Ace2012 Benchmarking Report

ATM Cost-Eectiveness (ACE) 2012 Benchmarking Report with 2013-2017 outlook
EUROCONTROL
REPORT COMMISSIONED BY THE PERFORMANCE REVIEW COMMISSION
ATM Cost-Eectiveness (ACE)

2012 Benchmarking Report
with 2013-2017 outlook
Prepared by the Performance Review Unit (PRU)

with the ACE Working Group
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BACKGROUND
This report has been commissioned by the Performance Review Commission (PRC).
The PRC was established in 1998 by the Permanent Commission of EUROCONTROL, in accordance with the ECAC Institutional
Strategy (1997).
One objective in this Strategy is to introduce strong, transparent and independent performance review and target setting to facilitate
more eective management of the European ATM system, encourage mutual accountability for system performance and provide a better
basis for investment analyses and, with reference to existing practice, provide guidelines to States on economic regulation to assist them
in carrying out their responsibilities.
The PRCs website address is http://www.eurocontrol.int/prc
In September 2010, EUROCONTROL accepted the designation by the European Commission as the SES Performance Review Body
(PRB) acting through its Performance Review Commission supported by the Performance Review Unit.
NOTICE
The Performance Review Unit (PRU) has made every eort to ensure that the information and analysis contained in this document
are as accurate and complete as possible. Should you find any errors or inconsistencies we would be grateful if you could please
bring them to the PRUs attention.
The PRUs e-mail address is pru@eurocontrol.int
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Reportcommissionedbythe
PerformanceReviewCommission
ATMCostEffectiveness(ACE)
2012BenchmarkingReportwith2013
2017outlook
PreparedbythePerformanceReviewUnit(PRU)
withtheACE2012WorkingGroup
FinalReport
May2014
BACKGROUND
ThisReporthasbeencommissionedbythePerformanceReviewCommission(PRC).
ThePRC wasestablishedin1998bythePermanentCommission ofEUROCONTROL,inaccordancewiththe ECACInstitutionalStrategy
(1997).
OneobjectiveinthisStrategyis"tointroducestrong,transparentandindependentperformancereviewandtargetsettingtofacilitate
moreeffectivemanagementoftheEuropeanATMsystem,encouragemutualaccountabilityforsystemperformanceandprovideabetter
basisforinvestmentanalysesand,withreferencetoexistingpractice,provideguidelinestoStatesoneconomicregulationtoassistthem
incarryingouttheirresponsibilities."
InSeptember2010,EUROCONTROLacceptedthedesignationbytheEuropeanCommissionastheSESPerformanceReviewBodyacting
throughitsPerformanceReviewCommissionsupportedbythePerformanceReviewUnit.
ThePRCswebsiteaddressishttp://www.eurocontrol.int/prc
NOTICE
ThePerformanceReviewUnit(PRU)hasmadeeveryefforttoensurethattheinformationandanalysiscontainedinthisdocumentareas
accurateandcompleteaspossible.Shouldyoufindanyerrorsorinconsistencieswewouldbegratefulifyoucouldpleasebringthemto
thePRUsattention.
ThePRUsemailaddressispru@eurocontrol.int
COPYRIGHTNOTICEANDDISCLAIMER
EuropeanOrganisationfortheSafetyofAirNavigation(EUROCONTROL)
EUROCONTROL,96,ruedelaFuse,B1130Brussels,Belgium
http://www.eurocontrol.int
Thisdocumentispublishedintheinterestoftheexchangeofinformationandmaybecopiedinwholeorinpart
providingthatthecopyrightnoticeanddisclaimerareincluded.Theinformationcontainedinthisdocumentmay
notbemodifiedwithoutpriorwrittenpermissionfromthePerformanceReviewUnit.
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nowarranty,eitherimpliedorexpress,fortheinformationcontainedinthisdocument,neitherdoesitassumeany
legalliabilityorresponsibilityfortheaccuracy,completenessorusefulnessofthisinformation.
ACE2012BenchmarkingReportwith20132017outlook
DOCUMENTIDENTIFICATIONSHEET
DOCUMENTDESCRIPTION
DocumentTitle
ATMCostEffectiveness(ACE)2012 BenchmarkingReport
with20132017outlook
DOCUMENTREFERENCE
EDITION:
ACE2012
Finalreport
EDITIONDATE:
May2014
Abstract
This report is the twelfth in a series of annual reports based on mandatory information disclosure provided by 37 Air
NavigationServicesProviders(ANSPs)totheEUROCONTROLPerformanceReviewCommission(PRC).Thisreportcomprises
factualdataandanalysisoncosteffectivenessandproductivity for37ANSPsfortheyear2012,includinghighleveltrend
analysis for the years 20092012. The scope of the report is both enroute and terminal navigation services (i.e. gateto
gate).ThemainfocusisontheATM/CNSprovisioncostsasthesecostsareunderthedirectcontrolandresponsibilityofthe
ANSP. Costs borne by airspace users for less than optimal quality of service are also considered. The report describes a
performance framework for the analysis of costeffectiveness. The framework highlights 3 key performance drivers
contributing to costeffectiveness (productivity, employment costs and support costs). The report also analyses forward
looking information for the years 20132017, inferring on future financial costeffectiveness performance at system level,
anddisplaysinformationonfuturecapitalexpenditures.
Keywords
EUROCONTROL Performance Review Commission Economic information disclosure Benchmarking Target setting
Exogenous factors Complexity metrics ATM/CNS costeffectiveness comparisons European Air Navigation Services
Providers(ANSPs)FunctionalAirspaceBlocks(FABs)GatetogateEnrouteandTerminalANSInputsandoutputsmetrics
PerformanceframeworkQualityofservice2012dataTrafficdownturnFactualanalysisHistorictrendanalysisCosts
driversProductivityEmploymentcostsSupportcostsAreaControlCentres(ACCs)productivitycomparisonsCurrent
andfuturecapitalexpendituresATMsystemsFiveyearsforwardlookingtrendanalysis(20132017).
CONTACT:
PerformanceReviewUnit,EUROCONTROL,96RuedelaFuse,B1130Brussels,Belgium.
Tel:+3227293956,email:pru@eurocontrol.inthttp://www.eurocontrol.int/articles/performance
reviewcommission
DOCUMENTINFORMATION
TYPE
PerformanceReviewReport
ReportcommissionedbythePRC
PRUTechnicalNote
STATUS
Draft
ProposedIssue
ReleasedIssue
DISTRIBUTION
GeneralPublic
EUROCONTROLOrganisation
Restricted
TABLEOFCONTENTS
READERSGUIDE....................................................................................................................................I
EXECUTIVESUMMARY..........................................................................................................................II
1
INTRODUCTION............................................................................................................................1
1.1
Organisationofthereport............................................................................................................1
1.2
OverviewofparticipatingANSPs..................................................................................................2
1.3
Datasubmission............................................................................................................................3
1.4
Dataanalysis,processingandreporting.......................................................................................4
1.5
ANSPsAnnualReports.................................................................................................................5
1.6
ANSPbenchmarkingandtheSESPerformanceScheme..............................................................7
PARTI:PANEUROPEANSYSTEMCOSTEFFECTIVENESSPERFORMANCEIN2012ANDOUTLOOKFOR
20132017.............................................................................................................................................9
2
PANEUROPEANSYSTEMCOSTEFFECTIVENESSPERFORMANCEIN2012WITH20132017
OUTLOOK............................................................................................................................................11
PARTII:COSTEFFECTIVENESSPERFORMANCEFOCUSATANSPLEVEL.................................................37
3
FOCUSONANSPSINDIVIDUALCOSTEFFECTIVENESSPERFORMANCE.........................................39
3.1
Objectiveofthischapter.................................................................................................................39
3.2
Historicaldevelopmentofcosteffectivenessperformance,20092012........................................39
3.3
ANSPscosteffectivenesswithinthecomparatorgroup,20092012............................................40
3.4
Historicalandforwardlookinginformationoncapitalinvestmentprojects..................................41
3.5
CosteffectivenessperformancefocusatANSPlevel.....................................................................42
ANNEX1STATUSOFANSPSYEAR2012ANNUALREPORTS...............................................................119
ANNEX2PERFORMANCEINDICATORSUSEDFORTHECOMPARISONOFANSPS................................121
ANNEX3PERFORMANCERATIOS.....................................................................................................123
ANNEX4TRAFFICCOMPLEXITYANDTRAFFICVARIABILITYINDICATORS...........................................125
ANNEX5COSTOFCAPITALREPORTEDBYANSPS.............................................................................129
ANNEX6EXCHANGERATES,INFLATIONRATESANDPURCHASINGPOWERPARITIES(PPPS)2012DATA
..........................................................................................................................................................131
ANNEX7KEYDATA..........................................................................................................................133
ANNEX8PERFORMANCEINDICATORSATFABLEVEL........................................................................141
ANNEX9INDIVIDUALANSPFACTSHEETS........................................................................................143
GLOSSARY..........................................................................................................................................183
TABLES
Table1.1:StatesandANSPsparticipatinginACE2012......................................................................................3
Table1.2:IFRSreportingstatus..........................................................................................................................6
Table2.1:Keysystemdatafor2011and2012,realterms..............................................................................11
Table2.2:ComparisonofATM/CNSprovisioncostsandcompositeflighthoursatsystemlevel(figures
providedinNov.2011versusactualdata)(2012).................................................................................19
Table3.1:ANSPscomparatorgroups...............................................................................................................41
Annex1Table0.1:StatusonANSPs2012AnnualReports.........................................................................119
Annex2Table0.1:Economiccosteffectivenessindicator,2012................................................................122
Annex3Table0.1:Thecomponentsofgatetogatecosteffectiveness,2012...........................................123
Annex4Table0.1:TrafficcomplexityindicatorsatANSPlevel,2012.........................................................125
Annex4Table0.2:TrafficcomplexityindicatorsatACClevel,2012............................................................126
Annex4Table0.3:TrafficvariabilityindicatorsatANSPlevel,2012...........................................................127
Annex5Table0.1:CommentsoncostofcapitalreportedbyANSPs,2012................................................130
Annex6Table0.1:2012Exchangerates,inflationratesandPPPsdata......................................................131
Annex7Table0.1:BreakdownoftotalANSrevenues(enroute,terminalandgatetogate),2012..........133
Annex7Table0.2:BreakdownoftotalANScosts(enroute,terminalandgatetogate),2012.................134
Annex7Table0.3:BreakdownofATM/CNSprovisioncosts(enroute,terminalandgatetogate),2012 135
Annex7Table0.4:BalanceSheetdataatANSPlevel,2012........................................................................136
Annex7Table0.5:TotalstaffandATCOsinOPSdata,2012.......................................................................137
Annex7Table0.6:Operationaldata(ANSPandStatelevel),2012.............................................................138
Annex7Table0.7:OperationaldataatACClevel,2012..............................................................................139
Annex8Table0.1:BreakdownofcosteffectivenessatFABlevel,2012.....................................................141
FIGURES
Figure0.1:HighleveltimeframeforRP2Unionwidetargetsettingprocess....................................................ii
Figure0.2:Changesinuniteconomiccosts,20092012(realterms)................................................................iii
Figure0.3:ChangesinATM/CNSprovisioncostsandtrafficvolumes,20112012(realterms)........................iv
Figure0.4:Changesinthefinancialcosteffectivenessindicator,20112012(realterms)...............................iv
Figure0.5:ForwardlookingcosteffectivenessatEuropeansystemlevel(20122017,realterms).................v
Figure0.6:ForwardlookingcapitalexpendituresatPanEuropeansystemlevel(20092016,realterms)......v
Figure1.1:Progresswithsubmissionof2012data............................................................................................4
Figure1.2:Dataanalysis,processingandreporting...........................................................................................5
Figure1.3:Statusof2012AnnualReports.........................................................................................................6
Figure1.4:HighleveltimeframeforRP2Unionwidetargetsettingprocess....................................................7
Figure2.1:BreakdownofATM/CNSprovisioncosts,2012..............................................................................12
Figure2.2:ExogenousfactorsmeasuredbythePRU,2012.............................................................................12
Figure2.3:DistributionofATM/CNSprovisioncostsin2012..........................................................................13
Figure2.4:Changesinuniteconomiccosts,20092012(realterms)..............................................................14
Figure2.5:ChangesineconomiccosteffectivenessbyANSP,20092012(realterms)...................................15
Figure2.6:ATM/CNSprovisioncostspercompositeflighthour,2012...........................................................16
Figure2.7:AdjustmentofthefinancialcosteffectivenessindicatorforANSPsoperatingintheFourStates
airspace,2012..........................................................................................................................................17
Figure2.8:ChangesinATM/CNSprovisioncostsandtrafficvolumes,20112012(realterms)......................18
Figure2.9:Comparisonof2012actualATM/CNSprovisioncostsandtrafficwithACE2010plans(realterms)
.................................................................................................................................................................20
Figure2.10:ACEperformanceframework,2012.............................................................................................21
Figure2.11:Changesinthefinancialcosteffectivenessindicator,20112012(realterms)...........................21
Figure2.12:ChangesinATCOhourproductivity,20092012..........................................................................22
Figure2.13:ChangesinaverageATCOhoursonduty,20092012..................................................................22
Figure2.14:AnnualchangesinATCOhourproductivity,compositeflighthoursandATCOhoursonduty,
20112012................................................................................................................................................23
Figure2.15:ATCOhourproductivity(gatetogate),2012..............................................................................24
Figure2.16:SummaryofproductivityresultsatACClevel,2012....................................................................25
Figure2.17:ACCsectorproductivityandstaffingpersector,2012.................................................................26
Figure2.18:ChangesinATCOemploymentcostsperATCOhour,20092012(realterms)............................27
Figure2.19:ATCOemploymentcostsperATCOhour(gatetogate),2012....................................................28
Figure2.20:EmploymentcostsperATCOhourwithandwithoutPPPs,2012................................................29
Figure2.21:ConvergenceinATCOemploymentcostsforANSPsoperatinginEasternandWesternEuropean
countries,20092012(realterms)...........................................................................................................29
Figure2.22:Changesinsupportcostspercompositeflighthour,20092012(realterms).............................30
Figure2.23:Frameworkforsupportcostsanalysis,2012................................................................................30
Figure2.24:Changesinthecomponentsofsupportcosts,20112012(realterms).......................................31
Figure2.25:Differencebetweenactualandplannedcapexfor2012(realterms)..........................................32
Figure2.26:SupportcostspercompositeflighthouratANSPlevel,2012......................................................33
Figure2.27:SupportcostspercompositeflighthouratFABlevel,2012........................................................34
Figure2.28:ForwardlookingcosteffectivenessatEuropeansystemlevel(20122017,realterms).............35
Figure2.29:ForwardlookingcapitalexpendituresatPanEuropeansystemlevel(20092016,realterms)..35
READERSGUIDE
Thistableindicateswhichchaptersofthereportarelikelytobeofmostinteresttoparticularreadersand
stakeholders.
Executivesummary
All stakeholders with an interest in ATM who want to know what

thisreportisabout,orwantanoverviewofthemainfindings.
Chapter1:
Thosewantingashortoverviewofthestructureofthereport,the
list of participating ANSPs, and the process to analyse the data
comprisedinthisreport.
Introduction
PartI:PanEuropeansystemcosteffectivenessperformancein2012andoutlookfor20132017
Chapter2:
PanEuropean system cost
effectiveness performance in
2012with20132017outlook
Allthosewhoareinterestedinahighlevelanalysisofeconomicand
financial costeffectiveness performance in 2012 at PanEuropean
systemandANSPlevel.Thischapteralsoincludesatrendanalysisof
ATM/CNS costeffectiveness performance over the 20092012
period,andananalysisfocusingonitsthreemaineconomicdrivers
(productivity,employmentcostsandsupportcosts).
Finally, this chapter comprises a forwardlooking analysis of
ATM/CNSperformanceoverthe20132017period,includingcapital
investmentprojections.
This chapter is particularly relevant to ANSPs management,
regulators and NSAs in order to identify best practices, areas for
improvement, and to understand how costeffectiveness
performancehasevolvedovertime.
PartII:CosteffectivenessperformancefocusatANSPlevel
Chapter3:
FocusonANSPsindividualcost
effectivenessperformance
All those who are interested in obtaining an independent and

comparableanalysisofindividualANSPhistoricperformance(2009
2012)intermsofeconomicandfinancialcosteffectiveness.
This chapter is particularly relevant to ANSPs management,
airspace users, regulators and NSAs in order to identify how cost
effectiveness performance has evolved and which have been the
sourcesofimprovement.Thischapteralsoincludesinformationon
ANSPshistoricandplannedcapitalinvestments.
ThischaptershouldprovideusefulinsightsandinformationtoNSAs
forthedrawingupofRP2performanceplansduringthefirsthalfof
2014. Inparticular, it includes a benchmarking analysis of financial
costeffectivenesswithasetofcomparatorsforeachANSP.
Annexes:
Withaviewtoincreasetransparency,thisreportcomprisesseveral
annexesincludingthedatausedinthereport.
Readersguide
EXECUTIVESUMMARY
ThisATMCostEffectiveness(ACE)2012BenchmarkingReport,thetwelfthintheseries,presentsa
reviewandcomparisonofATMcosteffectivenessfor37AirNavigationServiceProviders(ANSPs)
in Europe. The ACE benchmarking work is carried out by the Performance Review Commission
(PRC)supportedbythePerformanceReviewUnit(PRU)andisbasedoninformationprovidedby
ANSPs in compliance with Decision No. 88 of the Permanent Commission of EUROCONTROL on
economic information disclosure and in the context of Annex IV 2.1(a) of EC Regulation
N691/2010(PerformanceScheme)recentlyamendedbyECRegulationN390/2013.
The data processing, analysis and reporting were conducted with the assistance of the ACE
Working Group, which comprises representatives from participating ANSPs, airspace users,
regulatoryauthoritiesandthePerformanceReviewUnit(PRU).Thisenabledparticipantstoshare
experiences and gain an improved common understanding of underlying assumptions and
limitationsofthedata.
ACE 2012 presents information on performance indicators relating to costeffectiveness and
productivity for the year 2012, and how they changed over time (20092012). It examines both
individual ANSPs and the PanEuropean ATM/CNS system as a whole. In addition, ACE 2012
analyses forwardlooking information covering the 20132017 period based on information
providedbyANSPsinNovember2013.
TheACEfactualandindependentbenchmarkinghassetthefoundationforanormativeanalysisto
quantifythepotentialscopeofcostefficiencyimprovementsforANSPs.TheACEdataanalysisand
thegatheringofintelligenceonANSPscostefficiencyperformancedirectlyfeedcoreprocesses
of the Single European Sky (SES) performance scheme. In September 2013, after an extensive
public consultation, the PRB published recommendations to the EC for the Unionwide targets
coveringRP2(20152019).ANSPbenchmarkingwasoneofthekeyevidencesusedtoassessthe
scopeforfutureperformanceimprovementsatUnionwidelevelandtobuilduptheproposalfor
thecostefficiencytargets.
Unionwide performance targets for RP2 were adopted during the Single Sky Committee adhoc
meeting held on the 4th February 2014. These targets imply a 3.3% annual decrease in the en
route Unionwide determined unit costs over 20152019. These targets were based on the
following assumptions: a planned decrease in enroute determined costs (2.1% p.a.) and an
expectedtrafficgrowth(intermsofserviceunits)of+1.2%p.a.between2014and2019.
Figure0.1:HighleveltimeframeforRP2Unionwidetargetsettingprocess
AsindicatedinFigure0.1above,NationalSupervisoryAuthorities(NSAs)willdrawupPerformance
PlansforRP2duringthefirsthalfof2014.Inthiscontext,theinformationdisclosedinPartIIofthe
Executivesummary
ii
ACE 2012 Benchmarking Report (already available in the first draft released in December 2013)
provided useful insight and information to interested parties, including the consultations of the
PerformancePlanwithairspaceuserswhicharetakingplacebetweenFebruaryandJune2014.
Another important milestone in the Unionwide costefficiency target setting process will be the
assessment of the Performance Plans for RP2 during the Summer 2014. The ACE 2012 data
analysiswillbeanimportantinputtobeconsideredinthiscontext.
ForANSPsoperatinginSESStates,theyear2012marksthestartofRP1andtheendofthefull
costrecovery mechanism for enroute ANS. Over RP1, SES States/ANSPs operate under the
determined costs method which comprises specific risksharing arrangements aiming at
incentivisingANSPseconomicperformance.ThePRBreleasedinSeptember2013areportonthe
monitoring of SES performance targets for the first year of RP1 (2012) based on information
provided in June 2013. This ACE 2012 Benchmarking Report complements the PRB monitoring
activity by providing a detailed benchmarking of costeffectiveness performance at ANSP level
including a trend analysis of three main economic drivers (productivity, employment costs and
supportcosts)overthe20092012period.
ThePRCintroducedinitsACEBenchmarkingReportstheconceptofeconomiccosteffectiveness
KPI. This indicator is defined as gatetogate ATM/CNS provision costs plus the costs of ground
ATFM delays for both enroute and airport, all expressed per composite flighthour (a metric
combiningenrouteflighthoursandairportmovements).Thiseconomicperformanceindicatoris
meanttocapturetradeoffsbetweenATCcapacityandcosts.
In 2012, ATM/CNS provision costs remained fairly constant (0.2%) while composite flighthours
decreasedby1.9%,resultinginanincreaseinunitATM/CNSprovisioncosts(+1.7%)comparedto
2011.Inthemeantime,forthesecondyearinarow,theunitcostsofATFMdelayssignificantlyfell
(39.3%)contributingtothesubstantialdecreaseinuniteconomiccostsobservedin2012(4.8%).
Asaresult,uniteconomiccostsamountedto492in2012.Thisislowerthanthelevelachieved
beforethefinancialcrisisandsubsequenteconomicrecession(i.e.uniteconomiccostsamounted
to544in2008).
percompositeflighthour(2012prices)
ATM/CNSprovisioncostspercompositeflighthour
600
UnitcostsofenrouteATFMdelays
UnitcostsofairportATFMdelays
ATM/CNSprovisioncosts
5.0%
10.1%
500
4.8%
Compositeflighthours
UnitcostsofATFMdelays
77.4%
40%
20%
400
+2.1%
+1.9% +3.9%
0%
300
0.2%
4.3%
200
20%
100
40%
200910
201011
37.6%
1.9%
201112
39.3%
0
2009
2010
2011
2012
Figure0.2:Changesinuniteconomiccosts,20092012(realterms)
ThechartontherighthandsideofFigure0.2showsthatafterareboundin2010(+2.1%)and2011
(+3.9%), traffic growth was negative in 2012 at PanEuropean system level (1.9%) mainly
reflectingtheuncertaintiesaffectingtheEuropeaneconomiesandtheEurozoneinparticular.
In2012,22outof37ANSPscouldreduceATM/CNSprovisioncostscomparedto2011.For18of
these ANSPs, the lower ATM/CNS costs were associated with a reduction in traffic volumes. In
most of the cases, the reduction in ATM/CNS provision costs could compensate for the fall in
trafficandthereforetheseANSPscouldavoidanincreaseinunitcosts.Atfacevalue,thisindicates
fortheseANSPsacertaindegreeofreactivityinadjustingcostsdownwardsinacontextoftraffic
decrease.
Executivesummary
iii
On the other hand, Figure 0.3 shows that between 2011 and 2012 ATM/CNS provision costs
increasedbymorethan+5.0%forsixANSPsincludingARMATS(+8.5%),DFS(+5.6%),LFV(+12.8%),
MoldATSA(+14.5%),MUAC(+6.4%)andROMATSA(+20.5%).Themaindriversforthesesubstantial
increasesinATM/CNSprovisioncostsareprovidedinPartIofthisreport.
ChangesinATM/CNSprovisioncosts(20112012)
25%
20%
IncreaseinunitATM/CNS
provisioncosts
ROMATSA
15%
MoldATSA
LFV
10%
ARMATS
MUAC
5%
LPS
DFS
Skyguide
OroNavigacija
DCACCyprus NATS(Continental)
CroatiaControl
Finavia
NAVIAIR
AustroControl DSNA
Belgocontrol
BULATSA
HCAA
Aena
ENAV
LVNL
SloveniaControl
ANSCR
LGS
HungaroControl
NAVPortugal(Continental)
NATAAlbania
0%
5%
SMATSA
10%
Avinor(Continental)
PANSA
EANS
DHMI
UkSATSE
IAA
MNAV
MATS
15%
DecreaseinunitATM/CNS
provisioncosts
20%
10%
5%
0%
5%
10%
15%
Changesincompositeflighthours(20112012)
Figure0.3:ChangesinATM/CNSprovisioncostsandtrafficvolumes,20112012(realterms)
Figure 0.4 shows that the increase in unit ATM/CNS provision costs observed at PanEuropean
systemlevelin2012(+1.7%)ispartlyduetothefactthatemploymentcostsperATCOhourrose
by +1.3% while ATCOhour productivity remained fairly constant (+0.3%). Overall, in 2012 Pan
European ANSPs could limit the impact of the traffic decrease on productivity through a more
effectiveuseofavailableATCcapacityandexistingresources.Inthemeantime,unitsupportcosts
roseby+2.0%mainlyreflectingthefactthatatPanEuropeansystemlevelsupportcostswerenot
adjusted downwards compared to 2011 (+0.1%) while the number of composite flighthours
reducedby1.9%.
Weight
30%
+1.3%
Increasein
unitATM/CNS
provisioncosts
20112012
+1.7%
Weight
70%
+2.0%
+1.0%
+0.3%
ATCOhour Employment
productivity costsper
ATCOhour
"Traffic
effect"
+0.1%
ATCO
employment
costsper
compositeflight
hour
Supportcostsper
compositeflight
hour
"Supportcosts
effect"
1.9%
Figure0.4:Changesinthefinancialcosteffectivenessindicator,20112012(realterms)
Executivesummary
iv
Gatetogate unit ATM/CNS provision

costs are then expected to increase in
2015(+0.8%)andtodecreasein2016(
1.9%) and 2017 (2.6%). Overall, unit
costsareplannedtodecreaseby0.8%
p.a.overthe20122017period.
ATM/CNSprovisioncostsindex
Compositeflighthoursindex
600
120
500
+2.8%
115
2.9%
+0.8%
1.9%
2.6%
400
110
300
105
200
100
100
95
Indexofcostsandtraffic
At European system level, after the

+1.7% increase in 2012, gatetogate
unit ATM/CNS provision costs are
plannedtofurtherriseby+2.8%in2013
andthentodecreaseby2.9%in2014.
Overall, gatetogate unit ATM/CNS
provision costs are expected to remain
fairlyconstantbetween2012and2014.
90
2012
2013P
2014P
2015P
2016P
2017P
Figure0.5:Forwardlookingcosteffectivenessat
Europeansystemlevel(20122017,realterms)
For most of the ANSPs, the planned enroute costs data reported in their ACE 2012 data
submission are based on the information provided in June 2013 in the context of the Enlarged
Committee for Route Charges. The enroute determined costs provided in the RP2 Performance
Plans which will be submitted end of June 2014 are likely to be based on different planning
assumptions.
In2012,ANSPscapitalexpendituresamountedtosome1075M.TherighthandsideofFigure0.6
comparesthecapexplannedinACE2011withtheplansprovidedinACE2012.Figure0.6shows
that 2012 actual capital expenditures are some 16% lower than planned in ACE 2011 for 2012.
This mainly reflects the postponement of noncrucial investment projects to future years, in
particular2015and2016.
1500
2.0
1%
1300
1%
4%
16%
3%
1.6
6%
+2%
1.2
900
+4%
600
0.8
300
0.4
0.0
2009
2010
Capex(M)
2011
2012
2013
Depreciation(M)
2014
2015
Gatetogatecapex(M)
+1%
+4% +23%
+2%
10%
Capextodepreciationratio
18%
1200
1400
2016
1200
3.5%
1100
1000
16.5%
9.2%
2012
2013P
+3.6%
+3.4%
900
800
700
600
Plannedcapex(ACE2011)
2014P
2015P
2016P
Figure0.6:ForwardlookingcapitalexpendituresatPanEuropeansystemlevel
(20092016,realterms)
Overall, the cumulative capex planned for the period 20132016amounts to some 4488M and
represents 50% of the 2012 total ANS revenues. A significant proportion of these investments
relatetomajorupgradesortothereplacementofexistingATMsystems.
Executivesummary
INTRODUCTION
TheAirTrafficManagementCostEffectiveness(ACE)2012BenchmarkingReportcommissionedby
EUROCONTROL'sindependentPerformanceReviewCommission(PRC)isthetwelfthinaseriesof
reports comparing the ATM costeffectiveness of EUROCONTROL Member States Air Navigation
ServiceProviders(ANSPs)1.
In September 2010, the PRC, supported by the EUROCONTROL Performance Review Unit (PRU),
wasdesignatedPerformanceReviewBody(PRB)oftheEuropeanCommission(EC).
TheACEbenchmarkingworkiscarriedoutbythePRCinthecontextofArticles3.3(i),3.6(b)(c),and
3.8 of EC regulation N691/2010 (Performance Scheme) recently amended by EC Regulation
N390/2013.
ThereportisbasedoninformationprovidedbyANSPsincompliancewithDecisionNo.88ofthe
Permanent Commission of EUROCONTROL, which makes annual disclosure of ANS information
mandatory, according to the Specification for Economic Information Disclosure2 (SEID), in all
EUROCONTROLMemberStates.
Since these services are outside the PRCs terms of reference, this report does not address
performancerelatingto:
oceanicANS;
servicesprovidedtomilitaryoperationalairtraffic(OAT);or,
airport(landside)managementoperations.
The focus of this report is primarily on a crosssectional analysis of ANSPs for the year 2012.
However, the aviation community is also interested in measuring how costeffectiveness and
productivityattheEuropeanandANSPlevelsvariesovertime,andinunderstandingthereasons
whyvariationsoccur.Hence,thisreportmakesuseofpreviousyearsdatafrom2009onwardsto
examinechangesovertime,whererelevantandvalid.Itisparticularlyrelevanttohaveamedium
termperspectivegiventhecharacteristicsoftheANSindustrywhichrequiresalongleadtimeto
develop ATC capacity and infrastructure. In 2009, the economic recession affected the aviation
industry with an unprecedented 7% traffic decrease at system level, basically cancelling three
yearsoftrafficgrowth.Itisthereforeinterestingtolookatthechangesinperformanceoverthe
20092012 period to understand how the ATM industry reacted to this sharp decrease in traffic
demand.
1.1
Organisationofthereport
This report follows a different structure than the ACE 2011 report. This year, it was decided to
streamline the Report and to focus on ANSPs individual costeffectiveness performance. It is
expected that this piece of analysis will be particularly informative for the ATM stakeholders
involvedinthesettingupofperformanceplansforthesecondReferencePeriod(RP2)oftheSingle
EuropeanSky(SES)PerformanceScheme.
The structure of the present ACE 2012 Benchmarking Report is made of two parts and three
chapters:
PreviousreportsintheseriesfromACE2001(Sept.2003)toACE2011(April2013)canbefoundonthePRC
websiteathttp://www.eurocontrol.int/articles/prcandprbpublications.
2
PRCSpecificationforEconomicInformationDisclosureVersion2.6,December2008,canbefoundonthe
PRCwebsite.
Introduction
Chapter1providesanoverviewoftheparticipatingANSPsandoutlinestheprocessesinvolvedin
theproductionofthisreport.
Part I and Chapter 2 provide a high level analysis of economic and financial costeffectiveness
performancein2012atPanEuropeansystemandANSPlevel.Thischapteralsoanalyseschanges
inATM/CNScosteffectivenessperformancebetween2009and2012.Aparticularfocusisputon
the three main economic drivers of costeffectiveness (productivity, employment costs and
supportcosts).Itshouldbenotedthatthisyearaspecialemphasisismadeonspecificproductivity
analysis at ACC level. Finally, Chapter 2 comprises a forwardlooking analysis of ATM/CNS
performanceoverthe20132017period,includingcapitalinvestmentprojections.
Part II and Chapter 3 provide a twopage summary for each ANSP. This summary includes an
individual trend analysis of ANSPs costeffectiveness performance between 2009 and 2012, and
comprises a benchmarking analysis of each ANSPs financial costeffectiveness with a set of
comparators.ItalsoexaminesthecapitalexpenditureplannedbyeachANSPfortheperiod2013
2017.ThischaptershouldprovideusefulinsightsandinformationtoNSAsforthedrawingupof
RP2performanceplansduringthefirsthalfof2014.Thisinformationcouldalsobeusedtosupport
theconsultationprocessoftheRP2PerformancePlanswithairspaceusers.
Finally,thisreportalsocomprisesseveralannexeswhichincludestatisticaldatausedinthereport,
and individual ANSP Fact Sheets comprising a factual description of the governance and
institutionalarrangementsinwhichtheANSPoperates.
1.2
OverviewofparticipatingANSPs
Intotal,37ANSPsreported2012dataincompliancewiththerequirementfromDecisionNo.88of
thePermanentCommissionofEUROCONTROL(seeTable1.1).InadditiontotheEUROCONTROL
MemberStates,theenrouteANSPofEstoniaprovideddataincompliancewiththePerformance
Scheme Regulation. All the reported information relates to the calendar year 2012. Table1.1
shows the list of participating ANSPs, describing both their organisational and corporate
arrangements,andthescopeofANSservicesprovided.
Table1.1belowindicates(colouredyellow)whichANSPswereat1January2012partoftheSES,
and hence subject to relevant SES regulations and obligations3. In addition to SES members, a
numberofStates(colouredblue)arecommitted,followingthesigningofanagreementrelatingto
theestablishmentofaEuropeanCommonAviationArea(ECAA)4,tocooperateinthefieldofATM,
withaviewtoextendingtheSESregulations5totheECAAStates.Hence,inprinciplealltheen
route ANSPs of EUROCONTROL States and other States disclosing information to the PRC are
coveredbytheSESregulations,exceptArmenia,Moldova,TurkeyandUkraine.
ItshouldbenotedthatCroatiajoinedtheEuropeanUnioninJuly2013.
Decision2006/682/ECpublishedon16October2006intheOfficialJournaloftheEuropeanUnion.States
whichhavesignedthisAgreementbutarenotyetEUmemberscomprisetheRepublicofAlbania,Bosniaand
Herzegovina, the former Yugoslav Republic of Macedonia, the Republic of Iceland, the Republic of
Montenegro,theKingdomofNorway,andtheRepublicofSerbia.
5
ThisincludesthesecondpackageofSESregulations(ECNo1070/2009),theamendedPerformanceScheme
Regulation(ECNo390/2013)andamendedChargingSchemeRegulation(ECNo391/2013).
4
Introduction
36 SMATSA
37 UkSATSE
ES
CZ
AM
AT
NO
BE
BG
HR
CY
DE
TR
FR
EE
IT
FI
GR
HU
IE
SE
LV
SK
NL
MT
MK
MD
AL
UK
PT
DK
LT
PL
RO
CH
SI
RS
ME
UA
Spain
CzechRepublic
Armenia
Austria
Norway
Belgium
Bulgaria
Croatia
Cyprus
Germany
Turkey
France
Estonia
Italy
Finland
Greece
Hungary
Ireland
Sweden
Latvia
SlovakRepublic
Netherlands
Malta
F.Y.R.Macedonia
Moldova
Albania
UnitedKingdom
Portugal
Denmark
Lithuania
Poland
Romania
Switzerland
Slovenia
Serbia
Montenegro
Ukraine
Stateenterprise
Stateenterprise
Jointstockcompany(Stateowned)
Stateenterprise
Stateenterprise
Statebody
Limitedliabilitycompany(Stateowned)
Statebody(autonomousbudget)
Statebody(autonomousbudget)
Stateenterprise
Statebody
Stateenterprise
Stateenterprise
Stateenterprise
Independentadministrativebody
Stateenterprise
Internationalorganisation
Jointstockcompany(partprivate)
Stateenterprise
Stateenterprise
Stateenterprise
Statebody(actingasalegalentitywithanautonomousbudget)
Stateenterprise
Jointstockcompany(partprivate)
Stateenterprise
Limitedliabilitycompany
MUAC
DelegatedATM
Oceanic
Organisational&CorporateArrangements
InternalMET
Aena
ANSCR
ARMATS
AustroControl
Avinor
Belgocontrol
BULATSA
CroatiaControl
DCACCyprus
DFS
DHM
DSNA
EANS
ENAV
Finavia
HCAA
HungaroControl
IAA
LFV
LGS
LPS
LVNL
MATS
MNAV
MoldATSA
MUAC
NATAAlbania
NATS
NAVPortugal
NAVIAIR
OroNavigacija
PANSA
ROMATSA
Skyguide
SloveniaControl
Country
Ownershipand
managementof
airports
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
Code
OATServices
ANSP
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Stateenterprise
StatescoveredbytheSESRegulations
StatespartoftheECAA
StatesnotcoveredbytheSESRegulations
Table1.1:StatesandANSPsparticipatinginACE2012
Table1.1 also shows the extent to which the ANSPs incur costs relating to services that are not
provided by all ANSPs. In order to enhance costeffectiveness comparison across ANSPs, such
costs, relating to oceanic ANS, military operational air traffic6 (OAT), airport management
operationsandpaymentfordelegationofATMservices7wereexcludedtothemaximumpossible
extent.
1.3
Datasubmission
The SEID (see footnote 2) requires that participating ANSPs submit their information to the
PRC/PRU by 15 July in the year following the year to which it relates. The SEID became also
mandatoryaspartoftheSESIIlegislation.TheACE2012datahavebeensubmittedintheSEID
Version2.6whichhasbeenusedsinceACE2008.
Notethat sincethe10February2014,LPSisnotresponsibletoprovideOATservicestomilitaryflights.
Thecolumn'DelegatedATM'inTable1.1relatestothedelegationofATMservicestoorfromotherANSPs,
basedonfinancialagreements.
7
Introduction
A Version 3.0 of this Specification has been prepared following the formal EUROCONTROL
RegulatoryandAdvisoryFramework(ERAF),afterconsultationandfullinvolvementoftheadhoc
ACEWorkingGroupusinglessonslearntfromtheuseoftheSEIDV2.6overatrialperiod.TheSEID
V3.0alsoreflectsrecentdevelopmentsarisingfromthesecondpackageoftheSESregulationsin
2009,thePerformanceSchemeRegulationandtheamendedChargingSchemeRegulation.
TheSEIDV3.0shallbeusedtoreport 2014datain July2015.ThiswillallowANSPstohavethe
required time during 2014 to smoothly introduce the changes into their reporting systems. This
transition period should ease the administrative burden on the ANSPs and ensure effective and
completeimplementationofallthenewaspectsoftheSEIDV3.0by2015.
Figure1.1indicatesthat28outof37ANSPsprovidedACE2012dataontime(comparedto25for
ACE2011).ItisimportantthatthistimelysubmissionofACEdataissustainedandimproved.The
ACE benchmarking analysis must be seen as timely since several stakeholders, most notably
ANSPsmanagement,regulatoryauthorities(e.g.NSAs)andairspaceusers,haveakeeninterestin
receiving the information in the ACE reports as early as possible. Clearly, the timescale for the
production of the ACE Benchmarking Report is inevitably delayed if data are not submitted on
time.
08102012
16092013
16092012
26082013
26082012
04082013
04082012
14072013
14072012
22062013
22062012
01062013
01062012
ACE2011dataprovidedon:
SubmissionofACE2011data
AustroControl
NAVIAIR
UkSATSE
MoldATSA
Finavia
IAA
OroNavigacija
HungaroControl
Belgocontrol
MUAC
LFV
ANSCR
LVNL
SloveniaControl
ROMATSA
Avinor
MATS
Skyguide
DFS
ENAV
LPS
NATS
NAVPortugal
PANSA
MNAV
EANS
Aena
BULATSA
LGS
ARMATS
CroatiaControl
DHMI
DSNA
SMATSA
DCACCyprus
HCAA
NATAAlbania
ACE2012dataprovidedon:
SubmissionofACE2012data
08102013
Figure1.1:Progresswithsubmissionof2012data
ThegeneralandgradualimprovementinthequalityandthetimingoftheACEdatasubmissionis
marredbysomeproblemsrelatingtofewindividualANSPs.Forinstance,eventhoughthequality
ofHCAAdatasubmissionshasrecentlyimproved,therearestillissuestobeaddressed.HCAAis
still not in a position to provide complete balancesheet data, although capitalrelated costs are
charged to airspace users. Similarly, the quality of the operational data provided by HCAA (in
particularstaffnumbersandworkinghours)isnotsatisfactory.
1.4
Dataanalysis,processingandreporting
ThePRUissupportedbyanACEWorkingGroup(WG),includingANSPs,regulatoryauthoritiesand
airspace users representatives. The process leading to the production of the ACE report,which
comprisesdataanalysisandconsultation,issummarisedinFigure1.2below.
Introduction
2012ACEdata
submissions
providedbyANSPs
(Jul.2013)
Dataanalysis
andprocessing
Validationagainst:
previousdata
CRCOdata
AnnualReports
ConsultationofANSPs
fordataclarification
purposes
Firstdraft
ofACEreport
(Dec.2013)
Seconddraft
ACEreport
(April2014)
ACEconsultation
meetingsand
comments
ondraftreport
Submission
toPRC
(April2014)
FinalACE
Report
(May2014)
Including
twoweeksperiod
forwritten
consultation
EUROCONTROL/PRU2013
Figure1.2:Dataanalysis,processingandreporting
InordertoensurecomparabilityamongANSPsandqualityofanalysis,theinformationsubmitted
by the ANSPs is subject to a thorough analysis which makes extensive use of ANSPs Annual
Reportsandoftheirstatutoryfinancialaccounts.
Duringthisprocessanumberofissuesemerged:
AnnualReportswithdisclosureoffinancialaccountsarenotavailableforsomeANSPs(see
Section1.5below).Thisremovesonemeansofvalidatingthefinancialdatasubmitted;
ANSPswhichareinvolvedinnonANSactivities(suchasairportownershipandmanagement,
see Table1.1) do not necessarily disclose separate accounts for their ANS and nonANS
activities. This means that the financial data submitted for the ANS activities cannot be
validatedwiththeinformationprovidedintheAnnualReport;
Except for afew ANSPs,Annual Reports do not disclose the separate costs for the various
segmentsofANS(suchasenrouteandterminalANS)whichmeansthatthecostbreakdown
submittedcannotbereconciled.
As ANSPs progressively comply with the SES Regulation on Service Provision, which requires
publicationofAnnualReportsincludingstatutoryaccounts,andseparationofANSfromnonANS
activity in ANSPs internal accounts, some of these shortcomings are expected to be gradually
overcome(seealsoSection1.5below).
Inmostcases,datarecordedintheNetworkManager(NM)databasehavebeenusedasthebasis
fortheoutputmetricsusedintheACEdataanalysis,andthispracticehasbeengenerallyaccepted,
includingincaseswhereinpreviousyearstherehadbeendiscrepancies.
1.5
ANSPsAnnualReports
ANSPs Annual Reports provided a valuable means of validating the 2012 information disclosure
data.
TheSESServiceProvisionRegulation(SPR)(ECNo550/2004)cameintoforceon20April2004and
is applicable to 2012 Financial Accounts in all EU Member States (plus Switzerland and Norway)
andtoassociatedANSPs.ThisRegulationisalsoapplicabletoStateswhichhavesignedtheECAA
Agreement (see Section 1.2), although the timing of its implementation is not yet decided for
individualStates.Amongotherprovisions,theSPRrequiresthatANSPsmeetcertainstandardsof
informationdisclosure(transparency)andreporting,andinparticularthat:
ANSPsshoulddrawup,submittoauditandpublishtheirFinancialAccounts(Art.12.1);
in all cases, ANSPs should publish an Annual Report and regularly undergo an independent
audit(Art12.2);
Introduction
ANSPs should, in their internal accounting, identify the relevant costs and income for ANS
brokendowninaccordancewithEUROCONTROLsprinciplesforestablishingthecostbasefor
route facility charges and the calculation of unit rates and, where appropriate, shall keep
consolidatedaccountsforother,nonairnavigationservices,astheywouldberequiredtodoif
the services in question were provided by separate undertakings (Art 12.3). The latter
requirement is particularly relevant for the ANSPs which are part of an organisation which
owns,managesandoperatesairports,suchasAena8,Avinor,Finavia,HCAA,andDHMI9.
Figure 1.3 displays the status of ANSPs 2012 Annual Reports and indicates that 30 out of 37
participatingANSPshavepublishedanAnnualReportfortheyear2012.
Itisgenerallyconsideredthatan
Annual
Report
produced
according to best practice
should comprise three main
components:
Aena*
HungaroControl*
ANSCR*
IAA*
AustroControl*
LFV*
Avinor*
LGS*
Belgocontrol*
LPS*
ARMATS
MNAV
MUAC*
DCACCyprus*
MoldATSA
Croatia
Control**
PANSA*
DSNA*
NATAAlbania**
ROMATSA*
HCAA*
AnnualFinancialAccounts
withrelevantbusiness
segmentationand
explanatorynotes;and,
DFS*
SloveniaControl*
DHMI
SMATSA**
EANS*
UkSATSE
anindependentAudit
Report.
LVNL*
NATS*
MATS*
NAVPortugal*
NAVIAIR*
OroNavigacija*
BULATSA*
aManagementReport;
Atthetimeofwritingthisreport,
seven ANSPs10 (including three
which are subject to SES
Regulations) have not published
AnnualReportsfor2012.
2012AnnualReportnot
publiclyavailable
ENAV*
Finavia*
Separatedisclosureof
revenuesandcostsforen
routeandterminalANS
Skyguide*
*ANSPscoveredbytheSESRegulations
**ANSPsoperatinginStatesmemberofECAA
ANSPs Annual Accounts are drafted in

