曝光臺 注意防騙 網曝天貓店富美金盛家居專營店坑蒙拐騙欺詐消費者

that the air transport industry will emerge from the
troubled financial times that they are currently going
through and that the prospects for growth are good –
perhaps even too good, for there could be as many as
2.3 million unaccommodated flights by the year 2030.
Challenges ahead
The challenges facing European air traffic management
remain broadly the same – how to make the system
safer, how to make it perform better in terms
of cost and efficiency, how to increase capacity and
reduce delays and how to help mitigate aviation’s
impact on the environment.
EUROCONTROL has worked hard on all these
challenges, making good progress in each,
as you will see from the pages that follow.
I would like to thank the EUROCONTROL Agency as
well as all our stakeholders and partners in this
industry for all their fine work during 2008. My thanks,
too, to the senior management of the Agency and my
peers on the Provisional Council for the constant
support they have given to me over the year.
Nils Gunnar Billinger
(( I would like to thank the EUROCONTROL
Agency as well as all our
stakeholders and partners in this
industry for all their fine work during 2008.
My thanks, too, to the senior management
of the Agency and my peers
on the Provisional Council for the
constant support they have given
to me over the year. ))
8
2008 was the first year of my mandate as Director
General of the EUROCONTROL Agency and it was
certainly an interesting one.
My aim overall is for the EUROCONTROL Agency to
demonstrate the substantial value it provides to the
European ATM system. But for the Agency to continue
doing this, it has to be closely aligned to the needs of
its most important stakeholders.
With this in mind, several initiatives were conducted
over the year.
Arguably the most fundamental change was the
creation of a single Directorate to reflect the Agency’s
core business: Cooperative Network Design, CND. This
move drew together all the service units or directorates
that deal with cooperative network design – in France,
Luxembourg, Hungary and many in Brussels; they have
now been consolidated and strengthened.
The reason for doing this was to bring together all their
knowledge and expertise, making for greater synergy,
and to cut overlap and cost.
Having one, single CND Directorate allows the EUROCONTROL
Agency to work in clearer, more transparent
partnership with our stakeholders in the design and
implementation of a pan-European ATM system:
a system to meet both the short-term and the longerterm
requirements.
A change of equal impact on the Agency’s stakeholder
relations was made with the evolution in the
governance arrangements.
Supervisory Boards were created for all main services:
cooperative network design, central flow management
and route charges collection.
The Air Navigation Services Board received a firm
mandate and remit from the Provisional Council, taking
it beyond the mere advisory role played by the earlier
Foreword
by the Director General
EUROCONTROL Annual Report 2008 9
board of the same name – and well beyond the
functions of the former Chief Executive Standing
Conference. It has real powers in approving the
Agency’s Business Plan and in endorsing financial
commitments.
The new governance arrangements are a major step
forward in modernising EUROCONTROL and in implementing
the principles of transparency and partnership.
This change in our approach to business increases
the effectiveness of interaction with all our
stakeholders.
The new governance arrangements required an adaptation
of the way that the Agency sets its strategy, and
develops its Business Plan and budget. A new planning
cycle, in which the stakeholders are involved, was
created, as was a methodology for preparing the
budget; both these initiatives will contribute to the
overall aim of controlling costs and increasing
transparency, giving a clearer picture of expenditure
and return on investment.
Other key internal changes were made during the year.
An Agency Improvement Programme was launched
to provide a good overview of the resources allocated
to the Agency’s main deliverables and services.
The Administrative Reform came into effect on 1 July:
this entailed a major modernisation of working conditions,
opening a range of opportunities for staff as well
as making it possible to strengthen performance across
the Agency.
Another positive move was the establishment of a reinforced
　
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