Annual Report 2010

Annual Report 2010

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Key figures – an overview
PASSENGERS (in millions) AIRCRAFT MOVEMENTS
2010
2009
2008
2007
2006
2005
EMPLOYEES*
FHG-GROUP SUBSIDIARY COMPANIES FHG
2010
2009
2008
2007
2006
2005
674
667
673
666
938
945
983
994
* Annual mean values excluding trainees/apprentices and Executive Board
TURNOVER (€ million) EARNINGS (€ million)
2010
2009
2008
2007
2006
2005
31.2
35.0
41.8
39.3
38.2
643
665
48.2
10.68
976
924
12.23
11.95
12.96
12.84
12.78
203.4
224.1
223.1
156,128
230.7
234.2
157,180
157,488
1,589
1,612
1,612
168,395
1,619
248.6
1,656
1,660
172,064
173,499

Annual Report 2010
Shaping the future with training
Fresh faces, fresh ideas and fresh perspectives – this is what trainee programmes
are all about. Hamburg Airport is a training centre. Young people can launch their
careers at Germany’s fifth-largest airport with traineeships and apprenticeships in
three administrative and four industrial/technical occupations. The programmes are:
Aviation Customer Service Officer, Clerk, Bachelor of Science in Business Administration,
Computer Technician, Industrial Mechanic, Automotive Mechatronics Technician
and Industrial Electronics Technician. Hamburg Airport offers many pathways
and many opportunities.
The 2010 Annual Report presents current apprentices and trainees from selected
business units and subsidiaries, along with former apprentices and trainees who still
work at Hamburg Airport and are helping to shape the future of the company.

Annual Report 2010 Hamburg Airport
The company
04 Foreword from the Supervisory Board
06 Interview with the Executive Board
10 Commercial Situation
Training
… in selected business areas
14 Aviation Marketing
18 Aviation
22 Center Management
26 Real Estate Management
30 Ground Handling
... and subsidiaries
34 RMH
38 SAEMS
42 AIRSYS
46 Subsidiaries and Holdings
In focus
50 Training Policy
52 Sustainability
Annual Report 2010
56 Economic Situation and Group Status Report
60 GmbH: Balance Sheet and Profit & Loss Statement
64 Group: Balance Sheet and Profit & Loss Statement
68 Appendix (Notes on the Financial Statements)
82 Auditor’s Report
83 Supervisory Board Report
86 Declaration of Compliance of
Flughafen Hamburg GmbH with the
Hamburg Code of Corporate Governance
The year in pictures 2010
92 Stories and Faces
98 Airlines and Direct Flights

Hamburg Airport The Company
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Foreword from the Supervisory Board
“With 6 percent passenger growth, the company
achieved a respectable profit in the 2010
financial year. With strict cost management and
entrepreneurial foresight, Hamburg Airport
has managed to perform convincingly – even
in difficult times. This consistent approach
maintained by the Executive Board has borne
fruit in 2010.”
Dr Klaus-Jürgen Juhnke, Chairman of the Supervisory Board

Dr Klaus-Jürgen Juhnke, Chairman of the Supervisory Board
2010 was the year of the upturn. As a business location,
Germany experienced the strongest economic growth since
reunification. And aviation benefited, too. Despite the cloud
of volcanic ash from Iceland and an early winter, new records
were achieved. Never before have so many people taken off
from German airports. Germany’s 23 international airports
reported around 190 million passengers. This represents 4.7
percent growth over the previous year, bringing passenger
numbers back to the levels seen in 2008, before the financial
crisis.
And Flughafen Hamburg GmbH did not miss out on this
updraft, either, closing the 2010 financial year with a very
satisfying result. With passenger growth of 6 percent in the
2010 financial year, the company achieved a respectable profit.
With strict cost management and entrepreneurial foresight,
Hamburg Airport has managed to perform convincingly – even
in difficult times. This consistent approach maintained by the
Executive Board has borne fruit in 2010.
Hamburg Airport is a reliable partner for its customers and a
dependable employer for its workforce. I would like to express
my thanks to the Executive Board and to all of Hamburg
Airport’s employees for their commitment and their successful
efforts in the financial year under review.
Dr Klaus-Jürgen Juhnke, Chairman of the Supervisory Board
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Interview with the Executive Board
Shaping the future with effective training
“The airport needs employees with specialist expertise, as
the work brings with it responsibility to match its breadth
of variety. It is our aim to enable well-trained personnel to
grow with the responsibilities they are given. In some areas,
we will also hire additional new personnel from outside the
company.”
Michael Eggenschwiler, CEO of Flughafen Hamburg GmbH
“High-quality training creates people who are secure and
self-confident in their dealings and thus mostly friendly in
their manner. For a service company such as Hamburg Airport,
this is a significant success factor.”
Claus-Dieter Wehr, Managing Director, Flughafen Hamburg GmbH

Michael Eggenschwiler, CEO (right), and Irene Lak, customer service officer,
at the information counter in Terminal 2.
Claus-Dieter Wehr, Managing Director (left), in conversation
with Hendrik Südhaus, industrial mechanic.
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Interview with the Executive Board
Shaping the future with effective training
The surreal becoming real – this neatly sums up the events of 2010. For the Executive Board
members, Michael Eggenschwiler and Claus-Dieter Wehr, and indeed for the entire workforce
at Flughafen Hamburg GmbH, there were many tasks to be mastered, both planned and
unplanned.
“2010 began very promisingly, but then suddenly...“
Michael Eggenschwiler: “... something happened that had never
happened before: an Icelandic volcano paralysed air traffic in
northern Europe for several days. And so the year 2010 turned into
a roller coaster ride. Increasing demand alternated with operational
challenges. At the end of the second half of the year, ice and
snow threw European air travel into disarray once again. With
these escapades, Mother Nature showed us once again who is
in charge on this planet of ours. There is something very healthy
about that, too.”
Claus-Dieter Wehr: “The volcanic ash cloud led to a 16.4 percent
decline in passenger figures in April. On one of the days with no
flights, I walked along the Passenger Pier, and did not encounter a
single person except for one employee doing some maintenance
work. It is a positive thing that, despite all of the unimaginable
things we experienced in 2010, we still achieved a passenger
record and regained the high level that we had before the financial
crisis.”
“Despite last year’s roller coaster ride, you nevertheless
placed great value in qualified training programmes.
Why?”
Michael Eggenschwiler: “It was the right decision to avoid cost
savings in this area. The airport needs employees with specialist
expertise, as the work brings with it responsibility to match its
breadth of variety. It is our aim to enable well­trained personnel to
grow with the responsibilities they are given. In some areas, we
will also hire additional new personnel from outside the company.”
Claus-Dieter Wehr: “In 2011, we will actually expand our training
to include a computer technician programme as well as increasing
the emphasis on the dual­mode study programme for business
administration. This, too, contributes to sustainability: by continually
promoting the qualification and training of our workforce, we
have a stable pool of well­trained personnel. This is important for
the long­term success of a company. And that is not just a matter
for trainees – it is for the entire workforce.”

“How important for you is the communication between
your employees, internally, as well as with staff at other
companies?”
Michael Eggenschwiler: “I am convinced that young people
want to exchange information with colleagues during their training,
and it is good for them. It is important that they get to know
the entire corporate culture as it is lived out on the ground, and
that they benefit from the wisdom of older, more experienced
employees who can help them to successfully master the wide
range of tasks they face. The young people should be able to
learn by copying and at the same time bring new ideas into the
company. The same applies to exchanging expertise with other
companies; it does us good to expand our horizons.”
“How do passengers benefit from Hamburg Airport’s ex-
pansive training programmes?”
Michael Eggenschwiler: “Hamburg Airport is a provider of
services for passengers, airlines and visitors. Our staff are there
for the many services we provide – 365 days a year. Consistently
high­quality service should be what passengers encounter at every
point where they interact with the airport. The ASQ Customer
Survey, a quality comparison of European airports, shows that a lot
has been achieved in this area: over the years, we have continually
improved, and are currently ranked 15 amongst the 51 European
airports listed.”
Claus-Dieter Wehr: “High­quality training creates people who
are secure and self­confident in their dealings and thus mostly
friendly in their manner. For a service company such as Hamburg
Airport, this is a significant success factor.”
“For the airlines, ground handling is the focus of airport
services. What has happened here in 2010?”
Michael Eggenschwiler: “The ground handling services have
been particularly successful in the past year, winning a new
customer in the form of Air Berlin. In Hamburg, and indeed at all
German airports, Air Berlin – the country’s second­largest airline –
is very important.”
“After all this good news, what are your expectations for
2011?”
Michael Eggenschwiler: “The opening months have been very
promising. As an airport operating company, we have done our
homework and are well prepared for traffic developments.”
Claus-Dieter Wehr: “In 2011, we want to break the 13­million
barrier in passenger numbers. That would be wonderful. And I
am looking forward to Emirates’ second daily non­stop service to
Dubai, which confirms the popularity of our long­haul routes.”
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Hamburg Airport
Commercial Situation
Overall, 2010 was a satisfying year. Whilst 2009 was still
dominated by the global economic slowdown, 2010 saw
a clear upturn. Germany as a business location benefited,
recording the strongest growth since reunification.

Commercial situation
It was an extraordinary start to a year that, per sé, was
successful. The winter of 2009/2010 just didn’t want to end,
dragging on all the way into March. Flight cancellations and
delays, along with huge costs for snow clearance and de-icing,
were the results. And then a new, unknown phenomenon
took charge in Europe: the ash cloud from the eruption of an
Icelandic volcano. The result: several days of flights cancellations
in Germany and large swathes of Europe led to financial
losses in the billions for the industry. The year ended as it
began, with a satisfying commercial year being rounded off
by the onset of winter as early as November 2010. The wintry
conditions, which continued until the end of the year, resulted
in numerous interruptions to flight operations at other major
German and European airports. And although Hamburg’s operations
continued smoothly, there were flight cancellations
and delays across the board.
Overall, 2010 was a satisfying year. Whilst 2009 was still dom-
inated by the global economic slowdown, 2010 saw a clear
upturn. Germany as a business location benefited, recording
the strongest growth since reunification. According to preliminary
calculations by the German Federal Statistics Office, the
gross domestic product (GDP) grew by 3.6 percent compared
to 2009. The aviation industry also benefited from this development,
experiencing significant growth in demand. The German
Airports Association (ADV) thus reported a growth in passenger
numbers of 4.7 percent at Germany’s international commercial
airports.
Traffic development at Hamburg Airport
Hamburg Airport benefited from the positive overall devel-
opments in the aviation industry, too. Passenger numbers
grew by 6.0 percent to 12,962,917 in 2010, well above the
ADV average growth rate. Commercial aircraft movements
increased by a mere 0.4 percent to 138,060. The reason?
In the course of the year, the airlines deployed, on average,
larger aircraft, and achieved better load factors. This also
resulted in a new record for the highest number of passengers
per aircraft movement: 94 (previous year: 90 passengers
per aircraft movement). In contrast, the decline in flown air
cargo (–13.2 percent compared to previous year) at Hamburg
Airport continues. The base effect of the loss of the weekday
cargo flight to Leipzig in October 2009 continues to be felt.
Furthermore, the change to aircraft with lower cargo capacity
for the Frankfurt route led to a partial shift to road transportation
of the cargo that, until summer 2009, was transported
by air; road cargo increased disproportionately in 2010.
Business development and earnings situation
All in all, total sales revenue grew by 10.9 percent to 248.6
million euros for 2010. Sales revenue in the Aviation Division
rose by 5.4 percent to 124.8 million euros, consistent with the
growth in traffic levels. This represents a 50.2 percent share
of total sales revenue (previous year: 52.8 percent). Sales
revenue from ground handling, at 50.6 million euros, was 44
percent higher than the previous year’s figure. The acquisition
of a major customer from January 2010 along with the strong
aircraft de-icing business, due to weather conditions, were
important positive contributors. The disproportionate growth of
this segment is reflected in share of total sales revenue, which
increased from the previous year’s value of 15.7 percent to
20.4 percent.
In terms of non-aviation revenue, income from fixed rents,
rent-related services and other services all increased slightly.
Concessional income, essentially dependent on passenger
figures, grew disproportionately by 10.2 percent to 25.1 million
euros. This is the result of the expanded range of retail and
food & beverage options in the Airport Plaza, attracting everincreasing
numbers of passengers and visitors. Despite this
encouraging development, the share of non-aviation revenue
in total sales revenue decreased to 29.4 percent (previous year:
31.5 percent), thanks to the strong growth of ground handling.
Investments
The investment volume in the 2010 financial year totalled
11.3 million euros. After the official completion of HAM21,
an expansion programme that had taken several years, at the
beginning of 2010, the focal points of investment activity were
the expansion of the central security checkpoint, anti-glare
measures in Terminal 2 and a new rescue vehicle for the fire
brigade.
11