accordance with specific accounting
principles. Often, (national) General
Accepted Accounting Principles (GAAP)
areused.InthecontextoftheSES,Article
12 of the SPR prescribes that ANSPs
Annual Accounts shall comply, to the
maximum
extent
possible,
with
International
Financial
Reporting
Standards (IFRS). Table 1.2 shows the 24
ANSPswhose2012AnnualAccountswere
partly or fully prepared according to
IFRS11.
Figure1.3:Statusof2012AnnualReports
ANSPsreportingaccordingtoIFRS
in2012
Aena
ARMATS
ANSCR
AustroControl
Avinor
BULATSA
CroatiaControl
DFS
EANS
LGS
LPS
LVNL
MATS
MUAC
NATAAlbania
NATS
NAVIAIR
NAVPortugal
OroNavigacija
PANSA
ROMATSA
Skyguide
SMATSA
UkSATSE
Table1.2:IFRSreportingstatus
In2011,Aenawentthrougharestructurationprocessrelatingtotheseparationoftheairportdivisionof
Aena(creationofanewcompanyAenaAeropuertosS.A.)fromtheANSdepartment.
9
AlthoughitshouldbenotedthatDHMIisnotcoveredbytheSESregulations.
10
Atthetimeofwritingthisreport,DSNAwhichreleasedAnnualReportsinthepreviousyears,hasnotyet
publishedanAnnualReportfortheyear2012.
11
SkyguideAnnualAccountsarepreparedaccordingtotheSwissGAAPwhichareclosetoIFRS.
Introduction
Itshouldbenotedthatinsomecases,theimplementationofIFRSmayhaveasignificantimpact
onanANSPscostbase12(suchasdifferenttreatmentofcostsrelatedtothepensionscheme,and
changesindepreciationrules),henceitisveryimportanttoidentifyandunderstandtheimpactof
changesintheaccountingprinciplesusedtodrawthefinancialaccounts.
1.6
ANSPbenchmarkingandtheSESPerformanceScheme
The SES Performance Scheme includes EUwide performance targets which are transposed into
bindingnational/FABtargetsforwhichclearaccountabilitiesmustbeassignedwithinperformance
plans. Following the PRB recommendations, EUwide targets for CostEfficiency, Capacity and
Environment were adopted by the EC on 3 December 2010 for RP1 (20122014). It should be
notedthattheEUwideCostEfficiencytargetisexpressedintermsofenroutedeterminedcosts
perserviceunit,andiscomputedatChargingzonelevel(i.e.includingANSPs,MET,EUROCONTROL
andNSAscosts).
TheACEfactualandindependentbenchmarkinghassetthefoundationforanormativeanalysisto
quantify the potential scope of costefficiency improvements for ANSPs. Findings from the ACE
Benchmarking analysis and the gathering of intelligence on ANSPs costefficiency performance
directlyfeedthreecoreprocessesoftheSESPerformanceScheme:
1. EUwidecostefficiencytargetsetting;
2. AssessmentofthecostefficiencypartofFABs/NationalPerformancePlans;and,
3. MonitoringofthecostefficiencyperformanceduringaReferencePeriod.
Figure1.4belowpresentsthehighleveltimeframefortheUnionwidetargetsettingprocessfor
RP2. In September 2013, after an extensive public consultation, the PRB published
recommendations to the EC for the Unionwide targets covering RP2 (20152019). ANSP
benchmarking was one of the key evidences used to assess the scope for future performance
improvementsatUnionwidelevelandtobuilduptheproposalfortheUnionwidecostefficiency
targets.UnionwideperformancetargetsforRP2wereadoptedduringtheSingleSkyCommittee
adhocmeetingheldonthe4thFebruary2014.
Figure1.4:HighleveltimeframeforRP2Unionwidetargetsettingprocess
AsindicatedinFigure1.4above,NSAswilldrawupPerformancePlansforRP2duringthefirsthalf
of2014.Inthiscontext,theinformationdisclosedinPartIIoftheACE2012BenchmarkingReport
12
From 2007 onwards, this has been thecase for the German ANSP,DFS, whose cost base includes costs
recognised only since the conversion to IFRS. These costs, mainly due to the revaluation of DFS pension
obligations,havebeenspreadoveraperiodof15years.
Introduction
(already available in the first draft released in December 2013) provided useful insight and
information to interested parties, including the consultations of the Performance Plan with
airspaceuserswhicharetakingplacebetweenFebruaryandJune2014.
Another important milestone in the Unionwide costefficiency target setting process will be the
assessmentofPerformancePlansforRP2duringtheSummer2014.TheACE2012dataanalysis
willbeanimportantinputtobeconsideredinthiscontext.
ForANSPsoperatinginSESStates,theyear2012marksthestartofRP1andtheendofthefull
costrecoverymechanismforenrouteANS.Underthefullcostrecoverymechanism,alltherisks
are borne by the airspace users. Moreover, it is considered that ANSPs are not sufficiently
incentivised to deliver a better costefficiency performance since they have to return any over
recoveries,evenifthesearetheresultofcostsavings.OverRP1,SESStates/ANSPsoperateunder
the determined costs method which comprises specific risksharing arrangements aiming at
incentivisingANSPseconomicperformance.ThefirstyearofRP1canbeconsideredasastress
testforthePerformanceSchemesinceatUnionwidelevelactualtrafficintermsofserviceunits
was some 6.5% lower than planned for 2012. The first PRB monitoring report on SES targets
released in September 2013 showed that at Unionwide level, actual enroute costs were 3.3%
thanplannedandthereforethatSESStatesshowedacertaindegreeofreactivitytoadjustcosts
downwardsinordertoadapttothelowertrafficvolumes.
This ACE 2012 Benchmarking Report complements the PRB monitoring activity by providing a
detailedcomparisonofcosteffectivenessperformanceatANSPlevelincludingatrendanalysisof
three main economic drivers (productivity, employment costs and support costs) over the 2009
2012period.
Introduction
PARTI:PANEUROPEANSYSTEMCOSTEFFECTIVENESS
PERFORMANCEIN2012ANDOUTLOOKFOR20132017
PanEuropeansystemcosteffectivenessperformancein2012with201317outlook
10
2 PANEUROPEANSYSTEMCOSTEFFECTIVENESSPERFORMANCEIN2012
WITH20132017OUTLOOK
The PanEuropean ANS system analysed in this report comprises 37 participating ANSPs,
excludingelementsrelatedtoservicesprovidedtomilitaryoperationalairtraffic(OAT),oceanic
ANS,andlandsideairportmanagementoperations.ThePanEuropeanANSsystemalsoincludes
National Supervisory Authorities (NSAs) and other regulatory and governmental authorities,
nationalMETprovidersandtheEUROCONTROLAgency.In2012,totalANScostswerearound
9200M(seeTable2.1below),ofwhichsome8100Mrelateddirectlytotheprovisionofgate
togateATM/CNS.
2011
37ANSPs
GatetogateANSrevenues(notadjustedbyover/under
9176
recoveries)(inM):
EnrouteANSrevenues
TerminalANSrevenues
7287
1889
GatetogateANScosts(inM):
9145
METcosts
EUROCONTROLAgencycosts
PaymenttonationalauthoritiesandirrecoverableVAT
8078
439
469
159
GatetogateATM/CNScosts(inM):
8078
EnrouteATM/CNScosts
TerminalATM/CNScosts
6241
1837
GatetogateANSstaff:
ATCOsinOPS
ACCATCOs
APPs+TWRsATCOs
2012
37ANSPs
8915
12/11
37ANSPs
2.8%
7025
1890
9153
3.6%
0.1%
0.1%
8059
439
489
167
8059
0.2%
0.1%
4.3%
4.5%
0.2%
6271
1788
0.5%
2.7%
0.1%
57942
58003
17208
17362
0.9%
9573
9709
1.4%
7635
7653
0.2%
NBVofgatetogatefixedassets(inM)
7759
7612
1.9%
Gatetogatecapex(inM)
1052
1075
2.2%
Outputs(inM)
Distancecontrolled(km)
Totalflighthourscontrolled
ACCflighthourscontrolled
IFRairportmovementscontrolled
IFRflightscontrolled
GatetogateATFMdelays('000min.)
10092
14.5
12.8
15.4
9.8
17823
9899
14.2
12.7
15.0
9.5
10610
1.9%
1.7%
1.0%
2.4%
2.4%
40.5%
Table2.1:Keysystemdatafor2011and2012,realterms
TotalANSrevenuesin2012amountedtosome8900M.TheEuropeanANSPsemployedsome
58000staff,whichisslightlylargerthantheworkforceatAirbusworldwide(55000employees).
Some17400staff(30%)wereATCOsworkingonoperationalduty,comparedtosome13300in
the United States13. On average, 2.3 additional staff are required for every ATCO in OPS in
Europe.
ACE also analyses indicators derived from ANSP balance sheets and capital expenditures. The
totalNetBookValue(NBV)offixedassetsusedbythePanEuropeanANSPstoprovideATM/CNS
servicesisvaluedatsome7600M,whichmeansthatoverall0.85offixedassetsarerequired
to generate 1 of revenue, an indication of relative capital intensity (this ratio is about 2 for
airlines and about 3 for main airports operators). Fixed assets mainly relate to ATM/CNS
13
SeethePRCreportontheU.S.EuropecontinentalcomparisonofANScostefficiencytrends20022011
(November 2013) available at http://www.eurocontrol.int/publications/20022011USeurope
continentalcomparisonanscostefficiencytrends.
11
systems and equipment in operation or under construction. In 2012, the total ANSP capex at
PanEuropeansystemlevelamountedtosome1100M.
2012
GatetogateANScosts(Europeanlevel)
~9153M
EnrouteANScosts
TerminalANScosts
(Europeanlevel)
(Europeanlevel)
~7252M
~1901M
ATM/CNS
ATM/CNS
~6271M
~1788M
MET
MET
~348M
~91M
Paymentto
regulatory&
governmental
authorities
~144M
Paymentto
regulatory&
governmental
authorities
~22M
EUROCONTROL
~489M
Figure2.1:BreakdownofATM/CNS
provisioncosts,2012
From a methodological point of view, ACE 2012 first

considers the total costs at State level for providing
ANS, however, since some elements of ANS provision
are outside the control of individual ANSPs, it then
focuses on the specific costs of providing gatetogate
ATM/CNS(8059M).Theserepresent88%oftotalANS
costs.OtherANScostsincludethecostsofaeronautical
meteorology services (5%), the costs of the
EUROCONTROLAgency(5%)andthecostsassociatedto
regulatoryandgovernmentalauthorities(2%).
Table2.1aboveindicatesthatwhileATM/CNSprovision
costs remained fairly constant (0.2%) in 2012,
EUROCONTROL costs increased by +4.3%. It should be
noted that the level of 2011 EUROCONTROL costs was
exceptionally low reflecting the impact of a oneoff
exceptional reduction (62M) mainly relating to the
implementationofIFRSbudgeting.
Despitetheexistenceofcommongeneralprinciples,thereareinevitablydiscrepanciesincost
allocation between enroute and terminal ANS across the European ANSPs. This lack of
consistency might distort performance comparisons carried out separately for enroute and
terminalANS.Forthisreason,thefocusofthecosteffectivenessbenchmarkinganalysisinthis
reportisgatetogateANS.
ANSPsATM/CNSprovisioncostsarethendivided byanoutputmetrictoobtainameasureof
performance the financial costeffectiveness indicator. The output metric is the composite
flighthour,agatetogatemeasurewhichcombinesbothenrouteflighthourscontrolledand
IFRairportmovementscontrolled.
Many factors contribute to observed differences in unit costs between ANSPs. Some of these
factors are measurable; others (such as regulatory constraints) are less obviously quantifiable.
Currently,threerelevantfactorsthatareoutsideANSPscontrolareconsistentlymeasuredinthe
ACEBenchmarkingReports.AsshowninFigure2.2below,theseincludethetrafficcomplexity
andtheseasonaltrafficvariability.Thethirdfactoristhecostoflivingprevailinginthedifferent
countrieswhereANSPsoperate.
Traffic complexity score
Traffic variability
<= 2
<= 1.15
>2
> 1.15
>4
> 1.25
>6
>8
> 1.35
Lower Airspace
> 1.45
Lower Airspace
Figure2.2:ExogenousfactorsmeasuredbythePRU,2012
12
Ideally,sincethe37ANSPsoperateinverydiverseenvironmentsacrossEurope,allthefactors
affecting performance should be taken into account in making fair performance comparisons,
especiallysincemanyofthesefactorsareoutsidethedirectcontrolofanANSP.Asinprevious
years,theanalysisundertakenisapurelyfactualanalysisofthecosteffectivenessindicators
measuringwhattheindicatorsare.
Around56%totalEuropeangatetogateATM/CNSprovisioncostsarebornebyfiveANSPs
(Aena,DFS,DSNA,ENAVandNATS).
TheimpactofsizeonANSPsperformanceisanimportantpolicyissuegiventheinfrastructure
characteristicsoftheANSsector.
GatetogateATM/CNSprovisioncosts(inM)
CumulativeshareATM/CNSprovisioncosts
1200
100%
1080
90%
960
80%
840
70%
60%
720
600
50%
36.2%oftotalEuropeangatetogateATM/CNS
provisioncosts
480
360
40%
7.7%oftotalEuropeangatetogateATM/CNS
provisioncosts
240
30%
20%
10%
120
0%
0
DSNA
DFS
Aena
NATS(Continental)
ENAV
DHMI
Skyguide
UkSATSE
LFV
Avinor(Continental)
AustroControl
ROMATSA
LVNL
HCAA
Belgocontrol
PANSA
MUAC
ANSCR
NAVIAIR
IAA
HungaroControl
CroatiaControl
SMATSA
BULATSA
Finavia
LPS
DCACCyprus
SloveniaControl
OroNavigacija
LGS
NATAAlbania
EANS
MATS
MNAV
MoldATSA
ARMATS
The five largest ANSPs

bear some 56% of total
European gatetogate
ATM/CNS
provision
costs, while their share
of traffic is 51%. At first
sight,
this
result
contrasts with the
expectation of some
form of increasing
returns to scale in the
provision of ANS (the
performance of larger
ANSPs might benefit
fromtheirlargersize).
56.0%oftotalEuropean
gatetogateATM/CNS
provisioncosts
Figure2.3:DistributionofATM/CNSprovisioncostsin2012
Itshouldbenotedthat:
UnderthefullcostrecoveryregimethatappliedtomostANSPsuntilDecember2011,there
waslittleincentivetofullyexploitscaleeffects,hencethedifficultytoobservethem;
Larger ANSPs tend to develop bespoke ATM systems internally which can be more costly
thanacommercialofftheshelf(COTS)solution;and,
SizeisnottheonlyfactorthathasanimpactonANSPscosts.
ItisexpectedthatwiththeregulatoryregimeintroducedbytheSESIIPerformanceSchemeand
the incentive scheme embedded in the Charging Scheme regulation, ANSPs will have stronger
incentivestoexploitscaleeffectsinfutureyears.
BecauseoftheirweightinthePanEuropeansystemandtheirrelativelysimilaroperationaland
economic characteristics (size, scope of service provided, economic conditions, presence of
major hubs), this ACE report places a particular focus on the results of the five largest ANSPs
(Aena,DFS,DSNA,ENAVandNATS).
In2012,theslightincreaseinunitATM/CNSprovisioncostswasmorethancompensatedby
a substantial decrease in ATFM delays. As a result, 2012 unit economic costs were
substantiallylowerthanprerecessionlevelsin2008.
AnassessmentofANSperformanceshouldtakeintoaccountthedirectcosts(usercharges)and
indirect costs (delays, additional flight time and fuel burn) borne by airspace users, while
checkingthatANSsafetystandardsaremet.
ThePRCintroducedinitsACEBenchmarkingReportstheconceptofeconomiccosteffectiveness
KPI.ThisindicatorisdefinedasgatetogateATM/CNSprovisioncostsplusthecostsofground
13
ATFM delays14 for both enroute and airport, all expressed per composite flighthour. This
economicperformanceindicatorismeanttocapturetradeoffsbetweenATCcapacityandcosts.
UnitcostsofairportATFMdelays
UnitcostsofenrouteATFMdelays
600
5.0%
10.1%
500
77.4%
40%
4.8%
20%
400
+2.1%
+1.9% +3.9%
0%
300
0.2%
4.3%
200
20%
100
40%
200910
201011
37.6%
1.9%
201112
39.3%
0
2009
2010
2011
2012
Figure2.4:Changesinuniteconomiccosts,20092012(realterms)
The level of the unit economic costs in 2009 reflects the substantial impact of the economic
recession on the ATM industry, when composite flighthours sharply reduced by 6.7%
comparedto2008andATM/CNSprovisioncostsroseby+1.3%.
In 2010, composite flighthours rose by +2.1% while ATM/CNS provision costs fell by 4.3% in
realterms.ThereductioninATM/CNSprovisioncostsreflectedtheimpactofcostcontainment
measuresimplementedbyseveralEuropeanANSPs.However,thisperformanceimprovement
atsystemlevelwasoutweighedbyasharpincreaseintheunitcostsofATFMdelaysforalimited
numberofANSPsandoverall,uniteconomiccostsroseby+5.0%in2010.
In2011,compositeflighthoursincreasedfaster(+3.9%)thanATM/CNSprovisioncosts(+1.9%),
resultingina2.0%decreaseinunitATM/CNS provisioncostscomparedto2010.Inaddition,
since the unit costs of ATFM delays significantly reduced (37.6%), unit economic costs
substantiallydecreasedin2011(10.1%).
In2012,ATM/CNSprovisioncostsremainedfairlyconstant(0.2%)whilecompositeflighthours
decreasedby1.9%,resultinginanincreaseinunitATM/CNSprovisioncosts(+1.7%)compared
to 2011. In the meantime, for the second year in a row, the unit costs of ATFM delays
significantly fell (39.3%) contributing to the substantial decrease in unit economic costs
observed in 2012 (4.8%). As a result, unit economic costs amounted to 492 in 2012. This is
lowerthanthelevelachievedbeforetheeconomiccrisis(i.e.uniteconomiccostsamountedto
544in2008).
Figure 2.5 below shows that between 2011 and 2012, economic gatetogate costs per
compositeflighthourfellfor20ANSPs.FortenoftheseANSPs,themaindriverforthedecrease
ineconomicgatetogateunitcostwasareductioninATFMdelays(seeredportionofthebar).
ThisisparticularlythecaseforAena,HCAAandNATAAlbania.
14
ThecostofATFMdelays(85perminutein2012)isbasedonthefindingsofthestudyEuropeanairline
delaycostreferencevaluesrealisedbytheUniversityofWestminsterinMarch2011.Furtherdetailson
thecomputationoftheeconomiccostspercompositeflighthouratANSPandPanEuropeansystemlevel
areavailableinAnnex2ofthisreport.
14
100
200
300
400
500
600
700
800
900
1000
DCACCyprus
UkSATSE
MNAV
Avinor
(Continental)
MoldATSA
ARMATS
15
NAVIAIR
BULATSA
Finavia
OroNavigacija
PANSA
IAA
Figure2.5:ChangesineconomiccosteffectivenessbyANSP,20092012(realterms)
NAVPortugal
(Continental)
HCAA
DHMI
LVNL
LFV
DFS
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
Skyguide
NATAAlbania
LPS
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
Belgocontrol
ROMATSA
MUAC
SMATSA
Croatia
Control
Hungaro
Control
ANSCR
NATS
(Continental)
ENAV
Slovenia
Control
DSNA
AustroControl
Aena
2008
2009
2010
2011
2012
100
2008
2009
2010
2011
2012
200
2008
2009
2010
2011
2012
300
2008
2009
2010
2011
2012
400
2008
2009
2010
2011
2012
500
2008
2009
2010
2011
2012
600
2008
2009
2010
2011
2012
700
2008
2009
2010
2011
2012
800
2008
2009
2010
2011
2012
ATFMdelayscostspercompositeflighthour
2008
2009
2010
2011
2012
percompositeflighthour
2008
2009
2010
2011
2012
900
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
1000
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
LGS
2008
2009
2010
2011
2012
EANS
2008
2009
2010
2011
2012
MATS
2008
2009
2010
2011
2012
The quality of service improvement observed for Aena mainly reflects a substantial reduction of
theenrouteATFMdelaysgeneratedbytheSpanishACCs.In2011,ATFMdelaysrepresented25%
of Aena economic costs which was substantially higher than the PanEuropean system average
(16%). These ATFM delays were partly due to (a) social tensions following the transition period
that was ongoing Spain in 2010 and 2011, and (b) to the unexpected impact of the Arab Spring
eventsonthetrafficdemandwhichexceededthecapacityavailable(i.e.thiswasparticularlythe
case for Barcelona, Palma and Canarias ACCs). In 2012, the share of ATFM delays in Aena unit
economic costs reduced to a level (10%) close to those observed in 2008 and 2009. This is an
indication that the capacity issues observed for Aena in 2010 and 2011 have been addressed in
2012.
ThesubstantialreductioninATFMdelaysforHCAAcontributedtothedecreaseobservedatPan
Europeansystemlevel.TheshareofATFMdelaysinHCAAeconomiccostswasexceptionallyhigh
in2011(57%)mainlyduetosocialtensions.In2012,itappearsthatthisissuewasaddressedsince
theshareofATFMdelaysinHCAAeconomiccostsreducedto10%inlinewiththePanEuropean
systemaverage.
Ontheotherhand,fortwoANSPs(DCACCyprusandNAVPortugal)theshareofATFMdelaysin
economiccostsaccountsformorethan20%in2012.DCACCyprushashadrecurrentATCcapacity
issues for several years. The implementation of capacity enhancement measures contributed to
reduceATFMdelaysin20112012comparedtopreviousyears.However,itshouldbenotedthat
theshareofATFMdelaysinDCACCyprusuniteconomiccostsremainsveryhighatsome50%in
2012.ThehigherunitcostsofATFMdelaysforNAVPortugalin2012mainlyreflectanincreasein
ATFMdelaysinthelastmonthsoftheyearmainlyduetoATCstaffingissues.
ThereisawiderangeofunitATM/CNSprovisioncostsamongstANSPsin2012.
In 2012, unit ATM/CNS provision costs range from 732 (Belgocontrol) to 174 (EANS), a factor
greater than four. Although the five largest ANSPs operate in relatively similar economic and
operationalenvironments,thereisasubstantialvariationinunitATM/CNSprovisioncosts,ranging
fromDFS(552)toNATS(434).
640
400
300
552
521
483
443
434
400
588
565 552
521
502 499 489
200
483
451 449 443 443443 438438 434
409 393 393
0
371 368363 357
NATS
(Continental)
500
600
DSNA
609
600
GatetogateATM/CNS
ENAV
700
Europeansystemaverage:443
Aena
732
DFS
800
354 349 332

308302
293
265 252
245
193
174
200
Belgocontrol
Skyguide
LPS
LVNL
UkSATSE
DFS
Aena
ROMATSA
SloveniaControl
AustroControl
ENAV
NATAAlbania
MNAV
LFV
DSNA
MoldATSA
ANSCR
HungaroControl
NATS(Continental)
ARMATS
Avinor(Continental)
NAVIAIR
BULATSA
OroNavigacija
CroatiaControl
IAA
Finavia
SMATSA
HCAA
PANSA
DHMI
DCACCyprus
MUAC
LGS
MATS
EANS
100
Figure2.6:ATM/CNSprovisioncostspercompositeflighthour,2012
16
BelgocontrolandLVNLareamongsttheANSPswiththehighestunitcosts,rankingfirstandfourth
inFigure2.6above.ItshouldbenotedthatbothANSPsexclusivelyprovideATCservicesinlower
airspace and own infrastructure which is made available to MUAC. To better assess the cost
effectiveness of ATM/CNS provided in each of the Four States (Belgium, Germany, the
Netherlands,andLuxembourg)nationalairspaces,MUACcostsandoutputsareconsolidatedwith
thecostsandoutputsofthenationalproviders.ThisadjustmentispresentedinFigure2.7below.
732
600
563
552
588
517
441
400
318
255
190
200
MUAC
Flighthoursallocatedto:
Costsallocatedto:
MUAC
Netherlands
Dutch
airspace
LVNL
MUAC
Germany
German
airspace
DFS
MUAC
Belgium
Belgian
airspace
0
Belgocontrol
ThetopofFigure2.7providesaview
of this consolidated ATM/CNS
provision costs per composite flight
hour in the airspace of Belgium, the
Netherlands and Germany (see blue
bars).
800
The bottom of Figure2.7 shows the

figureswhichhavebeenusedforthis
adjustment. The costs figures are
based on the cost allocation keys
usedtoestablishtheFourStatescost
base,whiletheflighthoursarebased
on those controlled by MUAC in the
threeFIRs(Belgium,Netherlandsand
Germany).
Belgium
141400
Germany
257400
Netherlands
161600
44.9M
65.6M
30.7M
Figure2.7:Adjustmentofthefinancialcosteffectiveness
indicatorforANSPsoperatingintheFourStatesairspace,
2012
Figure2.6indicatesthatin2012theunitATM/CNSprovisioncostsofvariousANSPsoperatingin
Central and Eastern European countries (e.g. LPS, UkSATSE, ROMATSA, Slovenia Control, NATA
AlbaniaandMNAV)arehigherthanthePanEuropeansystemaverageandinthesameorderof
magnitudeastheunitcostsofANSPsoperatinginWesternEuropeancountrieswherethecostof
living is much higher. For most of these ANSPs, the relatively higher unit costs mainly reflect
relatively lower ATCOhour productivity (see Figure 2.15 on p.24) and/or relatively higher unit
supportcosts(seeFigure2.26onp.33).
In2012,22 ANSPscould reduceATM/CNSprovisioncostscomparedto2011actuals,mostof
them in a context of traffic decrease. This shows a certain degree of reactivity in adjusting
costsdownwardsinordertoadapttothelowertrafficvolumes.
At PanEuropean system level, the unit ATM/CNS provision costs reduced by 6.6% compared to
2009andamountto443in2012.Thisindicatesthatthreeyearsafterthesharptrafficdecrease
experiencedin2009,unitATM/CNSprovisioncostsreachedin2012alevelclosetothatachieved
beforetheeconomiccrisis(i.e.436in2008).
Figure2.8providesadetailedanalysisofthechangesincosteffectivenessatANSPlevelbetween
2011and2012,identifyingthecostandthetrafficeffects.Figure2.8showsthat22ANSPscould
reducetheirATM/CNSprovisioncostsbetween2011and2012(seelowerpartofthechart).For
18ANSPs,thelowerATM/CNScostswereassociatedwithareductionintrafficvolumes.Inmostof
the cases, the reduction in ATM/CNS provision costs could compensate for the fall in traffic and
thereforetheseANSPscouldavoidanincreaseinunitcosts.Atfacevalue,thisindicatesforthese
ANSPsacertaindegreeofreactivityinadjustingcostsdownwardsinacontextoftrafficdecrease.
17
ChangesinATM/CNSprovisioncosts(20112012)
25%
20%
IncreaseinunitATM/CNS
provisioncosts
ROMATSA
15%
MoldATSA
LFV
10%
ARMATS
MUAC
5%
DFS
LPS
Skyguide
OroNavigacija
DCACCyprus NATS(Continental)
CroatiaControl
Finavia
NAVIAIR
AustroControl DSNA
Belgocontrol
BULATSA
HCAA
Aena
ENAV
LVNL
SloveniaControl
ANSCR
LGS
HungaroControl
NATAAlbania
0%
5%
SMATSA
10%
Avinor(Continental)
PANSA
EANS
DHMI
UkSATSE
IAA
MNAV
MATS
15%
20%
10%
DecreaseinunitATM/CNS
provisioncosts
5%
0%
5%
10%
15%
Changesincompositeflighthours(20112012)
Figure2.8:ChangesinATM/CNSprovisioncostsandtrafficvolumes,20112012(realterms)
Figure 2.8 also shows that four ANSPs (DHMI, IAA, MATS and UkSATSE) could reduce ATM/CNS
provisioncostsinacontextoftrafficincreasein2012.
Out of the five largest ANSPs, Aena (2.8%), ENAV (4.5%) and DSNA (1.4%) could achieve a
reductioninATM/CNSprovisioncostsin2012inacontextoftrafficdecrease(8.5%,4.4%and
0.8%, respectively). For Aena, this performance improvement was not sufficient to avoid an
increase in unit ATM/CNS provision costs in 2012 (+6.3%). In 2012, unit costs also increased for
DFS(+8.3%)andNATS(+2.6%).ForDFS,theincreaseinunitcostsreflectsanincreaseinATM/CNS
provisioncosts(+5.6%)mainlyduetohigherstaffcosts(+10%or+63.8M)whiletrafficdecreased
by2.5%.TheincreaseinDFSstaffcostsobservedfortheyear2012mainlyreflects(a)anincrease
in pension costs consecutive to a change in the discount rate for occupational pensions, and (b)
highergrosswagesandsalariesreflectingthecollectiveagreementssignedinOctober2011.For
NATS,theincreaseinunitATM/CNSprovisioncostsmainlyresultsfromhigherATM/CNSprovision
costs(+1.6%),andinparticularhigherdepreciationcosts(+19%)whiletrafficdecreasedby1.0%.
ThehigherdepreciationcostsforNATSin2012mainlyreflectthefirstfullyearofdepreciationof
iFACTSandtheimplementationoftheElectronicFlightDatafeatureintheFDPsystem.
Figure2.8alsoindicatesthatbetween2011and2012,ATM/CNSprovisioncostsincreasedbymore
than+5.0%forsixANSPs(includingDFS):
ForMUAC,theincreaseinATM/CNSprovisioncosts(+6.4%)mainlyreflectshigherstaffcosts
whicharedueto(a)thepaymentofabonustothestaffforachievingperformanceobjectives,
and(b)toretroactivesalaryadjustmentsaccordingtoIAS.
The increase in ATM/CNS provision costs for MoldATSA (+14.5%) is due to higher operating
costsanddepreciationcostswhiletrafficincreasedby+4.6%.
For ARMATS, ATM/CNS provision costs substantially increased in 2012 (+8.5%) while traffic
volumes reduced by 2.5%. The rise in ATM/CNS provision costs mainly reflects higher staff
costsandcapitalrelatedcosts.
18
The significant increase in ROMATSA 2012 gatetogate ATM/CNS provision costs (+20.5%)
mainlyreflectsthereportingofexceptionalcostsrelatingtoaprovisionforemployeebenefits.
Excluding those exceptional costs, ROMATSA 2012 ATM/CNS provision costs would have
remainedfairlyconstant(+0.2%)comparedto2011.
LFVATM/CNSprovisioncostsroseby+12.8%in2012whiletrafficfellby3.4%.Theincrease
in LFV ATM/CNS provision costs mainly reflects significantly higher pension related costs
associatedwiththeincreaseoffuturepensionobligations.
MoredetailsonthechangesinunitATM/CNSprovisioncostsforindividualANSPsareprovidedin
PartIIofthisReport.
In a context of lower traffic growth than expected, actual 2012 ATM/CNS provision costs are
some3%lowerthanplannedinNovember2011.ThisisalsothecaseformostoftheSESANSPs:
an indication that the financial incentives embedded within the charging scheme already
providedsomeresultsforthefirstyearofRP1.
Another complementary analysis to assess the degree of ANSPs reactivity to adjust costs
downwards in response to the decrease in traffic is to compare the actual 2012 ATM/CNS
provisioncostswiththeplanspreparedinNovember2011(andreportedaspartoftheACE2010
datacycle)15.Fortheyears20122014whichcorrespondtotheSESPerformanceSchemeRP1,the
costsandtrafficinformationprovidedinACE2010bytheANSPsoperatinginSESStatesisinline
withtheinformationdisclosedinadoptedNationalPerformancePlans.
Table2.2indicatesthatin2012,theactualnumberofcompositeflighthoursis5.1%lowerthan
plannedinACE2010(November2011).Table2.2alsoshowsthatactual2012ATM/CNSprovision
costsare235M(or3.1%)lowerthanplanned,whichisanoteworthyachievementfortheANS
industry, although this was not sufficient to compensate for the lower traffic and therefore to
avoidhigherthanplannedunitATM/CNSprovisioncosts(+2.1%).
Europeansystemlevel
PlannedcompositeflighthoursinNov.2011(M)
Actualcompositeflighthours(M)
Differencebetweenactualandplannedcompositeflighthours(%)
2012
17.3
16.5
5.1%
PlannedATM/CNSprovisioncostsinNov.2011(M2012)
ActualATM/CNSprovisioncosts(M2012)
Differencebetweenactualandplannedcosts(M2012)
Differencebetweenactualandplannedcosts(%)
7533
7298
235
3.1%
Table2.2:ComparisonofATM/CNSprovisioncostsandcompositeflighthoursatsystemlevel
(figuresprovidedinNov.2011versusactualdata)(2012)
Figure 2.9 below shows that for 30 ANSPs, the actual 2012 traffic was lower than planned in
November2011.ForeightANSPs,theactual2012trafficwasatleast10%belowACE2010plans.
It should be noted that in November 2011 some of these ANSPs planned for a rather optimistic
traffic growth which did not materialise in 2012. This is the case for Croatia Control which
expectedatrafficincreaseof+10%in2012.
For MATS, the actual 2012 traffic was +49.2% higher than planned in November 2011. This
substantialdeviationisduetothefactthatin2012,followingthecivilwar,partofLibyanairspace
was closed and flights that used to cross from East to West through the Libyan airspace were
passingthroughtheairspacecontrolledbyMATS.
15
Note that the planned enroute costs provided by NATS in its ACE 2010 submission reflect the figures
reportedintheUKPerformancePlanforRP1.ThisisdifferentfromthemethodologyusedbyNATStoreport
historicandactualATM/CNSprovisioncostswhicharebasedonIFRSaccounting.Forthisreason,NATSis
notincludedinthisanalysis.
19

Figure2.9:Comparisonof2012actualATM/CNSprovisioncostsandtrafficwithACE2010
plans(realterms)
Figure2.9showsthatfor28ANSPs,actual2012costswerelowerthanplannedinNovember2011.
AmongthefivelargestANSPs,2012actualcostswerelowerthanplannedforAena(6.6%),DSNA
(4.8%) and ENAV (9.4%). Given their weight in the European system, these ANSPs significantly
contributedtoreduceactual2012ATM/CNSprovisioncostsby3.1%comparedtoACE2010plans.
Ontheotherhand,DFS2012actualcostswereslightlyhigherthanplanned(i.e.+1.1%).
ForsixANSPs,2012actualcostsaremorethan10%lowerthanplannedinNovember2011(i.e.
MATS (24.4%), MNAV (17.7%), DCAC Cyprus (16.9%), IAA (10.6%), DHMI (10.6%) and NATA
Albania(10.2%).Itshouldbenoted,however,thattheseANSPs(exceptDCACCyprusandMNAV)
wereplanningforsignificantcostsincreasescomparedtotheir2010levels.
TherighthandsideofFigure2.9showsthatforeightANSPs,actual2012costswerehigherthan
planned in November 2011. For four of them, NAV Portugal (+6.2%), ROMATSA (+9.6%), LFV
(+13.7%)andUkSATSE(+22.9%)actualcostsweremorethan+5%higherthanplanned.
ForANSPsoperatinginSESStates,theyear2012marksthestartofRP1withthedeterminedcosts
methodandtheendofthefullcostrecoverymechanismforenrouteANS.Figure2.9shows
that for most of the SES ANSPs, ATM/CNS provision costs are lower than planned in November
2011 plans. This is an indication that the financial incentives embedded within the charging
schemealreadyprovidedsomeresultsforthefirstyearofRP1.
20
At PanEuropean system level, ATCOemployment costs increased while productivity remained

fairlyconstantandunitsupportcostsroseinacontextoftrafficdecrease.Asaresult,financial
costeffectivenessperformanceslightlydeterioratedin2012.
In2012atPanEuropeansystemlevel,theaverageATM/CNSprovisioncostpercompositeflight
hour is 443. Figure 2.10 shows the analytical framework which is used in the ACE analysis to
breakdownthefinancialcosteffectivenessindicatorintobasiceconomicdrivers.
Compositeflight
hours
18.2M
Key drivers for the financial

costeffectiveness performance
include:
ATCOhour
Productivity
0.80
ATCOsemployment
costsper
unitofoutput
133
ATCOinOPS
hoursonduty
22.8M
ATCOemployment
costsperATCOhour
106
Financial
costeffectiveness
indicator
443
Employment
costsfor
ATCOsinOPS
2417M
Supportcostsper
unitofoutput
310
a) ATCOhour
productivity
(0.80 composite flight
hoursperATCOhour);
b) ATCO employment costs
perATCOhour(106);and,
Supportcosts
5642M
Supportcostratio
3.3
c) support costs per unit

output(310).
ATM/CNS
provisioncosts
8059M
EUROCONTROL/PRU
Figure2.10:ACEperformanceframework,2012
Around30%ofATM/CNSprovisiondirectlyrelatestoATCOsinOPSemploymentcostswhile70%
relatetosupportfunctionsincludingnonATCOsinOPSemploymentcosts,nonstaffoperating
costsandcapitalrelatedcostssuchasdepreciationcostsandthecostofcapital.
At system level, unit ATM/CNS provision costs rose by +1.7% in real terms between 2011 and
2012. Figure 2.11 shows that in 2012, employment costs per ATCOhour rose by +1.3% while
ATCOhourproductivityremainedfairlyconstant(+0.3%).Inthemeantime,unitsupportcostsrose
by +2.0% mainly reflecting the fact that at PanEuropean system level support costs were not
adjusted downwards compared to 2011 (+0.1%) while the number of composite flighthours
reducedby1.9%.
Weight
30%
+1.3%
Increasein
unitATM/CNS
provisioncosts
20112012
+1.7%
Weight
70%
+2.0%
+1.0%
+0.3%
ATCOhour Employment
productivity costsper
ATCOhour
+0.1%
ATCO
employment
costsper
compositeflight
hour
Supportcostsper
compositeflight
hour
"Traffic
effect"
"Supportcosts
effect"
1.9%
Figure2.11:Changesinthefinancialcosteffectivenessindicator,20112012(realterms)
Adetailedanalysisofthechangesinthekeydriversofcosteffectivenessbetween2009and2012
isprovidedhereafter.
21
Overall, in 2012 PanEuropean ANSPs could limit the impact of the traffic decrease on
productivitythroughamoreeffectiveuseofavailableATCcapacityandexistingresources.
Overthefouryearsperiod(20092012),ATCOhourproductivityroseby+10.1%atPanEuropean
system level. Figure 2.12 indicates that starting from a low base in 2009 (reflecting the fall in
traffic which resulted from the economic recession), ATCOhour productivity substantially
increased for two consecutive years (+6.7% in 2010 and +2.9% in 2011) and remained fairly
constantin2012(+0.3%).
1.1
6.7%
0.8
2.9%
AverageforANSPsabovethemedianofthesample
PanEuropeansystemaverage
AverageforANSPsbelowthemedianofthesample
1.0
0.3%
ATCOhourperflighthour
CompositeflighthourperATCO
houronduty
1.0
0.6
0.4
0.9
0.88
0.8
0.88
0.77
0.89
0.89
0.80
0.80
0.66
0.66
0.73
0.7
0.61
0.2
0.6
0.53
0.0
0.5
2009
2010
2011
2012
2009
2010
2011
2012
Figure2.12:ChangesinATCOhourproductivity,20092012
The increases in ATCOhour productivity observed at PanEuropean system level over the 2009
2012 period mainly reflect improvements in ANSPs with relatively lower ATCOhour productivity
levels(seegreenlineintherighthandchartofFigure2.12),whiletheATCOhourproductivityof
ANSPswithhigherproductivitylevelsremainedrelativelyconstant.
Strong productivity increases were mainly achieved by Central and Eastern Europe ANSPs
benefiting from higher traffic growth. However, significant improvements in productivity were
alsoachievedbysomeANSPswhichstartedfromahigherbasein2009(e.g.IAA).
Figure2.13 shows that the reduction

ofATCOhoursondutybetween2009
and 2012 is mainly driven by a
significantdecreaseinovertimehours
(72.0%)overthewholeperiod.
Averageovertimehoursondutyperyear
AverageATCOhourondutyperyear(withoutovertime)
ATCOhoursondutyperATCOperyear
At PanEuropean system level, the

increase in productivity achieved
between 2009 and 2012 (+10.1%) is
mainlyduetothefactthattheoverall
trafficincrease(+4.1%)wasabsorbed
with substantially fewer ATCOhours
onduty(5.4%).
1600
1428
1400
1401
1391
1352
1200
1000
800
2009
2010
2011
2012
Figure2.13:ChangesinaverageATCOhourson
duty,20092012
Theseresultsareheavilyinfluencedbythestructuralchangesimplementedin20102011byAena
followingtheintroductionofLaw9/2010whichwasadoptedinSpainin2010.Thislawintroduced
new working conditions for Spanish ATCOs, rising contractual working hours and significantly
reducing the number of overtime hours, which was one of the main driver for high ATCO
employment costs and relatively lower productivity for Aena in the past. Indeed, between 2009
and2012,AenaATCOhourproductivitysubstantiallyincreasedfrom0.52to0.78(+50%).
Inaddition,asshowninFigure2.14below,26outof37ANSPscouldreduceATCOhoursondutyin
2012.Thisindicatesthatoverall,in2012PanEuropeanANSPscouldlimittheimpactofthetraffic
22
decrease on productivity through a more effective use of available ATC capacity and existing
resources.
EE
CY
LV
TR
MK
IE
NO
MD
UA
FR
HR
PL
DE
ES
AT
RO
SK
UK
SE
PT
SB
AM
SI
LT
CH
CZ
BE
DK
HU
IT
GR
NL
FI
MT
AL
BG
"ATCOhour
effect"
EANS
DCACCyprus
LGS
DHMI
MNAV
IAA
Avinor(Continental)
MoldATSA
UkSATSE
DSNA
CroatiaControl
PANSA
DFS
Aena
MUAC
AustroControl
ROMATSA
LPS
NATS(Continental)
LFV
SMATSA
ARMATS
SloveniaControl
OroNavigacija
Skyguide
ANSCR
Belgocontrol
NAVIAIR
HungaroControl
ENAV
HCAA
LVNL
Finavia
MATS
NATAAlbania
BULATSA
Country
(C)
"Trafficeffect"
ANSPs
(B)
ChangesinATCO
hourproductivity
20112012
(A)
32.8%
16.6%
15.5%
11.1%
7.9%
7.5%
6.1%
5.6%
4.0%
1.8%
1.0%
0.1%
0.1%
0.3%
0.4%
0.5%
0.6%
0.7%
1.1%
1.2%
1.6%
1.6%
1.7%
2.5%
3.8%
3.9%
3.9%
4.0%
4.2%
4.2%
4.2%
4.7%
5.9%
7.0%
8.0%
8.5%
10.4%
8.5%
2.8%
0.4%
5.1%
9.1%
0.6%
4.5%
4.6%
3.5%
0.8%
0.6%
5.8%
2.5%
8.5%
0.7%
2.9%
1.3%
1.8%
1.0%
3.4%
1.3%
5.0%
2.5%
0.1%
0.1%
1.2%
4.9%
4.6%
5.3%
6.6%
4.4%
4.7%
2.2%
8.6%
14.8%
3.0%
2.4%
18.3%
16.7%
13.8%
5.5%
15.8%
6.4%
1.5%
1.0%
0.5%
2.6%
1.6%
5.6%
2.6%
8.2%
0.3%
2.4%
0.7%
1.1%
0.1%
2.3%
0.3%
3.4%
0.8%
2.5%
4.0%
2.8%
1.0%
0.6%
1.2%
2.5%
0.2%
0.0%
3.9%
1.6%
24.7%
6.0%
8.9%
Positive values in column (A) mean

that productivity improved between
2011and2012.
Positive values in column (B) mean

that traffic volumes rose between
2011and2012.
Positive values in column (C) mean

thatthenumberofATCOhoursrose
between 2011 and 2012. All other
things being equal, a positive value
contributes to lower productivity
(hencethereddot).
Productivityimprovesiftrafficgrows
fasterthantheATCOhoursonduty.
Forexample:IAAs2012productivity
is+7.5%higherthanin2011because
while traffic slightly increased by
+0.6%, the number of ATCOhours
decreasedby6.4%.
Note: By mathematical construction,

the % variation in productivity (A)
can be approximated as the
difference between the traffic
effect (B) and the ATCOhour
effect (C). The larger the %
variations, the less accurate the
approximation. This explains why in
somecases(A)isnotexactlyequalto
(B) (C).
0.3%
1.9%
2.1%
TotalPanEuropeanSystem
Figure2.14:AnnualchangesinATCOhourproductivity,compositeflighthoursandATCOhours
onduty,20112012
In 2012, the ATCOhour productivity of the PanEuropean system as a whole amounted to 0.80
composite flighthours per ATCOhour. The ATCOhour productivity for each ANSP in 2012 is
showninFigure2.15below.ItisimportanttonotethatthemetricofATCOhourproductivityused
inthisreportreflectstheaverageproductivityduringayearforagivenANSPanddoesnotgivean
indicationoftheproductivityatpeaktimeswhichcanbesubstantiallyhigher.
ThereisawiderangeofATCOhourproductivityamongANSPs.TheANSPwiththehighestATCO
hour productivity is MUAC (1.94), which only provides ATC services in upper airspace, while the
23
ANSPwiththelowestATCOhourproductivityisARMATS(0.19),i.e.oneofthesmallestANSPsin
termsoftrafficvolumes.
1.2
1.03 1.03 1.02 1.01
Aena
0.3
0.76
0.69
ENAV
0.78
0.6
1.4
0.8
0.99
0.9
1.6
1.0
1.03
DSNA
1.2
Europeansystemaverage:0.8
NATS
(Continental)
CompositeflighthoursperATCOhour
1.8
1.94
DFS
2.0
0.0
0.99 0.98 0.97 0.94 0.92
0.89 0.89 0.89 0.89 0.84 0.84
0.79 0.78 0.76 0.75
0.71 0.69
0.68 0.67 0.67 0.67 0.66
0.65 0.63
0.6
0.59
0.53
0.4
0.48
0.45
0.34
0.24 0.24
0.2
0.19
MUAC
DFS
Skyguide
IAA
EANS
NATS(Continental)
NAVIAIR
PANSA
AustroControl
DHMI
ANSCR
LVNL
LGS
DCACCyprus
Avinor(Continental)
HungaroControl
Aena
DSNA
SMATSA
HCAA
ENAV
Belgocontrol
MATS
CroatiaControl
LFV
BULATSA
LPS
Finavia
ROMATSA
NATAAlbania
OroNavigacija
SloveniaControl
UkSATSE
MNAV
MoldATSA
ARMATS
0.0
Figure2.15:ATCOhourproductivity(gatetogate),2012
Figure 2.15 also indicates that there are substantial differences in ATCOhour productivity even
among the five largest ANSPs. Indeed, DFS ATCOhour productivity (1.03) is some +49% higher
thanthatofENAV(0.69).
It is important to mention that significant gains in costeffectiveness could be achieved if the
European average productivity (0.80) was raised to the level of the top quartile in Figure 2.15
(0.92). Most of the ANSPs that achieve orare closeto top quartile ATCOhour productivity (ANS
CR, Austro Control, DFS, LVNL, MUAC, NATS and Skyguide) are among the ANSPs with the most
complex traffic. On the other hand, ARMATS, MNAV, MoldATSA and UkSATSE, which belong to
theANSPswiththeleastcomplextraffic(seeFigure2.2),showanATCOhourproductivitywhichis
lowerthanthebottomquartile.LowproductivityinsomeoftheseANSPsmaybeaconsequence
of their small size, and the consequent difficulty in adapting their available ATC capacity and
existinginfrastructuretolowtrafficvolumesandhighseasonalvariability.
ImprovementsinATCOhourproductivitycanresultfrommoreeffectiveOPSroommanagement
andbymakingabetter useofexistingresources,forexample throughtheadaptationof rosters
(preferably individually based to enhance flexibility) and shift times, effective management of
overtime, and through the adaptation of sector opening times to traffic demand patterns.
Similarly, advanced ATM system functionalities and procedures are drivers for productivity
improvements. It is also expected that SES tools such as FABs, the Network Manager, the
performanceschemeandthetechnologicalpillar(SESAR)contributetoincreaseATCOproductivity
byasignificantfactorwhileensuringsafetystandards.
Latest forecasts indicate that traffic volumes are not expected to be above 2008 levels before
2016. For this reason, there should be an opportunity to maintain the overall amount of ATCO
hoursatPanEuropeansystemleveland,allelseequal,increaseATCOhourproductivitywithout
significantly affecting the quality of service provided and without implementing massive
investmentprogrammes.
24
MoredetailsonthechangesinATCOhourproductivityforindividualANSPsareprovidedinPartII
ofthisReport.
ATCOhour productivity measured at ANSP level reflects an average performance, which can
hide large differences among ACCs even for those operating in the same country/ANSP. It is
thereforeimportanttoanalyseandcompareproductivityatACClevel.
In Figure 2.16, the 63 ACCs part of the ACE 2012 data analysis are grouped in clusters based on
threeoperationalcharacteristics:(1)theircomplexityscores,(2)theaverageusedflightlevels,and
(3)theirnumberofsectors.Moreinformationonthedefinitionoftheseclusterscanbefoundin
previousACEreports16.
Cluster2
Cluster1
2.0
0.0
Ljubljana
Padova
Geneva
Reims
Paris
Zurich
Chisinau
Skopje
Yerevan
Dnipropetrovs'k
Tirana
0.4
Simferopol
Malta
Vilnius
Riga
Stavanger
Bodo
Tampere
Brindisi
0.8
Average= 0.78
Nicosia
1.2
Bratislava
1.6
Tallinn
2.0
Odesa
0.4
2.4
L'viv
0.8
FlighthoursperATCOhour
1.2
Average = 1.12
Stockholm
1.6
Cluster3b(ACCs<7sectors)
2.8
Kyiv
2.0
Ankara
Shannon
Brest
Athinai+Macedonia
Sofia
Bordeaux
Budapest
Kobenhavn
Roma
Prestwick
Beograd
Malmo
Canarias
Bucuresti
Istanbul
Madrid
Sevilla
Marseille
Barcelona
Oslo
2.4
Lisboa
Zagreb
2.8
Warszawa
Cluster3a(ACCs 7sectors)
LondonAC
0.0
Maastricht
Palma
Dublin
Milano
Brussels
Amsterdam
Bremen
LondonTC
0.0
0.4
Munchen
0.4
0.8
Karlsruhe
0.8
1.2
Wien
Average= 0.69
1.2
Average= 1.11
1.6
Praha
1.6
Langen
2.0
0.0
Figure2.16:SummaryofproductivityresultsatACClevel,2012
Sofar,noclearcutstatisticalrelationshipbetweenATCOproductivity,trafficcomplexityandtraffic
variabilitycouldbeinferredbecausetherelationshipsandpotentialtradeoffsbetweenallthese
metrics are not straightforward. Nevertheless, it is useful to compare the ATCO productivity of
ACCsthatsharesimilaroperationalcharacteristics.Eachclusterisbrieflydescribedbelow:
Cluster 1 (ACCs serving predominantly lower airspace with relatively high structural
complexity)hasthelowestaverageproductivityofanyoftheclusters(0.69flighthourper
ATCOhour).Palma,withthelowestproductivity,hasthehighestseasonaltrafficvariability
inCluster1.
Cluster 2 (ACCs serving dense upper airspace) has an average productivity of 1.11 flight
hour per ATCOhour. Within this cluster, Maastricht has significantly higher productivity
(1.94flighthoursperATCOhour,some+75%abovetheaverageinCluster2).
Cluster 3a (ACCs with 7 sectors or more and serving airspace with relatively low
complexity) has an average productivity of 1.12 flighthour per ATCOhour. Within this
cluster,Warszawahassignificantlyhigherproductivity(2.23flighthoursperATCOhour).It
16 SeeforexampletheACE2008BenchmarkingReportonp.104.ReportavailableonthePRCwebsite:
(http://www.eurocontrol.int/articles/prcandprbpublications).
25
should also be noted that within this cluster Brest and Bordeaux have the highest overall
complexity,andCanarias,ShannonandOslothelowest.
Cluster3b(ACCswithlessthan7sectorsservingairspacewithrelativelylowcomplexity)
has an average productivity of 0.78 flighthour per ATCOhour. While Chisinau shows the
lowestproductivity,italsohasoneofthelowestoveralltrafficcomplexity.
TheanalysisofATCOhourproductivityatACClevelwouldseemtoindicatethat,whilstcomplexity
measuresarehelpfulinprovidingawayofclusteringACCsintobroadlyconsistentgroups,within
theseclusterstherearestilllargedifferencesinproductivityperformanceacrossindividualACCs.
ATCOhourproductivity,definedasflighthourscontrolledperATCOhouronduty,canbesplitinto
twomaincomponents:
ACC sector productivity: This is the ratio of the output, measured by the flighthours
controlledbytheACC,tosectorhoursopen.Thisindicatorshows,onaverage,howmany
aircraft are simultaneously in a sector for a given ACC. All else being equal, higher sector
productivitywillimproveATCOhourproductivity.
ACCstaffingpersector:ThisistheratioofATCOhoursondutytosectorhoursopen.This
indicator shows, on average, how many ATCOs are used to man a sector. All else being
equal,areductioninthestaffingpersectorwillincreaseATCOhourproductivity.
Figure2.17belowdisplaysthebreakdownofATCOhourproductivityintoACCsectorproductivity
andACCstaffingpersectorforeachcluster.ItalsodisplaysalineshowingtheaverageATCOhour
productivityachievedbytheACCsinthecluster:thegreatertheslopeoftheline,thehigherthe
average ATCOhour productivity. ACCs below the line have a worse than average ATCOhour
productivity for the cluster and ACCs above the line have a better than average ATCOhour
productivity.
10.0
10.0
Cluster1
Maastricht
8.0
AverageATCOhour
productivity
7.0
6.0
5.0
4.0
Langen
3.0
Milano
Amsterdam
LondonTC
1.0
8.0
7.0
Praha
6.0
LondonAC
Wien
5.0
Karlsruhe
4.0
Paris
Munchen
3.0
Brussels
Bremen
2.0
Padova
Geneva
Zurich
Reims
Ljubljana
2.0
Dublin
Palma
1.0
0.0
0.0
0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
0.0
1.0
2.0
Staffingpersector
10.0
9.0
8.0
7.0
6.0
5.0
4.0
3.0
2.0
1.0
0.0
Cluster3a(ACCs7sectors)
Warszawa
Budapest
Athinai+Macedonia
Ankara
Zagreb
Sofia
Roma
AverageATCOhour
Brest Kobenhavn Beograd
Lisboa
productivity
Malmo
Shannon
Bucuresti
Bordeaux Sevilla Canarias
Barcelona
Prestwick Madrid
Istanbul
Marseille
Stockholm
Kyiv
Oslo
0.0
1.0
2.0
3.0
4.0
5.0
Staffingpersector
3.0
4.0
5.0
6.0
7.0
8.0
Staffingpersector
6.0
Sectorproductivity
Sectorproductivity
AverageATCOhour
productivity
Cluster2
9.0
Sectorproductivity
Sectorproductivity
9.0
7.0
8.0
10.0
9.0
8.0
7.0
6.0
5.0
4.0
3.0
2.0
1.0
0.0
Cluster3b(ACCs<7sectors)
AverageATCOhour
Tallinn
Riga
Stavanger
Nicosia
Bratislava
Brindisi
Malta
Tampere
Vilnius
Tirana
L'viv
Simferopol
Dnipropetrovs'k
Bodo
Chisinau
0.0
1.0
2.0
Odesa
Skopje
Yerevan
3.0
4.0
5.0
Staffingpersector
6.0
7.0
8.0
Figure2.17:ACCsectorproductivityandstaffingpersector,2012
Figure2.17indicatesthatinCluster2,thegreaterATCOhourproductivityinMaastrichtismainly
the result of significantly higher sector productivity (more than eight aircraft on average
26
simultaneouslypresentinasector).ItisnoteworthythatMUACsectorproductivityistwotothree
timestheproductivityachievedbyACCswithasimilarstaffingpersectorinCluster2.
On the other hand, the graphs for Cluster 3a and Cluster 3b show that in these clusters, similar
levels of ACC sector productivity are achieved with very different staffing configuration and
practices, or alternatively similar levels of ACC staffing are delivering a wide range of sector
productivity.
Several factors are likely to affect ATCO productivity. Low productivity might be due to spare
capacityandlowutilisationoftheavailableresources,especiallyinthelessdense/complexACCs.
Anotherexplanationmightbeduetohigherseasonaltrafficvariability.
Otherfactorsasyetunidentified(andnotmeasured)suchastheimpactofdifferentoperational
concepts and processes, the operational flexibility, could also affect ATCO productivity
performance. There may also be cultural and managerial differences. These elements would
deserve further analysis in order to provide some explanation of the differences in ATCO
productivityandidentifybestpractice.
ATCOemploymentcostsarecatchingupinmanyCentralandEasternEuropeanANSPs.
Figure 2.18 shows that this is

drivenby:
a significant decrease for the
year2010(5.0%);and,
employment costs per ATCO
hourincreasesin2011(+2.6%)
and2012(+1.3%).
140
perATCOhouronduty(2012prices)
At PanEuropean system level,

