management report 2011
DESCRIPTION
management report 2011TRANSCRIPT
1
MANAGEMENT REPORT 2011
BRUSSELS SOUTH CHARLEROI AIRPORT S.A.
ORDINARY GENERAL MEETING, 15/06/2012
2
1/ The Board of Directors
BSCA’s Board of Directors is made up as follows:
Laurent LEVEQUE Chairman
Valérie LEBURTON Vice Chairman
Jean-Jacques CLOQUET* Managing Director
Leonardo BELLODI Director
Carlos BOURGEOIS Director
Anne Sophie CHARLE Director
Christophe CLERSY* Director
Marc DENEVE Director
Antonio DI SANTO Director
Georges DUTRY Director
Dominique HAUSMAN Director
Jean-Marie HOSLET Director
Thierry HUBERT** Director
Christophe JONLET Director
Louis Marie PIRON Director
Anne PRIGNON Director
Paolo SIMIONI Director
Philippe SUINEN Director
Luc VUYLSTEKE Director
Laurent COLLET Government Observer
Renaud LORAND*** Government Observer
3
Observations:
* At its meeting of 27th January 2011, the General Meeting appointed Christophe CLERSY
and Jean-Jacques CLOQUET as directors until 10th December 2014, the second of whom
has been given the task of the day-to-day management of the company, as well as the
role of company representative by the Board of Directors after making its decision on
22nd December 2010.
** At its meeting of 17th June 2011, the General Meeting confirmed the appointment of
Thierry HUBERT, elected during the meeting of the Board of Directors on 26/05/11 as a
category C Director, for a term that will end on 10th December 2014.
*** On 8th March, the Walloon Government appointed Ludivine Gauthier as a Government
Observer, without voting rights, to the BSCA’s statutory boards and committees as a
replacement for Renaud Lorand, who has resigned.
At its meeting of 17th June 2011, the General Meeting acknowledged the resignation of
Enrico MARCHI as a Director.
4
2/ SHAREHOLDERS
Since the Extraordinary General Meeting of 10th December 2009
SHAREHOLDERS NUMBER OF SHARES OWNED
Category A
REGION WALLONNE
loco SOGEPA
3,450
SOWAER 2,815
SAMBRINVEST S.A. 2,390
IGRETEC S.C. 289
Category B
SABCA S.A. 83
Category C
BELGIAN AIRPORT s.a 3,450
Number of registered shares 12,477
5
3/ Observations on events in 2011
3.1 Major events in 2011
3.1.1 Opening of 4 new boarding gates
As part of our managed growth phase (2011-2015), 4 new
boarding gates were created in record time (4 months), which
means that we can offer our passengers more convenience,
and also guarantee pleasant working conditions for our staff.
3.1.2 Launch of the Master Plan for the next 20 years
Launch of a study regarding the long and medium-term
development plan (Brussels South Charleroi Airport Master Plan).
The first phase involves planning the development of facilities
over a period of 20 years by incorporating the major parameters
such as the development of the aviation sector, the Charleroi
catchment area, development of technical resources etc.
3.1.3 20 years
The keywords associated with these events were solidarity,
inclusivity and reputation.
Inclusivity:
The following events were organised:
A launch evening for the 20-year plan with our Partners at
the Museum of Photography (March 2011);
Drawing competition for primary and secondary school
children (May 2011);
Start of the Tour de la Région Wallonne from the former
Terminal (July 2011);
6
Health and Safety weekend in collaboration with the
federal police (September 2011);
Airport community evening (September 2011);
Indoor Cycling marathon in the former Terminal
Reputation
Commemoration of the tenth anniversary of the WTC
attacks, in the presence of New York Firefighters
(September 2011);
An introduction to flying for 600 underprivileged children,
in collaboration with Ryanair and Total;
Video by DJ Joss Freedom in collaboration with JetairFly
(over 100,000 hits on YouTube and other sites);
Gala evening in the presence of the Princess Royal, two
federal Ministers and 2 regional Ministers;
Production of a book as part of the 20-year plan
(published at the beginning of 2012).
