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This is an exciting and challenging time for the European road and railway industries. The infrastructure sector is experiencing a period of change as privatisation and stringent regulation effect the industry. Short-term measures are being taken to increase capacity but planning for major infrastructure projects must start now. Long term Government commitment is required to encourage private investment and stimulate the industry to invest confidentially in equipment and training to meet the increased demand.

This forum will look at infrastructure investment in both theoretical terms and through practical current case studies. Speakers will be drawn from the highest levels throughout the European road and railway industries to generate discussion, analysis and exchange of information on matters of investment, planning and implementation of infrastructure projects.

Speakers at last years conference included;
Chris Brown, Partner, Masons
Cheryl Fisher, Head of Division, Structured Finance and PPPs, UK, Ireland and Nordic Countries, European Investment Bank
Stephen Paine, Executive Director, UBS Warburg
Anthony Sykes, Deputy General Manager, Sumitomo Mitsui Banking Corporation (SMBC)
Michiel Faro, Senior Partner, Van Doorne
Julia Prescot, Senior Director, Bank of Scotland
Mike Llywelyn-Jones, Technical Director, Faber Maunsell
Jon Manley, Associate Director, Standard and Poor’s
Pearse Rutledge, Partner, Ernst & Young
Mike Hayward, Technical Director, Carl Bro
James Abbott, Editor, Modern Railways
Anton Valk, Managing Director NS International Business Group, Nederlandse Spoorwegen
Darryl Murphy, Director, Newcourt Capital
Paul Tweedale, Head of Business Development, HSBC Rail
Rod Muttram FREng, Chief Executive, Railway Safety
Martin Callaghan, PPP Director, London Underground
Jack W Lillywhite, Manager of Business Development, Bechtel Rail
Aranyosy Zoltán, Technical Advisor, Hungarian State Railways
Howard Smith, General Manager, Docklands Light Railway

Topics to be discussed at this years conference include;
WHERE NEXT FOR DBFO? THE HIGHWAYS AGENCY’S PLANS FOR THE FUTURE ROADS PFI PROCUREMENT
Moving with the times
THE FUTURE INVESTMENT STRATEGY FOR SCOTLAND TRUNK ROAD PROJECTS
Alternative methods of financing
ROAD PROGRAMMES IN NORTHERN IRELAND
Now and in the future
A EUROPEAN OVERVIEW
What new developments are occurring?
PRIVATE FINANCING AND OFF-BUDGET FINANCE MECHANISMS
The rationale for change opportunities for best practice and best value in road projects – bidding for highways maintenance contracts Maintenance contracts
FINANCING FOR LOCAL AUTHORITY ROAD SCHEMES
A case study of financing and managing projects
THE LONDON CONGESTION CHARGING SCHEME
The role for the private sector?
MANAGING ROAD FUNDS
Drawing from experiences
A VIEW FROM THE TREASURY
The Treasury’s role within the transport and roads sector
RAIL INFRASTRUCTURE – A STRATEGIC REVIEW
The SRA perspective
COSTS AND INNOVATIONS
A view from Network Rail
LETTING A SUCCESSFUL FRANCHISE
Lessons to be learnt
ROLLING STOCK TRANSER
Principles
BIDDING FOR RAIL MAINTANENCE CONTRACTS
Costs and maintenance
IMPLEMENTING CONCESSIONS – THE PPP WAY
PPP in rail projects
OVERVIEW OF THE AWARDING PROCESS
Learning from previous case studies
SPANISH HIGH SPEED TUNNEL
Overcoming the difficulties and challenges

Finance, Maintenance and Management of Road & Rail Concessions is currently in production and the full programme will be available shortly. To receive the full programme please select ‘more information’ and this will be sent to you as soon as it is completed. Delegate Bookings are being taken NOW so register your attendance TODAY to guarantee your place at this important event.

Conference programme

8:30 Registration & Coffee

9:00 Chairman's Opening Remarks

Charles Russell

Charles Russell, Director, Steer Davies Gleave

9:10 WHERE NEXT FOR DBFO? THE HIGHWAYS AGENCY’S PLANS FOR FUTURE ROADS PFI PROCUREMENTS

Graham Taylor

Graham Taylor, Group Manager, Private Finance Policy, Procurement Directorate, Highways Agency

  • The DBFO approach for roads
  • Benefits and constraints of PFI for roads
  • Drivers for change to the 1994 DBFO model
  • New projects, their advantages and problems
  • Critical financing and practical issues
  • 9:40 THE FUTURE INVESTMENT STRATEGY FOR SCOTLAND TRANSPORT PROJECTS

    John Howison

    John Howison, Chief Road Engineer, Scottish Executive

  • PPP/PFI looking to the private sector
  • Benefits and constraints of Public Private Partnerships
  • What interests need to be aligned?
  • Preparation – what needs to be considered before creating a PPP?
  • Critical financing and practical issues
  • Some potential models
  • 10:20 ROAD PROGRAMMES IN NORTHERN IRELAND

    Leslie White

    Leslie White, PPP Manager, Roads Service (Northern Ireland)

  • Roads Service responsibilities
  • Strategic context
  • Role of private finance
  • Roads Service DBFO programme
  • Challenges for the industry and Roads Service
  • 11:00 Morning Coffee

    11:20 NORWEGIAN PPP – PROGRESS ON ROAD AND RAIL CONCESSIONS

    Will McWilliams

    Will McWilliams, Assistant Director, Ernst & Young

  • Recent developments in PPP within Norway
  • Signed deals in road – lessons learnt
  • New projects in rail – approach and progress
  • Future projects
  • 12:00 EUROPEAN INFRASTRUCTURE FINANCING