ATCO employment costs per
ATCOhour slightly decreased
between2009and2012(1.3%or
0.4%p.a.).
37ANSPs
36ANSPs(excl.Aena)
120
5.0%
100
2.6%
2.1%
4.8%
1.3%
2.9%
80
60
40
20
0
2009
2010
2011
2012
Figure2.18:ChangesinATCOemploymentcostsperATCO
hour,20092012(realterms)
Figure2.18showsthatthisoverallchangeissignificantlyaffectedbythedecreaseinAenaATCO
employmentcostsovertheyears2009and2010.IndeedexcludingAena,ATCOemploymentcosts
haveincreasedinrealtermsby+2.1%in2010,+4.8%in2011and+2.9%in2012.
In2012,theaverageunitATCOemploymentcostsinthePanEuropeansystemamountto106per
ATCOhour.Figure2.19showsthevaluesforthisindicatorforalltheANSPs.
ThereisawiderangeofATCOhouremploymentcostsacrossANSPs,whichisnotsurprisinggiven
theheterogeneityinthesocialandeconomicenvironmentsacrossEurope.
In 2012, MUAC ATCO employment costs per ATCOhour (197) are the highest in Europe, above
DFS (172). MUAC ATCO employment costs per ATCOhour significantly increased in 2012
(+21.9%) mainly reflecting the payment of a bonus to the staff for achieving performance
objectives,andretroactivesalaryadjustments.DFSemploymentcostsperATCOhouralsorosein
2012, albeit in a lower proportion (+9.7%), following the implementation of the new collective
agreementssignedinOctober2011.
Ontheotherhand,AenaemploymentcostsperATCOhourwhichwerethehighestin2011,rank
fifth(160)anddecreasedforthethirdconsecutiveyearin2012(5.1%afterreductionsof13.3%
and6.4%in2010and2011,respectively).
27
120
100
80
60
40
160
150
163 161 160160
152
120
108
97
100
135 131
120
108 103
50
97 97 97
95
89
DSNA
140
172
172
ENAV
perhour
160
200
NATS
(Continental)
180
197
DFS
200
Aena
220
0
81 81 80 79 79
73
66 63
55 53 51 49
40 39
32 29 28
25
14 11
20
MUAC
DFS
LVNL
Skyguide
Aena
AustroControl
Belgocontrol
Avinor(Continental)
NATS(Continental)
ENAV
IAA
DSNA
PANSA
NAVIAIR
LFV
HungaroControl
CroatiaControl
ANSCR
SloveniaControl
LPS
HCAA
Finavia
DCACCyprus
ROMATSA
BULATSA
EANS
SMATSA
DHMI
LGS
OroNavigacija
MNAV
UkSATSE
NATAAlbania
MATS
MoldATSA
ARMATS
Figure2.19:ATCOemploymentcostsperATCOhour(gatetogate),2012
Amajorexogenousfactorthatunderliesdifferencesinunitemploymentcostsisthedifferencein
prevailing market wage rates in the national economies in general. This is also associated with
differences in the cost of living. To assess the influence of these exogenous differences,
employmentcostsperATCOhourhavebeenexaminedinthecontextofPurchasingPowerParity
(PPP).Therearesomelimitations17inherenttotheuseofPPPsandforthisreasontheACEdata
analysis does not put a significant weight on results obtained with PPPs adjustments. PPPs are
neverthelessausefulanalyticaltoolinthecontextofinternationalbenchmarking.
Figure 2.20 below shows the ATCO employment costs per ATCOhour both before and after
adjustment for PPP. The adjustment reduces the dispersion of this indicator. After PPP
adjustment, the average unit employment costs per ATCOhour amounts to 112 (compared to
106 without adjustment). For many Central and Eastern European ANSPs (ANS CR, BULATSA,
Croatia Control, HungaroControl, LPS, PANSA, ROMATSA, Slovenia Control and SMATSA) the PPP
adjustmentbringstheunitemploymentcostsclosetothoseinWesternEurope.
17
For instance, it is possible that, for a given country, the cost of living in regions where the ANSP
headquarterandothermainbuildings(e.g.ACCs)arelocatedishigherthantheaveragevaluecomputedat
nationallevel.
28
220
200
180
ATCOemploymentcostsperATCOhourin adjustedforPPPs
188
179 175
ATCOemploymentcostsperATCOhourin
167 167
155
160
148 145
129
perhour
140
124 123 122
120
117 115
112
107106
105
100
99 95
88 87 84 82
81
80
75 75
71 71
65 65
60
61
57
42
40
33
25 22
ARMATS
MoldATSA
LGS
MATS
Finavia
UkSATSE
NATAAlbania
OroNavigacija
LFV
NAVIAIR
EANS
DCACCyprus
DHMI
MNAV
DSNA
Avinor(Continental)
IAA
HCAA
Skyguide
SloveniaControl
ENAV
NATS(Continental)
SMATSA
LPS
ANSCR
BULATSA
Belgocontrol
ROMATSA
CroatiaControl
LVNL
AustroControl
DFS
HungaroControl
Aena
PANSA
MUAC
20
Figure2.20:EmploymentcostsperATCOhourwithandwithoutPPPs,2012
160
WesternEuropeanANSPs
ATCOemploymentcostperATCOhour
Figure 2.21 shows the changes in ATCO

employment costs per ATCOhour for
ANSPs operating in Central, Eastern and
WesternEuropeancountries18.
SignificantincreasesinATCOemployment
costs per ATCOhour are observed for
ANSPs operating in Central and Eastern
European countries and which started
fromarelativelylowbasein2009.
Thisillustratesthegradualconvergenceof
employment costs in Central and Eastern
European economies following the
strengtheningoftheeconomicintegration
andenhancedlabourmobility.
140
Europeanaverage
CentralandEasternEuropeanANSPs
131
124
126
125
120
107
102
105
106
54
55
100
80
60
43
47
40
20
Figure2.21:ConvergenceinATCOemployment
costsforANSPsoperatinginEasternandWestern
Europeancountries,20092012(realterms)
2009
2010
2011
2012
Employment costs are typically subject to complex bargaining agreements between ANSPs
managementandstaffwhichusuallyareembeddedintoacollectiveagreement.Thedurationof
thecollectiveagreement,thetermsandmethodsforrenegotiationgreatlyvaryacrossANSPs.In
some cases salary conditions are negotiated every year. High ATCO employment costs may be
compensatedforbyhighproductivity(e.g.MUAC).Therefore,inthecontextofstaffplanningand
contractrenegotiation,itisimportantforANSPstomanageATCOsemploymentcostseffectively
andtosetquantitativeobjectivesforATCOproductivity.
MoredetailsonthechangesinATCOhouremploymentcostsforindividualANSPsareprovidedin
PartIIofthisReport.
18
InFigure2.21,theCentralandEasternEuropeancountriesarethosethatjoinedtheEuropeanUnionfrom
2004onwardsplusAlbania,Armenia,Croatia,F.Y.RMacedonia,Moldova,TurkeyandUkraine.
29
After two years of consecutive reductions in 2010 (4.1%) and 2011 (2.7%), unit support costs
roseby+2.0%in2012mainlyreflectingtheimpactofthetrafficshortfall(1.9%).
Figure 2.22 shows that unit support

costsconsecutivelyreducedin2010(
4.1%)and2011(2.7%)reflectingthe
impact of the costcontainment
measures implemented by European
ANSPs. In 2012, unit support costs
rose by +2.0%. This mainly reflects
the decrease in traffic (1.9%), while
support costs remained fairly
constant(+0.1%).
350
percompositeflighthour(2012
prices)
As indicated in Figure 2.22, support

costs per composite flighthours
reduced (4.9% in real terms)
between 2009 and 2012 at Pan
Europeansystemlevel.
4.1%
2.7%
2.0%
2010
2011
2012
300
250
200
150
100
50
0
2009
Figure2.22:Changesinsupportcostspercomposite
flighthour,20092012(realterms)
Contrary to ATCO employment costs, support costs encompass a variety of cost items which
requirespecificanalysis.ThereisageneralacknowledgementthatthePanEuropeansystemhas
excessivesupportcostsduetoitshighlevelofoperational,organisational,technicalandregulatory
fragmentation.
Composite
flighthours
18.2M
ATCOsemployment
costsper
unitofoutput
133
ATCOinOPS
hourson
duty
22.8M
Employment
costsfor
ATCOsinOPS
2417M
Employmentcosts
pernonATCOinOPSstaff
Supportcostsper
unitofoutput
310
unitofoutput
NonATCOinOPS
employment
costsperunitofoutput
(48.4%)
Supportcosts
5642M
ATCOhour
Productivity
0.80
ATCOemployment
costsperATCOhour
106
Financial
costeffectiveness
indicator
443
Supportcostratio
3.3
ATM/CNS
provision
costs
8059M
NonATCOinOPSstaff
perunitofoutput
EUROCONTROL/PRU
Nonstaffoperating
(23.8%)
Depreciationcosts
perunitofoutput
Exceptional
(2.1%)
Capitalrelated
(25.7%)
Costofcapital
perunitofoutput
Figure2.23:Frameworkforsupportcostsanalysis,2012
30
AsshowninFigure2.23,supportcostscanbebrokendownintofourseparatecomponentsthat
providefurtherinsightintothenatureofsupportcosts:
a) Employment costs for nonATCO in OPS staff; these cover ATCOs on other duties, trainees,
technical support and administrative staff (48.4% of total support costs). These costs can be
affectedbythefollowingfactors:
Outsourcing of noncore activities (such as maintenance of technical equipment, and
professionaltraining)couldtransfercostsfromthiscategorytononstaffcosts.
Research & development policies may involve ATM systems either being developed in
house,orpurchasedofftheshelf.Inprinciple,eithersolutioncouldleadtothemostcost
effective outcome, depending on circumstances; this would depend on whether there
were,forexample,significanteconomiesofscale,ormajortransactioncosts.
ArrangementsrelatingtothecollectiveagreementandthepensionschemefornonATCOs
inOPS.
b) Nonstaffoperatingcostsmostlycompriseexpensesforenergy,communications,contracted
services, rentals, insurance, and taxes (23.8% of total support costs). These costs can be
affectedbythefollowingfactors:
Thetermsandconditionsofcontractsforoutsourcedactivities.
EnhancementofthecooperationwithotherANSPstoachievesynergiesinthecontextofa
FAB(sharingtrainingofATCOs,jointmaintenance,andothermatters).
c) Capitalrelated costs, comprising depreciation and financing costs for the capital employed
(25.7%oftotalsupportcosts).Thesecostscanbeaffectedbythefollowingfactors:
Themagnitudeoftheinvestmentprogramme.
Theaccountinglifeoftheassets.
Thedegreetowhichassetsareownedorrented.
d) Exceptionalcostswhichrepresentsome2.1%oftotalsupportcosts.
200
150
+4.2%
100
Million
Figure2.24showsthechangesinthe
different components of support
costs (see the support costs effect
bar on the righthand side of Figure
2.11)between2011and2012.
In 2012, increases in employment
costs for support staff (+109M) and
exceptional costs (+56M) were
compensated by reductions in non
staff operating costs (85M),
depreciation costs (26M), and in
thecostofcapital19(51M).
+86.6%
50
0
2.8%
50
100
8.6%
6.0%
Nonstaff
Employment
operatingcosts
costsfor
supportstaff
Depreciation
costs
Costofcapital
Exceptional
costs
Figure2.24:Changesinthecomponentsofsupport
costs,20112012(realterms)
19
It should be noted that the cost of capital originally reported by DFS in its 2012 data submission was
significantly lower (38M or 51%) than in 2011. This difference wasmainly due tothe use of a negative
return on equity (i.e. 3.16%) to compute the enroute cost of capital in 2012. It is understood that this
negative rate of return on equity reflects the actual return (expost) taking into account the revenue loss
incurredonDFSenrouteactivity.However,forthepurposesoftheACEbenchmarkinganalysis,andinorder
toensureconsistencywiththedataprovidedbytheotherANSPs,areturnonequityof7.75%hasbeenused
tocomputeDFSenroutecostofcapital.Thisfigurecorrespondstothereturnonequitythatwasplanned
for2012intheNationalPerformancePlanforRP1.
31
The significant decrease observed for the cost of capital (51M) is mainly due to a substantial
decreaseinthecostofcapitalreportedbyUkSATSE(50M).Itshouldbenotedthatthecostof
capital reported by UkSATSE includes the total amount of capital expenditures spent during the
year,andthatparticularlyhighcapexwerespentin2011.ExcludingUkSATSE,thecostofcapitalat
PanEuropean level in 2012 would be similar to that of 2011 (0.4M) and 2012 support costs
wouldbe+0.6%higherthanin2011(comparedto+0.1%whenUkSATSEisincluded).
The reductions achieved in 2012 in
terms of nonstaff operating costs (
6.0%) and depreciation costs (2.8%)
mainly reflect the impact of the cost
containment measures implemented
by a majority of the PanEuropean
ANSPsinordertoadapttolowertraffic
levels. The lower depreciation costs in
2012 are mainly due to the
postponement
of
noncrucial
investment projects to future years.
Figure2.25showsthatforamajorityof
ANSPs, actual capital expenditures
were lower than planned in ACE 2011
fortheyear2012.
Difference in actual and planned (ACE 2011) capex for 2012

< -50%
< -25%
< 0%
>= 0%
> 50%
Lower Airspace
Data not available
Figure2.25:Differencebetweenactualandplanned
capexfor2012(realterms)
Ontheotherhand,Figure2.25indicatesthatforafewANSPs(e.g.Aena,Avinor,MNAVandOro
Navigacija)actual2012capexishigherthanplanned.
Thesubstantialincreaseinemploymentcostsforsupportstaff(+109M)ismainlydrivenbyhigher
staffcostsobservedforAena(+53M)andDFS(+43M)comparedto2011.
ForAena,theincreaseinsupportstaffcostsmainlyreflectscostsassociatedwiththeSocialPlan
forVoluntaryLayoffs(SPVL)fornonATCOstaff(i.e.32M)whichwasimplementedin2012.For
DFS,theseincreasesaremainlydueto(a)higherpensionrelatedcostsconsecutivetoachangein
thediscountrateforoccupationalpensionsand(b)highergrosswagesandsalariesreflectingthe
collectiveagreementssignedinOctober2011,coveringtheperiodJune2011October2012.
Employment costs can be significantly affected by the type of pension arrangements, and
particularly whether the pension scheme is based on defined benefits or defined
contributions. Some ANSPs have already taken decisive actions to deal with future pension
obligations, notably changing the pension scheme for new recruits and moving away from
definedbenefitspensionplans.
ArevisedversionofIAS19(i.e.employeebenefits)wasimplementedinJanuary2013.Oneof
themainrevisionsofIAS19relatestothedeparturefromthecorridorapproach.Thisimplies
that from 2013 onwards, for ANSPs operating under a defined benefits pension scheme, any
actuarialgainsandlossesarisingfromachangeinactuarialassumptionswillhavetobereported
in the Balance Sheet financial statements. For those ANSPs, which in the past applied the
corridorapproachtoreducetheimpactofthechangesinactuarialassumptionsonANScharges,
therevisionofIAS19willalreadyaffect2013costs.
Several ANSPs, like Austro Control and DFS have explicitly flagged this issue as they would be
significantly impacted by the implementation of the amended IFRS 19. This issue requires the
utmost attention given the long term consequences of pensionsrelated decisions and their
magnitudeinthecostbasesandimpactonchargeableunitrates.
32
There is a wide range in unit support costs among ANSPs, i.e. a factor greater than four in
2012. Whencomputed at FAB level, differences are becoming less marked since unit support
costsrangefrom356fortheDanubeFABto212fortheBalticFAB.
At PanEuropean system level, support costs per composite flighthour amount to 310 in 2012.
Figure2.26showsthatthelevelofunitsupportcostsvariessignificantlyacrossANSPsafactor
greaterthanfourbetweenBelgocontrolwhichhasthehighestsupportcostpercompositeflight
hourin2012(532)andEANS(121).
600
314
313
100
353 348
301 294 287
286
264 253 242
238237
233
200
202 200 197
NATS
(Continental)
300
DSNA
327 325 321319 317 315 314313
Aena
385383
ENAV
397
DFS
317
200
405 397
400
327
300
487484
479
500
385
400
532
192 187
156 151
121
100
Employmentcosts(excl.ATCOsinOPS)percompositeflighthour
Nonstaffoperatingcostspercompositeflighthour
Capitalrelatedcostspercompositeflighthour
Exceptionalcostspercompositeflighthour
EANS
MATS
MUAC
DCACCyprus
HCAA
LGS
PANSA
Finavia
DHMI
Avinor(Continental)
IAA
CroatiaControl
SMATSA
BULATSA
OroNavigacija
LFV
NAVIAIR
DSNA
NATS(Continental)
Aena
MNAV
AustroControl
SloveniaControl
ENAV
HungaroControl
ANSCR
ARMATS
DFS
MoldATSA
ROMATSA
LVNL
NATAAlbania
UkSATSE
LPS
Skyguide
Belgocontrol
20
Figure2.26:SupportcostspercompositeflighthouratANSPlevel ,2012
Figure 2.26 indicates that there are significant differences in the composition of support costs
amongst the 37 ANSPs, and in particular in the proportion of employment costs (blue bar) and
nonstaffoperatingcosts(orangebar).Thechoicebetweenprovidingsomeimportantoperational
supportfunctionsinternallyorexternallyhasclearlyanimpactontheproportionofsupportcosts
thatisclassifiedasemploymentcosts,nonstaffoperatingcosts,orcapitalrelatedcosts.Insome
cases,themaintenanceofATMsystemsisoutsourcedandthecorrespondingcostsarereportedas
nonstaffoperatingcosts.ForotherANSPs,theseactivitiesarerathercarriedoutbyinternalstaff
andtherelatingcostsappearasemploymentcostsorascapitalrelatedcostswhen,accordingto
IFRS, the employment costs of staff working on R&D projects can be capitalised in the balance
sheet.
MoredetailsonthelevelandchangesinsupportcostsforindividualANSPsareprovidedinPartII
ofthisReport.
Figure 2.27 shows the unit support costs computed at FAB level21. ANSPs which are not
participatingtotheACE2012dataanalysisornotformallypartofaFABinitiativearenotincluded
inFigure2.27.
20
ItshouldbenotedthatthecostofcapitalreportedbyANSCRinitsACE2012datasubmissionsishigher
thanthecostschargedtoairspaceusers.Indeed,ANSCRdidnotchargeanycostofcapitaltoterminalANS
users.
33
400
356
350
346
325
304
299
296
300
279
250
222
212
200
150
100
50
BalticFAB
NEFAB
BLUEMEDFAB
SWFAB
DKSEFAB
UKIrelandFAB
FABCE
FABEC
DanubeFAB
Exceptionalcostspercompositeflighthour
Capitalrelatedcostspercompositeflighthour
Nonstaffoperatingcostspercompositeflighthour
Employmentcosts(excl.ATCOsinOPS)percompositeflighthour
Figure2.27:SupportcostspercompositeflighthouratFABlevel,2012
WhencomputedatFABlevel,unitsupportcostsrangefrom356fortheDanubeFABto212for
theBalticFAB,amuchlowerdispersionthanwhenunitsupportcostsarecomputedatANSPlevel.
TheDanubeFAB(356),FABEC(346)andtheFABCE(325)showunitsupportcostsabovethe
PanEuropeansystemaverage(310).
It should be noted that some 15% of Danube FAB unit support costs relate to exceptional costs
associatedwithemployeebenefitsbornebyROMATSAin2012.Excludingthoseexceptionalcosts,
theunitsupportcostsofDanubeFABwouldamountto303.
FABEC ANSPs show the second highest unit support costs in 2012 (346). There is a very wide
range in terms of unit support costs within FABEC (from 532 for Belgocontrol to 151 for
MUAC22). This reflects a variety of situations with very large ANSPs and smaller ones, some of
whichexclusivelyoperateinlowerairspace(BelgocontrolandLVNL).
TheunitsupportcostsforFABCEamountto325whichishigherthantheUKIrelandFAB(304)
andDKSEFAB(299)despitethefactthatthecostoflivingwithintheFABCEareatendstobe
lowerthaninthe UKIrelandFABand theDKSE FAB.Forinstance,Figure2.26indicatesthatfor
ANSPs part of FAB CE (LPS (487), ANS CR (348), HungaroControl (325) and Slovenia Control
(321)),unit supportcostsarehigherthanthoseofAena(317),DSNA(314),NATS (313)and
NAVIAIR (294). Further analysis would be required to understand the main drivers underlying
thesedifferences.
Supportcostsamountto70%oftotalATM/CNSprovisioncosts.Effectivemanagementofthese
costs has therefore a major impact on ANSPs costeffectiveness performance. In this context,
initiatives towards joint procurement and maintenance of ATM infrastructure as well as the
rationalisationofinvestmentprogrammeswithinFABsareencouraged.Forinstance,reducingthe
unitsupport costsofthe PanEuropeansystem(310)bysome 10%toreachalevelinlinewith
thatoftheBlueMedFABwouldgeneratesavingsofsome560M.
21
TheunitsupportcostsatFABleveldisplayedinFigure2.27areobtainedbysummingthesupportcostsof
all the ANSPs that are part of the FAB initiative and dividing them by the corresponding total number of
compositeflighthours.TheresultofthiscomputationistheweightedaverageofANSPsunitsupportcosts
atFABlevel.
22
It should also benoted that MUAC support costs do not includethecosts relating to the infrastructure
whichismadeavailableforjointuseandprovidedfreeofchargesbytheANSPsoperatingintheFourStates
airspace.
34
Afteranincreaseof+1.7%in2012,unitATM/CNSprovisioncostsareplannedtoslightly
decreaseuntil2017(0.8%p.a.).
Gatetogate unit ATM/CNS provision

costs are then expected to increase in
2015 (+0.8%) and to decrease in 2016 (
1.9%) and 2017 (2.6%). Overall, unit
costs are planned to decrease by 0.8%
p.a.over20122017.
ATM/CNSprovisioncostsindex
Compositeflighthoursindex
600
120
500
+2.8%
115
2.9%
+0.8%
1.9%
2.6%
400
110
300
105
200
100
100
95
Indexofcostsandtraffic
At European system level, after the

+1.7%increasein2012,gatetogateunit
ATM/CNS provision costs are planned to
furtherriseby+2.8%in2013andthento
decrease by 2.9% in 2014. As a result,
gatetogate unit ATM/CNS provision
costs are expected to remain fairly
constantbetween2012and2014.
90
2012
2013P
2014P
2015P
2016P
2017P
Figure2.28:Forwardlookingcosteffectivenessat
Europeansystemlevel(20122017,realterms)
For most of the ANSPs, the planned enroute costs data reported in their ACE 2012 data
submission are based on the information provided in June 2013 in the context of the Enlarged
Committee for Route Charges. The enroute determined costs provided in the RP2 Performance
Plans which will be submitted end of June 2014 are likely to be based on different planning
assumptions.
In 2012, ANSPs capital expenditures amounted to some 1075M. The right handside of Figure
2.29comparesthecapexplannedinACE2011withtheplansprovidedinACE2012fortheANSPs
thatconsistentlyreportedforwardlookingfiguresoverthisperiod23.Figure2.29showsthat2012
actualcapitalexpendituresare16%lowerthanplannedinACE2011for2012.Thismainlyreflects
thepostponementofnoncrucialinvestmentprojectstofutureyears,inparticular2015and2016.
1500
2.0
1%
1300
1%
4%
16%
3%
1.6
6%
+2%
1.2
900
+4%
600
0.8
300
0.4
0.0
2009
2010
Capex(M)
2011
2012
2013
Depreciation(M)
2014
2015
2016
Gatetogatecapex(M)
+1%
+4% +23%
+2%
10%
18%
1200
1400
1200
1000
+3.6%
3.5%
1100
16.5%
9.2%
2012
2013P
+3.4%
900
800
700
600
2014P
2015P
2016P
Figure2.29:ForwardlookingcapitalexpendituresatPanEuropeansystemlevel
(20092016,realterms)
Overall, the cumulative capex planned for the period 20132016amounts to some 4488M and
represents 50% of the 2012 total ANS revenues. A significant proportion of these investments
relatetomajorupgradesortothereplacementofexistingATMsystems.
AdditionaldetailsonthenatureofthemajorinvestmentprojectsforeachANSPsareprovidedin
PartIIofthisReport.
23
Notethatthedecreasesinplannedcapexanddepreciationcostsobservedin2015areduetothefactthat
AenaandHCAAdidnotprovidecompleteforwardlookingdataintheirACE2012datasubmissions.
35
36
PARTII:COSTEFFECTIVENESSPERFORMANCEFOCUSAT
ANSPLEVEL
FocusonANSPsindividualcosteffectivenessperformance
37
38
FOCUSONANSPSINDIVIDUALCOSTEFFECTIVENESSPERFORMANCE
3.1
Objectiveofthischapter
This chapter comprises two pagers for each ANSP participating to the ACE 2012 analysis. These
two pagers include an analysis of the historical development of the financial costeffectiveness
indicatoranditsmaincomponentsoverthe20092014period.IndividualANSPcosteffectiveness
performance is also examined in the context of a group of ANSPs which operate in relatively
similar operational and economic environments (comparator groups). Finally, these two pagers
comprise historical information and projections about capital expenditures provided by each
ANSP.
This chapter should provide useful insights and information to NSAs for the drawing up of the
performanceplansforRP2duringthefirsthalfof2014.
3.2
Historicaldevelopmentofcosteffectivenessperformance,20092012
Thefirstpagepresents,foreachANSP,anassessmentofitscosteffectivenessperformance,and
howithasdevelopedoverthefouryearperiod20092012.Itexaminestheoveralleconomiccost
effectivenessindicatoranditstwocomponents(ATM/CNScostspercompositeflighthour,ATFM
delaycostspercompositeflighthour),andtheirevolutionovertheperiod(topleft).Itputsthese
in the context of the traffic growth observed in the ANSPs airspace (top right). In this page,
financialdataareallexpressedinrealterms(2012prices).
Developments in the components of financial costeffectiveness (ATCOhour productivity, ATCO
employmentcostsperATCOhour,andsupportcostspercompositeflighthour)arealsoexamined
(middleleft),tohelpunderstandtheunderlyingcausesofchangesinoverallcosteffectiveness.
The charts on the middle right provide additional information in order to better understand the
drivers behind the changes in the three components of financial costeffectiveness. First, the
changesinATCOhourproductivityareexaminedinthelightofchangesincompositeflighthours,
number of FTE ATCOs in OPS and corresponding hours on duty. A second chart focuses on the
changesinATCOhoursonduty,andinparticularonovertimehours.Thethirdchartpresentsthe
changes in support costs are broken down into employment costs of staff other than ATCOs in
OPS; nonstaff operating costs; capitalrelated costs (depreciation and the cost of capital); and
exceptionalitems,wherepresent.
The bottom set of graphs examine how the changes in the components over the whole period
contributetothechangeintheoverallfinancialcosteffectivenessindicator.Thelefthandgraphs
relate to ATCOs in OPS; the righthand graphs to other elements of cost (support costs). The
lefthand graphs show how the change in ATCO productivity combines with the change in unit
ATCOemploymentcoststomakeachangeinATCOemploymentcostsperunitoutput.Theright
handgraphsshowhowthechangeinsupportcostscombineswithtrafficgrowthtomakeachange
insupportcostspercompositeflighthour.Therelativecontributionofthesetwoeffectstothe
change in the financial costeffectiveness indicator depends on the relative weight of ATCO
employment costs, on the one hand, and support costs, on the other, in the overall ATM/CNS
provisioncost.
39
Thepresentationoffinancialtimeseriesdata
Presentationandcomparisonofhistoricalseriesoffinancialdatafromdifferentcountriesposesproblems,
especiallywhendifferentcurrenciesareinvolved,andinflationratesdiffer.Thereisadangerthattime
series comparisons can be distorted by transient variations in exchange rates which happened to be
particularlythecasein2009inthewakeofthefinancialcrisis.Inthischapter,thefocusisonthehistorical
developmentoffinancialperformanceindicatorsinagivenANSP.
For this reason, the following approach has been adopted for allowing for inflation and exchange rate
variation.Thefinancialelementsofperformanceareassessed,foreachyear,innationalcurrency.They
are then converted to national currency in 2012 prices using national inflation rates. Finally, for
comparisonpurposesin2012,allnationalcurrenciesareconvertedtoeurosusingthe2012exchangerate.
ThisapproachhasthevirtuethatanANSPsperformancetimeseriesisnotdistortedbytransientchanges
inexchangeratesovertheperiod.Itdoesmean,however,thattheperformancefiguresforanyANSPina
givenyearpriorto2012arenotthesameasthefiguresinthatyearsACEreport,andcannotlegitimately
becomparedwithanotherANSPsfiguresforthesameyear.Crosssectionalcomparisonusingthefigures
inthisreportisonlyappropriatefor2012data.
The historical inflation figures used in this analysis were obtained from EUROSTAT or from the
InternationalMonetaryFund.Fortheprojections,theANSPsownassumptionsconcerninginflationrates
wereused.Detailsofthemonetaryparametersusedfor2012aregiveninAnnex6tothisreport.
3.3
ANSPscosteffectivenesswithinthecomparatorgroup,20092012
Thetopchartsofthesecondpagepresentthefinancialcosteffectivenessindicatoranditsmain
components for individual ANSPs in comparison with their respective comparator group. The
approachistoconsidereachANSPinthecontextofagroupofotherANSPs(comparators)which
operateinrelativelysimilaroperationalandeconomicenvironments.
The chartonthetopleft showstheleveland changesinunitATM/CNSprovisioncostsoverthe
20092012periodforeachANSPpartofthecomparatorgroup.Thechartonthetoprightshows
for each ANSP the deviations in unit ATM/CNS provision costs, ATCOhour productivity,
employment costs per ATCOhour and unit support costs from the average of the comparator
groupatthestart(2009)andattheend(2012)oftheperiodconsidered.
The ANSP comparator groups used for the benchmarking analysis are presented in the table
below. These comparator groups were determined for the purposes of the RP2 costefficiency
targetsetting process using a twostep approach combining the use of statistical tools (cluster
analysis)withexpertjudgement.Forafulldescriptionoftheprocess,methodologyandresultssee
AnnexI.CofthePRBreportonRP2EUWideTargetsRanges24releasedinMay2013.
Nine groups of comparators have been identified, some comprising a relatively large number of
ANSPs and others only comprising two organisations. Due to the unique nature of its airspace
(upper airspace only, across four States), it was determined that Maastricht (MUAC) should be
considered separately and therefore this ANSP was not included in the comparator group
benchmarkinganalysis.Finally,twogroupshavebeendesignedfortheANSPsnotoperatinginSES
States. It should be noted that the names of these groups have been chosen for mnemonic
purposesonly.
24
This document is available at: http://ec.europa.eu/transport/media/consultations/doc/20130703

sesrp2/report.pdf.
40
ComparatorGroups
FiveLargest
CentralEurope
SouthEasternEurope
SouthMed
WesternEurope
Atlantic
BalticStates
NordicStates
BelNed
NonSES1
NonSES2
Members
Aena
DFS
DSNA
ENAV
NATS(Continental)
ANSCR
HungaroControl
LPS
SloveniaControl
CroatiaControl
PANSA
HCAA
BULATSA
ROMATSA
DCACCyprus
MATS
AustroControl
NAVIAIR
Skyguide
IAA
EANS
LGS
OroNavigacija
Avinor(Continental)
LFV
Finavia
Belgocontrol
LVNL
DHMI
UkSATSE
ARMATS
MNAV
MoldATSA
NATAAlbania
SMATSA
Table3.1:ANSPscomparatorgroups
3.4
Historicalandforwardlookinginformationoncapitalinvestmentprojects
Thechartswhicharedisplayedinthemiddleandthebottomofthesecondpageprovidehistorical
informationandprojectionsaboutcapitalexpendituresprovidedbyeachANSP.
The chart on the middle of the page shows the historical and planned evolution of capital
expenditure and depreciation, highlighting the ANSPs investment cycles and their magnitude,
acrosstime.Theratioofthesequantities(usuallygreaterthanone)isanindicationoftherateat
whichtheoverallassetbaseisbeingexpanded.
41
Finally,twotablespresentinformationonthenatureofthemainANSPscapexprojectsbetween
2006 and 2017. The first table provides a highlevel overview of the magnitude of capital
expendituresbyarea(i.e.ATM,Communication,Surveillance,etc.)overthe20062017periodand
oftheupgrade/replacementcyclesofthemainATMsystemsforeachACC.Thelasttableprovides
detailed information on the top 5 capex projects in monetary terms including the domain, the
financialamountandthetimeperiodoftheproject.
3.5
CosteffectivenessperformancefocusatANSPlevel
Tofacilitatethereadingofthissection,thetablebelowdisplaysthepagenumberoftheindividual
benchmarkinganalysisforeachANSP.
ANSPname
Aena
ANSCR
ARMATS
AustroControl
Avinor(Continental)
Belgocontrol
BULATSA
CroatiaControl
DCACCyprus
DFS
DHM
DSNA
EANS
ENAV
Finavia
HCAA
HungaroControl
IAA
LFV
LGS
LPS
LVNL
MATS
MNAV
MoldATSA
MUAC
NATAAlbania
NATS(Continental)
NAVIAIR
OroNavigacija
PANSA
ROMATSA
Skyguide
SloveniaControl
SMATSA
UkSATSE
Country
Spain
CzechRepublic
Armenia
Austria
Norway
Belgium
Bulgaria
Croatia
Cyprus
Germany
Turkey
France
Estonia
Italy
Finland
Greece
Hungary
Ireland
Sweden
Latvia
SlovakRepublic
Netherlands
Malta
F.Y.R.Macedonia
Moldova
Albania
UnitedKingdom
Portugal
Denmark
Lithuania
Poland
Romania
Switzerland
Slovenia
SerbiaandMontenegro
Ukraine
Page
44
46
48
50
52
54
56
58
60
62
64
66
68
70
72
74
76
78
80
82
84
86
88
90
92
94
96
98
100
102
104
106
108
110
112
114
116
42
43
Aena(Spain)CosteffectivenessKPIs(2012)
Contextualeconomicinformation
Operationalconditions
Aggregatedcomplexityscore:
Exchangerate:SpainiswithintheEUROZone
Aenarepresents11.1%ofEuropeansystemgatetogateATM/CNSprovision
Max
Min
costs
Seasonaltrafficvariability:
Max
Min
Trendingatetogateeconomiccosteffectiveness(allfinancialdatain2012prices)
ATFMdelaycostspercompositeflighthour
900
820
800
758
20%
655
577
10%
500
400
300
728
543
490
54.6%
+132.7%
30%
700
600
+3.9%
+3.0%
0%
521
2.8%
6.1%
10%
200
8.5%
20%
100
0
30%
2009
2010
2011
23.4%
23.2%
200910
2012
65.8%
201112
201011
CompositeflighthourperATCOhouronduty
TrendingatetogateATCOhourproductivity
0.9
+44.7%
+4.2%
120
0.3%
Index(2009=100)
0.8
0.7
0.6
0.5
0.4
0.52
0.75
0.78
0.78
110
100
90
80
70
0.3
60
0.2
2009
0.1
0.0
2009
2010
2011
2011
Indexcompositeflighthours
IndexATCOsinOPShoursonduty
2012
2010
2012
IndexnumberofATCOsinOPS
TrendingatetogateemploymentcostsperATCOhour
200
13.3%
6.4%
250
5.1%
150
207
180
168
160
100
50
1900
1700
2010
2011
2012
1600
1595
2010
2011
2012
1300
1100
900
700
500
2009
AverageovertimehoursperATCOinOPSperyear
ATCOhoursondutyperATCOperyear(withoutovertime)
Trendinsupportcostspercompositeflighthour
Changesincomponentsofsupportcosts(20092012)
60
350
+14.9%
7.7%
300
40
9.3%
250
+18.0%
20
Million
1608
1500
0
2009
1684
200
150
100
20
50
40
0
2009
Exceptionalcosts
Nonstaffoperatingcosts
2010
2011
+13.9%
0
4.8%
69.0%
60
2012
32.3%
Employment
costsfor
supportstaff
Capitalrelatedcosts
Employmentcosts(excl.ATCOsinOPS)
Nonstaff
operating
costs
Depreciation Costofcapital Exceptional

costs
costs
Changesinfinancialcosteffectiveness(20112012)
Weight
41%
Increaseinunit
ATM/CNSprovision
costs20112012
Weight
59%
+14.9%
ATCOhour Employmentcosts
perATCOhour
productivity
ATCOemployment
costspercomposite
flighthour
+6.3%
0.3%
5.1%
4.8%
+5.1%
Supportcosts
percomposite
flighthour
"Traffic
effect"
"Supportcosts
effect"
8.5%
44
Aena(Spain)(2012)
UnitATM/CNSprovisioncosts(2012)
ChangesinunitgatetogateATM/CNSprovisioncostswithincomparatorgroup
750
Deviationfromcomparators'weightedaverage
700
+49.0%
650
+39.4%
+25.5%
600
+7.7%
550
500
2.3% 4.1%
5.9%
450
30.9%
400
2009
Aena
2010
DFS
2011
DSNA
ENAV
2012
ATCOemployment Supportcostsper
compositeflight
costsperATCO
hour
hour
ATCOhour
productivity
ATM/CNSprovision
costspercomposite
flighthour
350
NATS(Continental)
2009
2012
1.5
160
1.2
120
0.9
200
80
0.6
40
0.3
0.0
0
2009
2010
2011
Capex(M)
2012
2013
2014
2015
Depreciation(M)
2016
Plannedcapitalexpendituresanddepreciationcosts
2017
InformationonmajorcapexprojectsandATMsystemsupgrades/replacements
FDPS
ATM
COM
NAV
SUR
Building
Other
Years
RDPS
HMI
VCS
C:2000(AllACCs
TMA)
2002(AllACCsEn
route)*
C:2006
(allACCs)*
C:2006
(allACCs)*
C:2006
(allACCs)*
AllACCs
AllACCs
AllACCs
2006
2007
2008
2009
Canarias,Palma
2010
2011
Barcelona
Madrid,Sevilla
2012
AllACCs
AllACCs
AllACCs
AllACCs
AllACCs
AllACCs
2013
2014
Canarias
2015
Madrid
2016
2017
Barcelona
* C = Commissioning
Upgrade
Replacement
Focusonthetopfivecapexprojects
Note that the capex provided by Aena for the purposes of the ACE 2012 benchmarking analysis only
includedinformationrelatingtothecapexspentin2012.Furthermore,themonetaryamountsprovided
forthefivemaincapexin2012onlyrepresentssome12%ofthetotalcapexspentduringthatyear.Aena
wasnotinapositiontoprovideinformationonthefivemaincapexprojectsplannedforthe20132017
period. It is expected that in future submissions, more comprehensive actual and planned capex
informationisprovidedbyAenaforthepurposesoftheACEbenchmarkinganalysis.
45
ANSCR(CzechRepublic)CosteffectivenessKPIs(2012)
Exchangerate:1EUR=25.102CZK
ANSCRrepresents1.4%ofEuropeansystemgatetogateATM/CNS
provisioncosts
Max
Min
Max
Min
600
30%
520
500
400
454
489
446
453
440
446
438
20%
10%
300
0%
200
10%
100
20%
+0.7% +2.5%
6.6% 4.9%
30%
0
2009
2010
2011
+1.2% +1.1%
77.9%
201112
83.9%
201011
35.2%
200910
2012
1.0
+0.3%
1.1%
0.9
106
3.9%
Index(2009=100)
0.8
0.7
0.6
0.5
0.94
0.94
0.93
0.89
0.4
0.3
104
102
100
98
0.2
2009
2010
2011
2012
0.1
0.0
2009
2010
2011
2012
+8.6%
90
+0.4%
12.6%
80
70
100
85
92
93
81
60
50
40
30
20
10
1500
2010
2011
2012
1523
1541
1534
1495
2009
2010
2011
2012
1300
1100
900
700
500
0
2009
4
400
4.4%
350
0.3%
+0.3%
300
+35.4%
+1.5%
250
Million
1700
200
150
2
13.8%
100
50
6
23.8%
0
2009
Exceptionalcosts
2010
2011
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs

costs
costs
#DIV/0!
Weight
22%
perATCOhour
productivity
Decreaseinunit
ATM/CNSprovision
costs20112012
ATCOemployment
costspercomposite
flighthour
+0.3%
1.8%
3.9%
12.6%
Weight
78%
9.0%
Supportcosts
percomposite
flighthour
"Supportcosts
effect"
"Traffic
effect"
4.6%
4.9%
46
ANSCR(CzechRepublic)(2012)
650
600
550
+23.2% +23.4%
+22.0%
500
+15.0%
450
+12.4%
+11.1%
+10.7%
400
350
300
2009
2010
ANSCR
LPS
2011
2012
CroatiaControl
PANSA
6.9%
compositeflight
costsperATCO
hour
hour
ATCOhour
productivity
ATM/CNSprovision
costspercomposite
flighthour
250
HungaroControl
SloveniaControl
2009
2012
40
2.4
35
2.1
30
1.8
25
1.5
20
1.2
15
0.9
10
0.6
0.3
0.0
2009
2010
2011
Capex(M)
2012
2013
2014
2015
Depreciation(M)
2016
2017
ATM
COM
NAV
SUR
Building
Other
Years
FDPS
RDPS
HMI
VCS
C:1994*
C:2000*
C:2007*
C:2007*
2006
2007
2008
2009
2010
5.1M
22.0M
2011
2012
102.0M
(20082019)
2.9M
2013
15.4M
(20112019)
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
ReplacementofRDPandFDPsystemsinPrahaACC
(Neopteryx)
UpgradeofRDPandFDPsystems
TB2007Projectinvolvingthecompleterenovationofthe
TechnicalBlockBuildingatPragueairport
Replacementofradiocommunicationequipmentand
ReplacementofVCS
BuildingofthesecuritycentreinOstravaairport
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
ATM
48.1
2011
2019
ATM
38.0
2010
2016
Buildings
13.0
2008
2011
COM
10.3
2012
2017
Buildings
5.9
2011
2015
47
ARMATS(Armenia)CosteffectivenessKPIs(2012)
Exchangerate:1EUR=515.287AMD
ARMATSrepresents0.1%ofEuropeansystemgatetogateATM/CNS
provisioncosts
Max
Min
500
446
15%
413
400
300
+11.4%
+10.4%
409
+8.5%
368
446
413
368
5%
409
+2.3%
0.9%
200
2.5%
5%
100
15%
0
2009
2010
2011
200910
2012
201011
201112
+38.3%
0.20
0.15
0.10
1.7%
130
Index(2009=100)
+20.6%
0.12
0.14
0.19
0.19
120
110
100
90
80
70
0.05
2009
2010
2011
2011
0.00
2009
2010
2012
2012
+45.0%
12
14
17.5%
10
+37.1%
8
6
13
11
4
2
1500
2010
2011
2012
2010
2011
2012
900
700
500
13.9%
+20.9%
0.4
250
Million
2009
1100
0.6
300
1468
+17.4%
10.4%
350
1480
400
1478
1300
0
2009
1479
200
150
0.2
+12.2%
+1.8%
100
Thepercentage
variationisnot
applicablesinceno
exceptionalcosts
wererecordedin
2012
0.0
50
4.1%
0
2009
Exceptionalcosts
2010
2011
0.2
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs

costs
costs
productivity
perATCOhour
Weight
16%
Increaseinunit
ATM/CNSprovision
costs20112012
ATCOemployment
costspercomposite
flighthour
+11.3%
1.7%
17.5%
16.1%
Weight
84%
+17.4%
+14.4%
Supportcosts
percomposite
flighthour
"Supportcosts
effect"
48
"Traffic
effect"
2.5%
ARMATS(Armenia)(2012)
550
500
+28.4%
+22.1%
+11.4%
+18.4%
450
400
62.0%
350
74.8%
2009
ARMATS
2010
MNAV
2011
MoldATSA
2012
NATAAlbania
SMATSA
69.2%
compositeflight
costsperATCO
hour
hour
ATCOhour
productivity
ATM/CNSprovision
costspercomposite
flighthour
300
77.1%
2009
2012
2.5
3.5
2.0
2.8
1.5
2.1
1.0
1.4
0.5
0.7
0.0
0.0
2009
2010
2011
Capex(M)
2012
2013
2014
2015
Depreciation(M)
2016
2017
ATM
COM
NAV
SUR
Building
Other
Years
FDPS
RDPS
HMI
VCS
C:2000
C:2000
C:2000
C:2000
2006
2007
2008
2009
2010
2011
0.2M
1.2M
3.7M
2012
2013
1.3M
4.2M
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
ModernisationofATCcentre/ATCautomatedsystem,
VCSS
ModernisationofsecondaryenrouteradarTRLK11
Acquisitionofamonopulseradar
ModernisationofP3Dsystem
Replacementoftheenrouteradarantenna
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
ATM
2.4
2012
2013
SUR
SUR
ATM
SUR
1.8
1.6
1.0
0.9
2011
2016
2014
2015
2012
2017
2015
2016
49
AustroControl(Austria)CosteffectivenessKPIs(2012)
Exchangerate:AustriaiswithintheEUROZone
AustroControlrepresents2.3%ofEuropeansystemgatetogateATM/CNS
Max
Min
provisioncosts
Max
Min
800
700
791
30%
713
569
600
54.6%
+27.3%
20%
550
10%
500
+1.6%
400
300
0%
463
473
481
+1.6%
0.2%
0.5%
489
1.2% 2.9%
10%
200
20%
100
30%
0
2009
2010
2011
72.3%
201011
200910
2012
30.3%
201112
1.0
+1.3%
2.0%
0.5%
0.96
0.94
0.94
110
Index(2009=100)
0.8
0.6
0.95
0.4
105
100
95
90
0.2
2009
0.0
2009
2010
2011
2010
2011
2012
2012
1.9%
160
+1.5%
180
0.3%
140
120
161
158
160
160
100
80
60
40
20
1700
1536
1389
1100
900
700
500
2009
2009
2010
2011
2012
+5.2%
300
+0.7%
2011
2012
4
350
2010
1486
1300
+2.5%
250
+16.2%
+4.3%
2
Million
1486
1500
200
150
100
50
0
2009
Exceptionalcosts
2010
2011
+15.1%
Employment
costsfor
supportstaff
Capitalrelatedcosts
#DIV/0!
6.3%
2012
Nonstaff
operating
costs

costs
costs
Weight
35%
productivity
perATCOhour
0.5%
0.3%
+0.2%
Increaseinunit
ATM/CNSprovision
costs20112012
+1.7%
ATCOemployment
costspercomposite
flighthour
Weight
65%
+2.5%
"Supportcosts
effect"
Supportcosts
percomposite
flighthour
0.5%
"Traffic
effect"
2.9%
50
AustroControl(Austria)(2012)
700
650
+16.6%
+11.0%
600
550
500
450
9.5%
400
4.5% 4.7%
7.0%
16.1%
21.3%
costsperATCO
compositeflight
hour
hour
350
ATM/CNSprovision
costspercomposite
flighthour
300
2009
2010
2011
AustroControl
2012
NAVIAIR
ATCOhour
productivity
Skyguide
2009
2012
50
2.5
40
2.0
30
1.5
20
1.0
10
0.5
0.0
0
2009
2010
2011
2012
Capex(M)
2013
2014
2015
Depreciation(M)
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:1986*
C:1986*
C:1986*
C:1996*
Years
2007
2008
2009
2010
2011
13.6M
2012
36.1M
4.3M
5.2M
10.9M
108.4M
2013
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
6
Nameoftheproject
Domain
CommissioningoftheATMSystemNewGeneration
ConstructionofthenewtowerinSalzburg(LOWS)airport
ExpendituresinSurveillanceinfrastructure
ExpendituresinNavigation
Communication
Othercapex
ATM
Building
SUR
NAV
COM
Other
Capexspent
betweenstartand
enddates(M)
36.1
13.6
6.7
5.2
4.3
108.4
Startdate
Enddate
2010
2010
2011
2011
2013
2011
2015
2013
2015
2015
2013
2015
51
AvinorContinental(Norway)CosteffectivenessKPIs(2012)
Exchangerate:1EUR=7.474NOK
AvinorContinentalrepresents2.6%ofEuropeansystemgatetogate
Max
Min
Max
Min
500
450
400
350
300
250
200
150
100
50
0
435
442
439
+39.8%
+194.1%
30%
446
20%
414
429
401
10%
393
+5.3%
+7.3%
+1.6%
+0.1%
0%
+2.4% +4.5%
10%
20%
30%
2009
2010
2011
36.1%
200910
2012
201011
201112
1.0
115
0.8
0.6
3.4%
0.78
0.75
+4.7%
0.79
+6.1%
Index(2009=100)
0.84
0.4
110
105
100
95
0.2
2009
0.0
2009
2010
2011
2011
2012
2010
2012
+7.7%
+13.7%
120
100
104
118
140
+3.1%
121
131
80
60
40
20
1900
1700
2010
2011
2012
2009
2010
1634
1573
1300
1100
900
700
500
2011
2012
8
300
3.1%
+7.4%
9.6%
250
4.1%
+13.6%
200
Million
1684
1500
0
2009
1668
150
100
50
0.5%
4
8
#DIV/0!
0
2009
Exceptionalcosts
2010
2011
12
2012
22.8%
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs

costs
costs
Weight
39%
+6.1%
Decreaseinunit
ATM/CNSprovision
costs20112012
+7.7%
+1.5%
productivity perATCOhour
ATCOemployment
costspercomposite
flighthour
1.9%
Weight
61%
Supportcosts
percomposite
flighthour
+0.2%
4.1%
"Supportcosts
effect"
+4.5%
52
"Traffic
effect"
AvinorContinental(Norway)(2012)
500
+25.3%
450
+15.8%
+12.6%
400
+11.3%
+7.5%
+4.6%
350
3.9%
10.5%
ATM/CNSprovision
costspercomposite
flighthour
300
2009
2010
2011
Avinor(Continental)
2012
Finavia
ATCOhour
productivity
LFV
costsperATCO
compositeflight
hour
hour
2009
2012
60
4.8
50
4.0
40
3.2
30
2.4
20
1.6
10
0.8
0.0
0
2009
2010
2011
Capex(M)
2012
2013
2014
2015
Depreciation(M)
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
C:1996(Oslo)
2004(Stav.)
2008(Bodo)*
C:1996(Oslo)
2004(Stav.)
2008(Bodo)*
2008
Bodo
Bodo
2009
Oslo
Oslo
Stavanger
Stavanger
Years
HMI
VCS
C:2007(Bodo)
2009(Oslo)*
2006
2007
Bodo
Oslo
2010
2011
176.9M
(20082024)
2012
37.6M
(20102018)
Oslo
2013
Bodo
2014
Stavanger
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
ReplacementofATMsystems
RVT(RemoteandVirtualTowers,willreplacethe
traditionalATC/AFISTWRwitharemotelyoperated
solution)
NORWAM(ReplaceexistingradarswithWAMandADSB
technology)
SNAP(SouthernNorwayAirspaceProject)project
TCI(TargetConceptImplementation,willextendlifeof
existingATMsystemandimplementgovernment
requirementsrelatedtoDatalinkandFreeRouteAir
Space)
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
ATM
111.7
2012
2021
ATM
27.7
2015
2024
SUR
26.6
2013
2018
ATM
17.2
2008
2014
ATM
15.9
2013
2016
53
Belgocontrol(Belgium)CosteffectivenessKPIs(2012)
Exchangerate:BelgiumiswithintheEUROZone
Belgocontrolrepresents1.9%ofEuropeansystemgatetogateATM/CNS
provisioncosts
Max
Min
Max
Min
1000
923
600
797
30%
897
800
767
766
771
716
732
20%
10%
400
4.0%
10%
200
20%
30%
2010
2011
+5.6%
+2.9%
0%
2009
0.2%
1.4%
4.6%
22.4%
61.4%
201011
200910
2012
2.5%
201112
0.8
+1.1%
106
4.0%
Index(2009=100)
+2.4%
0.7
0.6
0.68
0.5
0.70
0.70
0.68
0.4
104
102
100
0.3
98
0.2
96
2009
0.1
0.0
2009
2010
2011
2011
2012
2010
2012
+0.8%
140
3.7%
160
+0.8%
120
138
100
139
134
135
80
60
40
20
1500
1332
2010
2011
2012
2011
2012
700
500
2010
1377
900
2009
2009
1388
1100
6
700
4.6%
600
+96.4%
4
7.2%
+1.2%
500
Million
1391
1300
400
300
3.2%
12.0%
200
99.5%
100
0
2009
Exceptionalcosts
2010
2011
10
2012
11.6%
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs

costs
costs
Weight
27%
ATCOhour
productivity
4.0%
+5.1%
+0.8%
Employmentcosts
perATCOhour
Increaseinunit
ATM/CNSprovision
costs20112012
+2.2%
ATCOemployment
costspercomposite
flighthour
Weight
73%
+1.2%
"Supportcosts
effect"
"Traffic
effect"
Supportcosts
percomposite
flighthour
3.5%
4.6%
54
Belgocontrol(Belgium)(2012)
850
800
+16.0%
+12.8%
750
+5.5%
+2.3%
700
+1.4%
650
9.5%
600
14.3% 13.9%
ATM/CNSprovision
costspercomposite
flighthour
550
2009
2010
2011
Belgocontrol
2012
ATCOhour
productivity
LVNL
costsperATCO
compositeflight
hour
hour
2009
2012
25
1.5
20
1.2
15
0.9
10
0.6
0.3
0.0
0
2009
2010
2011
Capex(M)
2012
2013
2014
2015
Depreciation(M)
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:2009*
C:2003*
C:2009*
C:20082009*
Years
2006
2007
2008
(20082009)
2009
2010
2011
2.4M
13.5M
2012
27.8M
2013
10.4M
(20102018)
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
ATM
NAV
SUR
Capexspent
betweenstartand
enddates(M)
13.1
7.3
6.5
SUR
5.6
2010
2013
SUR
5.4
2010
2012
Domain
Canac2A/SRFC
ReplacementandoverhaulofVORandDMEequipment
PurchaseofPSR/ModeSradars
ReplacementandupgradeofapproachradarsatCharleroi
(EBCI)airport
ReplacementandupgradeofapproachradarsatOstende
(EBOS)airport
Startdate
Enddate
2011
2010
2010
2017
2018
2012
55
BULATSA(Bulgaria)CosteffectivenessKPIs(2012)
Exchangerate:1EUR=1.955BGN
BULATSArepresents0.9%ofEuropeansystemgatetogateATM/CNS
provisioncosts
Max
Min
Max
Min
500
30%
451
407
400
300
451
407
388
373
375
371
20%
+7.0%
10%
+2.4% +0.0%
0%
1.5%
200
10%
100
+0.0%
7.5%
3.3% 2.4%
20%
30%
0
2009
2010
2011
200910
2012
89.8%
201112
201011
0.8
+14.7%
112
1.6%
0.7
10.4%
Index(2009=100)
0.6
0.65
0.5
0.75
0.74
0.66
0.4
108
104
100
96
0.3
92
0.2
88
2009
0.1
0.0
2009
2010
2011
2011
2012
2010
2012
2.3%
2.3%
60
+5.3%
50
40
55
54
53
55
30
20
10
1400
2010
2011
2012
1287
1288
2009
2010
2011
2012
950
800
650
500
0
400
8.5%
350
9.5%
300
5.3%
250
Million
1306
1100
0
2009
1320
1250
200
150
1.9%
18.9%
100
50
29.7%
0
2009
Exceptionalcosts
2010
2011
35.9%
#DIV/0!
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs

costs
costs
Weight
21%
Decreaseinunit
ATM/CNSprovision
costs20112012
+17.6%
ATCOhour
productivity
10.4%
+5.3%
Employmentcosts
perATCOhour
ATCOemployment
costspercomposite
flighthour
0.9%
Weight
79%
Supportcosts
percomposite
flighthour
"Supportcosts
effect"
5.3%
7.6%
56
"Traffic
effect"
2.4%
BULATSA(Bulgaria)(2012)
550
500
+16.9%
+13.9%
450
+4.4%
400
+3.2%
+0.3%
2.9%
350
300
18.9% 19.2%
ATM/CNSprovision
costspercomposite
flighthour
250
2009
2010
BULATSA
2011
2012
HCAA
ATCOhour
productivity
ROMATSA
costsperATCO
compositeflight
hour
hour
2009
2012
16
1.6
12
1.2
0.8
0.4
0.0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:2005*
C:2005*
C:2005*
C:2003*
Years
2006
2007
2008
2009
2010
2011
19.6M
8.7M
6.1M
4.0M
9.4M
1.2M
2012
2013
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
Domain
NewenroutePSRandMSSRs
ExtensionandupgradeoftheSACTASsystem
NewtoweratSofiaairportanditsadjacentstructure
NewTMAPSRandMSSRatSofiaAirport
ASMGCSatSofiaairport
SUR
ATM
Building
SUR
SUR
Capexspent
betweenstartand
enddates(M)
10.2
8.7
8.1
4.1
4.1
Startdate
Enddate
2011
2009
2009
2011
2011
2012
2015
2013
2012
2012
57
CroatiaControl(Croatia)CosteffectivenessKPIs(2012)
Exchangerate:1EUR=7.515HRK
CroatiaControlrepresents1.0%ofEuropeansystemgatetogateATM/CNS
Max
Min
provisioncosts
Max
Min
600
500
475
+58.0%
30%
543
466
20%
+11.8%
+6.3%
414
400
10%
300
+5.4% +6.5%
0%
350
347
365
1.1% 0.6%
363
200
10%
100
20%
48.3%
201011
30%
0
2009
2010
2011
200910
2012
49.5%
201112
0.7
+0.8%
+4.7%
+1.0%
0.67
0.67
115
Index(2009=100)
0.6
0.5
0.63
0.64
0.4
0.3
0.2
110
105
100
95
2009
0.1
0.0
2009
2010
2011
2011
2012
2010
2012
+23.3%
80
90
4.2%
+6.0%
70
60
50
65
69
85
81
40
30
20
10
1500
2010
2011
2012
1394
2009
2010
2011
2012
700
500
3
300
+10.7%
3.6%
250
0.5%
+2.0%
+26.7%
200
Million
1404
900
1384
1100
0
2009
1383
1300
150
100
50
+48.2%
1
0
1
0
2009
Exceptionalcosts
2010
2011
Employment
costsfor
supportstaff
Capitalrelatedcosts
#DIV/0!
9.8%
2012
Nonstaff
operating
costs

costs
costs
Weight
34%
+1.0%
Employmentcosts
perATCOhour
ATCOemployment
costspercomposite
flighthour
ATCOhour
productivity
4.2%
5.2%
Decreaseinunit
ATM/CNSprovision
costs20112012
0.5%
Weight
66%
+2.0%
+1.4%
"Traffic
effect"
Supportcosts
percomposite
flighthour
"Supportcosts
effect"
0.6%
58
CroatiaControl(Croatia)(2012)
650
600
550
500
6.4%
6.9%
450
400
11.3%
350
18.0%
300
ATM/CNSprovision
costspercomposite
flighthour
250
2009
2010
ANSCR
LPS
2011
2012
CroatiaControl
PANSA
ATCOhour
productivity
HungaroControl
SloveniaControl
14.2%
15.2%
16.4%
16.2%
costsperATCO
compositeflight
hour
hour
2009
2012
25
2.5
20
2.0
15
1.5
10
1.0
0.5
0.0
0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:2005*
2005*
C:2005*
C:2005*
Years
2006
2007
2008
2009
3.9M
2010
3.4M
2011
3.3M
2.3M
47.6M
2012
2013
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
CroATMS/COOPANSUpgrade
CroATM(FMTP)UpgradeandExtensiontoRegionalATC
CentresPhase1
ATM
Capexspent
betweenstartand
enddates(M)
35.1
ATM
8.1
ModernisationandReplacementofVCCsandRedundantVCSs
ATM
4.4
2011
2015
4
5
PlesoRadarStationconstruction
ReplacementandupgradeoftheNAVSystems
SUR
NAV
3.9
3.4
2009
2008
2011
2014
Project
number
1
2
Nameoftheproject
Domain
Startdate
Enddate
2011
2014
2009
2011
59
DCACCyprus(Cyprus)CosteffectivenessKPIs(2012)
Exchangerate:CyprusiswithintheEUROZone
DCACCyprusrepresents0.5%ofEuropeansystemgatetogateATM/CNS
provisioncosts
Max
Min
Max
Min
874
900
800
700
54.6%
+49.2%
20%
72.3%
712
10%
600
+7.0%
529
521
500
+0.1%
0%
400
0.2%
2.7%
300
200
323
294
2.8%
10%
265
258
+0.1%
12.5%
100
20%
0
2009
2010
2011
54.6%
201011
200910
2012
201112
0.9
+16.6%
130
+2.8%
0.8
Index(2009=100)
7.7%
0.7
0.6
0.5
0.76
0.78
0.72
0.84
0.4
120
110
100
90
0.3
80
0.2
2009
0.1
0.0
2009
2010
2011
2011
2012
2010
2012
+17.4%
60
+15.9%
+0.3%
50
40
70
48
49
56
66
30
20
10
3000
2457
2024
2000
1500
1000
500
2009
0
2009
2010
2011
2012
2010
2011
2012
0
300
250
200
8.4%
10.6%
22.5%
+4.0%
Million
2697
2675
2500
150
100
50
32.3%
50.2%
3
4
0
2009
Exceptionalcosts
2010
2011
21.5%
#DIV/0!
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs

costs
costs
Weight
30%
+16.6%
Increaseinunit
ATM/CNSprovision
costs20112012
Weight
70%
+17.4%
+0.7%
+3.0%
ATCOemployment
costspercomposite
flighthour
+4.0%
Supportcosts
percomposite
flighthour
+1.0%
"Supportcosts
effect"
60
"Traffic
effect"
2.8%
DCACCyprus(Cyprus)(2012)
350
+31.3%
300
+22.7%
250
+15.9%
+9.9%
200
+8.2%
+5.7%
+2.2%
ATM/CNSprovision
costspercomposite
flighthour
150
2009
2010
2011
DCACCyprus
+1.3%
2012
ATCOhour
productivity
MATS
costsperATCO
compositeflight
hour
hour
2009
2012
1.2
0.9
0.6
0.3
0.0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
C:2000*
C:2000*
HMI
VCS
Years
C:1998*
2006
2007
8.9M
2008
2009
23.8M
(20032013)
2010
2011
4.6M
2012
7.9M
1.6M
2013
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
ImplementationofnewATMsystemsandpurchaseofnew
equipmentinNicosiaACC(LEFCO)
NewAirTrafficControlBuildinginNicosia
ReplacementofVHF/UHFRadios
NewSSRRadarsinLaraandPafos
CommittmentofnewgroundtoairTx/Rx
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
ATM
20.5
2003
2010
Building
COM
SUR
COM
8.9
3.0
2.8
2.4
2006
2011
2013
2012
2010
2013
2014
2014
61
DFS(Germany)CosteffectivenessKPIs(2012)
Exchangerate:GermanyiswithintheEUROZone
DFSrepresents13.1%ofEuropeansystemgatetogateATM/CNSprovision
Max
Min
costs
Max
Min
800
700
740
650
+74.2%
30%
691
650
20%
600
+8.7%
10%
500
504
484
510
+5.6%
+3.3%
+1.6%
400
300
0%
552
2.3%
10%
2.5%
200
20%
100
30%
0
2009
2010
2011
29.0%
201011
200910
2012
45.9%
201112
1.2
106
+0.3%
+0.1%
Index(2009=100)
+2.7%
1.0
0.8
1.00
1.03
1.03
1.03
0.6
104
102
100
0.4
98
2009
0.2
0.0
2009
2010
2011
2011
2012
2010
2012
160
+5.1%
+9.7%
180
+3.3%
140
120
100
145
152
157
172
80
60
40
20
1200
2010
2011
2012
6.3%
350
+6.2%
2010
2011
1079
800
700
600
500
2012
400
1143
900
2009
2009
1129
1000
120
+7.8%
+33.7%
80
300
250
Million
1134
1100
200
150
100
40
50
6.0%
0
2009
Exceptionalcosts
2010
2011
11.2%
13.1%
9.5%
40
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs

costs
costs
+9.7%
Weight
30%
Increaseinunit
ATM/CNSprovision
costs20112012
+9.6%
+8.3%
Weight
70%
+7.8%
+5.1%
+0.1%
ATCOemployment
costspercomposite
flighthour
Supportcosts
percomposite
flighthour
"Supportcosts
effect"
62
"Traffic
effect"
2.5%
DFS(Germany)(2012)
750
700
650
+35.5%
+32.9%
600
+24.0%
550
+16.4%
+14.1%
500
+6.4%
+4.1%
450
3.6%
400
ATM/CNSprovision
costspercomposite
flighthour
350
2009
Aena
2010
DFS
2011
DSNA
2012
ENAV
ATCOhour
productivity
NATS(Continental)
costsperATCO
compositeflight
hour
hour
2009
2012
1.6
120
1.2
80
0.8
40
0.4
160
0.0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
Years
2006
FDPS
RDPS
HMI
VCS
C:2011(Karl.)
2004(Bremen)
1999(Langen)
1999(Mnchen)*
C:2011(Karl.)
2004(Bremen)
1999(Langen)
1999(Mnchen)*
C:2011(Karl.)
2004(Bremen)
1999(Langen)
1999(Mnchen)*
C:2009(Karl.)
2003(Bremen)
2002(Langen)
2002(Mnchen)*
Karlsruhe
2007
Bremen,Langen,
Mnchen
2008
Langen
2009
Karlsruhe
2010
298.9M
(20042020)
114.2M
(20072020)
77.2M
(20062020)
179.3M
(20022018)
Bremen
2011
Karlsruhe
Karlsruhe
Karlsruhe
2012
36.3M
Mnchen
2013
2014
2015
Langen
(20122013)
Mnchen
(20132014)
Langen(20152016)
Langen(20152016)
Langen(20152016)
Mnchen(20162017) Mnchen(20162017) Mnchen(20162017)
Bremen(20172018) Bremen(20172018) Bremen(20172018)
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
ProgrammeiCAS
P2ATCASRehosting
Rasum8.33kHz
TechnikzentrumCampusLangen
ExtensionofMnchenACC
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
ATM
ATM
COM
Buildings
Buildings
159.3
75.2
68.8
58.2
52.8
2006
2007
2007
2009
2008
2020
2019
2020
2016
2014
63
DHMI(Turkey)CosteffectivenessKPIs(2012)
Exchangerate:1EUR=2.313TRY
DHMIrepresents4.4%ofEuropeansystemgatetogateATM/CNSprovision
Max
Min
costs
Max
Min
450
354
350
300
250
200
150
+27.1%
30%
416
400
365
20%
338
+14.1%
+11.7%
10%
318
274
293
312
+5.1%
0%
100
1.2%
1.7%
10%
20%
50
0
17.0%
18.3%
30%
2009
2010
2011
32.6%
201011
200910
2012
201112
+11.1%
0.9
140
+8.4%
0.8
+18.4%
Index(2009=100)
0.7
0.6
0.5
0.63
0.74
0.81
0.89
0.4
130
120
110
100
0.3
90
0.2
2009
0.1
0.0
2009
2010
2011
2011
2012
2010
2012
50
+38.0%
55
+4.5%
45
40
+25.4%
35
30
25
20
27
34
47
49
15
10
5
1900
1637
1700
1376
1300
1100
900
700
500
2009
2009
2010
2011
2012
40
17.0%
2011
2012
300
250
2010
+11.1%
1561
1500
+50.6%
30
5.9%
20
200
Million
1858
150
100
+13.9%
10
+7.1%
0
50
10
0
2009
Exceptionalcosts
2010
2011
20.9%
#DIV/0!
20
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs

costs
costs
Weight
19%
+11.1%
+4.5%
Decreaseinunit
ATM/CNSprovision
costs20112012
ATCOemployment
costspercomposite
flighthour
6.0%
Weight
81%
Supportcosts
percomposite
flighthour
5.9%
"Supportcosts
effect"
1.2%
5.9%
64
+5.1%
"Traffic
effect"
DHMI(Turkey)(2012)
650
600
+43.5%
550
+29.7%
500
+28.1%
+24.3%
450
400
350
13.2%
300
2010
2011
DHMI
2012
UkSATSE
21.3%
compositeflight
costsperATCO
hour
hour
ATCOhour
productivity
ATM/CNSprovision
costspercomposite
flighthour
250
2009
14.9%
19.9%
2009
2012
5.4
4.8
4.2
3.6
3.0
2.4
1.8
1.2
0.6
0.0
180
160
140
120
100
80
60
40
20
0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:2008(AllACCs)*
C:2008(AllACCs)*
C:2008(AllACCs)*
C:2005(AllACCs)*
AllACCs
AllACCs
AllACCs
AllACCs
AllACCs
AllACCs
Istanbul
AllACCs
AllACCs
AllACCs
AllACCs
Years
2006
2007
2008
2009
2010
2011
93.4M
105.5M
40.6M
93.3M
15.8M
Ankara
2012
2013
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
Replacement of existing radars and procurement of
additionalradars
ATCtrainingcomplex
Purchase of new Radar Data Processing and Flight Data
Processing systems, new Human Machine Interface and
ControllerWorkingPositions
Air navigation communication and terminal systems
periodicmodernisation
CentralAnkaraACCandATCComplexes
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
SUR
44.3
2008
2014
Building
43.2
2011
2016
ATM
41.4
2009
2013
COM
40.6
2010
2015
ATM
38.6
2008
2014
65
DSNA(France)CosteffectivenessKPIs(2012)
Exchangerate:FranceiswithintheEUROZone
DSNArepresents14.5%ofEuropeansystemgatetogateATM/CNSprovision
Max
Min
costs
Max
Min
800
700
20%
600
500
507
494
400
300
+553.4%
30%
721
454
461
446
510
+8.1%
10%
0%
443
+2.6%
+0.3%
1.4% 0.8%
0.7%
1.3%
10%
200
20%
100
30%
0
2009
2010
2011
76.4%
201011
200910
2012
201112
0.8
2.1%
+1.2%
+1.8%
104
0.7
Index(2009=100)
0.6
0.5
0.75
0.73
0.74
0.76
0.4
103
102
101
100
0.3
99
0.2
98
2009
0.1
0.0
2009
2010
2011
2011
2012
2010
2012
1.9%
100
1.0%
120
+2.9%
80
60
97
96
95
97
40
20
1400
2010
2011
2012
2009
2010
2011
800
650
500
2012
20
3.7%
1258
950
1.3%
+6.9%
10
300
+1.3%
+15.5%
250
Million
+2.2%
1304
350
1304
1100
0
2009
1304
1250
200
150
100
10
20
30
50
40
#DIV/0!
8.2%
0
2009
Exceptionalcosts
2010
2011
50
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs

costs
costs
Weight
29%
+1.8%
Decreaseinunit
ATM/CNSprovision
costs20112012
+2.9%
+1.0%
ATCOemployment
costspercomposite
flighthour
0.6%
Weight
71%
Supportcosts
percomposite
flighthour
"Supportcosts
effect"
1.3%
2.0%
66
"Traffic
effect"
0.8%
DSNA(France)(2012)
750
700
650
0.6%
4.1% 5.0%
600
8.4%
550
9.2%
13.1%
500
23.6%
450
30.0%
400
2009
Aena
2010
DFS
2011
DSNA
ENAV
2012
compositeflight
costsperATCO
hour
hour
ATCOhour
productivity
ATM/CNSprovision
costspercomposite
flighthour
350
NATS(Continental)
2009
2012
2.0
160
1.6
120
1.2
200
80
0.8
40
0.4
0.0
0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
FDPS
COM
ATM
NAV
SUR
Building
Other**
RDPS
HMI
VCS
C:2000*
C:2000(Marseille)
2000/2003(Brest)
2002/2005(Reims)
2002/2006(Paris)
2003(Bordeaux)*
Years
C:1982*
C:1982*
2006
Paris(2002/2006)
2007
AllACCs
2008
2009
AllACCs
2010
780M
805M
(20032021)
142.0M
(20052016)
2011
2012
2013
50.0M
(20122017)
2014
2015
Marseille,
Reims
Paris
2016
2017
Marseille,
Reims
Paris
* C = Commissioning
**Theamountprovidedunder"Other"(i.e.50.0M)relatestothenewairportNotre
DamedeLandesinNantesandincludescapexrelatingtoATMC/N/Sandbuilding
Upgrade
Marseille,
Reims
Paris
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
ATM
ATM
Capexspent
betweenstartand
enddates(M)
705.0
75100
COM
92.0
2005
2015
Other
COM
50.0
50.0
2012
2012
2017
2016
Domain
4FLIGHT,includingCOFLIGHT(EFDP)andERATO(MTCD)
SYSAT:NewATMsystemforAPPandTWRoperationalunits
CSSIP:RenewalofLANandWANtouseIPstandard
(integratestheformerprojectISOCRATE)
NotreDameDesLandes(NewairportforNantes)
VCS:VoiceCommunicationSystems(FABECcooperation)
Startdate
Enddate
2003
2012
2019
2021
67
EANS(Estonia)CosteffectivenessKPIs(2012)
Exchangerate:EstoniaiswithintheEUROZone
EANSrepresents0.2%ofEuropeansystemgatetogateATM/CNSprovision
Max
Min
costs
Max
Min
250
200
+879.8%
30%
184
195
196
187
20%
183
189
182
174
+359.5%
+15.5%
+11.6%
10%
150
+6.3%
+8.5%
+3.2%
+3.5%
0%
100
10%
50
20%
30%
0
2009
2010
2011
28.0%
201011
200910
2012
201112
1.2
160
+32.8%
1.0
6.8%
15.4%
0.8
0.6
Index(2009=100)
0.97
0.90
0.76
1.01
150
140
130
120
110
100
0.4
90
2009
0.2
2010
2011
2011
0.0
2009
2010
2012
2012
60
+35.1%
50
3.7%
9.6%
40
30
45
44
39
53
20
10
1900
1700
2010
2011
2012
1680
1671
2009
2010
2011
2012
1300
1100
900
700
500
1.00
160
+2.9%
140
6.9%
120
0.75
7.2%
+28.4%
+24.5%
0.50
100
Million
1680
1500
0
2009
1680
80
+15.9%
0.25
60
0.00
40
20
0.25
13.2%
0
2009
Exceptionalcosts
2010
2011
#DIV/0!
0.50
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs

costs
costs
Weight
29%
+32.8%
Decreaseinunit
ATM/CNSprovision
costs20112012
Weight
71%
+35.1%
+1.8%
ATCOemployment
costspercomposite
flighthour
4.6%
Supportcosts
percomposite
flighthour
+0.7%
7.2%
"Supportcosts
effect"
+8.5%
68
"Traffic
effect"
EANS(Estonia)(2012)
450
400
+59.6%
350
+36.0%
+36.5%
+24.8%
300
250
200
34.2% 31.6%
150
ATM/CNSprovision
costspercomposite
flighthour
100
2009
2010
EANS
2011
LGS
2012
39.0% 38.3%
costsperATCO
compositeflight
hour
hour
ATCOhour
productivity
OroNavigacija
2009
2012
3.0
2.5
2.0
1.5
1.0
0.5
0.0
0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:2012*
C:2002*
C:2012*
C:2012*
Years
2006
2007
2008
2009
2010
9.0M
0.2M
2011
2012
2.7M
2.5M
2.9M
2013
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
ReplacementEUROCATATMsysteminTallinnACC
(includingnewATCOHMI)
ExpensesinSurveillance*
Communication*,including:
0.3McapexrelatedtothenewVCS
0.5MimplementationofAeronauticalMessageHandling
System(AMHS)
ExpensesinNavigation*
NewTallinnTWRATMsystem
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
ATM
8.0
2009
2012
SUR
2.9
2011
2015
COM
2.7
2010
2015
NAV
ATM
1.5
1.0
2012
2009
2015
2010
*Source: Estonia National Performance Plan (NPP, June 2011).
69
ENAV(Italy)CosteffectivenessKPIs(2012)
Exchangerate:ItalyiswithintheEUROZone
ENAVrepresents7.9%ofEuropeansystemgatetogateATM/CNSprovision
Max
Min
costs
600
500
400
30%
509
486
485
494
489
471
483
483
20%
10%
300
0%
200
10%
100
20%
30%
+0.7%
+4.0%
+2.1%
0.4%
4.5% 4.4%
21.3%
2009
2010
2011
38.9%
200910
2012
37.8%
201112
201011
0.8
+8.2%
3.5%
0.7
110
4.2%
Index(2009=100)
0.6
0.5
0.69
0.75
0.72
0.69
0.4
105
100
95
0.3
90
0.2
2009
0.1
0.0
2009
2010
2011
2011
2012
2010
2012
+4.1%
+2.5%
120
1.8%
100
80
103
107
110
108
60
40
20
1500
2010
2011
2012
+0.9%
1330
2010
2011
2012
1100
900
700
500
2009
10
1.3%
+5.8%
300
250
Million
2.8%
1358
350
1391
1300
0
2009
1450
200
150
0
61.8%
5
3.7%
13.7%
Nonstaff
operating
costs

costs
costs
100
10
50
0
2009
Exceptionalcosts
2010
2011
15
2012
8.8%
Employment
costsfor
supportstaff
Capitalrelatedcosts
Weight
32%
4.2%
1.8%
Decreaseinunit
ATM/CNSprovision
costs20112012
Supportcosts
percomposite
flighthour
+2.5%
ATCOemployment
costspercomposite
flighthour
Weight
68%
0.1%
1.3%
"Supportcosts
effect"
"Traffic
effect"
5.6%
4.4%
70
ENAV(Italy)(2012)
750
700
+0.0%
650
0.2%
600
1.2%
6.9%
8.3%
550
500
15.4%
17.0%
450
26.1%
400
2009
Aena
2010
DFS
2011
DSNA
ENAV
2012
compositeflight
costsperATCO
hour
hour
ATCOhour
productivity
ATM/CNSprovision
costspercomposite
flighthour
350
NATS(Continental)
2009
2012
300
2.4
250
2.0
200
1.6
150
1.2
100
0.8
50
0.4
0.0
0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
FDPS
ATM
COM
NAV
SUR
Building
Other
Years
RDPS
C:1999
(AllACCs)*
C:1999
(AllACCs)*
HMI
VCS
C:1999
(AllACCs)*
C:2000(Roma)
2001(Padova)
2005(Brindisi,Mil.)*
2006
Roma
2007
2008
Brindisi,Milano,
Padova
2009
Roma
2010
2011
272.4M
87.5M
64.7M
10.6M
200.8M
27.8M
2012
2013
2014
2015
AllACCs
AllACCs
AllACCs
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
Developmentofanintegratedplatformforthe
managementofATMproceduresandaeronauticaldata
(program4FLIGHT)
Realisationofcivilinfrastructures
Modernisationoftheradioassistanceequipment
Automationoftheoperatingsystem
Implementationofthenewairspacedesignsystem
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
ATM
156.4
2009
2015
Building
NAV
ATM
ATM
146.8
64.7
64.1
51.9
2009
2009
2009
2009
2015
2015
2015
2015
71
Finavia(Finland)CosteffectivenessKPIs(2012)
Exchangerate:FinlandiswithintheEUROZone
Finaviarepresents0.8%ofEuropeansystemgatetogateATM/CNS
provisioncosts
Max
Min
Max
Min
450
400
350
300
250
401
359
359
352
346
326
+502.4%
+85.7%
30%
371
20%
+11.6%
+5.0%
10%
349
+0.5%
0%
200
1.0%
2.0%
10%
150
100
8.6%
20%
50
30%
0
2009
2010
2011
200910
2012
70.9%
201112
201011
0.7
+6.3%
+3.9%
115
7.0%
Index(2009=100)
0.6
0.5
0.61
0.65
0.68
0.63
0.4
0.3
0.2
110
105
100
95
90
2009
0.1
0.0
2009
2010
2011
2011
2012
2010
2012
+14.2%
80
7.1%
+0.7%
73
73
90
70
60
50
68
78
40
30
20
10
1700
1500
2010
2011
2012
2011
2012
900
700
500
2009
2010
4
300
+27.0%
250
5.8%
3.5%
+6.6%
200
Million
1496
1100
1496
1399
1300
0
2009
1480
150
100
+7.6%
0
1
50
42.0%
2
0
2009
Exceptionalcosts
2010
2011
2012
#DIV/0!
11.3%
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs

costs
costs
Weight
33%
ATCOhour
productivity
+0.7%
7.0%
Employmentcosts
perATCOhour
+8.3%
Increaseinunit
ATM/CNSprovision
costs20112012
+7.2%
ATCOemployment
costspercomposite
flighthour
Weight
67%
+6.6%
"Supportcosts
effect"
Supportcosts
percomposite
flighthour
2.5%
72
"Traffic
effect"
8.6%
Finavia(Finland)(2012)
500
450
8.2%
11.2%
14.5%
400
11.5% 12.9%
11.9%
350
26.4%
29.9%
ATM/CNSprovision
costspercomposite
flighthour
300
2009
2010
2011
Avinor(Continental)
2012
Finavia
ATCOhour
productivity
LFV
costsperATCO
compositeflight
hour
hour
2009
2012
25
4.0
20
3.2
15
2.4
10
1.6
0.8
0.0
0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:2012*
C:2012*
C:2012*
C:2009*
Years
2006
2007
2008
2009
2010
2011
2012
2013
2014
6.8M
7.0M
14.7M
2015
4.5M
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
InvestmentstoWideareamultilaterationtechnology
ILS/DMErenewal(allairports)
VHFradiostations(8,33kHzchannelspacing)>FL195
EFHKRadarrenewal:PSR
MSSRrenewal
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
SUR
NAV
COM
SUR
SUR
7.8
7.0
4.5
3.5
3.4
2013
2014
2015
2017
2015
2015
2017
2017
2017
2016
73
HCAA(Greece)CosteffectivenessKPIs(2012)
Exchangerate:GreeceiswithintheEUROZone
HCAArepresents1.9%ofEuropeansystemgatetogateATM/CNSprovision
Max
Min
costs
Max
Min
800
600
20%
588
10%
474
500
+2.2%
400
0%
343
300
200
+160.5%
30%
713
700
6.0%
10%
369
318
306
308
30%
0
2010
2011
2.3%
4.1% 4.7%
11.9%
20%
100
2009
28.7%
200910
2012
91.4%
201112
201011
0.8
+7.9%
+2.2%
0.7
104
4.7%
Index(2009=100)
0.6
0.5
0.4
0.68
0.69
0.74
0.71
0.3
100
96
92
88
0.2
2009
0.1
0.0
2009
2010
2011
2011
2012
2010
2012
4.5%
80
+0.6%
90
1.0%
70
60
50
40
83
79
80
79
30
20
10
1700
1500
2010
2011
2012
1470
2009
2010
2011
2012
900
700
500
10
300
250
+7.4%
0
17.4%
200
2.1%
1.0%
12.8%
5
Million
1470
1100
1470
1300
0
2009
1470
150
100
8.1%
10
15
#DIV/0!
20
25
50
30
0
2009
Exceptionalcosts
2010
2011
35
2012
33.2%
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs

costs
costs
Weight
36%
1.0%
4.7%
Increaseinunit
ATM/CNSprovision
costs20112012
+3.9%
+0.7%
ATCOemployment
costspercomposite
flighthour
Weight
64%
Supportcosts
percomposite
flighthour
"Supportcosts
effect"
"Traffic
effect"
5.7%
4.7%
1.0%
74
HCAA(Greece)(2012)
550
500
+22.0%
+15.0%
+17.9%
450
+7.6%
400
350
14.6%
19.4%
21.5%
29.2%
costsperATCO
compositeflight
hour
hour
300
ATM/CNSprovision
costspercomposite
flighthour
250
2009
2010
BULATSA
2011
HCAA
2012
ATCOhour
productivity
ROMATSA
2009
2012
20
2.4
15
1.8
10
1.2
0.6
0.0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:2000*
C:2000*
C:2000*
C:1999*
Years
2006
2007
2008
2009
2010
2011
10.7M
9.3M
2012
15.1M
2013
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
Nameoftheproject
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
PurchaseofVCS/RCSsystemsforAthinai/MakedoniaACC
COM
8.5
2013
2015
UpgradeofPALLASsystem(FDPS,RDPS,ODS,HMI)
Purchaseofasurfaceradar(SMR/ASMGCS)at
Thessaloniki/MakedoniaInternationalairports
PurchaseofMultilateration/WAMequipment
PurchaseofVCS/RCSsystemsfor5mainairports
ATM
8.0
2013
2015
SUR
3.8
2009
2013
SUR
COM
3.1
2.9
2013
2013
2015
2015
3
4
5
75
HungaroControl(Hungary)CosteffectivenessKPIs(2012)
Exchangerate:1EUR=288.876HUF
HungaroControlrepresents1.1%ofEuropeansystemgatetogateATM/CNS
Max
Min
provisioncosts
Max
Min
500
400
437
438
+419.5%
30%
438
+18.8%
20%
383
10%
300
368
437
438
438
+0.1%
0%
200
0.1% 0.4%
10%
100
6.6% 6.6%
20%
30%
0
2009
2010
2011
95.5%
200910
2012
86.5%
201011
201112
0.9
5.4%
0.8
+3.6%
110
4.2%
Index(2009=100)
0.7
0.6
0.5
0.84
0.79
0.82
0.79
0.4
105
100
95
0.3
90
0.2
2009
0.1
0.0
2009
2010
2011
2011
2012
2010
2012
+42.9%
100
20.1%
0.7%
80
60
120
79
78
112
89
40
20
1700
2010
2011
2012
1551
1594
2009
2010
2011
2012
1100
900
700
500
7
400
+29.1%
+23.4%
350
10.6%
300
+7.3%
250
Million
1551
1300
0
2009
1551
1500
200
150
+21.0%
3
1
100
50
0
2009
Exceptionalcosts
2010
2011
18.6%
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs
42.8%
#DIV/0!
costs
costs
Weight
28%
Decreaseinunit
ATM/CNSprovision
costs20112012
ATCOemployment
costspercomposite
flighthour
+7.3%
+0.3%
0.1%
4.2%
20.1%
Weight
72%
16.7%
Supportcosts
percomposite
flighthour
"Supportcosts
effect"
76
"Traffic
effect"
6.6%
HungaroControl(Hungary)(2012)
650
600
550
+15.2%
+12.3%
500
+9.4%
450
+2.5% +2.5%
400
350
1.9%
6.8%
300
250
2009
2010
ANSCR
LPS
2011
CroatiaControl
PANSA
7.0%
ATM/CNSprovision
costspercomposite
flighthour
2012
ATCOhour
productivity
HungaroControl
SloveniaControl
costsperATCO
compositeflight
hour
hour
2009
2012
35
3.5
30
3.0
25
2.5
20
2.0
15
1.5
10
1.0
0.5
0.0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
Years
FDPS
RDPS
HMI
VCS
C: 1998*
C: 1998*
C: 1998*
C: 2009*
2006
2007
2008
2009
2010
28.6M
2011
23.3M
2012
2.0M
1.5M
20.6M
2013
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
MATIASSWandHWupgrade(ANSIIIproject)
CPDLCimplementation
ANSIIIBuilding(ANSIIIproject)
ANSIIITechnology(ANSIIIproject)
G/GCOMinfrastructuredeployment
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
ATM
COM
Building
ATM
COM
18.4
15.1
14.7
7.2
6.2
2009
2012
2010
2010
2010
2012
2014
2012
2012
2012
77
IAA(Ireland)CosteffectivenessKPIs(2012)
Exchangerate:IrelandiswithintheEUROZone
IAArepresents1.4%ofEuropeansystemgatetogateATM/CNSprovision
costs
Max
Min
Max
Min
450
400
350
300
250
386
356
347
341
377
392
+110.7%
+56.4%
30%
393
20%
+7.1%
10%
354
+6.8%
+2.8%
+0.6%
0%
200
3.0%
10%
150
100
9.1%
20%
50
30%
0
2009
2010
2011
88.7%
201011
200910
2012
201112
1.2
105
1.0
+6.1%
+3.0%
+7.5%
Index(2009=100)
0.8
0.6
0.87
0.92
0.95
1.02
100
95
90
85
0.4
80
2009
0.2
0.0
2009
2010
2011
2011
2012
2010
2012
100
+5.5%
120
+7.1%
+5.6%
80
60
87
91
97
103
40
20
1700
2010
2011
2012
1526
2009
2010
2011
2012
900
700
500
4
350
300
+15.0%
+4.4%
+10.6%
12.9%
250
+24.6%
2
Million
1569
1100
1573
1300
0
2009
1578
1500
200
150
100
50
0
2009
Exceptionalcosts
2010
2011
+1.3%
9.2%
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs
#DIV/0!

