Developed on behalf of

Possibility of participation of small and

medium-sized companies from the Berlin
area in the construction of CPK Airport in
Poland

Author: Adam Walencik

AW Wirtschaftsberatung
Berlin 2023
 Contents

1. Brief description of the CPK Airport project

2. Ministries and offices responsible for the project
3. Private Investors Vinci Airports, IFM Global Infrastructure,
4. NACO Master Plan
5. Master Architects Foster & Partners
6. Skanska Group as Main Contractor?
7. EU requirements for tenders
8. Costs Estimation and Budget Management
9. German companies as a highly valued partner in Poland
10. Non-EU contract workers?
11.Possibilities of cooperation with Polish subcontractors
12.Contact details of the people responsible for the project
 1.CPK Airport Project
The Centralny Port Komunikacyjny (CPK) project, also known as the Solidarity Transport
Hub, is a major infrastructure development initiative in Poland. The CPK aims to create a
central transportation hub for the country that integrates air, rail, and road networks. The
project is one of the most significant infrastructure undertakings in Poland and is expected
to have a transformative impact on the country's transportation and logistics systems. Here
are some key points about the CPK project:

Location: The CPK project is planned to be situated near the town of Baranów,
approximately 40 kilometers southwest of Warsaw, the capital of Poland.

Components: The CPK project includes several key components:

Solidarity Airport (Port Lotniczy Solidarność): A new international airport intended to

complement Warsaw Chopin Airport and Warsaw-Modlin Airport.
Railway Hub: A central railway station that will connect high-speed rail lines, regional trains,
and urban transit, making it a significant transport interchange.
Road Infrastructure: Extensive road networks and motorways will link the CPK to
surrounding cities and regions.
Logistics and Business Zone: An area dedicated to logistics and business operations,
including warehousing and distribution centers.
Objectives: The CPK project aims to achieve several key objectives, including:

Enhancing Poland's position as a regional and international transportation hub.

Reducing congestion and improving transport efficiency.
Attracting business and investment to the region.
Enhancing connectivity with neighboring countries.
Facilitating the movement of goods and passengers through the integration of various
modes of transportation.
Economic Impact: The CPK project is expected to have a significant economic impact on the
region and the country as a whole. It is projected to generate jobs, attract businesses, and
stimulate trade and tourism.

Sustainability: The project places a strong emphasis on sustainability and environmental

considerations. It is designed to adhere to green building practices, reduce carbon
emissions, and minimize its impact on the environment.

Financing: The project's financing is expected to be a mix of public and private investments.
The Polish government, along with potential EU funds, may contribute to the funding of the
project.

Timelines: The CPK project is planned to be developed in several phases over an extended
period, with the complete vision expected to be realized in the long term.

The CPK project represents a significant investment in Poland's infrastructure and is

expected to play a crucial role in the country's future transportation and logistics landscape.
It aims to improve connectivity, reduce travel times, and foster economic growth by
establishing a modern, integrated transportation hub.
 2. Ministries and offices responsible
for the project
The Centralny Port Komunikacyjny (CPK) project in Poland is under the
responsibility of the Polish government, specifically the Ministry of Infrastructure
(Ministerstwo Infrastruktury).
The project falls under the jurisdiction of the Polish Ministry of Infrastructure
because it is a major national infrastructure development that involves the
construction of an airport, railway hub, and extensive transportation networks.
The Ministry of Infrastructure plays a crucial role in overseeing the planning,
coordination, and implementation of the CPK project.
Please note that the organization and oversight of major infrastructure projects
can evolve over time, and new agencies or authorities may become involved as
the project progresses. Therefore, it's essential to consult the most recent sources
or official government announcements for the latest information about the
responsible authorities for the CPK project in Poland.

Ministry management
 3. Private Investors Vinci Airports, IFM
Global Infrastructure
Vinci Airports is a subsidiary of Vinci Group, one of the world's leading
infrastructure and construction companies. It is a major player in the airport
management and development sector. Here's a brief overview of Vinci Airports:

Ownership and Background: Vinci Airports is part of Vinci Group, a global

infrastructure and construction conglomerate based in France. Vinci Airports
operates independently and specializes in airport management, development, and
investment.