Solidarity
Télévie (Belgian fundraising telethon) €25,000;
Cap 48 (Belgian fundraising campaign) €20,000, plus
income from the sale of the DJ Joss CD;
Association Papillon: €7,000;
Introduction to flying for 600 underprivileged children.
7
3.1.4 Implementation of an action plan for 2011-2015 called “Gestion
de la croissance maîtrisée” (“managing controlled growth”)
In light of our airport’s success, and given the existing
infrastructure, BSCA’s Management has taken various measures
since early 2011, in agreement with the Board of Directors. These
are part of a commitment to controlled growth, with a view to
guaranteeing an acceptable quality of service for our
passengers and appropriate working conditions for our staff as
well as our partners (airline companies, concessionaires and
suppliers).
Examples:
- Measures connected to passenger services:
o Extension of car park capacity: construction of a
long-stay car park with 1,500 spaces, offering
attractive prices for longer periods;
o Doubling the bathroom facilities in the baggage
reclaim area;
o Tripling the exits in the baggage reclaim area.
- Measures connected to working conditions:
o Enlargement of the RX zone: 3 additional lines;
o Division of the number of check-in counters
according to the number of items of luggage
expected on the basis of a statistical study, thus
reducing waiting times for passengers when
checking in their luggage;
o Introduction of an outdoor guidance system so that
maximum use can be made of airplane parking
spaces;
o Purchase of 4 Powerstow baggage conveyor belts to
be used within the hold and helping to improve the
working conditions for our baggage handlers;
o Introduction of a break at night on the runway, on
the one hand to help operations at the end of the
day (returning aircraft based there), and to help with
preparation for the teams starting the day (first
Wave) on the other;
8
o Introduction of trainers on the ground, as well as a
hands-on management policy;
o Organisation of work into geographical areas in
consultation with staff to reduce unnecessary
movement on the runway.
A reflection process is underway regarding staff who
deal with passengers;
o Increase in staff numbers above and beyond airport
ratios in order to make up for the disadvantages
caused by the small size of facilities.
(Use of fixed term temporary employment contracts
to take the seasonality of our business into account:
moving from having 12 planes based here in the
winter season to 19 in the summer).
9
3.2 Aviation activities
Sales income from airlines (refuelling, excess baggage, ticket sales etc.)
is €5,498,000, equivalent to €1.87/departing passenger.
While waiting for the work to extend the current infrastructure to be
completed, BSCA has decided to take an approach based on
controlled growth. In 2011, the number of passengers grew by 14%.
Ryanair, Jetairfly and Wizzair have continued to develop by intensifying
their presence at Brussels South Charleroi Airport. 16 new destinations
have been launched.
In terms of airline companies, we have seen a general rise in the
number of passengers compared to 2010: +58% for Jetairfly and +14%
for Ryanair.
A total of 243 ad hoc flights were recorded in 2011 (compared to 182 in
2010), mainly divided into positioning flights (84%) and ad hoc flights
(10%).
In 2011, Ryanair introduced 12 new destinations and increased flight
frequencies to other destinations.
Jetairfly has based a 3rd plane for the summer, and launched 3 new
destinations, namely Athens, Alicante and Oran. As in 2010, flights to
Antalya were operated by Freebird Airlines on behalf of Jetair.
Wizz Air launched one new destination, namely Belgrade.
