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 2017

  • Text
  • Berlin
  • Brandenburg
  • Flughafen
  • Consolidated
  • Assets
  • Aircraft
  • Measures
  • Tegel
  • Passengers
  • Terminal
Portraits, finances, prospects: Flughafen Berlin Brandenburg GmbH presents its key business segments, latest financial statements and most recent developments in the annual report.

→ 64 | Flughafen

→ 64 | Flughafen Berlin Brandenburg GmbH Working for FBB Career take-off at SXF, TXL and BER Recruiting With more than 5,700 applications, incl. unsolicited applications, the number of applicants has increased at the Airport Company once again compared to the previous year. In view of the shortage of skilled workers that is also noticeable for FBB as well as the age structure of the employees a recruitment strategy was developed in 2016 by showing consideration for the future requirements of FBB. Based on this it was started in 2017 to draw up and implement a personnel marketing strategy, to revise the career site, to introduce an applicant management software and to improve the presence of FBB as an employer by further advertisement channels. A leitmotiv was drawn up for the personnel marketing in cooperation with the corporate communication and based upon this target group-oriented measures (skilled workers, engineers, fire service, etc.) were implemented. These include, for example: new advertising materials, advertising in various social media channels, in print media as well as on airport-own advertising areas. Moreover, professional-group-specific employee portraits were filmed In 2017 784 interviews were conducted for the successful recruiting, which resulted in 287 employees being hired, thereof 79 internal fillings of vacancies. In order to bundle talks for positions with similar contents, open days for applicants were introduced in the form of Speed-Dating and implemented. Together with the specialist sectors a direct evaluation was carried out so that e.g. with twelve participants eight were able to receive an immediate promise of a contract. This form of recruitment thus proved to be an extremely effective selection tool. Development of executives In 2017 the executive development programme was further developed and the executives were given offers suitable for the needs. Thus new executives should achieve full ability to act quickly in the core tasks of their new role and experienced executives make a target-oriented selection from an offer of various training focuses be able to further develop themselves. The programme for the operational managers was supplemented by follow-up workshops in 2017 and successfully completed. Beyond the development programmes the executives were also offered internal modules relating to personnel and financial topics as well as FBB-specific regulations. Change Management In order to make the workforce fit for the startup of BER further signals were set. Within the scope of several trial operations the spatial and technical infrastructure were tested in the future working environment. The Change Management accompanied the specialist sectors with these change processes. In 2018 the cross-location cooperation as well as the testing of new systems and work flows will also be further supported by a systematic change accompaniment. The focus of the team development measures, which were carried out company-wide in 2017, was also placed on the topic of cooperation. Besides the clarification of roles and interfaces it concerned the drawing up of possible solutions for the optimisation of the cooperation. The derivation of specific actions should ensure the transfer into the working practice and improve the motivation and efficiency. A consistent further development of the teams, the offer of further dialogue formats for employees and executives as well as rounds of discussions with the management also contributed to a good corporate culture. Company health management Within the scope of the company health managements (BGM) further offers were created in 2017 in order to promote the health and the wellbeing of the employees. These included among others many different sports possibilities (running, yoga, Pilates and Zumba), offers for advice on questions relating to health and thus resulting workplace analyses.

The BGM is supported by 20 health guides in the specialist sectors, who inform their colleagues about actions and act as contacts in questions relevant to health. In September 2017 the health information days under the motto “healthy diet and exercise” offered the employees an interesting programme relating to the topics of health, fitness and diet. Together with the DRK two blood donation actions were successfully carried out with a total of 99 donors and 3 stem cell typifications with 46 potential donors. For the first time Flughafen Berlin Brandenburg GmbH took part in the competition “Best Employer in the Administrative District of Dahme-Spreewald 2017” and was distinguished in the category “> 500 employees”. Among others the personnel strategy, the reconciliation of work and family, the corporate culture and the work organisation. Ines-Beate Korehnke (middle), head of Recruiting & Executive Supervision, accepted the prize. New talent management system The fundamental aim in the HR-IT-requirement management is to reduce administrative work in the field of Human Resources, to standardise and professionalise processes, through the technical integration of modern IT applications and in the end to accelerate these processes. Within the scope of the project talent management system the Human Resources sector is planning to introduce the success factors- learning and recruiting modules. The recruiting module will support the recruiting process with the FBB standard, as far as possible free of media interruption and in a standardised manner. The learning module will create the prerequisites for the Human Resources sector to control the further education and training management of FBB centrally and in a standardised manner. Two FBB colleagues in the computer center at BER – skilled workers in IT are highly in demand on the labour market. The colleagues of Wildlife Management also ensure the operational security at the airports.

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