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 management and the heads of business fields of the Airport Company: Constanze Schweinsteiger (Head of Human Resources and Organisation), Dr. Manfred Bobke-von Camen (Chief Human Resources Officer), Jörg Marks (Head of Equipment and Construction), Prof. Dr.-Ing. Engelbert Lütke Daldrup (Chief Executive Officer), Dr. Till Bunse (Head of Commercial), Heike Fölster (Chief Financial Officer), Elmar Kleinert (Head of Operations) (from left to right) HR development The topics of “Change-Management” and “leadership in change” formed the training focuses for executives in 2016. In particular learned tools and methods as well as networking possibilities were in particular emphasised as positive by the participants hereby. A development programme for the operational managers took place for the first time in order to support these in the daily management routine and in change processes. The process for filling management and key functions with new personnel within FBB was systematically installed and piloted in 2016. The aim is to compare the future personnel requirements with the existing workforce at an early stage. By establishing cross-unit transparency potential talents are to be identified better and within the scope of training and further training be prepared for upcoming position to an optimum extent. A company-wide rollout will take place in 2017. Associated with the successor planning is also the design of horizontal and vertical development paths. With this offer FBB does not only want to further expand the specific know-how of the employees, but also improve its attractiveness as an employer. Change-management The focus of the change management activities in 2016 was placed on the expansion of change competences and the systematic support of departments or teams in case of planned changes. The new orientation in the field of Human Resources on a structural, personnel and procedural level was accompanied systematically for the first time through the use of change management methods and tools and the procedure was subsequently evaluated comprehensively. An important contribution to the further development of the corporate culture are moreover the dialogue and information formats of FBB. For example, regular keynote speeches on topics relevant to leadership and the open dialogue with the management improve the appreciation shown towards one another and promote a common identity. Company health management New offers were created within the scope of the company health management in 2016 in order to promote the health and the well-being of the employees. These included among others diverse sports possibilities, action weeks of the canteens as well as offers of advice for the specialist sectors in questions relating to health. Since 2016 health guides have been available in the specialist sectors, who inform their colleagues about current BGM actions and act as contacts in questions relevant to health. In September 2016 the health information days under the motto “health and safety” offered the employees a varied programme relating to the topics of health, fitness and diet. Two blood donor actions were successfully carried out together with the DRK [German Red Cross] at Schönefeld Airport and one blood donor action at Tegel Airport with a total of 109 donors.
About Us | 57 ← Flughafen Berlin Brandenburg GmbH Company Organisational Chart G CEO F Chief Financial Officer P Chief Human Resources Officer Construction officer GR Internal Revision GJ Legal and Compliance FC Controlling PO Corporate Organisation GK Corporate Communication FB Risk and Process Management Finances PU Environment GE Corporate Development FE Purchasing PL Environs FR Accounting O Operations FP Project controlling H Human Resources OA OT OS OW OI OM OB Aviation Terminal Management Security Fire Brigade Infrastructure and Systems Aviation Marketing Operational Safety FF Financing and Liquidity Planning HR HE HS Recruiting and Executive support HR Development HR Service and Controlling T Equipment and Construction C Commercial TT TA TD TF TI Passenger Terminal Expansion Programmes Techn. Documentation Center Facility Management IaC CB CM CC CF CA Business Support C Commercial Marketing Center Management Area Management Requirements Management C Last revised: May 2017
Annual report 2016 SXF, TXL, BER
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