In terms of passenger load factors for airline companies, the following
changes were observed:
Passenger load factor 2010 2011 Change Y-1
All airlines 77.73% 79.60% 2%
Ryanair 77.08% 78.67% 2%
Wizzair 79.07% 81.54% 3%
Jetairfly 86.83% 89.21% 3%
Jet4you 77.76% 76.87% -1%
Freebird Airlines 86.04% 81.29% -6%
10
In terms of airline companies’ market share, the following changes
were observed:
Market share 2010 2011
Ryanair 82.70% 83.00%
Wizzair 7.9% 6.50%
Jetairfly 6.00% 8.30%
Jet4you 2.00% 1.60%
Freebird Airlines 0.40% 0.30%
2005
2006
2007
2008
2009 2010
2011
Number of
passengers
1,873,651
2,166,915
2,458,980
2,957,026
3,937,187
5,195,372
5,901,007
Total number
of movements
61,212
66,480
70,725
79,487
81,726
80,009
85,597
11
3.3 Marketing and Communication activities
Marketing and communication activities targeted 3 different sectors:
tourism, aviation (airline companies) and the general public. In most
cases, the activities organised make use of marketing and
communication.
3.3.1 Marketing & Communication
As far as the aviation sector is concerned, collaboration with airline
companies present on the airport site has been very proactive. Every 6
months, a marketing plan and a communication plan are presented to
them and approved.
For the general public, the purpose of the campaigns collaborated on
by both the marketing and communication departments was to raise
the profile of the destination network, improve the airport’s reputation
and promote the lines that need support. Examples of activities include:
the creation of a Facebook page, updated every day, the Road Show
(a bus travelling through Belgium, Luxembourg and northern France
promoting BSCA), involvement in travel shows and various radio
partnerships with, among others, BelRTL, NRJ and MNM (formerly Radio
Donna). Since the beginning of this year, Youtube.com is also showing
different videos of the airport and various associated events.
3.3.2. Marketing
In 2011, promotion of the airport and its services within the tourism
industry (travel agencies, tour operators, tourist information offices) was
intensified and customised, with the introduction of a monthly
newsletter, involvement in travel industry events including both annual
Jetair Affair events, the Travel Magazine Gala and the reception for
members of the national tourist office association (ANTOR) at BSCA.
3.3.3 Communication
12
The 2011-2013 Communication Plan was written: “L’alternative qui
s’impose” (the obvious alternative).
In terms of internal communication, the department is responsible for
producing the internal magazine (“Entre Nous”), which comes out once
every 3 months. Every day, they look at the media coverage of BSCA,
its partners and issues connected to the airport, with a view to carrying
out a press review.
When it comes to external communication, there are two main target
audiences (apart from airline companies): the press and the general
public (travellers or potential travellers).
In 2011, the airport organised 10 press conferences to present the
development of its airline companies, the new services available at the
airport, as well as events put on within the terminal. 46 press releases
were sent out. 7 press trips were organised in collaboration with tourist
offices and airline companies to promote new destinations or those
needing support.
Communication targeting the general public uses a number of different
channels. First of all there is “Gate” magazine, which the airport gives
out to passengers in the terminal free of charge. Its purpose is to
promote routes in need of help, and to encourage passengers to want
to go there. Another goal is to promote the services available at the
airport and become a money maker.
In order to promote the lines that need support, 3 promotional
campaigns have been designed and published in B2B publications as
well as used in the terminal.
13
3.4 Commercial concessions
Our non-aviation commercial income rose by 11% compared to 2010.
We have a range of car parks that are easy to use and accessible, with
prices to suit our passengers.
The Economy car park, which is a bit further away from the Terminal,
was launched over two years ago. This car park is opened occasionally
and during very busy times where there are lots of passengers. In 2012,
this car park will be redesigned to cater for long-term customers.
The “Brussels City Shuttle” bus is set to increase its frequency (every 20
mins.) to the main Brussels-Midi station. To avoid passengers having to
queue, a booking service has been launched via the website, and
ticket machines are located outside the terminal.
A shuttle service between Brussels South Charleroi Airport and the
Luxembourg region has been introduced. It has been such a success
that the frequency has been increased to 15 shuttle buses a day, so 30
return trips every day, between Charleroi airport and Arlon,
Luxembourg centre (3 stops), Thionville and Metz. In order to optimise
access via the shuttle buses, a shuttle service will be introduced in 2012
to Lille station and Antwerp.
