jul-09 Financial Global Oct-09 Crisis Jan-10 - 2020/2/20) Apr-10 - 2013 Jul-10 2011) Inst/Edu/Others Oct-10 Jan-11 Apr-11 Jul-11 Oct-11 2014 Jan-12 Apr-12 Jul-12 Oct-12 Jan-13 Apr-13 2015 Jul-13 Oct-13 Jan-14 Apr-14 Jul-14 2016 Oct-14 Jan-15 Apr-15 Jul-15 Oct-15 Jan-16 2017 Apr-16 Jul-16 Oct-16 Jan-17 Apr-17 Jul-17 2018 Oct-17 Jan-18 Apr-18 Jul-18 Oct-18 Jan-19 2019 Apr-19 Jul-19 Oct-19 3 Jan-20 casestudies.uli.org in the 1996 land sales were hit by the devalua- Development density Zoning plan matures, FBDC continues to make 2. A city that works tion of the local currency. Unable to make adjustments to meet the changing payments or additional equity contributions, needs of a young, dynamic market.
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