Hamburg Airport Training in Selected
Business Areas and Subsidiaries
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Department of Aviation Marketing
Looking at the big picture
“With the help of the ‘Qlikview’ analysis tool, we can
combine all the different statistical research available to
us, for example results from the passenger survey and
bookings information from travel agents. The complexities
of statistics become easy and transparent.”
Quotation: Marco Niermann, Market Research Analyst at Hamburg Airport (photo right)
Dominik Braun, studying and training for a business administration degree (photo left)

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Department of Aviation Marketing
Looking at the big picture
It’s all go in Hamburg Airport’s Terminal 1. Passengers are
buying tickets, checking in their baggage, enquiring about
departure and arrival times. At the Turkish Airlines counter,
Marco Niermann, Market Research Analyst at Hamburg Airport,
is talking with Ebubekir Toker (right), Head of Station, and
Dominik Braun (left), who is undertaking the dual-mode study
programme for the “Bachelor of Arts in Aviation Management”
degree. Marco Niermann is showing off his latest analytics tool
on his laptop: Qlikview. “With the help of this software, we can
combine all the different statistical research available to us,
for example results from the passenger survey and bookings
information from travel agents. The complexities of statistics
become easy and transparent.” And the plan is to integrate
even more data sources, such as the number of overnight stays
recorded by Hamburg Tourism. “In the future, there will also
be a ‘HAM Lounge’ online, an area for airline managers to see
the data that is relevant for them – thanks in part to Qlikview,”
continues the 30-year-old.
Since 2004, when he completed his dual-mode study/train-
ing course with a BA in Business Administration majoring
in Airport Economics, Marco Niermann has worked in the
Department of Aviation Marketing. After initially working as
the departmental assistant, he has been a marketing research
manager for the past three and a half years or so, serving as
the interface between the statisticians and the key account
managers responsible for Aviation Marketing’s work with the
various airlines. “What keeps on exciting me about my position
is the viewpoint. My focus is both internal, looking at Hamburg
Airport, and external, looking both at the airlines and at other
airports that we compete with.”
Just like Marco Niermann, when Dominik Braun finished his
secondary education he was certain that he wanted to work
in aviation. For both men, the fascination with the industry
dates to an early age. “Between finishing school and doing my
nation al service, I took a temporary job in Hamburg Airport’s
baggage cellar. After that, I trained as an Aviation Customer
Service Officer with Swissport, getting to know the airport
from the ground up,” relates Dominik Braun. I was then hired
and continued training to become an Operations Agent. As
part of this training course, he passed through Hamburg
Airport’s Human Resources Department and found out about
the dual-mode programme, which combines academic study
at a technical university with an operational traineeship. Marco
Niermann studied in Mannheim, whilst Dominik Braun’s study
blocks take place at the University of Applied Sciences in
Frankfurt. The study programme covers business administration,
logistics and aviation management. In 2010, Hamburg
Airport entered into a cooperative venture with Nordakademie
in Elmshorn, so that the theoretical aspects of the Bachelor
of Science in Business Administration are now taught in two
blocks per year at the college. Within the airport, Dominik
Braun has already worked on current projects in the Car Park

Management, Aviation Marketing and Purchasing departments.
In Aviation Marketing, for example, he was involved
in the preparations for ITB Berlin, the world’s largest tourism
trade fair. He also researched the market potential of passengers
south of the Elbe, who could benefit from the S-Bahn
(metro rail) connection, opened in 2008.
The highlight of his training so far has been a four-week internship
abroad at Miami International Airport. He got to know the
departments of Protocol & International Affairs, comparable
to Hamburg’s VIP Service, and Terminal Operations, which
combines apron control, traffic advice, safety & security and
maintenance, amongst other things. “Some things were typically
American, such as the Walt Disney training programme
to improve customer service and the training for the Segway,
which we sometimes needed to bring urgent medication
through the security checkpoint,” Dominik Braun recalls.
He feels that the size of Hamburg Airport makes it just right for
getting to know the structures and processes as well as most
of his colleagues. In August 2011, when he receives his “Bachelor
of Arts in Aviation Management” degree, he hopes to
stay on at Hamburg Airport. But he is open for anything – even
perhaps starting his career abroad.
Department of Aviation Marketing
Employees: 10
Head of Department: Dr. Jörgen Kearsley
Responsibility: Aviation Marketing’s task is to win new airlines for the
Hamburg market and to secure and/or expand the activities of airlines
already operating here. The department makes use of modern market
research techniques and works closely together with other key players,
including tourism associations, tour operators and the travel managers of
larger corporations.
News from the Department of Aviation Marketing
The head of the department, Dr Jörgen Kearsley, and his tenstrong
Aviation Marketing team, had something to celebrate
in May 2010 when they won the European Routes Marketing
Award for all of Europe. Hamburg Airport’s marketing and
statistics experts overcame competition from around 300 other
European airports. The prize rewarded, amongst other things,
the commitment of Hamburg Airport to the development
of new marketing tools, such as the new Qlikview analytic
software. This application allows Hamburg Airport’s marketing
specialists to provide airline customers with detailed data in a
very short time, helping the airlines to decide whether a new
route should be launched or not. This is the first time that the
tool, which integrates the widest range of data sources, has
been used at a German airport.
The typical maritime outfits donned for trade fairs helped the
team differentiate itself from competitors, too. “The European
Routes Marketing Award for all of Europe honours our department’s
teamwork. This confirms for every one of us that innovative
ideas and commitment pay off,” says Dr Jörgen Kearsley.
In 2011, Aviation Marketing is intensifying its marketing
activities with the aim of winning a long-haul route to China
and additional frequencies to the USA.
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Aviation Division
Alternating between a desk chair
and a Follow-me vehicle
“I do have a classical office job, but at the same time I am
out and about on the apron a great deal and enjoy direct
contact with customers. I put together service rosters, service
procedures, investment plans and budgets. I also use the
aircraft data capture software. But administration of the
facilities and equipment is in my area of responsibility, too.
And, of course, I help out when we have staff shortages.”
Quotation: Janos Parey, Deputy Head of the General Aviation Terminal at Hamburg Airport (photo left)
Sebastian Schwebe, Trainee Administrative Officer (photo right)

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Aviation Division
Alternating between a desk chair
and a Follow-me vehicle
It is a chilly but sunny day. Janos Parey (photo above left),
Deputy Head of the General Aviation Terminal at Hamburg
Airport, is standing next to a business jet. Next to him stands
Sebastian Schwebe (right), a trainee at Hamburg Airport since
August 2010. Janos Parey calmly explains to his young colleague
which data have to be recorded on a new aircraft data
record form, e.g. registration, type, weight and the number of
passengers. Sebastian Schwebe listens attentively, learning
that this information has to be recorded for every small aircraft
the first time it lands at Hamburg’s General Aviation Terminal
or if it has not been here in the previous two years. Janos
Parey and Sebastian Schwebe have two things in common.
First: both opted to complete the three-year administrative
officer training programme at Flughafen Hamburg GmbH. And
second: working at the airport is a family tradition. The fathers
of both men are or were employed at Hamburg Airport.
“In 2000, when I started my training as an Administrative
Officer at Hamburg Airport, I had already had a thorough foretaste
of airport work,” relates Janos Parey. “As a schoolboy, I
jobbed as a hangar attendant at the General Aviation Terminal.
My job consisted mainly of pushing the aircraft around the
5,800 square metres of hangar space in such a way that we
made optimal use of the space available whilst being able to
get the aircraft ready for flight again at short notice. After that,
I trained as a Follow-me driver and jobbed in the control room
at the General Aviation Terminal,” the 33-year-old recalls. His
training as an Administrative Officer was designed to equip
him for administrative work at the airport and took him through
several departments, including customer accounting, finance
and human resources. After three years he passed the final oral
and written exams at the Hamburg Chamber of Commerce.
As a qualified Administrative Officer, though, he was drawn
back to the operations side of things – and this time with an
audience: for two years he worked at the Airport in Miniature
model show, before returning to the General Aviation Terminal
that he had known since his schooldays.
The General Aviation Terminal is part of the Aviation Division.
With around 50 take-offs and landings of business jets and
helicopters every day, it is an important complement to the
scheduled flights of the larger aircraft. Around 50 large German
companies have their own business aircraft based at Hamburg
Airport, used both for urgent business appointments and for
spontaneous weekend trips. Urgent cargo, such as donor
organs, also often take place via the General Aviation Terminal.
“When the ash cloud from the Icelandic volcano almost
completely disrupted aviation across Europe in April 2010,
Hamburg Airport was also closed for instrument flying for five
whole days. But here in the General Aviation Terminal, we had
a lot of business, as the airspace was open for smaller aircraft
operating according to visual flight regulations on some days,”
explains Janos Parey. He leads a team of twelve. “I do have a
classical office job, but at the same time I am out and about on

the apron a great deal and enjoy direct contact with customers.”
When Sebastian Schwebe asks him what a typical
working day looks like, Janos Parey explains, “I put together
service rosters, service procedures, investment plans and
budgets. I also use the aircraft data capture software. But
admini stration of the facilities and equipment is in my area of
responsibility, too. And, of course, I help out when we have
staff shortages. When our hangar attendant was off work
recently, I jumped in and guided the pilots in and out of the
hangars just like I used to do.” It is this variety that he most
loves about his job.
And it was this same wealth of variety that convinced Sebastian
Schwebe to apply for a traineeship at Hamburg Airport
after doing a school internship for several weeks. “In the first
four months of my training I have already been through three
different workplaces. I was in Center Management, at the Site
Medical Practice and in the Human Resources Department‘s
Traineeship Office,” the 18-year-old relates. “As well as the
study blocks for my traineeship, I also go to night school each
week to get my technical university entrance qualification.”
This course is offered by his career training school, the Berufliche
Schule für Wirtschaft und IT City Nord. Sebastian Schwebe
wants to be prepared in case he does in fact decide to study
business administration once he finishes his traineeship as an
Administrative Officer.
Aviation Division
Employees: 250
Head of Division: Manfred Schernus
Responsibility: The Aviation Division guarantees the smooth and safe operation
of the airport for airlines, passengers and ground handling companies.
It determines the requirements for aviation areas, passenger facilities and
baggage facilities. The division plans processes together with all participants
and allocates aircraft parking positions, waiting rooms and check-in counters.
The General Aviation Terminal is part of the Aviation Division, as are the
Airport Fire Brigade and the whole field of airport security.
News from the Aviation Division
“For the Aviation Division, 2010 was a very dynamic year,” says
Manfred Schernus, Head of Aviation. “The Lufthansa pilots’
strike in February, which affected a good many take-offs from
Hamburg Airport, was followed by a phenomenon that the aviation
industry has never experienced on such a scale. A cloud of
volcanic ash from Iceland disrupted European aviation almost
completely for days on end. Hamburg Airport was closed for
instrument flying for five days, from 15 to 19 April,” Manfred
Schernus continues. The result of the airport closure in figures:
around 2,100 flights could not take place, around 200,000 passengers
were unable to use Hamburg Airport in this time, and
the financial loss was around 3 million euros. “We had another
challenge in May, when the UEFA Europa League Final was
held in Hamburg. More than 80 extra flights and some 20,000
football fans from Spain and England had to be handled. This
operation went well beyond the norm and showed us where
our limits are. We had to close one runway to use it as a parking
area for the additional aircraft,” says Manfred Schernus.
Looking ahead to 2011, the Aviation Division is focused on
infrastructural changes for increases in traffic. Plans are under
way, for example, for the renewal of the main apron, to be carried
out between 2013 and 2016.
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Center Management Division
Tailored for all target groups
“I learnt how Hamburg Airport’s departments are interconnected
with one another during my traineeship as an Aviation
Customer Service Officer. This knowledge helps me in my
work at Center Management to find the best solutions for
my advertising customers.”
Quotation: Stefanie Kistner, Media Consultant (photo right)
Annika Nielsen, Trainee Aviation Customer Service Officer (photo left)

