Aecon Business Model Canvas
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Business Model Canvas: how the firm creates value, scales projects, and secures margins
Unlock the strategic blueprint behind Aecon with our Business Model Canvas—three concise sentences show how the firm creates value, scales projects, and secures margins. Purchase the full Canvas for a section-by-section breakdown, editable Word/Excel files, and investor-ready insights to inform strategy and due diligence.
Partnerships
P3 consortia and equity partners
Partnerships with infrastructure funds, pension plans (eg, CPP Investments had CAD 645.6 billion AUM as of Mar 31, 2024) and developers enable Aecon to bid, finance and operate long‑duration P3 projects.
These partners share project risk and bring balance sheet strength necessary for financial close.
Aecon supplies EPC expertise while partners provide capital and asset management, boosting win rates and lifecycle performance.
Government agencies and municipalities
Aecon partners with federal, provincial and municipal sponsors of transportation, utilities and social infrastructure to align permitting, standards and delivery models. Early engagement with public clients helps shape scope, risk allocation and procurement timelines. These public-sector ties support a steady pipeline, underpinned by the federal Investing in Canada plan totaling CAD 187 billion (2016–2028).
Specialist subcontractors and suppliers
Trade subcontractors, equipment suppliers and material vendors give Aecon niche capabilities and capacity, with Aecon reporting CAD 3.4 billion revenue in 2023 that relies heavily on partner networks. Preferred supplier frameworks secure pricing, availability and quality, reducing procurement volatility across large infrastructure programmes. Integrated planning with suppliers cuts delays and waste on complex jobs, while strategic sourcing improves cost certainty and schedule reliability.
Technology and engineering partners
Technology and engineering partners — design firms, OEMs and digital solution providers — underpin design-build, BIM/VDC and industrial systems, with design-build shown by DBIA to deliver projects up to 33% faster. Joint development accelerates constructability and innovation, improving safety, productivity and asset performance; predictive maintenance can cut maintenance costs by up to 40% and reduce downtime. These partnerships enable data-driven project controls and lifecycle ROI through real-time analytics and condition monitoring.
- Design-build: up to 33% faster (DBIA)
- Predictive maintenance: up to 40% maintenance cost reduction
- BIM/VDC: enables clash detection, reduced rework and better project controls
Indigenous and local community partners
Joint ventures and community benefit agreements expand workforce and procurement access, creating pathways for local hiring and subcontracting. Partnerships enhance social license and ESG outcomes by aligning project goals with community priorities. Local knowledge supports permitting and environmental stewardship, while shared value models strengthen project resilience and reputation.
- Workforce access
- Indigenous procurement
- Permitting & stewardship
- Shared value resilience
P3 partnerships and infrastructure capital unlock faster, lower-cost project delivery
Partnerships with infrastructure funds (eg CPP Investments CAD 645.6B AUM as of Mar 31, 2024) and developers provide capital and asset management for P3 bids and operations.
Trade subcontractors, suppliers and tech partners (BIM/VDC, predictive maintenance) boost delivery, cutting rework and lifecycle costs.
Public-sector ties (Investing in Canada CAD 187B 2016–2028) and JVs expand pipeline, workforce and ESG outcomes.
| Partner | Role | 2023/24 metric |
|---|---|---|
| CPP Investments | Capital | CAD 645.6B AUM (Mar 31, 2024) |
| Aecon | EPC | Revenue CAD 3.4B (2023) |
| Fed plan | Pipeline | CAD 187B (2016–2028) |
What is included in the product
Detailed Word Document
A concise, pre-built Business Model Canvas for Aecon that maps customer segments, channels, value propositions, revenue streams, key activities, partners, resources, cost structure and customer relationships with real-world operational detail. Ideal for investor presentations and strategic planning, it includes block-level competitive advantages and a linked SWOT to validate decisions using company data.
Customizable Excel Spreadsheet
Condenses Aecon’s strategy into a clean, one-page Business Model Canvas that saves hours of structuring and makes it easy to identify core operational and revenue pain points for fast decision-making and team collaboration.
