Annual Report 2013 2 013

Annual Report 2013 2 013 01 At a glance Vision, mission and values 7 Chairman’s letter 8 CEO’s letter 10 02 Consolidated figures – Management’s highlights 12 Corporate Governance 14 report of activities Financial review 03 and analysis 19 Consolidated Overall business review 24 Maintenance financial & Engineering 30 statements Flight Operations 34 Consolidated income statement 39 Consolidated statement of comprehensive income 40 Consolidated balance sheet 41 Consolidated statement of cash flows 42 Consolidated statement of changes in equity 44 Notes to the consolidated financial statements 46 Report of the Réviseur d’entreprises agréé 82 cargolux Contents | Annual Report 2013 2 01 02 03 04 Sustainability 04 Company profile 87 Environment 96 Social 102 05 Community 108 Customer care 110 Spanning 05 Reporting process and GRI 112 the world Independent and limited assurance report 115 European trucking network 119 Cargolux route map 122 Annual Report 2013 | cargolux 3 At a glance At aglance 01 01 Vision, mission, values 01 Our vision • To become the undisputed global leader in air cargo Our mission • To secure the profitability of our Company by pro- viding freight forwarders with unrivaled competitive advantage in their operations worldwide • To secure and strengthen the Company’s position in a growing and changing air cargo market • To create value for customers, shareholders and employees Living our values: dedication, respect, integrity Dedication • We act as a team • We perform to high standards • We deliver on promises Respect • We live diversity and respect • We respect personal privacy • We provide a healthy and safe environment for others and ourselves • We care for the environment • We live our responsibility as a global corporate citizen Integrity • We compete fairly • We avoid conflicts of interest Annual Report 2013 | • We respect the law and act accordingly • We protect our assets • We handle information adequately cargolux • We value our business partners 7 Chairman’s Letter The woes of the air cargo market persisted during 2013, This letter would not be complete without a brief review which was arguably even more challenging than 2012. of the developments around the Cargolux shareholding According to IATA, demand for airfreight remained slug- structure. Following Qatar Airways’ decision in Novem- gish in 2013 with a modest 1.2% increase. In contrast, ber 2012 to sell its 35% stake in the company, the capacity expanded by a more robust 2.6% in the same Grand-Duchy of Luxembourg acquired the stake with period on account of additional belly space brought the intention of selling it on to a suitable replacement onto the market for the most part by combination car- strategic investor. The process of identifying potential riers, especially from the Middle East and Asia, who investors began in the first quarter of 2013. In January continued to increase the size of their wide-body fleets 2014, the Luxembourg government announced that in response to strong demand on the passenger side. it would sell the stake to the Chinese investor Henan Given the prevailing difficult trading conditions, Car- Civil Aviation Development and Investment Co., Ltd, golux ended 2013 on a high note and posted a full- (HNCA). Still in the same month, the Cargolux Board of year net profit of US$ 8.4 million fuelled by an annual Directors agreed to enter into a Commercial Coopera- production of 5.7 billion FTKs1 – an increase of 19.2% tion Agreement with HNCA, hence paving the way for a over 2012 - which allowed the company to be ranked close and mutually rewarding partnership between the 8th among the world’s top ten freighter airlines and to two parties. The closing of the transaction took place outperform every one of them in terms of year-on-year on April 23, 2014. growth by a comfortable margin. Before I conclude, I would like to express my apprecia- The rejuvenation of the Cargolux fleet continued during tion to my fellow directors for their contributions over 2013 with the delivery of three additional Boeing 747-8 the past year. Also, I am grateful to Richard Forson for freighters – including VCA, the 25th freighter delivered safely steering Cargolux through the turbulence at the by Boeing to Cargolux since our relationship began - end of 2012 and in 2013 in the role of interim CEO, and transforming our fleet into one of the industry’s young- for paving the way for Dirk Reich, who took the helm of est with an average age of 5.5 years. In February 2014, Cargolux in March of this year, to usher in a new era of the Board of Directors approved the order of an addi- much needed stability. His global industry experience tional Boeing 747-8F – taking the total order to 14 units and strong leadership qualities will allow Cargolux to – in order to support the airline’s growth on the back