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Center Management Division
Tailored for all target groups
If there is one person who knows all the advertising stars at
Hamburg Airport, then it’s Stefanie Kistner (photo above, left)
from the Media, Events & Marketing Team at Center Management.
Today, she is showing trainee Annika Nielsen (right) one
of them on the Passenger Pier: a large, dark, southern German
– with five doors and a 2.9-litre engine. The Mercedes is advertising
a German car hire company. Something like that always
grabs people’s attention, as Stefanie Kistner knows. And it is
the same today, too. Almost every passenger that walks along
the Pier casts at least one glance at the vehicle, and sometimes
two or three.
Stefanie Kistner and her colleagues manage all of Hamburg
Airport’s advertising surfaces, and there are several hundred of
them, including banners, display cases in revolving doors, backlit
displays and then exhibits like the big Benz. “We manage
the whole process, from customer enquiry to installation of the
advertisement,” the Media Consultant says, describing her daily
work. “In the process, we clarify not only the possible location
and the target group, but also whether the planned advertising
is suitable for Hamburg Airport.” Today, advertising is as much
part of Hamburg Airport’s core business as the rental of retail
and restaurant space. Around 30 percent of Flughafen Hamburg
GmbH’s turnover comes from this area, known in the industry
as non-aviation revenue.
Airport advertising is subject to a couple of special requirements:
it has to work in all the different cultures that meet here,
and it has to fulfil especially high safety standards. Stefanie
Kistner talks of fire resistance certificates (“B1 is a must”), compatibility
with terminal operations (which naturally have priority)
and so-called tool-carrying permits (for tradesmen constructing
exhibits beyond the security checkpoint). The Mercedes on the
Passenger Pier, for example, has to pass through the security
checkpoint just like any passenger, long before the passengers
can admire it. And it is muscle power alone that gets it there.
The tank has to be empty for the entire period of advertising,
and the battery is disconnected. And before the car is pushed
through the terminal in the middle of the night, Stefanie Kistner
requests the responsible security company to provide a snifferdog
trained for explosives to inspect the vehicle. For some
exhibits, Stefanie Kistner orders modifications before they can
be put in place, such as rounding edges or lowering a stand.
It goes without saying that the exhibit is put in place when no
passengers, or only very few, are out and about at Hamburg
Airport: after 9pm, mostly after 11pm, when the last planes for
the day have taken off or landed. The tradesmen need space for
their work, such as suspending mobile banners under the ceiling
of the terminal. So it is helpful that Stefanie Kistner began
her career in 1999 with a traineeship as an Aviation Customer

Service Officer – in the first year’s intake at the airport for this
programme. This many-sided launching pad for her career gave
her insights into every area of what goes on at the airport. From
issuing tickets, check-in and lost & found to accounting and
ground handling as a ramp agent. “Today, this means that I
know why an advertisement is allowed in which position and
why it is important to observe specific requirements when
assigning a location,” she explains. Annika Nielsen, soon to
finish her own training as an Aviation Customer Service Officer,
agrees: “Everyone has this ‘Aha!’ moment at some point, when
they suddenly grasp the complex interconnectedness of all the
individual processes.”
The two young women are quick with an answer as to why
they chose this traineeship. Annika Nielsen: “I really wanted
to do something where I work with people a lot. You meet so
many different people here, from Egyptian aircrew to our Finnish
colleague. Every day at the airport is new – and different.”
Stefanie Kistner, who followed the traineeship with a Media
Consultant course, agrees. “During my traineeship, I learnt
how the different parts of the company are all interconnected.
This knowledge helps me to quickly find the best solutions for
my customers.” And you can tell: service orientation is a key
qualification for personnel at Hamburg Airport.
Center Management Division
Employees: 20
Head of Division: Dr Thomas Immelmann
Responsibility: Center Management takes care of all commercial activities.
The team is the point of contact for marketing retail and restaurant space
and manages advertising spaces. The airport’s joint marketing programme,
SkyWorld, is also managed here. The team of 20 is also responsible for
managing car parks and for the Airport in Miniature model show.
News from the Center Management Division
The Center Management Division can look back on a successful
year in retail, with double-digit growth. Additional shopping
space was created by the remodelling of the old security
checkpoint zones in the terminals, and this space was tenanted
in 2010. “We experienced fantastic development over the
past year,” says Dr Thomas Immelmann. “Turnover and the
Division’s result grew above the passenger growth rate.”
Center Management also improved passenger guidance thanks
to innovative Bluetooth measurements, thereby increasing the
amount of time passengers spend in the comfortable waiting
areas. In summer 2010, Center Management also introduced
the Online Parking Space Reservation System. After the successful
completion of the test phase in the autumn, all car parks
(with the exception of P4) are now available for booking parking
spaces online from the comfort of your own home. And the
passengers like it – around 2,000 bookings are placed every
month.
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26
Real Estate Management Division
Helping shape the variety of the airport site
“Today, the airport is meeting people’s needs well beyond
pure ground handling. Passengers and employees expect
functionality and an ‘airport experience’. In Real Estate
Management, we are focussed on the development and
marketing of suitable spaces and buildings.”
Quotation: Mareike Pause, Business Administrator (photo left)
Felix Carstens, studying to complete his Bachelor of Business Administration (photo right)

28
Real Estate Management Division
Helping shape the variety of the airport site
Mareike Pause (photo above, 2nd from right) has an appointment
at the dentist’s. But there will be no drilling – the
27-year-old is visiting the dental practice at Hamburg Airport
to discuss the utilities bill for water, electricity, heating and air
conditioning. Producing the utilities bill is one of the business
administrator’s responsibilities in her property management
job in the Department of Real Estate Management. This morning,
Felix Carstens (right) is with her. He is studying for his
bachelor’s degree in Business Administration, majoring in aviation
management, and is completing the practical part of the
dual-mode course at the airport. The tryDent practice opened
recently, and Mareike Pause is discussing some of the numbers
relating to electricity and water consumption with Dr Tatjana
Kuzmanovic (left) and Dr Andreas Herold (2nd from left). They
already know each other from the early stages of the project,
in the tendering phase, when ideas and plans were being
present ed. Now, patients from the local community, airport
and airline employees and passengers from all over the world
are treated here on a daily basis – with the unique view from
the practice into the Airport Plaza.
“Today, the airport is meeting people’s needs well beyond
pure ground handling,” says Mareike Pause. “Passengers and
employees expect functionality and an ‘airport experience’. In
Real Estate Management, we are focused on the development
and marketing of suitable spaces and buildings. The newly
opened dental practice could become the first building block
in a medical service centre.” Real Estate Management rents
and leases spaces with fixed, non-revenue-dependent rents,
such as office space for airlines and ground handling companies,
space for logistics companies and the General Aviation
Terminal. “The extraordinary infrastructure of an airport, the
variety of tasks involved in managing it and the associated
career possibilities fascinated me from the very first moment,”
Mareike Pause says, thinking back to her decision for the dualmode
study programme majoring in aviation economics, with
subjects including the marketing of services, human resources
management, financial management and accounting. The
practical elements were completed at Hamburg Airport, with
an internship abroad at Zürich Airport. In 2007, once she had
gained her degree, she joined the Real Estate Management
team. Today, she plays a daily role in the airport’s steady transformation
into a “small city within the big city”, fulfilling at a
high standard people’s desire to experience something special
and to get things done. Amongst other things, she coordinates
tenders and organises the airport’s presentation of its rental
space at real estate trade fairs. One of her projects for 2011 is
the creation of a database for the airport’s space management.
And because the airport’s real estate is continually developing,
special project-related tasks – such as managing major tenant
relocations – are also part of her work.

Felix Carstens was also involved in one such massive relocation,
which was an essential part of the expansion of the central security
checkpoint. “The detailed coordination, which had to take
into account not only the IT equipment at the ticket and checkin
counters but also the scheduling of painters, electricians and
other tradespersons, was very exciting!” He was inspired to
study Business Administration majoring in Aviation Management
when visiting a job fair at the Hamburg Airport Classics air
show. “I was excited about it from the word go, because I have
an affinity to aviation. I grew up with it – my father works at Airbus,”
the 22-year-old explains. He commenced the three-year
Bachelor’s programme, consisting of Business Administration,
Aviation Economics and Logistics, in 2008.
He, too, has included an internship abroad as part of the course.
Felix Carstens, who speaks English and Spanish, worked at
Miami International Airport for four weeks. “Hamburg Airport
releases its dual-mode trainees for these internships and
supports their participation. The time in the USA was a great
experience,” the student explains. Something else at Hamburg
Airport impressed him, though, just as he was beginning
his training: “The opening of the Airport Plaza with its shops,
restaurants and office areas was a real highlight.” For Felix
Carstens, this was an example of what really excites him about
aviation and makes his future career so interesting, because he
understands that “airports are growing beyond their classical
function”.
Real Estate Management Division
Employees: 80
Head of Division: Carsten Wilmsen
Responsibility: Real Estate Management is responsible for the cohesive
development of the Hamburg Airport site and for marketing infrastructure
to internal and external customers. Alongside classical real estate management
– the rental of office space and property maintenance – the Real
Estate Management Division is also responsible for project management as
well as the actual planning and construction work itself.
News from the Real Estate Management Division
Despite the intense competition and commercial demands of
the sector, office and hangar rental on the airport site remained
stable over the past year. And with the opening of a large dental
practice, Real Estate Management also acquired an interesting
new tenant and laid the foundation for the future development
of a medical services facility. Whilst the companies,
partners and staff involved in the planning and construction
of the HAM 21 project marked the conclusion of this ten-year
expansion programme in 2010 with a formal event, Real Estate
Management was setting its course for the future of airport
development.
Focusing on the needs of the airport up until the year 2020, the
division has finalised and coordinated definitive development
needs. “In 2011, we will transfer the plans for the renewal of
our flight operations areas, such as aprons and taxiways, into
clear, detailed project structures as well as beginning with
specific landside projects such as the planning and creation
of additional parking facilities,“ says Carsten Wilmsen, head
of Real Estate Management, looking forward to the projects
of the coming months. “We will also begin with the detailed
planning of a new air cargo centre.”
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30
Ground Handling Division
Making the impossible possible
“Working at Hamburg Airport, you are given responsibility
very early. Once initial training is completed, we coordinate
the handling of an aircraft on the apron. That means we
organise everything alone and keep track of all the different
operations, most of which are taking place in parallel.”
Quotation: Irene Lak, Trainee Aviation Customer Service Officer (photo left)
Theofania Rautogiannes, Planner External Personnel Management at GroundSTARS (photo right)

32
Ground Handling Division
Making the impossible possible
When Theofania Rautogiannes unlocks her office near the Passenger
Pier at 8am, the actual agenda for her day is not fixed,
but the 24-year-old from Hamburg can be certain that Charles
Darwin’s statement will once again be proven correct: nothing
in the history of life is more constant than change. Change is
the key to understanding the stories told by the young woman
who commenced her training as an Aviation Customer Service
Officer at Flughafen Hamburg GmbH in August 2007 and successfully
completed the programme only two-and-a-half years
later. Or to put it another way, her job is about making the impossible
possible. To be specific, she has to schedule the work
of 230 temporary staff in ground handling, airport cleaning and
baggage handling, every day of the week, in such a way as to
always have exactly the right number of personnel at exactly
the right time ready for deployment at Hamburg Airport. And
that takes skill, because every single change to the timetable,
every change in weather, every colleague phoning in sick means
that the roster has to be amended.
“I have to change the schedule 60 to 70 times per week. My
goal is to fulfil the wishes of staff with relation to family events,
car pools, childcare and holidays as far as humanly possible,”
the passionate planner explains, before immediately adding
another important criteria: “Of course, I take into account
the individual qualifications of each team member as well as
continuing further training.” Her recipe for success is simple:
the personal aim to fulfil all her planning responsibilities as well
as is possible, a lot of flexibility so as to be able to respond
quickly, and a good personal relationship with “her” temporary
staff.
Theofania Rautogiannes is explaining all these things to her
colleague, Irene Lak (photo right), who is just short of successfully
concluding her own training as an Aviation Customer
Service Officer and shares the same love of what goes on at
the airport. She has already passed training blocks in several
departments.
She experienced for herself just how busy things can get at an
international commercial airport on the apron. “Working at
Hamburg Airport, you are given responsibility very early. Once
initial training is completed, we coordinate the handling of an
aircraft on the apron. That means we organise everything alone
and keep track of all the different operations, most of which
are taking place in parallel.” The young woman from Bramfeld
in Hamburg particularly likes working on the Fokker 50s
operated by the Dutch airline VLM: the 50-seat twin-turboprop
aircraft is a manageable size. When she finishes her training,
the 22-year-old wants to go on to study Aviation Management.
And she already knows what she wants in terms of her career
after that: “I am interested in project development and organisation
in terminal operations, ideally, of course, at Hamburg
Airport.”