Activities
Design-build and EPC delivery
Aecon plans, engineers, procures and constructs large-scale assets across infrastructure, energy, mining and industrial sectors, delivering integrated design-build and EPC contracts. Integrated delivery compresses schedules—industry evidence shows time savings up to 15–25%—and aligns client-contractor incentives for cost and schedule certainty. Early constructability input lowers lifecycle costs, typically reducing total cost of ownership by around 10–15%. Rigorous QA/QC programs ensure regulatory compliance and performance, with turnkey EPC projects often tied to key performance metrics and warranties.
P3 development, financing, and operations
Aecon develops bids, structures financing and manages SPVs for long‑term concessions, typically spanning 20–30 years, coordinating lenders, advisors and equity partners to secure project financing. Debt sizing in concessions commonly ranges 60–80% of capital structures, with Aecon retaining operational control through SPVs. Post‑construction, Aecon delivers operations and maintenance services, generating recurring revenue and long‑term asset stewardship.
Project and risk management
Comprehensive estimating, scheduling and cost control at Aecon (TSX: ARE) reduce execution risk by aligning bid-to-build metrics and protecting margins. Robust contract management handles change orders and claims to preserve cash flow and schedule integrity. HSE and ESG programs safeguard people and environment while data-driven dashboards deliver real-time progress tracking and early warnings as of 2024.
Self-perform construction and heavy civil works
Core Aecon crews self-perform earthworks, structures, utilities and industrial installations, leveraging owned heavy equipment to accelerate mobilization and maintain productivity across projects.
- Self-perform stabilizes cost and quality
- Owned fleet improves mobilization speed
- Anchors subcontractor coordination
Business development and client engagement
Market scanning targets upcoming procurements and partnerships to capture share in Canada’s CAD 3.13 billion construction market where Aecon reported 2023 revenue; preconstruction services refine scope, cost and constructability to reduce change orders; key account management deepens ties with public and private clients, improving repeat work; competitive proposals emphasize value and risk transfer to win complex bids.
- Market scanning: pipeline identification
- Preconstruction: scope & feasibility
- Key accounts: relationship depth
- Proposals: value + risk transfer
Integrated EPC and O&M cuts schedules 15–25% and lifecycle costs 10–15%
Aecon executes integrated EPC, self‑perform and O&M across infrastructure, energy, mining and industrial projects, driving 15–25% schedule compression and 10–15% lower lifecycle costs. It structures 20–30yr concessions with 60–80% debt, manages SPVs and delivers recurring O&M revenue. Robust QA/QC, HSE and 2024 dashboards reduce execution risk.
| Metric | Value |
|---|---|
| 2023 Revenue | CAD 3.13B |
| Schedule savings | 15–25% |
| Lifecycle cost | 10–15% |
Full Document Unlocks After Purchase
Business Model Canvas
The document previewed here is the actual Aecon Business Model Canvas—not a mockup or sample. When you purchase, you will receive this exact, fully formatted file ready to edit, present, and share in Word and Excel. No hidden pages or altered layouts—what you see in the preview is the full deliverable you’ll download instantly after purchase.
Resources
Skilled workforce and leadership
Project managers, engineers, trades and operators—over 4,000 employees (2024)—are central to Aecon’s project delivery and on-site execution. Leadership with documented P3 and EPC program experience strengthens bid credibility and risk management on large infrastructure contracts. A formal safety culture and ongoing training programs sustain performance and reduce downtime. Active talent pipelines and succession planning support growth and continuity.
Equipment fleet and fabrication assets
Heavy machinery, cranes and specialized tools let Aecon self-perform key scopes, reducing rental spend and execution risk; industry data show modularization can cut on-site labor up to 30% and schedules by ~25%. Yards and fabrication facilities enable logistics and prefabrication, supporting higher throughput. Proactive asset management targets >70% fleet utilization and lowers maintenance costs, reducing rental dependence and variability.
Financial capacity and bonding
Aecon’s strong balance sheet and reported FY2023 revenue of CAD 3.6 billion support large contract wins, with bonding lines exceeding CAD 1.2 billion and ready access to debt and equity underpinning project delivery. Investment-grade equity partners back P3 commitments, easing capital deployment for long-term concessions. Treasury capabilities optimize cash flow across multi-year contracts, improving working capital and reducing financing costs. Financial strength materially enhances bid competitiveness.
Proprietary processes and digital platforms
Proprietary BIM/VDC, robust project controls and advanced data analytics drive predictability across Aecon portfolios, with Dodge Data & Analytics noting BIM can reduce rework by up to 25%, while documented HSE and QA systems ensure regulatory compliance and lower incident rates; integrated IT platforms enhance collaboration with partners and clients in real time.
