GIVING WINGS TO GROWTH ANNUAL REPORT 2017

Transcription

1 GIVING WINGS TO GROWTH ANNUAL REPORT 2017

2 CONTENTS INTRODUCTION & KEY FIGURES... 1 FOREWORD Johan Decuyper, Chief Executive Officer... 2 Renaud Lorand, Chairman of the Board of Directors... 4 ACTIVITY REPORT 2017 Fly in safety... 6 Reinforcing our customers Stimulate the economy Support sustainable development Take part in innovation Build the future ANNUAL REPORT 2017 Corporate governance The Board of Directors The Chief Executive Officer and the Executive Committee The Board of Auditors The Government Commissioner Management report of the Board of Directors Report of the Board of Auditors Annual accounts 2017 Balance sheet after appropriation Profit and loss account Appropriation account Summary of the valuation rules Glossary... 56

3 INTRODUCTION BELGOCONTROL IS AN AUTONOMOUS PUBLIC COMPANY, CREATED IN 1998, WITH THE MAIN MISSION TO GUARANTEE THE SAFETY OF AIR NAVIGATION, PASSENGERS AND OVERFLOWN POPULATION IN THE CIVIL AIRSPACE FOR WHICH BELGIUM IS RESPONSIBLE AND WHICH IS ONE OF THE MOST COMPLEX IN EUROPE. Belgocontrol combines its mission of 245 (4,500-7,500 metres) for the Grand Duchy of Luxembourg. The sectors above flight level 245 fall within the competence of the EUROCONTROL centre in Maastricht (the Netherlands), to which Belgium has delegated air traffic control for its upper airspace. BELGOCONTROL OFFERS A PANOPLY OF OTHER SERVICES WHICH ARE ESSENTIAL TO A SAFE CONTROL AND MANAGEMENT OF AIR TRAFFIC: consultancy services to external customers. AS A PROVIDER OF INTEGRATED SERVICES, BELGOCONTROL PLAYS A DRIVING ROLE IN THE AERONAUTICAL SECTOR AND POSITIONS ITSELF INTERNATION- ALLY AS AN EXPERT, TOTALLY IN STEP WITH THE SINGLE EUROPEAN SKY PHILOSOPHY. The restructuring of the European public service with the high quality of such as accurate, reliable and real-time airspace into Functional Airspace Blocks its service provision by cutting costs, aeronautical and meteorological (FAB), in which the European member optimizing capacity, flow and punctuality information. Belgocontrol is responsible States are involved, is one of the most of air traffic, and by ensuring sustainable for managing the infrastructure and all visible results of the Single European Sky development to air navigation. the ATM (Air Traffic Management) data regulations. Belgocontrol, with its processing systems of Communication, counterparts in Germany, France, Its zone of activities extends from ground Navigation & Surveillance vital to its own Luxembourg, the Netherlands and level - the control of movements at activity and that of its customers: airlines Switzerland created the FABEC (FAB Brussels Airport and the airports of and other airspace users, the Belgian Europe Central), a common Functional Liege, Ostend and Kortrijk - to flight level airports and public authorities. The Airspace Block which aims to improve 245 (7,500 metres) for Belgium and company also offers training and efficiency of air navigation in the heart between the flight levels 145/165 and of Europe. KEY FIGURES ,075,535 flight movements controlled by Belgocontrol in % growth compared to million turnover 5.4 seconds average en-route delay per flight 845 number of employees 20.2 million have been invested by Belgocontrol in 2017 for the renewal of its equipment INTRODUCTION 1

4 FOREWORD from the Chief Executive Officer 3 QUESTIONS TO JOHAN DECUYPER Safety remains our top priority, followed by continuity and capacity, but we wish to offer more innovative services as well. ANNUAL REPORT IN 2017 THE AVIATION SECTOR EXPERIENCED A GROWTH SPURT. HOW DID THAT EVOLUTION AFFECT BELGOCONTROL? With over 33 million passengers at the Belgian airports and 1.3 million tons of freight, 2017 was a record year for the whole aviation sector in our country indeed. Belgocontrol also recorded a rise in traffic volume: the total amount of flight movements increased by over 3% compared to That increase positively affected the major airports, but especially the en-route traffic (overflights above Belgium). Despite the extremely complex nature of the Belgian airspace, Belgocontrol manages to keep it safe, attractive and competitive for users across the world. We co-operate with all our customers and partners so as to constantly improve our service provision and to support all actors in their development. The results of Belgocontrol regarding safety, our n 1 priority, are excellent once again. We also keep investing in our systems and our staff so as to ensure the continuity of our quality services CAN ALSO BE CONSIDERED THE YEAR OF THE PARTNERSHIPS FOR BELGOCONTROL. CAN YOU NAME A COUPLE THAT YOU SPECIFICALLY REMEMBER? First of all, there was the cooperation agreement that the Ministers of Defence and Mobility have signed. After years of negotiating, that cooperation will ensure that the civil and military air traffic controllers work together on the same Belgocontrol site in Steenokkerzeel by the end of That rapprochement shall lead to a more flexible use of airspace and will result in a win-win situation for all users, both civil and military. Since November 2017 Belgocontrol is active at a sixth airport in Belgium because it extended its existing range of air navigation services to Kortrijk. Thanks to that collaboration, the airport was able to perform IFR flights again and it will be able to further roll out its activities in the future. In 2017 there was another first in the history of our company: Belgocontrol entered into a joint venture agreement with Entry

5 Johan Decuyper CEO Point North, a Scandinavian company that is specialized in aviation training. I also wish to mention the partnerships we struck with the universities of Brussels, Louvain and Antwerp, with which we have launched research projects in our domain of activity combining economy and ecology, well-being at work, etc. furthermore, I would like to highlight the closer professional connections we made with the Administration de la Navigation aérienne of the Grand Duchy of Luxembourg. Last but not least, Belgocontrol is in close contact with the wind power industry in order to strengthen the development of renewable energy in Belgium. And let s not forget to mention the fact that I have been made president of the group of FABEC CEOs at the end of 2017 (FABEC is the common airspace that groups Belgium, Luxembourg, the Netherlands, Germany, France and Switzerland). WHAT CHALLENGES DO YOU SEE FOR BELGOCONTROL IN 2018? We have three axes in our brand-new corporate strategy: to strengthen the ties with our customers, to tighten the bond with our staff and to build a company that is able to tackle the challenges of tomorrow. We use those axes as our common thread to continue to invest in our systems and our staff. That way, we can continuously improve and keep providing the best services. Safety remains our top priority, followed by continuity and capacity, but we wish to offer more innovative services as well: by integrating drones in the airspace Belgocontrol has launched the digital platform and the droneguide.be app, by studying the concept of digital towers those studies are ongoing, for the Flemish as well as for the Walloon regional airports and by constantly reinforcing cyber security so as to ensure the safety of our operations at all times. And let s not forget that Belgocontrol will celebrate its twentieth anniversary in 2018! We might well have a surprise or two in store for that occasion FOREWORD MESSAGE FROM JOHAN DECUYPER, CHIEF EXECUTIVE OFFICER 3

6 Renaud Lorand Chairman of the Board of Directors FOREWORD from the Chairman of the Board of Directors 3 QUESTIONS TO RENAUD LORAND ANNUAL REPORT WAS A PARTICULARLY FRUITFUL YEAR FOR THE AVIATION SECTOR IN BELGIUM. HOW DOES BELGOCONTROL MAKE ITS CONTRIBUTION? Our customers expect one thing above all from us: that they can count on us at all times for the high-quality services of Belgocontrol. That s why we ve been investing for several years in the continuity of our services so that the aviation sector and the Belgian economy can operate continuously. The airspace that we manage does not only have to be safe and competitive; it also must be accessible at all times. Belgocontrol has put a variety of measures in place internally and has reinforced its systems. However, we have also looked externally for partners. In case of a technical fault, the air traffic control companies from neighbouring countries can take over to guarantee a limited number of movements at the airports of Liege, Charleroi and Ostend. We have made agreements with DFS in German, the DSNA in France and NATS in the United Kingdom and we are in negotiations with our Dutch colleagues for Antwerp and Brussels. We are also thinking about future technologies and considering innovative projects such as entirely digital control towers. BELGOCONTROL PUTS THE CUSTOMER AT THE CENTRE OF ITS ATTENTION AND COUNTS ON INNOVATION. HOW DO YOU WANT TO ACHIEVE THESE AMBITIOUS GOALS? The professionalism and flexibility of our employees at Belgocontrol are real assets for ensuring the future of the company. Amongst other things, we demonstrated this flexibility at Kortrijk airport. In just a few months, we developed and executed an action plan to offer air navigation services and to help the airport write a new chapter in its history. It is, therefore, this type of partnership that we want to propose to all airports in Belgium. We want to put together long-term quality contracts with the management companies, in which the services that Belgocontrol can offer them responding to their specific needs are clearly defined and by further tightening the operational links between the different stakeholders. 4

7 The professionalism and flexibility of our employees at Belgocontrol are real assets for ensuring the future of the company. WHAT ARE THE BIG CHALLENGES FOR BELGOCONTROL? Within a few years, Belgocontrol went from the stage of a company in crisis to one of a respected player in the world of air traffic control. We ve been working for several years towards a sustainable future for this company. The policies are finally bearing fruit: the accounts at Belgocontrol have gone back to green: all the accumulated losses from the past were reabsorbed on 1 July We are hiring new collaborators and fully investing in our systems. Our primary goal is to continually evolve our services in order to respond to the needs of our customers. But, the world in which we evolve doesn t stop there: the air traffic control sector is in constant evolution. Competition for traffic and airspace is becoming harder and harder, and we have to be prepared to face this major challenge. That s why we want to strengthen Belgocontrol. Not only by focusing on innovation, but also by evolving the legal structure of the company toward that of a public limited company in law. We are also thinking about opening the capital of the company. Collaboration with the Defence and the co-localisation with the military air traffic controllers starting 2019 at Belgocontrol will bring more flexibility and allow for a more optimised use of the airspace. In parallel, we re developing a long-term vision of the Belgian airspace with all stakeholders to make it even more attractive, more efficient and more ecological. FOREWORD MESSAGE FROM RENAUD LORENT, CHAIRMAN OF THE BOARD OF DIRECTORS 5

8 OUR VALUES FLY IN SAFETY Safety is the absolute priority of Belgocontrol. It is the watchword of every employee, towards which every action must tend. At Belgocontrol, safety is analysed and managed systematically and continuously by proactive and reactive actions. It is promoted daily and constitutes a solid corporate culture. ACTIVITY REPORT

9 1. A NUMBER OF INCIDENTS STILL AT A LOW 4 INCIDENTS OF CATEGORY A AND B 1 Even if the number of incidents in which Belgocontrol bears responsibility is increasing in relation to the absolute record of 2016 (0 A and B incidents), the 2017 score remains nevertheless very positive because it is the second best score recorded by Belgocontrol incidents of category A and B per million movements Evolution of the number of incidents of category A (severe) and B (major) A B incidents of category A per million movements The severity of the incidents is evaluated on a scale of A (severe) to E (without impact on security). The severity of an incident is determined by the horizontal and vertical separation between the planes and the level of control over the situation. 2. AN INCREASINGLY ANCHORED SAFETY CULTURE 1,809 incident reports +64 % compared to 2016 Number of incidents reported (per year) by Belgocontrol air traffic controllers 2,000 1,800 1,600 1,400 1,200 1, This increase of 64% does not signify that there are more incidents, but that they have been reported more systematically by the air traffic controllers. Three factors have contributed to the anchorage of the safety culture: The implementation and the promotion of the Just Culture: The Just Culture aims to promote the reporting of safety-related events by the air traffic controllers. It is founded on the principle that the frontline players air traffic controllers, technicians etc. will not be punished for the actions, omissions or decisions proportionate to their experience and their training. Optimisation of the incident reporting tools At the end of 2015, new European legislation broadened the types of incident to report, such as collisions with fauna, technical problems on the apparatus or tiredness and work overload. This explains the strong progression of the number of incidents in 2016 and Starting in 2010, the application of the Just Culture and the actions of promoting safety as well as the new legistlation made the number of incident reports skyrocket. In fact, there are not more incidents but they are more systematically reported. This makes it possible to refine the analyses and to obtain a more accurate picture of the proactive and reactive actions to undertake. OUR VALUES FLY IN SAFETY 7