The two women agree that working at an airport brings with it
unsurpassable variety. According to Theofania Rautogiannes,
“As airport employees, we are the favourites at all the parties,
because we have so many exciting airport anecdotes to tell. My
friends listen, fascinated, because my workplace is anything
but everyday.” Irene Lak agrees, happily: “Friends often ask
me questions about their holiday plans, because they assume I
know everything there is to know about travelling.”
And despite the continual dealings with people and aircraft at
Hamburg Airport, there is still plenty of room for that which
turns work into a calling: fascination. Theofania Rautogiannes
loves admiring the mighty Boeing 777 wide-body jets that
Emirates fly between Hamburg and Dubai. So it is good that
the famous airline has just announced a second daily 777 flight
to Hamburg. Irene Lak is just as attracted by the runway. She
cannot get enough of seeing the moment when an aircraft
touches down. “I just love watching as the planes glide in,
touch down and then roll to a stop.”
Nothing in the history of life is more constant than change. But
just maybe there is one, tiny exception: the fascination of flight.
Ground Handling Division
Employees: 662
Head of Division: Christian Noack
Responsibility: Ground Handling takes care of all the services that an aircraft
needs while on the ground. Airlines can order these services individually or as
a package. Hamburg Airport’s Ground Handling Division includes three FHG
subsidiaries: CATS (aircraft cleaning and cabin engineering), STARS (transport
services, aircraft push-backs, aircraft de-icing) and GroundSTARS (aircraft
ground handling, loading and unloading). These companies have a total fleet of
1,200 vehicles and pieces of equipment.
News from the Ground Handling Division
“We measure our performance after every aircraft movement
and prepare a report for every delayed flight. We learn from
these things, so that we can continually improve,” Christian
Noack, Head of the Division, explains. There are clear rules
as to when a flight is considered late: “We start counting the
moment an aircraft rolls from the gate one minute later than
the off-blocks time specified in its timetable.” And flights that
land late in Hamburg are also recorded, of course. Christian
Noack continues, “In 2010, thanks to the many irregularities
in aviation caused by, for example, snow, volcanic ash and air
traffic controller strikes, around half of all flights arrived late. On
the one hand, this demands daily change to our personnel and
equipment planning; on the other hand, our colleagues in operations
have to be very flexible.” Two projects were dedicated to
perfecting existing processes, one step at a time. With Swiss
International Air Lines, aircraft cabin cleaning was documented
and further improved. And all of the relevant processes were
examined in a project with Lufthansa, aimed at making the 280
apron bus transfers every day more customer-friendly, efficient
and economical. These changes mean that every bus boarding
takes three minutes less than before – an efficiency gain of over
5,000 hours per year.
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34
RMH Real Estate Maintenance Hamburg GmbH
Industrial mechanics and electronics technicians
working hand-in-hand
“We work in almost all areas of the airport, changing our
workplace almost every day. No two days are the same –
that is what makes my job so exciting.”
Hendrik Südhaus, Industrial Mechanic at RMH

36
RMH Real Estate Maintenance Hamburg GmbH
Industrial mechanics and electronics technicians
working hand-in-hand
It is hot, loud and cramped in the block-type thermal power
station at Hamburg Airport. As a workplace, it is very inhospitable,
but the men from RMH have to spend several days there.
This time, a catalyser had to be exchanged – a job requiring
the utmost in skill and commitment. Hendrik Südhaus (photo
pages 34/35) uses his flex to detach the heavy catalyser from
the cables. When evening comes, he will realise just how
hard he has worked today. Hendrik Südhaus is an industrial
mechan ic with the airport subsidiary, Real Estate Maintenance
Hamburg, or RMH for short. 147 fitters, electricians, structural
engineers and civil engineers work here, responsible for maintaining
the buildings and technical facilities. From exchanging
catalysers in the block-type thermal power station to repairing
office doors, the range of tasks is so broad that you can hardly
list them all. But it is just that which makes it all so exciting.
Hendrik Südhaus started his training in 1998. “My training took
three-and-a-half years. A short time, actually, if you really want
to learn and understand everything,” says the 30-year-old.
Hendrik Südhaus is delighted by the variety of his work. “We
work in almost all areas of the airport, changing our workplace
almost every day. No two days are the same – that is what
makes my job so exciting.” Hendrik Südhaus knows the whole
airport like the back of his hand, thanks to his background.
His grandfather worked at the airport, starting work there in
1948. And his father, Gerd Südhaus, still works there in Traffic
Control. “I was born into the airport and grew up here. With
three generations, we cover a large proportion of the airport’s
100-year history. Effectively, we have had 80 years of Südhaus
at the airport,” says the 30-year-old, laughing. And although
the sparks sometimes fly when he is working, he prefers a little
more sophistication in his work. “My personal favourite is WIG
welding. It is more challenging, which makes it more fun,” he
says.
RMH’s workforce is responsible for all the technical challenges
of the airport 365 days a year, around the clock in three shifts.
The industrial mechanics work hand-in-hand with the electronics
technicians. “It often happens that I work together with a
young electronics technician,” says Hendrik Südhaus. With Jan
Schröder (photo above), for example. The 20-year-old has just
finished his apprenticeship as an electronics technician and
is now a freshly qualified journeyman. The theme of his final
project: the young computer specialist wrote a new control
program for the SIMATIC S7 controllers of the catchment basin
on the perimeter road. “I am especially proud that this SPS program
is already being used,” says Jan Schröder. He, too, has
a wide variety of responsibilities. These include, for example,
maintaining the electronics and illumination for the runways,
the cabling for the taxilanes, the approach lighting and related
monitoring systems as well as the functionality of the buildings
facilities and the baggage transportation system. Electronics
technicians are also responsible for the servicing and repair of
security gates, lifts, escalators and jetbridges. Jan Schröder,

too, likes the big projects. The baggage transportation system
in the baggage cellar, the revolving doors in the terminals, the
jetbridges along the Pier – not many electronics technicians
have such a wide range of sites to work on. RMH currently
has 24 young men in training: twelve industrial mechanics and
twelve electronics technicians. At present, they are employed
by Flughafen Hamburg GmbH whilst carrying out their practical
work for the airport subsidiary, RMH.
The training period for the tradesperson’s careers is 3.5 years.
“We try to offer all apprentices a contract after they finish their
training,” says Roland Märtins, Managing Director of RMH.
“Initially for six months, but mostly this will be followed by a
permanent position.” For Märtins, training apprentices is an
important component in the company culture. “Young people
bring fresh ideas and new verve into the company.” And the
airport, along with its subsidiaries, cannot avoid demographic
change, either. “To have trained the people ourselves is the
best guarantee for a high standard of work,” according to
Märtins. When, after eight hours, the working day comes to an
end, a tradesman remains a tradesman. And so Jan Schröder
spends his free time with the inner workings of computers
whilst Hendrik Südhaus turns his attention to the internals of
his 1965 classic car. This is the best way for them both to relax
after their demanding work at the airport.
Subsidiary: RMH Real Estate Maintenance Hamburg GmbH
Employees: 150
Executive Board: Roland Märtins (photo left), Manfred Meiser (photo right)
Responsibility: Real Estate Maintenance Hamburg GmbH is a 100-percent-owned
subsidiary of Flughafen Hamburg GmbH. The company provides services in areas
including buildings management, facilities management and space management.
These services include the inspection, service, repair and improvement of facilities
and buildings. The customer portfolio includes, as well as FHG, the companies
within the Hamburg Airport Group and other customers.
News from Real Estate Maintenance Hamburg GmbH
If you ask Roland Märtins, Managing Director of Real Estate
Maintenance Hamburg GmbH, what the negative buzzword for
2010 is, he will answer without a moment’s hesitation: “Winter”.
In 2010, the winter hit hard and long. “RHM is responsible
for winter services at Hamburg Airport. We clear all of the
airport’s ground surfaces, including runways, taxiways, aprons
and operational roads. RMH has the necessary equipment and
the trained workforce needed, but we never had such intense
conditions to deal with before. The winter of 2010 posed an
extraordinarily high load on our staff and our materials.” It was
a difficult year for RMH, commercially speaking, because the
majority of its work for the parent company, Flughafen Hamburg
GmbH, is covered by flat rate contracts. When the actual
work performed exceeds what was expected, it is bad for the
contractor. “We are working hard to change this,” says Roland
Märtins. In future, detailed documentation of the work performed
by RMH, and the cost, is to be produced. Contracts can
then be tailored and negotiated accordingly. Even though the
financial goals for the 2010 financial year were not reached,
the revenue in 2010 was the highest in the history of this
subsidiary. For 2011, further projects to optimise processes
are planned. “We have to align ourselves even more with the
needs of our customers,” says Märtins. These include, as well
as our parent company, Flughafen Hamburg GmbH, the other
companies on the airport site.
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38
SAEMS Special Airport Equipment and Maintenance Services GmbH & Co. KG
Spark plug tests and cam belt replacement
at the airport
“There is an unbelievable variety in the work at SAEMS.
We work on the widest range of vehicles, from trucks
to mobile passenger stairs to normal cars and electric
scooters. At any other workshop, such a range of vehicles
would be a rarity.”
Mehmet Hasaltay, Automotive Mechatronics Technician (photo right), and Nils Hanke, Apprentice
Automotive Mechatronics Technician (photo left)

40
SAEMS Special Airport Equipment and Maintenance Services GmbH & Co. KG
Spark plug tests and cam belt replacement
at the airport
The heart of any motor vehicle lover would leap for joy here.
The widest possible range of vehicles, from a large articulated
bus to a little Ford Courier, have gathered together to enjoy the
golden spring sunshine at SAEMS – Special Airport Equipment
and Maintenance Services GmbH & Co. KG. Automotive Mechatronics
Technician Mehmet Hasaltay (photo above left) is in
the middle of the scheduled servicing of a natural gas-powered
baggage tug. 32 of them are in action on the apron of Hamburg
Airport, transporting baggage from the terminals to the
aircraft and from the aircraft to the terminals. Passenger buses,
too, use natural gas as their fuel. After 2,000 operating hours,
a baggage tug is then brought here to the hangar south of the
air cargo centre for a full medical. Or to be more precise, for
a full mechanical. “I will be busy with this for the next two or
three days,” explains the young man, who finished his apprenticeship
as an Automotive Mechatronics Technician in 2010.
As well as the routine work, such as changing the oil filter and
cam belt, there are repairs to be done – problems that only
become apparent during a service.
The SAEMS team gets 30 to 40 new jobs every day, ranging
from a tyre change on a car to the annual inspection on the
big Z8 crash tender from the Airport Fire Brigade. This 1000horsepower
vehicle has so much technical equipment that a
service takes a whole week. Mehmet Hasaltay and Nils Hanke
(right), who is in the second year of his apprenticeship, say that
this is one of the most fascinating projects they can imagine,
because there is hardly any other single vehicle with so many
details to look at.
“There is an unbelievable variety in the work at SAEMS,” they
both agree. “We work on the widest range of vehicles, from
trucks to mobile passenger stairs to normal cars and electric
scooters. At any other workshop, such a range of vehicles
would be a rarity.” Technical flair and a passion for vehicles of
every kind led both of them to choose the career of Automotive
Mechatronics Technician. It used to be that mechanics and
electricians looked after vehicles, but modern vehicles with
their on-board computers demand advanced knowledge of mechanics,
electronics and computer technology – and today, all
of this comes bundled together in the mechatronics technician.
Neither of these young men imagined that they would be
pursuing their chosen career at the airport. And who could
imagine that an airport with 13 million passengers per year also
employees 21 automotive fitters, mechanics and mechatronics
technicians? But the fleet of vehicles operated by the airport
and its partners has to be ready for action all the time, and this