In the public part of the terminal and in the boarding area, the
restaurant and bars offer a broad range of dishes and sandwiches to
eat before flights. In the summer, a PAUL kiosk was opened in the
boarding area, and a Leonidas shop can be found in the arrival area.
A petrol station, carwash, 5 car hire companies, a travel agency, a
bookshop, a sweetshop, a duty free shop, a florist and a toyshop
complete our range of concessions.
As part of the services we offer our passengers, we have increased the
Internet points (terminals and areas), and we have launched services
such as the fast lane and the corporate card.
The airport has grown and developed its welcome desk. This service is
available for passengers as an information and reception point and to
market our products in the BSCA colours.
During November 2011, BSCA carried out a survey among its
passengers with a view to understanding their expectations in terms of
commercial outlets and redesigning the airside area accordingly.
There were a number of “mystery shoppers” who visited the HoReCa
outlets to establish what was offered to customers and the quantity and
quality of the dishes available.
14
BSCA plans to repeat these kinds of surveys in the future in order to
continue to improve the service that we offer our passengers.
Revenue from the different concessions represents a total income of
€23,909,554.91 for the airport, equivalent to €8.15 per departing
passenger.
The largest profits are generated by the car parks, the shuttle service to
Brussels, HoReCa and the Duty Free shop.
15
3.5 Human resources
In 2011, the number of employees at BSCA rose by 28 people between
1st January and 31st December 2011.
This represents a total of 406.45 full-time equivalents as of 31st
December 2011.
Staff
numbers
Staff
numbers
Staff
numbers
Staff
numbers
Staff
numbers
Staff
numbers
Staff
numbers
Staff
numbers
Staff
numbers
Staff
numbers
Staff
numbers
Staff
numbers
FTE FTE FTE FTE FTE FTE FTE FTE FTE FTE FTE FTE
Jan Feb Mar Apr. May Jun Jul Aug Sep Oct Nov Dec
TOTAL 394.92 389.99 391.46 415.06 420.63 429.08 440.44 444.47 446.93 432.93 410.99 406.45
FTE
Clerical 236.95 233.99 234.46 238,55 245.19 252.3 243.73 250,13 252,09 246,69 232,25 226,7
FTE Manual 157.97 156 157 176.51 175.44 176.78 196.71 194.34 194.84 186.24 178.74 179.75
TOTAL 394.92 389.99 391.46 415.06 420.63 429.08 440.44 444.47 446.93 432.93 410.99 406.45
360
370
380
390
400
410
420
430
440
450
460
Staff numbers 2011
FTE
16
The majority of these jobs are based on permanent contracts.
BSCA currently has more clerical staff than manual labourers (57%
clerical compared to 43% manual).
The male/female division is as follows: 30% women compared to 70%
men.
BSCA has a youthful population; our average age is 34.
Managing absenteeism remains a daily task.
We have introduced a new procedure for workplace accidents, which
is proving useful.
3.5.1. Training
BSCA attaches particular importance to training. This essentially
involves operational training. In 2011, 13,170 hours of training
were provided for all staff at BSCA.
3.6 Management of environment measures by the SOWAER
Spurred on by the Walloon Government’s determination as well as by
the legal stability acquired in 2005, the Société Wallonne des Aéroports
(Walloon Airport Authority, SOWAER) has continued and improved its
handling of communication from local residents within the context of
managing environmental measures in the areas around Wallonia’s two
airports.
Lastly, the ongoing monitoring of sound levels, compliance with noise
reduction procedures and information for local residents remain the
main ongoing actions of the Sowaer.
17
Management of environmental measures
3.6.1 Acquisition of buildings in zones A’ and B’ of the P.E.B. (Plan
d’exposition au bruit, noise exposure plan) and soundproofing in
zones A’ to D’
Within the context of an agreement with the Walloon Region,
buildings and land in zones A’ and B’ of the Charleroi airport
P.E.B. were purchased by IGRETEC on the SOWAER’s behalf.
On 31/12/2011, 167 buildings had been bought, and 2,394
buildings had been soundproofed.
