DAVID M STEWART BA (Mathematics), Bachelor of Architecture

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1 BA (Mathematics), Bachelor of Architecture CURRICULUM VITAE SUMMARY An aviation professional with an extensive background in the organisation and administration of a large and complex range of airport projects and facilities. Over thirty years of international experience with large, multi-disciplined clients focused on airport design and development, aviation project management, cost/quality control and business development. WORK HISTORY KEY RESPONSIBILITIES AND PROJECTS YEAR PROJECT CAPACITY IATA Training Airport Development (Bogota, Colombia Consultant Lima Airport Expansion bid development Sangley Airport Development (Manila) bid preparation IATA Headquarters - Airports Head of Airport Development IATA representative - London Heathrow Airport - Upgrade and Expansion Assistant Director Airports 2006 Xi an Airport Expansion bid preparation coordination Hong Kong Airport Extension bid preparation Consultant New Doha International Airport Project initiation design and construction Project Director Geneva International Airport - Master Plan revision/update Consultant Shanghai International Airport Second Terminal Design Review New Bangkok International Airport IATA Design Review 2001 Sydney International Airport - Master Plan revision/update Project Director

2 Page Sydney International Airport - Privatisation Warsaw International Airport - Design Selection Committee Consultant Chongqing (China) International Airport - Design Development New Athens International Airport Airline Facilities Design/Build Project Manager New Hong Kong International Airport (CLK) - Air Terminal Building Project Manager Toronto Terminal 3 - and over 300 international airline facility projects Director, Property and Facilities DETAILED BUSINESS EXPERIENCE DMS CONSULTING London, England present Managing Director Ongoing airport planning and development consulting. IATA Training Prepared and facilitated a 5-day IATA Training course on Airport Design and Development on behalf of IATA. OVE ARUP (HK) Ltd. Provided assistance for the development of an alternate development proposal for Tan Son Nhat International Airport (Ho Chi Min City), Vietnam. Participated at client meeting in Hanoi, Vietnam. Cavitex Ltd. Preparation of bid documentation for consulting services to develop a master plan for an alternate 4-Ruway international airport for Manila, Philippines. Participated on consulting services selection committee. INTERNATIONAL AIR TRANSPORT ASSOCIATION (IATA) London, England Head of Airport Development Lead the ongoing set up and governance strategy for IATA s Airport Development team Work with Airport colleagues in IATA to identify key global airports for IATA participation based on potential Capital expenditure, project development phase, involvement of major air carriers, etc. Establish and maintain the Airport Working Group (World Airport Group) to consolidate airline input and enhance airline coordination and interaction on major airport development projects.

3 Page 3 Participate in airport planning and guide development and expansion at major international airports where IATA participation is requested by the airline community. Work in conjunction with the IATA Consulting, Training, Charges and Passenger Experience teams to coordinate interfaces at global airports where major infrastructure projects are planned / underway. Rewrite and reissue the IATA Airport Development Reference Manual (10 th Edition) in electronic format in conjunction with leading global aviation consulting firms, ICAO and Airport Council International (ACI). Participate in global airports development projects including: o Taipei o Rio de Janeiro o Hong Kong o Miami o Beijing (second airport) o Los Angeles o Mexico City o Rome o Lima o Brussels o Quito o Paris o Sao Paulo o Johannesburg INTERNATIONAL AIR TRANSPORT ASSOCIATION (IATA) London, England Assistant Director, Airport Development, Heathrow Worked directly with the Heathrow airline community to coordinate and lead initiatives on behalf of the airlines with BAA, the airport owner. Ongoing liaison and meetings with BAA on a significant number of projects including: Runway 3 / Heathrow Master Plan coordination of lobbying effort, planning, design and development on behalf of Heathrow air carriers. The project includes a master plan to reconfigure Heathrow as a 3-runway airport examining the whole airport infrastructure as an integrated operational system. Airline Relocation Programme - 57 air carriers moving to different Heathrow terminal facilities over the course of 3 years to facilitate airline alliance co-location and allow reconstruction of Terminal 2. Heathrow East Terminal (T2A/B/C) demolition and reconstruction of Terminal 2 to accommodate consolidated requirements of Star Alliance carriers (14 airlines) serving Heathrow. Project includes a new terminal facility (20 million pax per annum Billion) and a new satellite facility connected with state-of-the-art baggage and passenger movement systems. Project also includes a new multi-storey car park adjacent to the new terminal. Western Apron - includes completion of T5C (second satellite for Terminal 5) and replacement of T3 Pier 7 potentially with a new satellite facility. Terminal 4 regeneration and expansion of the terminal facilities to accommodate the Skyteam alliance and 17 long haul non-aligned airlines. Regeneration of the Central Terminal Area (CTA) landside area, including the road system and new hotel complex. Eastern Maintenance Base includes redevelopment of the aircraft hangar and ground vehicle base at the eastern end of Heathrow airport

