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.
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Annual Report 2018

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

68 | Flughafen Berlin

68 | Flughafen Berlin Brandenburg GmbH Working for the Airport Company Recruiting With over 4,900 applications, including unsolicited applications, the number of applicants at the Airport Company is slightly below the previous year’s level. 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. On this basis, work continued in 2018 to implement the personnel marketing strategy and to increase FBB’s presence as an employer through additional posting channels. In addition in the summer applicant management software was introduced. In 2018, 656 interviews were conducted for the successful recruiting which resulted in 212 employees being hired, thereof 89 internal fillings of vacancies. In order to bundle talks for places with similar contents, once again the The FBB took advantage of the German Diversity Day 2018 in order to draw attention with a training day to the variety of the professional fields and possibilities for apprentices. tried and tested tool of applicant days were relied upon in the form of speed dating. Personnel development Building upon the executive development programme 2017 the FBB power programme was designed for 2018 in order to provide optimum support for executives and their teams with coping with the many different tasks. The FBB power programme 2018 represented a combination of executive training, formats for teaching know-how as well as collaboration and individual offers for executives on all levels. It offered numerous cross-hierarchy, however also target group-specific formats with a strong operative reference, a high connection capability and the orientation to current leadership trends. In addition, the FBB has a broad range of offers for further training, which is directed at the entire workforce and goes far beyond specialist training measures stipulated by law or that are necessary for the business operation. An extensive selection of centrally organised inhouse training courses that are oriented to the respective needs are available for the employees to reinforce method and social competences relating to topics such as conflict and

The FBB as an employer | 69 and thus to have a positive influence on points such as joint understanding regarding leadership and cross-sector respectively cross-interface cooperation. System optimisation with personnel Apprentices look over the shoulder of the colleagues in the control centre for security. self-management as well as communication. This is moreover supplemented by external individual training relating to particular specialists and personality training contents. Change Management The objective of the Change Management is to prepare the workforce for the commissioning and the operation of the BER and likewise to support individuals, selected teams or entire organisation units with all change processes, for example within the scope of reorganisations with a set of tried and tested methods and moderation services. In addition to training and formats oriented to the dealing with changes, focus is especially placed on the accompaniment of team measures for the clarification of roles and interfaces and the drawing up of possible solutions for optimising the cooperation. As a result of the team measures concrete actions and further steps are stipulated together with the employees, which ensure the transfer into the working practice, create process clarity and thus as far as possible increase motivation and efficiency. A further focus of the Change Management is, by means of the different measures to make a substantial contribution to the culture development at the FBB Within the scope of the consistently increasing digitalisation and transformation to strong automation, system-based flows support the HR- IT-requirement management on the project management-side by means of the technical integration of modern ITapplications in order to reduce administrative work in the field of Human Resources, to standardise, professionalise processes and to accelerate these in the end. Within the large-scale project Talent Management System in the middle of 2018 the go-live of the Successfactors Learning and Recruiting modules took place. In the current phase it concerns to integrate the new systems well into the processes which rank around these or to carry out necessary process optimisations and process settings and to create a certain routine in the handling of the systems with the respective users.

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Gate 66 Frühjahr 2012
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Schoenefeld Annual Report Airport Finances Aircraft Terminal Tegel Assets Brandenburg Berlin