The following statistics have been provided by the SOWAER:
PEB zones A’ B’ C’ D’ Total
Charleroi – completed
- soundproofing
- purchases
5
76
114
91
606
0
1,669
0
2,394
167
Charleroi – underway
- soundproofing
- purchases
10
37
20
58
144
0
775
0
949
95
3.6.2 Relocation allowances for tenants of buildings in zones A’ and B’
of Charleroi.
On 31st December 2011, 25 relocation allowances had been
paid to tenants who had moved from zones A’ and B’.
3.6.3 Compensation for commercial difficulties in zones A’ and B’ of
the P.E.B.
On 31st December 2011, 6 payments had been paid to people
who had been working in zone A’ or B’ and who had moved or
stopped this work.
18
3.7 Board of Directors, Management Committee,
Nomination and Remuneration Committee and
Strategic Committee
The General Meeting acknowledges the resignation of Enrico MARCHI,
a Director, by a letter dated 11/05/2011 and confirmed by the Board of
Directors.
The General Meeting will be asked to confirm the nomination of Thierry
HUBERT, who was elected during the meeting of the Board of Directors
on 26/05/11 as a category C Director, for a term ending on 10th
December 2014.
At its meeting of 27th January 2011, the General Meeting appointed
Christophe CLERSY and Jean-Jacques CLOQUET as directors until 10th
December 2014, the second of whom has been given the task of the
day-to-day management of the company, as well as the role of
company representative by the Board of Directors after making its
decision on 22nd December 2010.
The Walloon government appointed Mr COLLET and Mr LORAND as
Government Observers on 19th May 2010.
The managing bodies are composed as follows:
Management Committee
In 2011, the Management Committee is composed as follows:
- Laurent LEVEQUE, Chairman
- Valérie LEBURTON, Vice Chairman
- Jean-Jacques CLOQUET, Managing Director
- Paolo SIMIONI, Director
Nomination and Remuneration Committee
- Laurent LEVEQUE, Chairman
- Valérie LEBURTON, Vice Chairman
- Jean-Jacques CLOQUET, Managing Director
- Carlos BOURGEOIS, Director
- Paolo SIMIONI, Director
19
Strategic Committee
- Laurent LEVEQUE, Chairman
- Jean-Jacques CLOQUET, Managing Director
- Carlos BOURGEOIS, Director
- Paolo SIMIONI, Director
Board of Directors
- Laurent LEVEQUE, Chairman
- Valérie LEBURTON, Vice Chairman
- Leonardo BELLODI, Director
- Carlos BOURGEOIS, Director
- Anne Sophie CHARLE, Director
- Christophe CLERSY, Director
- Jean-Jacques CLOQUET, Director
- Marc DENEVE, Director
- Antonio DI SANTO, Director
- Georges DUTRY, Director
- Dominique HAUSMAN, Director
- Jean-Marie HOSLET, Director
- Thierry HUBERT, Director
- Christophe JONLET, Director
- Louis-Marie PIRON, Director
- Anne PRIGNON, Director
- Paolo SIMIONI, Director
- Philippe SUINEN, Director
- Luc VUYLSTEKE, Director
20
4/ Observations on the annual accounts
All the amounts mentioned in this paragraph are in THOUSANDS OF EUROS,
unless indicated otherwise.
4.1 Profit and Loss
4.1.1. Sales and Services
Sales in 2011 were clearly directly affected by the rise in the
number of passengers recorded during the year (+10.5% rise in
turnover for +13.6% in terms of passengers).
The main sources of this rise are the profits from handling
activities (+16.78%), income from commercial concessions
(+10.48%) and the income we receive from airline companies,
mainly for ticketing, refuelling and excess baggage (+10.81%).
The total for sales and services was EUR 87,476 for 2011,
compared to EUR 81,387 in 2011, so an increase of 7.5 %.
4.1.2. Cost of sales and services
The entry for “Miscellaneous goods and services” rose to EUR
39,631 compared to EUR 39,349 in 2010. The running costs for
BSCA Security were EUR 13,703 compared to EUR 13,745 for 2010.
