Die Flughafengesellschaft FBB betreibt den Flughafen Berlin Brandenburg Willy Brandt (BER) mit seinen drei Terminals. Berlin ist der drittgrößte Flughafenstandort in Deutschland; gemessen an den ankommenden und abfliegenden Passagieren (ohne Umsteiger) sogar der größte. Die Flughäfen Schönefeld und Tegel fertigten im Jahr 2019, vor der Coronavirus-Pandemie, rund 35,65 Millionen Passagiere ab. Für das Jahr 2020 rechnet die Flughafengesellschaft mit insgesamt rund neun Millionen Passagieren.

The airport company Flughafen Berlin Brandenburg GmbH (FBB) operates Berlin Brandenburg Willy Brandt Airport (BER) with its three terminals. Berlin is the third biggest airport location in Germany and ranks first in terms of origin and destination traffic (not counting connecting passengers). In 2019, before the coronavirus pandemic, the airports in Schönefeld and Tegel handled around 35.65 million passengers. For 2020, the airport company expects a total of around nine million passengers.

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Annual Report 2011

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Annual Report 2011

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→ 36 | Berlin Brandenburg Airport → Annual Report 2011 „We have found first-class tenants and we have been highly successful in securing a significant regional aspect in the leases for the new airport.“ Dr Norbert Minhorst, Vice-President Non Aviation Management Interview Dr Norbert Minhorst Vice-President Non Aviation Management How do you appraise the course of the non aviation business at the Berlin Airports Schoenefeld and Tegel in 2011? Minhorst: By doubling the sales areas in Tegel and Schoenefeld in 2007 and changing the type of representative businesses, we were able to achieve a massive increase in income, and 2011 was the best year we have ever had. The growth in area, other concepts and the changed layout of the areas, especially in Schoenefeld, where we completely redesigned the shopping opportunities in the terminal for the low-cost carriers, proved to be highly rewarding for us. What were your other most important successes in 2011? Minhorst: They were related to BER. We were able to achieve full lease of capacities at a very early point one and a half years before operational start-up – that is a tremendous achievement. We have found first-class tenants and we have been highly successful in securing a significant regional aspect in the leases for the new airport. What is the current status of the leasing at BER, particularly with respect to completely new tenants? Minhorst: The most important point is really the regional aspect in the leasing of the areas. The fact that we have a “Borchardt” at the airport, for example, a “Ständige Vertretung” or “Lutter and Wegner”. The great names from Berlin will all be prominent features. But small stores from the central city area will be represented at the airport for the first time as well; there is “Die kleine Gesellschaft”, a Berlin toy merchant, or Confiserie Felicitas, a chocolate retailer from Lusatia, and a Spreewald store. Many different concepts which you would never find at another airport. No one is pursuing this regional idea as intensively as we are. That is unusual. Passengers at airports are more accustomed to the international chains which have become almost standardised. Will they be there as well? Minhorst: Of course. We need international brands, we need strong

German brands, and we need regional brands that make BER unique. We need a McDonald’s, a Starbucks and top fashion brands such as Boss and Esprit. Their presence is absolutely essential because people expect to find them at an airport. And rightly so. But – we have said right from the beginning that it must be possible to find a curry sausage and döner at the Berlin airport as well. While the architecture should give the visitors the impression that the airport belongs right here, the products and services offered here should also clearly indicate that they are leaving Berlin or Brandenburg and perhaps even cause them to think: “What a pity I’m flying away from here.” What is still left for you to do before the BER opening? Minhorst: The furnishing of the shops is decisive for us. We had the first shop completely finished at the end of February. We have to have everything finished by the end of May when the security in the terminal is turned to Annual Report 2011 � Berlin Brandenburg Airport | 37 � Dr Norbert Minhorst, Vice-President Non Aviation Management “high”. Since dogs will be used then as well for security inspections, we are not allowed to bring in any merchandise before that – that would be too much for the dogs. We will then have two to three weeks to stock the stores with their merchandise. What is the significance of the opening of a completely new airport for your division? Minhorst: It is a unique and sensational situation when you can plan a new project completely from the green meadow through its complete realisation and finally to be allowed to operate it as well. This is a triad which will probably never occur again in western Europe. What is the greatest challenge for you in 2012? Minhorst: The opening – and the lead-in period. That will be exciting; the last part of the climb to the summit is always the steepest. The last ten weeks will undoubtedly prove to be really exhausting. We will have plenty of respect for what must be accom- plished, but it is not necessary for us to be frightened. What will you do yourself on 04 June 2012? Minhorst: That is the only day I haven't given a moment’s thought to at this time. I expect that I will shake a lot of hands and meet a lot of excited shop owners. As I walk through the terminal, I will look like a wide-eyed little boy.

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