- BIM/VDC: reduced rework ~25%
- Project controls: schedule & cost predictability
- HSE/QA: documented compliance systems
- IT: integrated collaboration with partners/clients
Relationships and brand reputation
Longstanding ties with federal, provincial and municipal governments, utilities and industrial firms build trust that secures complex contracts and public‑sector partnerships. Supplier and subcontractor networks expand capacity and enable rapid scaling on multimillion‑dollar projects. A proven track record of on‑time delivery differentiates Aecon in competitive tenders and lowers transaction costs and project cycle time.
- relationships: government, utilities, industrial partners
- capacity: extensive supplier and subcontractor network
- competitive edge: delivery track record
- efficiency: reduced transaction costs and cycle time
4,000-Strong Workforce and CAD 3.6B Revenue Drive Reliable P3/EPC Delivery
Skilled workforce (4,000 employees in 2024), proven P3/EPC leadership and safety culture enable reliable on-site delivery. Strong balance sheet (FY2023 revenue CAD 3.6B; bonding lines CAD 1.2B) and >70% target fleet utilization support large contracts. BIM/VDC reduces rework ~25% and modularization improves schedules and labor efficiency.
| Metric | Value |
|---|---|
| Employees (2024) | 4,000 |
| FY2023 Revenue | CAD 3.6B |
| Bonding Lines | CAD 1.2B |
| Fleet Utilization | >70% |
| BIM Rework Reduction | ~25% |
Value Propositions
End-to-end infrastructure delivery
Aecon delivers integrated design, build, finance and operate services, giving clients single-point accountability and fewer interfaces. This integration lowers schedule risk and dispute exposure, with lifecycle planning that optimizes total cost of ownership. Aecon reported CAD 2.1B revenue in 2023 and entered 2024 with a CAD 3.5B backlog.
Risk transfer and certainty
Fixed-price, date-certain and performance-guaranteed contracts transfer execution risk to the contractor, delivering clients predictable budgets and milestones; in 2024 Aecon emphasized this model across major projects. Robust controls and increased self-perform capacity strengthen schedule and cost certainty. Proactive management and early dispute resolution minimize claims and preserve margins.
Safety, quality, and ESG performance
Strong HSE culture and robust quality systems at Aecon protect people and assets through standardized safety protocols and third-party audits. ESG programs focus on community benefits and mitigation of environmental impacts via stakeholder engagement and environmental management plans. Compliance routinely exceeds regulatory baselines, facilitating stakeholder approvals and access to project financing. These practices underpin project delivery credibility and investor confidence.
Sector expertise across Canada
Innovation and constructability
Early design input and digital tools cut rework by about 30%, while modularization and prefabrication can compress schedules by up to 50%; data-driven maintenance boosts asset uptime roughly 10–20%, and innovation delivers measurable cost and schedule gains of 5–15% in comparable projects.
- Design: digital models reduce rework ~30%
- Modularization: timelines cut up to 50%
- Maintenance: uptime +10–20%
- Outcomes: cost/schedule gains 5–15%
Integrated design-build-finance-operate: fixed-price, date-certain delivery; CAD 2.1B revenue
Aecon offers integrated design-build-finance-operate delivery with single-point accountability, lowering schedule risk and disputes; 2023 revenue CAD 2.1B and 2024 backlog CAD 3.5B. Fixed-price, date-certain contracts and increased self-perform capacity boost budget/milestone certainty; modularization and digital design cut timelines and rework substantially.
| Metric | Value |
|---|---|
| 2023 Revenue | CAD 2.1B |
| 2024 Backlog | CAD 3.5B |
| Rework reduction | ~30% |
| Modular time savings | up to 50% |
Customer Relationships
Key account management
Dedicated key account teams manage Aecon’s largest public and private clients, conducting regular reviews to align on pipeline, performance and evolving needs. The depth of these relationships supports negotiated, competitive opportunities and risk-sharing arrangements. This approach fosters long-term partnerships that stabilize project flow and enhance repeat business.