10 3. THE MOST REPORTED INCIDENTS One of the most reported incidents is the intrusion by pilots in a controlled airspace without prior authorisation. This type of incident concerns mostly the regional airports where general aviation traffic is more significant. Another frequently reported type of incident concerns attempts to blind the pilot or the controllers by using a laser pointer. The coordinated actions of the federal police, the airports and Belgocontrol is having an impact, because the phenomenon is declining. Incidents linked to laser pointers have in fact been the most frequently reported during the last 5 years. Out of 1809 incident reports, the investigations established that Belgocontrol took some responsibility in 78 of them, of which 64 of category E, meaning without impact on the level of safety. 4. PROACTIVE ACTIONS FOR SAFETY 41 changes involving safety have been notified to the Belgian Supervisory Authority for Air Navigation Services (BSA ANS) in 2017 Every time a technical or operational change (new system, new procedure etc.) is planned, this modification is analysed prior to its implementation from the angle of safety and is subject to an in-depth analysis: the safety assessment ACTIVITY REPORT Inadequate separation 46 Intrusion on a runway 62 Non-respect of ATC clearance 71 Signalling confusion 101 Laser pointer Intrusion of airspace 8

11 Automatic measurement of wind at altitude Belgocontrol reinforces the safety of approaches at Brussels Airport A tailwind at altitude that is too strong can cause an unstable approach by the plane and could go as far as interrupting the landing and the re-firing of engines ( go around procedure). To limit this risk, Belgocontrol has developed an information tool for pilots and air traffic controllers about winds at altitude. The tool that Belgocontrol developed offers a better overview of winds at altitude: the parameters relative to the wind are calculated thanks to the extraction of radar mode-s data from planes that then play the role of a live measuring station. In this way, it is possible to obtain exact wind measurements in real time and for different altitudes. Main safety assessments in 2017 The installation of the A-SMGCS system foreseen in 2019 at the airports of Charleroi and Liège, which guides the planes on the ground through the airport traffic lanes by using automated systems linked to the radars, was the subject of a safety assessment in The A-SMGCS system considerably improves safety on the airport traffic lanes, particularly in the case of reduced visibility. Following the safety assessment, the services of Belgocontrol at the Kortrijk-Wevelgem airport allowed the resumption of general and commercial aviation activities starting from the month of November. 5 safety surveys were conducted by Belgocontrol in 2017 The new CDO procedures ( green landings ), which guarantee landings with less greedy fuel consumption and quieter, were thoroughly analysed from a security standpoint in view of their implementation at the airports of Liege and Charleroi. The safety surveys are internal and external audits carried out to identify the processes with a higher risk and to take adequate corrective actions. Among the safety surveys conducted in 2017, the Full Marshalling Procedure was examined in depth under the angle of security at Liege airport. This procedure applies in the case of very low visibility. It consists of accompanying the planes by vehicles on the airport traffic lanes. OUR VALUES FLY IN SAFETY 9

12 OUR VALUES REINFORCING OUR CUSTOMERS Belgocontrol ensures the safety of air traffic; it is its top priority. But it also ensures the fluidity of traffic by managing flows in an optimal manner. Through these actions, Belgocontrol makes every effort to ensure the best service and the greatest punctuality in its airspace as well as at airports. These efficient services strengthen our customers, airports and airlines which can in turn provide the best service to end customers, passengers and businesses. ACTIVITY REPORT

13 1. NUMBER OF MOVEMENTS - TRAFFIC GROWTH 1,075,535 number of movements controlled by Belgocontrol in ,191 42,233 54,962 92,241 55, % growth compared to ,888 CANAC2 Brussels Airport (EBBR) Antwerp (EBAW) Charleroi (EBCI) Liège (EBLG) Ostend (EBOS) 2. THE BEST SERVICE AT THE BEST COST unit rate charged by Belgocontrol for an enroute service unit in the airspace under its responsibility -8.9 % the basis of the charged unit rate is the Determined Unit Cost (DUC), which amounts to (in real terms), i.e. a decrease of 8.9% in relation to the starting base of in 2014 Decrease of the Determined Unit Cost (DUC) ( ) for en-route service Determined Unit Cost in % -2.7 % p.a PUNCTUALITY: OPTIMAL EN-ROUTE TRAFFIC FLOW MANAGEMENT 0.09 min/flight = 5.4 seconds delay per flight CRSTMP causes over which air traffic control has an influence: C-Capacity, R-Routing, S-Staffing, T-Equipment, M-Airspace Management, P-Special Events Belgocontrol has the lowest average en-route delay per flight of the FABEC FABEC comparison (CRSTMP causes) min/flight Belgocontrol MUAC DSNA DFS Skyguide 0.10 LVNL OUR VALUES REINFORCING OUR CUSTOMERS 11

14 4. MAKING AIRPORTS MORE ATTRACTIVE Brussels Airport 0.14 min/flight = 8.4 seconds delay per flight CRSTMP causes (causes over which air traffic control has an influence) The weather is the main cause of the average delay per flight at Brussels Airport: 72.8% of delays are due to weather conditions. Actual delay, all causes combined, in Brussels amounts to 0.81 min/flight Arrival delay comparison at Brussels airport and the major neighbouring airports (CRSTMP causes): min/flight Paris Charles de Gaulle 0.07 London Heathrow 0.14 Brussels Airport 0.18 Frankfurt 0.22 Amsterdam Schiphol Charleroi Airport Liège Airport 0.11 min/flight = 6.6 seconds 63.6% of delays are due to weather conditions CRSTMP causes: 0.05 min/flight 0.15 min/flight = 9 seconds 93.3% of delays are due to weather conditions CRSTMP causes: 0.02 min/flight 0.12 min/flight = 7.2 seconds 100% of delays are due to weather conditions CRSTMP causes: 0 min/flight 0.0 min/flight = 0 second ACTIVITY REPORT 2017 Ostend Airport Antwerp Airport 12

15 2 x more capacity at Charleroi Airport in case of poor visibility This doubling of capacity is possible thanks to new procedures developed by Belgocontrol in collaboration with Charleroi Airport and implemented in January Satellite navigation approaches at Brussels Airport Belgocontrol has developed PBN procedures for Brussels Airport, which increases the accessibility, safety and capacity of the airport. PBN procedures are already in place for Liège and Charleroi and are being prepared for Antwerp and Ostend. 125 m This is the reduced visibility at which the main runway at Liège Airport (04R / 22L) can be used. The main runway of Liège Airport (04R / 22L) is now always accessible in case of reduced visibility On 24 February 2017, Belgocontrol certified the ILS of the main runway (04R) of Liège Airport under category III, allowing the runway to be used with a reduced visibility of just 125 metres. In November 2017, the ILS of runway 22L was renewed to be operational in Category I, allowing operations in the event of reduced visibility of 550 metres. Since 11 January 2018, this same runway can also be used in category III. 23,859 average monthly hits of the OPMET product of Belgocontrol which provides warnings & weather forecasts via the AIM-Meteo briefing application. 9,841 monthly average of requests for Pre-flight Information Bulletins (PIB) received via the Handler briefing application and transmitted to pilots together with their flight documents Together with the various partners, we are fully cooperating in the development of regional airports. We are continuously improving our operations to better serve airports, airlines and passengers. JOHAN DECUYPER Chief Executive Officer OUR VALUES REINFORCING OUR CUSTOMERS 13

16 OUR VALUES STIMULATE THE ECONOMY ACTIVITY REPORT 2017 By ensuring a high level safety and efficiency of air transport, Belgocontrol facilitates commercial exchanges and reinforces the airports and the companies that are active there. Belgocontrol contributes not just to the creation of employment in Belgium but it also stimulates the transport of merchandise, exports and imports. Belgocontrol acts as a veritable engine for the Belgian economy. 14

17 1. ABSOLUTE RECORDS 33.3 million passengers travelled safely via Belgian airports in million tons of freight were transported tons of freight transported: ventilation per airport Antwerp Airport 273,130 Kortrijk Airport 6,512 Brussels Airport 24,783,911 Ostend Airport 365,555 Liège Airport 192,381 Charleroi Airport 7,698,767 1, in thousands of tons 716,893 Liège 535,634 Brussels 23,368 2, Ostend Antwerp Charleroi 2. A SOURCE OF EMPLOYMENT + than 62,000 direct and indirect jobs are generated by the aeronautical industry in Belgium + than 6 billion of added value are created by the aeronautical sector in Belgium, that is 1.5% of national GDP 1.5 % of the internal job market in Belgium 8 % growth per annum for the aeronautical sector in Belgium Source: National Bank of Belgium (2015) Resumption of IFR activities at Kortrijk Airport thanks to the services of Belgocontrol The international airport of Kortrijk-Wevelgem has resumed its IFR activities since November 2017 thanks to the services of Belgocontrol. In just one year, Belgocontrol put a plan of action in place which was developed with those responsible for the airport in order to once again perform IFR (Instrument Flight Rules) operations. New flight procedures based on satellite navigation were established, six AFISO (Aerodrome Flight Information Service Officer) staff members were trained, and members of the meteorological personnel were invited to deliver their services at the airport. OUR VALUES STIMULATE THE ECONOMY 15

18 Belgocontrol and the SOWAER support the evolution of the airports of Liège and Charleroi On 24 January 2017, Belgocontrol and the SOWAER signed a framework contract that defines the governance and the financing of joint projects. The framework contract allows for a more flexible and efficient collaboration in the interests of the Liège and Charleroi airports. Belgocontrol, therefore, wants to continue to invest in the improvement of its service performance at the various Belgian airports. In coming years, Belgocontrol foresees a budget of 97 million euros for, among other things, the modernisation of its technical facilities. A first concrete project where Belgocontrol and the SOWAER are collaborating intensively in the framework of the new contract is the installation of two systems A-SMGCS (Advanced Surface Movement Guidance and Control System), at the airports of Liège and Charleroi. These new systems allow the following of planes and vehicles on the runways and taxiways. ACTIVITY REPORT

19 OUR VALUES STIMULATE THE ECONOMY 17

20 OUR VALUES SUPPORT SUSTAINABLE DEVELOPMENT Belgocontrol is among the pioneers of the deployment of green landings that reduce both the fuel consumption and the noise of approaching planes. Today, Belgocontrol organises actions of continuous improvement in the domain, via collaboration with the airline companies and the optimisation of its procedures. Belgocontrol is also present on the front of renewable energies: by facilitating the installation of wind turbines and ensuring their harmonious development alongside the air traffic, Belgocontrol supports the energies of the future. ACTIVITY REPORT

21 1. GREEN LANDINGS CONTINUOUS DESCENT OPERATION (CDO) Conventional CDO The CDO (Continuous Descent Operation) is an operation in which the plane descends continuously, as far as possible with minimal motor power, depending on the characteristics of the flight and of the air traffic situation. This allows for a reduction in noise pollution, the consumption of kerosene and greenhouse gas emissions. Extended low level segments Established on the ILS 73.2 % of landings followed the green landing procedure at the airports of Brussels Airport, Liège and Charleroi where it was applied Breakdown by airport where the CDO procedure is applied 77.6% Brussels Airport 58.1% Charleroi Airport 70.9% Liège Airport Number of CDOs in absolute value compared to the total number of IFR arrivals 140, , , ,000 80,000 60,000 40,000 20,000 0 Brussels Airport 91,137 Total number of IFR arrivals Number of CDO 25,636 Charleroi Airport 14,895 16,758 11,881 Liège Airport OUR VALUES SUPPORT SUSTAINABLE DEVELOPMENT 19

22 2. WIND TURBINES 315 new filing requests for the installation of wind turbines submitted to Belgocontrol in ,098 wind turbines are active in Belgium 240 requests have already received a positive response. The others are either being analysed (39), were refused (26) for safety reasons, or were cancelled (10) by the requester Partnership with the ULB In 2017, Belgocontrol and the University of Brussels ULB concluded a partnership in terms of Research and Development. Conscious of its social responsibilities, Belgocontrol has been interested in the effects of air traffic on the environment for several years. The partnership with The Institute for Environmental Management and Land-use Planning (IGEAT) of the Sciences faculty of the Université Libre de Bruxelles (ULB) will allow the collection and analysis of lots of data and the development of new tools. This partnership has already led to the creation of an application with urban purposes on the basis of the QGIS free software to provide geographic information integrating air traffic data which is useful to promoters of wind turbine projects. Yvon Englert, Rector of the Université Libre de Bruxelles and Johan Decuyper, CEO of Belgocontrol. ACTIVITY REPORT