4 Page 4 The role also involved ongoing liaison with the Civil Aviation Authority regulatory team, working with CAA representatives on the Constructive Engagement initiative. Work included oversight and detailed review of the five-year Capital Investment Plan ( 3.6 Billion) proposed by BAA. DMS CONSULTING London, England 2006 Managing Director Ongoing private aviation consulting. Client: Arup Engineering Co-ordination and input of proposal submissions for the expansion programs at Hong Kong International Airport and Xi an International Airport. preparation of proposal documents. Role included design review and CIVIL AVIATION AUTHORITY State of Qatar (Middle East) Project Director Project Director for NDIA (New Doha International Airport), reporting directly to the Chairman of the Civil Aviation Authority for the State of Qatar. As an extension to the government s project Steering Committee, assembled a small team of professionals to work closely with the homebased carrier, Qatar Airways to understand and incorporate the airline s requirements in the new airport project. Role included overseeing the work of the Project Management Contractor, Overseas Bechtel Inc. ensuring that user needs were being addressed within the context of schedule and budget requirements. The project involved construction of a multi-phased green field airport (US$ 6.2 Billion Phases 1 and 2) in the capital city of Doha. As well as the complete airfield, ATC and air terminal facilities (24 Million passengers per year), the project also includes all on-airport support for Qatar Airways (cargo, aircraft maintenance, catering/flight kitchen, airline operations, etc) as well as special facilities for the Emir of Qatar (air terminal and aircraft maintenance hangars). Full project design (Concept and Preliminary for ALL facilities and Detail Design for air terminal building) were completed in 16 months from date of Notice to Proceed. 12 of 24 Construction Contracts were awarded, an additional 6 Design/Build and Construction packages were out for tender and the project was on programme. DMS CONSULTING London, England Managing Director Ongoing private aviation consulting business. Clients included: Halcrow Engineering Project Client: AIG (Aeroport International de Geneva) Preparation of Master Plan update for Geneva International Airport, Switzerland. As terminal design manager, duties included reviewing terminal-related facilitation issues, quantifying facility requirements based on passenger forecast numbers and the airport s desired and agreed `Service Level commitments to the airlines and other user groups. Arup Engineering Input and critique of ongoing design development for a submission for the new terminal design at Shanghai Pudong International Airport, China. Role included terminal design review

