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.
The short-term liabilities include, in addition to payments received on account (¤ 275.1 million), trade liabilities (¤ 29.7 million), provisions for taxes and other items (¤ 6.2 million), for personnel, including partial retirement (¤ 9.6 million) and provisions for material costs for the closure of Tempelhof (¤ 1.7 million). The equity ratio of the company is calculated as shown below: Financial Performance Indicators Equity ratio in % (Shareholders' equity/ 2009 2008 total capital x 100) 51.1 66.7 7. Additional Information on the Course of Business and General Conditions FMT The subsidiary FMT was unable to win the contract for the management or conclude an agreement for the performance of partial services on the premises of the former Tempelhof Airport in the course of the tender carried out for the management of the property THF or in the following cooperation negotiations with WISAG, which won the tender and was granted the contract by BIM to manage the property THF in future. Despite the intensity of the negotiations, they did not lead to any results which provided an adequate foundation for an economically sound overall concept so that the decision was made to return the FMT staff to FBS and BFG in accordance with the applicable works agreement upon the termination of the interim management on 1 September 2009. The dissolution of FMT was determined by the FMT shareholders by their adoption of a resolution on 11 November 2009 in accordance with the resolution adopted by the Supervisory Board and shareholders of FBS of October 2009. The previous managing director was appointed to be the sole liquidator. Non-financial performance indicators The non-financial performance indicators shown below are provided to give more extensive insight into the Group’s position. Personnel performance indicators Number of Employees as Average for the Year Employees Vocational trainees Total 2009 2008 2007 1,399 62 1,461 1,447 71 1,518 2007 57.0 1,478 78 1,556 Training structures In 2009, an average over the year of 62 vocational trainees and BA students was employed by FBS. A major focus of the vocational training was on commercial, technical and industrial professions such as • Aviation clerks, office communications clerks, office clerks • IT systems technicians • Electronic technicians for industrial engineering • Design mechanics • Electronic technicians for energy and facility technology • Mechatronics technicians The Dual Study at the Professional Academy Berlin supported by the company concerns primarily the fields business administration/industry, business administration/facility management and information systems. Personnel development Much as in 2008, the management development process (FKE process) was also an important topic in the FBS Group in 2009. Frequent training sessions for the department heads were conducted; everyday management situations were considered, concrete cases from practice were examined and management in times of change was discussed. At the end of 2008, the FKE process was also introduced for the first time at the level of operative management, and additional basic training programmes on the topic of management were offered. Simultaneously, the process of employee interviews was optimised, and a large number of training sessions for newly appointed HR personnel was conducted. Since, in 2008 and 2009, many of the department head positions were filled internally by new personnel who had not gone through the complete FKE process, which was launched in 2005, an FKE start-up programme was designed and realised for this target group. The objective is to provide support to these managers in their new positions and to develop and extend management and method competence. The training programmes for this purpose began in January 2010. In addition, there were many advanced training sessions on methodological, social and professional competence. In total, more than 580 employees participated in more than 190 training sessions (including management and language training). Moreover, frequent talks were once again given in the dialogue forum “Just Among Ourselves”. 69
Company health management The mobile massage as well as the yoga and pilates courses were once again welcomed and were attended in large numbers in 2009. In addition, it was possible to offer to the employees, in cooperation with BKK VBU, a stop-smoking seminar conducted by EasyWell. In addition, the Berlin Airports participated in a broad typing campaign for the German Bone Marrow Donor File and assumed the costs for the registration of their employees as potential life-savers of ¤ 50 each. Along with these services, all of the “employees keen on sports” can continue to work out at the Fitness Company at special prices. Performance indicators from the non aviation division The financial crisis had substantial impact on the non aviation division of the Berlin Airports in 2009. Negative developments of exchange rates, cutbacks in advertising budgets and reduced travel expense accounts are the primary causes for a clearly worrying situation. In the trade, restaurants and services sector, it was possible to profit from the successful development of the previous year and to counter the effects of the financial crisis. Numerous establishments which significantly expanded the range of services available to passengers and heightened the appeal of the airport as a whole were added in the previous year. More new establishments were opened in the trade sector in 2009 as well, further optimising the services offered to passengers at the Schoenefeld Airport. For example, an additional accessories area was added to the walk-through duty-free/duty-paid shop which reopened in November 2008, completing the full range available to passengers in the duty-free/duty-paid sector. A new best-seller section was also created by Bon Voyage. New establishments in the trade and restaurant sector were also opened at Tegel Airport in 2009. For example, a new regional and especially high-quality segment watch concept was added in the Boulevard Tegel. Askania is the only watchmaker located in Berlin. S. Oliver has opened a new fashion store in Tegel, yet another attraction. The retail stores were complemented by a new pharmacy which opened at the beginning of 2009. In addition, a new hot dog stand opened in spring 2009. The new Terminal C2 at Tegel was dedicated in September 2009. A walk-through duty-free/duty-paid shop as well as a mobile restaurant establishment of Marché have been added here. In the parking sector, the above-mentioned aspects were the cause behind the negative development of the use of the facilities' capacity. Both the number of parked vehicles and the duration of their stay in the facilities declined. An even more substantial decline was prevented with the help of the pre-booking system introduced 70 in 2008; it enables the advance reservation of parking spaces at attractive prices on the Internet. The parking capacity at P3 at Tegel was increased by the addition of 85 spaces. Several adjustments were made in the pricing system, just as in 2008. The impact of the financial crisis was very clearly felt in the segment of airport advertising as well. The situation in this segment is characterised on the one hand by the termination of long-term contracts and on the other hand by the conclusion of short-term contracts only. Performance indicators from the real estate division Business Park Berlin The focus of the year 2009 was on the realisation of the 1st development phase. The work to complete the transport connections, the utility and disposal facilities and the public park areas commenced at the beginning of April and were largely finished in compliance with time schedules and budgets by the end of December 2009 (completion of the public park areas in accordance with the contracts in April 2010). Approximately 37 % of the FBS plots in the Business Park have already been sold; there are options for another 42 %. The marketing activities are focusing on the entry area where the FBS still has available areas. Pursuant to the decision by the Borough Representatives Assembly Treptow-Köpenick in June 2009, the development plan has reached the so-called executable stage so that it is now possible to issue construction permits to investors. Preparations for the 2nd development phase have begun. The application to secure subsidies from the “Joint Agreement for the Improvement of Regional Economic Structures” is being prepared in coordination with the Borough Office Treptow-Köpenick and the Senate Administrations for Economics, Technology and Women’s Issues and for Urban Development. The goal for the awarding of contracts for planning services related to the 2nd development phase is the beginning of 2010. The construction measures themselves are planned for 2011. Performance indicators specific to the environment The environmental work done by the Berliner Flughafen- Gesellschaft mbH is documented by the EMAS certificate. The environmental management systems have been established as definitive standards in accordance with the EC Ecological Audit Regulation and with DIN EN ISO 14001. The ecological audit on a voluntary basis aims to ensure the continuous improvement of the organisation's environmental performance and is the basis for monitoring and continually improving what has already been achieved.
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