58 | Flughafen Berlin Brandenburg GmbH A.4 Investments 2012 The total investment volume of €617.3m at FBB was €32.2m lower than the value of the previous year (€649.5m). The largest part by far of the investment activities were related to Berlin Brandenburg Airport: • The partial project building construction of €447.4m – €401m for the passen- ger terminal and €15.2m for the operation-specific buildings • The partial project underground construction of €50.7m – €14.5m for measures related to movement areas, including lighting and drainage systems; €11.2m for road construction and €11.2m for the movement areas at the hangars • The partial project technical infrastructure of €14.4m – €6.5m for cable grids, €4.4m for communications systems and €0.6m for pipelines (drinking water, sewage, rainwater drainage, heating and air-conditioning systems etc.) • The partial project third-party investments of €14.4m, primarily services for development • General measures for all partial projects €25m • The partial project planning of €19.6m – €12.9m for planning and construc- tion of open and green areas and €1.4m for the planning of movement areas • The partial project noise protection BER of €19.1m • Land €0.7m A share of €24.5m for supply grids was conveyed to FEW. B Organisation and business activities Schönefeld and Tegel Airports provide the aviation infrastructure for the capital region Berlin-Brandenburg. Once operation of Berlin Brandenburg Airport Willy Brandt commences, all air traffic will be concentrated on the capital airport. Shareholders of FBB are the State of Berlin (37% of the initial capital), the State of Brandenburg (37%) and the Federal Republic of Germany (26%). FBB is structured as a matrix organisation in which the three divisions Aviation Management, Non-Aviation Management and Real Estate Management are linked by the central departments (Legal, Marketing and Public Relations, HR and Organisation, Commercial Management, and Planning and Construction BER) which have been assigned cross-departmental corporate functions. The service units (Information and Communications Technology, Safety and Security, Technical Facility Management) perform supporting and supplementary activities. Noise Protection, Environment, Internal Auditing, Press Office, ORAT, Project Cost Controlling BER and Operational Start-up and Approvals BER all report as staff offices directly to senior management.
The division Aviation Management assures the smooth handling operation and has overall responsibility for the continuous improvement of the handling processes for aircraft, passengers and baggage. It is also responsible for all of the airside requirements for cargo transshipment. The division Non-Aviation Management is in charge of the optimal realisation of the properties by retail trade, restaurant business, parking space and advertising. It is responsible for the development of an attractive mix of business sectors and services from the customers’ perspective. The division Real Estate Management has responsibility for the long-term planning of the airport infrastructure and the realisation and maintenance of operational capability; it provides an infrastructure aligned to the Company’s strategic orientation and optimised according to its operational and commercial demands. During the reporting period, the central division Planning and Construction BER was reorganised, including the appointment of new managers. In addition, the Project Cost Controlling BER has been taken out of the division and designated as a staff office reporting directly to senior management. The staff office Operational Start-up and Approvals BER has been established to ensure close cooperation with the authorities responsible for approvals and permits. Its special responsibilities include the trial operation of BER and the relocation of operations from Tegel and Schönefeld Airports to the new Berlin Brandenburg Airport. Good corporate governance is strongly emphasised at Berlin Brandenburg Airport. Corporate governance stands for transparent management and control of the Company in awareness of responsibility and oriented to long-term value creation. The key standards are the rules and recommendations for action contained in the “Corporate Governance Code for the Participation of the State of Brandenburg in Companies Under Private Law”. Management and Supervisory Board at FBB have prepared a corporate governance report which can be viewed on the internet. They declare in this report that the rules and regulations contained in the Code have been observed and will continue to be observed in the future as well. Our Figures | 59
Annual Report 2012 SXF, TXL & BER
Contents Before We Begin ..........
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