Berlin ist mit rund 35,65 Millionen Passagieren im Jahr 2019 der drittgrößte Flughafenstandort in Deutschland. Aktuell gibt es zwei Flughäfen: den Flughafen Berlin-Schönefeld und den Flughafen Berlin-Tegel. Der gesamte Luftverkehr der deutschen Hauptstadtregion soll am Standort Schönefeld konzentriert werden. Dafür plant und baut die Flughafengesellschaft den Flughafen SXF zum Flughafen Berlin Brandenburg – kurz BER – aus. Das Terminal T1 des BER wird am 31. Oktober 2020 eröffnet.
vor 6 Jahren

Annual Report 2012

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

82 | Flughafen Berlin

82 | Flughafen Berlin Brandenburg GmbH For the first time, a service for the care of employees’ children during school holidays in the form of a holiday programme has been offered; this step has been taken to improve the balance between family and work. F.3 Vocational training structures As a yearly average, 61 vocational trainees and students in dual study programmes were employed at FBB. A major focus of the vocational training was on commercial and technical-trade professions such as aviation merchants, commercial clerks, information systems technicians and mechatronics technicians. The dual study at the Berlin School of Economics and Law supported by the Company relates to the fields business administration/industry, business administration/real estate management, business administration/facility management and information systems/computer science. In 2012, 23 vocational trainees and students in dual study programmes successfully completed their educational courses. It was possible to offer continued employment to all of the course graduates; two of the offers were for indefiniteterm contracts. F.4 Organisation Numerous reorganisation actions have been carried out to realign FBB with BER. The organisational structure of FBB has been adapted to BER and expanded into the form of a manual. Various selected structures, functions, processes and the related personnel have been extensively analysed so that activities for the redesign of structures could be designed independently of the new BER structures. For instance, greater weight has been given to noise protection or a new department for the subject of aviation fees has been created. As a consequence of the postponement of the opening date for BER, a transitional structure has been created and the division Planning and Construction BBI has been newly established. New staff offices for project and cost controlling as well as for operational start-up and approval procedures for BER have been implemented. F.5 Personnel development A programme to foster the development of young talent has been successfully conducted for the second time. This programme has prepared young executives for the future duties and responsibilities in the Company. Moreover, about 900 employees have been given advanced training in about 280 training sessions in our company. Executives, whether newly hired or promoted within the firm, have been given special training especially in the con-

duct of employee interviews and in the prevention of addiction and corruption. A management compass listing all of the management skills on which selection, development and evaluation processes are based has been developed to present the expectations and demands on all of our executives transparently. It has been possible within this framework to establish structured interviews in the selection process for executive positions. F.6 Company health management The Berlin airports have had a company health management scheme in place for several years; in addition to assuring conformity with statutory provisions, its objectives are preventing illnesses on the job, motivating our associates to adopt healthy life styles and promoting and maintaining the ability to perform and the well-being of every single individual, whether at work or in his or her personal life. G Environmental protection Despite the difficult period for the Company resulting from the postponement of the operational start-up date, the Berlin airports have not lost sight of their responsibilities related to the environment and the interests of their neighbours. Environmental and climate protection have been established as corporate goals; activities in the field of environmental protection are subject to a continuous improvement process, just as increases in energy efficiency. Within the Company, environmental awareness is fostered by training programmes and qualification activities for all of the employees. Business partners are also integrated into environmental and energy management. FBB has developed environmental guidelines which apply throughout the entire group. In recent years, FBB has invested substantial amounts in noise and climate protection, measures to maintain air cleanliness, operational environmental protection and intensive provision of information to the environs. FBB will continue to intensify these efforts in the coming years. Berlin Brandenburg Airport will continue to grow. Air traffic at the two airports of the capital region is developing more rapidly than traffic at other German airports. As it is an airport in close proximity to the city, FBB is especially keen to pursue the goal of decoupling an increase in air traffic from the consumption of resources and noise disturbances. FBB maintains annual statistics on the consumption of resources. These environmental indicators make a major contribution to determining and exploiting possible potential for savings in the company. An extensive environmental Our Figures | 83

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