In order to deal with the increase in passenger numbers,
additional staff were taken on. This led to an increase in staff
costs of 18.7%, rising to EUR 25,465 compared to EUR 21,459 in
2010.
Capital allowance was EUR 2,833 for 2011 compared to EUR
2,149 in 2010. This increase can be explained by, among other
things, 4 new departure lounges and vehicle capital allowance.
The total for the “Cost of sales and services” was EUR 70,843
compared to EUR 66,162 in 2010.
4.1.3. Financial income
21
Financial income rose (121.10%) as a result of a slight rise in
interest rates and increased investments compared to 2010.
4.1.4. Pre-tax profit
The pre-tax profit was EUR 16,505 compared to a profit of EUR
14,952 in 2010. Taxes on profit were EUR 5,195.
4.1.5. Profit to be allocated
The profit from this period to be allocated was EUR 10,469
compared to a profit of EUR 9,994 in 2010.
The Board of Directors therefore recommends that the General
Meeting distribute a dividend of EUR 6,815. This is made up of a
preferred dividend for Belgian Airport of EUR 1,884 and an
ordinary dividend for the other shareholders of EUR 4,931. The
profit to be carried forward was EUR 19,336.
22
4.2 Balance sheets
4.2.1. Assets
Fixed assets increased, rising from EUR 22,324 in 2010 to EUR
26,178 in 2011. This increase can be explained by the
construction of 4 new departure lounges.
Accounts receivables went from EUR 11,576 to EUR 10,198,
following the increase in our sales and services.
Short-term investments and cash assets also rose, increasing from
EUR 23,143 in 2010 to EUR 26,689 in 2011.
4.2.2. Liabilities
Equity rose to EUR 28,655 instead of EUR 24,191 in 2010.
Debts more than one year old mainly represent the long-term
share in the funding for the oil tank infrastructure.
Trade debts rose from EUR 13,744 to EUR 15,194.
As far as dividend pay-outs are concerned, the Board of
Directors incorporated the position of the majority shareholder.
However, it did express its concern regarding the funding by the
public authority of necessary investments and asks for more
clarification of this issue.
23
5/ IMPORTANT EVENTS AFTER THE END OF THE YEAR, AND
CIRCUMSTANCES THAT MIGHT HAVE A SIGNIFICANT INFLUENCE ON
THE COMPANY’S DEVELOPMENT
5.1. Development of aviation activities
After a relative drop in activities traditionally seen over the winter, BSCA
is preparing for a summer that should once again break all records, with
the presence of 19 planes based at the airport (16 Ryanair and 3
Jetairfly) from 01/04/2012.
5.2. Master Plan
To support development, BSCA released an invitation to tender with a
view to preparing a Master Plan. The purpose of this is to plan out the
site’s growth over the next 20 years, starting in 2011. Aertec was
selected at the end of the tender process. The first working meetings
took place during the first quarter of 2012.
5.3. Economy car park
During the second quarter of 2012, repair work on the old south
economy car park began. It was due to be finished for the summer.
New signage was introduced and a roundabout was built to relieve
traffic around the terminal.
5.4. Airplane parking
Studies looking at the creation of 14 new airplane parking lots also
began. The estimated budget for this project is 14 million, and it will be
carried out by the SOWAER in collaboration with BSCA’s technical
teams.
5.5. Redesign of the Airside zone
2012 should also see the completion of work on the airside commercial
area.
24
N/A.
N/A.
8/ Financial instruments
BSCA does not use financial instruments.
6/ Research and development
7/ Indications relating to the existence of a subsidiary
25
9/ Description of the main risks and uncertainties
9.1. Risks connected to the appeal against permits
On 1st February 2005, the City of Charleroi granted the SOWAER an
environmental permit.
On 14th February 2005, the planning officer and technical officer
granted the single permit for the first investment phase for Charleroi
airport.
