4. Constructionmanagement3. LeasingIntensive bidding 2. Design and pre-construction activity means growth potential1. Planning and permittingTimeTimeIn <strong>Skanska</strong>’s business plan for <strong>2011</strong>–2015, the ambition is to increase investments in infrastructureprojects. This growth will18–36occurmonthswhile maintaining the same turnover rate in the project portfolio. Thegood potential returns of these operations were demonstrated well by the divestment of the AutopistaCentral highway in Chile, which also resulted in an extra dividend to <strong>Skanska</strong>’s shareholders.Value creation in infrastructure developmentAchieving financial close is the first andlargest step in value creation.Valuestart avfasFinancialcloseConstructionRamp upof operationsValue creation step by stepIn public-private partnership projects, <strong>Skanska</strong> is involved in the entiredevelopment chain from design and financing to construction, operationand maintenance. By assuming this overall responsibility, <strong>Skanska</strong>optimizes both construction and operating costs.The selection process is crucial to <strong>Skanska</strong>. Projects must be in productsegments and markets where <strong>Skanska</strong> has proficiency and experience.They must of course also meet the yield requirements that <strong>Skanska</strong> hasestablished. <strong>Skanska</strong> performs a thorough examination of risks andopportunities, in close collaboration with the Group’s construction units.This results in a selection process in which <strong>Skanska</strong> focuses on a limitednumber of projects. <strong>Skanska</strong> usually forms a bidding consortium withone or more partners. After the consortium’s bid has been successful,final negotiations with the customer and potential financiers begin.When binding contracts have been signed, usually at financial close, theassignment is included in the order bookings of the construction unit.TidQualifyIdentifyBid and negotiateProject Development0−2 yearsAsset Management3−10 yearsTimeGenerating value<strong>Skanska</strong>’s Infrastructure Development operations focuson three segments – highways including bridges and tunnels,social infrastructure such as hospitals and schoolsand utilities such as power generation stations. <strong>Skanska</strong>is involved in the entire value chain from project designto operation and maintenance, which implies a gradualreduction in the risk level of projects. Its business model isbased on investing in long-term projects that increase invalue upon completion, thereby enabling <strong>Skanska</strong> to sellthem to investors that are interested in long-term, stablecash flows when the projects are in operation. <strong>Skanska</strong>’sambition is to expand its operations in the public-privatepartnership (PPP) sector.Public-private partnerships mean that private marketplayers provide facilities and buildings to public agencies.This implies a number of macroeconomic advantagesfor customers, taxpayers, users and builders. The modelmakes more room for investments in public facilities byspreading the cost of large investments over longer periods.PPP projects create value for <strong>Skanska</strong> by generatinglarge construction assignments as well as potential capitalgains from divestment of completed projects, as shown in<strong>Skanska</strong>’s business model on page 8.In addition to construction assignments, in many cases<strong>Skanska</strong> is also responsible for long-term service and maintenanceassignments. <strong>Skanska</strong> Infrastructure Developmentcreates assets characterized by reliable cash flowslasting many years, once “steady state” (the operationphase) begins.MarketThe market for PPP projects was characterized by intensivebidding activity during <strong>2011</strong>. Meanwhile the processesfor major projects are generally lengthy. This makes itdifficult to estimate at what point in time they will resultin concrete projects. For some years the United Kingdomhas been the biggest market for PPP solutions, but due tocutbacks in the government budget the supply of newPPP projects has diminished in the British market.RevenueRevenue in <strong>Skanska</strong> Infrastructure Development comesmainly from <strong>Skanska</strong>’s share of income in the companiesthat own assets in the project portfolio. Expenses consistmainly of bidding costs and the cost of <strong>Skanska</strong>’s ownemployees. When these companies are divested, <strong>Skanska</strong>reports only the gain on the sale, or development gain,directly in operating income. Since <strong>Skanska</strong> owns minorityholdings in these companies, no revenue is recognized.EarningsOperating income in <strong>Skanska</strong> Infrastructure Developmentamounted to SEK 4,726 M (297). This includes gains of66 Infrastructure Development <strong>Skanska</strong> <strong>Annual</strong> <strong>Report</strong> <strong>2011</strong>