Global Presence: Vinci Airports has a significant international presence, with

operations in various countries across the globe. It manages and operates airports
in Europe, the Americas, Asia, and other regions.

Airport Portfolio: Vinci Airports is known for its diverse portfolio of airports. It
operates airports of different sizes and types, including major international
airports, regional airports, and smaller airports.

Expertise: The company offers a wide range of services related to airport

management and development. This includes expertise in areas such as terminal
operations, runway and taxiway maintenance, air traffic control, security, and
passenger services.

Sustainability Initiatives: Vinci Airports places a strong emphasis on sustainability

and environmental responsibility. It often integrates green building practices and
sustainable technologies into airport development projects.

Technology and Innovation: The company leverages technology and innovation to

enhance airport operations. This includes digital services, smart infrastructure
solutions, and data-driven approaches to improve passenger experience and
operational efficiency.

Public-Private Partnerships (PPP): Vinci Airports is involved in Public-Private

Partnerships with governments and public authorities for the development and
management of airports. These partnerships often involve substantial
investments and long-term commitments.

International Collaborations: Vinci Airports collaborates with various international

partners, including airlines, airport authorities, and governmental bodies, to
improve airport facilities and services.
 IFM Global Infrastructure is a subsidiary of IFM Investors, an Australian-based fund
manager. IFM Investors is one of the world's largest infrastructure investors, and
IFM Global Infrastructure is dedicated to managing infrastructure assets globally.

Expertise in Infrastructure: IFM Global Infrastructure has extensive experience and

expertise in infrastructure investments. The company focuses on acquiring,
managing, and optimizing infrastructure assets in various sectors, including
transportation, energy, utilities, and social infrastructure.

Diverse Portfolio: IFM Global Infrastructure has a diverse portfolio of

infrastructure assets. This may include investments in airports, seaports, toll
roads, bridges, energy generation and distribution facilities, water utilities, and
other critical infrastructure assets.

Global Reach: The company operates internationally and manages infrastructure

assets in multiple countries. It leverages its global reach to identify and capitalize
on investment opportunities across various regions.

Long-Term Investment Approach: IFM Global Infrastructure is known for its long-
term investment approach. It typically acquires and manages assets with the
intention of holding them for an extended period, aligning with the characteristics
of infrastructure investments.

IFM Global Infrastructure is part of a larger financial group that manages

substantial infrastructure assets worldwide. It is known for its expertise in
infrastructure investment, its focus on long-term value creation, and its
commitment to responsible investment practices in the infrastructure sector.
NACO, or Netherlands Airport Consultants, is known for its expertise in airport
planning and design. They are a well-established consultancy firm that provides
services related to airport master planning, design, and development. NACO's
involvement in the Centralny Port Komunikacyjny (CPK) Airport project is
significant in terms of shaping the airport's future. Here's a brief overview:

Airport Planning Expertise: NACO is known for its extensive experience in airport
planning and design. They have been involved in numerous airport projects
worldwide, providing their expertise in creating efficient, safe, and sustainable
airports.

Master Plan Development: For the CPK Airport project, NACO likely played a key
role in developing the airport's master plan. This involves outlining the long-term
vision for the airport, including the layout of runways, terminals, cargo facilities,
and other infrastructure. The master plan sets the framework for the airport's
growth and development over the coming years.

The CPK project includes several key components:

Solidarity Airport (Port Lotniczy Solidarność): A new airport intended to

complement Warsaw Chopin Airport and Warsaw-Modlin Airport.

Railway Hub: A central railway station that will connect high-speed rail lines,
regional trains, and urban transit, making it a significant transport interchange.

Road Infrastructure: Expansive road networks and motorways are planned to link
the CPK to surrounding cities and regions.

Logistics and Business Zone: An area dedicated to logistics and business

operations, including warehousing and distribution centers.
Foster + Partners is a highly acclaimed and internationally renowned architectural
and design firm based in London, United Kingdom. Founded by Sir Norman Foster
in 1967, the firm has established itself as a leading name in the world of
architecture, urban planning, and design.