23 Belgocontrol is contributing the development of wind turbines in Belgium In 2017, Belgocontrol reviewed its request for consent procedures concerning building permit requests for wind turbines. The requests are handled with shorter delays and stay valid for longer. Also, even before entering a request, the building promoters can have an overview of the zones surrounding aeronautical facilities, where wind turbines may or may not be built, thanks to a map on the Belgocontrol website. Belgocontrol provides an opinion for each building permit request in the vicinity of the airport facilities. The proximity to large constructions, such as cranes, buildings or wind turbines, has an effect on radio navigation, radar and communication systems which are used by both civilian and military air control. They can disturb the signals of this equipment, with consequences for the air traffic: an erroneous positioning of planes on the radar screen, planes that are not detected or disruption of the landing systems are just a few examples. Guaranteeing the safety of air traffic obviously remains the first concern of Belgocontrol. +81% requests for consent on the installation of wind turbines in 2017 versus TRANSPARENCY Use of arrivals per runway at Brussels Airport 87% in 2017, the take-offs and landings at Brussels Airport took place on preferential runways (Preferential Runway System) 25R 2.1% % Deviations to the PRS were due to meteorological conditions or the non-availability of the runways due to works or maintenance. 2.1% 07L 25L 55.1% 2,000 an average number of unique monthly visitors in 2017 at batc.be, the information site for local residents of Brussels Airport The real numbers can shape the public debate about our airport activities. We want to contribute to this debate in a constructive and transparent manner. That s the reason why we invest in operations systems monitoring. We also communicate the available data to inform a maximum number of stakeholders. JOHAN DECUYPER CEO of Belgocontrol 0.2% 07R % Use of departures per runway at Brussels Airport 0.0% 84.5% 0.1% 4.3% 1.5% 25R 07R 25L 19 07L % OUR VALUES SUPPORT SUSTAINABLE DEVELOPMENT 21

24 OUR VALUES TAKE PART IN INNOVATION Belgocontrol actively participates in the SESAR (Single European Sky ATM Research) programme that aims to implement technological innovations in air traffic management in order to increase its performance. It holds a leadership position in several areas, especially in the transmission of meteorological data. Belgocontrol has also acted proactively to adapt to the reality of drones. ACTIVITY REPORT

25 1. INVESTING IN LATEST TECHNOLOGY 20.2 million have been invested by Belgocontrol in 2017 for the renewal of its equipment These investments will even more reinforce its safety mission as well as its performances. 2. SESAR, THE FUTURE OF AERONAUTICS The SESAR programme is the technological pillar of the Single European Sky. It is an ambitious programme that started in 2004 with the goal of fundamentally changing air traffic management in Europe, making it safer, more efficient and reducing its impact on the environment by modernising and harmonising the European ATM systems. All aeronautics players are involved: airports, equipment manufacturers, air navigation service providers, the scientific community, regulatory bodies and airspace users. The SESAR programme consists of 3 phases: ATM Master Plan Definition: 2008 The definition phase ended in 2008 and in particular created the European ATM Master Plan. Development: 2024 Deployment: This phase consists of the industrialisation and implementation of new systems and new technologies for air traffic management. During the deployment phase, common projects are implemented. They require air navigation service providers to implement certain functionalities considered as essential to the SESAR programme and must be deployed in a harmonized way. This phase includes the development and validation of the technologies needed to build the ATM Master Plan. This phase is managed by the SESAR Joint Undertaking, a public-private partnership. 1 st user of the IWXXM format in the world Belgocontrol is the first air navigation service provider in the world to send its meteorological data in the new IWXXM (ICAO Meteorological Information Exchange Model) format. In use by Belgocontrol since July 2017 to send data to the weather centre in London that propagates them around the world, the IWXXM format will become the standard of the ICAO in The IWXXM project was co-financed by the European Union as part of the deployment phase of the SESAR programme. In the field of meteorology, it is also a first step in the implementation of the SWIM (System Wide Information Management) concept which was developed by SESAR (Single European Sky ATM Research). OUR VALUES TAKE PART IN INNOVATION 23

26 Safety nets at Brussels Airport Belgocontrol is the first air navigation service provider in Europe to have 100% implemented safety nets for airports within the functionalities of the A-SMGCS system (Advanced Surface Movement Guidance and Control System), an international concept which brings together all the elements of the airport that contribute to the guidance and control of surface movements. At Belgocontrol, the A-SMGCS is deployed by the AMS (Airport Movement System), developed by Belgocontrol for the air traffic control tower. Routing and Planning function Another functionality of the A-SMGCS 100% implemented by Belgocontrol: the Routing and the Planning. The same as for the safety nets, Belgocontrol holds a leadership position in this area. These safety nets, implemented and functioning at Brussels Airport, improve the safety, the capacity and the efficiency of the airport traffic. 100 % Landings with satellite navigation increase safety, accessibility and capacity at Brussels Airport. LARA and the Flexible Use of Airspace (FUA) Since 2 March 2017, planes can also land at Brussels Airport via satellite navigation; the PBN (Performance Based Navigation) system. ACTIVITY REPORT 2017 Coordination with the military air traffic control is crucial to the efficient management of air traffic. Civilian air traffic can operate in zones reserved for the military when these are not in use so that civilian planes can follow the most direct routes possible. The LARA (Local and sub-regional Airspace Management Support System) software, a new tool for reservation, planning and visualisation of military zones in real-time has been completely integrated into the CANAC 2 control centre to facilitate common management of the airspace. Belgocontrol invests heavily in the innovative PBN technology: at the Antwerp, Charleroi and Liege airports, the air traffic controllers also use them for approaching planes. Since 2017, they do the same at Brussels Airport, where landing procedures can be applied via the PBN on runways 25R/25L and 01. The use of the PBN procedures doesn t affect the use of preferred runways. It is above all a back-up for the current guidance systems and procedures. To fully establish the PBN, it requires, above all, that all planes be equipped to proceed with this switchover. 24

27 Belgocontrol stays involved and conducts projects so that the SESAR programme becomes a reality of the air control of tomorrow billion performance gains expected (between 2015 and 2024) for an investment of 3.8 billion at European level 10 kg of fuel savings per passenger and per flight 4 x greater safety in the European airspace 3. DRONES, A NEW REALITY 15 recorded incident reports regarding drones in 2017 The number of drones (Remotely Piloted Aircraft System) reported in the controlled airspace continues to grow constantly: from just one report in 2014 to 10 in 2016 and 15 in In collaboration with the FPS Mobility and Transport, Belgocontrol created an interactive website droneguide.be. This platform heightens awareness as to the correct use of drones in Belgium and is addressed as much towards pilots of professional drones as recreational ones. In 2018, a mobile app of droneguide.be will be launched. It will be followed by a version with extended functionalities for professional pilots by the end of the year. OUR VALUES TAKE PART IN INNOVATION 25

28 OUR VALUES BUILD THE FUTURE ACTIVITY REPORT 2017 Beyond the technological developments, for Belgocontrol, building the future means investing in its talents. The employees and their skills remain the number one force of the company. A new strategy and a new company culture are in motion to provide a unique user experience. To adapt to a world that is evolving ever faster, cooperation has also become essential. Belgocontrol is pursuing and intensifying the collaboration with its partners and forming new partnerships to strengthen its position and its performance, thus contributing to securing the future of the aviation sector in Belgium. 26

29 1. OUTLOOK FOR AIR TRAFFIC GROWTH 2.3 % annual growth is foreseen in the number of IFR movements (commercial aviation) in the European airspace until 2024 (according to the forecast established by EUROCONTROL for the ECAC zone comprising 44 countries) 17 % additional IFR traffic in 2024 versus 2017 (EUROCONTROL ECAC zone) 12.4 million IFR movements in 2024 (EUROCONTROL ECAC zone) 24 % increase foreseen in the number of service units in 2024 versus 2017 (EUROCONTROL ECAC zone). The most important growth in service units (which takes the weight of the aircraft into account) is based on the current trend of airline companies using larger planes and optimising the load factor 1.8 % annual growth is foreseen in the number of IFR movements in the Belgium-Luxembourg airspace managed by Belgocontrol (following the median scenario of forecasts established by EUROCONTROL) between 2018 and 2024 This growth rate is identical to the one foreseen for the FABEC, the functional airspace block which consists of Belgium, Luxembourg, Netherlands, France, Germany and Switzerland. 2. BETTING ON PEOPLE TO RESPOND TO THE GROWTH 82 new staff members were hired in air traffic controller candidates started their training in 2017 Number of employees on 31/12 Evolution of the number of employees newly trained air traffic controllers started their job in air traffic controller candidates are still in training and will start their job in the coming years OUR VALUES BUILD THE FUTURE 27

30 Belgocontrol and Entry Point North concluded a joint-venture focused on training To organise its training sessions, the Belgian service provider of air navigation services concluded in December 2017 a joint-venture with Entry Point North, one of the largest air traffic service academies in the world. The joint venture with Belgocontrol will create a new subsidiary called Entry Point North Belgium which will be operational by the summer of Belgocontrol and Entry Point North will each hold 50% shares in the new Belgian subsidiary. This joint venture will offer high-quality training to Belgocontrol, adapted to the needs of the company and with a good cost-effectiveness ratio. The new training organisation will be able to benefit from the know-how and the vast experience of Entry Point North as well as its internationally recognised training methodology and philosophy, while Belgocontrol will provide its personnel and infrastructure. Horizon 2020: a strategy to accomplish a dream At the end of 2017, Belgocontrol engaged in a change process to bring the most safe, sustainable and unique experience to every single airspace user. Partner with our people: by end 2020, 80% of Belgocontrol s employees will be highly engaged in achieving the goals of the company. Build a future-proof company: by end 2020, Belgocontrol will be seen as the example to follow in the world of aeronautics. This is a dream shared by the employees at Belgocontrol and will become a reality thanks to a threefold strategy: Partner with our customers: by end 2020, each airspace user will consider Belgocontrol as their preferred partner. To support this strategy, on a daily basis, Belgocontrol is building a company culture which promotes respect, taking responsibility, open-mindedness and collaboration. 3. COOPERATE TO STRENGTHEN ACTIVITY REPORT Johan Decuyper, CEO at Belgocontrol, head of FABEC Since 14 December 2017, Johan Decuyper has chaired the CEO group of FABEC, the block of functional airspace that groups Belgium, Germany, Netherlands, Luxembourg, France and Switzerland as part of the Single European Sky. With its partners, Belgocontrol wants to strengthen the role of FABEC as a cooperative platform in the heart of the most important airspace in Europe. During his leadership, Johan Decuyper wants to strengthen the role of FABEC as a platform for exchange and cooperation, both at the operational and technological levels. Strong partnerships between the air navigation service providers of the six countries and EUROCONTROL are indeed necessary The FABEC airspace : 1.7 million square km; 5.8 million flights controlled per year; 14 area control centres; 88 airports to achieve the excellent performance of safety, fluidity and capacity of air traffic in the FABEC airspace.