is precisely what the SAEMS team is there to ensure. Anyone
starting a three-and-a-half year apprenticeship at SAEMS is in
the real world of the job from day one. Every apprentice is assigned
to a journeyman and they work together on the vehicles.
“From the third year, sometimes even from the middle of the
second,” Mehmet Hasaltay reports from experience, “you take
sole responsibility for service and repairs.” Like Nils Hanke,
whose job today is to repair the intake manifold of a Ford
Courier, the part of the motor responsible for distributing the
fuel/air mixture to the individual cylinders, replace the fan belt
and maintain the load-sensing brake valve. For six weeks at a
time he is in the workshops, followed by a two-week block at
the trade school or a course at Hamburg’s mechanics institute,
which offers extended training courses for both apprentice mechatronics
technicians and those who have already qualified.
When asked about their most impressive experience to date,
the vehicle specialists prove that you can’t remain a pure car
enthusiast once you work at the airport. “Repairing the Z8
crash tender,” answers Mehmet Hasaltay. And then, after a
short pause, he continues: “And seeing the big aircraft land,
like the A380 or the Antonov 225.” It is almost automatic for
anyone working at the airport to become a genuine aviation
enthusiast.
Subsidiary: SAEMS Special Airport Equipment and Maintenance Services
GmbH & Co. KG
Employees: 29
Executive Board: Horst Esser (photo left), Andreas Damaske (photo right)
Responsibility: SAEMS is a joint venture of FHG (60 percent) and Lufthansa
Engineering and Operational Services GmbH (40 percent). The company is
specialised in the maintenance and rental of airport-specific vehicles and equipment.
Customers include the ground handling services, FHG Group, Lufthansa
Technik AG and other companies operating on the Hamburg Airport site.
News from Special Airport Equipment and Maintenance
Services GmbH & Co. KG
The SAEMS team was kept particularly busy last year by the
so-called special equipment. The “winter of the century” at
the start of 2010 saw the snow ploughs, ice-clearing vehicles
and de-icing trucks operating around the clock for weeks – and
afterwards, they all had to go to SAEMS for service and repair.
“The continual operation and the use of aggregates and salt
left their mark on the vehicles and equipment, of course,” says
Horst Esser, Managing Director of the subsidiary. “The knockon
effects of the winter brought a lot of extra work which ran
through the whole year like a golden thread.”
85 percent of SAEMS’ customers are part of the FHG Group,
the majority of them ground handling services. And it is a
matter of course that they want to be certain their equipment
and vehicles are always in top condition and ready for use. The
maintenance professionals had their absolute peak volume precisely,
and unsurprisingly, at the time when European aviation
itself was almost silent: whilst the cloud of volcanic ash from
Iceland emptied the skies of aircraft. For many companies, this
was the ideal time to have the entire fleet thoroughly serviced.
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AIRSYS-Airport Business Information Systems GmbH
The Hamburg Airport admins
“Our work at Hamburg Airport involves continual change.
As well as the daily tasks of IT support, there are new technologies
that require both creativity and initiative on the
part of the staff.”
Quotation: Christine Manthei, Computer Technician at AIRSYS (photo right)
Michael Wiench, System Administrator and Training Officer at AIRSYS (photo left)

44
AIRSYS-Airport Business Information Systems GmbH
The Hamburg Airport admins
Lights are blinking and fans are buzzing in the AIRSYS data
centre. 90 big servers lined up side by side ensure that Hamburg
Airport keeps running. Whether it’s data backups, the
administration of operational flight data or the display of arrival
and departure times, an airport cannot function without a computer
these days. Between the bits and bytes flying through
the room, Michael Wiench (photo above right) and Christine
Manthei (left) kneel in front of one of the servers to test it for
errors. “Every server has a different function, depending on the
area of responsibility of the people using it,” Michael Wiench
explains. “Some disruptions can be resolved here, but some
can only be dealt with on site.” The 54-year-old system administrator
has worked for Hamburg Airport since 1999, and has
been training officer at AIRSYS the whole time.
Christine Manthei was taken under his wings from her second
year of training onwards. The 27-year-old computer technician
started her three-year training at AIRSYS in August 2000 and
is still an enthusiastic part of the team. “Quite simply, we have
an exciting field,” she says. “From the planning or installation
of the departure and arrival time displays to the development
of special software to log baggage items, our work is unbelievably
varied. We make the basics available, but also manage
our own developments.” The IT professionals coordinate and
control the airport’s entire IT infrastructure, including program-
ming, user service, administration and answering questions
on the hotline. Christine Manthei appreciates the continuous
change that characterises her career – it is never boring. Sometimes,
she even gets to exchange her office for a desk with a
fantastic aerial view over the whole apron, to solve problems
in computers for German Air Traffic Services. “I simply enjoy
recognising and creating logical processes,” she says. And she
lives out her love of logic and numbers in her leisure time, too,
with computer games.
This passion is not shared by her former training coordinator,
Michael Wiench. “After nine hours at the computer, I need
something different,” the Schleswig-Holstein resident says. He
has often demonstrated stubbornness in his job as a system
administrator. “For three whole months, I spent eight hours a
day looking for a single bug – and in the end, I found it,” recalls
the qualified industrial business manager, who has worked
with AIRSYS for almost twelve years. “You simply cannot
afford to give up too soon in our job. You need to think in a
solution-oriented way, but you also have to have a bit of fight
in you,” he comments, reflecting on his own determination.
He passed his trainer’s examination 23 years ago and still loves
guiding young people through their training. “We only have
one trainee at a time at AIRSYS. I prepare the training plan,
monitor whether the learning goals are being achieved, and

support the young people,” says Michael Wiench. What do you
need to be a good trainer? He doesn’t have to think about this
for long. “A talent for leadership, patience, organisational skill
and reliability.”
It is not only the range of tasks that makes his job as a system
administrator so attractive for him; he is also drawn by the
wide variety of technologies – from radio technology and mobile
telephones to networking and cameras. “We have a finger
in every pie,” grins the father of two grown-up children. For
Michael Wiench, the opening of the new Terminal 1 in 2005
was a great tour de force. At the time, he was working on the
administration hotline and helped overcome a number of technical
obstacles. At the same time, the terminals are a refuge for
him. “Sometimes it is helpful to put a bit of distance between
me and the problem in order to find solutions to complex technical
issues. I can do this really well here amongst the throngs
of passengers.”
Beyond the interesting work, Michael Wiench really appreci-
ates one thing at Hamburg Airport: the friendly, professional
cooperation and relationship with his colleagues. “We are very
relaxed and on first name terms – we are the Airport Family,
after all.”
Subsidiary: AIRSYS-Airport Business Information
Systems GmbH
Employees: 48
Executive Board: Peter Liske (photo left), Wolfgang Müller (photo page 47)
Responsibility: AIRSYS Airport Business Information Systems GmbH,
specialising in IT for airports and airlines, is responsible for all information
technology and communications technology for the FHG Group. The wholly
owned subsidiary of Hamburg Airport was established on 1 October, 2002,
also offering its services to external customers.
News from AIRSYS-Airport Business Information Systems
GmbH
“In 2010, AIRSYS had one goal: to prepare Hamburg Airport
for the next decade,” says Managing Director Peter Liske. This
included detailed conceptual work on a new AODB (Airport
Operational Database), the central system for all operational
applications. Because of the changed requirements, it was essential
to further develop the existing system to be able to work
in a forward-looking way. The passenger information announcements
in Terminal 2 are much clearer now that a new electronic
audio system was installed in 2010. AIRSYS implemented the
necessary IT connections for the site-wide installation of defibrillators
across the airport. AIRSYS also planned and implemented
the IT infrastructure for the expansion of the central security
checkpoint in the Airport Plaza. And the IT specialists are doing
well outside the airport, too. The SAP invoicing system developed
by AIRSYS was extended for a major external customer.
For the airport’s 100th birthday, the subsidiary will complete a
mobile app with airport information. AIRSYS is also planning a
relaunch of the intranet and a SAP portal to allow internal applications
and forms to be sent electronically. “With the assistance
of the Department of Civil Engineering and the Environment,
we are also investigating energy-saving possibilities in the data
centre,” reports the Managing Director.
45

46
Subsidiaries and Holdings
Important elements in the Group result
As in the previous year, Flughafen Hamburg GmbH (FHG) holds a stake in 15
companies. Unless otherwise specified, the following text refers to 100 percent
holdings. These companies generated a total of 3.7 million euros in dividends
for FHG in 2010, making an important contribution to the company’s success,
as in previous years.
Holdings incorporated in the consolidated financial statement
Along with Flughafen Hamburg GmbH itself, seven other companies are incorporated in the consoli-
dated financial statement of the FHG Group, as Flughafen Hamburg GmbH has the majority of voting
rights in these companies. These companies also have a significant influence on the asset statement,
financial balance and profitability of the Group.
GroundSTARS GmbH & Co. KG is primarily responsible for
baggage loading and unloading. The acquisition of a major customer
along with general traffic growth in 2010 meant that the
number of employees grew from 64 to 480 and sales revenue
went from 6.7 million euros to 31.1 million euros. The annual
profit rose significantly to 1.0 million euros.
The maintenance of all buildings, surface areas and technical
facilities at Hamburg Airport is the responsibility of RMH Real
Estate Maintenance Hamburg GmbH and its 150 employees.
Sales revenue rose by 2.8 million euros to 27.3 million euros
in 2010. Special services were the primary contributors to this
growth in revenue, in particular the charging on of the much
higher costs for winter services, the overhaul of the block-type
thermal power station module and various renewal measures
on the runway system. The annual surplus of 0.6 million euros
was below the previous year’s level.
STARS Special Transport and Ramp Services GmbH & Co.
KG, with 110 employees, provides bus transportation for passengers
and crew at Hamburg Airport, in addition to activities
in the fields of aircraft towing and de-icing. FHG has a 51 percent
holding in STARS, with the remaining 49 percent owned
by Lufthansa Engineering and Operational Services GmbH
(LEOS). In the financial year under review, STARS achieved
sales revenues of 10.1 million euros and a surplus of 1.4 million
euros. The company also sold its 51 percent holding in STARS
Berlin GmbH to a local competitor and terminated its subcontracting
of staff to LEOS in Frankfurt from 1 January, 2011.
With 48 employees, AIRSYS Airport Business Information
Systems GmbH, specialising in IT for airports and airlines, is
responsible for all information technology and communications
technology for the FHG Group. Whilst the sales revenue of 6.9
million euros was only slightly above the previous year’s figure,
the annual surplus rose significantly to 1.0 million euros.

With its 72 employees, CATS Cleaning and Aircraft Technical
Services GmbH, thanks to the acquisition of a new large customer
and general traffic growth, reported an increase in sales
revenue to 4.4 million euros whilst the result, before tax and
special accounting items, was a surplus of 0.4 million euros.
A joint venture between FHG (60 percent) and Lufthansa Engineering
and Operational Services GmbH (40 percent), SAEMS
Special Airport Equipment and Maintenance Services GmbH &
Co. KG is engaged in the maintenance and rental of specialist
airport vehicles and equipment. The company’s 29 employees
serve the needs of Hamburg Airport Group, Lufthansa Technik
AG and other companies. With sales revenues of 4.6 million
euros, the annual surplus of 0.4 million euros was under the
previous year’s level.
SecuServe Aviation Security and Services Hamburg GmbH
Employees: 86
Managing Director: Wolfgang Müller
Responsibility: SecuServe Aviation Security and Services Hamburg
GmbH carries out service and security operations at Hamburg Airport. Their
services include, for example, managing parking areas, boarding card control
and baggage vehicle management. In the year under review, the company
employed 86 people.
Two questions for Wolfgang Müller,
Managing Director of SecuServe:
“How was the 2010 financial year for SecuServe?”
Wolfgang Müller: “We can be happy. Both the sales revenues
of 2.5 million euros and the surplus of almost 0.1 million euros
exceeded last year’s levels.”
“You may not have any trainees at the moment, but you
do place value on the training of your staff. What is your
focus in this area?”
Wolfgang Müller: “The focus is clearly on dealing with
conflict situations. This is of special importance, because
SecuServe’s employees do not have an easy job. They are
the first point of contact for customers when, for example, a
parking payment machine is not working, there are no more
baggage trolleys available or perhaps even a car has been
towed away for illegal parking. The rule is to keep cool – and
that is something that has to be learned. There cannot possibly
be another company in our industry that trains its staff with
such intensity. We have, of course, also checked to see if we
can become an official career training company, but it turns
out that there is no appropriate traineeship programme for us
right now. We are therefore continuing our emphasis on internal
training and personnel development.”
47