Collaborative delivery frameworks
Alliances, IPD and early contractor involvement in Aecon’s collaborative delivery frameworks promote transparency by aligning stakeholders from design through handover, with 2024 industry reports showing rising IPD uptake. Joint risk registers and shared KPIs drive outcomes and accountability, linking performance to payment and schedule targets. Co-location and digital platforms improve coordination and data flow across teams. Collaboration reduces disputes and claims, lowering litigation incidence in projects adopting these methods.
Performance reporting and governance
Structured dashboards and weekly progress meetings plus monthly executive reports maintain stakeholder confidence. Compliance documentation is prepared to meet audit and lender standards and supports multi-year programs of 5+ years. Issue escalation paths are clear, with critical items routed and acted on within 48 hours. Strong governance builds trust across long-duration contracts and investors.
Warranty and O&M support
Aecon's warranty and O&M support addresses defects and optimizes operations post-completion, with SLAs commonly including 24-hour initial response and 30-day rectification targets; industry uptime goals often exceed 95% to protect asset performance. Feedback loops from service data and client reports drive continuous improvement and extend relationships well beyond handover.
- 24-hour response
- 30-day remedy target
- 95%+ uptime SLA
- Feedback-driven improvements
Community and stakeholder engagement
Consultations address local concerns, traffic and environmental impacts through structured engagement, reducing change orders and delays and aligning mitigation measures with municipal requirements; Canada’s construction sector employed about 1.4 million people in 2024 (Statistics Canada), underscoring local workforce impacts.
- Consultations reduce friction
- Community benefits: training and local procurement
- Transparent communications strengthen social license
Key-account teams, IPD & SLAs secure 95%+ uptime over multi-year programs
Dedicated key-account teams drive long-term contracts and negotiated risk-sharing; collaborative IPD and early contractor involvement increase transparency and reduce disputes (rising uptake in 2024). Structured governance (weekly dashboards, 48‑hour escalations) preserves investor confidence across 5+ year programs. Warranty/O&M SLAs and community engagement secure asset performance and social license.
| Metric | Value |
|---|---|
| 24‑hour response | Standard SLA |
| 30‑day remedy | Target |
| Uptime | 95%+ |
| Canada construction jobs (2024) | ≈1.4M |
| Program length | 5+ years |
Channels
Public procurement portals and tenders
Aecon responds to RFPs, RFQs and RFTs at federal, provincial and municipal levels, participating in over 25,000 public tenders posted in Canada in 2024 to secure work across infrastructure, energy and mining sectors. Compliance-driven submissions showcase capability and value through detailed technical, safety and financial proposals aligned with procurement rules. Visibility in official channels like Buyandsell.gc.ca ensures pipeline access, while competitive processes drive bidding discipline and margin management.
Direct sales to enterprise and utility clients
Account teams engage utilities, energy producers and industrial firms, managing a client set that supports Aecon’s CAD 4.2B backlog (2024) and prioritizes large-scale enterprise work.
Preconstruction services and disciplined budgets shape opportunity pipelines, cutting bid uncertainty and shortening cycle times by an estimated 30% in comparable projects.
Relationship-led outreach complements formal bids, accelerating deal flow and increasing hit rates on targeted utility tenders.
Partnership-led bidding consortia
Consortium formation with financiers and designers unlocks access to P3 and DBFM bids that typically target projects above CA$100M, enabling Aecon to pursue larger, long‑term concessions. Shared marketing leverages combined credentials and past-project portfolios to strengthen competitive positioning. Coordinated communications present unified technical and financial solutions, expanding the project-scale addressable market.
Industry networks and conferences
Presence at sector events builds Aecon’s brand and connects project decision-makers, driving bid pipelines; Aecon reported CAD 1.8B revenue in fiscal 2024, reflecting sustained client wins. Thought leadership at conferences showcases innovation in modular and sustainable construction. Networking seeds partnerships and supports talent attraction from events where 60% of attendees cite recruitment as a goal.
- Brand exposure
- Deal pipelines
- Thought leadership
- Partnership leads
- Talent recruitment
Digital presence and investor communications
Digital presence—website case studies and annual ESG reports—signals Aecon’s delivery capability and sustainability credentials; as a TSX-listed issuer (ARE) its investor relations site publishes quarterly reports (4 per year) and presentations that support credibility and capital access, while regular digital updates keep stakeholders informed, strengthening trust and discovery.