costs
costs
Weight
27%
+7.5%
+7.1%
Decreaseinunit
ATM/CNSprovision
costs20112012
ATCOemployment
costspercomposite
flighthour
Weight
73%
Supportcosts
percomposite
flighthour
"Supportcosts
effect"
0.4%
9.6%
12.9%
12.3%
78
+0.6%
"Traffic
effect"
IAA(Ireland)(2012)
500
450
+14.5%
+6.0%
400
0.5%
2.7%
9.1%
13.1%
350
23.5%
ATM/CNSprovision
costspercomposite
flighthour
300
2009
2010
2011
IAA
2012
ATCOhour
productivity
20.6%
costsperATCO
compositeflight
hour
hour
2009
2012
30
1.8
25
1.5
20
1.2
15
0.9
10
0.6
0.3
0.0
0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:2003(AllACCs)*
C:2003(AllACCs)*
C:2003(AllACCs)*
C:2003(AllACCs)*
AllACCs
AllACCs
AllACCs
2011
AllACCs
AllACCs
AllACCs
2012
AllACCs
Years
2006
2007
2008
2009
23.0M
2010
67.0M
0.8M
12.0M
AllACCs
2013
AllACCs
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
COOPANS(BUILD1)initiative,includingthereplacement
ofthecurrentFDPandRDPsystems
RadarReplacement
CommissioningofVoiceCommunicationsSystemSwitch
COOPANS(BUILD2)initiative
COOPANS(BUILD3)initiative
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
ATM
49.0
2006
2012
SUR
COM
ATM
ATM
20.0
12.0
8.0
8.0
2006
2010
2010
2013
2011
2016
2014
2016
79
LFV(Sweden)CosteffectivenessKPIs(2012)
Exchangerate:1EUR=8.700SEK
LFVrepresents3.0%ofEuropeansystemgatetogateATM/CNSprovision
costs
Max
Min
500
450
400
350
300
250
200
150
100
50
0
456
401
395
396
435
380
+235.7%
30%
455
20%
+12.8%
+9.7%
10%
443
0%
+7.5%
0.2%
3.4%
6.2%
10%
20%
21.0%
30%
2009
2010
2011
200910
2012
28.0%
201112
201011
+9.5%
0.7
1.2%
108
5.9%
0.6
Index(2009=100)
0.5
0.4
0.66
0.62
0.68
0.67
0.3
106
104
102
100
0.2
98
2009
0.1
0.0
2009
2010
2011
2011
2012
2010
2012
+14.5%
+6.5%
100
120
17.2%
80
60
94
100
115
95
40
20
1700
2010
2011
2012
1627
1628
2009
2010
2011
2012
1100
900
700
500
15
350
+43.5%
300
250
23.0%
200
150
100
50
10
0
2009
Exceptionalcosts
2010
2011
+19.6%
10
+8.2%
Million
1627
1300
0
2009
1630
1500
7.9%
21.0%
37.1%
Thepercentage
variationisnot
applicablesinceno
exceptionalcosts
wererecordedin
2009
15
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs

costs
costs
Weight
38%
ATCOemployment
costspercomposite
flighthour
Increaseinunit
ATM/CNSprovision
costs20112012
+43.5%
+38.6%
"Traffic
effect"
+16.8%
1.2%
17.2%
Weight
62%
16.2%
Supportcosts
percomposite
flighthour
"Supportcosts
effect"
80
3.4%
LFV(Sweden)(2012)
500
+13.9%
450
+8.4%
+1.1%
400
0.3%
5.2%
350
ATM/CNSprovision
costspercomposite
flighthour
300
2009
2010
2011
Avinor(Continental)
2012
Finavia
3.8%
7.5%
8.9%
ATCOhour
productivity
LFV
costsperATCO
compositeflight
hour
hour
2009
2012
50
2.5
40
2.0
30
1.5
20
1.0
10
0.5
0.0
0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
Years
FDPS
RDPS
HMI
VCS
C:2012(Malmo)
2013(Stokholm)*
C:2012(Malmo)
2013(Stokholm)*
C:2012(Malmo)
2013(Stokholm)*
C:2010(AllACCs)*
2006
2007
2008
11.6M
2009
2010
89.9M
9.9M
(20072018)
AllACCs
2011
6.4M
2012
Malmo
Malmo
Malmo
2013
Stockholm
Stockholm
Stockholm
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
COOPANS
TrainingandsupportbuildinginMalmo
RemoteTowerCentre(RTC)
SurveillanceUpgradeProgram(WAM)
VHFRadio/UHF/8,33kHz
ATM
Buildings
ATM
SUR
COM
78.6
11.6
7.1
6.4
6.1
2006
2007
2010
2009
2007
2017
2011
2014
2014
2018
81
LGS(Latvia)CosteffectivenessKPIs(2012)
Exchangerate:1EUR=0.703LVL
LGSrepresents0.3%ofEuropeansystemgatetogateATM/CNSprovision
costs
Max
Min
Max
Min
300
276
30%
283
259
245
250
200
276
283
259
20%
10%
245
150
0%
100
10%
50
20%
+14.7%
+6.1%
+4.9%
+3.5%
0.4%
5.8%
30%
0
2009
2010
2011
200910
2012
201011
201112
1.0
125
+15.5%
0.9
Index(2009=100)
+14.1%
0.8
+7.4%
0.7
0.6
0.5
0.63
0.67
0.77
0.89
0.4
0.3
115
105
95
85
75
0.2
2009
2010
2011
2012
0.1
0.0
2009
2010
2011
2012
+28.5%
40
+18.2%
30
20
50
24
28
+10.0%
31
40
10
1700
1268
1300
1100
900
700
500
2009
2009
2010
2011
2012
2.5
200
2.0
8.5%
Million
100
+31.8%
1.0
0.5
0.0
4.6%
0.5
50
1.0
Exceptionalcosts
2010
2011
2012
1.5
150
2009
2011
+1.3%
9.3%
2010
250
1508
1464
1500
1686
23.7%
35.8%
Nonstaff
operating
costs

costs
costs
1.5
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
#DIV/0!
Weight
17%
Decreaseinunit
ATM/CNSprovision
costs20112012
Weight
83%
+28.5%
+15.5%
Supportcosts
percomposite
flighthour
+11.2%
ATCOemployment
costspercomposite
flighthour
5.4%
"Supportcosts
effect"
"Traffic
effect"
0.4%
8.5%
8.9%
82
LGS(Latvia)(2012)
450
400
+19.1%
350
300
+6.2%
+2.8%
1.1%
250
3.8%
+1.5%
7.2%
200
150
28.9%
ATM/CNSprovision
costspercomposite
flighthour
100
2009
2010
EANS
2011
LGS
2012
ATCOhour
productivity
OroNavigacija
costsperATCO
compositeflight
hour
hour
2009
2012
9
8
7
6
5
4
3
2
1
0
1.8
1.6
1.4
1.2
1.0
0.8
0.6
0.4
0.2
0.0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:1999*
C:1999*
C:1999*
C:2004*
Years
2006
2007
2008
2.3M
2009
2010
12.6M
2011
13.8M
2012
2.1M
2013
3.7M
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
ModernizationofsurveillancesystemforprovisionofATSin
Latvia(MSSALproject)3radarsexchange
PBNImplementation
ModernizationofAutomatedATCsystem(ATRACC)
ModernizationofVHF"AirGround"communicationsystem
ILS/DMERWY18Riga
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
SUR
9.2
2007
2009
ATM
ATM
COM
NAV
4.1
3.9
2.3
2.3
2013
2010
2012
2008
2016
2013
2013
2009
83
LPS(SlovakRepublic)CosteffectivenessKPIs(2012)
Exchangerate:SlovakRepubliciswithintheEUROZone
LPSrepresents0.7%ofEuropeansystemgatetogateATM/CNSprovision
costs
Max
Min
Max
Min
700
600
601
609
569
582
576
569
72.3%
20%
500
400
54.6%
+85.6%
30%
609
10%
609
+4.4% +5.6%
300
+5.0%
+0.9% +2.0%
0%
10%
200
#DIV/0!
1.8%
20%
100
100.0%
30%
0
2009
2010
2011
200910
2012
201011
201112
0.7
+6.6%
+5.6%
0.7%
110
Index(2009=100)
0.6
0.5
0.4
0.58
0.62
0.66
0.65
0.3
0.2
105
100
95
90
2009
0.1
0.0
2009
2010
2011
2010
2011
2012
2012
80
+13.0%
+2.8%
90
+3.9%
70
60
50
40
66
74
76
79
30
20
10
1500
2010
2011
2012
1465
1456
1496
2009
2010
2011
2012
1100
900
700
500
1461
1300
0
2009
5
600
500
2.9%
0.7%
+7.5%
+23.9%
400
Million
1700
300
200
+11.7%
1
0
0.7%
100
1
0
2009
Exceptionalcosts
2010
2011
26.8%
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs
#DIV/0!

costs
costs
Weight
20%
ATCOhour
productivity
0.7%
+3.9%
+4.6%
Employmentcosts
perATCOhour
ATCOemployment
costspercomposite
flighthour
Increaseinunit
ATM/CNSprovision
costs20112012
+6.9%
Weight
80%
+7.5%
Supportcosts
percomposite
flighthour
+5.6%
"Supportcosts
effect"
84
"Traffic
effect"
1.8%
LPS(SlovakRepublic)(2012)
650
600
550
+47.5%
500
+72.9%
+59.3%
+56.1%
450
400
350
14.4%
23.9% 18.8%
300
2009
2010
ANSCR
LPS
2011
2012
CroatiaControl
PANSA
compositeflight
costsperATCO
hour
hour
ATCOhour
productivity
ATM/CNSprovision
costspercomposite
flighthour
250
HungaroControl
SloveniaControl
8.8%
2009
2012
40
5.6
35
4.9
30
4.2
25
3.5
20
2.8
15
2.1
10
1.4
0.7
0.0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:1999*
C:2005*
C:1999*
C:2009*
Years
2006
2007
2008
2009
2010
34.2M
2.2M
5.1M
2011
2012
2013
23.5M
(20102018)
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
ConstructionofthenewACCinBratislava
E2000Upgrade
ConstructionofinfrastructurerelatedtothenewMSSRin
Monik
Upgradeofcommunicationsystem
UpgradeoftheE2000PLCAsystem
Building
ATM
30.0
20.0
2007
2015
2012
2018
Building
4.2
2009
2015
COM
ATM
2.2
2.2
2012
2010
2012
2012
85
LVNL(Netherlands)CosteffectivenessKPIs(2012)
Exchangerate:NetherlandsiswithintheEUROZone
LVNLrepresents2.0%ofEuropeansystemgatetogateATM/CNSprovision
Max
Min
costs
900
800
771
792
744
710
+7.9%
10%
724
645
+1.1%
+0.3%
0%
588
605
72.3%
20%
500
400
300
54.6%
+207.1%
30%
700
600
200
5.0%
5.2%
10%
2.2%
10.5%
12.2%
20%
100
0
30%
2009
2010
2011
200910
2012
201011
201112
1.0
1.0%
0.9
+4.7%
115
5.9%
Index(2009=100)
0.8
0.7
0.6
0.5
0.91
0.90
0.95
0.89
0.4
0.3
110
105
100
95
0.2
2009
2010
2011
2012
0.1
0.0
2009
2010
2011
2012
180
+16.1%
160
+7.5%
140
0.8%
120
100
80
131
141
163
140
60
40
20
1700
2010
2011
2012
1592
1578
2009
2010
2011
2012
1100
900
700
500
10
600
15.7%
500
6.6%
11.2%
11.3%
400
+20.0%
0
24.2%
10
Million
1604
1300
0
2009
1628
1500
300
200
20
30
100
40
0
2009
Exceptionalcosts
2010
2011
50
2012
#DIV/0!
39.2%
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs

costs
costs
Weight
28%
Decreaseinunit
ATM/CNSprovision
costs20112012
Weight
72%
+23.4%
+16.1%
Supportcosts
percomposite
flighthour
ATCOhour
productivity
5.9%
Employmentcosts
perATCOhour
ATCOemployment
costspercomposite
flighthour
"Supportcosts
effect"
2.2%
2.8%
"Traffic
effect"
11.3%
13.3%
86
LVNL(Netherlands)(2012)
850
800
+14.9% +13.5%
750
+9.3%
700
650
1.1%
2.4%
4.3%
600
9.4%
2009
2010
2011
Belgocontrol
11.8%
2012
compositeflight
costsperATCO
hour
hour
ATCOhour
productivity
ATM/CNSprovision
costspercomposite
flighthour
550
LVNL
2009
2012
80
5.6
70
4.9
60
4.2
50
3.5
40
2.8
30
2.1
20
1.4
10
0.7
0.0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:1998*
C:1998*
C:1998*
C:1988/upgradedin
1995*
Years
2006
2007
2008
2009
2010
6.0M
2011
51.4M
130.6M
(20092018)
9.8M
83.0M
2012
2013
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
ReplacementAAA
NewBuilding/OPSroom
Otherinvestments
VoiceCommunicationsystem
Adjustmentfacilities
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
ATM
Building
Other
ATM
Building
96.0
50.0
47.9
25.0
25.0
2011
2014
2009
2009
2015
2018
2016
2015
2014
2015
87
MATS(Malta)CosteffectivenessKPIs(2012)
Exchangerate:MaltaiswithintheEUROZone
MATSrepresents0.2%ofEuropeansystemgatetogateATM/CNSprovision
Max
Min
costs
350
300
54.6%
30%
+23.9%
299
266
20%
256
250
+12.7%
+0.8%
0%
297
266
256
+14.8%
+10.4%
+6.3%
10%
193
200
150
193
10%
100
13.5%
20%
50
19.6%
95.2%
200910
30%
0
2009
2010
2011
2012
201011
201112
0.8
+33.0%
8.0%
0.7
0.6
Index(2009=100)
+16.4%
0.5
0.4
0.47
0.55
0.73
0.67
0.3
0.2
150
140
130
120
110
100
90
80
70
2009
0.1
0.0
2009
2010
2011
2011
2012
2010
2012
35
+20.7%
30
+10.1%
22.4%
25
20
15
24
26
32
25
10
5
2000
2010
2011
2012
1825
2009
2010
1737
1500
1250
1000
750
500
2011
2012
0.75
300
+64.4%
0.50
250
11.5%
2.5%
0.25
200
Million
1851
1750
0
2009
2165
2250
26.5%
150
100
0.00
+0.4%
0.25
0.50
50
26.3%
0.75
0
2009
Exceptionalcosts
2010
2011
Employment
costsfor
supportstaff
Capitalrelatedcosts
#DIV/0!
14.4%
1.00
2012
Nonstaff
operating
costs

costs
costs
Weight
18%
8.0%
22.4%
Decreaseinunit
ATM/CNSprovision
costs20112012
ATCOemployment
costspercomposite
flighthour
15.6%
Weight
82%
Supportcosts
percomposite
flighthour
24.6%
"Supportcosts
effect"
15.6%
26.5%
88
+14.8%
"Traffic
effect"
MATS(Malta)(2012)
350
300
3.7%
6.1%
11.6%
13.3%
20.2%
250
27.9%
39.7%
200
51.2%
2009
2010
2011
2012
DCACCyprus
compositeflight
costsperATCO
hour
hour
ATCOhour
productivity
ATM/CNSprovision
costspercomposite
flighthour
150
MATS
2009
2012
3.5
3.0
2.5
2.0
1.5
1.0
0.5
0.0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:1996*
C:1996*
C:1996*
C:1996*
Years
2006
2007
2008
2009
2010
2011
4.8M
8.2M
0.26M
1.7M
2012
2013
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
Domain
ATSsystemupgrade
PurchaseandinstallationofMSSR(1)
PurchaseandinstallationofMSSR(2)
VCSsystemupgrade
Extensiontotechnicalworkshops
ATM
SUR
SUR
ATM
Building
Capexspent
betweenstartand
enddates(M)
7.2
2.4
2.4
1.0
1.0
Startdate
Enddate
2011
2009
2010
2013
2010
2014
2013
2014
2014
2014
89
MNAV(F.Y.R.Macedonia)CosteffectivenessKPIs(2012)
Exchangerate:1EUR=61.231MKD
MNAVrepresents0.1%ofEuropeansystemgatetogateATM/CNS
provisioncosts
Trendingatetogateeconomiccosteffectiveness(allfinancial datain2012prices)
478
500
465
54.6%
469
72.3%
15%
449
10%
400
300
478
465
5%
449
469
0%
200
2.0%
5%
100
10%
15%
2009
2010
2011
3.1%
4.7%
3.7%
9.1%
200910
2012
12.9%
201112
201011
0.30
110
+3.4%
0.25
Index(2009=100)
+7.9%
12.7%
0.20
0.25
0.26
0.24
0.22
0.15
105
100
95
90
85
0.10
80
2009
0.05
0.00
2009
2010
2011
2011
2012
2010
2012
+11.0%
+6.8%
35
8.0%
30
25
20
30
32
32
29
15
10
5
1500
2010
2011
2012
1415
1100
900
700
500
2009
2009
1464
1408
1300
2010
2011
2012
0.00
400
4.7%
350
1.0%
0.25
6.9%
300
2.3%
25.7%
0.50
250
Million
1464
200
150
40.6%
0.75
1.00
100
50
1.25
0
2009
Exceptionalcosts
2010
2011
1.50
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
#DIV/0!
69.1%
Nonstaff
operating
costs

costs
costs
Weight
29%
+7.9%
Decreaseinunit
ATM/CNSprovision
costs20112012
Supportcosts
percomposite
flighthour
+11.0%
+2.9%
ATCOemployment
costspercomposite
flighthour
Weight
71%
4.2%
"Supportcosts
effect"
6.9%
15.4%
90
"Traffic
effect"
9.1%
MNAV(F.Y.R.Macedonia)(2012)
550
500
+30.9%
+22.2%
+18.1%
+5.5%
+4.5%
450
6.5%
400
350
46.2%
2009
ARMATS
2010
MNAV
2011
MoldATSA
2012
NATAAlbania
51.9%
ATCOhour
productivity
ATM/CNSprovision
costspercomposite
flighthour
300
SMATSA
compositeflight
costsperATCO
hour
hour
2009
2012
9.1
7.8
6.5
5.2
3.9
2.6
1.3
0.0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:2002*
C:2002*
C:2002*
C:2002*
Years
2006
2007
2008
2009
2010
2011
2012
2013
1.1M
7.9M
2.9M
1.1M
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
ProcurementofnewATCsystems
ModeSenhancedsurveillancegroundstation
implementation
ConstructionofnewbuildingforANSPheadquarters
PurchaseofnewVHFradiosystemandMWlink
UpgradeofMSSRtoenhanceModeSradar
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
ATM
6.0
2014
2016
SUR
2.2
2014
2015
Building
COM
SUR
0.8
0.8
0.7
2013
2014
2014
2015
2015
2015
91
MoldATSA(Moldova)CosteffectivenessKPIs(2012)
Exchangerate:1EUR=15.503MDL
MoldATSArepresents0.1%ofEuropeansystemgatetogateATM/CNS
provisioncosts
Max
Min
600
543
54.6%
30%
300
543
512
+17.1%
20%
443
404
+14.5%
+8.2%
10%
404
443
72.3%
+24.1%
512
500
400
+4.6%
0%
200
10%
100
20%
14.6%
30%
0
2009
2010
2011
200910
2012
201011
201112
0.25
+25.9%
+5.6%
+1.7%
145
Index(2009=100)
0.20
0.15
0.18
0.22
0.23
0.24
0.10
135
125
115
105
95
0.05
2009
0.00
2009
2010
2011
2011
2012
2010
2012
+17.3%
14
16
+10.3%
6.8%
12
10
8
12
14
14
13
6
4
2
1700
1500
2010
2011
2012
1495
1507
2009
2010
2011
2012
1100
900
700
500
0.75
500
5.5%
400
+46.5%
+22.7%
22.8%
0.50
+10.3%
300
Million
1482
1300
0
2009
1477
200
100
0.25
+0.9%
0.00
0.25
16.2%
0
2009
Exceptionalcosts
2010
2011
0.50
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs
#DIV/0!

costs
costs
Weight
14%
Increaseinunit
ATM/CNSprovision
costs20112012
Weight
86%
+9.5%
+10.3%
+15.4%
+5.6%
+10.3%
+4.6%
+4.4%
ATCOemployment
costspercomposite
flighthour
Supportcosts
percomposite
flighthour
"Supportcosts
effect"
92
"Traffic
effect"
MoldATSA(Moldova)(2012)
550
+56.5%
+48.5%
500
+28.3%
+20.5%
450
400
350
61.5%
2009
ARMATS
2010
MNAV
2011
MoldATSA
2012
NATAAlbania
58.1% 58.6%
compositeflight
costsperATCO
hour
hour
ATCOhour
productivity
ATM/CNSprovision
costspercomposite
flighthour
300
52.3%
SMATSA
2009
2012
3.5
3.0
3.0
2.5
2.5
2.0
2.0
1.5
1.5
1.0
1.0
0.5
0.5
3.5
0.0
0.0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:1998*
C:1998*
C:1998*
C:2001*
Years
2006
2007
2008
2009
2010
2011
1.1M
0.9M**
2012
4.2M
2013
1.0M
1.5M
2014
5.0M
(20132020)
2015
2016
2017
* C = Commissioning
**Partoftheamountprovidedunder"Other"(i.e.0.5M)relatestoMET
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
ConstructionandmodernisationTowerbuildingin
Chisinau
ReplacementofFDP,RDPandHMIsystems(SiATM
Sweden)
Implementationofmultilaterationequipment
CommissioningofDVOR/DMEunits
DigitalphonestationPABX
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
Buildings
5.0
2013
2020
ATM
2.9
2011
2013
SUR
NAV
COM
1.5
0.6
0.6
2012
2013
2012
2017
2014
2013
93
MUAC(Maastricht)CosteffectivenessKPIs(2012)
Exchangerate:MaastrichtiswithintheEUROZone
MUACrepresents1.8%ofEuropeansystemgatetogateATM/CNS
provisioncosts
Max
Min
Max
Min
300
281
281
245
250
200
269
269
235
261
10%
252
10%
50
20%
30%
+6.4%
+3.9%
+2.2% +2.1%
100
2011
72.3%
20%
0%
2010
54.6%
30%
150
2009
0.7%
3.5%
9.3%
5.5%
17.2%
200910
2012
201011
201112
2.5
115
2.0
+1.0%
+5.7%
Index(2009=100)
0.4%
1.5
1.83
1.85
1.95
1.94
1.0
110
105
100
95
90
0.5
2009
0.0
2009
2010
2011
2011
2012
2010
2012
+5.5%
160
+21.9%
200
1.8%
120
156
164
161
197
80
40
1500
1344
2010
2011
1168
900
700
500
2009
2009
1206
1100
2010
2011
2012
2012
0
200
2.0%
15.4%
150
1.1%
62.4%
2
Million
1248
1300
100
3
4
50
19.0%
5.9%
5
0
2009
Exceptionalcosts
2010
2011
Employment
costsfor
supportstaff
Capitalrelatedcosts
#DIV/0!
35.3%
2012
Nonstaff
operating
costs

costs
costs
Weight
38%
+21.9%
+22.4%
ATCOhour
productivity
0.4%
Employmentcosts
perATCOhour
Increaseinunit
ATM/CNSprovision
costs20112012
+7.2%
ATCOemployment
costspercomposite
flighthour
Weight
62%
Supportcosts
percomposite
flighthour
1.1%
"Supportcosts
effect"
"Traffic
effect"
1.8%
0.7%
94
MUAC(Maastricht)(2012)
Due to the unique nature of its airspace (upper airspace only, across four States), it was determined
thatMaastricht(MUAC)shouldbeconsideredseparatelyandthereforethisANSPisnotincludedinthe
comparatorgroupbenchmarkinganalysis
2.5
20
2.0
15
1.5
10
1.0
0.5
25
0.0
0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:2008*
C:2008*
C:2002*
C:1995*
Years
2006
2007
2008
2009
2010
115.1M
(20032016)
2011
17.1M
2012
2013
30.7M
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
ProcurementofnewFDPS
Other
ImplementationofthenewCWPsystem
Renewalofinfrastructure
ReplacementoftheVCSsystem
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
ATM
Other
ATM
Building
ATM
50.0
30.7
22.3
13.5
13.3
2003
2012
2012
2012
2011
2011
2016
2016
2014
2016
95
NATAAlbania(Albania)CosteffectivenessKPIs(2012)
Exchangerate:1EUR=139.837ALL
NATAAlbaniarepresents0.3%ofEuropeansystemgatetogateATM/CNS
provisioncosts
593
600
500
463
470
422
424
472
+12.5%
+10.8%
+11.2%
20%
10%
422
54.6%
+272.0%
30%
400
300
451
+7.4% +7.8%
+3.6%
0%
200
10%
100
20%
3.0%
30%
0
2009
2010
2011
200910
2012
87.4%
201112
201011
0.7
145
0.6
1.4%
+1.9%
0.57
0.58
Index(2009=100)
8.5%
0.5
0.4
0.57
0.53
0.3
0.2
135
125
115
105
95
2009
0.1
0.0
2009
2010
2011
2011
2012
2010
2012
+31.2%
0.6%
30
25
+95.6%
20
15
10
11
22
29
28
1750
1707
2010
2011
2012
500
2010
1.5
3.4%
2012
750
500
4.3%
2011
1000
400
1573
1250
2009
2009
1599
1500
+6.6%
+44.6%
+31.2%
1.0
300
Million
1705
200
0.5
+1.6%
0.0
100
0.8%
0
2009
Exceptionalcosts
2010
2011
#DIV/0!
0.5
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs

costs
costs
Weight
12%
0.6%
8.5%
+8.6%
Increaseinunit
ATM/CNSprovision
costs20112012
Weight
88%
+6.8%
+6.6%
ATCOemployment
costspercomposite
flighthour
Supportcosts
percomposite
flighthour
+3.4%
"Traffic
effect"
"Supportcosts
effect"
3.0%
96
NATAAlbania(Albania)(2012)
550
+32.5% +33.0%
+24.0%
+22.7%
+15.5%
+4.7%
500
450
18.4%
400
350
61.0%
2009
ARMATS
2010
MNAV
2011
MoldATSA
2012
NATAAlbania
compositeflight
costsperATCO
hour
hour
ATCOhour
productivity
ATM/CNSprovision
costspercomposite
flighthour
300
SMATSA
2009
2012
18
15
12
0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:2004*
C:2004*
C:2004*
C:2008*
Years
2006
2007
2008
2009
17.7M
2.0M
1.6M
13.8M
0.3M
2010
2011
2012
2013
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
PurchaseofanewATMsystem
NewjointACC/APP/TWRbuildinglocatednearMother
TeresaAirport
Remoteradiofacility(RXTXradioforVHF)
PurchaseofaVoiceCommunicationSystem
PurchaseandinstallationoftheILSequipment.
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
ATM
14.5
2008
2012
Buildings
13.5
2008
2011
COM
ATM
NAV
2.0
1.8
1.6
2008
2008
2010
2012
2011
2011
97
NATSContinental(UnitedKingdom)CosteffectivenessKPIs(2012)
Exchangerate:1EUR=0.811GBP
NATSContinentalrepresents9.4%ofEuropeansystemgatetogate
Max
Min
Max
Min
600
519
470
482
423
434
20%
400
10%
466
300
463
10%
100
20%
30%
2010
2011
+6.6%
+3.4%
+2.3%
+1.6%
0%
200
2009
54.6%
30%
519
500
4.9% 4.2%
1.0%
5.5%
17.7%
200910
2012
201011
201112
1.2
101
2.0%
1.0
+0.5%
Index(2009=100)
1.1%
0.8
1.01
0.99
1.00
0.99
0.6
100
99
98
97
96
0.4
95
2009
0.2
0.0
2009
2010
2011
2011
2012
2010
2012
5.1%
120
2.4%
140
+3.2%
100
80
125
119
116
120
60
40
20
1300
2010
2011
2012
2009
2010
2011
2012
700
500
20
10.6%
+2.0%
+8.2%
10
0
250
Million
1246
900
+0.1%
300
1246
350
1234
1100
0
2009
1247
200
150
100
1.0%
10
1.4%
20
30
50
40
0
2009
Exceptionalcosts
2010
2011
85.1%
15.0%
85.1%
50
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs

costs
costs
Weight
28%
+3.2%
+4.3%
Employmentcosts
perATCOhour
ATCOemployment
costspercomposite
flighthour
ATCOhour
productivity
1.1%
Increaseinunit
ATM/CNSprovision
costs20112012
Weight
72%
+2.6%
+2.0%
+1.0%
"Traffic
effect"
Supportcosts
percomposite
flighthour
"Supportcosts
effect"
1.0%
98
NATSContinental(UnitedKingdom)(2012)
750
700
+34.5%
650
+18.7%
600
550
+1.5%
500
450
10.0%
10.7% 10.3%
400
2009
Aena
2010
DFS
2011
DSNA
2012
ENAV
compositeflight
costsperATCO
hour
hour
ATCOhour
productivity
ATM/CNSprovision
costspercomposite
flighthour
350
NATS(Continental)
5.4%
5.9%
2009
2012
2.0
150
1.5
200
100
1.0
50
0.5
0.0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Other
Building
Years
FDPS
RDPS
HMI
VCS
C:2001
(LondonAC,LondonTCand
Prest.)*
C:1996(Lon.AC)
2007(Lon.TC)
2009(Prest.)*
C:2001(Lon.AC)
2007(Lon.TC)
2009(Prest.)*
C:2002(Lon.AC)
2007(Lon.TC)
2008(Prest.)*
LondonTC
LondonTC
2006
2007
LondonTC
LondonAC
Prestwick
2008
2009
18.0M
751.9M
(20032019)
2010
Prestwick
2011
LondonACandLondonTC
LondonAC
Prestwick
Prestwick
LondonTC
LondonTC
LondonAC
2012
LondonTC
LondonAC
2013
2014
LondonTCandPrestwick
LondonTCandPrestwick
2015
126.6M
(20152019)
110.6M
(20152019)
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
Domain
ACCsystemssoftwaredevelopment
iTEC
iFACTS
CNSinfrastructure
Othercapex
ATM
ATM
ATM
ATM
Other
Capexspent
betweenstartand
enddates(M)
239.7
209.3
191.0
126.6
103.7
Startdate
Enddate
2015
2015
2003
2015
2015
2019
2019
2011
2019
2019
99
NAVPortugalContinental(Portugal)CosteffectivenessKPIs(2012)
Exchangerate:PortugaliswithintheEUROZone
NAVPortugalContinentalrepresents1.6%ofEuropeansystemgatetogate
Max
Min
Max
Min
500
455
380
400
416
450
385
+200.0%
20%
10%
368
54.6%
+147.1%
30%
300
442
357
+5.4%
+9.2%
+4.5%
+1.7%
0%
1.3%
200
10%
100
8.3%
12.3%
20%
30%
0
2009
2010
2011
200910
2012
201011
201112
1.0
+1.2%
+0.4%
112
1.6%
Index(2009=100)
0.8
0.6
0.92
0.93
0.93
0.92
0.4
110
108
106
104
102
100
98
0.2
2009
0.0
2009
2010
2011
2011
2012
2010
2012
180
+32.0%
160
7.5%
140
11.5%
120
100
80
140
124
164
152
60
40
20
1900
2010
2011
2012
1788
1811
2009
2010
2011
2012
1500
1100
900
700
500
5
300
250
+12.4%
19.1%
10.8%
200
8.1%
Million
1775
1300
0
2009
1772
1700
150
100
50
85.1%
27.5%
5
10
51.6%
15
23.4%
0
2009
Exceptionalcosts
2010
2011
#DIV/0!
20
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs

costs
costs
Weight
46%
Decreaseinunit
ATM/CNSprovision
costs20112012
ATCOemployment
costspercomposite
flighthour
Weight
54%
Supportcosts
percomposite
flighthour
"Supportcosts
effect"
8.1%
9.3%
"Traffic
effect"
1.3%
1.6%
7.5%
6.0%
7.1%
100
NAVPortugalContinental(Portugal)(2012)
500
+24.0%
450
+16.6%
+12.7%
+8.8%
400
+2.7%
+0.4%
4.8%
350
13.0%
ATM/CNSprovision
costspercomposite
flighthour
300
2009
2010
IAA
2011
2012
ATCOhour
productivity
costsperATCO
compositeflight
hour
hour
2009
2012
4.5
20
3.6
15
2.7
10
1.8
0.9
25
0.0
0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:2001*
C:2001*
C:2001*
C:1999*
Years
2006
2007
2008
2009
2010
2011
2012
2013
55.5M
7.1M
6.9M
16.1M
7.6M
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
ATMsystemsprogram(mainlyincludingtheevolutionof
theLISATMsystemintoLISATMiTEC)
SURVEILLANCEprogram(mainlyincludingNewMLAT
equipmentFIRLisboaandSantaMaria,newMSSRs,
replacementofLisboaradar)
Buildingprogram(mainlyincludingnewTowerCentrein
Horta)
Communicationprogram(mainlyincludingnewVCS
systemandpurchaseortaperecorders)
NAVAIDSprogram(mainlyincludingnewDMEsand
PRNAV,ReplacementofVORs,TACANandDMEs,precision
approachsysteminOportoandFaroandGBAS)
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
ATM
55.5
2011
2016
SUR
16.1
2011
2016
Building
7.6
2011
2016
COM
7.1
2011
2016
NAV
6.9
2011
2016
101
NAVIAIR(Denmark)CosteffectivenessKPIs(2012)
Exchangerate:1EUR=7.442DKK
NAVIAIRrepresents1.4%ofEuropeansystemgatetogateATM/CNS
provisioncosts
Max
Min
500
438
400
300
423
54.6%
30%
408
391
385
396
376
393
20%
+12.9%
10%
+3.7%
+3.0%
0%
200
10%
100
0.9%
4.3%
1.0%
5.3%
20%
30%
0
2009
2010
2011
68.6%
201112
47.2%
201011
200910
2012
1.2
108
+2.9%
1.0
+6.1%
Index(2009=100)
4.2%
0.8
0.94
0.6
0.96
0.98
1.02
106
104
102
100
98
0.4
96
2009
0.2
0.0
2009
2010
2011
2011
2012
2010
2012
2.8%
+0.7%
+1.5%
100
80
60
97
40
94
97
96
20
1700
2010
2011
2012
2009
2010
1506
1507
2011
2012
1300
900
700
500
6
350
8.4%
300
3.6%
+4.3%
+43.3%
250
2
Million
1555
1100
0
2009
1567
1500
200
150
85.1%
100
50
4.2%
16.7%
#DIV/0!
0
2009
Exceptionalcosts
2010
2011
2012
24.6%
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs

costs
costs
ATCOhour
productivity
4.2%
Weight
25%
Increaseinunit
ATM/CNSprovision
costs20112012
Weight
75%
+5.1%
+4.5%
+4.3%
"Supportcosts
effect"
Supportcosts
percomposite
flighthour
1.2%
+0.7%
Employmentcosts
perATCOhour
ATCOemployment
costspercomposite
flighthour
"Traffic
effect"
5.3%
102
NAVIAIR(Denmark)(2012)
700
650
0.5%
600
5.7%
550
500
14.3%
17.3%
450
22.6%
25.3%
29.5%
400
32.8%
350
2009
2010
2011
AustroControl
2012
NAVIAIR
compositeflight
costsperATCO
hour
hour
ATCOhour
productivity
ATM/CNSprovision
costspercomposite
flighthour
300
Skyguide
2009
2012
20
1.2
15
0.9
10
0.6
5
0.3
1.5
0.0
0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:2007*
C:2007*
C:2007*
C:2007*
Years
2006
2007
2008
2009
2010
2011
2012
2013
27.7M
7.7M
0.2M
4.3M
11.7M
9.8M
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
NAVIAIRdidnotprovidethelistofmainprojectsrelatingtothecapexfortheperiod20122017
103
OroNavigacija(Lithuania)CosteffectivenessKPIs(2012)
Exchangerate:1EUR=3.453LTL
OroNavigacijarepresents0.3%ofEuropeansystemgatetogateATM/CNS
Max
Min
provisioncosts
Max
Min
54.6%
500
15%
400
300
395
389
395
389
+10.3%
361
368
361
368
+11.9%
+9.6%
5%
200
+2.0%
+1.5%
+0.1%
5%
100
15%
0
2009
2010
2011
200910
2012
201011
201112
+11.5%
0.5
3.8%
125
+8.0%
Index(2009=100)
0.4
0.3
0.41
0.44
0.48
0.49
0.2
120
115
110
105
100
95
0.1
2009
0.0
2009
2010
2011
2011
2012
2010
2012
+0.6%
+0.4%
+4.7%
40
35
30
25
20
37
37
39
39
15
10
5
1700
2010
2011
2012
2009
2010
7.8%
2011
2012
900
700
500
1.6
300
1568
1100
350
+0.2%
1539
+49.0%
+1.2%
1.2
250
Million
1589
1300
0
2009
1563
1500
200
150
100
+20.1%
0.8
0.4
50
+1.0%
0
2009
Exceptionalcosts
2010
2011
+1.7%
0.0
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs
#DIV/0!
85.1%

costs
costs
Weight
22%
ATCOhour
productivity
3.8%
+4.4%
+0.4%
Employmentcosts
perATCOhour
Increaseinunit
ATM/CNSprovision
costs20112012
+1.9%
ATCOemployment
costspercomposite
flighthour
Weight
78%
+1.2%
+1.3%
Supportcosts
percomposite
flighthour
"Supportcosts
effect"
104
+0.1%
"Traffic
effect"
OroNavigacija(Lithuania)(2012)
450
+45.2%
+36.5%
+41.8% +44.6%
400
350
+10.5%
300
250
8.8%
200
32.4%
150
ATM/CNSprovision
costspercomposite
flighthour
100
2009
2010
EANS
2011
LGS
2012
36.0%
ATCOhour
productivity
OroNavigacija
costsperATCO
compositeflight
hour
hour
2009
2012
12
10
0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:2005*
C:2005*
C:2005*
C:2005*
(20162018)
(20162018)
(20162018)
(20162018)
Years
2006
2007
2008
2009
2010
16.6M
2011
3.2M
2012
13.0M
2013
3.3M
1.4M
8.7M
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
NewACC/administrativecentre
NewATCsystem
Replacementofradar(Kaunas)
Replacementofradar(Palanga)
Replacementofradar(Vilnius2007/2008)
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
Building
ATM
SUR
SUR
SUR
8.7
7.2
4.8
4.8
3.7
2014
2016
2008
2008
2007
2017
2017
2010
2010
2008
105
PANSA(Poland)CosteffectivenessKPIs(2012)
Exchangerate:1EURO=4.179PLN
PANSArepresents1.8%ofEuropeansystemgatetogateATM/CNSprovision
Max
Min
costs
Max
Min
600
54.6%
30%
535
500
20%
447
397
400
10%
363
300
+11.0%
+9.1%
+5.7%
+5.8%
+0.9%
0%
337
200
311
302
316
2.7%
10%
20%
100
30%
0
2009
2010
2011
41.1%
201011
31.0%
200910
2012
23.1%
201112
1.0
+4.3%
+6.5%
+0.1%
125
Index(2009=100)
0.8
0.6
0.88
0.91
0.97
0.97
0.4
120
115
110
105
100
95
0.2
2009
0.0
2009
2010
2011
2011
2012
2010
2012
+18.1%
1.5%
100
+1.4%
80
60
82
40
83
98
97
20
1300
1194
2010
2011
2012
2012
+11.9%
2.0
6.0%
1.5
150
Million
2011
500
2.5
200
2010
700
250
2.1%
1132
9.8%
1120
900
2009
0
2009
1145
1100
100
1.0
0.5
+0.2%
85.1%
0.0
50
4.1%
0.5
#DIV/0!
0
2009
Exceptionalcosts
2010
2011
1.0
2012
7.2%
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs

costs
costs
Weight
32%
+0.1%
Employmentcosts
perATCOhour
ATCOhour
productivity
1.5%
Decreaseinunit
ATM/CNSprovision
costs20112012
ATCOemployment
costspercomposite
flighthour
1.7%
Weight
68%
Supportcosts
percomposite
flighthour
4.6%
"Supportcosts
effect"
0.5%
6.0%
106
+5.8%
"Traffic
effect"
PANSA(Poland)(2012)
650
600
+21.3%
+14.2%
550
+7.0%
+11.3%
500
450
400
14.6%
350
17.3%
22.6%
28.2%
300
250
2009
2010
ANSCR
LPS
2011
2012
CroatiaControl
PANSA
compositeflight
costsperATCO
hour
hour
ATCOhour
productivity
ATM/CNSprovision
costspercomposite
flighthour
HungaroControl
SloveniaControl
2009
2012
35
3.5
30
3.0
25
2.5
20
2.0
15
1.5
10
1.0
0.5
0.0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:2001*
C:2001*
C:2001*
C:2001*
Years
2006
2007
2008
2009
4.6M
2010
2011
37.4M
2012
14.4M
18.1M
24.0M
26.5M
2013
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
PurchaseofnewPSRMSSRradarsatWarszawa,Pozna,
Krakw,Wrocaw,andNorthEastPoland
ReplacementoftheATMsystems(FDP,RDP,HMIand
VoIP)withthenewPEGASUS21system
TWRsinLodz,Rzeszow,PoznanandKrakwLand
purchase,constructionanddesignprocess
Modernizationanddevelopofthenavigation
infrastructureinFIRWarsaw(modernization4DMEand2
DVOR/DME;develop9DMEand5DVOR/DME)
Constructionof17groundstations
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
SUR
23.1
2009
2016
ATM
23.0
2008
2013
Building
18.0
2009
2015
NAV
11.6
2010
2014
COM
10.5
2009
2013
107
ROMATSA(Romania)CosteffectivenessKPIs(2012)
Exchangerate:1EUR=4.454RON
ROMATSArepresents2.0%ofEuropeansystemgatetogateATM/CNS
provisioncosts
Max
Min
Max
Min
600
54.6%
30%
529
500
503
447
400
+20.5%
20%
411
10%
529
300
446
502
411
+7.1%
+0.8%
0%
1.3%
200
10%
100
20%
7.1%
9.6%
30%
0
2009
2010
2011
200910
2012
201011
201112
0.7
120
+9.2%
0.6
0.6%
Index(2009=100)
+27.1%
0.5
0.4
0.43
0.55
0.60
0.59
0.3
0.2
110
100
90
80
70
2009
0.1
0.0
2009
2010
2011
2011
2012
2010
2012
70
+9.8%
60
6.9%
+7.8%
50
40
57
30
53
57
63
20
10
1500
1372
2010
2011
2012
1254
900
700
500
2009
2009
1296
1100
2010
2011
2012
25
450
400
+194.2%
+25.7%
15
11.8%
350
300
9.7%
+12.3%
Million
1397
1300
250
200
150
100
50
+2.4%
6.1%
5
15
44.9%
0
2009
Exceptionalcosts
2010
2011
+194.2%
25
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs

costs
costs
Weight
22%
ATCOhour
productivity
0.6%
+9.8%
Employmentcosts
perATCOhour
Increaseinunit
ATM/CNSprovision
costs20112012
Weight
78%
+22.1%
+25.7%
+24.0%
"Traffic
effect"
+10.4%
ATCOemployment
costspercomposite
flighthour
Supportcosts
percomposite
flighthour
"Supportcosts
effect"
108
1.3%
ROMATSA(Romania)(2012)
550
500
450
+22.3%
+42.6%
+26.5%
+31.4%
400
9.9%
350
16.4%
24.9%
300
ATM/CNSprovision
costspercomposite
flighthour
250
2009
2010
2011
BULATSA
ATCOhour
productivity
8.7%
costsperATCO
compositeflight
hour
hour
2012
HCAA
2009
ROMATSA
2012
40
2.4
35
2.1
30
1.8
25
1.5
20
1.2
15
0.9
10
0.6
0.3
0.0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:2003*
C:2003*
C:2003*
C:2004*
Years
2006
2007
2008
2009
2010
1.2M
2011
0.4M
64.4M
(20082020)
2012
8.3M
3.4M
17.3M
2013
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
ATMSystemROMATSA2015+PhaseI
ATMSystemROMATSA2015+PhaseII
ATMSystemROMATSA2015+PhaseIII
ModeSradarsinstallation
VCSSReplacement
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
ATM
ATM
ATM
SUR
COM
35.8
15.8
10.5
7.5
6.5
2011
2015
2017
2011
2012
2015
2018
2020
2015
2014
109
Skyguide(Switzerland)CosteffectivenessKPIs(2012)
Exchangerate:1EUR=1.205CHF
Skyguiderepresents3.6%ofEuropeansystemgatetogateATM/CNS
provisioncosts
Max
Min
900
772
800
794
725
755
609
640
20%
600
10%
609
400
616
54.6%
30%
700
500
+8.9%
+0.5%
0%
+2.7% +4.0%
+3.9%
1.2% 0.5%
0.6%
10%
300
200
20%
100
30%
0
2009
2010
2011
34.8%
201011
200910
2012
201112
1.2
+0.2%
115
0.9%
3.9%
Index(2009=100)
1.0
0.8
1.08
1.08
1.03
1.07
0.6
110
105
100
0.4
95
2009
0.2
0.0
2009
2010
2011
2011
2012
2010
2012
160
+3.4%
180
+7.1%
+0.2%
140
120
100
145
150
150
161
80
60
40
20
1300
2010
2011
2012
1246
1227
2009
2010
2011
2012
900
700
500
30
600
+20.1%
+0.6%
500
1.9%
+3.2%
20
400
Million
1264
1100
0
2009
1279
300
200
10
+4.5%
0
18.8%
100
95.1%
10
20.0%
0
2009
Exceptionalcosts
2010
2011
95.1%
20
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs

costs
costs
Weight
24%
ATCOhour
productivity
3.9%
+7.1%
Employmentcosts
perATCOhour
Increaseinunit
ATM/CNSprovision
costs20112012
Weight
76%
+5.1%
+3.2%
+2.0%
Supportcosts
percomposite
flighthour
"Supportcosts
effect"
+11.4%
ATCOemployment
costspercomposite
flighthour
110
"Traffic
effect"
1.2%
Skyguide(Switzerland)(2012)
700
650
600
+27.5% +27.4%
550
+19.2%
500
+21.7%
450
+11.9%
+8.6%
400
350
ATM/CNSprovision
costspercomposite
flighthour
300
2009
2010
2011
AustroControl
2012
NAVIAIR
+5.2%
+4.6%
ATCOhour
productivity
costsperATCO
compositeflight
hour
hour
2009
Skyguide
2012
60
2.4
50
2.0
40
1.6
30
1.2
20
0.8
10
0.4
0.0
0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
Years
FDPS
RDPS
HMI
VCS
C:1999(Geneva)
2007(Zurich)*
C:2004
(AllACCs)*
C:2003/06(AllACCs)*
C:2004/05(AllACCs)*
2006
Geneva
2007
Zurich
AllACCs
2008
2009
9.0M
(20052013)
2010
2011
6.4M**
2012
58.7M
3.6M
AllACCs
AllACCs
AllACCs
AllACCs
2013
2014
2015
AllACCs
2016
2017
* C = Commissioning
**ExpensesrelatingtoAIS
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
ATM
Capexspent
betweenstartand
enddates(M)
30.8
ATM
18.8
Domain
Implementationofstriplessenvironment
TACO(TowerApproachCommunication)system
integrationintothenewFDPinZurich
RealisationofwebPortalIBS
MESANGE(implementationofAeronauticalMessageHandling
Service)
ImplementationofLINK2K+/CPDLC(ControllerPilotDataLink
Communications)
Startdate
Enddate
2011
2017
2008
2014
Other
6.4
2010
2013
COM
4.5
2005
2010
COM
4.5
2011
2013
111
SloveniaControl(Slovenia)CosteffectivenessKPIs(2012)
Exchangerate:SloveniaiswithintheEUROZone
SloveniaControlrepresents0.3%ofEuropeansystemgatetogateATM/CNS
Max
Min
provisioncosts
Max
Min
600
500
400
512
503
510
508
528
527
499
20%
+10.0%
10%
499
0%
200
10%
100
20%
+4.4% +3.3%
2011
+6.0%
0.1%
5.5%
30%
0
2010
54.6%
30%
300
2009
38.3%
201112
41.5%
201011
83.8%
200910
2012
0.5
+12.7%
115
2.5%
Index(2009=100)
+2.9%
0.4
0.3
0.40
0.41
0.46
0.45
0.2
110
105
100
95
90
0.1
2009
0.0
2009
2010
2011
2011
2012
2010
2012
+4.6%
80
+6.0%
90
5.2%
70
60
50
76
79
84
80
40
30
20
10
1500
2010
2011
2012
+0.8%
1419
2009
2010
2011
2012
1100
900
700
500
2.0
6.9%
+148.6%
1.5
300
1.0
250
Million
350
1427
+9.7%
1442
1300
0
2009
1442
200
150
100
+10.9%
+141.1%
+10.5%
0.5
0.0
0.5
50
1.0
0
2009
Exceptionalcosts
2010
2011
38.0%
+141.1%
1.5
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs

costs
costs
Weight
35%
2.5%
5.2%
Decreaseinunit
ATM/CNSprovision
costs20112012
ATCOemployment
costspercomposite
flighthour
2.8%
Weight
65%
Supportcosts
percomposite
flighthour
"Supportcosts
effect"
"Traffic
effect"
0.1%
5.5%
6.9%
7.0%
112
SloveniaControl(Slovenia)(2012)
650
600
+27.3% +27.9%
550
+14.0%
+5.7%
500
1.0%
450
8.1%
400
48.2% 44.0%
350
300
ATM/CNSprovision
costspercomposite
flighthour
250
2009
2010
ANSCR
LPS
2011
2012
CroatiaControl
PANSA
ATCOhour
productivity
HungaroControl
SloveniaControl
costsperATCO
compositeflight
hour
hour
2009
2012
12
12
10
10
0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:2007*
C:2000*
C:2000*
C:1998*
Years
2006
2007
2008
2009
18.4M
2010
2011
12.2M
2012
2.7M
2.3M
1.5M
2013
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
3
4
5
Nameoftheproject
NewATCCbuildinginLjubljana(includinggeneral
equipment)
NewATCCtechnicalsystems
UpgradeofFDPsystem,includingsimulator
Changinglocationofradars
ImplementationofDatalink/CPDLC
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
Buildings
18.4
2006
2013
ATM
ATM
SUR
COM
8.7
3.5
1.5
1.5
2006
2008
2011
2013
2013
2017
2015
2015
113
SMATSA(SerbiaandMontenegro)CosteffectivenessKPIs(2012)
Exchangerate:1EUR=112.961RSD
SMATSArepresents0.9%ofEuropeansystemgatetogateATM/CNS
provisioncosts
400
350
326
349
353
20%
300
250
326
347
343
54.6%
+425.9%
+142.9%
30%
333
+11.5%
+4.7%
10%
332
200
+0.5% +1.6%
0%
150
10%
7.9%
100
5.0%
20%
50
30%
0
2009
2010
2011
200910
2012
96.5%
201112
201011
0.9
+4.9%
0.8
112
2.0%
1.6%
Index(2009=100)
0.7
0.6
0.75
0.5
0.78
0.77
0.75
0.4
110
108
106
104
102
100
0.3
98
0.2
2009
2010
2011
2012
0.1
0.0
2009
2010
2011
2012
+5.8%
50
1.5%
60
+4.9%
40
30
47
50
49
51
20
10
1500
1339
1300
2011
2012
500
2012
4
1.5%
5.3%
+21.0%
250
200
Million
+7.9%
2011
700
300
2010
1224
900
2009
2010
1273
1100
0
2009
1290
150
100
+5.8%
+3.3%
50
0
2009
Exceptionalcosts
2010
2011
3.7%
12.1%
2012
Employment
costsfor
supportstaff
Capitalrelatedcosts
Nonstaff
operating
costs
+3.3%