Årligt bedömt kassaflöde i <strong>Skanska</strong> Infrastrukturutvecklingsprojektportfölj per 31 december <strong>2011</strong> 1)Mkr2 0001 500 Sjisjka wind farm, Gällivare, Sweden1 000Total investment: SEK 1.1 billionConstruction start-up: <strong>2011</strong>500Height: 130 meters (427 ft.)0Turbine blade length: 50 meters (164 ft.)−500 Number of turbines: 302012 2015 2020 2025 2030 2035 2040 2045 2050<strong>Annual</strong> production: Estimated at 200 gigawatt hours,Inflöde: 22,0 Mdr kr (räntor, utdelningar och återbetalningar)equivalent to the annual electricity needs of about• Utflöde: −1,0 Mdr kr (framtida kontrakterade investeringar)43,000 households1) Kassaflödena är omräknade till valutakurserna per den 31 december <strong>2011</strong>3 0002 500Harnessingmountain breezes2 0001 5001 0005000−500<strong>2011</strong> 20152020202520302035204020452050Estimated annual cash flow in <strong>Skanska</strong> InfrastructureDevelopment’s project portfolio, December 31, <strong>2011</strong> 1SEK M2,000200015001,50010001,00050050000−5002012 20152020202520302035204020452050-5002012 20152020202520302035204020452050Inflow: SEK 22.0 bn (interest, dividends and repayments)• Outflow: SEK –1.0 bn (contracted future investments)1 Cash flows have been translated into SEK at the exchange rates prevailing onDecember 31, <strong>2011</strong>CompetitorsBalfour BeattyACSVinciSEK 4,593 M on the divestment of the Autopista Centraland Antofagasta highways in Chile. During the year,<strong>Skanska</strong> also sold the Midlothian Schools in the U.K.The very good outcome of the Autopista Central divestmentwas equivalent to about SEK 11 per share andresulted in an extra dividend of SEK 6.25, which wasdisbursed in May <strong>2011</strong>.OutlookPolitical turmoil and the government financial situationin many countries will probably continue to affectdecision-making related to public sector investments.The British market is expected to remain affected bygovernment budget austerity during 2012.In the Nordic countries, the potential for new projectsis expected to increase, for example in the constructionof wind power facilities.North America offers continued expansion potential,but at a slow pace. A number of U.S. states are planningpublic-private partnerships related to highway projects,but it is uncertain when these may materialize. In LatinAmerica, there is major potential in the PPP market forhighways and energy facilities.Future PPP solutions in the Czech Republic andPoland primarily involve new highway projects.Renewable energy is a new niche in <strong>Skanska</strong>’s GreenInitiative. After green offices, hospitals and homes,now <strong>Skanska</strong> is harnessing green energy in the form of windpower. In 2012 the mountain breezes in Sjisjka near Gällivare,Sweden – north of the Arctic Circle – will start to spin 30 turbinesnow under construction.<strong>Skanska</strong> Infrastructure, the O2 wind power company and theSwedish power network Jämtkraft are jointly developing theSjisjka wind farm.The conditions are optimal. Nearly constant winds sweep infrom Norway and the Atlantic. The average wind speed is7.2 meters per second (16 mph), which is quite sufficient sinceonly 3 meters per second is required to generate power.The 30 wind turbines will generatean estimated 200 gigawatthours per year, equivalent to the annual needs of some 43,000households.The turbine blades measure 50 meters (164 ft.). Including thetower, the total height of each turbine will be 130 meters (427 ft.).The wind exerts large forces when it blows, which is why theturbines must be firmly anchored to the ground. To minimizeconstruction work in the mountains, <strong>Skanska</strong> Teknik designedturbine foundations that are poured in a factory and shipped to theconstruction site. Each foundation consists of sixteen large concreteelements, in which the quantity of concrete has been sharplyreduced compared to site-poured foundations.During <strong>2011</strong> preparatory work was carried out, and severalfoundations are on site. Beginning in the spring of 2012 thefoundations, towers and turbines will be assembled. During theautumn, test runs will begin.Construction work is being performed by Jemtska, a consortiumof <strong>Skanska</strong> Sweden and Jämtkraft. <strong>Skanska</strong> InfrastructureDevelopment has a 50 percent ownership stake in the project.<strong>Skanska</strong> <strong>Annual</strong> <strong>Report</strong> <strong>2011</strong> Infrastructure Development 67
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Annual Report 2011
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NordenÖvriga EuropaIntäkterByggve
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Skanska ABwww.skanska.comRåsundav