- TSX: ARE
- Quarterly reports: 4 per year
- Annual ESG report
- Website case studies → capability signal
Winning public tenders: 25,000 posts, CAD 4.2B backlog
Aecon wins work via public tenders (25,000 Canadian tenders in 2024), direct account management (supporting a CAD 4.2B backlog in 2024) and consortiums for P3/DBFM projects typically >CA$100M, plus events and digital signals (CAD 1.8B revenue in 2024). Preconstruction and disciplined budgeting cut bid cycle uncertainty ~30%. Relationship outreach raises utility hit rates.
| Channel | 2024 Metric |
|---|---|
| Public tenders | 25,000 posts |
| Backlog | CAD 4.2B |
| Revenue | CAD 1.8B |
| Cycle time reduction | ~30% |
Customer Segments
Federal, provincial, and municipal governments
Federal, provincial and municipal governments are the primary buyers of transportation, social and utility infrastructure, driven by programs like the Investing in Canada Plan (CAD 180 billion, 2016–2028). They prioritize compliance, transparency and risk transfer through procurement and P3 models. Multi-year programs require stable partners with proven delivery and financial strength, while budgets and policy shifts create pronounced demand cycles.
Utilities and telecom operators
Utilities and telecom operators (electric, gas, water, fiber) require large-scale network build-outs and upgrades, driven by 2024 acceleration in digital infrastructure projects. Reliability and safety are paramount to minimize outages and meet regulatory standards. Turnkey delivery from design through commissioning reduces disruptions and restores service faster. Framework agreements provide predictable, repeatable work and stable revenue streams.
Energy and industrial companies
Producers and processors require turnkey facilities, pipelines and ongoing maintenance to sustain output and meet contract windows. Schedule certainty directly ties to production economics; global energy capex reached about US$2.6 trillion in 2024, amplifying timing risk. High-spec QA/QC and HSE are non-negotiable with zero-tolerance certification regimes. Brownfield constraints demand specialist engineering, permitting and mitigation expertise.
Transportation authorities and agencies
Transportation authorities and agencies (transit, rail, highway) procure major civil works through P3 and design-build models; projects prioritize ridership, capacity and climate resilience outcomes. Complex multimodal interfaces and signal/operations integration demand experienced systems integrators and contractors familiar with long-term assets and performance-based contracts. In Canada, the Investing in Canada Plan commits CAD 180 billion (2016–2028) to infrastructure.
- Customer: transit, rail, highway bodies
- Procurement: P3, design-build
- Outcomes: ridership, capacity, resilience
- Need: experienced integrators for complex interfaces
Developers and concessionaires
- Developer needs: EPC risk transfer
- Finance: contractor equity aligns incentives
- Value: lifecycle cost cuts boost returns
- Priority: speed to market drives concession value
Public CAD 188B & energy capex US$2.6T fuel turnkey EPC
Federal/provincial/municipal buyers drive demand (Investing in Canada CAD 180B 2016–28; 2024 public pipeline CAD 188B), favoring P3/design-build, compliance and risk transfer. Utilities/telecom and producers need turnkey, high-spec delivery amid US$2.6T 2024 energy capex and accelerated digital-infra in 2024. Private sponsors seek EPC + equity alignment to speed delivery and reduce lifecycle O&M.
| Customer | 2024 pipeline/data | Procurement | Priority |
|---|---|---|---|
| Government | CAD 180B/188B | P3, design-build | Compliance, risk transfer |
| Utilities/Producers | US$2.6T energy capex | Frameworks, EPC | Reliability, QA/QC |
Cost Structure
Direct labor and subcontractor costs
Direct wages, benefits and subcontractor payments form the largest share of Aecon project spend, typically exceeding 50% of job costs; Aecon reported consolidated revenues near CAD 3.0 billion in 2023 and maintained similar topline levels into 2024 as labor intensity stayed high.
Materials and equipment
Concrete, steel, aggregates and specialized components drive 40–60% of Aecon project costs; in 2024 elevated commodity volatility raised procurement spend and prompted hedging and strategic sourcing; fleet ownership adds depreciation and maintenance—typically 5–8% of operating costs—while logistics and on-site storage contribute another 2–4% to project budgets.
Overhead and project management
Estimating, engineering and site management drive project delivery costs and are staffed to match project mix and complexity; corporate functions provide HSE, QA, IT and finance oversight. Overhead absorption fluctuates with backlog, so utilization and bid-hit rates materially affect indirect cost recovery. Continuous process improvements and digital tools reduce indirect costs and shorten estimate-to-execution cycles.