48
Subsidiaries and Holdings
Important elements in the Group result
Holdings not incorporated in the consolidated financial statement
The following eight holdings are not incorporated in the consolidated financial statement, either because
FHG does not have the majority of voting rights in these companies or because their results do
not have a major influence on the asset statement, financial balance and profitability of the Group.
AHS Aviation Handling Services GmbH is the market l eader
in Germany when it comes to independent passenger handling
and operations (P&O), serving all important German commercial
airports either with its own branches or through its
subsidiaries. FHG has a 32.5 percent stake in the company,
which is a joint venture between six German airports. Ignoring
sub sidiaries, sales revenues of 13.4 million euros were generated.
Due largely to expenses associated with the takeover of
the P&O business of Swissport Deutschland AG in mid-2009,
a loss was reported for 2010. The formal merger of the two
operations took place at most sites on 1 January, 2011.
AHS Hamburg Aviation Handling Services GmbH is owned
jointly by AHS (51 percent) and FHG (49 percent). The company
was able to increase its sales revenue in passenger handling
and operations to 8.3 million euros with a surplus of 0.4
million euros. The formal merger with AHS GermanGround in
Hamburg took place on 1 January, 2011. Joint operations had
been in place since the end of 2010.
GAC German Airport Consulting GmbH specialises in provid ing
consulting services to airports domestically and abroad, but
also consults on projects outside the aviation industry. Projects
are conducted by staff from within the Hamburg Airport Group,

supported where necessary by external consultants. GAC
achieved sales revenues of 0.3 million euros and a surplus of
6,000 in the year under review.
As the company’s unlimited partner, GroundSTARS Verwaltungs
GmbH provides the executive management to Ground-
STARS GmbH & Co. KG (see above).
The holdings SecuServe Aviation Security and Services Hold-
ing International GmbH, Grundstücksgesellschaft Kaltenkirchen
mbH & Co. KG and Grundstücksgesellschaft Kaltenkirchen
Verwaltungs GmbH were not active in 2010.
CSP Commercial Services Partner GmbH
Employees: 22
Managing Director: Johannes Scharnberg
Responsibility: With 22 of its own employees and 15 from Hamburg
Airport’s central departments, CSP Commercial Services Partner GmbH
provides commercial services for FHG’s holdings and third parties. Third-
party customers now make up more than 60 percent of CSP’s total work,
consisting primarily of public companies and aviation-related companies
such as AHS.
Two questions for Johannes Scharnberg,
Managing Director of CSP:
“How was the 2010 financial year for CSP?”
Johannes Scharnberg: “2010 was a record year for CSP,
with sales revenues of 3.1 million euros – the first time in our
history that we have passed the 3 million euro mark. CSP is thus
continuing the positive developments of recent years. Over the
last five years, sales revenues grew by more than 35 percent as
the so-called third-party business was consistently expanded.
The expansion of services to existing clients and the acquisition
of new clients, such as Hamburg’s HAZ training centre, are
the results of the course set. A surplus of 0.3 million euros was
recorded for 2010.”
“What role does training play for CSP?”
Johannes Scharnberg: “Initial career training and further
training are important to CSP both now and in the future. CSP
trains Aviation Customer Service Officers for Hamburg Airport
and AHS, and we support business administration students
in the dual-mode system. Keywords such as ‘accounting law
modernisation’, ‘VAT package’ and ‘e-accounting’, as well as
customer requirements in terms of, for example, international
accounting standards, make it clear that the further training
of our own personnel is a continuing, long-term responsibility.
Flexibility and consistently high training standards are important
pillars in the sustainability and success of CSP.”
49

50
In Focus
Training Policy
An interview with Hamburg Airport’s personnel management
“We have done everything we can to open up a great future for our
employees. Our goal is to recognise potential and exploit chances.”
Quotation: Sandra Carstensen, Head of Human Resources (photo left)
Renate Jakstat-Peill, Head of Personnel Development and Training (photo right)

The fascination of flight: enthusiasm for aircraft and airports is shared by young people, too, and
many north German youth finishing school are interested in the idea of a traineeship or apprenticeship
at Hamburg Airport. What is special about the “airport as a company”, what does it have to
offer its future trainees? An expert discussion with Sandra Carstensen, Head of Human Resources
(photo left) and Renate Jakstat-Peill, Head of Personnel Development and Training (photo right).
“At Hamburg Airport you encounter celebrities, businesspeople
in a hurry and relaxed holidaymakers. That sounds
more like an adventure than a hard working day ...”
Sandra Carstensen: “... which is, of course, not the case. Our
working day doesn’t consist of watching planes and admiring
the colourful hustle and bustle of an international airport. The
reality is that many employees don’t see a single aircraft for
days at a time, for example because they are working in baggage
handling or in an office.”
“Is there then nothing special about working at an air-
port?”
Sandra Carstensen: “The airport is highly attractive. Most
employees, applicants, passengers and visitors appreciate
the special atmosphere of the airport and the mobility that air
travel offers. However, it is the work, not the experience, that
takes priority for Hamburg Airport and its 1,700 employees. It
is important to work together in a coordinated way. Every employee
is important, so that all the cogs lock in and the airport
functions.”
“How do young people find their way around Hamburg
Airport at the start of their careers?”
Renate Jakstat-Peill: “As a company, we are very large, but
our structures remain straightforward and understandable. This
means that there is a lot of personal contact between employ-
ees. This is an example of what our trainees appreciate. The
familiar contact is helpful for them as they start their careers.
There are around 40 trainers at Hamburg Airport, who are
continually undergoing further training themselves. They provide
interesting and demanding training in six different career
paths and are committed, heart and soul, to our 50 trainees.
This commitment and the financial opportunities characterise
the airport. We know that good training costs money, and the
Human Resources Department enjoys the full support of the
Executive Board.”
“What opportunities does Hamburg Airport offer its
employees?”
Sandra Carstensen: “We have done everything we can
to open up a great future for our employees. Our goal is to
recognise potential and exploit chances. For some employees,
the things that count are a secure job, clear structures and the
chance for individual further training. For other young people,
the key is to take on new responsibilities and, for example, to
start an academic study programme or to experience working
in another company.”
Renate Jakstat-Peill: “We appreciate this mobility, which
encourages the exchange of ideas and personal development.
It is beneficial for the whole company when our personnel
discover and implement new things. And it is, of course, also
important to us to find out about other companies’ cultures so
that we can better appreciate our own.”
51

52
In Focus
Sustainability
The airport’s workforce is happy to be there. The average rate
of change did not reach two percent even once over the past
five years. These outstanding figures result from a corporate
culture that is built around the employees and their further
development.

Sustainability has a long tradition at Hamburg Airport. Long before this term had become the
centre of discussion in society, the airport had been planning and dealing in a sustainable way.
It is not only because of its proximity to the city that the airport carries a special responsibility for
the surrounding area, the environment and secure employment. With 15,000 employees on the
airport site and numerous suppliers, Hamburg Airport is one of the most important employers in
northern Germany.
Sustainable economic success
A healthy commercial and financial foundation forms the basis
for sustainable corporate development. For example, starting
in the 1990s, the airport has quickly and successfully developed
new areas of business, such as its non-aviation activities.
Today, revenue from shops, restaurants, parking and advertising
account for around 30 percent of total turnover. Another
stabilising factor is the large number of airlines – more than 60
– that serve Hamburg. The two largest airlines, Lufthansa and
Air Berlin, with around 30 percent market share each, actively
compete with one another, resulting in customer-friendly
prices and high demand. The portfolio is rounded out by such
renowned airlines as Air France, British Airways, Emirates,
Condor, easyJet, Turkish Airlines and many others.
Sustainable personnel policy
The airport’s workforce is happy to be there. The average rate
of change did not reach two percent even once over the past
five years. These outstanding figures result from a corporate
culture that is built around the employees and their further development.
This includes a training programme with more than
100 courses, ranging from leadership training to specialist and
language courses and health management, leaving no desire
unfulfilled.
A modern concept of leadership, characterised and defined
by respectful partnership and ownership of decision-making
processes, is an essential building block in the personnel policy.
Furthermore, Hamburg Airport offers its employees a wide
variety of social services. The employee and family service,
for example, assists in difficult family situations, organises
a summer holiday camp for employees’ children and helps
to find kindergarten places for younger children. The works
sport centre at the airport is highly valued, too. Staff can play
football, tennis, beach volleyball and table tennis on site. The
fully equipped fitness studio, complete with trainer, is open
365 days a year.
Sustainable community work
Hamburg Airport takes responsibility for the community. As
a “good neighbour”, the airport is engaged in initiatives, projects
and clubs in the neighbouring areas. Community Officer
Manfred Czub and his team provide information about the
airport, support the many sports clubs in the area as well as
cultural projects such as “Youth Make Music” and help with
the or ganisation of community festivals. The continual dialog
that this facilitates is also very important, particularly about the
issues of environmental impact and aircraft noise. The “Hamburg
Flughafen” community newspaper keeps residents up-todate
with news relating to the airport.
Sustainable environmental action
The airport’s environmental work has won many prizes and
defines the standards for Germany’s airports. Such measures
as the installation of one of the world’s largest enclosed noise
protection hangars for engine tests at the Lufthansa Technik
site, the ban on APU operation on the ground, and emissionrelated
and noise-related take-off and landing charges have
reduced the noise emission levels in and around Hamburg
Airport by almost 40 percent since 1997 – despite the rapid
increase in passenger figures. Other innovative projects include
biogas-powered baggage tugs and buses, hydrogen-powered
vehicles and the thermolabyrinth in Terminal 1. In recent years,
CO emissions have been reduced by around 12,000 tonnes
2
per year; further reductions are planned for the coming years.
53

Hamburg Airport Annual Report 2010
55

56
Economic Situation and Group Status Report
for the 2010 Financial Year
Overall economic developments and status
of the industry
After 2009, a year dominated by the global economic crisis,
2010 saw a significant upswing, resulting in the strongest
growth in Germany since reunification. According to preliminary
calculations by the German Federal Statistics Office, the gross
domestic product (GDP) grew by 3.6 % in comparison to 2009.
The aviation industry also benefitted from this development,
experiencing significant growth in demand. The German Airports
Association (ADV) thus reported a growth in passenger numbers
of 4.7 % at Germany’s international commercial airports.
At the international level, too, the aviation industry was
able to recover from the economic slowdown of 2009, although
the positive development was overshadowed by the
global effects of the cloud of volcanic ash in April 2010. Several
days of cancellations of flights in Germany and large
swathes of Europe led to financial losses in the billions for the
industry. The rest of the year proceeded well for the aviation
industry until the sudden onset of winter at the end of November
2010, with wintry conditions sustained until the end of the
year, resulted in numerous disruptions to flight operations at
other major German and European airports which – despite
smooth operations in Hamburg – caused flight cancellations
and delays across the board.
Traffic development at Hamburg Airport
The positive overall development of the aviation industry also
led to passenger growth for Hamburg Airport, with 12,962,917
passengers in 2010 representing 6.0 % growth for the year,
above the average of the German Airports Association (ADV).
During the course of the year, the airlines deployed, on average,
larger aircraft and at the same time achieved better load factors,
so that the number of take-offs and landings only rose by 0.4 %
over the previous year to a total of 138,060 commercial aircraft
movements (ADV average: +0.2 % over previous year). This also
resulted in a new record for the highest number of passengers
per aircraft movement: 94 (previous year: 90 passengers per aircraft
movement).
In contrast, the decline in flown air cargo (–13.2 % compared
to previous year) at Hamburg Airport continues. The base effect
of the loss of the weekday cargo flight to Leipzig in October
2009 continues to be felt. Furthermore, the change to aircraft
with lower cargo capacity for the Frankfurt route led to a partial
shift to road transportation of the cargo that, until summer
2009, was transported by air; road cargo increased disproportionately
in 2010.
After moderate traffic growth in the opening months of
2010, the cloud of volcanic ash over Europe in April led to sev-
eral days of flight cancellations. Despite this, pleasing growth
rates were reported in the months following the resumption of
flights. Whilst the sustained harsh winter at the end of the year
led to numerous flight cancellations at other German and European
airports, which also had an effect on traffic levels at
Hamburg Airport, 2010 was nevertheless the highest volume
year in Hamburg Airport’s 100-year history.
Business development and earnings situation
Total sales revenue rose by € 24.5 m (+10.9 %) to € 248.6 m in 2010.
Sales revenue in the Aviation Division rose by € 6.4 m (+5.4 %)
to € 124.8 m, consistent with the growth in traffic levels. This represents
a 50.2 % share of total sales revenue (previous year: 52.8 %).
Sales revenue of € 50.6 m in Ground Handling exceeded the
previous year’s figure by € 15.5 m (+44.0 %). The acquisition of
a major customer from January 2010 along with the strong aircraft
de-icing business, due to weather conditions, were important
positive contributors. The disproportionate growth of this
segment is reflected in share of total sales revenue, which increased
from the previous year’s value of 15.7 % to 20.4 %.
In terms of non-aviation revenue, income from fixed rents,
rent-related services and other services all increased slightly.
Concessional income, essentially dependent on passenger figures,
grew disproportionately by +10.2 % to € 25.1 m. This is the
result of the expanded range of retail and food & beverage options
in the Airport Plaza, attracting ever-increasing numbers
of passengers and visitors. Despite this encouraging development,
the share of non-aviation revenue in total sales revenue
decreased to 29.4 % (previous year: 31.5 %), thanks to the strong
growth of Ground Handling.
Other operating revenues for 2010 were € 16.0 m higher than
in the previous year (€ 11.4 m). This variation resulted primarily
from the liquidation of provisions for security charges which had
been established over several years. The basis for the creation
of these provisions was obviated by a decision made by the Federal
Constitutional Court in May 2010.
In terms of cost of materials, the acquisition of a major ground
handling customer and the significant increase in de-icing are
the primary causes for the increase in aviation services required
by subsidiaries. These factors, along with the increased usage of
aircraft de-icing fluid and the extra requirements for surface deicing,
are the primary factors in the growth of material costs by
€ 16.7 m to € 109.7 m.
Notwithstanding a wage increase which came into effect
on 1 January, 2010, the personnel costs decreased by € 2.0 m
(– 5.4 %) from the previous year’s costs. This decrease results
entirely, however, from a structural change due to the adoption
of the Accounting Law Modernisation Act (BilMoG). The