5 Page 5 and preparing a design report. Issues discussed included inter-terminal transfers relative to minimum connection times, passenger flow and direction finding, level change and transition interfaces and general baggage system configuration / operation issues. The Design Solution Project Client: BAA USA Prepared commercial leasing plan proposals and analysis documents for Boston/Logan International Airport and for Minneapolis/St. Paul International Airport in the U.S. Earth Tech Asia-Pacific Project Client: NBIA (New Bangkok International Airport) Assisted with preparations for major IATA ACC review of new Bangkok International Airport Reviewed IATA check list and assembled information regarding additional check in positions, security screening, inbound and outbound Immigration and baggage reclaim areas. URS Australia pty Project Client: SACL (Sydney Airports Company Ltd.) Project Director for Sydney International Terminal master plan. Study included modifications to accommodate A380 aircraft, extended aircraft parking, expansion of airside and landside retail zones and reworking of all major passenger flows. The existing baggage system was also examined and a strategy developed to implement 100% hold baggage screening. URS CORPORATION LTD. London, England Senior Aviation Director Based in London, U.K., responsible for development of aviation-related business in Europe and Asia/Pacific regions. Responsibilities including ongoing liaison and business relationship development with potential aviation clients including BAA, British Airways, Manchester Airport, Hochtief Airports, etc. Project-related work included: Management of URS services (environmental review and engineering design) as member of the Due Diligence team to support the BAA/Deutsche Bank (Sydney Gateway Consortium) bid to purchase Sydney Kingsford Smith Airport (Australia). DMS CONSULTING Calgary, Canada and London, England Managing Director Established and operated aviation consulting business. Clients included: IATA Selection Committee Member for Design/Build competition to expand Warsaw International Air Terminal. Review focused on inbound and outbound passenger flows for domestic and international passengers. Effectiveness of the BHS and other support systems was also included in the analysis / evaluation. Speedwing (British Airways consulting team) Preliminary design review for Chongqing (China) Air Terminal. Review focused on adequacy of the retail area design with relation to passenger flows. O Brien Kreitzberg Ltd. - Project Client: Olympic Airways - relocation to the new Athens International Airport. As the Project Manager, responsibilities included the creation of the complete development and construction work plan for the US$300 Million relocation of Olympic Airways, the Greek national carrier, to the new Athens International Airport. The project scope required

6 Page 6 the design and construction of a number of different on-airport facilities for the airline including: - air terminal accommodation (check in, operations offices, CIP lounges, ground handling, etc) - aircraft maintenance facilities with support workshops and management offices - air cargo facilities - ground handling / vehicle maintenance facilities - catering company facilities including flight kitchen - Olympic Airways headquarters building - Olympic Aviation aircraft maintenance facilities Other site development elements including associated roadways, public utilities and information systems were also included in the project mandate. Work included direct liaison with airline Senior Management including the CEO. Project responsibilities also included risk management, procurement and change orders, construction contractor coordination, quality control and quality assurance, permits and certifications, document control, cost and schedule controls, information systems management and reporting. - Project Client: Cyprus Development Bank Project Manager for the new airport terminal developments for Larnaca and Paphos airports. Project Management responsibilities included overall design review of consultant submissions with a focus on terminal functionality and systems integration (Baggage Handling, IT, etc.). Calgary Airport Authority Study for new Cargo facility at Calgary International Airport. Focus included airside and landside movement patterns and vehicle flows. Mass Transit Railway - Hong Kong Training co-ordination for Hong Kong airport in town check-in services associated with new facilities in two Mass Transit stations in Central Hong Kong. Established and co-ordinated training program at Vancouver International Airport for MTRC staff. AIRPORT AUTHORITY HONG KONG Hong Kong, SAR China General Manager - Terminal Operations Reporting directly to the senior executive of the Airport Management Division, entirely responsible for implementation of the Terminal Management strategy for the new Hong Kong (Chek Lap Kok) Airport. Hired all department personnel and formulated and implemented key facilities management contracts including Baggage Handling, Cleaning / Environmental control, Systems Control, etc. Establishing operational policies and procedures (SOPs) for all key aspects of terminal operations including the Airport Operations Control Centre (AOCC), the nerve centre of the terminal operation. 17 separate computer systems provide current status and data on security access, fire systems, mechanical / electrical systems, Flight Information network, gate/checkin allocations, passenger flows, etc. Tendering and award of major out-source service contracts for Baggage Handling Operations, People Mover Operation, Janitorial services, Trolley management, Medical services, etc.