31 Considering the growth of air traffic across the world, strategies should also be developed to effectively manage the increase in the number of air movements and the reorganisation of the airspace to the benefit of all users, both civilian and military. The FABEC is the ideal platform to lead this deliberation, considering the importance of the airspace managed by the organisation (5.8 million air movements checked per year, which is more than half of European air traffic). Belgocontrol and ANA Lux are strengthening their collaboration In March and June 2017, Belgocontrol and ANA Lux signed cooperation agreements which will allow them to collaborate closely in several areas. Thanks to these agreements, ANA Lux and Belgocontrol reinforce each other in the areas of Continuous Descent Operations ( green landings), flight procedure design (development of flight procedures), meteorological services, safety, contingency, and the exchange of radar data. The exchange of data and knowledge between Belgocontrol and ANA Lux has also strengthened the collaboration in the following areas: implementation analysis of wind turbines near airport facilities, meteorological services, flight procedures and exchange of radar data. One of the priorities in 2018 will be the introduction of the improved air navigation or RNP (Required Navigation Performance). One of the first new areas of collaboration is aeronautical information or AIM (Aeronautical Information Management). Since the end of June 2017, Luxemburgish pilots have access to Belgocontrol s Flight Briefing, which allows them to receive flight information perfectly adapted to their needs. Belgocontrol has also made its know-how regarding green landings or CDO (Continuous Descent Operations) available to ANA Lux, which has allowed for the publication of CDO procedures for the Luxembourg airport. The continuous descent technique of planes in the approach phase towards an airport allows for the reduction of noise pollution, consumption of kerosene and the emission of greenhouse gases. The framework cooperation agreement signed in June this year has allowed us, within only six months, to reach agreements and specific engagements with tangible results for the users of the Belgium-Luxembourg airspace. Thanks to this type of partnership which is focused on concrete improvements, Belgium and Luxembourg are giving shape to the Single European Sky. Peggy Devestel, COO at Belgocontrol OUR VALUES BUILD THE FUTURE 29

32 ANNUAL REPORT

33 ANNUAL REPORT 2017 Corporate governance The Board of Directors The Audit Committee The Strategy Committee The Remuneration Committee The Chief Executive Officer and the Executive Committee The Board of Auditors The Government Commissioner Management report of the Board of Directors Report of the Board of Auditors Annual accounts 2017 Balance sheet after appropriation Profit and loss account Appropriation account Summary of the valuation rules Glossary ANNUAL REPORT

34 ANNUAL REPORT 2017 CORPORATE GOVERNANCE BELGOCONTROL S GOVERNANCE MODEL As an autonomous public company, Belgocontrol is subject to the Law of 21 March 1991 on the reform of certain economic public companies. The provisions of the Belgian Companies Code are only applicable in cases to which the Law of 21 March 1991 expressly refers. Belgocontrol s governance model is characterised by: > A Board of Directors; > The creation from within the Board of Directors of an Audit Committee, a Strategy Committee and a Remuneration Committee; > An Executive Committee consisting of the Chief Executive Officer and the members of the Executive Committee. In addition there are also the supervisory bodies, such as the Board of Auditors and the Government Commissioner. THE BOARD OF DIRECTORS ANNUAL REPORT Renaud Lorand 2. Johan Decuyper 3. Fons Borginon 4. Laurent de Briey 5. Gérald Duffy 6. Luc Laveyne 7. Julie Ludmer 8. Claude Melen 9. Hugo Van Bever 10. Liesbeth Van der Auwera

35 Composition The regulations governing the composition and the appointment of the members of the Board of Directors are laid down in the Law of 21 March The Board of Directors is made up of ten members, including the Chief Executive Officer and the Chairman. The Royal Decree of 18 November 2013 constituted a new Board of Directors and at least one third of the members are of the opposite sex. In addition, there are as many French speaking as Dutch speaking members. The members were appointed for a term of six years. The Board of Directors is composed as follows: Names of the directors Position Renaud Lorand Chairman Johan Decuyper Chief Executive Officer All the decisions are in principle made by a simple majority of directors present or represented. With regard to certain specific issues detailed in the law of 21 March 1991, a twothirds majority is required, for approval of the management contract for example. These decisions may be prepared by the specialised Committees created by the Board of Directors. In 2017, the Board of Directors met twelve times. COMMITTEES SET UP BY THE BOARD OF DIRECTORS The Board of Directors has set up three Committees, whose task is to assist it and to give it advice in specific fields: an Audit Committee, a Strategy Committee and a Remuneration Committee. The composition and powers of these Committees were approved during the meeting of the Board of Directors on 28 November The three Committees comply with the principle of language parity. Fons Borginon Laurent de Briey Gérald Duffy Luc Laveyne Julie Ludmer Claude Melen Hugo Van Bever Liesbeth Van der Auwera Director Director Director Director Director Director Director Director THE AUDIT COMMITTEE The existence of this Committee is laid down in Article of the Law of 21 March Composition At 31 December 2017, the Audit Committee was composed as follows: > Mr Fons Borginon, Chairman, > Mrs Claude Melen, Mrs Liesbeth Van der Auwera and Mr Laurent de Briey. Powers and functioning The Board of Directors is empowered to take any action necessary for or useful in attaining the corporate goal of the public company and supervises the management tasks carried out by the Executive Committee. The Board of Directors may delegate some of its powers to the Executive Committee. The Board has adopted an internal regulation which details the rules and principles of its functioning. The Board meets regularly and at least eight times a year. Additional meetings may be convened each time that the company s interest requires this or two directors request it. The Chairman convenes the Board. At the end of the calendar year, the timetable for meetings for the following calendar year is set. The agenda of each meeting is set by the Chairman and consists of items on which a decision must be taken and items for information. The Board of Directors may only validly deliberate or decide if at least half its members are present or represented at the meeting. The Government Commissioner and the Chairman of the Board of Directors are invited to the Committee and have an advisory vote. In practice, the Chief Executive Officer is also invited. Powers and functioning The Audit Committee assists the Board of Directors in verification of the accounts, budget control and any other internal auditing matters. The specific mission of this Committee is to supervise the biannual and annual financial accounts, the five-year plan and all major investments. The Committee prepares these documents for approval by the Board of Directors and checks whether the internal audit system is implemented appropriately within the organisation. An independent internal audit function has been set up as from 1st January The position provides the Audit Committee with objective assurance against the existing risks and internal control over those risks. It also formulates recommendations to management in order to improve internal controls. To that end, an annual audit plan is drafted on the basis of an inventory of the possible subjects (the audit universe or delimitation of the audit basis) of a risk analysis CORPORATE GOVERNANCE 33

36 and of an audit horizon in the long term (3 years). The plan will be submitted to the Audit Committee for approval. During its meetings, the Audit Committee oversees the implementation of the targeted audit programme and the ensuing results. The Strategy Committee meets at the invitation of its Chairman, who also sets the agenda. The Strategy Committee met one time in Three strategy panels were also organised. The Chairman of the Audit Committee will report on their meetings to the Board of Directors and the minutes will be presented to all directors. THE REMUNERATION COMMITTEE The existence of this Committee is laid down in Article 17 4 of the Law of 21 March In 2017, the Audit Committee met seven times. THE STRATEGY COMMITTEE The Strategy Committee was set up by the Board of Directors in execution of the powers entrusted to it by Article 17 4 of the Law of 21 March Composition The Remuneration Committee is composed of four directors appointed by the Board of Directors. > Mr Renaud Lorand, Chairman, > Messrs Gerald Duffy, Hugo Van Bever and Luc Laveyne. Composition The Strategy Committee is composed of six members of the Board of Directors. > Mr Renaud Lorand, Chairman, > Mrs Julie Ludmer, Messrs Johan Decuyper, Luc Laveyne, Hugo Van Bever and Laurent de Briey. The Government Commissioner is also invited to the meetings. Powers and functioning The Strategy Committee assists the Board of Directors in deciding the company strategy. Amongst other things it gives advice on the strategic priorities and on the development of the company internationally. Powers and functioning The Remuneration Committee makes recommendations to the Board of Directors regarding decisions on the direct and indirect monetary benefits granted to the members of the management bodies. Every year the Remuneration Committee draws up a report on the remuneration of the members of the Board of Directors and the Executive Committee, which is included in the management report. The remuneration report for 2017 is detailed on page 40. The Remuneration Committee meets at the invitation of its Chairman, who also sets the agenda. In 2017, the Remuneration Committee met five times. THE CHIEF EXECUTIVE OFFICER AND THE EXECUTIVE COMMITTEE ANNUAL REPORT Johan Decuyper, CEO 2. Christian Berlanger, Director-General International & Public Affairs 3. Alain Vandenabeele, Director-General Digital Transformation & New way of Working 4. Peggy Devestel, COO 5. Hilde Van den Houten, Director-General Finance & Support 6. Youcha Mackelbert, Director-General Program & Project Delivery

37 THE CHIEF EXECUTIVE OFFICER The Chief Executive Officer By Royal Decree of 2 October 2013, Mr Johan Decuyper was appointed as Chief Executive Officer of Belgocontrol, as from this date for a term of six years. THE EXECUTIVE COMMITTEE The Chief Executive Officer and the members of the Executive Committee together constitute the Executive Committee. The Executive Committee is chaired by the Chief Executive Officer (art. 20 of the law of 21 March 1991). 31 December 2017 as follows: > Mrs Peggy Devestel, COO > Mr Alain Vandenabeele, Director-General Digital Transformation & New way of Working, > Christian Berlanger, Director-General International & Public Affairs > Mrs Hilde Van den Houten, Director-General Finance & Support, > Mr Youcha Mackelbert, Director-General Program & Project Delivery. The regulations governing the appointment of the Chief Executive Officer and other members of the Executive Committee are set by the law of 21 March Composition On a proposal from the Chief Executive Officer and after consulting the Remuneration Committee for advice, the Board of Directors appoints members of the Executive Committee, excepting the Chief Executive Officer. In addition to the Chief Executive Officer, Mr Johan Decuyper, the Executive Committee was composed at Powers and functioning The Executive Committee is responsible for daily management and representation of this management, as well as for the execution of the decisions of the Board of Directors. The Executive Committee represents the company in negotiations concerning the management contract. The members of the Executive Committee constitute a board chaired by the Chief Executive Officer. The decisions of the Executive Committee are in principle taken by consensus. In 2017, the Executive Committee met 41 times. THE BOARD OF AUDITORS As do all autonomous public companies, Belgocontrol entrusts the verification of its financial position, of its annual accounts and their regularity in the eyes of the law, and the operations shown in the annual accounts, to a Board of Auditors. The Board of Auditors is composed of two company auditors and two members of the Court of Audit. Composition As at 31 December 2017, the Board of Auditors consisted of: > Ernst & Young BV CVBA, represented by Mrs Marleen Mannekens;Mr Jean-Michel Haegeman, Company Auditpr; > Philippe Roland, First Chairman of the Court of Audit; > Mrs Hilde François, Chairwoman of the Court of Auditors. Every year the Board of Auditors draws up a detailed written report, which is submitted to the Board of Directors and to the Minister responsible for Belgocontrol. THE GOVERNMENT COMMISSIONER As an autonomous public company, Belgocontrol is subject to the supervisory powers of the Minister to whom it reports, in this case the Minister for Mobility responsible for Belgocontrol. This supervision is carried out by the Government Commissioner who ensures the company complies with the law and the management contract. The Government Commissioner reports to the Minister for Mobility. > Mr Michaël Vanloubbeeck has been appointed since 18 July 2016 Government Commissioner of Belgocontrol. CORPORATE GOVERNANCE 35

38 ANNUAL REPORT 2017 MANAGEMENT REPORT OF THE BOARD OF DIRECTORS Hereafter, you will find the report of the status and the results of the autonomous public company for the financial year of 2017 in accordance with the legal provisions. The present report was drafted pursuant to art. 27 of the law of 21 March 1991 carrying reform of certain autonomous public companies. 1. MAIN ACTIVITIES OF THE COMPANY IN 2017 ANNUAL REPORT was a particularly fruitful year for the aviation sector. The trend is on the rise everywhere in Europe. In Belgium, the airlines and airports attracted a record number of passengers (more than 33 million) and transported a record number of goods (1.3 million tons of freight). This growth is also reflected in the results of Belgocontrol: in 2017, a total of 1,075,535 flight movements were managed, that is an increase of 3.3% versus The greatest increase in the number of movements (in absolute numbers) was registered at the control centre of CANAC 2, which manages the traffic overflying and on approach: for the whole year, 593,191 planes were guided by the CANAC 2 air traffic controllers, which is almost 28,000 more movements than in This increase corresponds to a growth of 4.9% of air traffic in one year. Considering the continuous development of activities in the past years and the expected growth of en-route traffic in the coming months, the symbolic cap of 600,000 flight movements managed by the CANAC 2 control centre should be surpassed for the first time in its history in Brussels Airport rediscovered the path of growth in 2017, after the tragic terrorist attacks of 22 March 2016 which hit the airport very hard. In 2017, Belgocontrol managed 237,888 flight movements at Brussels Airport, which is an increase of 6.3% versus Thus the number of flight movements at Brussels Airport returned to normality, being almost identical to those of Meanwhile,the number of passengers transported has increased significantly and achieved an absolute record in 2017 (24.8 million passengers), which is explained among other things by the presence of larger planes and load rates significantly higher than in previous years. As far as regional airports are concerned, only Charleroi saw its number of movements increase (+1.5%) in The airports of Antwerp, Liege and Ostend, on the other hand, saw a decrease in traffic (respectively 5.6%, 2.8% and 8.3%), principally linked to the additional movements at these regional airports in 2016 following the attacks in Brussels. Service units, which include the weight of the aircraft, are increasing at all airports (+6.3% globally compared to 2016) except for Antwerp and Ostend. The use of larger aircraft by the airlines means that the service units have experienced greater growth than the number of movements. In general, the continuous growth in activity at the CANAC 2 centre for the last few years as well as the increase in the number of service units at the majority of airports in the country is a positive signal for Belgocontrol and the Belgian economy. PERFORMANCE: SAFETY AND PUNCTUALITY By taking the degree of complexity of the Belgian airspace and the density of traffic into account, the performance of Belgocontrol regarding safety is once again very good: in 2017, there was one incident of category A ( severe ) in which Belgocontrol carried a responsibility and three incidents of category B ( major ). The proportion of A and B incidents remains, therefore, very weak. It is only % of the total number of movements checked. The goal of not