expenditure for the accrual of interest on provisions for pensions
and partial retirement (totalling € 3.6 m) is thus no longer
included in personnel expenditure but instead listed as an
item of interest expenditure. The revaluation of these provisions
in accordance with the provisions of BilMoG * involves
spreading the increase in provisions over a period of 15 years.
The resultant expenditure is also not assigned to personnel expenditure
but, in this case, to extraordinary expenditure; the
total amount for both partial retirement regulations and pension
obligations is € 0.9 m.
At € 45.5 m, other operating expenses are € 9.4 m higher than
in the previous year. This increase consists primarily of the provisions
created because of the amendments to the legal framework
underlying the noise protection programme, in order
to cover potential expenditure for structural noise protection
measures to be taken by owners of property in the noise protection
zone.
The completion of the P2 – P4 parking deck as well as the
fixing of the rubber strip beside the runways led to an increase
in the fixed asset value for the previous year, reflected in a
€ 2.2 m increase in depreciation to € 30.4 m in 2010.
The € 6.4 m increase in interest expenditure to € 15.8 m is
essentially the result of the changed classification of expenditure
arising from the accrual of interest for partial retirement and
pension provisions due to the adoption of BilMoG *, as detailed
above, along with the taking out of further bank loans.
No significant income tax is listed for 2010 because of the
control and profit/loss transfer agreement with FHK. In the previous
year there was an item of income amounting to € 2.8 m
arising from a large tax refund for the years 1999 and 2000
along with the liquidation of provisions created in this context.
A further base effect, related to the one-off increase in energy
taxes in the previous year, is responsible for the significant
decline in other taxes to € 0.9 m (previous year: € 2.9 m).
As a consequence of the developments in operative business
described, along with the large number of special items,
the company has reported a pre-dividend result for the 2010 financial
year of € 41.8 m, which is € 6.7 m (+19.2 %) above the previous
year’s result. This represents an increased profit-turnover
ratio of 16.8 % (previous year: 15.6 %).
At the Group level, the sales revenue has increase by
€ 22.6 m from the previous year’s figures to € 248.1 m. After the
elimination of the internal turnover of the consolidated subsidiary
holdings with FHG (e.g. ground handling services used),
SecuServe, STARS and SAEMS still report appreciable sales
revenue outside the Group. This revenue is, however, overcompensated
by transactions between FHG and the subsidiary
holdings (especially rent), so that the Group sales revenue
is € 0.5 m lower than FHG’s sales revenue. Group earnings from
ordinary activities for the 2010 financial year were € 43.1 m (previous
year: € 34.2 m).
Nett asset position and asset structure
The balance sheet total of Flughafen Hamburg GmbH (hereinafter
“FHG”) increased by € 13.2 m (+2.8 %) over the previous
year’s figure to € 491.7 m (Group: +2.2 % to € 506.5 m).
On the asset side, depreciation of € 30.4 m, counterbalanced
only by completed investments (excluding financial investments)
of € 11.3 m, led to a reduction in fixed assets of € 16.2 m (– 3.6 %)
to € 426.8 m, of which 83.6 % (previous year: 78.9 %) is covered
by equity capital and / or long and medium-term external capital.
The large influx of funds arising from ongoing business activities,
combined with the restrained investment activity, is reflected
in current assets, where receivables from associated companies
have increased; of these receivables, € 11.9 m of which is
from the Hamburger Gesellschaft für Vermögens- und Beteiligungsmanagement
mbH (hereinafter HGV) relating to the cash
pool. Furthermore, the balance at credit institutes has grown by
€ 26.5 m to € 32.0 m.
On the liabilities side of the balance sheet, lower provisions
for trade creditors have been overcompensated by a significant
growth in liabilities. Specifically, the increased corporate result
for 2010 is responsible for the increase in liabilities to associated
companies, whilst liabilities to credit institutions have increased
to € 255.1 m (previous year: € 242.6 m).
With equity capital remaining unchanged at € 63.8 m, the increased
balance sheet total thus leads to a decline in the equityto-assets
ratio to 13.0 % (previous year: 13.3 %). Equity capital
for the Group constituted 13.9 % of the balance sheet total (previous
year: 14.6 %). Equity capital, along with medium and longterm
investment capital, balanced 83.4 % (Group: 86.9 %) of medium
and long-term fixed investments.
Financial situation
Cash flow arising from business operations allowed investments
in tangible assets and financial assets to be covered. Taking the
outflow of funds from financial activity into account, FHG had
a financial resource fund of € 31.7 m at year end (previous year:
€ 2.9 m). Available liquid funds were invested at HGV and credit
institutions as overnight money.
In the Group, too, the cash flow from ongoing business activities
covered investments; the financial resource fund at year
end was € 42.6 m. The overnight money assets held at HGV and
credit institutions significantly exceed the remaining overnight
money assets from the cash pool of subsidiaries and holdings
not incorporated in the Group Financial Statement.
* BilMoG = Accounting Law Modernisation Act 57

58
Economic Situation and Group Status Report
for the 2010 Financial Year
The Executive Board regularly receives information relat-
ing to the liquidity and potential financial risks to support it in
treasury management. FHG and its subsidiary holdings operate
a joint cash pool with the goal of optimally deploying liquid
resources by concentrating the liquidity surplus of the subsidiary
holdings with the parent company. FHG offsets short-term
liquidity variations, where necessary, with HGV resources. The
integration of FHG in the HGV Group, along with the high creditworthiness
of the shareholders, means that there is no indication
of financial problems either at present or for the future.
Investments
The total volume of investments (excluding financial investments)
in 2010 was € 11.3 m (previous year: € 34.7 m). After the official
completion of HAM21, an expansion programme that had taken
several years, at the beginning of 2010, the focal points of investment
activity were the expansion of the central security checkpoint,
anti-glare measures in Terminal 2 and a new rescue vehicle
for the fire brigade. There were also final settlements from HAM21.
Within the Group, investments amounting to € 14.1 m (excluding financial
investments) were made. This reflects the investment activities
of FHG as well as GroundSTARS, AIRSYS and RMH.
Employees
Excluding the Executive Board and apprentices / trainees, FHGs
average workforce in 2010 consisted of 643 employees (previous
year: 636). The increase to a total of 1,619 employees (previous
year: 1,535) in the Group resulted from the temporary hiring
of additional personnel at the ground handling companies. In
addition to these figures, an average of 38 apprentices and trainees
was employed by FHG throughout the year (Group: 44). In the
course of the year, 14 of them completed their traineeship or apprenticeship
and 13 new apprentices and trainees were taken on.
FHG deliberately trains beyond its own needs in five different occupations,
in this way fulfilling its social obligations. On 1 January,
2010, a wage increase of 1.2 % came into effect for FHG and
its subsidiaries, based on the Public Service Wage Agreement
(TVöD).
Events occurring after the accounting date
There have been no developments of special significance to FHG’s
or the Group’s commercial situation since the accounting date.
Future development – opportunities and risks
FHG and the Group have at their disposal a central risk management
system, which is continually being updated. The goal is to
deal with risk in a controlled and managed way. To this end, organisational
regulations have been implemented and commit-
tees established, guaranteeing very early recognition of riskladen
developments. The definition and parameterisation of
both specific risks and general potential risk are documented in
a risk handbook. Based on these classifications, no risks can be
identified which threaten the airport’s survival.
Risks bringing with them a significant potential influence on
the asset, financial and earnings situation have been identified in
the field of ground handling, where the continuing consolidation
of airlines brings the exposure of dependence on a decreasing
number of increasingly large customers and / or alliances. Were
FHG to lose one of these large customers, a significant loss of
turnover and market share would result. Furthermore, the local
competitor resumed operations in November 2010 and is making
intense efforts to acquire further customers from FHG by
way of low prices. This brings with it the risk of the pricing level
as a whole sinking still further.
Beyond this, there are both opportunities and risks with significant
potential influence on the asset, financial and earnings
situation which relate to unexpectedly large variations in traffic
numbers; the high proportion of fixed costs in the company’s
expenditure means that such changes are more or less directly
reflected in earnings.
Financial instruments implemented by FHG and the Group
consist of interest swaps to match the level and period of the financial
structure and to cover the risk of interest rate changes.
Outlook
A continuation of the positive development of the business is
expected for the year ahead. Increases in both aviation and nonaviation
revenues are expected, in line with the development of
traffic levels. In the area of ground handling, the re-entry to the
market of the competitor in November 2010 will result in moderate,
single-digit loss of market share in 2011. This effect, along
with the return of aircraft de-icing to normal levels, will result in
a decline in income; nevertheless, the operating result for 2011
is expected to be higher than for 2010.
Without the special items of 2010, however, such as the liquidation
of security provisions, the year end result before profit
transfer is expected to be slightly lower. It is expected that 2012
will see similar development of the business to 2011.
Hamburg, 28 January, 2011
Flughafen Hamburg Gesellschaft mit
beschränkter Haftung
Executive Board
Michael Eggenschwiler Claus-Dieter Wehr

60
Flughafen Hamburg GmbH: balance sheet 2010
Assets
A. Fixed assets 1
I. Intangible assets
Purchased commercial rights, similar rights
and assets 1,118,792.00 1,241,164.00
II. Tangible assets
1. Land, leasehold rights and buildings,
including buildings on leasehold land 339,092,769.55 350,275,248.51
2. Technical equipment and machinery 60,154,370.21 67,643,941.00
3. Other equipment; fixtures and fittings 14,426,970.00 15,106,488.00
4. Payments on account and assets under construction 5,117,067.54 3,109,664.86
III. Financial assets
418,791,177.30 436,135,342.37
1. Shares in Group companies 2,739,327.66 2,986,240.35
2. Holdings 2,591,316.20 2,591,316.20
3. Loans to companies in which the company
has a participating interest 1,549,783.32 0.00
B. Current Assets
I. Stocks
6,880,427.18 5,577,556.55
426,790,396.48 442,954,062.92
Raw materials and supplies 418,927.12 396,119.02
II. Debtors and other assets 2
31 December, 2010 31 December, 2009
€ €
1. Trade debtors 14,256,527.60 14,489,760.31
2. Amounts owed by affiliated companies 14,436,158.61 10,429,241.67
3. Amounts owed by companies in which
the company has a participating interest 32,152.84 42,852.11
4. Amounts owed by the
Free and Hanseatic City of Hamburg 8,309.55 5,122.81
5. Other assets 2,722,697.54 2,695,093.61
31,455,846.14 27,662,070.51
III. Cash in hand and credit at banks and financial institutions 32,045,501.25 5,566,875.38
63,920,274.51 33,625,064.91
C. Prepaid expenses 1,028,987.07 1,915,566.37
1 See Appendix (notes on financial statements) 5.
2 See Appendix (notes on financial statements) 6.
491,739,658.06 478,494,694.20

Equity and liabilities
A. Equity 1
I. Subscribed capital 56,026,500.00 56,026,500.00
II. Capital reserves 6,925,498.05 6,925,498.05
III. Profit reserves
Other profit reserves 808,007.65 808,007.65
B. Provisions 2
63,760,005.70 63,760,005.70
1. Pension provisions 57,665,661.00 55,440,039.00
2. Tax provisions 82,000.00 1,285,000.00
3. Other provisions 36,786,558.34 46,535,140.29
C. Liabilities 3
31 December, 2010 31 December, 2009
94,534,219.34 103,260,179.29
1. Amounts owed to financial institutions 255,086,096.27 242,591,069.88
2. Trade creditors 2,993,057.59 1,995,150.98
3. Amounts owed to Group companies 61,997,153.92 53,349,100.89
4. Amounts owed to companies in which the
company has a participating interest 683,252.51 74,060.61
5. Amounts owed
to the Free and Hanseatic City of Hamburg 3,602,709.61 4,108,348.05
6. Other creditors 3,284,357.05 3,309,225.80
327,646,626.95 305,426,956.21
D. Prepaid expenses 5,798,806.07 6,047,553.00
1 See Appendix (notes on financial statements) 7.
2 See Appendix (notes on financial statements) 8.
3 See Appendix (notes on financial statements) 9.
€ €
491,739,658.06 478,494,694.20
61