costs
costs
Weight
19%
ATCOhour
productivity
1.6%
+4.9%
Employmentcosts
perATCOhour
Decreaseinunit
ATM/CNSprovision
costs20112012
Supportcosts
percomposite
flighthour
+6.6%
ATCOemployment
costspercomposite
flighthour
Weight
81%
3.1%
5.3%
"Supportcosts
effect"
10.0%
114
"Traffic
effect"
5.0%
SMATSA(SerbiaandMontenegro)(2012)
550
500
+64.6%
+61.2%
+49.6%
+47.6%
450
400
10.9% 9.5%
350
300
2009
ARMATS
2010
MNAV
2011
MoldATSA
2012
NATAAlbania
13.6% 11.4%
ATM/CNSprovision
costspercomposite
flighthour
ATCOhour
productivity
SMATSA
costsperATCO
compositeflight
hour
hour
2009
2012
35
3.5
30
3.0
25
2.5
20
2.0
15
1.5
10
1.0
0.5
0.0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
FDPS
RDPS
HMI
VCS
C:2011
C:2011
C:2011
C:2011
Years
2006
2007
2008
2009
2010
19.8M
44.3M
2011
8.5M
0.5M
2012
2.3M
2013
2014
2015
2016
* C = Commissioning
Upgrade
Replacement
Project
number
1
2
Nameoftheproject
NewATMSystemforBelgradeACCandSMATSA
communicationsnetwork
NewATCCinBelgrade
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
ATM
30.9
2009
2011
Building
17.6
2009
2010
AircraftequippedwithAutomaticFlightInspectionSystem
ATM
10.0
2008
2010
4
5
VHFandUHFradiosystemforairgroundcommunication
ProcurementandinstallationofVHF/UHFgrounair
COM
COM
4.9
3.3
2008
2012
2010
2015
115
UkSATSE(Ukraine)CosteffectivenessKPIs(2012)
Exchangerate:1EUR=10.270UAH
UkSATSErepresents3.1%ofEuropeansystemgatetogateATM/CNS
provisioncosts
700
637
566
600
500
400
493
490
20%
477
471
+13.2%
+8.8%
10%
637
565
54.6%
+44.7%
+94.9%
30%
72.3%
#DIV/0!
+3.5%
+7.0%
0%
300
10%
200
8.3%
20%
100
100.0%
30%
0
2009
2010
2011
200910
2012
201011
201112
0.4
130
0.2%
0.3
0.30
0.30
+4.0%
+7.7%
Index(2009=100)
0.34
0.33
0.2
125
120
115
110
105
100
95
0.1
2009
0.0
2009
2010
2011
2011
2012
2010
2012
+20.2%
30
+13.3%
25
+56.9%
20
15
10
14
22
29
24
1500
1300
2011
2012
2010
2011
2012
700
500
40
600
+149.4%
+40.6%
30
15.0%
500
10.0%
400
+35.5%
20
Million
1299
900
2009
2010
1319
1100
0
2009
1331
1231
300
200
+89.0%
10
0
91.3%
100
10
0
2009
Exceptionalcosts
2010
2011
Employment
costsfor
supportstaff
Capitalrelatedcosts
91.3%
28.3%
20
2012
Nonstaff
operating
costs

costs
costs
Weight
13%
+20.2%
Decreaseinunit
ATM/CNSprovision
costs20112012
+15.6%
+4.0%
ATCOemployment
costspercomposite
flighthour
11.4%
Weight
87%
Supportcosts
percomposite
flighthour
"Supportcosts
effect"
15.0%
12.0%
116
+3.5%
"Traffic
effect"
UkSATSE(Ukraine)(2012)
650
600
+58.1%
+54.4%
550
+38.0%
+33.8%
500
450
400
36.9%
350
300
ATM/CNSprovision
costspercomposite
flighthour
250
2009
2010
2011
DHMI
2012
35.0%
45.3%
ATCOhour
productivity
UkSATSE
25.3%
costsperATCO
compositeflight
hour
hour
2009
2012
9.0
100
7.5
80
6.0
60
4.5
40
3.0
20
1.5
120
0.0
0
2009
2010
2011
Capex(M)
2012
2013
Depreciation(M)
2014
2015
2016
2017
ATM
COM
NAV
SUR
Building
Other
Years
FDPS
RDPS
HMI
VCS
C:1997(L'viv)
2000(Odesa,Kyiv)
2007(Simf.,Kyiv,
Dnip.)*
C:1997(L'viv)
2000(Odesa,Kyiv)
2007(Simf.,Kyiv,
Dnip.)*
C:1997(L'viv)
2000(Odesa,Kyiv)
2007(Simf.,Kyiv,
Dnip.)*
C:2003(Odesa,L'viv)
2006(Simf.,Dnip.)
2011(Kyiv)*
S,K,D
S,K,D
S,K,D
L,O
L,O
L,O
2006
2007
S,D
2008
2009
17.0M
2010
42.6M
2.8M
2011
9.5M
10.4M
2012
2013
2014
2015
2016
2017
* C = Commissioning
Upgrade
Replacement
Project
number
1
3
4
5
Nameoftheproject
BuildingofnewTOWERs:DonetskTWR,Zhuliany(Kyiv)TWR,
KharkivTWR,DnipropetrovskTWR,BorispilTWRand
reconstructingofLvivTWR
UpgradeofATMsystemsforLvivACC/APP/TWR,Kyiv
ACC/APP/TWR,DonetskAPP/TWR,KharkivAPP/TWR,
DnipropetrovskTWR
UpgradeofradioequipmentforDnipropetrovskACC,Lviv
ACC,KyivACC,OdesaACC,Zhuliany(Kyiv)TWR,Donetsk
APP/TWR
UpgradeofsurveillancesystemsinBorispil,Lviv,Kharkiv,
Simferopol,Donetsk,OdesaandDnipropetrovsk
4standaloneWeatherRadars(Lviv,KharkivandSimferopol,
Donetsk)
Domain
Capexspent
betweenstartand
enddates(M)
Startdate
Enddate
Building
42.6
2008
2013
ATM
17.0
2008
2013
COM
10.4
2010
2014
SUR
9.5
2010
2013
Other
2.8
2010
2012
117
118
No
AustroControl
Avinor
Belgocontrol
BULATSA
CroatiaControl
No
No
No
DFS
DHM
DSNA
No
No
EANS
ENAV
Finavia
HCAA
HungaroControl
IAA
LFV
LGS
LPS
LVNL
MATS
MNAV
MoldATSA
MUAC
No
No
No
No
No
No
NATAAlbania
No
No
NATS
NAVPortugal
NAVIAIR
OroNavigacija
DCACCyprus
PANSA
ROMATSA
Skyguide
SloveniaControl
SMATSA
UkSATSE
Informationprovided
inEnglish
No
ARMATS
Separatedisclosureof
enrouteandterminal
ANScosts
Aena
ANSCR
Independentaudited
accounts
Availabilityof
ManagementReport
AvailabilityofAnnual
Accounts
Availabilityofapublic
AnnualReport(AR)
ANNEX1STATUSOFANSPSYEAR2012ANNUALREPORTS
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
n/appl
No
No
No
No
No
No
No
No
No
PRUcomments
PRUreceivedanextractofthefinancialstatements
comprisinganIncomeandaBalanceSheetstatement.
Auditperformedbytheboardofauditors.Nocashflow
statement.
DCACannuallydisclosesareportwhichincludessome
financialinformationfromRouteChargesDocumentbut
notFinancialStatements.
Separateaccountsareusedforinternalreportingpurposes
andchargescalculation.
Includesairportactivities.
Atthetimeofwritingthisreport,DSNAhadnotyet
releaseditsAnnualReportcomprisingthefinancial
statementsfortheyear2012.
DetailedaccountsonlyavailablefortotalFinavia.
SeparateIncomeStatementforenrouteandterminalANS
SeparateIncomeStatementforenrouteandterminalANS.
PRUreceivedanextractoftheFinancialStatements.
Atthetimeofwritingthisreport,NATAAlbaniahadonly
releasedadocumentcomprisingitsFinancialStatements,
butnotaManagementReportfortheyear2012.
SeveralARsforindividualgroupcompanies.
Separatedisclosureofaggregatedrevenuesandcostsfor
enrouteandterminalANS.
Totalrevenuesandcostsprovidedforbothenrouteand
terminalANS.
Separateaccountsforenroute,terminalandmilitaryOAT
services.
AnnualReportdoesnotincludeaFinancialStatements.
UkSATSEprovidedaseparatedocumentwhichcomprises
FinancialStatements.
Annex1Table0.1:StatusonANSPs2012AnnualReports
Annex1StatusonANSPsAnnualReports
119
Annex1StatusonANSPsAnnualReports
120
ANNEX2PERFORMANCEINDICATORSUSEDFORTHECOMPARISONOF
ANSPS
TheoutputmeasuresforANSprovisionare,forenroute,theenrouteflighthourscontrolled25
and, for terminal ANS, the number of IFR airport movements controlled. In addition to those
outputmetrics,itisimportanttoconsidera"gatetogate"perspective,becausetheboundaries
used to allocate costs between enroute and terminal ANS vary between ANSPs and might
introduceabiasinthecosteffectivenessanalysis26.
For this reason, an indicator combining the two separate output measures for enroute and
terminal ANS provision has been calculated. The "composite gatetogate flighthours" are
determinedbyweightingtheoutputmeasuresbytheirrespectiveaveragecostoftheservicefor
thewholePanEuropeansystem.Thisaverageweightingfactorisbasedonthetotalmonetary
valueoftheoutputsovertheperiod20022012andamountsto0.27.
Thecompositegatetogateflighthoursareconsequentlydefinedas:
Compositegateto
gateflighthours
Enroute
flighthours
(0.27xIFRairportmovements)
In the ACE 20012006 Reports, two different weighting factors were used to compute ANSPs
costeffectiveness: one for the year under study and another to examine changes in
performance across time. As the ACE data sample became larger in terms of years, the
differencebetweenthesetwoweightingfactorsbecameinsignificant.Forthesakeofsimplicity,
it was therefore proposed in the ACE 2007 Benchmarking Report to use only one weighting
factor to analyse ANSPs performance for the year and to examine historical changes in cost
effectiveness.
Although the composite gatetogate output metric does not fully reflect all aspects of the
complexityoftheservicesprovided,itisneverthelessthebestmetriccurrentlyavailableforthe
analysisofgatetogatecosteffectiveness27.
ThequalityofserviceprovidedbyANSPshasanimpactontheefficiencyofaircraftoperations,
which carry with them additional costs that need to be taken into consideration for a full
economic assessment of ANSP performance. In this ACE Benchmarking Report, an indicator of
economiccosteffectivenessiscomputedatANSPandPanEuropeansystemlevelsbyadding
theATM/CNSprovisioncostsandthecostsofATFMgrounddelay,allexpressedpercomposite
flighthour.ThiscomputationisshownintheTablebelow(seecolumn10).
25
ControlledflighthoursarecalculatedbytheNetworkManager(NM)asthedifferencebetweentheexit
time and entry time of anygiven flight inthecontrolled airspace of an operationalunit. Three types of
flighthours are currently computed by the NM (filed model, regulated model and current model). The
data used for the costeffectiveness analysis is based on the current model (Model III or CFTM) and
includesflighthourscontrolledintheACC,APPandFISoperationalunitswhicharedescribedintheNM
environment.
26
SeealsoworkingpaperonCosteffectivenessandProductivityKeyPerformanceIndicators,available
onthePRCwebsiteatwww.eurocontrol.int/prc.
27
Further details on the theoretical background to producing composite indicators can be found in a
working paper on Total Factor Productivity of European ANSPs: basic concepts and application" (Sept.
2005).
Annex2PerformanceindicatorsusedforthecomparisonofANSPs
121
Economiccostpercomposite
flighthour
(10)=(8)+(9)
Costofdelaypercomposite
flighthour
(9)=(6)/(7)
Financialgatetogatecost
effectiveness
(8)=(1)/(7)
Compositeflighthours(in'000)
(7)
CostsofATFMdelays(in'000)
(6)=(4)x85
%shareinEuropeansystem
ATFMdelays
(5)
TotalATFMdelays('000
minutes)
(4)=(2)+(3)
AirportATFMdelays('000
minutes)
(3)
EnrouteATFMdelays('000
minutes)
(2)
GatetogateATM/CNSprovision
costs(in'000)
(1)
Aena
ANSCR
ARMATS
BULATSA
AustroControl
Avinor(Continental)
Belgocontrol
CroatiaControl
DCACCyprus
DFS
DHMI
DSNA
EANS
ENAV
Finavia
HCAA
HungaroControl
IAA
LFV
LGS
LPS
LVNL
MATS
MNAV
MoldATSA
MUAC
NATAAlbania
NATS(Continental)
NAVIAIR
OroNavigacija
PANSA
ROMATSA
Skyguide
SloveniaControl
SMATSA
UkSATSE
897063
115303
8041
73948
182771
207082
150490
78159
37981
1055191
352411
1164622
13573
638374
63052
154296
91324
112881
245432
22232
55738
163460
13504
9389
9145
141228
20934
760374
127260
113103
23202
147243
165091
292730
28166
75420
248611
802
2
0
0
118
164
15
129
428
1411
145
1535
20
0
3
97
1
0
27
0
0
92
0
0
0
59
12
155
281
0
0
352
0
172
0
1
0
337
2
0
3
152
165
79
1
15
796
489
520
0
103
43
110
0
8
50
0
0
307
0
0
0
n/appl
0
829
108
10
0
2
1
448
0
0
10
1139
5
0
3
270
328
94
130
444
2207
634
2055
20
104
46
206
1
8
77
0
0
399
0
0
0
59
12
984
390
10
0
355
1
620
0
1
10
10.7%
0.0%
0.0%
0.0%
2.5%
3.1%
0.9%
1.2%
4.2%
20.8%
6.0%
19.4%
0.2%
1.0%
0.4%
1.9%
0.0%
0.1%
0.7%
0.0%
0.0%
3.8%
0.0%
0.0%
0.0%
0.6%
0.1%
9.3%
3.7%
0.1%
0.0%
3.3%
0.0%
5.8%
0.0%
0.0%
0.1%
96807
401
0
268
22946
27905
8006
11046
37729
187587
53881
174675
1687
8804
3925
17530
97
707
6538
21
0
33939
9
0
0
5016
1003
83605
33110
824
0
30141
57
52662
30
79
823
1721
263
20
199
374
527
206
215
143
1912
1203
2628
78
1322
181
501
209
319
554
91
92
278
70
21
21
560
46
1752
356
288
63
488
329
457
56
227
440
521
438
409
371
489
393
732
363
265
552
293
443
174
483
349
308
438
354
443
245
609
588
193
449
443
252
451
434
357
393
368
302
502
640
499
332
565
56
2
0
1
61
53
39
51
264
98
45
66
22
7
22
35
0
2
12
0
0
122
0
0
0
9
22
48
93
3
0
62
0
115
1
0
2
577
440
409
373
550
446
771
414
529
650
338
510
196
489
371
343
438
356
455
245
609
710
193
449
443
261
472
482
450
396
368
363
503
755
499
333
566
TotalEuropeanSystem
8058826
6022
4589
10610
100%
901858 18210
443
50
492
ANSPs
Annex2Table0.1:Economiccosteffectivenessindicator,2012
The cost of ATFM delay is based on the findings of the study European airline delay cost
reference values by the University of Westminster in March 2011. The cost of ground ATFM
delaysamountsto85perminutein2012(applicabletoallATFMdelays),whichisclosetothe
83usedintheACE2011report28.
28
NotethatthecostofoneminuteofATFMdelayshasbeenadjustedtoreflectpricesinflationin2012
(+2.6%fortheEuropeanUnionaccordingtoEUROSTAT).
Annex2PerformanceindicatorsusedforthecomparisonofANSPs
122
ANNEX3PERFORMANCERATIOS
The table below summarises the relationship between the three multiplicative components of
financial costeffectiveness (ATCOhour productivity, employment costs per ATCOhour and
support cost ratio) and the two complementary components (ATCO employment costs per
compositeflighthourandthesupportcostpercompositeflighthour),describedinChapter2.
Tofacilitatetheinterpretationoftheresults,theconceptoftheperformanceratiohasbeen
introduced.
The performance ratios represent the relationship between the value for an ANSP of an
indicatorandthevalueofthatindicatorforthePanEuropeansystemasawhole.Performance
ratios are defined such that a value greater than one implies a performance better than the
Europeanaverage,intermsofthepositivecontributionitmakestocosteffectiveness.AnANSP
withthesameperformanceasthePanEuropeansystemwillhaveaperformanceratioofone.
ATCOemploymentcostspercomposite
flighthour*
Supportcostspercompositeflighthour*
AL
UK
PT
DK
LT
PL
RO
CH
SI
RS/ME
UA
Supportcostratio*
ES
CZ
AM
AT
NO
BE
BG
HR
CY
DE
TR
FR
EE
IT
FI
GR
HU
IE
SE
LV
SK
NL
MT
MK
MD
ATCOemploymentcostsperATCOhour*
Country
ATCOhourproductivity
ANSPs
Aena
ANSCR
ARMATS
AustroControl
Avinor(Continental)
Belgocontrol
BULATSA
CroatiaControl
DCACCyprus
DFS
DHMI
DSNA
EANS
ENAV
Finavia
HCAA
HungaroControl
IAA
LFV
LGS
LPS
LVNL
MATS
MNAV
MoldATSA
MUAC
NATAAlbania
NATS(Continental)
NAVIAIR
OroNavigacija
PANSA
ROMATSA
Skyguide
SloveniaControl
SMATSA
UkSATSE
Performanceratios
FinancialcosteffectivenessKPIindexes*
Performanceratios
0.85
1.01
1.08
0.91
1.13
0.60
1.19
1.22
1.67
0.80
1.51
1.00
2.54
0.92
1.27
1.44
1.01
1.25
1.00
1.81
0.73
0.75
2.30
0.99
1.00
1.76
0.98
1.02
1.24
1.13
1.20
1.47
0.88
0.69
0.89
1.33
0.78
0.98
1.12
0.24
1.17
1.05
0.85
0.83
0.84
1.05
1.29
1.12
0.95
1.27
0.87
0.79
0.89
0.99
1.28
0.84
1.11
0.82
1.11
0.84
0.30
0.30
2.43
0.66
1.24
1.15
1.23
0.60
1.22
0.74
1.29
0.56
0.94
0.43
0.66
1.31
9.92
0.66
0.81
0.79
1.91
1.30
1.60
0.61
2.17
1.09
1.99
0.98
1.45
1.34
1.19
1.02
1.12
2.67
1.34
0.65
4.31
3.27
7.38
0.54
3.74
0.88
0.70
1.10
2.72
1.10
1.69
0.66
1.33
2.07
3.62
1.31
0.69
0.46
1.16
1.33
0.91
0.75
1.11
0.99
1.01
0.62
0.97
1.01
1.08
1.11
1.20
0.86
0.95
1.07
0.61
0.66
1.04
0.63
1.00
0.45
1.34
0.40
0.93
1.54
0.84
0.74
1.10
0.70
0.81
1.19
0.68
0.51
0.65
1.46
2.38
0.78
0.85
0.67
1.58
1.10
1.69
0.79
2.43
1.03
2.52
0.85
1.14
1.19
1.17
1.31
0.93
2.96
1.09
0.73
3.64
0.99
2.22
1.31
2.47
1.09
0.80
1.35
1.62
1.34
1.26
0.85
0.75
1.95
1.54
0.98
0.89
0.88
0.97
1.31
0.58
1.08
1.28
1.66
0.81
1.30
0.99
2.55
0.95
1.33
1.57
0.95
1.22
1.03
1.55
0.64
0.77
1.98
0.98
0.81
2.06
0.78
0.99
1.61
1.05
1.08
1.53
0.78
0.64
0.96
1.17
0.65
Annex3Table0.1:Thecomponentsofgatetogatecosteffectiveness,201229
TotalEuropeanSystem
1.00
1.00
1.00
1.00
1.00
1.00
29
FortheATCOemploymentcostsperATCOhour,thesupportcostsratio,theATCOemploymentcosts
percompositeflighthourandthesupportcostspercompositeflighthour(asteriskedintheTableabove),
Annex3Performanceratios
123
ANSPs for which a given component makes a particularly positive contribution to its cost
effectiveness(morethan1.30)arehighlightedingreenthosewhereagivencomponentmakes
aparticularlylowcontribution(lessthan1/1.30)areinorange.
Some ANSPs more than make up for a relatively low contribution from one component by a
relatively high contribution from another and, as a result, are more costeffective than the
average(costeffectivenessindexgreaterthan1).
Onthelefthandsidethethreeratiosaremultiplicative;theproductoftheratiosforeachofthe
components equals the performance ratio for overall financial costeffectiveness (see financial
costeffectiveness index). The following example for Aena illustrates the interpretation of the
performanceratios:
0.85
=0.98
X0.66
X1.31
AenasgatetogateATM/CNScostspercompositeflighthour are+18%higher(1/0.85
1)thantheEuropeanaverage.
ATCOhourproductivity is2%lower thantheEuropeanaverage.
TheATCOemploymentcostsperATCOhour ofAenaare+51%higher(1/0.661)thanthe
Europeanaverage.
Supportcostratiois23%lower(1/1.311)thantheEuropeanaverage.
On the righthandside, the two complementary performance ratios are normalised using the
Europeanaverage(notethattheseratiosareneithermultiplicativenoradditive):
0.65
0.98
Aenas ATCOs in OPS employment costs per composite flighthour are +54% higher
(1/0.651)thantheEuropeanaverage,while
thesupportcostspercompositeflighthour are+2%higher (1/0.981)thantheEuropean
average.
theinverseratioisused,sincehigherunitemploymentcostsandhighersupportcostsimplylowercost
effectiveness.
Annex3Performanceratios
124
ANNEX4TRAFFICCOMPLEXITYANDTRAFFICVARIABILITYINDICATORS
[5]=
[6]=
[2]+[3]+[4] [1]x[5]
Speedinteractions
Structuralcomplexity
indicator
Aggregatedcomplexity
score
[4]
Horizontalinteractions
[3]
Verticalinteractions
ANSPs
Skyguide
DFS
NATS(Continental)
Belgocontrol
MUAC
LVNL
AustroControl
ANSCR
SloveniaControl
DSNA
ENAV
SMATSA
LPS
DHMI
HungaroControl
CroatiaControl
Aena
PANSA
NAVIAIR
ROMATSA
LFV
BULATSA
NATAAlbania
DCACCyprus
MNAV
EANS
HCAA
LGS
Avinor(Continental)
OroNavigacija
UkSATSE
Finavia
IAA
MoldATSA
MATS
ARMATS
[2]
Adjusteddensity
[1]
10.70
10.28
9.81
7.36
9.93
9.80
8.23
8.54
9.21
9.80
5.20
8.58
6.92
7.49
7.18
7.48
6.54
4.74
3.49
5.44
3.05
6.70
6.28
4.36
4.49
3.69
4.31
3.23
2.12
3.61
3.08
3.22
1.76
4.18
2.13
1.43
1.37
0.28
0.28
0.37
0.41
0.26
0.18
0.19
0.15
0.12
0.15
0.27
0.04
0.10
0.16
0.07
0.05
0.16
0.14
0.18
0.05
0.22
0.06
0.05
0.14
0.10
0.15
0.10
0.09
0.29
0.16
0.07
0.06
0.27
0.07
0.03
0.08
0.08
0.61
0.56
0.44
0.56
0.54
0.43
0.51
0.53
0.54
0.42
0.59
0.49
0.48
0.34
0.45
0.48
0.37
0.52
0.57
0.40
0.49
0.30
0.35
0.36
0.41
0.30
0.38
0.46
0.48
0.37
0.43
0.39
0.35
0.23
0.40
0.37
0.39
0.23
0.25
0.30
0.45
0.17
0.36
0.20
0.19
0.11
0.14
0.18
0.07
0.15
0.15
0.13
0.07
0.13
0.24
0.21
0.12
0.25
0.06
0.04
0.11
0.06
0.24
0.08
0.18
0.26
0.08
0.19
0.19
0.38
0.11
0.22
0.15
0.15
1.12
1.09
1.11
1.42
0.97
0.97
0.91
0.87
0.77
0.71
1.04
0.60
0.73
0.64
0.65
0.61
0.67
0.90
0.96
0.58
0.96
0.42
0.45
0.61
0.57
0.69
0.56
0.73
1.04
0.61
0.69
0.64
1.01
0.40
0.65
0.59
0.62
11.97
11.19
10.92
10.45
9.68
9.47
7.48
7.43
7.08
6.93
5.41
5.14
5.08
4.76
4.67
4.55
4.35
4.26
3.36
3.17
2.93
2.80
2.80
2.67
2.56
2.55
2.41
2.34
2.20
2.20
2.13
2.06
1.78
1.68
1.39
0.85
0.84
7.31
0.20
0.46
0.18
0.84
6.16
Average
Annex4Table0.1:TrafficcomplexityindicatorsatANSPlevel,2012
Annex4Trafficcomplexityandtrafficvariabilityindicators
125
Aggregatedcomplexity
score
25.1
10.2
12.1
9.5
11.1
7.4
9.5
9.9
9.8
10.6
11.0
8.7
5.4
8.6
6.5
8.5
9.2
10.8
6.6
9.8
5.3
8.3
4.1
4.4
8.8
7.0
6.6
7.3
5.1
7.7
7.4
4.6
6.2
5.8
5.5
3.3
3.4
6.8
6.3
4.4
4.6
4.5
3.7
2.1
3.1
3.2
3.0
4.4
3.7
4.1
3.1
2.9
2.0
3.4
2.6
2.1
1.4
4.1
2.0
1.3
1.1
1.4
1.4
7.3
0.46
0.39
0.20
0.31
0.22
0.41
0.31
0.26
0.18
0.24
0.19
0.30
0.45
0.14
0.27
0.17
0.12
0.11
0.24
0.08
0.30
0.16
0.31
0.34
0.04
0.10
0.20
0.06
0.23
0.05
0.10
0.10
0.10
0.18
0.05
0.17
0.17
0.06
0.05
0.14
0.10
0.17
0.15
0.35
0.02
0.09
0.15
0.08
0.16
0.02
0.07
0.11
0.27
0.05
0.17
0.03
0.29
0.04
0.04
0.24
0.26
0.07
0.06
0.2
0.52
0.55
0.60
0.60
0.60
0.56
0.50
0.54
0.43
0.34
0.48
0.37
0.63
0.53
0.66
0.51
0.54
0.39
0.40
0.45
0.40
0.42
0.55
0.44
0.49
0.48
0.41
0.45
0.54
0.48
0.35
0.53
0.35
0.24
0.40
0.57
0.51
0.30
0.35
0.36
0.41
0.31
0.30
0.41
0.52
0.46
0.50
0.38
0.37
0.36
0.43
0.35
0.41
0.33
0.26
0.40
0.31
0.21
0.44
0.41
0.44
0.40
0.38
0.5
0.31
0.39
0.17
0.26
0.18
0.45
0.29
0.17
0.36
0.28
0.15
0.24
0.39
0.18
0.18
0.17
0.11
0.08
0.27
0.08
0.42
0.11
0.41
0.42
0.07
0.15
0.12
0.12
0.13
0.07
0.07
0.19
0.13
0.13
0.12
0.19
0.17
0.06
0.04
0.11
0.06
0.09
0.24
0.39
0.22
0.18
0.11
0.06
0.07
0.15
0.19
0.23
0.20
0.15
0.13
0.22
0.36
0.07
0.14
0.19
0.27
0.15
0.14
0.2
1.29
1.33
0.97
1.17
1.00
1.42
1.10
0.97
0.97
0.87
0.82
0.91
1.47
0.86
1.11
0.85
0.77
0.58
0.91
0.61
1.12
0.70
1.27
1.20
0.59
0.73
0.73
0.64
0.91
0.60
0.52
0.82
0.57
0.55
0.58
0.93
0.85
0.41
0.45
0.61
0.57
0.57
0.69
1.16
0.76
0.73
0.76
0.52
0.60
0.53
0.69
0.68
0.88
0.52
0.56
0.65
0.95
0.32
0.63
0.85
0.97
0.61
0.58
0.8
32.5
13.5
11.7
11.1
11.1
10.5
10.4
9.7
9.5
9.3
9.1
7.9
7.9
7.4
7.3
7.2
7.1
6.2
6.0
5.9
5.9
5.8
5.3
5.2
5.2
5.1
4.8
4.7
4.6
4.6
3.9
3.8
3.5
3.2
3.2
3.1
2.9
2.8
2.8
2.7
2.6
2.6
2.6
2.4
2.4
2.3
2.3
2.3
2.2
2.2
2.1
2.0
1.8
1.8
1.5
1.4
1.3
1.3
1.3
1.1
1.1
0.9
0.8
6.0
Averageusedflightlevel
Structuralcomplexity
[5]=
[6]=
[2]+[3]+[4] [1]x[5]
Speedinteractions
[4]
Horizontalinteractions
ACCname
LondonTC
Langen
Rhein
Zurich
Geneva
Brussels
Munchen
Maastricht
Amsterdam
Paris
Reims
LondonAC
Milano
Praha
Padova
Wien
Ljubljana
Bordeaux
Palma
Brest
Dublin
Marseille
Bremen
Prestwick
Beograd
Bratislava
Barcelona
Budapest
Roma
Zagreb
Madrid
Warszawa
Ankara
Istanbul
Bucuresti
Kobenhavn
Malmo
Sofia
Tirana
Nicosia
Skopje
Sevilla
Tallinn
Stockholm
L'viv
Riga
Brindisi
Athinai+Macedonia
Lisboa
Simferopol
Vilnius
Kyiv
Oslo
Dnipropetrovs'k
Canarias
Chisinau
Tampere
Shannon
Odesa
Bodo
Stavanger
Yerevan
Malta
[3]
Verticalinteractions
ANSPs
NATS(Continental)
DFS
DFS
Skyguide
Skyguide
Belgocontrol
DFS
MUAC
LVNL
DSNA
DSNA
NATS(Continental)
ENAV
ANSCR
ENAV
AustroControl
SloveniaControl
DSNA
Aena
DSNA
IAA
DSNA
DFS
NATS(Continental)
SMATSA
LPS
Aena
HungaroControl
ENAV
CroatiaControl
Aena
PANSA
DHMI
DHMI
ROMATSA
NAVIAIR
LFV
BULATSA
NATAAlbania
DCACCyprus
MNAV
Aena
EANS
LFV
UkSATSE
LGS
ENAV
HCAA
UkSATSE
OroNavigacija
UkSATSE
Avinor(Continental)
UkSATSE
Aena
MoldATSA
Finavia
IAA
UkSATSE
Avinor(Continental)
Avinor(Continental)
ARMATS
MATS
Europeansystemaverage
[2]
Adjusteddensity
[1]
148
175
349
284
311
178
270
343
167
233
334
309
213
326
309
327
324
338
166
351
163
322
182
258
348
329
307
339
311
346
338
340
346
297
342
320
326
348
342
314
329
311
309
244
348
323
316
331
324
350
312
330
273
343
294
329
260
346
337
258
279
324
332
311
Annex4Table0.2:TrafficcomplexityindicatorsatACClevel,2012
126
Trafficvariabilityindicators
ANSPs
Aena
ANSCR
ARMATS
AustroControl
Avinor(Continental)
Belgocontrol
BULATSA
CroatiaControl
DCACCyprus
DFS
DHMI
DSNA
EANS
ENAV
Finavia
HCAA
HungaroControl
IAA
LFV
LGS
LPS
LVNL
MATS
MNAV
MoldATSA
MUAC
NATAAlbania
NATS(Continental)
NAVIAIR
OroNavigacija
PANSA
ROMATSA
Skyguide
SloveniaControl
SMATSA
UkSATSE
Variability Peakmonth Peakweek

basedonthree /Average /Average
week
month
months
(2012)
periods(2012) (2012)
1.20
1.17
1.05
1.21
1.04
1.10
1.38
1.40
1.16
1.11
1.23
1.17
1.11
1.26
1.06
1.45
1.30
1.12
1.05
1.13
1.33
1.09
1.24
1.54
1.29
1.10
1.39
1.12
1.11
1.04
1.13
1.16
1.30
1.13
1.34
1.38
1.24
1.23
1.20
1.07
1.22
1.10
1.12
1.43
1.46
1.20
1.13
1.24
1.20
1.15
1.29
1.08
1.53
1.35
1.15
1.09
1.16
1.38
1.10
1.28
1.61
1.31
1.12
1.46
1.14
1.13
1.09
1.15
1.21
1.35
1.15
1.39
1.43
1.26
1.24
1.21
1.09
1.23
1.13
1.18
1.44
1.47
1.26
1.14
1.26
1.21
1.16
1.30
1.12
1.55
1.36
1.17
1.15
1.18
1.39
1.12
1.36
1.67
1.38
1.13
1.48
1.15
1.15
1.13
1.16
1.24
1.36
1.17
1.41
1.44
1.32
Annex4Table0.3:TrafficvariabilityindicatorsatANSPlevel,2012
127
128
ANNEX5COSTOFCAPITALREPORTEDBYANSPS
ANSPs
Aena
ANSCR
ARMATS
AustroControl
Avinor
Belgocontrol
BULATSA
CroatiaControl
DCACCyprus
DFS
DHM
DSNA
EANS
ENAV
Finavia
HCAA
HungaroControl
IAA
LFV
LGS
LPS
LVNL
MATS
MNAV
MoldATSA
MUAC
NATAAlbania
NATS
Comments
CorrespondstotheproductofanassetbasecomprisingtheNBVoffixedassetsandnet
currentassetswithanaveragerateof8.38%forenrouteANSand9.21%forterminalANS.
Grosscostofcapitalcomputedastheproductofanaveragerateof7.0%andanassetbase
comprisingtheNBVoffixedassetsandnetcurrentassets.
currentassetswithanaveragerateof12.0%.
CorrespondstotheproductofanassetbasecomprisingtheNBVoffixedassets(excluding
assetsunderconstruction,landandfinancialassets)withanaveragerateof4.5%foren
routeANSand1.49%forterminalANS.
currentassets(onlyforenroute)withaweightedaveragecostofcapitalof7.6%.
currentassets(onlyforenroute)withanaveragerateof5.73%forenrouteANSand3.0%
forterminalANS.
CorrespondstotheproductoftheassetbasecomprisingtheNBVoffixedassetsandcurrent
assetswithanaveragerateof5.2%.
CorrespondstotheproductoftheassetbasecomprisingtheNBVoffixedassetsandcurrent
Correspondstotheproductofanassetbasewithanaveragerateof5.26%forenrouteANS
and4.25%forterminalANS.
ComputedastheproductofanassetbasecomprisingtheNBVoffixedassetswithanaverage
rateof8.9%.
Correspondstotheproductofanassetbasewithanaveragerateof3.2%.
currentassetswithareturnonequityof10.5%forenrouteANSand5.8%forterminalANS.
CorrespondstotheproductofanassetbasecomprisingtheNBVoffixedassetswithan
averagerateof7.9%.
averagerateof5.4%.
CorrespondstotheproductofanassetbasecomprisingtheNBVoffixedassetsandcurrent
CorrespondstotheproductofanassetbasecomprisingtheNBVoffixedassetsandthenet
averagerateof5.5%.
assetswithanaveragerateof12.1%,plusapartofthecapitalexpendituresspentduringthe
year.
CorrespondstotheproductoftheactualinterestpaidbyEUROCONTROLtothebanks(0.6%)
withtheproportionofEUROCONTROLNBVassetsbelongingtoMUAC.
Economiccostofcapitalcomputedastheproductoftheregulatoryrateofreturn(6.76%)
withtheaverageregulatoryassetbaseforenrouteANSandwiththeaveragecapital
employedforterminalANS.
Annex5CostofcapitalreportedbyANSPs
129
NAVPortugal(FIRLisboa)
NAVIAIR
OroNavigacija
PANSA
ROMATSA
Skyguide
SloveniaControl
SMATSA
UkSATSE
CorrespondstotheproductofanassetbasecomprisingtheaverageNBVoffixedassetsand
averagecurrentassets(includingstocks,prepaymentsandcontractinprogressand
amountsreceivablewithinoneyear)withanaveragerateof3.0%.
Correspondstotheproductofanassetbasecomprisinglongtermassetsandnetcurrent
assetswithanaveragerateof3.5%forenrouteANSand5.04%forterminalANS.
Correspondstotheproductofanaveragerateof8.0%withanassetbasecomprisingthe
averageNBVoffixedassetsandaveragenetcurrentassets,excludinginterestbearing
accounts.
averageWACCcappedat2.5%.
Includestheamountofcapitalexpenditurespentin2012.
Annex5Table0.1:CommentsoncostofcapitalreportedbyANSPs,2012
Annex5CostofcapitalreportedbyANSPs
130
ANNEX6EXCHANGERATES,INFLATIONRATESANDPURCHASINGPOWER
PARITIES(PPPS)2012DATA
ANSPs
Countries
Aena
Spain
ANSCR
2012
Exchange
rate(1=)
2012
Inflation
rate(%)
2012
PPPs
Comments
2.4
0.91
CzechRepublic
25.1
3.5
17.70
ARMATS
Armenia
515.3
2.5
253.77
PPPsfromIMFdatabase
AustroControl
Austria
2.6
1.10
Avinor(Continental)
Norway
7.5
0.4
11.67
Belgocontrol
Belgium
2.6
1.11
BULATSA
Bulgaria
2.0
2.4
0.88
CroatiaControl
Croatia
7.5
3.4
4.92
DCACCyprus
Cyprus
3.1
0.88
DFS
Germany
2.1
1.03
DHMI
Turkey
2.3
9.0
1.37
DSNA
France
2.2
1.12
EANS
Estonia
4.2
0.71
ENAV
Italy
3.3
1.00
Finavia
Finland
3.2
1.21
HCAA
Greece
1.0
0.89
HungaroControl
Hungary
288.9
5.7
166.34
IAA
Ireland
1.9
1.09
LFV
Sweden
8.7
0.9
11.58
LGS
Latvia
0.7
2.3
0.66
LPS
SlovakRepublic
3.7
0.68
LVNL
Netherlands
2.8
1.10
MATS
Malta
3.2
0.75
MNAV
F.Y.R.Macedonia
61.2
3.3
24.60
MoldATSA
Moldova
15.5
4.6
9.04
PPPsfromIMFdatabase
MUAC
2.8
1.10
Netherlands PPPs and inflation

rateusedforMUAC
NATAAlbania
Albania
139.8
2.0
61.28
NATS(Continental)
UnitedKingdom
0.8
2.8
0.92
NAVPortugal
(Continental)
Portugal
2.8
0.81
NAVIAIR
Denmark
7.4
2.4
10.16
OroNavigacija
Lithuania
3.5
3.2
2.08
PANSA
Poland
4.2
3.7
2.42
ROMATSA
Romania
4.5
3.4
2.16
Skyguide
Switzerland
1.2
0.7
1.85
SloveniaControl
Slovenia
2.8
0.80
SMATSA
Serbiaand
Montenegro
113.0
7.3
51.46
Data for Serbia only since ACE