weather future challenges successfully. of an expected increase in cargo volumes from 2014 I would also like to thank our current and new share- onwards. holders for their continued support, particularly for their The purchase of the additional Boeing 747-8 freighter total investment in the future of Cargolux of US$ 275 forms part of the airline’s 5-year business plan - intended million between February 2013 and April 2014. Indeed, cargolux to provide Cargolux with the necessary financial this reflects their confidence in the ability of the entire strength in the long term to achieve lasting sustainabil- Cargolux team – company leadership and employees – to tackle head-on the challenges ahead. Equally, it is | ity - adopted by the Board of Directors in February 2013 Annual Report 2013 and further refined in early 2014. A crucial step towards testament to their firm belief in the strength and value of strengthening the airline’s capital base, one of the the Cargolux brand. plan’s foremost objectives, took place in March 2013 with the injection of liquidity into Cargolux amounting Luxembourg, April 2014 to US$ 100 million, by way of a mandatorily convertible bond in March 2015, as part of a total of US$ 275 million additional equity foreseen in the business plan. No doubt a strong show of faith in the future of the airline by the shareholders. Paul Helminger 8 1 Freight-tonne-kilometers 01 9 cargolux | Annual Report 2013 CEO’s Letter Although we saw some cyclical improvement in the last however, notably turned out to be another milestone in quarter of 2013, trading conditions overall remained our history with 74,000 tonnes of freight carried on our challenging for the year as high fuel prices, intense network and revenues in excess of US$ 200 million. competition, weak demand and deteriorating yields We have forged ahead with flying the first-ever Boeing continued to plague the air cargo industry as a whole. 747-8 services to a host of new approved destinations The sharp decline in yields prompted airlines to park for the aircraft, including Xiamen, China; Latacunga, as many as 42 Boeing 747-400 freighters at the end of Ecuador; Aguadilla, Puerto Rico; Hanoi, Vietnam; Vira- 2013, 25 units more than in 2012. In contrast, Cargolux copos, Brazil and Vienna, Austria. bucked the industry trend successfully by introducing At the end of 2013, our fleet comprised nine 747-8 additional capacity and increasing volumes in order to freighters. The new generation aircraft has provided us maximize contribution. considerably lower operating unit costs and the best This initiative allowed us to achieve a US$ 8.4 million net economics available in its category. According to our profit despite continued marketplace challenges. This latest fleet plan, two deliveries are slated for both 2014 result is a substantial improvement over the US$ 35.1 and 2015 while the last aircraft on order is expected to million loss recorded in 2012. Revenues for 2013 versus be delivered in 2017. This will result in a core fleet of 14 2012 increased by 13.4% from US$ 1,726.3 million to Boeing 747-8 freighters. US$ 1,956.8 million. Notwithstanding our efforts to boost the competitive- Thanks primarily to the three Boeing 747-8 freighters ness of Cargolux, we remain focused on the implemen- and an additional power-by-the-hour leased freight- tation of efforts aimed at minimizing our impact on the ers that joined our fleet in 2013, we achieved a 17.1% environment. Our fleet renewal program, in particular, increase in total block hours. Capacity, measured in is also a reflection of our strong contribution to reduc- ing our CO footprint. Equally, we acknowledge our ATKs2 increased by 20.7% to 8,452 million with an aver- 2 social responsibilities and pledge to conduct business age load factor system-wide of 67.7%. Tonnes sold in a responsible manner as defined in our Ethics Code. climbed by 16.7% to 753,848 tonnes. Cargolux contin- We believe that conducting business in a responsible ues to be the industry leader in terms of daily utilization way creates a competitive advantage by enabling us of its fleet of B747 freighter aircraft. to develop and maintain successful business relation- cargolux With an average price per tonne hovering close to the ships with all our stakeholders and to support the global US$ 1,000 mark, fuel expenditure remained our most communities in which we all live and work. significant cost, accounting for 47.6% of total operating Trading conditions for freighter operators will remain | Annual Report 2013 costs. challenging, but we expect 2014 to be a better year for We achieved some major milestones this year, includ- the airfreight business owing to the recent cyclical eco- ing a record network expansion as we added 12 desti- nomic upturn that has gained momentum.

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