Proceedings of the 14th Meeting of the
Transport and Communications Working Group
17
the transfer of know-how and technology. PPPs are however not identified and selected as
part of national strategies and transport plans. A PPP dedicated law does not exist at present
and the existing legal framework has been commented to be fragmented in the existing
literature. PPP units/departments are established within the main involved institutions. The
current institutional setting would, however, benefit from a more structured definition of
roles/responsibilities. The Ministry of Treasury and Finance is for instance responsible for
the monitoring of liabilities resulting from PPPs. This supervision is nonetheless limited to
the projects involving debt assumption by the state and excludes airport projects under the
responsibility of the line Ministry.
 Pre-tendering decision process. Screening for PPP suitability and project preparation
studies appear to consider the most relevant elements of analysis required to appraise fiscal
risks, design risks, and financial sustainability risks.
 Procurement and contracting. Risks are basically identified, allocated and treated at the
stage of the contractual elaboration/finalization. Risk management guidelines/checklists
and toolkits covering the entire project life are not in use at present. Bonus malus schemes
are applied at construction (contract duration) and operation stages (revenue sharing).
 Construction and operation. A Project Management Unit is generally in charge of managing
and monitoring the PPP. Multiple levels of supervision and control of construction and
operation activities are usually performed. This proves to be generally effective in ensuring
the successful management of design, construction and operation risks.
 End of contract (follow up). A centralized database of PPPs is in use by the Presidency of
Strategy and Budget (PSB) mainly focusing on liabilities and fiscal risks monitoring.
Two project examples were described that were respectively commented as relevant for the
management of macroeconomic and financial sustainability risks:
 Osmangazi Bridge. Opened in 2016, the bridge interconnects the city of Gebze with the
Yalova Province in the Izmit Bay. The bridge is part of the O-5 motorway (Gebze – Orhangazi
– Izmir, 421 km), completed in August 2019. Thanks to the bridge, the crossing time in the
bay decreased from 80 to 6 minutes. OTOYOL A.Ş. constructed and operates the
infrastructure under a BOT contract including demand guarantees up to 40,000 car
equivalent vehicles/day.
 3rd Bosphorus (Yavuz Sultan Selim) Bridge. Opened in 2016 it is the third bridge crossing
the Bosphorus Strait, located North of Istanbul, near the Black Sea, and designed for both rail
and road traffic. Part of the O-6 Northern Marmara Motorway (414 km) the main goal of the
project was to reduce traffic congestion on the two existing bridges providing a by-pass to
the city for heavy vehicle traffic transiting through the Istanbul metropolitan area.
Policy recommendations
Mr. Zani concluded his presentation listing the policy recommendations proposed as a result of
the research, summarising for each of them the main rationale for their identification. Policy