39 exceeding one incident of category A and B per 100,000 movements checked has, therefore, been largely achieved in The safety performance of 2017 is, furthermore, the second-best result registered by Belgocontrol, below the one for the record year 2016 (0 A and B incidents). For comparison: for the year 2000, Belgocontrol counted no less than 22 A and B incidents. This positive evolution is the fruit of the daily work of the air traffic controllers and all staff at Belgocontrol for whom safety is an absolute priority. In a more structured manner, the Safety Management System (SMS) deployed in all the operational departments of the company, as well as the omnipresent open notification culture and the concept of the Just Culture bear their fruits: they allow approaching safety proactively, reactively, systematically and formally and offer a set of processes for improving, evaluating and permanently controlling safety. The FABEC (Functional Airspace Block Europe Central) performance plan imposes common and individual contributions for air navigation service providers to achieve the global objectives of the Single European Sky in four areas: safety, capacity, environment and cost efficiency is the third year of the second reference period which runs from 2015 to In the European performance plan, there are three objectives relative to safety which Belgocontrol must fulfil. Two are of a qualitative nature: the use of the Risk Analysis Tool (RAT) to classify the incidents by order of severity and the application of the principle of Just Culture. These two objectives have been achieved: the policy of Just Culture is applied at Belgocontrol, and the RAT is used for the nonrespect of minimal separation, incursions on the runway as well as technical incidents. within Belgocontrol took another leap forward. The number of reported incidents went from 1,104 in 2016, to 1,809 in 2017, thus an increase of 64%. It is the eighth consecutive year that the number of reported incidents increased significantly. This impressive increase of 64% doesn t mean that there were more incidents, but that they were reported more systematically by the air traffic controllers. BUSINESS CONTINUITY: A GUARANTEE FOR OUR CUSTOMERS To guarantee the availability of key services at all times, Belgocontrol developed a global plan whose implementation continued in Considerable investments were made to increase the redundancy of critical infrastructures. In the control centre of CANAC 2, to increase the redundancy of critical systems, an upgrade of the Ultimate Radar System (URS) was deployed in This supplementary system to the contingency already present, totally independent, ensures the availability of radar images in the case of failure of the initial system. These investments are made through dialogue with Belgocontrol s customers to meet their needs and expectations, for example, the study of the construction of supplementary radio sites in the regional airports. Naturally, it is in the interests of Belgocontrol s customers who are legitimately waiting to be able to rely permanently on the high-quality services of the air traffic control company. As part of the strengthened collaboration with the Administration of Air Navigation of the Grand Duchy of Luxembourg (ANA Lux), Belgocontrol makes its expertise available through an exchange of skills to optimise business continuity in Luxembourg. The third objective is of a quantitative nature and concerns the maturity of the Safety Management System (SMS). Belgocontrol collaborates with the Safety Maturity Survey (EoSM Effectiveness of Safety Management), an audit aiming to measure the effectiveness of the safety management system. In this way, 26 objectives spread over eleven domains went under the magnifying glass. In 2017, Belgocontrol improved its score by three points and even surpassed the set objective. The company foresees a new increase in maturity of the SMS in Belgocontrol is in the process of achieving all objectives imposed by the European Commission (before 31 December 2019). The SMS is also responsible for promoting the safety culture throughout the company. In 2017, the safety culture Studies have also been made with the Defence to optimise the continuity via their infrastructures and systems. COST EFFICIENCY: THE BEST SERVICE AT THE BEST COST In the domain of the cost efficiency of en-route services, the performance plan filed by Belgium-Luxemburg foresees a decrease in the Determined Unit Cost of Belgium-Luxemburg serving as a basis for billing en-route services performed by Belgocontrol of 12.9% between 2014 and The DUC of 2017 decreased by 1.5% compared to the previous year (DUC 2016 = EUR vs DUC 2017 = EUR 60.04, expressed in real terms 2009). In 2017, the real traffic was 0.5% higher than the forecast set forth by EUROCONTROL when establishing the revised performance plan in MANAGEMENT REPORT OF THE BOARD OF DIRECTORS 37

40 Concerning the csot efficiency for terminal activities, Belgocontrol has continued to reduce the costs of service delivery to the airports to reach the objective of a 2.5% weighted average yearly decrease in the period from 2015 to VERY SMALL EN-ROUTE DELAYS AT BELGOCONTROL Three of the four domains of the FABEC performance plan (safety, capacity, environment) are evaluated ex-post by the Performance Review Body of the European Commission for the six States that comprise FABEC (Belgium, Luxemburg, Germany, France, Netherlands and Switzerland). Belgocontrol must, for its part, bring a quantified individual contribution to the overall performance of the FABEC. The same as in 2016, FABEC missed its objectives in the areas of capacity and environment. In terms of capacity, a first indicator is the average enroute ATFM delay per flight. In terms of the objectives for this indicator, on the one hand there is the global objective of FABEC imposing a limit, for 2017, an average en-route delay of 0.48 minutes per flight (all causes combined) and 0.37 minutes per flight for CRSTMP (C-Capacity, R-Routing, S-Staffing, T-Equipment, M-Airspace management, P-Special events), in other words, causes that the service provider can manage. On the other hand, there is an individual contribution of the service providers towards the global objective. For Belgocontrol, it consists of limiting, in 2017, the average en-route delay to 0.08 minutes per flight all causes combined and to 0.07 minutes per flight for CSRTMP causes. In 2017, Belgocontrol recorded the best performance of all the FABEC partners with only 0.09 minutes delay on average per en-route flight. Despite this, Belgocontrol did not manage to achieve its individual contribution to the FABEC global goal because the average en-route delay per flight produced by Belgocontrol was in fact 0.09 minutes (CRSTMP causes) whereas it should not have exceeded 0.07 minutes per flight. It should be noted that the same as for the first reference period ( ), Belgocontrol has, by far, the most ambitious individual contribution of the FABEC. The FABEC recorded an average delay of 1.15 minutes per flight whereas the objective was not to exceed 0.48 and 1.04 minutes per flight for CRSTMP causes whereas the goal was 0.37 maximum. Both objectives are, therefore, largely missed in terms of the FABEC. Airport the objectived was missed because the average arrival delay per flight amounts to 0.14 minutes. At the airport of Charleroi, the average arrival delay (CRSTMP causes), was 0.05 minutes per flight. ENVIRONMENT: SHORTER DISTANCES TRAVELLED Regarding the environment, to efficiently evaluate the trajectory of the plane, the indicator is the horizontal efficiency of the en-route flights (KEA Key Performance Environment Indicator based on Actual trajectory). This indicator is based on a method of calculation to compare the trajectory followed by a plane to the shortest route possible between the departure and destination airports. The notion of achieved distance introduced by the European Commission for this second reference period ( ) allows for the differentiation between local loss of efficiency (local performance of FABEC) and the loss of efficiency due to the network (entering or exiting FABEC airspace). The FABEC performance plan set the objective of reducing the difference between the shortest route and the route effectively flown to a maximum of 2.96% by end The intermediate value for 2017 was set at 3.14% No individual contributions from the FABEC members toward this common objective have been established. In 2017, the difference between the ideal route and the distance covered by en-route planes was on average 3.23% in the FABEC airspace. It consists of the best result recorded since Taking into account the increase and the volatility of air traffic, this performance is very close to the set objective. ANNUAL REPORT PUNCTUALITY AT THE AIRPORTS Two goals were set for Belgocontrol and relate to the airports of Brussels and Liege: limit the average delay per flight (CRSTMP causes only) to 0.11 minutes at Brussels Airport and to 0.06 minutes at Liege Airport. The goal was largely met for Liege Airport which posts 0.02 minutes delay on average per arrival. On the other hand, at Brussels

41 2. FINANCIAL DATA FOR THE FINANCIAL YEAR 2017 BALANCE SHEET (in thousands of euros) ASSETS 31/12/ /12/2017 Evolution Fixed assets 95, , % Current assets 150, , % Total assets 246, , % The amount of fixed assets is 7.1% higher than 2016 because an amount of EUR 20 million has been accounted for new investments (compared to EUR 4.3 million in 2016). The current assets have increased, essentially because of an improvement in the treasury situation at Belgocontrol. (in thousands of euros) LIABILITIES 31/12/ /12/2017 Evolution Equity 187, , % Provisions 16,037 17, % Debts 42,355 43, % Total liabilities 246, , % From the year 2010 to the year 2014 inclusive, a large part of our air navigation terminal services were not remunerated, although the regulation required us to provide them. In the past, that led to important losses. A change came about in January With the application of the third management contract and the Royal Decrees of December , December and December setting the terms for financing the costs for the delivery of terminal services, the share of costs for terminal services which was not passed on to users was billed to the Belgian State. In this way, a structural solution has been brought to the financial shortfalls of the past, and the financing of Belgocontrol s terminal activity has become compliant with the European regulations. Furthermore, the third management contract foresees that all airports, including the regional ones, shall be submitted to European regulation regarding the charging scheme, which guarantees transparency of costs for each airport, and that the required information will be made available to the users of the airspace and to the competent authorities. The equity increased by EUR 24.6 million following the sum of the profits from 2017 (EUR 22.5 million) and a project grant (EUR 2.1 million). Belgocontrol received this project grant from the Flemish government for the research and implementation of adaptations to radar installations or their renovation to allow the implantation of additional wind turbines. Thanks to the positive results since 2014, the loss reported which had accumulated in the years was completely cleared in COMPTE DE RÉSULTATS (in thousands of euros) PROFIT AND LOSS ACCOUNT Turnover 224, ,766 Other operating income 2,605 1,453 Non-recurring revenue Operating income 227, ,521 Services and other goods 67,330 74,074 Remunerations, social security and pensions 116, ,612 Amortisation/depreciation 14,005 13,121 Impairment and provisions 459 1,331 Other operating expenses 2, Non-recurring operating expenses Operating expenses 200, ,126 Operating result 26,298 22,395 Financial result FINANCIAL YEAR PROFIT/LOSS 26,404 22,498 MANAGEMENT REPORT OF THE BOARD OF DIRECTORS 39

42 In 2017, we made a profit of EUR 22.5 million versus a profit of EUR 26.4 million in EVOLUTION OF THE NUMBER OF FTE The increase in revenues comes both from the en-route 950 and in the terminal service. The en-route revenues represent 73% of the total activity and increased because of a gain in the number of service units (+3.7%), partially offset by a lower en-route billing rate. Terminal services represent 26% of the revenues. Average number of FTE ,5 908,5 875,0 827,8 784,2 769,4 776,2 795,9 On the cost side, the Services and other goods category is increasing, mainly due to the conclusion of new support contracts After the downward trend in staff numbers ( ), the number of full-time equivalents increased in 2017, reaching Just as in 2016, exams were organised in 2017 to recruit air traffic controllers, which allowed 32 air traffic controller candidates to start their training ALLOCATION OF PROFITS (in thousands of euros) ALLOCATION OF PROFIT 31/12/2017 Profit to be allocated 22,498 Loss carried forward from the previous year -8,765 Profit to be carried forward 13,733 The costs of personnel have increased as a consequence of salary indexation, of cost increase for training provided to new staff members as well as to overtime compensation within the framework of the business continuity protocol. EUR 8.8 million of the profit from the 2017 financial year is used to clear the deferred loss; the rest of the profit is accounted for in the deferred earnings (EUR 13.7 million). EVENTS THAT OCCURRED AFTER THE BALANCE SHEET DATE. Nil 3. REMUNERATION OF THE MEMBERS OF THE MANAGING BODIES ANNUAL REPORT Article 17 4 of the law of 21 March 1991 stipulates that the Remuneration Committee must draw up an annual report on the remuneration of the members of the management bodies, which will be included in the management report. The Royal Decree of 02 October 2013 has appointed Mr Johan Decuyper as Chief Executive Officer of Belgocontrol starting from 02 October for a duration of six years. Further, the Royal Decree of 18 November 2013 has appointed the Chairman and members of the Board of Directors of Belgocontrol for a duration of six years starting 22 November MEMBERS OF THE BOARD OF DIRECTORS The remuneration that the members of the Board of Directors receive because of their mandate as a director is set by the King under article 21 2 of the law of 21 March Within the newly created Board of Directors since 22 November 2013, the directors (except for the Chief Executive Officer) and the Chairman receive, based on the Royal Decree of 18 November 2013, a gross annual remuneration of EUR 11, and EUR 52, respectively, linked to the pivotal index The directors also receive an attendance fee for their participation in the specialised committees created within the Board of Directors (Audit committee, Remuneration committee, Strategic committee) and based on the Royal Decree of 3 May This attendance fee amounts to EUR , is not indexed and the annual total cannot exceed 1/3 of the annual base remuneration as a director. The gross remuneration of the Chairman for the past accounting year includes a regularisation of previous years. For the 2017 financial year, the gross remuneration (in EUR) received by the members of the Board of Directors was as follows:

43 Directors Remuneration Attendance fees Total LAVEYNE Luc 15, , , VAN BEVER Hugo 15, , , LORAND Renaud (président) 62, , , LUDMER Julie 11, , BORGINON Fons 15, , , de BRIEY Laurent 15, , , DUFFY Gerald 15, , , MELEN Claude 15, , , Van der AUWERA Liesbeth 15, , , , , , The attendance rate at the meetings of the Board of Directors was 89.17%. During the year 2017, the Board of Directors met 12 times. Messrs. De Briey, Laveyne and Van Bever, as well as Mrs Melen, were absent from one meeting, Mrs Van der Auwera missed 2 meetings, and Mr Duffy didn t take part in 4 meetings. The rest of the Board were present at all meetings (except for Ms Ludmer who wasn t able to attend the last 3 meetings due to maternity leave). Among the directors of the Audit committee, Mrs Melen and Mrs Van der Auwera each missed only one meeting of the 7 held in The other members attended all the meetings. All the directors who are members of the Remuneration committee attended the 5 meetings held in The Strategic committee held one meeting in 2017, and all the directors who are members were present. THE EXECUTIVE COMMITTEE In accordance with article 17 4 of the law of 21 March 1991, the remuneration and benefits granted to the Chief Executive Officer and the members of the Executive Committee are decided by the Board of Directors on the proposal of the Remuneration committee. When each member of the Board of Directors takes office, the fixed part of this remuneration is subject to a special agreement in accordance with article 21 of the law of 21 March At that time, the Remuneration committee set the amount and composition of this remuneration and based it separately for each case on a benchmarking study relating to comparable levels of liability. Regarding the setting of the new CEO s remuneration at the end of 2013, the directives prescribed in this area by the Government have been taken into account. On the basis of these directives and the proposal from the Remuneration committee, the Board of Directors set in the special agreement of the CEO, a remuneration system foreseeing the granting of a fixed gross annual salary, a gross variable salary and a certain number of additional benefits. In his capacity as a member of the Board of Directors, the Chief Executive Officer receives no specific remuneration. VARIABLE REMUNERATION RELATIVE TO THE PERFORMANCE IN 2016 In 2017, the members of the Executive Committee received a variable remuneration relative to the performance of ADDITIONAL BENEFITS IN 2017 In 2017, the Chief Executive Officer and the other members of the Executive Committee benefitted from a certain number of advantages such as a company car and hospitalisation insurance; the contractual members of the Board of Directors also benefitted from a loss of income insurance and a group insurance. For the 2017 financial year, the fixed salary, allowances and other benefits (in EUR) received by the members of the Executive Committee were as follows: Chief Executive Officer Managing Directors Fixed salary (*) Variable salary and other benefits Total gross remuneration 208, , , , , ,182, TOTAL 1,141, , ,480, (*) Fixed salary = regular salary + holiday pay + year-end bonus (depending on the start and end dates of the mandate) THE GOVERNMENT COMMISSIONER Mr Michaël Vanloubbeeck was appointed as the Government Commissioner starting 18 July In 2017, he received a gross remuneration of EUR 21, MANAGEMENT REPORT OF THE BOARD OF DIRECTORS 41

44 4. COMMUNICATION In 2017, our company evolved further into a more communicative and transparent company. Belgocontrol has made the most of all external communication channels in order to transmit, in all aspects of its operation, both real-time operational information (use of runways, investments, recruitment, etc.) and strategic information for the company (collaborations, social role, etc.). We have communicated (pro)actively and intensively with and via the press. Belgocontrol has created a professional digital platform to put all the information at the disposal of the press, to broadcast numerous press releases throughout the year and to answer many questions from the press. Belgocontrol has invited the press several times, among other things to provide a detailed explanation on the safety of air traffic in all its aspects. Belgocontrol actively uses its social media channels: LinkedIn for information related to the company, Twitter for daily and operational topics, and Facebook for recruitment campaigns and a behind-the-scenes look at, above all, unusual images. The questions by have systematically received a response. Also in 2017, the Open Bedrijvendag (Open Company Day) posted fully-booked in record time Belgocontrol continues to play its social role in various areas, especially to reconcile the economic and ecological interests of airports and air traffic. The company also informs all parties concerned of its operations. Finally, it s a company that takes its own initiatives to continuously improve its operations, in all aspects, in the interest of all its stakeholders. 5. THE FUTURE The strategic lines defined last year have now been made more explicit. The operations of Belgocontrol are aligned with three objectives: Partner with our customers Partner with our people Future-proof company PARTNER WITH OUR PEOPLE The sine qua non condition to be able to ensure the service: enough well-trained and motivated staff. Belgocontrol is continuing to hire in 2018, among others by launching a specific campaign for the air traffic controllers in Charleroi and Liege. ANNUAL REPORT PARTNER WITH OUR CUSTOMERS Belgocontrol continues to focus on continuous improvement of the service provided to its customers and its stakeholders. Naturally, we always give priority to air traffic safety and then the fluidity of the traffic and the capacity. But, the attention given to business continuity has also increased: it is necessary to guarantee at all times the service performed. The investment plan of which picked up strongly in 2017 is following its course. The technical installations are subject to an update, and we are installing or analysing new solutions. In this way, a feasibility study was conducted for digital towers at the airports of Liege and Charleroi. The next step consists of preparing or even starting the implementation of the project. The first step towards integrating the Defence, that is, the co-localisation at the site of Steenokkerzeel, will materialise during the course of the year. By the end of 2019, the operation should be completed, and the civilian and military air traffic control servicdes should be entirely in Steenokkerzeel. For the training of new staff members and continuous training, Belgocontrol created a joint-venture with Entry Point North, the largest training academy in the world in matters of air traffic control. The headquarters of the new Entry Point North Belgium has been established in Brussels. This new joint venture will provide training, at a new training site in Steenokkerzeel, for ATC Initial, Unit, Continuation and Development Trainings to newly recruited Belgian air traffic controllers and to already operational controllers, as well as courses for ATSEP (technicians), Safety courses, AIS (aeronautical information), Meteorology and Quality Management, and many more depending on training needs. New simulators will be installed from the launch phase: 50 radar pilot positions, three 180 TWR 3D simulators and a 360 3D TWR simulator. Entry Point North Belgium will also deploy the latest TopSky simulators for the training. An intensive internal path to cultural change ensures that the customer focus is intrinsic to the DNA of Belgocontrol and all its staff members.

45 FUTURE-PROOF COMPANY Aviation in general and air traffic control in particular are in a state of perpetual change. Belgocontrol is preparing its future by closely following evolution in the sector. The company wants to fully take on its societal role by taking up the challenge of reconciling economic and ecological interests. To be able to anticipate evolution that may be important for the functioning of the company and to be able to evaluate the consequences, Belgocontrol associates itself with different partners (universities, for example). Existing partnerships are perpetuated, and new cooperation comes to light. Mobility and Transport. They support a booming sector with huge economic potential, but they also set the rules of play so that the drone traffic unfolds easily and in complete safety. The technical-environmental evolutions remain an important factor for Belgocontrol. The company continues to work in favour of CDO landings. Belgocontrol also incites its partners at the national airport operators and airline companies to proceed with the creation of a Collaborative Environmental Management. This partnership allows for the analysis of opportunities of initiatives that are respectful to the environment for the operation of the airport and the air traffic. Belgocontrol will be assisted in its strategic, operational and technical transformation for the next 3 years. This initiative brings added value and new, ever more innovative services for the airspace users and airports in Belgium. Belgocontrol wishes to proceed with a complete upgrade of its ATM, CNS and MET infrastructure across all lifecycle stages of the system. The consortium will also offer support for the development of new operational concepts, new procedures, of aspects linked to safety and broadened strategic consultation, for example in terms of operational perspectives at the airport, such as improvements in capacity and remotely-controlled towers. By participating in the Living Tomorrow project launched in 2018, Belgocontrol wants to study the future of air traffic and air traffic control in detail to be able to make innovations. This examination rests on a number of concrete questions asked by the sector: what are the needs of the stakeholders, how will the landscape evolve, who will be the future players of aviation with and without crew, etc? Digital transformation is also a subject for analysis: how will the available technology generate data and ideas? How can air traffic control use it to be even more customer-focused, and in a sustainable way? Through workshops and demonstrations, Belgocontrol and Living Tomorrow want to arrive at useful avenues for reflexion that they can later share with the general public. INNOVATION Technological evolutions have their influence on air traffic control. Belgocontrol wants to play a proactive role in supporting these developments on the one hand and on the other to continue to guarantee its operation, and especially the safety of air traffic. Drones are taking more and place in the (lower) airspace. Recently, Belgocontrol provides all the important information about the use of drones on the droneguide. be website and via two mobile applications related this site, in coordination with the Directorate-General of the FPS The project to provide batc.be, the internet site that pulls together information about the use of runways at Brussels Airport, a new look and new functionalities is under construction. These updates will make the site even more relevant for the residents of the airport and beyond, for all those who are interested. CORPORATE IDENTITY In 2018, Belgocontrol is celebrating an important birthday: the company is 20 years-old. It goes without saying that this cannot go unnoticed. This publication is not the ideal setting to announce the different related initiatives, but it is certain that Belgocontrol will make itself known in a positive way throughout this anniversary year. In the meantime, in 2018 one also has to pin the Journée Découverte Entreprises (Business Discovery Day) to the Belgocontrol calendar, just as in the three previous years. For aficionados, this day constitutes a unique opportunity to discover behind the scenes of the company. MANAGEMENT REPORT OF THE BOARD OF DIRECTORS 43

46 ANNUAL REPORT 2017 REPORT OF THE BOARD OF AUDITORS Report of the Board of Auditors of the autonomous public company Belgocontrol for the year ended 31 December, 2017 [The Dutch and French versions of the Report and the 2017 Annual Accounts have been officially approved. The English version is not signed and for information purpose only] In accordance with the articles of association of the company and the provisions of the law, and more particularly, in accordance with Section 25 of the law of 21 March 1991 concerning the reform of certain economic public companies (hereinafter referred to as the law of 21 March, 1991 ) which makes reference to Sections 143 and 144 of the Companies Code, the Board of Auditors hereby submits its report to you under our mandate as statutory auditor of the company. This report includes our opinion on the balance sheet as at 31 December 2017, the income statement for the year ended 31 December 2017 and the disclosures (all elements together the Annual Accounts ) and includes as well our report on other legal and regulatory requirements. These reports are considered as one and are inseparable. The members of the Institute of Company Auditors have been appointed by the ministerial decree of 28 March 2017, in accordance with the proposition by the Board of Directors following recommendation of the joint committee. By ministerial decree, this mandate expires with the deliberation of the Annual Accounts for the year ending 31 December They performed the statutory audit of the Annual Accounts of the Company during one year. Per Section 25 3 of the law of 21 March 1991, two members of the Joint Auditors have been appointed by the General assembly of the Court of Audit of respectively 2 September 2015 and 5 April REPORT ON THE AUDIT OF THE ANNUAL ACCOUNTS UNQUALIFIED OPINION We have audited the Annual Accounts of Belgocontrol (the autonomous public company ), that comprise of the balance sheet on December 31, 2017, as well as the income statement of the year and the disclosures, which show a balance sheet total of ,38 and of which the income statement shows a profit for the year of ,19. Standards on Auditing ( ISAs ). Our responsibilities under those standards are further described in the Our responsibilities for the audit of the Annual Accounts section of our report. We have complied with all ethical requirements that are relevant to our audit of the Annual Accounts in Belgium, including those with respect to independence. ANNUAL REPORT In our opinion, the Annual Accounts give a true and fair view of the autonomous public company s net equity and financial position as at 31 December 2017, and of its results for the year then ended, prepared in accordance with the financial reporting framework applicable in Belgium. BASIS FOR THE UNQUALIFIED OPINION We conducted our audit in accordance with International We have obtained from the Board of Directors and the officials of the autonomous public company the explanations and information necessary for the performance our audit and we believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