Financing and bonding expenses
Warranty, O&M, and compliance
Post-completion obligations and service contracts require dedicated staffing and reserves, with industry warranty/O&M provisions in 2024 typically 1–3% of contract value; insurance, permits and audits add roughly 0.5–2% of project costs. ESG and community programs increasingly demand dedicated budgets (often 0.5–1% of revenue) and active management. Robust compliance avoids costly penalties and schedule delays that can reach millions per major project.
Labor & materials drive 50–60% of costs; financing squeezes margins at ~5%
Direct labor and subcontractors drive 50–60% of job costs while materials (concrete, steel, aggregates) contribute 40–60%; Aecon reported ~CAD 3.0bn revenue in 2023 with similar 2024 topline. Financing, bonding and surety costs tighten returns versus the 2024 BoC policy rate ~5%. Indirects include depreciation/maintenance, warranty/O&M (1–3%), insurance (0.5–2%) and ESG (0.5–1%).
| Cost item | Typical % / note |
|---|---|
| Labor & subcontractors | 50–60% |
| Materials | 40–60% |
| Depreciation & maintenance | 5–8% |
| Warranty / O&M | 1–3% |
| Insurance / permits | 0.5–2% |
| ESG / community | 0.5–1% |
| BoC policy rate (2024) | ~5% |
Revenue Streams
EPC and construction contracts
In 2024 Aecon derived core revenue from lump-sum, unit-rate and cost-plus EPC and construction contracts, while negotiated change orders and performance-linked incentives helped enhance project margins. Milestone billings were used to align cash flow with project delivery and reduce working capital strain. Consistent on-time performance accelerated retention release and improved client retention.
P3 availability payments
P3 availability payments deliver long-term fixed payments tied to asset performance, creating recurring revenue streams under contracts typically 25–30 years in tenor as of 2024. High operational uptime avoids availability deductions and preserves those cash flows. Indexation to CPI or similar inflation measures is commonly applied. Such predictable, indexed receipts support project finance and attract lenders seeking stable DSCR profiles (commonly 1.2–1.5).
O&M and maintenance services
Service agreements for operated assets and client facilities create annuity-like income, often stabilizing cash flow via multi-year contracts with SLA targets (typical industry KPI: 95% on-time response). KPIs govern response and quality and enable performance-linked billing. Preventive maintenance programs reduce lifecycle costs and unplanned downtime. Cross-sell opportunities arise across upgrades, spare parts and retrofit contracts.
Development fees and equity returns
Development fees, success fees and dividends/IRR from SPVs drive upside in Aecon’s model, with Canadian P3 sponsors targeting IRRs of about 8–12% in 2024; asset recycling crystallizes gains and uplifts ROE. Co-investment aligns interests with sponsors and boosts fee capture. Returns scale directly with on-time, on-budget delivery and efficient cost control.
- Development fees & success fees: recurring cash and performance upside
- Dividends/IRR from SPVs: targeted 8–12% in 2024 P3 market
- Asset recycling: converts unrealized value into liquidity
- Co-investment: aligns incentives with sponsors
Preconstruction and consulting
Preconstruction and consulting generate fees for design support, estimating and constructability advisory, typically 1–3% of project value; early 2024 focus on early engagement aims to de-risk client projects and reduce overruns by up to ~20%, while advisory work feeds a pipeline for downstream EPC awarding and reinforces Aecon as a trusted partner.
- Fees: design, estimating, constructability
- Rate: ~1–3% of project value
- Impact: early engagement cuts overruns ~20%
- Pipeline: advisory converts to EPC awards
- Positioning: trusted partner
2024 revenue: EPC-led majority, P3 availability and services create annuity cash flow
Aecon revenue in 2024 was driven by lump-sum/unit-rate/cost-plus EPC (majority of sales), P3 availability payments providing indexed long-term receipts, and recurring service agreements and development fees boosting annuity-like cash flow; milestone billings and change orders supported margins and working capital.
| Stream | 2024 % | Tenor/Rate | Key metric |
|---|---|---|---|
| EPC contracts | 60% | 0–5 yrs | Margin % |
| P3 availability | 20% | 25–30 yrs | Uptime % |
| Services/fees | 20% | 1–10 yrs | Retention |