dataisprovidedinSerbianDinar
UkSATSE
Ukraine
10.3
0.6
5.24
PPPsfromIMFdatabase
Annex6Table0.1:2012Exchangerates,inflationratesandPPPsdata
Annex6Exchangerates,inflationratesandPPPs2012data
131
Presentationandcomparisonofhistoricalseriesoffinancialdatafromdifferentcountriesposes
problems,especiallywhendifferentcurrenciesareinvolved,andinflationratesdiffer.Thereisa
dangerthattimeseriescomparisonscanbedistortedbytransientvariationsinexchangerates.
Forthisreason,thefollowingapproachhasbeenadoptedinthisReportforallowingforinflation
andexchangeratevariation.Thefinancialelementsofperformanceareassessed,foreachyear,
innationalcurrency.Theyarethenconvertedtonationalcurrencyin2012pricesusingnational
inflationrates.Finally,forcomparisonpurposesin2012,allnationalcurrenciesareconvertedto
Eurosusingthe2012exchangerate.
ThisapproachhasthevirtuethatanANSPsperformancetimeseriesisnotdistortedbytransient
changes in exchange rates over the period. It does mean, however, that the performance
figuresforanyANSPinagivenyearpriorto2011arenotthesameasthefiguresinthatyears
ACEreport,andcannotlegitimatelybecomparedwithanotherANSPsfiguresforthesameyear.
Crosssectionalcomparisonusingthefiguresinthisreportisonlyappropriatefor2012data.
TheexchangeratesusedinthisReporttoconvertthe2012datainEurosarethoseprovidedby
theANSPsintheirACEdatasubmission.
ThehistoricalinflationfiguresusedinthisanalysiswereobtainedfromEUROSTAT30orfromthe
International Monetary Fund31 when the information was not available in EUROSTAT website.
For the projections (20132017), the ANSPs own assumptions concerning inflation rates were
used.
Purchasing Power Parities (PPPs) are currency conversion rates that are applied to convert
economic indicators in national currency to an artificial common currency (Purchasing Power
Standard (PPS) for EUROSTAT statistics). The PPPs data used to adjust most of the ANSPs
employmentcostsinChapter2ofthisreportwasextractedfromEUROSTAT.
For three countries (Armenia, Moldova and Ukraine), PPP data was not available in the
EUROSTATdatabase.Inthesecases,theIMFdatabasewasused.SinceintheIMFdatabase,the
PPPsareexpressedinlocalcurrencyperinternationalDollarratherthanPPS,anadjustmenthas
been made so that the figures used for Armenia, MoldATSA and UkSATSE are as consistent as
possible with the data used for the rest of the ANSPs. The assumption underlying this
adjustment is that the difference in PPPs between two countries shall be the same in the
EUROSTATandintheIMFdatabases.
According to the IMF database, there is a factor of 4.68 between the PPPs for Ukraine (4.248
UAH per international dollar in 2012) and the PPPs for France (0.908 Euro per international
Dollar).ThisfactorisappliedtothePPPsforFranceasdisclosedintheEUROSTATdatabase(i.e.
1.12)toexpressthePPPsforUkraineinPPS(5.24=1.124.68).Asimilarmethodologyisused
toexpressMoldovaandArmeniaPPPsinPPS.
30
LatestEUROSTATdatabaseavailableat:
http://epp.eurostat.ec.europa.eu/portal/page/portal/eurostat/home
31
IMFApril2014databaseavailableat:
http://www.imf.org/external/pubs/ft/weo/2014/01/weodata/index.aspx.
Annex6Exchangerates,inflationratesandPPPs2012data
132
ANSPs
0
0
0
0
0
0
0
0
0
0
0
19212
714080
90390
85520
20322
141877
140947
140659
30107
62747
208065
Incomefromcharges
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Incomeforairportoperator
691675
101388
4146
172197
108986
163033
73229
59595
47530
753373
290187
1118959
16284
567621
39285
155627
84363
112900
221142
21110
55269
169707
16387
9007
8693
Incomereceivedfromother
StatesfordelegationofANS
0
0
0
0
0
0
0
41831
0
7188
0
0
0
0
0
0
0
0
7176
0
0
0
0
0
0
0
0
0
0
1063
0
0
0
0
0
0
Incomefromthemilitary
Incomeinrespectofexempted
flights
0
0
0
1631
70
677
3268
0
104
0
0
10876
355
4
363
0
0
0
0
0
0
4932
18000
0
12340
0
0
1536
1713
950
0
1154
0
0
0
0
Otherincomefromdomestic
government
0
0
1084
0
0
0
1246
35107
0
0
0
6965
1092
33
1804
0
10847
560
0
0
0
2433
0
0
23439
440
0
769
0
0
0
431
8258
0
0
56
Otherincome
147
3942
0
72
78
235
3204
117
16
3899
0
407
0
0
0
0
20
0
0
0
0
0
0
0
500
0
0
0
0
0
0
8
0
0
0
0
Exceptionalrevenueitem
215
0
0 2005
2625
0
1361
0
191
0
697
0
338 18263
2421
0
195
568
0
0
0
0
493 25551
0
0
0
0
916
0
0
0
114 4370
0
0
0
0
0
0
51950
0
0
0
0 12433
0
0
0 7752
0
0
0
0
4857 2093
305
0
5155
0
6
201
94 1075
38
899
0
0
27
0
5
0
Totalrevenues
19575
716017
94099
88585
20834
143487
167266
220134
30990
73833
208065
735967
102834
4183
175280
108986
178384
73789
66772
47530
805323
297551
1149392
16284
611652
40071
155627
93617
114918
228309
21316
58736
178902
16387
9034
8754
Incomefromcharges
18388
20278
3900
38119
0
25871
8033
7917
0
218257
100487
236529
1472
118210
16454
9724
15891
20771
18625
2817
4241
53600
0
847
1934
n/appl
1105
13718
22317
28501
3987
27683
14208
83799
2862
4884
38337
184998
0
0
0
103618
0
0
0
0
0
0
0
0
0
0
0
0
0
14093
0
0
0
0
0
0
n/appl
0
207730
0
3010
0
0
0
0
110
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
n/appl
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
4
0
n/appl
0
0
0
0
34
0
0
0
212
0
0
flights
0
44
0
0
0
0
0
0
0
0
0
44263
0
19255
0
0
58
0
0
0
104
0
0
0
0
n/appl
0
0
0
92
184
646
0
0
36
0
0
Financialincome
government
0
104
0
0
0
0
0
510
0
0
0
62
0 1559
0
0
7647
0
0 15050
0
0
0
0
0
0
23106
0
205
0
12073
0
0
915
0
174
0
329
0
4
0
10
0
16
2132
0
0
0
0
0
n/appl n/appl
0
26
0 1221
0
0
0
9
0
16
0
46
0
2
21102
43
0
0
0
821
0
0
Otherincome
13875
0
0
0
4115
4733
797
0
0
0
0
3298
0
1606
1288
0
308
0
0
1005
113
729
0
0
0
n/appl
38
0
961
25
38
135
0
4063
326
0
0
148
0
0
0
0
13
0
0
0
0
0
0
0
116
0
0
0
0
0
0
1
0
0
0
0
n/appl
0
0
0
0
0
0
0
0
0
2755
0
Totalrevenues
217513
20321
3900
38629
107733
30679
10389
7917
7647
233308
100487
284090
1472
162293
17947
21797
17172
20945
33047
3826
4469
54345
2132
851
1934
n/appl
1169
222669
23278
31638
4260
28511
14210
109007
3546
8460
38337
Incomefromcharges
20317
727798
112707
114022
24310
169560
155155
224457
32969
67631
246402
710063
121666
8046
210316
108986
188904
81262
67513
47530
971630
390674
1355488
17756
685830
55739
165351
100254
133671
239767
23927
59510
223307
16387
9854
10627
0
207730
0
3010
0
0
0
0
110
0
0
184998
0
0
0
103618
0
0
0
0
0
0
0
0
0
0
0
0
0
14093
0
0
0
0
0
0
133
Annex7Table0.1:BreakdownoftotalANSrevenues(enroute,terminalandgatetogate),2012
0
0
0
0
172
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
346
0
0
0
0
0
705
0
0
0
0
Financialincome
Annex7Keydata
Aena
ANSCR
ARMATS
AustroControl
Avinor(Continental)
Belgocontrol
BULATSA
CroatiaControl
DCACCyprus
DFS
DHMI
DSNA
EANS
ENAV
Finavia
HCAA
HungaroControl
IAA
LFV
LGS
LPS
LVNL
MATS
MNAV
MoldATSA
MUAC
NATAAlbania
NATS(Continental)
NAVIAIR
Oronavigacija
PANSA
ROMATSA
Skyguide
SloveniaControl
SMATSA
UkSATSE
0
0
0
0
0
0
0
41831
0
7188
0
0
0
0
0
0
0
0
7176
0
0
0
0
0
0
0
0
0
0
1063
0
0
0
0
0
0
0
0
0
0
206
0
0
0
212
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
346
0
0
0
0
0
705
0
0
4
0
GatetogateANSrevenues(in'000)
0
0
0
0
0 1084
1724
0
254
0
1323
0
3268 1246
0 56209
140
0
0
0
0
0
10876 6965
398 1092
4
33
363 1804
0
0
0 10847
0
560
0
0
0 7647
0
0
4932 2433
62263
0
0
0
31595 46545
0
645
0 12073
1593
769
1713
0
950
0
0
0
1258
431
0 8258
0 2132
0
0
0
56
flights
TerminalANSrevenues(in'000)
government
EnrouteANSrevenues(in'000)
Otherincome
173
5164
0
81
94
281
3206
160
16
4720
0
253
0
3587
1386
230
833
338
6484
521
0
0
596 39426
0
0
0
0
1426
0
0 4115
176 9102
1559
797
0
0
0
0
67001
0
0
0
0 15730
0
0
0 9359
0 1288
0
0
5771 2401
479
0
5484
0
10 1205
104 1188
54 1628
0
0
27
0
5
0
Financialincome
ANNEX7KEYDATA
0
2005
0
0
0
0
18263
0
568
2755
0
555
0
0
0
0
33
0
0
0
0
0
0
0
616
0
0
0
0
0
0
9
0
0
0
0
20743
938687
117377
120223
25094
171997
181477
329141
34537
82293
246402
953480
123155
8084
213909
216720
209063
84178
74689
55177
1038630
398039
1433482
17756
773945
58018
177423
110789
135863
261356
25142
63205
233247
18519
9885
10689
Totalrevenues
ANSPs
660685
93034
4291
149247
93237
97674
63849
69272
33204
827762
269333
926092
12170
525795
37409
135113
75691
91989
210480
16917
50511
113648
11290
8318
7204
141228
17612
583338
100440
81481
19335
125702
140030
194519
24452
62412
195991
METcosts
35085
2219
0
16716
0
7309
5304
4303
4101
32647
22294
62782
109
37539
3115
8581
2596
6541
7769
824
1549
7368
0
687
688
0
392
3
5161
0
513
4104
7243
9516
1241
4566
2533
Paymentforregulatoryand
supervisoryservices
7544
386
0
458
318
1334
472
0
8053
0
2527
7300
0
3158
179
0
1487
1636
463
1059
1083
1734
449
100
79
0
719
5309
620
1381
307
1458
2864
0
441
0
1933
PaymentottheStatefor
provisionofotherservices
Eurocontrolcosts
51843
6677
287
11460
7347
11622
4175
0
2488
0
18107
79661
0
48588
0
11071
5489
7595
0
1197
3212
15903
704
0
414
0
854
0
7854
0
1244
8579
8697
9673
1468
3296
8678
0
0
0
0
0
44592
0
0
0
0
0
48731
0
0
213
0
0
0
0
0
0
31889
0
0
0
0
0
784
0
0
0
740
0
0
0
0
0
Irrecoverablevalueadded
tax(VAT)
0
0
0
0
0
0
2
0
0
0
0
36699
0
0
0
0
0
0
0
0
0
4950
0
0
0
7
0
0
0
0
0
0
0
0
0
0
0
Totalcosts
771037
102316
4577
177881
100902
162531
73801
73575
47846
860409
312261
1161264
12279
615080
40916
154765
85263
109977
218712
19996
56355
165592
12444
9105
8385
141235
19577
589433
118061
82862
21400
140582
158834
213708
27603
70273
209136
236378
22269
3751
33524
113846
52816
10099
8887
4777
227429
83078
238530
1403
112579
25643
19183
15633
20892
34952
5316
5226
49812
2214
1070
1941
n/appl
3322
177036
26819
31622
3867
21542
25061
98211
3714
13008
52621
METcosts
0
606
0
3565
0
4141
1438
0
876
8064
0
23846
88
14114
3262
208
419
1635
0
504
607
1611
0
96
352
n/appl
131
23
0
0
80
3390
1347
4440
499
841
0
Eurocontrolcosts
supervisoryservices
0
0
0
72
0
0
0
0
0
110
0
0
562
0
0
716
0
0
150
0
0
0
0
0
1995
0
0
694
0
0
0
0
0
1714
0
0
0
0
0
595
0
0
560
0
0
303
0
0
243
0
0
327
309
0
226
0
0
353
0
0
45
0
0
0
0
0
0
0
0
25
0
0
39
0
0
n/appl n/appl n/appl
0
0
0
3422
0
0
0
0
0
0
0
0
64
0
0
1135
0
0
96
0
0
0
0
0
78
0
0
0
0
0
473
0
0
Paymentsfordelegationof
ANS
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
n/appl
0
0
0
0
0
0
0
207
0
0
0
tax(VAT)
0
0
0
0
0
0
0
0
0
0
0
9991
0
0
0
0
0
0
0
0
0
2260
0
0
0
n/appl
0
0
0
0
0
0
0
0
0
0
0
Totalcosts
236378
22947
3751
37199
114408
57673
11687
8887
7647
236187
83078
274081
1491
127288
29465
19694
16295
23163
35178
6172
5878
49163
2214
1191
2331
n/appl
3453
180482
26819
31622
4010
26067
26503
102859
4291
13850
53093
897063
115303
8041
182771
207082
150490
73948
78159
37981
1055191
352411
1164622
13573
638374
63052
154296
91324
112881
245432
22232
55738
163460
13504
9389
9145
141228
20934
760374
127260
113103
23202
147243
165091
292730
28166
75420
248611
35085
2825
0
20281
0
11450
6742
4303
4976
40711
22294
86628
197
51653
6377
8789
3014
8176
7769
1328
2156
8979
0
782
1039
0
523
26
5161
0
593
7494
8590
13956
1740
5407
2533
METcosts
134
Annex7Table0.2:BreakdownoftotalANScosts(enroute,terminalandgatetogate),2012
15880
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
2216
0
0
0
0
0
0
0
0
0
0
3987
0
0
0
0
0
0
0
0
ANS
Annex7Keydata
Aena
ANSCR
ARMATS
AustroControl
Avinor(Continental)
Belgocontrol
BULATSA
CroatiaControl
DCACCyprus
DFS
DHMI
DSNA
EANS
ENAV
Finavia
HCAA
HungaroControl
IAA
LFV
LGS
LPS
LVNL
MATS
MNAV
MoldATSA
MUAC
NATAAlbania
NATS(Continental)
NAVIAIR
Oronavigacija
PANSA
ROMATSA
Skyguide
SloveniaControl
SMATSA
UkSATSE
7544
458
0
568
880
2050
622
0
10048
694
2527
9013
0
3753
739
303
1731
1963
689
1411
1128
1734
449
125
118
0
719
8731
620
1381
371
2593
2960
0
519
0
2406
supervisoryservices
15880
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
2525
0
0
0
0
0
0
0
0
0
0
3987
0
0
0
0
0
0
0
0
51843
6677
287
11460
7347
11622
4175
0
2488
0
18107
79661
0
48588
0
11071
5489
7595
0
1197
3212
15903
704
0
414
0
854
0
7854
0
1244
8579
8697
9673
1468
3296
8678
ANS
0
0
0
0
0
44592
0
0
0
0
0
48731
0
0
213
0
0
0
0
0
0
31889
0
0
0
0
0
784
0
0
0
740
0
207
0
0
0
GatetogateANScosts(in'000)
TerminalANScosts(in'000)
Eurocontrolcosts
EnrouteANScosts(in'000)
tax(VAT)
0
0
0
0
0
0
2
0
0
0
0
46690
0
0
0
0
0
0
0
0
0
7210
0
0
0
7
0
0
0
0
0
0
0
0
0
0
0
1007415
125263
8328
215080
215310
220204
85488
82462
55493
1096596
395339
1435345
13770
742368
70381
174458
101558
133140
253890
26168
62234
214755
14658
10296
10716
141235
23030
769915
144880
114484
25410
166649
185338
316566
31894
84123
262229
Totalcosts
ANSPs
Staffcosts
3940924
404694
51985
2315
109151
66929
70957
41104
44570
13020
568999
129035
630693
7183
290209
23240
104772
42365
55107
109257
9842
27745
81242
4570
6470
3483
118067
4641
302003
85550
49690
11034
95065
78702
137934
16876
32557
109867
Depreciationcosts
734245
106353
17234
500
15599
6031
11198
8914
8962
4840
74016
28306
86941
1438
97326
4203
6907
8141
9995
16772
3172
6512
6706
1400
564
855
9669
3877
97169
5202
11461
3605
9144
8931
30347
1524
7337
13096
454374
55687
9589
619
4006
4368
5915
7166
4024
2249
66944
30697
31876
927
28090
1103
3409
2660
6523
4246
1180
3211
3027
581
337
1268
701
2455
84012
2523
8074
962
4408
10717
4766
1643
8473
45937
Exceptionalitems
105809
6026
0
0
0
0
18
0
0
0
33556
0
0
0
632
0
0
0
0
33472
0
0
0
0
0
0
0
0
5589
0
0
0
0
25596
106
579
134
100
6270754
660685
93034
4291
149247
93237
97674
63849
69272
33204
827762
269333
926092
12170
525795
37409
135113
75691
91989
210480
16917
50511
113648
11290
8318
7204
141228
17612
583338
100440
81481
19335
125702
140030
194519
24452
62412
195991
Staffcosts
1209241
179942
14461
1958
23181
86689
40001
7330
5756
2220
153434
39064
162302
381
53539
16678
13174
10455
9569
30200
2782
3219
35609
1202
783
743
n/appl
2116
123849
23345
20506
2057
16065
15982
70711
2691
6421
30826
305197
23128
2924
784
4091
21672
4475
1094
944
1512
31336
22414
47158
247
29419
5407
3978
3212
4164
4752
542
982
9937
505
185
490
n/appl
754
44337
1205
4301
744
2805
4112
11728
270
2660
6930
Depreciationcosts
174209
20105
3060
426
5781
4381
6858
1161
1144
664
18909
14560
24189
371
24732
2834
1266
1430
4390
0
1467
686
2939
267
72
339
n/appl
289
5706
1675
2262
842
1537
1230
13523
97
1631
3385
Costofcapital
84611
11295
1825
583
471
1103
1479
515
1043
380
13989
7040
4882
405
4652
724
765
536
2769
0
525
339
1327
240
30
368
n/appl
163
3229
595
4553
225
1135
1476
2190
45
2268
11446
Exceptionalitems
14814
1907
0
0
0
0
3
0
0
0
9760
0
0
0
238
0
0
0
0
0
0
0
0
0
0
0
n/appl
0
85
0
0
0
0
2260
58
611
28
33
1788072
236378
22269
3751
33524
113846
52816
10099
8887
4777
227429
83078
238530
1403
112579
25643
19183
15633
20892
34952
5316
5226
49812
2214
1070
1941
n/appl
3322
177036
26819
31622
3867
21542
25061
98211
3714
13008
52621
5150165
584636
66446
4273
132332
153618
110958
48433
50326
15241
722434
168099
792995
7564
343748
39918
117946
52820
64676
139458
12624
30964
116851
5772
7253
4227
118067
6757
425852
108895
70196
13091
111130
94684
208645
19567
38978
140693
Staffcosts
1340599
111053
17150
1641
24582
37581
14060
7759
12660
14607
115582
103709
223740
2868
138957
14270
24004
25737
24528
51484
3265
14025
32610
5245
1132
2088
12791
7393
138902
8370
16557
4477
19889
20197
33095
4100
16571
33920
135
Annex7Table0.3:BreakdownofATM/CNSprovisioncosts(enroute,terminalandgatetogate),2012
1035402
87925
14226
857
20491
15909
9585
6665
11716
13095
84246
81295
176582
2621
109538
8863
20026
22525
20364
46732
2723
13043
22673
4740
948
1598
12791
6639
94565
7165
12256
3733
17085
16084
21367
3830
13911
26991
Costofcapital
Annex7Keydata
Total
Aena
ANSCR
ARMATS
AustroControl
Avinor(Continental)
Belgocontrol
BULATSA
CroatiaControl
DCACCyprus
DFS
DHMI
DSNA
EANS
ENAV
Finavia
HCAA
HungaroControl
IAA
LFV
LGS
LPS
LVNL
MATS
MNAV
MoldATSA
MUAC
NATAAlbania
NATS(Continental)
NAVIAIR
Oronavigacija
PANSA
ROMATSA
Skyguide
SloveniaControl
SMATSA
UkSATSE
GatetogateATM/CNScosts(in'000)
908454
126459
20294
926
21380
10412
18056
10075
10105
5504
92926
42866
111130
1809
122057
7037
8173
9572
14385
16772
4639
7198
9645
1666
636
1194
9669
4166
102874
6877
13723
4447
10681
10161
43870
1621
8968
16481
Depreciationcosts
TerminalATM/CNScosts(in'000)
538985
66982
11414
1202
4477
5471
7394
7681
5067
2629
80933
37738
36758
1332
32742
1827
4174
3196
9292
4246
1705
3551
4354
821
367
1636
701
2617
87242
3118
12627
1187
5543
12193
6956
1688
10741
57383
Costofcapital
EnrouteATM/CNScosts(in'000)
Exceptionalitems
120623
7933
0
0
0
0
22
0
0
0
43316
0
0
0
871
0
0
0
0
33472
0
0
0
0
0
0
0
0
5504
0
0
0
0
27857
164
1190
161
133
8058826
897063
115303
8041
182771
207082
150490
73948
78159
37981
1055191
352411
1164622
13573
638374
63052
154296
91324
112881
245432
22232
55738
163460
13504
9389
9145
141228
20934
760374
127260
113103
23202
147243
165091
292730
28166
75420
248611
ANSPs
NBVfixedassetsinoperation
6718070
663063
118869
9036
202137
82527
143682
88736
48092
21610
692307
530195
590802
17985
845731
48715
130469
73304
85504
116095
16315
61111
78394
5194
7301
7322
68623
40829
839321
56074
150814
30584
134437
131432
263681
8656
112945
196181
NBVfixedassetsunder
construction
1754655
176912
20090
985
36852
17048
7210
4851
34685
7713
53253
100457
247557
36
477093
4485
0
1056
6575
42989
5363
2213
28169
1508
61
1379
6585
2012
273814
9441
9398
3068
16373
10401
40113
26782
7989
70137
Longtermfinancialassets
1232448
133422
11573
18
31092
0
487
1292
5444
0
176635
1141
0
0
114699
0
0
13427
0
83105
11
0
0
0
0
44
0
73
487443
89822
11
2027
14557
943
60984
327
0
3871
Currentassets
4323249
237712
58666
2225
85373
0
82234
91971
29441
16228
910904
55937
0
7974
699902
33677
0
65031
121064
358284
8893
35676
38621
9737
6822
6091
45466
19124
590489
133597
71453
13643
77216
128558
142694
3957
31699
102891
Totalassets
14028422
1211109
209198
12265
355454
99575
233613
186851
117662
45551
1833099
687730
838359
25995
2137425
86877
130469
152818
213143
600474
30582
99000
145184
16438
14184
14836
120675
62039
2191066
288933
231675
49322
242584
271334
507472
39721
152633
373079
8121
231941
23370
48742
127489
477252
269
26105
114609
7449
1028
0
75208
20859
1023388
146821
79219
2287
27147
59652
165786
18799
51923
6165
14801
1288897
39790
83081
49763
67358
26833
62747
5201
5119
12385
14225
0
40605
815707
85131
106456
45047
160520
193446
269861
8286
80753
340800
4325127
25926
10026
42140
22825
988511
24574
147732
150630
60044
22726
623148
622668
6285964
240443
10752
867
215433
582246
186641
10165
73555
Longtermliabilities
136
Currentliabilities
2348930
20995
35891
55863
3480
10148
35776
3870
771
610
45466
575
351971
56981
46001
1987
54917
18236
71824
12636
19957
26114
3074
616587
23718
59955
26195
15479
0
221440
40488
388420
11804
1234
66466
Annex7Table0.4:BalanceSheetdataatANSPlevel,2012
Annex7Keydata
Total
Aena
ANSCR
ARMATS
AustroControl
Avinor(Continental)
Belgocontrol
BULATSA
CroatiaControl
DCACCyprus
DFS
DHMI
DSNA
EANS
ENAV
Finavia
HCAA
HungaroControl
IAA
LFV
LGS
LPS
LVNL
MATS
MNAV
MoldATSA
MUAC
NATAAlbania
NATS(Continental)
NAVIAIR
Oronavigacija
PANSA
ROMATSA
Skyguide
SloveniaControl
SMATSA
UkSATSE
Capitalandreserves
ANSPBALANCESHEETin('000)
12960021
152818
213143
600474
30582
99000
145184
16438
14184
14836
120675
62039
2191066
288933
231675
49322
242584
271334
507472
39721
152633
373079
25996
2137425
86877
233613
186851
117662
45551
1833099
687730
1211109
209198
12265
355454
Totalliabilities
ANSPs
ATCOsinOPS
292
17
0
22
86
28
35
23
10
132
39
397
19
164
32
110
8
33
82
0
25
31
0
21
8
34
6
271
40
80
11
7
97
62
14
60
347
Abinitiotrainees
860
0
11
14
47
25
2
0
14
0
206
55
184
0
44
0
0
11
32
0
12
3
21
8
0
1
27
0
64
0
2
0
36
8
21
0
12
0
Onthejobtrainees
990
0
17
8
23
30
15
5
10
0
215
36
227
0
50
1
0
11
22
25
2
6
29
0
9
3
3
7
28
3
12
0
31
21
56
1
29
55
OPSsupport(nonATCO)
ATCassistants
2364 3890
196
53
96
42
19
15
35
73
139
0
0
64
42
37
43
25
39
0
385
550
35
265
117 1091
5
1
23
16
19
0
0
48
35
50
23
22
33
128
0
38
47
22
61
153
0
0
8
8
5
2
52
87
7
0
435
330
26
61
106
37
0
24
89
267
0
0
97
219
11
5
33
30
104
126
Technicalsupportstafffor
operationalmaintenance
11896
568
118
166
108
173
186
403
106
0
941
1320
1318
28
110
72
470
131
35
84
105
116
115
40
45
68
132
82
841
89
104
66
341
366
132
27
103
2787
Technicalsupportstafffor
planning&development
2630
395
29
0
98
25
31
8
24
0
527
17
409
11
103
10
88
23
20
34
2
11
81
0
0
7
0
0
199
65
37
8
64
0
150
10
106
39
Administration
8864
533
267
54
87
35
156
170
150
35
468
1102
1174
20
527
36
90
180
74
137
94
117
179
24
47
54
56
71
822
170
86
75
325
390
195
33
82
748
Staffforancillaryservices
3055
25
32
28
107
31
90
115
118
27
110
453
243
26
374
68
0
66
15
31
27
29
15
18
50
48
0
36
13
43
15
28
110
196
69
25
154
221
Other
3451
130
70
87
0
17
60
76
0
0
367
1108
0
0
117
0
500
29
1
0
1
0
0
7
24
69
8
44
0
10
0
0
0
0
17
0
0
710
Totalstaff
58003
4002
896
461
887
961
853
1125
743
195
5618
5407
7926
156
2967
429
1786
710
481
1063
362
469
885
145
273
322
646
309
4426
721
673
296
1712
1519
1378
215
855
6131
9709
1064
93
22
123
157
85
102
90
57
1320
475
1417
24
903
53
215
89
141
229
56
49
68
32
38
35
247
39
928
88
86
33
128
221
221
50
155
577
ACCATCOsinOPS
137
Annex7Table0.5:TotalstaffandATCOsinOPSdata,2012
17362 2642
1810
197
70
287
401
221
234
230
84
1717
977
2766
46
1439
192
480
166
204
509
81
94
198
48
61
57
247
56
1423
214
195
85
442
441
362
89
246
994
ATCOsonotherduties
Annex7Keydata
Total
Aena
ANSCR
ARMATS
AustroControl
Avinor(Continental)
Belgocontrol
BULATSA
CroatiaControl
DCACCyprus
DFS
DHMI
DSNA
EANS
ENAV
Finavia
HCAA
HungaroControl
IAA
LFV
LGS
LPS
LVNL
MATS
MNAV
MoldATSA
MUAC
NATAAlbania
NATS(Continental)
NAVIAIR
Oronavigacija
PANSA
ROMATSA
Skyguide
SloveniaControl
SMATSA
UkSATSE
APPs+TWRsATCOsinOPS
ACCATCOhoursonduty
918546
155646
70464
240096
385624
191488
171072
200620
55944
469254
620472
1696915
36754
744800
209776
389550
121438
96579
448560
32075
70612
205877
31936
32545
33198
n/appl
27880
617754
230580
164399
80633
359875
282920
166526
53983
111384
572958
APPs+TWRsATCOhourson
duty
12499592 7653 10298734
1280888
746
138942
104
32296
48
158670
164
244444
244
112880
136
130356
132
120060
140
114057
27
1383430
397
723900
502
1782453 1349
40128
22
1169149
536
77098
139
316050
265
143178
77
214743
63
380140
280
70616
25
69677
45
106569
131
72000
16
53770
23
52710
22
288523 n/appl
60216
17
1155727
496
156640
126
129657
109
51978
52
140890
314
270283
220
277812
141
71576
38
189720
91
718365
417
2416625
351136
23831
1098
63642
82360
41029
16721
26071
11257
319500
65618
338384
4102
206097
20984
55688
23569
32196
78751
4071
11109
50869
2557
2801
1234
56779
2495
212448
58788
28395
5170
48435
34671
71482
10020
15429
37839
Employmentcostsfor
ATCOsinOPS('000)
ANSPs
Sizeofcontrolled
airspace
2190000
77100
29800
79500
724000
39500
146000
158000
174000
388000
982000
1010000
77102
733000
411000
537000
93000
457000
626000
95300
48700
52200
231000
24700
33900
260000
36000
882000
665000
158000
74700
334000
254000
69700
20400
145566
776442
NumberofACC
operationalunits
63
5
1
1
1
3
1
1
1
1
4
2
5
1
4
1
1
1
2
2
1
1
1
1
1
1
1
1
3
1
1
1
1
1
2
1
1
5
NumberofAPP
operationalunits
260
17
4
2
6
17
4
3
9
2
0
31
12
2
23
7
16
1
3
26
2
2
3
2
2
0
0
1
16
4
7
3
4
3
4
3
8
11
NumberofTWR
operationalunits
425
30
4
2
6
19
5
5
10
2
16
40
81
2
12
19
18
2
3
31
1
5
4
1
2
4
0
1
16
6
6
4
13
16
7
3
7
22
81
0
0
2
0
28
0
0
0
0
0
0
0
0
11
6
15
1
0
1
1
0
0
1
1
3
0
1
0
0
1
0
0
0
0
0
0
9
TotalIFRflights
controlledbytheANSP
1657310
662571
55536
888751
589211
557312
540138
495911
269752
2784011
1032651
2809461
187192
1556741
239486
633008
589203
520650
691404
231937
380017
554281
96948
112549
63856
1605505
195230
2160176
437599
615460
204400
672073
487189
1181800
271661
533087
466104
TotalIFRkmcontrolled
bytheANSP
9899193320
884308817
165529734
10551929
189085681
182961669
54196085
140982268
150026175
98562577
886817210
698377510
1498353372
47492607
714021778
68124159
345635936
141356495
204679262
277823554
53117277
65036077
68363413
44026709
14021583
12504665
458152079
32493453
791250167
212926614
133597013
34453334
291563045
224563906
210329634
35303906
164902941
293700687
Totalflighthours
controlledbytheANSP
14221070
1275470
224495
13988
279393
347816
108640
179176
193518
126759
1379454
947628
2117415
65567
1028353
114641
460892
185247
263793
418354
72741
83776
149594
61297
17983
16453
560102
40982
1291693
284669
201374
51981
401752
289097
326811
48086
208537
383542
14999130
138
1676940
144781
21292
355141
674187
364616
75208
82229
61560
2000877
959739
1921795
46851
1106027
247712
149418
87905
207192
509001
68360
29293
483300
33119
11008
15806
n/appl
20543
1730568
269298
325816
41903
324379
148395
490676
31619
68908
213668
IFRAirportmov
controlledbytheANSP
NumberofAFIS
Annex7Table0.6:Operationaldata(ANSPandStatelevel),2012
Annex7Keydata
Total
Aena
ANSCR
ARMATS
AustroControl
Avinor(Continental)
Belgocontrol
BULATSA
CroatiaControl
DCACCyprus
DFS
DHMI
DSNA
EANS
ENAV
Finavia
HCAA
HungaroControl
IAA
LFV
LGS
LPS
LVNL
MATS
MNAV
MoldATSA
MUAC
NATAAlbania
NATS(Continental)
NAVIAIR
Oronavigacija
PANSA
ROMATSA
Skyguide
SloveniaControl
SMATSA
UkSATSE
18209781
1721418
262997
19650
373835
527103
205602
199176
215385
143130
1911546
1202851
2628477
78026
1322479
180515
500627
208623
318891
553712
90920
91566
278118
70104
20910
20656
560102
46445
1751902
356283
288018
63124
488014
328560
457296
56494
226862
440362
IFRACCMovements
Sizeofthecontrolled
area
ATCOsinOPS
1.01
0.94
0.97
0.53
0.96
1.43
0.34
1.27
1.34
0.81
1.65
0.66
1.27
1.48
1.05
1.23
0.86
1.16
0.70
1.45
0.99
1.20
0.82
0.97
0.95
1.34
1.48
0.79
0.55
0.67
1.11
0.97
1.28
1.18
0.54
1.37
1.01
0.76
1.03
1.13
0.68
0.74
0.31
0.28
1.94
0.68
1.07
1.11
0.70
1.56
1.15
0.89
2.23
1.00
0.80
0.95
0.64
1.03
0.48
0.53
0.54
0.77
0.32
36
25
33
15
26
18
12
17
22
21
20
8
19
23
27
19
18
16
18
48
26
31
16
22
22
30
20
21
17
17
31
25
40
18
10
33
26
20
17
13
8
33
9
14
21
13
23
17
13
35
17
14
30
34
11
11
10
22
29
24
29
25
18
274155
736671
914991
249445
327204
656262
52697
717690
203092
328712
228774
550174
520304
470630
269752
1429223
1235488
1431461
612539
705662
750139
830222
795741
1200794
999610
854665
179415
295559
607107
674879
945491
177395
612302
558620
179675
393484
497424
388674
231910
367589
509994
96948
112106
62738
1605505
195230
870967
1791217
1239303
421666
515716
199203
630754
478684
605410
743175
268923
525343
230847
156127
197797
177473
98252
1370000
267000
439000
51400
179000
77100
29800
79500
403000
115000
205000
39500
145000
158000
174000
200000
108000
116000
174000
776000
236800
212000
93300
165000
298000
400000
77102
244000
73300
94600
502000
415000
537000
93000
23500
449000
225000
479000
95600
48700
52200
231000
24800
33700
260000
36000
631000
287000
40600
665000
158000
74700
331000
254000
30000
39800
20400
145566
185834
165444
209505
133901
81582
130
261
441
109
123
93
22
123
35
93
29
85
102
90
57
339
423
327
231
258
217
281
211
362
310
253
24
101
238
211
354
53
215
89
36
105
126
103
56
49
68
32
38
35
247
39
254
365
309
88
86
33
128
221
110
111
50
155
190
96
141
76
74
12710213
12499672
1.02
22
35188999
13959234
9709
624
1395
1013
783
574
950
70
900
328
605
270
1054
1183
800
250
1850
1689
1262
1050
295
420
1295
1040
1250
1310
850
269
550
593
375
1600
550
1000
700
441
576
841
828
169
335
1800
121
202
144
1050
36
918
2000
766
663
600
336
1300
1391
1113
960
200
744
883
415
358
202
235
Sumofsectorhours
Averagetransittimein
minutes
161303
330019
520924
120931
147710
138942
32296
158670
54217
144579
45648
112880
130356
120060
114057
360170
429884
336207
257170
393192
330708
353472
265418
455362
389951
318250
40128
129295
316131
287378
436346
77098
316050
143178
54828
159915
209160
170980
70616
69677
106650
72000
53770
52710
288523
60216
316334
454616
384777
156640
129657
51978
140890
270283
138170
139642
71576
189720
236550
119520
175545
94620
92130
Numberofsectors
ATCOhourproductivity
163563
309587
505158
64312
141537
198685
10974
200796
72821
116613
75371
74234
165397
177628
119199
442299
368259
388697
180199
569900
328589
422520
217520
439976
369438
427761
59457
102037
172993
192044
486168
75024
404716
169054
29720
218857
212255
129184
72687
79050
72030
53188
16548
14928
560102
40982
338375
506646
269949
243854
149532
46005
314865
270210
110796
133167
45937
195256
113040
63452
95024
72887
29160
SizeofOPSroomarea
(m)
ATCOhoursonduty
Total
ACCCode
Canarias
Barcelona
Madrid
Palma
Sevilla
Praha
Yerevan
Wien
Bodo
Oslo
Stavanger
Brussels
Sofia
Zagreb
Nicosia
Karlsruhe
Langen
Munchen
Bremen
Ankara
Istanbul
Bordeaux
Reims
Paris
Marseille
Brest
Tallinn
Brindisi
Milano
Padova
Roma
Tampere
Athinai+Macedonia
Budapest
Dublin
Shannon
Malmo
Stockholm
Riga
Bratislava
Amsterdam
Malta
Skopje
Chisinau
Maastricht
Tirana
Prestwick
LondonAC
LondonTC
Lisboa
Kobenhavn
Vilnius
Warszawa
Bucuresti
Geneva
Zurich
Ljubljana
Beograd
Kyiv
Dnipropetrovs'k
Simferopol
L'viv
Odesa
Flighthourscontrolled
ANSPs
Aena
Aena
Aena
Aena
Aena
ANSCR
ARMATS
AustroControl
Avinor(Continental)
Avinor(Continental)
Avinor(Continental)
Belgocontrol
BULATSA
CroatiaControl
DCACCyprus
DFS
DFS
DFS
DFS
DHMI
DHMI
DSNA
DSNA
DSNA
DSNA
DSNA
EANS
ENAV
ENAV
ENAV
ENAV
Finavia
HCAA
HungaroControl
IAA
IAA
LFV
LFV
LGS
LPS
LVNL
MATS
MNAV
MoldATSA
MUAC
NATAAlbania
NATS(Continental)
NATS(Continental)
NATS(Continental)
NAVIAIR
OroNavigacija
PANSA
ROMATSA
Skyguide
Skyguide
SloveniaControl
SMATSA
UkSATSE
UkSATSE
UkSATSE
UkSATSE
UkSATSE
8
18
25
7
7
8
1
12
5
15
3
7
7
9
4
28
36
33
20
11
11
19
17
19
28
17
3
6
17
12
26
5
12
7
2
9
11
11
4
5
5
2
3
2
20
4
24
19
30
7
7
3
8
11
9
10
4
9
12
5
7
5
5
45904
90164
152577
35544
40737
29904
8784
36454
29000
73326
21800
24512
24893
29000
20155
107246
139480
118990
91854
83220
96360
116825
72571
117657
116343
88874
10710
22585
44633
48254
91644
24820
59400
20912
13542
49410
44348
46720
18402
13336
29493
11680
10144
17520
65808
15054
108563
79799
175158
53746
31208
19520
34005
59220
29486
39874
16048
39377
55240
43920
44510
35800
27180
716
3363242
Annex7Table0.7:OperationaldataatACClevel,2012
Annex7Keydata
139
Annex7Keydata
140
ANNEX8PERFORMANCEINDICATORSATFABLEVEL
This Annex shows the financial costeffectiveness indicator computed at FAB level for the year
2012 and broken down into it three main components: ATCOhour productivity, ATCO
employmentcostsperATCOhourandsupportcostspercompositeflighthour.Thefiguresshown
atFABlevelintheFigurebelowhavebeencomputedtakingintoaccounttheANSPsparticipating
totheACEanalysisin2012andwhichwereformallypartofaFABinitiative.
Annex8Table0.1:BreakdownofcosteffectivenessatFABlevel,2012
Annex8PerformanceindicatorsatFABlevel
141
Annex8PerformanceindicatorsatFABlevel
142
ANNEX9INDIVIDUALANSPFACTSHEETS
Annex9ANSPsfactsheets
143
144
Aena, Spain
Aeropuertos Espaoles y Navegacin Area
www.aena.es
Institutional arrangements and links (2014)

Ministry of
Defence
Ministry of
Public Works and
Transport
Ministry of the
Agriculture, Food and
Environment Affairs
Secretary General
for Transport
Secretary of State
for Environment
Status (2014)
- Business Public Entity attached to Ministry of Development
- A company with specific status (governed by Private Law,
except when acting in its administrative capacity)
- 100% State-owned
National Supervisory Authority (NSA):

CIDEFO
ESPAF
DGAC
Body responsible for:

Safety Regulation
AEMET
AESA
Spanish Civil Aviation Authority - Government

AESA - Government
Aena Group
Air
Navigation
- AESA (Spanish Aviation Safety State Agency) (for AENA)

- Spanish Air Force Staff (for MIL)
- Secretary of State for Environment (for MET)
Airspace Regulation
Aena
Aeropuertos
Spanish Civil Aviation Authority - Government

AESA - Government
Economic Regulation
Government
Corporate governance structure (2014)

BOARD OF DIRECTORS
Chairman + 12 members + Secretary
Chairman is the CEO
Aena (2014)
CHAIRMAN OF THE BOARD OF DIRECTORS:

Jos Manuel Vargas Gmez
DIRECTOR GENERAL (CEO):

Jos Manuel Vargas Gmez
MANAGEMENT COMMITTEE
Chairman + 7 members
Chairman is the CEO
DIRECTOR OF AIR NAVIGATION:

Ignacio Gonzlez Snchez
Operational ATS units:
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET
Key financial and operational figures (ACE 2012)

Gate-to-gate total revenues (M)
Gate-to-gate total costs (M)
953
897
Gate-to-gate total ATM/CNS assets(M)
807
Gate-to-gate ANS total capex (M)
128
ATCOs in OPS
1 810
Gate-to-gate total staff
4 002
Total IFR flight-hours controlled by ANSP ('000)
1 275
IFR airport movements controlled by ANSP ('000)
1 677
Minutes of ATFM delays ('000)
ACE 2012 Benchmarking Report
Size
Size of controlled airspace:
2 190 000 km
1 010
Gate-to-gate ATM/CNS provision costs (M)
En-route sectors
5 ACCs (Madrid, Barcelona, Canary Islands, Palma, Sevilla)

17 APPs (3 stand-alone APPs + 14 APPs co-located with TWR
units)
30 TWRs
65
1 139
145
ANS CR, Czech Republic

Air Navigation Services of the Czech Republic
www.rlp.cz

FUA
Level 1
Body for
Strategic ASM
Ministry of Defence
(M of D)
Military Aviation
Department
Ministry of Transport
(M of T)
Civil Aviation
Department
Civil Aviation
Authority (CAA)
!NSA
Status (2014)
- State-enterprise founded under the State Enterprise Act in
1995
- 100% State-owned

Civil Aviation Authority (CAA)

Safety Regulation
Civil Aviation Authority
Airspace Regulation
Body for Strategic ASM
Economic Regulation
Airport
Authority
Private Providers
of ATS
Air Navigation Services

of the Czech Republic
(ANS CR)
ANS CR (2014)
SUPERVISORY BOARD (6 members)

Members appointed by:
4 M of T
2 ANS CR employees
CHAIRMAN OF THE SUPERVISORY BOARD:

Luk Hampl
DIRECTOR GENERAL
appointed by the M of T
Jan Klas
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET

123
125
115
131
Size
77 100 km
17
ATCOs in OPS
197
896
224
145
En-route sectors
1 ACC (Praha)
4 APPs (Praha, Karlovy Vary, Brno, Ostrava)
4 TWRs (Praha, Karlovy Vary, Brno, Ostrava)
1 AFIS (located in Praha ACC)
146
ARMATS, Armenia
Armenian Air Traffic Services
www.armats.com
Status (2014)
- Joint-stock company as of 1997
- 100% State-owned
Government

General Department of Civil Aviation (GDCA)
General Department
of Civil Aviation
(GDCA)
Ministry of
Defence
Ministry of
Environment

Safety Regulation
General Department of Civil Aviation (GDCA)
Airspace Regulation
General Department of Civil Aviation (GDCA) and Ministry of
Defence
ARMATS
Air Force
Aviation
Meteorological
Centre
Air Defence
Economic Regulation
Tax Authorities
ARMATS (2014)
SUPERVISORY BOARD
Chairman is GDCA DG
Artyom Movsesyan
CHAIRMAN OF THE EXECUTIVE BODY:

EXECUTIVE BODY
Chairman + 5 members appointed by the stockholders
Chairman is ARMATS DG
Artur Gasparyan
DIRECTOR OF AIR TRAFFIC SERVICES:

Artur Papoyan
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET


ATCOs in OPS
Size
29 800 km
10
2
70
461
14
21
En-route sectors
1 ACC (Yerevan)
2 APPs (Yerevan, Gyumri)
2 TWRs (Shirak, Zvartnots)
147
Austro Control, Austria

sterreichische Gesellschaft fr Zivilluftfahrt mbH
www.austrocontrol.at

Federal Ministry of Defence
(M of D)
Federal Ministry of Transport,

Innovation and Technology
as supreme CAA (M of TIT)
!NSA
Status (2014)
- Private limited company as of 1994
- 100% State-owned (Law makes provision for Austrian
Airports to own up to 49 %)

Federal Ministry of Transport, Innovation and Technology (M
of TIT)

Safety Regulation
Air Division
The power for regulatory decisions including safety oversight

lies within the M of TIT
Airspace Regulation
M of TIT, normally on basis of proposals of Austro Control
AUSTRO
CONTROL
Economic Regulation
Covered by the National Supervisory Authority
Austro Control (2014)
GENERAL ASSEMBLY - M of TIT

All members are appointed by M of TIT.
Members represent: 1 from M of Finance,1 from M of TIT,
1 from the field of aviation, 1 from the field
of consulting, 1 from the field of transport,
3 from works council.
Dr. Heinz Sommerbauer

Thomas Hoffmann, MSc
Scope of services
Upper Airspace
Lower Airspace
Oceanic ANS
MET

214
215
183
184
287
887
279
355
1 ACC (Wien)
6 APPs (Wien, Graz, Innsbruck, Klagenfurt, Linz, Salzburg)
6 TWRs
Size
79 500 km
31
ATCOs in OPS
En-route sectors
Dr. Christoph Matznetter
MANAGING BOARD:
MANAGING BOARD
2 members
Members appointed by M of TIT.
GAT
OAT
12
270
148
Avinor, Norway
AVINOR
www.avinor.no

Ministry of Transport and Communications (M of TC)
Civil Aviation
Authority Norway
(CAA)
!NSA
Status (2014)
- State owned limited company.
- Civil ANSP and airport owner/ operator
- Independent of CAA
General Assembly
Civil Aviation Authority Norway (CAA)

Safety Regulation
AVINOR
Air Navigation
Services
Airports
Civil Aviation Authority Norway
Airspace Regulation
Civil Aviation Authority Norway
Sola Hotel
Vaernes
Flesland
Eiendom AS Eiendom AS Eiendom AS
Oslo Airport
(OSL AS)
Airport Parkings
(APAS)
Economic Regulation
Aeronautic charges are set annually by the Ministry of
Transport and Communications
Oslo Lufthavn
Eiendom
AS (OSLE)

Members represent: 6 M of TC, 4 staff

Ola Mrkved Rinnan
CHIEF EXECUTIVE OFFICER:
EXECUTIVE BOARD (10 members)

CEO + 9 members
CEO appointed by Supervisory Board
Dag Falk-Petersen
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET
- AVINOR owns and operates 46 airports, 12 in association

with Armed Forces

217
218
207
98
10
ATCOs in OPS
401
961
348
674
En-route sectors
Avinor (2014)
3 ACCs Oslo (ACC + APP), Stavanger (ACC), Bodo (ACC +

APP + Oceanic)
17 APPs (1 APP combined with Oslo ACC + 16 TWRs/APPs)
17 TWRs
28 AFISs
Size
23
328
Continental: 724 000 km -
2 174 000 km
Oceanic:1 450 000 km
149
Belgocontrol, Belgium
Belgocontrol
www.belgocontrol.be

Ministry of Defence
(M of D)
Status (2014)
- Public Autonomous Enterprise as of 1998 under a
management contract
- 100% State-owned
Federal Public Service

Mobility & Transport

Belgian Supervisory Authority - Air Navigation Services (BSAANS)
Belgian
Airspace
Committee
(BELAC)
COMOPS
AIR

Safety Regulation
CAA

Belgocontrol
Airspace Regulation
Belgian Airspace Committee
Belgian Supervisory
Authority Air
Navigation Services
(BSA-ANS)
!NSA
Economic Regulation
Federal Public Service of Mobility and Transport
Belgocontrol (2014)
S UP ERVI SORY BOA RD (10 m embers)

Chairman + CEO + 8 members
Members appoint ed by Mi nis try of Mobility
CEO repres ent s s taff .

Renaud Lorand
EXE CUTI VE B OARD (6 members )

CEO + 5 members
Johan Decuyper
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET
1 ACC (Brussels)
4 APPs (Brussels, Liege, Charleroi, Oostende)
5 TWRs (Brussels, Antwerp, Liege, Charleroi, Oostende)
- Belgocontrol controls lower airspace up to FL 245, including

Luxembourg airspace above FL 145/165
- Upper airspace (> FL 245) is controlled by Maastricht UAC

209
220
150
142
221
853
109
365
39 500 km
ATCOs in OPS
En-route sectors
Size
7
94
150
BULATSA, Bulgaria
Bulgarian Air Traffic Services Authority
www.atsa.bg

Ministry of Transport,
Information
Technology
and Communications
(MTITC)
Status (2014)
- State enterprise as of April 2001 (Art 53 1 of the Civil
Aviation Law)
- 100% State-owned
Airspace
Management
Board
Ministry of Defence
(M of D)
Civil Aviation
Administration
!NSA

Civil Aviation Administration

Safety Regulation
Civil Aviation Administration (Ministry of Transport,
Information Technology and Communications (MTITC))
Airspace Regulation
Airspace Management Board
Economic Regulation
Airport
Operators
Air Traffic Services

Authority of Bulgaria
Ministry of Transport, Information Technology and

Communications (MTITC)
BULATSA (2014)
CHAIRMAN OF THE MANAGEMENT BOARD:
MANAGEMENT BOARD (3 members)

DG + 2 members
Anton Djadjev
All members appointed by the MTITC.
Tzvetan Dilov
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET
1 ACCs (Sofia)
3 APPs (Sofia, Varna, Burgas)
5 TWRs (Sofia, Varna, Burgas, Gorna Oriahovitza, Plovdiv)
- Training of ATCOs

84
85
74
91
11
ATCOs in OPS
Size
146 000 km
234
1 125
179
75
En-route sectors
3
118 000 km plus 28 000 km over the Black Sea.
151
Croatia Control, Croatia

Croatia Control Ltd, Croatian Air Navigation Services
www.crocontrol.hr

Ministry of Sea
Transport and
Infrastructure
(M of STI)
Directorate Croatian Civil

Accident
General for
Aviation
Investigation
Civil
Agency
Agency
Aviation
!NSA
Status (2014)
- Limited liability company as of 1st January 2000
- 100% State-owned
- Integrated civil/military ANSP
Ministry of
Defence
(M of D)

National
Protection
and Rescue
Directorate
(NPRD)
Croatian Civil Aviation Agency (CCAA)

Safety Regulation
Directorate General for Civil Aviation
Airspace Regulation
Croatia
Control Ltd
M of STI
Economic Regulation
State Law and Croatia Control Ltd
Croatia Control (2014)
ASSEMBLY (3 members)
The President represents Ministry of STI (Minister), the other
Two members represent M of D (Minister) and M of F (Minister).
The Chairman + 4 members
The members represent the M of STI, M of D, M of F, and
employees. They are appointed for a 4-year period. The member
representing the employees is elected and appointed pursuant to
the Company Statute and Labour Relations Act.
MANAGEMENT
Director General
The DG is appointed by the Supervisory Board for a 5-year
period, following an open competition and under the conditions
stipulated by the Company Statute.
Upper Airspace
Lower Airspace
Oceanic ANS
MET
- ATS provision within entire Sarajevo FIR (Bosnia &

Herzegovina) from FL 100 to FL 285 and within western part of
Sarajevo FIR (west of the line: GUBOK-DER-BOSNA-VRANAVELIT) from FL 285 to FL 660

75
82
78
81
24
ATCOs in OPS
230
743
194

En-route sectors
Darko Prebeac
DIRECTOR GENERAL:
Dragan Bila
Scope of services
GAT
OAT
1 ACC (Zagreb)
1 APP (Zagreb)
8 APPs/TWRs (Osijek, Rijeka, Pula, Zadar, Split, Dubrovnik,
Bra, Loinj)
2 TWRs (Luko, Zagreb)
Size
158 000 km
82
9
130
152
DCAC Cyprus, Cyprus

Department of Civil Aviation of Cyprus
www.mcw.gov.cy

Ministry of
Communications
and Works
Ministry of
Defence
Ministry of
Foreign
Affairs
Ministry of
Finance
Status (2014)
- State body
- 100% State-owned

Department of Civil Aviation

Safety Regulation
National
Supervisory
Authority
!NSA
Air
Navigation
Services
Department
Cyprus
Telecom.
Authority
(CYTA)
Department of Civil Aviation

(DCA)
Safety
Regulation
Unit
Aviation
Security
Section
Airspace Regulation
Economic Regulation
Ministry of Finance
Air
Transport
and Airports
Department
DCAC Cyprus (2014)
Minister of Communications and Works
DIRECTOR OF DCAC:
Iacovos Demetriou (up to April 2014)
ACTING HEAD OF NSA:

Director DCAC, Head of ANS Section,
Head of T&A Section, Head of Aviation Security Section
and Head of Safety Regulation Unit are nominated by the Civil
Service. The Head of the NSA is nominated by the Council of
Ministers.
Panayiota Demetriou
HEAD OF ANS SECTION (COO):

Nicos Nicolaou (ACC, Airspace, ATFM)
Persephone Papadopoulou (APPs, TWRs, AIS, Training)
ACTING HEAD OF TRANSPORT AND AIRPORTS

SECTION:
Antonis Lemesianos
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET
1 ACC (Nicosia)
2 APPs (Larnaca, Paphos)
2 TWRs (Larnaca, Paphos)
- DCAC Cyprus owns and operates 2 airports

55
55
38
29

ATCOs in OPS
84

127
En-route sectors
174 000 km
195
Size
62
4
444
153
DFS, Germany
Deutsche Flugsicherung GmbH
www.dfs.de

Federal Ministry of
Transport, Building and
Urban Development
(M of TBU)
Federal Supervisory
Authority for Air
Navigation Services
!NSA
Status (2014)
- Limited liability company as of 1993, governed by Private
Company Law
- 100% State-owned
Joint Ministerial
Steering Group
Federal Ministry
of Defence
(M of D)

Federal Supervisory Authority for Air Navigation Services

Safety Regulation
(NSA)
Airspace Regulation
(NSA)
DFS
Economic Regulation
(NSA)
DFS (2014)
SHAREHOLDER Meeting with M of TBU

Supervisory Board (12 Members)
Chairman + 11 Members
Chairman is recommended by the Government,
elected by the Supervisory Board.
Members represent: 1 (Chairman) from M of TBU,
1 M of TBU, 2 M of D, 1 M of F, 1 KFW *, 6 staff reps.
Chairman has a double voting right.
CEO + 2 members
Executive Board is appointed by the Supervisory Board.

Sts. Michael Odenwald
CHAIRMAN OF THE EXECUTIVE BOARD:

Prof. Klaus-Dieter Scheurle
* KFW = KFW -Bankengruppe
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET
- DFS controls both upper and lower airspace, except GAT for
the upper airspace in North-Western Gerrmany
- Other ANS
- Consulting, training, engineering & maintenance services

1 039
1 056
1 055

5 618
1 379
2 001
388 000 km
95
1 717
Size
656
ATCOs in OPS
En-route sectors
1 UAC (Karlsruhe)
1 ACC/UAC/APP (Mnchen)
2 ACCs/APPs (Bremen, Langen)
1 ACC (co-located with Maastricht UAC) for OAT in upper
airspace in North-Western Germany
16 TWRs (Berlin Tempelhof closed in Nov.08)
117
2 207
154
DHMI, Turkey
General Directorate of State Airports Authority
www.dhmi.gov.tr
Status (2014)
- Autonomous State body
- 100% State-owned
Maritime Affairs and
Communication
(M of TMAC)
Ministry of Defence
(M of D)

Not applicable since Turkey is not bound by SES Regulations

Safety Regulation
Directorate General of Civil Aviation
Airspace Regulation
General Directorate of DHMI
DHMI
Directorate
General of
Civil Aviation
ANS
Division
Airports
Division
Civil Military
Co-ordination
Group
Economic Regulation
General Directorate of DHMI

3 members represent DHMI,
2 represent the M of TMAC,
1 represents the Turkish Treasury.
The Chairman is the CEO.
Prime
Ministry
Senior
Audit
Board
DHMI (2014)

Mr. Orhan Birdal
EXECUTIVE BOARD
Director General (CEO) + 3 Deputy Director
Generals and affiliated units.
CEO is appointed by the M of TMAC.
Mr. Orhan Birdal
DIRECTOR ANS DIVISION:

Mr. Mustafa Kili
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET
- DHMI is responsible for the administration of 47 State

Airports. ATS services are provided by DHMI in 52 Airports

398
395
352
631

ATCOs in OPS
977
960
982 000 km
5 407
948
Size
51
En-route sectors
2 ACCs (Ankara, Istanbul)

31 APPs
40 TWRs
2 FICs/RCCs
45 AIS/ARO
43 SAR sub-center units
22
634
155
DSNA, France
Directorate of Air Navigation Services
www.aviation-civile.gouv.fr

Ministry
of Defence
(M of D)
Ministry in charge of Transport

(M of T)
Air Forces
General Directorate for Civil Aviation

(DGAC)
Military Air
Navigation
Directorate
Status (2014)
- DSNA is a division of DGAC
- 100% State-owned
Directorate
for
Airspace
Air
Transport
Directorate
(DTA)
Air Navigation
Services
Directorate
(DSNA)
Civil Aviation
Safety
Directorate
(DSAC)
!NSA
Directorate for Civil Aviation Safety (DSAC)

Safety Regulation
Air Transport Directorate (DTA)
Airspace Regulation
Direction de la circulation arienne militaire (DIRCAM)
Economic Regulation
Operation Department (DO)
ACCs, APPs & TWRs, AIS
Technical Department
Operational Systems, R&D
DSNA (2014)
Minister in charge of Transport

Director General for Civil Aviation
DIRECTOR OF DSNA:
EXECUTIVE BOARD (DSNA)

Director of DSNA
Deputy Director for Finance
Deputy Director for Planning & Strategy
Deputy Director for Human Resources
Director of Operation Department (DO)
Director of Technical Department (DTI)
M. Georges
DIRECTOR OF OPERATION DEPARTEMENT (DO):

M. Bruneau
DIRECTOR OF TECHNICAL DEPARTEMENT (DTI):

P. Planchon
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET
- Delegation of airspace to Skyguide and Jersey

1 433
1 435
1 165
754
146
ATCOs in OPS
2 766
7 926
2 117
1 922
En-route sectors
5 ACCs
12 APPs/TWRs (i.e. Paris Orly, Paris CDG, Marseille, Lyon,
Nice, Bordeaux, Toulouse, Clermont Ferrand, Montpellier,
Strasbourg, Ble-Mulhouse, Nantes)
69 TWRs
Size
1 010 000 km
100
2 055
156
EANS, Estonia
Estonian Air Navigation Services
www.eans.ee
Status (2014)
- Joint-stock company as of 1998
- 100% State-owned
Government

Ministry of Economic
Affairs and
Communications
Ministry of
Finance

Safety Regulation
Government of the Republic of Estonia
Safety Supervision is done by the Civil Aviation Administration
(CAA)
Civil
Aviation
Administration
!NSA
Airspace Regulation
Economic Regulation
(Ministry of Economic Affairs and Communications & Ministry
of Finance)
EANS
EANS (2014)

Members: 3 appointed by M of EC of which 1 is elected
Chairman by the members of the Supervisory Board;
3 appointed by M of F.