47 RESPONSIBILITIES OF THE BOARD OF DIRECTORS FOR THE PREPARATION OF THE ANNUAL ACCOUNTS The Board of Directors is responsible for the preparation of the Annual Accounts that give a true and fair view in accordance with the financial reporting framework applicable in Belgium and for such internal controls relevant to the preparation of the Annual Accounts that are free from material misstatement, whether due to fraud or error. As part of the preparation of the Annual Accounts, the Board of Directors is responsible for assessing the autonomous public company s ability to continue as a going concern, and provide, if applicable, information on matters impacting going concern. The Board of Directors should prepare the financial statements using the going concern basis of accounting, unless the Board of Directors either intends to liquidate the autonomous public company or to cease business operations, or has no realistic alternative but to do so. OUR RESPONSIBILITIES FOR THE AUDIT OF THE ANNUAL ACCOUNTS Our objectives are to obtain reasonable assurance whether the Annual Accounts are free from material misstatement, whether due to fraud or error, and to express an opinion on these Annual Accounts based on our audit. Reasonable assurance is a high level of assurance, but not a guarantee that an audit conducted in accordance with the ISAs will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these Annual Accounts. As part of an audit in accordance with ISAs, we exercise professional judgment and we maintain professional skepticism throughout the audit. We also perform the following tasks: > Identification and assessment of the risks of material misstatement of the Annual Accounts, whether due to fraud or error, the planning and execution of audit procedures to respond to these risks and obtain audit evidence which is sufficient and appropriate to provide a REPORT ON OTHER LEGAL AND REGULATORY REQUIREMENTS RESPONSIBILITIES OF THE BOARD OF DIRECTORS The Board of Directors is responsible for the preparation and the content of the management report, the compliance with the legal and regulatory requirements regarding bookkeeping, as well as compliance with the law of 21 March 1991, the management contract of the autonomous basis for our opinion. The risk of not detecting material misstatements resulting from fraud is higher than when such misstatements result from errors, since fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control; > Obtaining insight in the system of internal controls that are relevant for the audit and with the objective to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the autonomous public company s internal control; > Evaluating the selected and applied accounting policies, and evaluating the reasonability of the accounting estimates and related disclosures made by the Board of Directors as well as the underlying information given by the Board of Directors; > Conclude on the appropriateness of the Board of Director s use of the going-concern basis of accounting, and based on the audit evidence obtained, whether or not a material uncertainty exists related to events or conditions that may cast significant doubt on the autonomous public company s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor s report to the related disclosures in the Annual Accounts or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on audit evidence obtained up to the date of the auditor s report. However, future events or conditions may cause the autonomous public company to cease to continue as a going-concern; > Evaluating the overall presentation, structure and content of the Annual Accounts, and evaluating whether the Annual Accounts reflect a true and fair view of the underlying transactions and events. We communicate with the Audit Committee and the Board of Directors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. public company and with the Company s articles of association. RESPONSIBILITIES OF THE JOINT AUDITOR In the context of our mandate and in accordance with the additional standard to the ISA s applicable in Belgium, it REPORT OF THE BOARD OF AUDITORS 45

48 is our responsibility to verify, in all material respects, the management report, as well as compliance with certain requirements of the law of 21 March 1991, the management contract of the autonomous public company and the articles of association, as well as to report these matters. INDEPENDENCE MATTERS We have not performed any services that are not compatible with the statutory audit of the Annual Accounts and have remained independent of the autonomous public company during the course of our mandate. ASPECTS RELATING TO MANAGEMENT S REPORT In our opinion, after carrying out specific procedures on the management report, the management report is consistent with the Annual Accounts and has been in prepared accordance with article 95 and 96 of the Belgian Companies Code. In the context of our audit of the Annual Accounts, we are also responsible to consider whether, based on the information that we became aware of during the performance of our audit, the management s report contains any material inconsistencies or contains information that is inaccurate or otherwise misleading. In light of the work performed, we do not need to report any material inconsistencies. In addition, we do not provide reasonable assurance regarding the management report. ASPECTS RELATING TO THE SOCIAL BALANCE SHEET The social balance sheet, to be published in accordance with article 100, 1, 6 /2 of the Belgian Companies Code, includes both in form and in substance the required information as prescribed by the Belgian Companies and does not contain any material inconsistencies compared to the information we have in our audit files. No additional service, that are compatible with the statutory audit of the Annual Accounts referred to in Article 134 of the Belgian Companies Code and for which fees are due, have been carried out. OTHER COMMUNICATIONS > Without prejudice to certain formal aspects of minor importance, the accounting records were maintained in accordance with the legal and regulatory requirements applicable in Belgium taking into account the specific applicable legislation, sometimes deviating from the Belgian Company Code, specifically referring to the law of 31 July 2017 with respect to the change of Section 176 of the law of 21 March 1991 which states that no provision should be created for risks and charges related to disponibility and leave preceding the legal pension of the employees of Belgocontrol. > The appropriation of the results proposed to the general meeting complies with the relevant requirements of the law and the Company s articles of association. > There are no transactions undertaken or decisions taken in breach of the law of 21 March 1991, the articles of association or of the management contract of the autonomous public company that we have to report to you. Brussels, April 26, 2018 The Board of Auditors, The members of the Institute of Company Auditors The Court of Audit represented by ANNUAL REPORT Ernst & Young Bedrijfsrevisoren BCVBA Statutory auditor Represented by Marleen Mannekens Partner* Chair of the Board of Auditors *Acting on behalf of a BVBA/SPRL Jean-Michel Haegeman Statutory auditor Jean-Michel Haegeman Partner Philippe Roland Senior President of the Court of Audit Hilde François President of the Court of Audit

49 REPORT OF THE BOARD OF AUDITORS 47

50 ANNUEL REPORT 2017 ANNUAL ACCOUNTS 2017 ANNUAL REPORT 2017 BALANCE SHEET AFTER APPROPRIATION ASSETS Codes 31/12/2017 in 31/12/2016 in Formation expenses 20 FIXED ASSETS 21/28 102,465, ,656, Intangible fixed assets , , Tangible fixed assets 22/27 102,184, ,406, Land and buildings 22 64,239, ,424, Plant. machinery and equipment 23 23,380, ,440, Furniture and vehicles 24 2,167, ,341, Leasing and other similar rights 25 Other tangible fixed assets 26 Assets under construction and advance payments 27 12,397, ,199, Financial fixed assets 28 33, , Affiliated enterprises 280/1 Participating interests 280 Amounts receivable 281 Enterprises linked by participating interests 282/3 Participating interests 282 Amounts receivable 283 Other financial assets 284/8 33, , Shares 284 Amounts receivable and cash guarantees 285/8 33, , CURRENT ASSETS 29/58 170,068, ,693, Amounts receivable after one year 29 Trade debtors 290 Other amounts receivable 291 Stocks and contracts in progress 3 Stocks 30/36 Raw materials and consumables 30/31 Work in progress 32 Finished goods 33 Goods purchased for resale 34 Immovable property intended for sale 35 Advance payments 36 Contracts in progress 37 Amounts receivable within one year 40/41 37,950, ,765, Trade debtors 40 11,846, ,791, Other amounts receivable 41 26,104, ,974, Current investments 50/53 75,000, ,000, Portfolio for investment 50 Other investments and deposits 51/53 75,000, ,000, Cash at bank and in hand 54/58 38,706, ,746, Deferred charges and accrued income 490/1 18,411, ,181, TOTAL ASSETS 20/58 272,533, ,350,

51 EQUITY AND LIABILITIES Codes 31/12/2017 in 31/12/2016 in EQUITY 10/15 212,524, ,957, Capital ,000, ,000, Issued capital ,000, ,000, Uncalled capital 101 Share premium account 11 Revaluation surpluses 12 Reserves 13 51,722, ,722, Legal reserve 130 2,935, ,935, Reserves not available for distribution 131 In respect of own shares held 1310 Other 1311 Reserves 132 Reserves available for distribution ,787, ,787, Accumulated profits (losses) (+)/(-) 14 13,732, ,765, Investment grants 15 2,069, Advance to associates on the sharing out of net assets 19 PROVISIONS AND DEFERRED TAXES 16 17,004, ,036, Provisions for liabilities and charges 160/5 17,004, ,036, Pensions and similar obligations 160 2,460, ,706, Taxation 161 Major repairs and maintenance ,983, ,038, Environnemental obligations 164 Other liabilities and charges 164/5 3,561, ,291, Deferred taxes 168 LIABILITIES 17/49 43,004, ,355, Amounts payable after one year , , Financial debts 170/4 Subordinated loans 170 Unsubordinated loans 171 Leasing and other similar obligations 172 Credit institutions 173 Other loans 174 Trade debts 175 Suppliers 1750 Bills of exchange payable 1751 Advances received on contracts in progress 176 Other amounts payable 178/9 642, , Amounts payable within one year 42/48 36,298, ,329, Current portion of amounts payable after one year 42 Financial debts 43 Credit institutions 430/8 Other loans 439 Trade debts 44 15,168, ,694, Suppliers 440/4 15,168, ,694, Bills of exchange payable 441 Advances received on contracts in progress 46 Taxes, remuneration and social security 45 21,129, ,635, Taxes 450/3 1,103, ,565, Remuneration and social security 454/9 20,026, ,070, Other amounts payable 47/48 341, Accrued charges and deferred income 492/3 6,063, ,440, TOTAL LIABILITIES 10/49 272,533, ,350, ANNUAL ACCOUNTS

52 PROFIT AND LOSS ACCOUNT Codes 31/12/2017 in 31/12/2016 in Operating income 70/76A 236,520, ,043, Turnover ,766, ,038, Increase (Decrease) in stocks of fabrication, finished goods, work in progress and in contracts (+)/(-) 71 in progress Fixed assets - own construction 72 Other operating income 74 1,452, ,605, Extraordinary income 76A 301, , Operating charges 60/66A 214,126, ,745, Raw materials, consumables and goods for resale 60 Purchases 600/8 Decrease (increase) in stocks (+)/(-) 609 Services and other goods 61 74,073, ,330, Remuneration, social security costs and pensions (+)/(-) ,612, ,057, Depreciation and other amounts written off formation expenses and intangible and tangible ,120, ,004, fixed assets Amounts written off stocks, contracts in progress and trade debtors - Increase (decrease) (+)/(-) 631/4 362, , Provisions for risks and charges - Appropriations (Utilization and write-back ) (+)/(-) 635/7 967, , Other operating charges 640/8 735, ,886, Operating charges capitalized as restructuring costs (-) 649 Extraordinary charges 66A 253, , Operating profit (loss) (+)/(-) ,394, ,298, Financial income 75/76B 141, , Recurring financial income , , Income from financial fixed assets 750 Income from current assets Other financial income 752/9 141, , Non-recurring financial income 76B Financial charges 65/66B 38, , Recurring financial charges 65 38, , Interest and other debt charges , Amounts written off current assets other than stocks, contracts in progress and trade debtors (+)/(-) 651 Other financial charges 652/9 23, , Non-recurring financial charges 66B Profit (Loss) of the financial year before taxes (+)/(-) ,497, ,404, Transfer from deferred taxes 780 Transfer to deferred taxes 680 Income taxes (+)/(-) 67/77 Taxes 670/3 Adjustment of income taxes and write-back of 77 tax provisions Profit (Loss) for the financial year (+)/(-) ,497, ,404, Transfer from reserves 789 Transfer to reserves 689 Profit (Loss) for the year available for appropriation (+)/(-) ,497, ,404, ANNUAL REPORT