Concept developed by Foster+Partners proposes construction of two terminal

buildings; the main terminal is to resemble a key, while the second terminal is to
be X-shaped, and would be built at a later stage as a part of the expansion
program. Thus the company proposed a modular design of the airport, that can be
phased over time, and adapted to the requirements of the growing demand for air
travel. The project further assumes, that both terminals are to be connected and
integrated, via for example a shuttle train running between the two buildings.

Semitransparent structure of the terminal is to become it’s defining characteristic,

making the most of available sunlight. The entire terminal space is to be filled with
trees and greenery, with F&P drawing inspiration from the Kampinos Forest near
Warsaw, making travel experience more pleasant and less stressful for the
passengers. Certain elements of the terminal building will be given a wood finish, a
reference to traditional Polish architecture.

On the inside, CPK is to be divided into separate zones catering to the needs of
different demographics: leisure, business, families and so forth. Antoinette
Nassopoulos-Erickson, Senior Partner at Foster+Partners stressed, that their
vision combines Polish tradition with modernity, employing smart solutions and
advanced technologies, such as far reaching automatization of passenger service,
and usage of hyperloop cargo vehicles, as well as extensive use of sustainable
materials.
Skanska Group can be awarded the main contractor role for the Centralny Port
Komunikacyjny (CPK) project in Poland. However, it's important to note that the
selection of a main contractor for such a large and complex project is typically
determined through a competitive bidding process where multiple companies,
including international and domestic firms, can participate.

Skanska Group is a global construction and development company with a strong

reputation for its expertise in the construction and infrastructure sectors. While
they have a track record of successfully delivering large-scale construction projects,
several factors determine whether they would become the main contractor for CPK:

Competitive Bidding: The selection of the main contractor is typically based on a

competitive bidding process. Multiple companies, including Skanska Group, may
submit proposals, and the selection is based on a comprehensive evaluation of their
bids, including technical capabilities, experience, financial stability, and cost-
effectiveness.

Experience and Expertise: Skanska Group's extensive experience in construction,

particularly in large infrastructure projects, may enhance its competitiveness. Their
proven track record and expertise can be advantageous in a competitive bid.

Financial Capacity: Large infrastructure projects like CPK require significant

financial resources. Skanska Group's financial stability and capacity to handle a
project of this magnitude could be a competitive advantage.

Technical Capabilities: Skanska Group's technical expertise in construction,

engineering, and project management could make them a strong candidate for a
project as complex as CPK.

International Presence: Skanska Group operates in various countries, which may

provide them with international experience and resources, enhancing their ability to
tackle the project's global aspects.

Sustainability and Compliance: Compliance with environmental and sustainability

standards is often crucial in modern infrastructure projects. Skanska Group has a
focus on sustainability and might align well with the project's goals in this regard.

It's important to emphasize that the selection of a main contractor for a project of
CPK's scale is subject to a rigorous evaluation process. The ultimate decision is
typically based on a combination of technical, financial, and legal considerations to
ensure that the chosen contractor is capable of successfully delivering the project
within the specified requirements and budget.

For the most up-to-date information on the main contractor for CPK, I recommend
referring to official announcements and news from the Polish government or the
CPK project authorities.
 7. EU requirements for tenders
Tenders for large construction investments in the European Union (EU) are subject to
a set of legal requirements and regulations aimed at promoting transparency,
competition, and fairness in the procurement process. These requirements are
established through EU directives, which member states are required to incorporate
into their national legislation. Here's an overview of the key legal requirements for
tenders in the EU:

Thresholds and Publication:

Public procurement thresholds are set at various levels (e.g., goods and services,
works, and concessions). Contracts exceeding these thresholds must be advertised in
the Official Journal of the European Union (OJEU). This publication requirement
ensures that potential suppliers across the EU have equal access to information
about the tender.
Prohibition of Discrimination:

The EU directives prohibit discrimination against suppliers based on nationality. This

means that companies from any EU member state should have equal opportunities to
participate in public tenders.
Principles of Non-Discrimination and Equal Treatment:

The principles of non-discrimination and equal treatment are fundamental in EU

procurement. All suppliers must be treated equally, without favoritism, and decisions
should be based on objective criteria.
Transparency:

Transparency is a key requirement. All documents, information, and decisions related

to the tender process must be clear, open, and available to all interested parties.
Competitive Process:

Tenders must be structured to promote competition. This often includes using open
procedures, restricted procedures, or negotiated procedures, depending on the
circumstances and complexity of the project.
Technical Specifications and Award Criteria:

Technical specifications and award criteria must be clear, objective, and non-
discriminatory. They should be designed to ensure that the best offer is selected
based on defined criteria, such as price, quality, and innovation.
Contract Award Notice:

The contracting authority must publish a contract award notice to inform bidders and
the public of the contract award, including the name of the winning supplier, contract
value, and other relevant details.
Standstill Period:

After the contract award decision, a standstill period is usually required. This period
This period allows unsuccessful bidders to challenge the decision before the
contract is formally signed.
Electronic Procurement:

The EU encourages electronic procurement methods, which include electronic

submission of bids, communication, and document exchange. This helps streamline
the process and reduce paperwork.
Use of Framework Agreements:

Framework agreements allow a contracting authority to establish a pre-qualified

pool of suppliers

for specific types of works, services, or goods. This can expedite future procurement
processes.
Sustainable Procurement:

EU directives also encourage sustainability considerations in public procurement.

Contracting authorities are encouraged to consider environmental and social
criteria in their procurement decisions.

Enforcement Mechanisms:

EU law provides for legal remedies and procedures for suppliers who believe their
rights have been infringed during the procurement process. Suppliers can take their
cases to national courts, and EU member states must ensure that these procedures
are available and effective.
These legal requirements are part of the broader EU procurement framework, which
seeks to create a single European market for public procurement. Each EU member
state must implement these requirements into its national laws and regulations. The
specific details and procedures may vary from one member state to another, but the
overarching principles and objectives are consistent throughout the EU.
8. Costs Estimation and Budget Management

General breakdown of the approximate percentage costs typically associated with the
construction of an airport terminal:

1. Design and Planning: This phase includes architectural and engineering design,
environmental impact assessments, feasibility studies, and the initial planning stages.
It can account for approximately 5% to 15% of the total project cost (between USD
750 million and USD 1.5 billion)

The winning office will have to employ subcontractors from Poland and Germany (the
closest locations with large architectural offices are Warsaw and Berlin)

2. Land Acquisition and Site Preparation: This involves acquiring the land needed for
the terminal, preparing the site (clearing, grading, utilities), and can represent around
5% to 10% of the total cost.

3. Construction: The actual construction of the terminal building, including the

structural components, interior finishes, and installation of various systems like HVAC,
electrical, plumbing, and security. Construction typically comprises the largest
portion, ranging from 60% to 75% of the total costs. (between USD 7.5 bn and USD 9
bn.)

4. Infrastructure: Infrastructure costs encompass roads, utilities, parking lots, and

other supporting facilities. This category can make up around 5% to 10% of the total
cost.
5. Furnishings and Interior Fit-Out: This involves furnishing the terminal with items like
seating, signage, check-in counters, baggage carousels, and retail spaces. Interior fit-
out costs can be roughly 5% to 10% of the total.
6. Technology and Systems: This category includes the installation of technology
systems such as baggage handling systems, security systems, IT infrastructure, and
passenger information systems. It typically represents about 5% to 10% of the total
cost.
7. Contingency: A contingency fund is set aside to cover unexpected costs and
changes during construction, typically ranging from 5% to 10% of the total budget.
8. Project Management and Oversight: Costs associated with project management,
legal fees, permits, and regulatory compliance. These can account for around 2% to 5%
of the total cost.
9. Environmental Compliance: Expenses related to mitigating environmental impact
and complying with environmental regulations, which can vary but often represent
around 1% to 3% of the total.
n
9. German companies as a highly valued
partner in Poland

German construction companies are highly appreciated in Poland for several

reasons:

Quality and Reliability: German construction companies are known for their
commitment to quality and reliability. They adhere to strict construction
standards and regulations, which align with the European Union's requirements,
ensuring the durability and safety of their projects.

Experience and Expertise: German construction firms often have extensive

experience in managing and executing complex infrastructure and construction
projects. Their expertise is valued in the Polish market, particularly for large-scale
developments.

