Die FBB betreibt den Flughafen Schönefeld und über ihre Tochtergesellschaft BFG den Flughafen Tegel. Im Jahr 2017 wurden an den Flughäfen rund 33,3 Millionen Passagiere befördert. Damit ist Berlin der drittgrößte Flughafenstandort in Deutschland. Um die nötigen Kapazitäten für die Zukunft zu schaffen, entsteht derzeit der neue Flughafen Berlin Brandenburg Willy Brandt am Standort Schönefeld.
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Annual Report 2012

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Portraits, finances, prospects: Flughafen Berlin Brandenburg GmbH presents its key business segments, latest financial statements and most recent developments in the annual report.

50 | Flughafen Berlin

50 | Flughafen Berlin Brandenburg GmbH Flughafen Berlin Brandenburg GmbH, Schönefeld Consolidated Management Report for the Fiscal Year from 1 January to 31 December 2012 01Flughafen Berlin Brandenburg GmbH A The Construction of the New Berlin Brandenburg Airport A.1 Postponement of the opening and its consequences Overview The BER project suffered a major setback in 2012: the decision to postpone the opening of Berlin Brandenburg Airport Willy Brandt was made on 8 May 2012. Technical problems in the area of fire protection in particular made the punctual operational start-up on 3 June 2012 impossible. All of the preparations for operational start-up of the new airport were suspended when the postponement of the opening date was decided. The integration trials which had begun testing the new airport with the aid of more than 10,000 extras in February were suspended indefinitely. Meetings and negotiations with airlines, the ground traffic service providers, tenants and other business partners had to be conducted so that the continued operation of the airports in Schönefeld and Tegel could be assured. As a consequence of the postponement, the Airport Company’s Supervisory Board decided to dismiss the chief operations officer at that time and, in addition, to terminate the contract relationship with the companies responsible for general planning and project supervision. Per 1 August 2012, Horst Amann was appointed as the new chief operations officer. He immediately began the conduct of an abbreviated evaluation and the reorganisation of the BER project. The evaluation and the additional tests of the fire protection system started in the last quarter of 2012 led to the determination at the beginning of January 2013 that an operational start-up of BER on 27 October 2013 did not appear realistic. The Supervisory Board decided during its meeting in the middle of January 2013 that it would not set a new date for operational start-up, but would instead wait until all of the evaluations had been concluded and the complete planning doc-

uments for the construction projects which are still in progress were finished. In addition, the CEO was dismissed from his office. Time schedule The postponement of the operational start-up of BER planned for 3 June 2012 has had scheduling, organisational, legal and financial impacts within the BER project. Moreover, as a consequence of the postponement, FBB initiated assessments of the current performance status, the organisational structures and the general contractual terms and conditions for the BER project and, based on the findings, worked up a new master strategy. In May 2012, the Supervisory Board set 17 March 2013 as the new opening date. The new FBB chief operations officer, in accordance with instructions of the Supervisory Board, began examining the feasibility of this date in August 2012. The results of the examination revealed that there was inadequate evidence supporting achievement of this target date because the fulfilment of general parameters related to approvals and planning during the remaining period could not be assured. Based on the analysis of the project status, the chief operations officer proposed setting 27 October 2013 as the new opening date. This date was confirmed in a resolution adopted by the Supervisory Board in September 2012. The resolution included a renewed revision of the schedules concerning completion of the airport terminal and the operational start-up of BER. The changes in scheduling resulted in some cases to extended time periods for completion of the contracted work for the construction companies and service providers working on the BER project. The contractual relationships between FBB and the affected companies had to be adapted in accordance with these changes. These changes had a particular impact on the construction companies working on the BER terminal, but they also affected service providers with more overall responsibility such as project management or construction site safety. Our Figures | 51

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