    Thomas Barrett

    Thomas Barrett, Director, European Investment Bank (EIB)

  • New European Priorities / Van Miert Report
  • Funding methods available for strategic projects
  • TENs Investment Facility (TIF)
  • Infrastructure securitisation and PPPs
  • 12:40 Networking Lunch

    14:00 TOLL ROADS IN TRANSITIONING ECONOMIES

    Robert Bain

    Robert Bain, Associate, Standard & Poor’s

  • Central and Eastern European infrastructure investment plans are ambitious
  • If these plans are to be realised, private finance will have to be employed
  • The project finance experience in transitioning economies raises specific credit challenges
  • Standard & Poor’s experience in Central and Eastern Europe identifies exactly what these challenges are
  • 14:40 M6 TOLL - THE UK’S FIRST TOLL MOTORWAY

    Ian Paterson

    Ian Paterson, Technical Director, Babtie Group

  • History of the scheme - 15 years in the making
  • Procurement strategy - the role of private finance
  • Design and construction achievements
  • Operation and maintenance challenges
  • Lessons for the future
  • 15:20 Afternoon Tea

    15:40 THE LONDON CONGESTION CHARGING SCHEME

    Derek Turner

    Derek Turner, Principal, Derek Turner Consulting

  • Project overview - the £230m public sector IT contract
  • Impact on traffic
  • Back office functions – how well are they operating?
  • Streets ahead
  • Back office functions - how well are they operating?
  • 16:20 WHERE IS THE MONEY GOING TO COME FROM?

    Layth Irani

    Layth Irani, Head of Transport Project Finance, Sumitomo Mitsui Banking Corporation Europe (SMBC)

  • Risk return in the UK roads projects
  • Other demands on funds
  • The shrinking universe of Project Finance banks
  • The threat of Basle 2
  • S&P and traffic forecasting
  • Other European markets
  • 17:00 Chairman’s Closing Remarks and Close of Day One

    8:30 Re-registration & Coffee

    9:00 Chairman's Opening Remarks

    Adrian Lyons

    Adrian Lyons, Director General, The Railway Forum

    9:10 A VIEW FROM THE TREASURY

    Lewis Atter

    Lewis Atter, Head of Transport Team, HM Treasury

  • Key development in the roads and transport sector
  • The role of the Treasury
  • Financing rail and network projects
  • New ways of financing and funding
  • The future
  • 9:40 NEW FINANCING FOR RAILWAY PROJECTS

    Michael Redican

    Michael Redican, Managing Director, Debt Capital Markets, Deutsche Bank

  • Principles of financing in the rail sector
  • What are the problems that are facing the rail industry
  • New methods for structuring finance
  • Opportunities for new investment – keeping the market attractive
  • Case study - Metronet
  • 10:20 RECENT DEVELOPMENTS – THE DYNAMIC ENVIRONMENT

    Richard Goldson

    Richard Goldson, Rail Development Director, National Express Group

  • Progress with franchising
  • Working with the SRA’s new template
  • Impact of the Regulator’s Interview Review
  • Schemes with Matching Funding from Local Authorities etc
  • Rail capacity and airport growth
  • 11:00 Morning Coffee

    11:20 LETTING A SUCCESSFUL FRANCHISE

    Howard Smith

    Howard Smith, Director, Docklands Light Railway

  • A case study example of the success of Docklands Light Rail
  • Keeping costs to a minimum and innovation to a maximum
  • Multiple contracts - franchises and concessions
  • What lessons can we learn from the DLR?
  • Where will the DLR be heading in the future?
  • 12:00 FREIGHT

    Mathew Stainer

    Mathew Stainer, Director of Investor & Industry Affairs, Central Railway

  • Financing of a private railway project
  • Building a private railway
  • Lorries on trains
  • Operating a profitable freight railway
  • 12:40 Lunch

    14:00 PANEL DISCUSSION

    Adrian Lyons

    Adrian Lyons, Director General, The Railway Forum

  • Howard Smith, Director, Docklands Light Railway
  • Michael Redican, Managing Director, Debt Capital Markets, Deutsche Bank
  • Paul Tweedale, Head of Risk and Product Development, HSBC Rail, UK
  • 14:40 FINANCING INFRASTRUCTURE IN THE BOND MARKETS

    Stephen Paine

    Stephen Paine, Managing Director, Investment Banking Division, UBS

  • The decision making process
  • The requirements of debt and equity providers
  • Bond structures
  • Case studies
  • 15:20 Afternoon Tea

    15:40 ROLLING STOCK TRANSER

    Paul Tweedale

    Paul Tweedale, Head of Risk and Product Development, HSBC Rail, UK

  • Current framework for rolling stock
  • Market forces – environmental and pricing risk
  • Trends in European rolling stock market
  • Future developments
  • 16:20 MERSEYRAIL ELECTRICS

    Ian Bowler

    Ian Bowler, Partner, DLA

  • The non-legislative local concession proposal in context
  • Managing the process
  • The contractual matrix
  • Concession management
  • Lessons learnt
  • 17:00 Chairman's Closing Remarks and Close of Conference

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    WHAT IS CPD?

    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.

    CPD AND PROFESSIONAL INSTITUTES

    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.

    TYPICAL CPD SCHEMES AND RECORDING OF CPD (CPD points and hours)

    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SMI Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.

    GLOBAL CPD

    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

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