7 Page 7 Annual contracted services budget estimated to be 40 Million. Tasks included detailed analysis and presentation of recommendations / negotiations with Board of Directors. Establishing the Air Terminal Building operational staffing plan including implementing the overall management structure, department budgeting, establishing key job descriptions, etc. Terminal Operations implemented within the 2 Million limit set for the first operating year. Recruiting senior and mid-level management support. Staff component grew 150% in twelve month period. Provided a total contingent of 194 Terminal Operations staff at airport opening. Managing operational staff transitions (120 staff) from local Government to the privatised Airport Authority. Strengthening of working relationship with the public sector Civil Aviation Department. Maintaining and strengthening of working relationships with key air carriers to meet customer operational priorities. Ongoing liaison with local Airport Operating Committee. Establishing and maintaining Terminal Operations steering group to address ongoing air carrier related issues on terminal building operations. Co-ordinating and implementing joint operational strategies with Mass Transit Authority regarding the new Airport Express rail service Project Manager - Architecture Reporting to the senior executive of the Engineering Division, established and maintained the architectural design department of the Airport Authority. Hired the entire departmental staff component including expatriate and local professional staff and the administrative support group. Team responsible for overseeing design and tender of the 150 Million air terminal building for the new Hong Kong airport. Project responsibilities: Liaison with Airport Authority in-house divisions and departments (i.e.: Commercial, Operations, Strategic Planning) to ensure requirements are implemented. Liaison with all airline tenants serving Hong Kong (including mainland Chinese carriers) through International Air Transport Association (IATA), Board of Airline Representatives (BAR) and the Airport Operating Committee (AOC) to ensure their accommodation, commercial and technical requirements were met. Liaison with Hong Kong Government agencies (i.e.: Immigration, Customs and Excise, Civil Aviation, Fire Services, Police, etc.) to meet their accommodation, design and operational needs. Ongoing liaison with outside agencies such as Joint Council of the Travel Industry of Hong Kong, HK Tourist Association, HK Hotel Association, Mass Transit Railway, etc.

8 CANADIAN AIRLINES INTERNATIONAL Vancouver and Calgary, Canada Director, Properties and Facilities DAVID M STEWART Page 8 Managed the airline's entire international facilities inventory valued at CA $480 Million. Directed staff of 23 management and 260 organised employees. Administered the company's building maintenance and clerical organised staff including associated labour relations issues. Fully responsible for departmental annual operating budget of CA $56 Million. Implemented multiple facility assignments valued at between CA $27 Million and CA $45 Million per year. Specific duties included: Programming, design development, construction, documentation and supervision and administration for work at over 45 international and domestic air terminals including 75,000 m² of operational space (CA $18 Million) at Toronto Pearson International Airport - Terminal Three. Projects included holdroom/gate configurations, check-in areas, ramp support areas, baggage make up zones, administrative support offices, airport retail layouts and airline customer lounges. Design/reconfigurations, contract documentation and construction reviews of over 300 development projects. Management and rationalisation of company s entire leased property portfolio (approx. 180 facilities in 70 international locations). Lease costs were decreased by 20% over a period of three years through consolidations and re-negotiations. Ongoing management of the Division s annual budgets, both capital and operational. Tasks included annual budget preparation within the limits established by the Board of Directors, budget updates and consolidations, monitoring and reporting and year-end wrap up. Met regularly with all senior corporate managers to understand priorities and ensure facilities requirements were accurately represented in the capital budget. Annual expenditures continuously met corporate directives and stayed within established limits.

9 Page 9 EDUCATION 1985 Graduate School of Design (Summer program) Harvard University, Cambridge, Massachusetts, USA 1978 Professional Registration Royal Architectural Institute of Canada, Ottawa, Canada 1975 Bachelor of Architecture (Graduate School) University of British Columbia, Vancouver, Canada 1972 Bachelor of Arts (Mathematics Major) University of British Columbia, Vancouver, Canada PROFESSIONAL AFFILIATIONS Registered Member (retired) Royal Architectural Institute of Canada Registered Member (retired) Architectural Institute of British Columbia (Canada) CONTACT DETAILS Mobile Phone DMSCon7@ gmail.com Address 39 Merland Rise Epsom, Surrey, U.K. KT18 5RN

Ronan Delaney. DELANEY_RONAN_AVIATION_JUN_2018.DOCX

Ronan Delaney. DELANEY_RONAN_AVIATION_JUN_2018.DOCX Ronan Delaney Profession Structural Engineer Current Position Associate Principal Global Aviation Skills Leader Joined Arup 1988 Years of Experience 25+ Nationality Irish Qualifications Bsc (Eng), Dip