Technological Advancements: Germany is a hub for technological advancements

and innovation. German construction companies leverage cutting-edge
technology and construction methods to deliver projects efficiently and with a
focus on sustainability.

Skilled Workforce: Germany has a well-educated and skilled workforce, including

engineers, project managers, and construction professionals. These professionals
contribute to the success of construction projects in Poland.

Financial Stability: German construction companies are often financially stable

and well-capitalized. This stability allows them to invest in large projects and
manage potential risks effectively.

Efficient Project Management: German companies have a reputation for efficient

project management and strict adherence to schedules. This reliability is highly
valued in time-sensitive construction projects.

Strong Work Ethic: The German work ethic, known for its diligence and discipline,
contributes to the efficient execution of construction projects in Poland.

Environmental and Sustainability Practices: Germany is at the forefront of

environmentally friendly and sustainable construction practices. German
construction firms often prioritize eco-friendly building techniques and
materials, aligning with global sustainability goals.

Language and Cultural Affinity: Germany and Poland share a border, and the
proximity of the two countries fosters good communication and cultural
understanding between Polish and German construction teams.
Historical Collaboration: Germany and Poland have a history of collaboration on
various infrastructure and development projects. This historical relationship has
built trust and mutual appreciation.

It's important to note that while German construction companies are highly
regarded in Poland, the selection of construction contractors for specific projects
often involves competitive bidding processes. This ensures fair competition and the
selection of the most qualified company for the job. Additionally, the construction
industry is dynamic, and the appreciation of construction companies can change
based on their performance on individual projects and their adaptability to evolving
market conditions.

The perception of Germany among the average Polish citizen can vary widely based
on individual experiences, backgrounds, and attitudes. However, there are some
common themes and perceptions that can help provide a general understanding of
how many Poles view Germany:

Economic Opportunities: Germany is often seen as a land of economic opportunities

for many Poles. A significant number of Polish citizens have migrated to Germany in
search of better job prospects and higher wages. Germany's strong economy and
low unemployment rate make it an attractive destination for Polish workers.

Neighboring Country: Germany is Poland's western neighbor, and the two countries
share a border. This geographical proximity has fostered economic and cultural ties
between the two nations.

Education and Study Opportunities: Germany is known for its world-class

universities and educational institutions. Many Polish students choose to study in
Germany due to its high-quality education system and the availability of courses in
English.

Trade and Business Relations: Germany is one of Poland's most significant trading
partners within the European Union. The strong economic ties between the two
countries contribute to mutual cooperation and economic growth.
 10. Non-EU contract workers?

Employing workers from outside of the European Union (EU) for the construction of
the Centralny Port Komunikacyjny (CPK) project in Poland could potentially offer
cost advantages in certain situations. Here are some advantages to consider:

Lower Labor Costs: Labor costs in some countries outside the EU can be significantly
lower than those within the EU. Hiring skilled and unskilled labor from countries with
lower wage levels may help reduce overall construction expenses.

Availability of Skilled Workers: Some non-EU countries have a large pool of skilled
labor in construction and related industries. Access to skilled foreign workers can
help ensure that the project is executed efficiently and to high standards.

Flexibility in Workforce: Employing foreign workers provides flexibility in workforce

management. You can hire workers with specific expertise or experience that may
not be readily available within the EU, allowing for more specialized construction
tasks.

Reduced Wage Inflation: Construction projects of the scale and duration of CPK can
sometimes lead to wage inflation when there is a high demand for labor. Hiring foreign
workers at competitive wages can help stabilize labor costs.

Project Continuity: By employing foreign workers, you may be less susceptible to labor strikes
or work stoppages, which can be costly and lead to project delays.

Diverse Skills and Experience: Workers from different countries often bring diverse skills,
experiences, and perspectives to the project, potentially leading to innovative solutions and
improved project outcomes.

Global Supplier Relationships: Employing foreign labor can help foster international
relationships and connections, which can be valuable for sourcing construction materials,
equipment, and technologies from various parts of the world, potentially at competitive
prices.
11.Possibilities of cooperation with Polish
subcontractors
AW Wirtschaftsberatung has a list of potential subcontractors for the CPK Airport
project. The following companies have the greatest opportunities:
Persons in charge

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Persons in charge 2

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