Having exhausted all internal appeal processes, the residents’
association filed appeals to suspend and annul these with the Council
of State. The appeals to suspend the permits were rejected by the
Council of State on 17th January 2006. The appeals to cancel them
were still underway on 31st December 2011.
9.2. Risks connected to residents’ civil appeals
A number of residents brought proceedings against BSCA and the
Walloon Region in November 2003, to demand compensation for
damages for faults allegedly committed by BSCA and the Walloon
Region, who they claim, in substance, authorised flights producing
sound levels over and above the authorised limits, as well as flights that
breached the provisions of the decree of 23rd June 1994 relating to
airport opening times.
In the ruling of the Charleroi Tribunal de Première Instance on 30th
March 2004, movements contrary to article 1b of the decree of 23rd
June 1994 were prohibited, with penalties, and a legal assessment was
ordered to determine any excess noise for the residents concerned.
On 1st February 2005, the Mons Court of Appeal amended the ruling,
confirming the legal assessment, and asked the Court of Arbitration for
preliminary rulings for the moment when, after 1st April 2004, the decree
had been modified to relax a number of disproportionate restrictions
related to running the airport.
The Court of Arbitration ruled that the decree of 1st April 2004 did not
breach the constitution.
After the end of the current year (the expert has submitted his draft
report to the parties), the case will be heard again and examined on its
merits to assess the damages that the residents claim they have
suffered.
The expert’s report, whose conclusions supported BSCA and the
Walloon Region, was submitted to the Charleroi Tribunal de Première
Instance de Charleroi on 23rd January 2008.
26
The case has not seen any developments during 2011.
9.3. Decontamination of the South fuel station
In accordance with a Walloon decree, the ground must be cleaned up
as soon as activities cease at the South station. A fund of €95,000 has
been entered in the accounts for 31/12/2010.
The work is due to start during the 2nd quarter of 2012.
9.4. Dependency on one main client
RYANAIR is currently BSCA’s main client and generates over 80% of its
passengers. This presence could discourage other companies from
developing their business in Charleroi.
However, it is worth highlighting the growing success of WIZZ Air and Jet
Air Fly (3 planes based at Charleroi).
9.5. Risk connected to the existence of a consultancy
contract
A consultancy contract terminated in December 2009 does pose a
problem. The legislation governing public contracts and statutory
signature requirements was not respected, which means that this
contract is not applicable in terms of its financial implications.
Invoices raised by this consultant have been sent to BSCA. These were
included in the accounts for 31st December 2010, but they were
disputed immediately by BSCA on the basis of this same issue.
The consultant started legal proceedings against BSCA to secure
payment for the disputed invoices.
A claim for damages was also submitted by the SOWAER against BSCA
to the Charleroi Commercial Court.
9.6. Conflict of interests for a director
During the year, Naitec, a subsidiary of the SAVE group, was awarded
the contract for the airplane parking management software, worth
€147,500. During the vote to award the contract, the Directors
representing Belgian Airport left the meeting.
Below is an extract from the minutes of the meeting of the Board of
Directors on 23/6/2011, which ratified the decision:
27
“Parking control”
The representatives of Belgian Airport are asked to leave the meeting.
The Chairman reminds those present that during the last meeting, the
Board of Directors authorised Mr Lambrechts to enter into a negotiated
procedure to arrive at a price that matches the budget, namely
150,000 EUROS. This order is driven by urgency.
The memo, which was approved by our legal advisors, was addressed
to the Directors, with the exception of category C Directors.
Mr Lambrechts, acting within the context of the authority granted him
by the special power of attorney given by the Board of Directors during
its meeting of 27th January 2011, recommended to the Management
Committee that it award the contract to N-AITEC for 147,500 Euros.
Mr Deneve points out that, as SAVE does each time it is involved in a
BSCA contract, it will express reservations about the awarding of the
contract.
The Directors unanimously agree that the contract should be awarded
to N-AITEC.
Messrs. Simioni, Bourgeois, Jonlet and Hubert rejoin the meeting.”