53 APPROPRIATION ACCOUNT Codes 31/12/2017 in 31/12/2016 in Profit (Loss) to be appropriated (+)/(-) ,732, ,765, Profit (Loss) for the year available for appropriation (+)/(-) (9905) 22,497, ,404, Profit (Loss) brought forward (+)/(-) 14P -8,765, ,169, Transfers from capital and reserves 791/2 from capital and share premium account 791 from reserves 792 Transfers to capital and reserves 691/2 to capital and share premium account 691 to the legal reserve 6920 to other reserves 6921 Profit (Loss) to be carried forward (+)/(-) (14) 13,732, ,765, Shareholders contribution in respect of losses 794 Profit to be distributed 694/6 Dividends 694 Directors' or managers' entitlements 695 Other beneficiaries 696 ANNUAL ACCOUNTS

54 ANNUEL REPORT 2017 SUMMARY OF THE VALUATION RULES ASSETS FORMATION EXPENSES The formation expenses and initial costs of establishment are immediately booked during the financial year in which they were incurred. The restructuring expenses are capitalized when they consist of clearly defined expenses that are linked to a drastic change in the structure or the organization of the company and when these expenses have a permanent and favourable impact on the profitability of the company. These expenses are amortized in annual instalments of 20%. INTANGIBLE FIXED ASSETS The royalties for patents and licences are booked in this section and are subject to a linear amortization percentage of 20% a year. to their specific account), or on the date of the delivery of the goods. In exceptional circumstances, Belgocontrol can provide for amortization on tangible assets under construction when the putting into service takes place before the provisional acceptance; in such a case, the actual date of putting into service is taken into account. FINANCIAL FIXED ASSETS Affiliated enterprises The financial fixed assets are booked on the assets side of the balance sheet at their purchase value. At the end of each financial year, the valuation is revised in accordance with the situation, profitability or prospects of the company in which the participation is held. Studies, on the other hand, are immediately booked under Services and other goods (applied from the year 2000 onwards). Amounts written off are booked for the financial fixed assets for which a durable capital loss is determined or for which the repayment, as a whole or partly, is insecure or in danger. TANGIBLE ASSETS The tangible assets are booked under the assets of the balance sheet at their purchase value, including the extra costs which, for major projects, comprise the non-recoverable taxes and transport charges, as well as the fees for architects and engineering firms (with regard to stability, special techniques, safety and control). Write-backs of the amounts written off is carried out to an amount of the said amounts written off if, later on, a durable capital gain is determined. When the estimated value is higher than the value of the booked item, in principle, no changes are made to the accounting value. ANNUAL REPORT Amortization is calculated per month in a linear way, according to the percentages mentioned in the amortization table, while the month of coming into service corresponds to the first monthly amortization instalment. The fixed assets are considered as operational either on the date of the report of the provisional acceptance (on that date, they can be removed from the section Tangible assets under construction under which they were registered, and booked AMOUNTS RECEIVABLE AFTER ONE YEAR The amounts receivable are booked at their nominal value or their purchase value. A write-off is carried out when the realisation value on the closing date is lower than the accounting value - provided that this constitutes a durable capital loss - or when the refunding upon maturity, as a whole or partly, is insecure or in danger.

55 The valuation rules concerning currencies are applicable to this. STOCKS The purchased goods represent a relatively insignificant amount compared to the total of the section Operating charges. They are allocated to the section Services and other goods and consequently they are booked completely at the time of delivery. AMOUNTS RECEIVABLE WITHIN ONE YEAR The amounts receivable are booked at their nominal value or their purchase value and are subject to the same valuation rules as the amounts receivable after one year. CURRENT INVESTMENTS > The investments on time-deposit accounts are booked at their purchase value; > The investments in transferable securities are rated at the market value, which measures in a useful way the yield of the investment for the covered period on the date of the report; > The instruments that have a fixed amount payable at maturity, and which are not marketable on the market, are valued as if they had a constant yield level until their due date. DEFERRED CHARGES AND ACCRUED INCOME This section comprises: > Costs to be carried forward, i.e. the pro rata of costs that were incurred during the financial year or the previous financial year, but which have to be booked to one or more subsequent financial years; > Acquired profits, i.e. the pro rata of profits that are collected only in the course of a subsequent financial year, but which refer to the past financial year. LIABILITIES PROVISIONS FOR LIABILITIES AND CHARGES At the end of every financial year, the Board of Directors investigates with care, sincerity and in good faith, the provisions that have to be made in order to cover the provisions for liabilities and charges to be expected, i.e.: > Charges inherent to major repairs and maintenance; > Risks that resulted in the course of the financial year from clearly described future losses and charges; > Losses or charges of a clearly defined nature, incurred during the financial year, but of which the amount is not yet determined; > The obligations resulting from individual agreements concluded with members of staff, having a final character and that have materialised as agreements concluded within the framework of restructuring measures. > The risk of losses because Belgocontrol is committed to a performance plan that sets the tariffs for en-route activity for a certain reference period for the cost-efficiency part. Based on yearly updates of the traffic evolution prospects we calculate the losses that we will suffer due to the traffic risk for the remaining years of the reference period and that are our responsibility. The provisions built up during the previous financial years are to be reviewed and written-back if they are no longer wholly or partially necessary. AMOUNTS PAYABLE AFTER ONE YEAR AND PAYABLE WITHIN ONE YEAR These amounts are recorded at their nominal par value. The salaries and social security expenses are valued according to the current social and fiscal legislation and in line with the agreements concluded with the employees unions. The valuation rules concerning currencies are applicable to this. ACCRUED CHARGES AND DEFERRED INCOME The section contains: > The imputable costs, i.e. the pro rata of charges that will only be paid in a future financial year, but which refer to the previous financial year; > The deferred income, i.e. the pro rata of income that has been collected in the course of the financial year or a previous year, but which refer wholly or partly to a future financial year. VARIABLES GENERAL PRINCIPLES APPLICABLE TO THE VALUATION OF THE ASSETS AND LIABILITIES THAT ARE EXPRESSED IN CURRENCY The transactions in foreign currency are converted into Euro at the rate of exchange the day of the transaction. At the end of the financial year, the assets (intangible, tangible or financial) as well as the other assets and liabilities for the part of the balance of those accounts expressed or originally in currencies, are converted to the rate of exchange applicable at the time of their entry. Note: C OPERATING RESULTS - PENSIONS In application of article 85, paragraph 2 of the RD of 30 January 2001, we have adapted the section «Staff Costs Retirement SUMMARY OF THE VALUATION RULES 53

56 and Survivor s Pensions» in note C to the specific features of our company. This section contains the contribution of 35% paid to the State, in accordance with the current value of the acquired and future retirement pension rights of the active staff members. Additional mentions to NOTE C AND TO THE SOCIAL ACCOUNTING C.6. WORKERS FOR WHOM THE COMPANY INTRO- DUCED A DIMONA DECLARATION OR WHO WERE ENTERED IN THE GENERAL PERSONNEL REGISTER Belgocontrol has introduced a DIMONA declaration for its statutory workers who are not bound by an employment contract (which means that the Employment Contracts Act is not applicable); they have been mentioned in the social balance sheet of permanent workers since the creation of Belgocontrol. Since the creation of Belgocontrol the costs of the air traffic controllers non-active status have been entered under personnel costs at the time of payment of this compensation (consistent financial reporting framework). In accordance with European regulations applicable to the charging of air navigation services, these end-of-career costs are financed simultaneously by charging customers. In application of the matching concept in accounting, there is a consistency between the costs (compensation paid to the air traffic controllers) and the revenues (charging the compensation back to the customers). The law of 31 July 2017 amending Article 176 of the law of 21 March 1991 confirms that Belgocontrol does not have to make provision for obligations in respect of risks and charges for the non-active status and pre-pension leave of its staff. NOTE ON THE END-OF-CAREER COSTS OF AIR TRAFFIC CONTROLLERS Framework In Belgium, just like in many other European countries, air traffic controllers are subject to a long-standing system whereby they acquire a non-active status a number of years before their pension. As part of this system, they receive a significant part of their salary without any performances in return. They remain however at the disposal of Belgocontrol. The cost of this system is borne by the company, which adds it to the cost base it charges to its customers. ANNUAL REPORT

57 SUMMARY OF THE VALUATION RULES 55

58 ANNUEL REPORT 2017 GLOSSARY FABEC FIR FOCS FRA FUA Functional Airspace Block Europe Central Flight Information Region Flow Optimisation Concept Scenario Free Route Airspace Flexible Use of Airspace ACC AIM AIP AIS AMC AMS ANA LUX ANSP AOC APP A-SMGCS ASB ASM ATC ATCO ATFCM/ ATFM ATM ATS ATSEP Area Control Centre Aeronautical Information Management Aeronautical Information Publication Aeronautical Information Service Airspace Management Cell Airport Movement System Administration de la Navigation Aérienne Luxembourg Air Navigation Service Provider Airline Operators Committee Approach Control Advanced Surface Movement Guidance and Control System ANSP Strategic Board Management / Airspace Management Air Traffic Control Air Traffic Control Officer Air Traffic Flow and Capacity Air Traffic Flow Management Air Traffic Management Air Traffic Services Air Traffic Safety Electronics Personnel BAR Board of Airlines Representatives BCAA Belgian Civil Aviation Authority BSA-ANS Belgian Supervisory Authority Air Navigation Services B3 Consortium with 3 partners: Belgocontrol, Brussels Airlines and Brussels Airport Company GCD ICAO IFR ILS INEA IRM KEA KPI LARA LoA LVNL Mode S MTOW MUAC OECD ONSS OSU Great Circle Distance International Civil Aviation Organisation Instrument Flight Rules Instrument Landing System Innovation & Networks Executive Agency Institut Royal Météorologique Key Performance Environment Indicator based on Actual trajectory Key Performance Indicator Local And sub-regional Airspace management support system Letter of Agreement Luchtverkeersleiding Nederland Mode Select Maximum Take-Off Weight Maastricht Upper Area Control Centre Organization for Economic Cooperation and Development Office national de Sécurité sociale Operational Safety Unit ANNUAL REPORT 2017 CANAC 2 Computer Assisted National Air Traffic Control Centre 2 CANSO Civil Air Navigation Services Organisation CBA Cost Benefit Analysis CBA Land Cross-Border Area Land CCO Continous Climb Operation CDM Collaborative Decision Making CDO Continuous Descent Operations CFMU Central Flow Management Unit CNS Communication, Navigation, Surveillance CRSTMP ATC Capacity, ATC Routing, ATC Staffing, ATC Equipment, Airspace Management, Special Events DFS DGCA DGO DGS DGTA DUC EAPPRI EASA EBAW EBBR EBCI EBLG EBOS EoSM Deutsche Flugsicherung Directorate-General Civil Aviation Directorate General Operations Directorate General Systems Direction Générale Transport Aérien Determined Unit Cost European Action Plan for the Prevention of Runway Incursions European Aviation Safety Agency Internationale Luchthaven Antwerpen Brussels Airport Charleroi Airport Brussels South Liege Airport Aéroport d Ostende Effectiveness of Safety Management PCP PMO R.A. RAT RNP RWY SAAM SAT SC SCG SDA SDAD SDM SES SES I SES II SESAR SESAR JU SLA SMS SMU SOWAER SRO TCAS TEN -T TWR Pilot Common Project Program Management Office Royal Decree Risk Analysis Tool Required Navigation Performance Runway System for traffic Assignment and Analysis at Macroscopic level Site Acceptance Test Standing Committee SESAR Coordination Group SESAR Deployment Alliance SESAR Deployment Airport Group SESAR Deployment Manager Single European Sky Single European Sky Package I Single European Sky Package II Single European Sky ATM Research Single European Sky ATM Research Joint Undertaking Service Level Agreement Safety Management System Safety Management Unit Société Wallonne des Aéroports Safety Related Occurrence Traffic alert and Collision Avoidance System Trans-European Transport Network Tower 56 FAB Functional Airspace Block VFR Visual Flight Rules

59 Belgocontrol Main operating office: Tervuursesteenweg 303 B-1820 Steenokkerzeel Tel Fax belgocontrol.be Head office: Square de Meeûs 35 B-1000 Brussels Photography Jean-Michel Byl Jean-Luc Deru Branislav Milic François de Ribaucourt istock Shutterstock Thinkstock Realisation The Crew thecrewcommunication.com Printing Snel

60 belgocontrol.be member of FABEC