Andres Uusma

CEO + 1 member
CEO appointed by the Supervisory Board
CHAIRMAN OF THE MANAGEMENT BOARD & CEO:

Tanel Rautits
Scope of services
GAT
OAT
-
Upper Airspace
Lower Airspace
Oceanic ANS
MET
1 ACC (Tallinn)
2 APPs/TWRs (Tallinn, Tartu)
Tech. serv. (NAV/COMM/SUR), Aeronautical info serv.

Consultancy services
Control Tallinn Aerodrome
Estonia is not member of EUROCONTROL
Estonia belongs to IFPS zone

18
14
14
18

ATCOs in OPS
46
156
66
47
77 102 km
En-route sectors
Size
3
20
157
ENAV, Italy
Company for Air Navigation Services
www.enav.it
Status (2014)
- Joint-Stock Company
- 100% State-owned by Ministry of Economy and Finance
Government

National
Agency
for Flight
Safety
(ANSV)
Ministry of
Infrastructure
and Transport
(Dept. Civil
Aviation)
Italian Civil
Aviation Authority
(ENAC)
!NSA
Italian Civil Aviation Authority (ENAC)
Ministry of
Economy and
Finance
Ministry of
Defence

Safety Regulation
Italian Civil Aviation Authority (ENAC) and Ministry of
Infrastructure and Transport (M of IT)
Italian
Air Force
Company for Air

Navigation
Services
(ENAV S.p.A.)
Airspace Regulation
Italian Civil Aviation Authority (ENAC)
Economic Regulation
Operational
Co-ordination
Committee
(CCO)
Ministry of Infrastructure and Transport and ENAC review

annually ANS charges in co-operation with Ministry of
Economy and Finance and Ministry of Defence
CHIEF EXECUTIVE OFFICER

The CEO has been appointed by the
Ministry of Economy and Finance in consultation with
the Ministry of Infrastructure and Transport.
Reciprocal obligations between the Ministry of
Infrastructure and Transport and ENAV are regulated
through programme contract and service contract.
Upper Airspace
Lower Airspace
Oceanic ANS
MET
- Aeronautical Information service

- Training and licensing of ATCOs
- R&D consultancy services
- Aerodrome weather services, ATM and CNS
- Flight inspection

774
719
638

2 967
1 028
1 106
DIRECTOR GENERAL:
Massimo Bellizzi
4 ACCs (Milan, Padua, Rome, Brindisi)

18 APPs co-located within TWR units + 1 APP stand-alone + 4
APPs co-located within ACC units
28 TWRs (including 16 low traffic airports which are not
included in ACE data analysis)
11 AFISs (low traffic airports not included in ACE data analysis)
Size
733 000 km
112
1 439
Massimo Garbini
1 008
ATCOs in OPS
En-route sectors
CHIEF EXECUTIVE OFFICER (CEO):
Scope of services
GAT
OAT
ENAV (2014)
61
104
158
Finavia, Finland
Finavia
www.finavia.fi
Status (2014)
- Public Limited Company
- 100% State-owned
COUNCIL of STATE
(Government)
Chaired by the Prime Minister

Finnish Transport Safety Agency
Ministry of Transport and

Communication (M of TC)

Safety Regulation
Finnish
Transport
Safety Agency
!NSA
Finavia
Business
areas
Group
Services
HR, Group Legal,

Communications,
Internal Audit
Marketing
Airspace Regulation
Economic Regulation
Helsinki
Airport
Passenger
Services
Airport
Network
Air
Navigation
Services
Finavia (2014)
The BOARD (7 members)

Chairman + 6 members (1 member represents staff)
All members are appointed
by the General Meeting of Shareholders.
Chief Executive Officer of Finavia is not a member of the Board.
CHAIRMAN OF THE FINAVIA BOARD:

Soili Suonoja
PRESIDENT AND CEO:

Kari Savolainen
President and CEO
VICE PRESIDENT - AIR NAVIGATION SERVICES:

Raine Luojus
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET
- Finavia owns and operates 25 airports

- Delegation of ATS in certain areas to LFV and Avinor
- 195 ATCOs in OPS reported below do not include those
providing services to military OAT flights

58
70
63
46
192
429
115
248
Size
411 000 km
ATCOs in OPS
En-route sectors
1 ACC (Tampere)
5 APPs/TWRs (Helsinki, Jyvskyl, Kuopio, TamperePirkkala, Rovaniemi)
3 Mil-APPs/TWRs (Halli, Kauhava, Utti)
10 TWRs
1 General Aviation Airport (Malmi)
6 AFISs (Enonteki, Kittil, Kajaani, Savonlinna, Kuusamo,
Varkaus)
5
46
159
HCAA, Greece
Hellenic Civil Aviation Authority
www.hcaa.gr

Ministry of
Defence
(MOD)
Status (2014)
- State body
- 100% State-owned
Ministry of Infrastructure,
Transport & Networks

Hellenic Air Navigation Supervisory Authority (HANSA)
Hellenic
National
Meteorological
Service
(HNMS)
Hellenic Air
Navigation
Supervisory
Authority
(HANSA)
Hellenic Civil Aviation

Authority (HCAA)
General
Directorate
ANS Provider
Administrative
Support
General
Directorate
Air
Transport
General
Directorate

Safety Regulation
Hellenic Civil Aviation Authority
Airspace Regulation
Air Navigation Airspace Committee
ANS
Regulatory
Division
Air Navigation
Airspace Committee
(Reps from HCAA,
HAF and
General Staff)
Security
Division
Civil Aviation
Training
Centre
Environmental
Protection
Economic Regulation
Ministry of Infrastructure, Transport & Networks and HCAA for
charges
Ministry of Finance for HCAA Budget
HCAA (2014)
GOVERNOR:
Minister of Infrastructure, Transport & Networks
D. Koukis
DEPUTY GOVERNORS:
HCAA Governor and

two HCAA Deputy Governors
appointed by the Minister
G. Nanidis
V. Alevras
DIRECTOR GENERAL OF AIR NAVIGATION:
Three Directors General, one of which is

responsible for central and regional HCAA/ANS units
G. Kontogiannis
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET

177
174
154
130

ATCOs in OPS
480
149
537 000 km
1 786
461
Size
En-route sectors
1 ACC
16 APPs
18 TWRs
15 AFISs
12
206
160
HungaroControl, Hungary
Hungarian Air Navigation Services
www.hungarocontrol.hu

National
Airspace
Coordination
Committee
(NACC)
Ministry of
National
Development
Ministry of Defence
(MoD)
Status (2014)
- HungaroControl was set up on January 1st 2002
- Registered as Private Limited Company as of 22 November
2006
- Operates as a Private Limited Company as of 1st January
2007
- 100% State-owned

Aviation Authority
National Transport
Authority

Safety Regulation
HungaroControl
Pte. Ltd. Co.
Ministry of National Development
Airspace Regulation
Aviation
Authority
! NSA
Govt., Ministry of National Development
Economic Regulation
Govt., Ministry of National Development
HungaroControl (2014)
SHAREHOLDER
The Minister responsible for transport exercises the rights
of the shareholder on behalf of the State
CHIEF EXECUTIVE OFFICER

The CEO is appointed by the Minister
responsible for transport

Kornl Szepessy
SUPERVISORY BOARD
President + 5 members
The President and all members are appointed
by the Minister responsible for transport
2 members are representatives of the employees

Zoltn Schvb
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET
- Entry Point Central Ltd. (49% HungaroControl owned

company) provides training activities, e.g. initial ATM training
courses, development training (OJTI, Assessor) courses,
English language courses.
- HungaroControl provides ATM unit training.

111
102
91
74
21
ATCOs in OPS
166
710
185
Size
93 000 km
88
En-route sectors
1 ACC (Budapest)
1 APP (Budapest)
1 TWR (Budapest)
2 AFISs (Srmellk/Balaton, Debrecen)
161
IAA, Ireland
Irish Aviation Authority
www.iaa.ie

Department of
Transport, Tourism
and Sport
Department
of Defence
Department of
Public Expenditure
and Reform
Status (2014)
- Commercial company as of 1994 governed by Companies
Acts, 1963 to 2009
- 100% State-owned (Department of Public Expenditure and
Reform) - IAA receives no funding or loans from the exchequer

Safety Regulation Division
Standing Civil
Military ANS
Committee

Safety Regulation
IAA Safety Regulation Division
Airspace Regulation
Irish Aviation Authority
Safety
Regulation
Division
!NSA
Operational
Division
Commission for
Aviation Regulation
Technical
Division
IAA Safety Regulation Division
Economic Regulation
NSA responsible for Economic Regulation in the context of enroute charges
Commission for Aviation Regulation (established under the
Aviation Regulation Act in 2001)
The Act requires the Commission to make a determination
specifying the maximum levels of terminal navigation charges
IAA (2014)
CHAIRMAN OF THE BOARD OF AUTHORITY:
Anne Nolan
BOARD OF THE AUTHORITY (9 members)

Chairman + CEO + 7 members
CHIEF EXECUTIVE OFFICER:

Eamonn Brennan
DIRECTOR OF OPERATIONS DIVISION:

EXECUTIVE BOARD (Senior Management Board)
(8 members)
CEO + 7 senior executives
Peter Kearney
DIRECTOR OF TECHNICAL DIVISION:

Philip Hughes
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET

136
133
113

481
264
207
457 000 km
6
204
Size
89
ATCOs in OPS
En-route sectors
2 ACCs (Dublin, Shannon)

3 APPs (Dublin, Shannon, Cork)
3 TWRs (Dublin, Shannon, Cork)
11
8
162
LFV, Sweden
LFV, Swedish Air Navigation Services
www.lfv.se
Status (2014)
- Public Enterprise
- 100% State-owned
Parliament

Swedish Transport Agency
Ministry of Enterprise,
Energy and Communications
(M of EEC)
Ministry
of Defence

Safety Regulation
Swedish
Transport
Agency
!NSA
Airspace Regulation
Economic Regulation
LFV
Swedish
Armed
Forces
Production Production
Terminal
En-route
Products
Business LFV holding
&
Support (Subsidiaries)
Services
Swedavia

BOARD OF DIRECTORS (9 members)
Chairman + DG + 7 members
7 members are appointed by the Government
(Chairman + DG + 5 members);
2 members are appointed by Trade Unions.
CHAIRMAN OF THE BOARD OF DIRECTORS:

Jan Olson
DIRECTOR GENERAL:

DG + 8 members
DG is appointed by the Government
Olle Sundin
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET

261
254
245
159

ATCOs in OPS
2 ACCs (Stockholm and Malm)

26 APPs (2 APPs combined with ACCs + 24 APPs combined
with TWRs)
31 TWRs (one of these only first half of 2012)
2 AFISs
Size
626 000 km
10
509
1 063
418
509
En-route sectors
22
77
LFV (2014)
163
LGS, Latvia
SJSC Latvijas Gaisa Satiksme
www.lgs.lv
Status (2014)
- Joint-stock company since 1997
- 100% State-owned (Ministry of Transport)
of the Republic of Latvia
(M of T)
! NSA

- MoT (for policy and economic issues)
- Civil Aviation Agency (for safety, operational
aspects, certification and licensing issues)
Air Transport
Department

Safety Regulation
Civil Aviation Agency
Airspace Regulation
Civil Aviation
Agency
! NSA
LGS
Economic Regulation
Airports
Air Transport Department and Cabinet of Ministers

(Government)
LGS (2014)
SHAREHOLDER'S REPRESENTATIVE:
SHAREHOLDER Meeting (M of T).
Dzineta Innusa (Ministry of Transport, Deputy State Secretary

for Legal and Administrative Affairs)

Chairman of the Board + 4 members
All appointed by the shareholder (M of T).
CHAIRMAN OF THE BOARD:

Davids Taurins
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET
- ATC services delegated to Latvia by Lithuania over a part of

the Baltic Sea

25
26
22
21

ATCOs in OPS
*FIC for western part of Riga FIR
Size
95 300 km
4
81
362
73
68
En-route sectors
1 ACC (Riga)
2 APPs (Riga, Liepaja)
2 TWRs (Riga, Liepaja)
1 AFIS/FIC* (Liepaja)
164
LPS, Slovak Republic

Letov Prevdzkov Sluby Slovenskej Republiky
www.lps.sk

Construction and
Regional Development
(MoT)
!NSA
Directorate General
of Civil Aviation
and Water Transport
Status (2014)
- State-owned enterprise as of January 2000
- 100% State-owned

Transport Authority
Inter-Ministerial
Commission
DefenceTransports
Ministry of
Defence
(M of D)

Safety Regulation
Ministry of Transport, Construction and Regional Development
Division
of Civil Aviation
Airspace Regulation
Economic Regulation
Transport
Authority
!NSA
Airports
Air Traffic Services

of the Slovak
Republic (LPS SR)

and other State bodies
LPS (2014)

Members represent: 5 MoT,
3 staff reps., 1 trade union association rep.
CHAIRPERSON OF THE SUPERVISORY BOARD:

Martin atlo

CEO + 9 members
The CEO is appointed by the MoT.
Miroslav Barto
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET
With effect from 10 February 2014, the OAT unit was shifted
from LPS to the supervision of Ministry of Defence.

63
62
56
63
35
ATCOs in OPS
Size
48 700 km
94
469
84
29
En-route sectors
1 ACC (Bratislava)
2 APPs (Bratislava, Kosice)
5 TWRs (Bratislava, Kosice, Piestany, Poprad and Zilina)
1 Central ATS Reporting Office (Bratislava)
165
LVNL, Netherlands
Luchtverkeersleiding Nederland
www.lvnl.nl
Status (2014)
- Corporate Entity as of 1993 (by Air Traffic Law)
- 100% State-owned
Ministry of Infrastructure and the Environment (MIE)

Directorate - General
for Mobility and Transport
(DGB)
The Human Environment and

Transport Inspectorate
(ILenT)
!NSA
The Human Environment and Transport Inspectorate (ILenT)

Safety Regulation
Directorate-General for Mobility and Transport (DGB)
Airspace Regulation
Economic Regulation
LVNL
LVNL (2014)
SUPERVISORY DIRECTORS BOARD (6 members)

Chairman + 5 members + 1 observer
Members comprise representatives from: Ministry of Defence,
and members nominated by Dutch scheduled airlines (KLM),
Dutch charter airlines (Transavia) and Dutch airports
(Amsterdam Schiphol)

Chairman + 1 member
Executive Board of LVNL is appointed by the MIE,
on the recommendation of the Supervisory Board.
Upper Airspace
Lower Airspace
Dr.ir. P. Riemens (CEO)

Oceanic ANS
MET
- Controls lower airspace up to FL 245
233
215
163
104
198
885
150
483
Size
52 200 km
17
ATCOs in OPS
1 ACC (Amsterdam)
3 APPs (Schiphol, Eelde, Beek)
4 TWRs (Schiphol, Rotterdam, Eelde, Beek)
- New Millingen ACC (Military ACC) is not included in ACE
data analysis
- Rotterdam APP has been located in Schiphol since 2002
En-route sectors
G.J.N.H. Cerfontaine
CHAIRMAN OF THE EXECUTIVE BOARD (CEO):
Scope of services
GAT
OAT
5
399
166
MATS, Malta
Malta Air Traffic Services Limited
www.maltats.com
Ministry for Tourism

(MT)
Status (2014)
- Malta Air Traffic Services Ltd (Reg. no. C27965) is a fully
Government owned company. MATS has been operating as
the sole ANSP for Malta since the 1st January 2002
Ministry for Transport

and Infrastructure
(MTI)

Civil Aviation Directorate Malta (CADM)
Civil Aviation
Directorate
! NSA

Safety Regulation
Civil Aviation Directorate
Airspace Regulation
Malta Air Traffic Services Ltd

(MATS)
Economic Regulation
MATS (2014)
BOARD of DIRECTORS (5 members)

Chairman + 4 Directors
Members are appointed by the Government,
representing the MT.
CHAIRMAN OF BOARD OF DIRECTORS:

Maj. Vanni Ganado
CEO:
Brig. Carmel Vassallo
The Board of Directors appoints the CEO.
HEAD OF ATS DIVISION:

Robert Sant
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET
1 ACC/APP (Malta)
1 TWR/APP (Luqa)
- MATS controls portions of airspace delegated

to Malta ACC by Rome ACC

19
15
14
ATCOs in OPS
231 000 km
48
145
61
33
En-route sectors
Size
167
M-NAV, Former Yugoslav Republic of Macedonia

www.mnavigation.mk
Status (2014)
- Joint-stock company
- 100% State-owned
Government

Ministry of
Defence
Civil Aviation Agency (CAA)

Safety Regulation
Safety Dept. of Civil Aviation Agency
Public
Enterprise
for Airport
Services

! NSA
Air Force
and Defence
Airspace Regulation
Civil-military Aviation Committee
Economic Regulation
Government, Civil Aviation Agency
M-NAV
M-NAV (2014)
SUPERVISORY BOARD
(3 members appointed by the Government)
Ilir Mehmedi
DIRECTOR GENERAL OF CAA:

Dejan Mojsoski
MANAGEMENT BOARD
(3 executive directors appointed by the Government)
DIRECTOR OF ANS DEPARTEMENT:

Nikolet Tagarinski
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET

10
10
ATCOs in OPS
Size
24 700 km
61
273
18
11
En-route sectors
1 ACC (Skopje)
2 APPs (Skopje and Ohrid)
2 TWRs (Skopje and Ohrid)
1 AFIS (Skopje)
168
MoldATSA, Moldova
Moldavian Air Traffic Services Authority
www.moldatsa.md

Government
Ministry of
Economy
Status (2014)
- State enterprise since 1994 (by Government Regulation Nr.3
from 12.01.1994)
- 100% State-owned
and Road
Infrastructure
Ministry of
Defence
Civil Aviation Administration (CAA)

Safety Regulation
Ministry of Transport and Road Infrastructure
Civil Aviation
Administration
(CAA)
! NSA
Airspace Regulation
Economic Regulation
Airport
Operator
Aircraft
Operator
MoldATSA
MoldATSA (2014)

All members are appointed by the Ministry of Transport and
Road Infrastructure
Members represent Ministry of Transport and Road
Infrastructure (2), MoldATSA management (1),
Ministry of Finance (2),
Ministry of Economy (2)

Vladimir Cebotari

Petru Erhan
Management Board:
Director General MoldATSA
HEAD OF ATM DIVISION:

Sergei Fedoseev
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET

11
11
ATCOs in OPS
Size
33 900 km
57
322
16
16
En-route sectors
1 ACC (Chisinau)
1 APP (Chisinau)
4 TWRs (Chisinau, Balti, Cahul, Marculesti)
169
MUAC, Maastricht
Maastricht Upper Area Control Centre
EUROCONTROL
www.eurocontrol.int

Four States
National
Supervisory
Committee
!NSA
Permanent
Commission of
EUROCONTROL
(including
representatives
of the 4 States
NSAs)
EUROCONTROL
Agency
Status (2014)
- EUROCONTROL: International Organisation established
under the EUROCONTROL Convention of 13.12.1960 and
amended on 12.2.1981. At the request of the Benelux States
and Germany, MUAC is operated as a EUROCONTROL
Agencys Service according to the Maastricht Agreements of
25.11.1986
EUROCONTROL
Committee of
Management (CoM)

Four States' National Supervisory Committee

Safety Regulation
Maastricht Upper
Area Control Centre
(MUAC)
Maastricht Co-ordination
Group (MCG)
Senior officials from
Belgium, The Netherlands,
Luxembourg and Germany.
Maastricht Agreements Art. 1.2: each of the 4 States retains

its competence and obligations in respect of regulations
Airspace Regulation
The MCG determines a common position for the 4 States in
all matters relating to the operation of ATS by MUAC
concerning, inter alia, airspace organisation and sectorisation
Economic Regulation
Financial arrangements for the exploitation of MUAC are
adopted by the Committee of Management. EUROCONTROL
DG seeks approval of the budget, which contains a special
budgetary Annex for MUAC, with the Permanent Commission
MUAC (2014)
Permanent Commission
of EUROCONTROL
DIRECTOR GENERAL OF EUROCONTROL:
Director General of
EUROCONTROL
CoM
Director of MUAC
MCG
Frank Brenner
DIRECTOR OF MUAC:
Jac Jansen
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET
1 ACC (Maastricht)
- Controls GAT in the upper airspace (>FL245) above Benelux

and North-Western Germany
- A German ATC unit responsible for handling OAT above
North-Western Germany and managed by the DFS is colocated at MUAC

141
141

9
247
646
560
n/appl
En-route sectors
20
59
260 000 km
69
ATCOs in OPS
Size
170
NATA Albania, Albania

National Air Traffic Agency
http://www.albcontrol.com.al/
Status (2014)
- Since May 1999 NATA, now ALBCONTROL, is a joint-stock
company
- 100% State owned
and Infrastructure
(MT&I)
Ministry of Economic
Development, Trade
and Entrepreneurship
(MEDTE)

Safety Regulation
MT&I and Civil Aviation Agency (CAA)

(CAA)
! NSA
Airspace Regulation
ALBCONTROL
Air Navigation
Services of Albania
MT&I and Civil Aviation Agency (CAA)
Economic Regulation
Ministry of Economic Development, Trade and
Entrepreneurship (MEDTE)
NATA Albania (2014)

CHAIRMAN OF SUPERVISORY BOARD:
All 6 members are nominated by the MEDTE.

2 members are proposed by the MEDTE, 2 members by the
MT&I and 2 members by the Ministry of Finance.
Genci Gjonaj
DIRECTOR GENERAL (CEO) OF ALBCONTROL:

Director General + 5 Head of Divisions
Belinda Balluku
HEAD OF THE ATS DEPARTMENT:
Director General is appointed by MEDTE

through the Supervisory Board of ALBCONTROL
Sokol Rui
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET

21
23
21
42

ATCOs in OPS
56
21
36 000 km
309
41
Size
En-route sectors
1 ACC (Tirana)
1 APP (Tirana)
1 TWR (Tirana)
1 AFIS (Tirana)
4
12
171
NATS, United Kingdom

NATS Ltd
www.nats.co.uk

Ministry of
Defence
(MoD)
Department
for Transport
(DfT)
Contract
for provision
of services
Private Owners
The
LHR
UK NATS
Airline
Airports
Employees
Group
Limited
UK CAA
!NSA
SRG
DAP
RPG
NATS Holdings Ltd
Status (2014)
- Public Private Partnership as of 2001
- 49% State-owned (Govt retains a Golden Share)
- 51% private-owned (42% by the Airline Group, 4% by LHR
Airports Limited and 5% by UK NATS employees)
- The Airline Group comprises 7 airlines: BA, Virgin Atlantic,
Lufthansa, EasyJet, Thomas Cook, Thomson Airways and
Monarch Airlines

UK CAA
NATS Ltd

Safety Regulation
UK CAA, Safety Regulation Group (SRG)
NATS (En Route) Plc (NERL)

Regulated subsidiary for
En-route and Oceanic ANS
NATS (Services)
Limited (NSL)
Airport ANS
+ New Business
Airspace Regulation
UK CAA, Directorate of Airspace Policy (DAP)
Economic Regulation
UK CAA, Regulatory Policy Group (RPG) which sets charges
through a formula linked to the Retail Price Index (RPI) where
"RPI minus X" targets for En-route and Oceanic
Charges are usually set for 5 years at a time (although CP3
was set at 4 years to align with RP1)

NATS BOARD OF DIRECTORS
(14 members)
Chairman + 13 members. Chairman is appointed
by the shareholders. Out of the 13 members,
10 are Non Executive Directors (6 appointed by the
Airline Group + 3 Partnership Directors appointed
by the Government + 1 appointed by LHR Airports Limited).
3 are Executive Directors - Chief Executive,
Finance Director, and Managing Director Operations.
NATS (2014)
CHAIRMAN OF THE NATS BOARD:
John Devaney
CEO of NATS:
Richard Deakin
MANAGING DIRECTOR, NATS SERVICES

NATS Executive
Senior Leadership Team, Operations
Paul Reid
Catherine Mason (from 1 April 2014)
Senior Leadership Team, Services
MANAGING DIRECTOR, NATS OPERATIONS

Martin Rolfe
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET

939
770
760
957
137
ATCOs in OPS
1 423
4 426
1 292
1 731
En-route sectors
1 OAC (Shanwick)
3 ACCs (London AC, London TC, Prestwick)
16 APPs
16 TWRs (including Gibraltar TWR)
2 AFISs
Size
3 002 000 km
73
984
Continental: 882 000 km - Oceanic: 2 120 000 km
172
NAV Portugal, Portugal

Navegao Area de Portugal - NAV Portugal, E.P.E.
www.nav.pt

Ministry of Finance
(M of F)
Ministry of Economy
& Employment
(MEE)
Status (2014)
- Public Entity Corporation as of December 1998
- 100% State-owned

National Institute for Civil Aviation (INAC)

Safety Regulation
Aircraft Accident
Prevention and
Investigation
(GPIAA)
Secretary
of State
National Institute of Civil Aviation (INAC)
Airspace Regulation
INAC+FA (Portuguese Air Force) + NAV Portugal in close
permanent co-ordination
Economic Regulation
National Institute for
Civil Aviation (INAC)
!NSA
Airports of
Portugal
(ANA SA)
Air Navigation of Portugal
National Institute of Civil Aviation (INAC)
NAV Portugal E.P.E.
NAV Portugal (2014)
BOARD OF ADMINISTRATION (3 members)

CHAIRMAN OF THE BOARD OF ADMINISTRATION:

Luis Ottolini Coimbra
All members are appointed by the MEE for a 3 year term.

Each member has executive functions within NAV Portugal.
Each member is responsible to supervise one or several NAV
Portugal Directorates and Advisory Bodies to the Board.
There are 7 Directorates and 3 Advisory Bodies.
NAV Portugal has also a Board of Auditors composed of 3
members who are appointed by MEE for a 3 year term.
Upper Airspace
Lower Airspace
Oceanic ANS
MET

117
145
127

Size
5 845 000 km
6
214
721
285
269
2 ACCs (Lisboa, Santa Maria)

8 APPs (Lisboa, Porto, Faro, Madeira, Santa Maria, Ponta
Delgada, Horta, Flores)
10 TWRs (Lisboa, Cascais, Porto, Faro, Funchal, Porto Santo,
Ponta Delgada, Santa Maria, Horta, Flores)
38
ATCOs in OPS
En-route sectors
Luis Ottolini Coimbra
Scope of services
GAT
OAT
CEO:
7
390
Continental: 665 000 km - Oceanic: 5 180 000 km
173
NAVIAIR, Denmark
www.naviair.dk
Status (2014)
- Company owned by the state
- 100% State-owned
(MoT)

Danish Transport Authority (Trafikstyrelsen)

Safety Regulation
Accident
Investigation Board
(AIB)
Danish CAA
(Trafikstyrelsen)
!NSA

Air Navigation
Service (NAVIAIR)
Airspace Regulation
Economic Regulation
Bornholm
Airport
NAVIAIR (2014)
BOARD OF DIRECTORS
1 Chairman + 7 Members
(three members elected by the employees)
CHAIRMAN OF BOARD OF DIRECTORS

Anne Birgitte Lundholt

CEO + CFO
The CEO and CFO are appointed by the Board of Directors.
Upper Airspace
Lower Airspace
Oceanic ANS
MET
Note: ANS Greenland upper airspace is delegated to Isavia

and NAV Canada

120
114
113
156
195
673
201
326
(Excluding Greenland)
1 ACC (Copenhagen)
6 APPs/TWRs ( Kastrup, Roskilde, Rnne, Billund, Aarhus,
Aalborg)
1 AFIS (Vagar)
Size
158 000 km
14
ATCOs in OPS
En-route sectors
Morten Dambk
Scope of services
GAT
OAT
7
10
174
Oro Navigacija, Lithuania

State Enterprise Oro Navigacija
www.ans.lt
Status (2014)
- Since July 2001
- 100% State-owned Enterprise (SOE)
and Communications
(M of TC)


Safety Regulation
Lithuania CAA
Civil Aviation
Administration
! NSA
Airspace Regulation
Oro Navigacija in coordination with CAA and M of TC
Economic Regulation
Oro Navigacija in coordination with CAA and M of TC
Oro Navigacija
Airlines
Airports
Oro Navigacija (2014)

represent M of TC

Arijandas liupas

MANAGEMENT BOARD
Duties taken up by Director General
DG is appointed by the Minister.
Algimantas Raius
DIRECTOR ATM:
Sergej Smirnov
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET
1 ACC (Vilnius)
3 APPs
4 TWRs
- Air Navigation Services are delegated to LGS

(Latvia) above some part of the Baltic sea

25
25
23
34

ATCOs in OPS
74 700 km
4
85
296
52
42
En-route sectors
Size
175
PANSA, Poland
Polish Air Navigation Services Agency (PANSA)
www.pansa.pl
Status (2014)
- PANSA has been operating as an independent entity as from
1st April 2007, separated from the Polish Airports State
Enterprise (PPL)
- State body (acting as a legal entity with an autonomous
budget)
- 100% State owned
Ministry of Infrastructure
and Development
(MID)
Civil Aviation
Office (CAO)
! NSA
Civil Aviation Office (CAO)
Polish Air
Navigation
Services Agency
(PANSA)

Safety Regulation
Polish Airports
State Enterprise
(PPL)
Airspace Regulation
Economic Regulation
PANSA (2014)
NO SUPERVISORY BOARD
ADMINISTRATION
According to the Act establishing PANSA, the Agency is
managed by the President and his two Vice-Presidents.
The President is nominated by the Prime Minister.
The two Vice-Presidents are nominated by the MID
Upper Airspace
Lower Airspace
Oceanic ANS
MET
- APP Krakw is providing ATC services for Krakw and

Katowice
- Katowice TWR is providing only aerodrome control when APP
Krakw is providing radar services for Katowice

172
167
147
149

ATCOs in OPS
1 ACC with 8 sectors

4 APPs (Warszawa, Gdask, Krakw, Pozna) providing radar
control
5 TWRs (Warszawa, Gdask, Krakw, Pozna, Katowice)
providing aeodrome control
6 TWRs (Wrocaw, Szczecin, Rzeszw, d, Zielona Gra,
Bydgoszcz) providing aeodrome control and non-radar
approach control
4 FIS units (Warszawa, Krakw, Gdask, Pozna)
Size
334 000 km
442
324
Maciej Rodak
1 712
402
VICE PRESIDENT- AIR NAVIGATION DEPARTMENT:
19
En-route sectors
Krzysztof Kapis
Scope of services
GAT
OAT
PRESIDENT OF PANSA:
8
355
176
ROMATSA, Romania
Romanian Air Traffic Services Administration
www.romatsa.ro

(MoT)
Airspace
Management
Council
Directorate of
Civil Aviation
!NSA
Ministry of
Defence
(MoD)
Status (2014)
- Autonomous and self-financing organisation as of 1991
(Government Resolution GR74/1991 ammended by
GR731/1992, GR75/2005, GR1090/2006, GR1251/2007,
GR741/2008)
- 100% State-owned

- Directorate of Civil Aviation
- Romanian Civil Aeronautical Authority (RCAA)

Safety Regulation
Romanian Civil
Aeronautical Authority
(RCAA)
!NSA
ROMATSA
Airports Operator (4 major

airports under responsibility
of the MoT + 12
airports under local authorities)
Ministry of Transport (MoT)

Enforcement and safety oversight is delegated and
discharged through the RCAA
Airspace Regulation
Both Ministry of Transport (MoT) and Ministry of Defence
(MoD), and discharged through the RCAA and Air Force Staff
Economic Regulation
Ministry of Transport (MoT)
ROMATSA (2014)
ADMINISTRATION BOARD (7 voting members)

Members represent: MoT, M of Public Finance,
ROMATSA, RCAA and other entity + additional
non voting participants representing staff.
CHAIRMAN OF THE ADMINISTRATION BOARD:

Cristian Ghibu
STEERING COMMITTEE
Duties taken up by DG.
DG is appointed by the MoT.
DG + other directors.

Valentin Cimpuieru
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET

181
185
165
134

ATCOs in OPS
441
148
254 000 km
1 519
289
Size
En-route sectors
1 ACC (Bucharest)
3 APPs
16 TWRs
11
1
177
Skyguide, Switzerland
Skyguide
www.skyguide.ch

Ministry of
Defence
(M of D)
Status (2014)
- Joint-stock company as of 1996. Currently 14 shareholders;
99,91% is held by the Swiss Confederation which by law must
hold at least 51%
- Integrated civil/military as of 2001
Ministry of Environment,
Transport, Energy and
Communications (M of ETEC)

Federal Office for Civil Aviation (FOCA)

Safety Regulation
Federal Office for Civil

Aviation (FOCA)
! NSA
Swiss Air Force

(Swiss AF)
Federal Office for Civil Aviation
Airspace Regulation
Federal Office for Civil Aviation
Economic Regulation
Skyguide
The Ministry of the Environment, Transport, Energy and

Communications
Skyguide (2014)
GENERAL ASSEMBLY of the Shareholders

All members are appointed by the General Assembly for
their expertise.
Daniel Weder
Scope of services
Upper Airspace
Lower Airspace
Oceanic ANS
MET
- ATC services delegated to Geneva ACC by France

329
317
293
293

ATCOs in OPS
69 700 km
362
491
Size
1 378
327
2 ACCs (Geneva, Zurich)

4 APPs (Geneva, Zurich, Lugano, Bern)
7 TWRs (Geneva, Zurich, Lugano, Bern, Buochs, Altenrhein,
Grenchen)
41
En-route sectors
Guy Emmenegger

CEO + 5 members
The CEO is appointed by the Supervisory Board.
GAT
OAT
19
620
178
Slovenia Control, Slovenia

Slovenia Control Ltd
www.sloveniacontrol.si

Slovenska
odkodninska
druba, d.d.
(exercising the
Corporate Governance
of State Capital
Investments Act)
Ministry of
Infrastructure
and Spatial
Planning
Aircraft Accident
and Incident
Investigation
Board
Civil Aviation
Authority
Status (2014)
- Since 2004 the Slovenia Control, Slovenian Air Navigation
Services Ltd, as a 100% state-owned enterprise is
independent of national supervisory authorities.


Safety Regulation
NSA
Ministry of Infrastructure and Spatial Planning
Airspace Regulation
Slovenia Control Ltd
Ministry of Infrastructure and Spatial Planning
Economic Regulation
Slovenska odkodninska druba, d.d. (exercising the
Corporate Governance of State Capital Investments Act)
Slovenia Control (2014)
Supervisory Board
Chairman (elected) + 3 members appointed by the
Slovenska odkodninska druba, d.d. + 2 staff reps.
appointed by employees board

Duan Hoevar
Director General (CEO) of Slovenia Control
Franc eljko upani, Ph.D.
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET

35
32
28
35
11
ATCOs in OPS
Size
20 400 km
89
215
48
32
En-route sectors
1 ACC (Ljubljana)
3 APPs (Ljubljana, Maribor, Portoro)
3 TWRs (Ljubljana, Maribor, Portoro)
179
SMATSA, Serbia and Montenegro

Serbia and Montenegro Air Traffic Services SMATSA llc
http://www.smatsa.rs

Government of
Montenegro
Government of the
Republic of Serbia
Status (2014)
- Limited liability company founded in 2003
- 92% owned by Serbia and 8% owned by Montenegro

Civil Aviation Directorate of the Republic of Serbia
Civil Aviation Agency of Montenegro
Civil Aviation
Directorate of the
Republic of Serbia
Civil Aviation
Agency of Montenegro

Safety Regulation
- Civil Aviation Directorate of the Republic of Serbia
- Civil Aviation Agency of Montenegro
Airspace Regulation
- Civil Aviation Directorate of the Republic of Serbia
- Civil Aviation Agency of Montenegro
SMATSA
Economic Regulation
Ministry of Finance of the Republic of Serbia
SMATSA (2014)
ASSEMBLY
PRESIDENT OF THE ASSEMBLY:
6 members representing founders

(Government of the Republic of Serbia
and Government of Montenegro)
selected from the Ministries in charge of transport,
finance, and defence)
Mirel Radi Ljubisavljevi
SUPERVISORY BOARD
PRESIDENT OF THE SUPERVISORY BOARD:
5 members appointed by the Assembly for a period of 4

years, upon proposals of the Government of the Republic
of Serbia (4) and Government of Montenegro (1)
CEO is appointed by the Supervisory Board.
Upper Airspace
Lower Airspace
Oceanic ANS
MET
- ANS Services (ATM, CNS, MET, AIS)

- SMATSA provides Air Traffic Services in the 55% of the
upper airspace of Bosnia and Herzegovina
- ANS personnel and pilot training, Flight Inspection Services,
PANS-OPS and cartography

82
84
75

Radojica Rovanin
Size
145 566 km
8
246
855
209
1 ACC (Belgrade)
1 APP collocated with ACC Belgrade
6 APPs/TWRs (Batajnica, Kraljevo, Nis, Vrsac, Podgorica,
Tivat)
1 TWR
100
ATCOs in OPS
69
En-route sectors
CEO:
Scope of services
GAT
OAT
Bratislav Grubai
180
UkSATSE, Ukraine
Ukrainian State Air Traffic Service Enterprise
www.uksatse.ua
Status (2014)
- Self-financing enterprise
- 100% State-owned
Ministry of Infrastructure of Ukraine

(State Aviation Administration)

State Aviation Administration (SAAU) acts as NSA
Ukrainian State Air Traffic Service Enterprise (UkSATSE)

Safety Regulation
State Aviation Administration
Regional branches
AIS
Ukraerocenter (Ukrainian Airspace
Management and Planning Center)
Training & Certification Center of UkSATSE
UkSATSE Flight Calibration Service
Medical Certification Center
Airspace Regulation
State Aviation Administration
Economic Regulation
Ministry of Infrastructure of Ukraine
UkSATSE (2014)
No Supervisory Board
DIRECTOR GENERAL OF UkSATSE:
MANAGEMENT BOARD
Yuriy Cherednichenko
DIRECTOR GENERAL
Scope of services
GAT
OAT
Upper Airspace
Lower Airspace
Oceanic ANS
MET

246
262
249
256

ATCOs in OPS
Size
776 442 km
73
994
6 131
384
214
En-route sectors
34
10
5 ACCs/APPs (Dnipropetrovs'k, Kyiv, L'viv, Odesa,

Simferopol')
6 APPs (Donetsk, Ivano-Frankivs'k, Kharkiv, Luhansk,
Uzghorod, Zaporizhzhia)
22 TWRs
9 AFISs
181
GLOSSARY
ACC
AreaControlCentre
ACE
AirTrafficManagementCostEffectiveness
ADSB
AutomaticDependentSurveillanceBroadcast
Aena
AeropuertosEspaolesyNavegacinArea,Spain
AFIS
Airport/AerodromeFlightInformationService
AIS
AeronauticalInformationServices
ANS
AirNavigationServices
ANSCR
AirNavigationServicesoftheCzechRepublic
ANSP
AirNavigationServiceProvider
APP
ApproachControlUnit
ARMATS
ArmenianAirTrafficServices
ATC
AirTrafficControl
ATCO
AirTrafficControlOfficer
ATFM
AirTrafficFlowManagement
ATM
AirTrafficManagement
BULATSA
AirTrafficServicesAuthority,Bulgaria
AustroControl
AustroControlsterreichischeGesellschaftfrZivilluftfahrtmbH,Austria
Avinor
Avinor,Norway
Billion
Belgocontrol
Belgocontrol,Belgium
CAPEX
CapitalExpenditure
CNS
Communications,NavigationandSurveillance
CRCO
CentralRouteChargesOffice
CroatiaControl
Hrvatskakontrolazraneplovidbed.o.o.,CroatianAirNavigationServices
DCACCyprus
DepartmentofCivilAviationofCyprus
DFS
DeutscheFlugsicherungGmbH,Germany
DHM
DevletHavaMeydanlarsletmesi,Turkey
DME
DistanceMeasuringEquipment
DSNA
Directiondesservicesdelanavigationarienne,France
EANS
EstonianAirNavigationServices
EC
EuropeanCommission
ECAC
EuropeanCivilAviationConference
ENAV
EnteNazionalediAssistenzaalVoloS.p.A.,Italy
ERC
EUROCONTROLResearchCentre
ETS
EarlyTerminationofService
EU
EuropeanUnion
FAB
FunctionalAirspaceBlock
FDP
FlightDataProcessingsystem
Finavia
Finavia,Finland
FIS
FlightInformationService
FL
FlightLevel
FTE
FullTimeEquivalent
GDP
GrossDomesticProduct
HCAA
HellenicCivilAviationAuthority,Greece
HMI
HumanMachineInterface
Glossary
HQ
Headquarters
HungaroControl
HungaroControl,Hungary
IAA
IrishAviationAuthority,Ireland
IFR
InstrumentFlightRules
IFRS
InternationalFinancialReportingStandards
ILS
InstrumentLandingSystem
LFV
Luftfartsverket,Sweden
LGS
LatvijasGaisaSatiksme,Latvia
LPS
LetovPrevdzkovSlubySlovenskejRepubliky,SttnyPodnik,SlovakRepublik
LVNL
LuchtverkeersleidingNederland,Netherlands
Million
MATS
MaltaAirTrafficServicesLtd
MET
AeronauticalMeteorology
MNAV
AirNavigationServicesProvideroftheformerYugoslavRepublicofMacedonia
MoldATSA
MoldavianAirTrafficServicesAuthority
MSSR
MonopulseSecondarySurveillanceRadar
MUAC
MaastrichtUpperAirCentre
NSA
NationalSupervisoryAuthority
NATAAlbania
NationalAirTrafficAgency,Albania
NATS
NationalAirTrafficServices,UK
NAVPortugal
NavegaoAreadePortugalNAVPortugal,EPE
NAVIAIR
AirNavigationServicesFlyvesikringstjenesten,Denmark
NBV
NetBookValue
NDB
NonDirectionalBeacon
NM
EUROCONTROLNetworkManager
OAT
Operationalairtraffic
OPS
Operations
OroNavigacija
StateEnterpriseOroNavigacija,Lithuania
PANSA
PolishAirNavigationServicesAgency
PPPs
Purchasingpowerparities
PRB
PerformanceReviewBody
PRC
PerformanceReviewCommission
PRR
PerformanceReviewReport
PRU
PerformanceReviewUnit
RDP
RadarDataProcessingsystem
RP1
ReferencePeriod1
RPI
RetailPriceIndex
ROMATSA
RomanianAirTrafficServicesAdministration
SAR
SearchandRescue
SES
SingleEuropeanSky
SESARIP1
SingleEuropeanSkyATMResearchImplementationPackage1
SEID
SpecificationforEconomicInformationDisclosure
Skyguide
Skyguide,Switzerland
SloveniaControl
SloveniaControl,Slovenia
SMATSA
SerbiaandMontenegroAirTrafficServicesAgency
TC
TerminalControl
TWR
TrafficControlledTower
UKCAA
UnitedKingdomCivilAviationAuthority
UkSATSE
UkrainianStateAirTrafficServiceEnterprise
Glossary
VFR
VOR
VisualFlightRules
VeryhighfrequencyOmnidirectionalRange
Glossary
ATM Cost-Eectiveness (ACE) 2012 Benchmarking Report with 2013-2017 outlook
EUROCONTROL
REPORT COMMISSIONED BY THE PERFORMANCE REVIEW COMMISSION
ATM Cost-Eectiveness (ACE)

2012 Benchmarking Report
with 2013-2017 outlook
Prepared by the Performance Review Unit (PRU)

with the ACE Working Group
COPYRIGHT NOTICE AND DISCLAIMER

European Organisation for the Safety of Air Navigation (EUROCONTROL)
This document is published by the Performance Review Commission in the interest of the exchange of information.
It may be copied in whole or in part providing that the copyright notice and disclaimer are included. The information contained in this document may not be modified
without prior written permission from the Performance Review Commission.
The view expressed herein do not necessarily reflect the ocial views or policy of EUROCONTROL which makes no warranty, either implied or express, for the information
contained in this document, neither does it assume any legal liability or responsibility for the accuracy completeness or usufulness of this information.
Printed by EUROCONTROL 96, rue de la Fuse, B-1130 Brussels, Belgium. Tel: +32 2 729 3956. Fax: +32 2 729 9108.
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Formats disponibles

ATM Cost-Eectiveness (ACE) 2012 Benchmarking Report with 2013-2017 outlook

REPORT COMMISSIONED BY THE PERFORMANCE REVIEW COMMISSION

ATM Cost-Eectiveness (ACE)

Prepared by the Performance Review Unit (PRU)

COPYRIGHT NOTICE AND DISCLAIMER

Cover ACE Layout A3 2012.indd 1

Page 2 ACE 2012.indd 1

All stakeholders with an interest in ATM who want to know what

All those who are interested in obtaining an independent and

Gatetogate unit ATM/CNS provision

At European system level, after the

ANSPs Annual Accounts are drafted in

From a methodological point of view, ACE 2012 first

Traffic complexity score

The five largest ANSPs

502 499 489

409 393 393

354 349 332

The bottom of Figure2.7 shows the

At PanEuropean system level, ATCOemployment costs increased while productivity remained

Key drivers for the financial

c) support costs per unit

Figure2.13 shows that the reduction

At PanEuropean system level, the

Positive values in column (A) mean

Positive values in column (B) mean

Positive values in column (C) mean

Note: By mathematical construction,

0.68 0.67 0.67 0.67 0.66

Figure 2.18 shows that this is

At PanEuropean system level,

124 123 122

Figure 2.21 shows the changes in ATCO

Figure 2.22 shows that unit support

As indicated in Figure 2.22, support

Difference in actual and planned (ACE 2011) capex for 2012

Data not available

202 200 197

327 325 321319 317 315 314313

Gatetogate unit ATM/CNS provision

At European system level, after the

This document is available at: http://ec.europa.eu/transport/media/consultations/doc/20130703

Depreciation Costofcapital Exceptional

Depreciation Costofcapital Exceptional

Depreciation Costofcapital Exceptional

Depreciation Costofcapital Exceptional

Depreciation Costofcapital Exceptional

Depreciation Costofcapital Exceptional

Depreciation Costofcapital Exceptional

Depreciation Costofcapital Exceptional

Depreciation Costofcapital Exceptional

Depreciation Costofcapital Exceptional

Depreciation Costofcapital Exceptional

Depreciation Costofcapital Exceptional

Depreciation Costofcapital Exceptional

*Source: Estonia National Performance Plan (NPP, June 2011).

Depreciation Costofcapital Exceptional

Depreciation Costofcapital Exceptional

Depreciation Costofcapital Exceptional

Depreciation Costofcapital Exceptional

Depreciation Costofcapital Exceptional

Depreciation Costofcapital Exceptional

Depreciation Costofcapital Exceptional

Depreciation Costofcapital Exceptional