62
Flughafen Hamburg GmbH: income statement 2010
Income Statement
1. Sales revenue 1 248,641,940.15 224,108,615.76
2. Other own resources capitalised 536,561.00 643,694.00
3. Other operating income 2 27,375,663.03 11,369,873.48
4. Cost of materials
a) Cost of raw materials
and supplies 7,760,267.30 5,247,035.50
b) Cost of bought-in services 101,970,772.88 87,816,773.52
5. Personnel expenses
01.01 – 31.12. 2010 01.01 – 31.12. 2009
€ €
109,731,040.18 93,063,809.02
a) Wages and salaries 28,362,614.25 26,868,855.06
b) Social security, pensions,
and other benefits of which 7,249,671.92 10,793,143.61
for pensions € 2,356,016.08
(previous year: € 6,162,407.30)
35,612,286.17 37,661,998.67
6. Amortisation and depreciation on intangible and
tangible fixed assets 3 30,396,245.21 28,200,314.78
7. Other operating expenses 2 45,526,192.68 36,124,326.19
8. Income from participatory investments – 1,739,221.36 671,098.04
of which from Group companies € 1,636,680.73
(previous year: € 474,544.24)
9. Income from profit and loss transfer agreements 1,922,000.71 2,220,336.63
10. Other interest received and similar income – 289,358.60 531,319.85
of which from Group companies € 102,112.66
(previous year: € 13,105.32)
11. Interest paid and similar expenses 4 – 15,778,282.35 9,386,825.73
of which to Group companies € 86,308.24
(previous year: € 226,574.30)
12. Expenses arising from transfer of losses 23,890.56 9,062.08
13. Earnings from ordinary activities 43,436,807.70 35,098,601.29
14. Exceptional income 5 112,689.25 0.00
15. Exceptional expenses 5 923,845.02 0.00
16. Exceptional earnings – 811,155.77 0.00
17. Income tax 6 – 19,521.90 – 2,785,648.89
18. Other taxes 7 891,995.89 2,851,486.30
19. Profit transferred under the terms of profit and
loss transfer agreements 41,753,177.94 35,032,763.88
20. Surplus for year 0.00 0.00
1 See Appendix (notes on financial statements) 10. 2 See Appendix (notes on financial statements) 11.
3 See Appendix (notes on financial statements) 12. 4 See Appendix (notes on financial statements) 14.
5 See Appendix (notes on financial statements) 15. 6 See Appendix (notes on financial statements) 16.
7 See Appendix (notes on financial statements) 17.

64
Group: balance sheet 2010
Assets
A. Fixed Assets 1
I. Intangible assets
Purchased commercial rights, similar rights
and assets 1,733,709.15 1,731,285.59
II. Tangible assets
1. Land, leasehold rights and buildings,
including buildings on leasehold land 347,097,794.59 359,955,638.19
2. Technical equipment and machinery 61,272,294.42 68,777,422.61
3. Other equipment; fixtures and fittings 22,354,555.02 22,690,377.98
4. Payments on account and assets under construction 5,138,067.54 3,161,869.86
III. Financial assets
435,862,711.57 454,585,308.64
1. Shares in Group companies 542,401.16 542,401.16
2. Participatory investments in associated companies 346,212.45 1,476,860.07
3. Loans to companies in which
the company has a participating interest 1,549,783.32 0.00
B. Current Assets
I. Stocks
2,438,396.93 2,019,261.23
440,034,817.65 458,335,855.46
1. Raw materials and supplies 1,984,282.85 2,126,938.97
2. Work in progress 57,697.67 36,438.74
II. Debtors and other assets 2
2,041,980.52 2,163,377.71
1. Trade debtors 14,425,998.15 14,856,649.47
2. Amounts owed by affiliated companies 13,421,917.32 9,071,614.71
3. Amounts owed by companies in which
the company has a participating interest 32,152.84 42,852.11
4. Amounts owed
by the Free and Hanseatic City of Hamburg 8,309.55 5,122.81
5. Other assets 3,015,437.69 3,499,520.33
III. Securities
31 December, 2010 31 December, 2009
€ €
30,903,815.55 27,475,759.43
Shares in Group companies 0.00 38,250.00
IV. Cash in hand and credit at banks and financial institutions 32,061,808.30 5,591,625.44
65,007,604.37 35,269,012.58
C. Prepaid expenses 1,176,175.11 2,087,388.92
D. Active provisional tax 255,271.11 0.00
1 See Appendix (notes on financial statements) 5.
2 See Appendix (notes on financial statements) 6.
506,473,868.24 495,692,256.96

Equity and liabilities
A. Equity 1
I. Subscribed capital 56,026,500.00 56,026,500.00
II. Capital reserves 5,811,919.68 5,811,919.68
III. Profit reserves
Other profit reserves 7,935,959.04 9,627,957.68
Profit reserves from adjustment for BilMoG * 262,190.44 0.00
IV. Group balance sheet earnings 43,676.81 566,652.18
V. Minority interests 365,000.00 365,000.00
B. Provisions 2
70,445,245.97 72,398,029.54
1. Pension provisions 74,915,378.00 71,165,294.00
2. Tax provisions 256,440.50 1,471,247.31
3. Other provisions 42,526,515.94 52,259,983.62
C. Liabilities 3
31 December, 2010 31 December, 2009
117,698,334.44 124,896,524.93
1. Amounts owed to financial institutions 255,086,096.27 242,591,069.88
2. Trade creditors 4,584,609.32 4,373,622.89
3. Amounts owed to Group companies 43,462,209.19 36,715,123.70
4. Amounts owed to companies in which the
company has a participating interest 1,558,276.26 535,668.95
5. Amounts owed to the Free and
Hanseatic City of Hamburg 3,602,709.61 4,108,348.05
6. Other creditors 4,237,581.11 4,026,316.02
312,531,481.76 292,350,149.49
D. Prepaid expenses 5,798,806.07 6,047,553.00
1 See Appendix (notes on financial statements) 7.
2 See Appendix (notes on financial statements) 8.
3 See Appendix (notes on financial statements) 9.
* BilMoG = Accounting Law Modernisation Act
€ €
506,473,868.24 495,692,256.96
65

66
Group: income statement 2010
Income Statement
01.01 – 31.12. 2010 01.01 – 31.12. 2009
€ €
1. Sales revenue 2 248,124,608.83 225,572,816.68
2. Reduction in stock due to work 21,258.93 – 54,051.26
3. Other own resources capitalised 2,205,630.05 2,920,975.80
4. Other operating income 3 27,903,664.55 11,577,988.89
5. Cost of materials
a) Cost of raw materials and supplies 12,040,261.84 9,998,107.22
b) Cost of bought-in services 52,604,378.94 46,967,723.83
6. Personnel expenses
64,644,640.78 56,965,831.05
a) Wages and salaries 61,592,255.61 58,368,127.98
b) Social security, pensions and other benefits – 14,312,135.87 17,741,103.67
of which for pensions € 3,030,202.29
(previous year: € 7,350,781.20)
75,904,391.48 76,109,231.65
7. Amortisation and depreciation on intangible and
tangible fixed assets 4 34,739,657.56 32,370,642.22
8. Other operating expenses 3 42,732,960.18 32,302,178.24
9. Receipts from the sale of shares in Group companies 111,750.00 0.00
10. Earnings from associated companies – 1,028,106.99 198,929.23
11. Income from profit and loss transfer agreements 305,844.09 424,415.36
12. Other interest received and similar income – 299,014.17 561,223.61
of which from Group companies € 102,100.70
(previous year: € 13,105.32)
13. Expenses arising from transfer of losses 5 23,890.56 9,062.08
14. Interest paid and similar expenses 6 – 16,781,586.33 9,292,202.64
of which to Group companies € 7,787.98
(previous year: € 126,202.21)
15. Earnings from ordinary activities 43,116,536.74 34,153,150.43
16. Exceptional income 112,689.25 0.00
17. Exceptional expenses 1,184,984.82 0.00
18. Exceptional earnings 7 – 1,072,295.57 0.00
19. Income tax 8 702,743.04 – 2,582,500.16
20. Other taxes 9 921,124.57 2,880,925.66
21. Profit transferred under the terms of profit and
loss transfer agreements 41,753,177.94 35,032,763.88
22. Group deficit for year – 1,332,804.38 – 1,178,038.95
23. Minority interest contribution 10 882,169.63 526,329.60
24. Group profit carried forward 566,652.18 579,021.58
25. Withdrawal from other profit reserves 1
1,691,998.64 1,691,999.15
26. Group balance sheet earnings 43,676.81 566,652.18
1 See Appendix (notes on financial statements) 4. 2 See Appendix (notes on financial statements) 10. 3 See Appendix (notes on financial statements) 11.
4 See Appendix (notes on financial statements) 12. 5 See Appendix (notes on financial statements) 13. 6 See Appendix (notes on financial statements) 14.
7 See Appendix (notes on financial statements) 15. 8 See Appendix (notes on financial statements) 16. 9 See Appendix (notes on financial statements) 17.
10 See Appendix (notes on financial statements) 18.

68
Appendix (notes on the financial statements) 2010
1 General information
The financial statement for Flughafen Hamburg Gesellschaft mit
beschränkter Haftung (FHG) and the consolidated (Group) financial
statement for the financial year 2010 have been produced in
accordance with the provisions of the German Commercial Code
for large corporations and are explained jointly below, unless otherwise
noted. The regulations of the Limited Liability Companies
Act (GmbHG) have also been fulfilled for the FHG financial statement.
The profit and loss statements have been prepared on the
basis of categorised expenses.
In 2010, for the first time, the FHG’s financial statement and
the Group financial statement were prepared on the basis of the
Accounting Law Modernisation Act (BilMoG ). In this context, the
decision was taken to make use of the provisions of Art. 67 Para.
8 Subpara. 2 of the Introductory Act to the German Commercial
Code (EGHGB) and not adjust the figures from the previous year.
2 Consolidation group
In addition to Flughafen Hamburg GmbH (FHG), the seven companies
listed in Table 2a, in which FHG has a direct majority of
the voting rights, are included in the consolidated financial statement.
Due to their relative insignificance for the Group’s financial
position and earnings, the ten companies listed in the table below
have been omitted from the consolidated financial statement
in accordance with § 296 (2) and § 311 (2) of the German Commercial
Code; see Table 2b. The holdings of STARS KG in STARS Berlin
GmbH, listed at this point in the previous year, were sold in 2010.
Shareholdings in associated companies are valued according to
the equity method where the Group holds a share of between
20 % and 50 % and has a substantial say in the company’s affairs.
FHG has shareholdings in the companies listed in Table 2c.
3 Principles of consolidation
Capital consolidation was performed according to the book value
method, which offsets purchase cost against the Group share
of the equity of the consolidated subsidiaries at the time of their
purchase or initial consolidation. Any positive differences arising
were offset against capital reserves in accordance with § 309 (1)
No. 3 of the German Commercial Code as valid on 28 May, 2009.
The associated companies included in the consolidated financial
statements have been valued according to the book value
method (§ 312 (1) No. 1 German Commercial Code as valid
on 28 May, 2009) at the time of their purchase or initial consolidation.
Any differences arising between the book value of the
shareholding and the share of equity capital were offset against
reserves. At the time of this calculation, German Standard No. 4
for the Rendering of Accounts did not apply.
Debt consolidation performed in accordance with § 303 of
the German Commercial Code produced a negative difference of
€ 186,000 due to the valuation of pension provisions on the basis
of actuarial going concern value and active counterclaims, valued
at cash value.
Sales revenue, expenses and income, loans and other receivables,
liabilities and provisions existing between the companies
consolidated have been eliminated. Interim results in accordance
with § 304 German Commercial Code have not been eliminated.
4 Principles of accounting and valuation
Companies incorporated in the consolidated financial statement
implement unified and consistent principles of accounting and
valuation.
Due to revocation of the Retainment Option Right (§ 308(3)
German Commercial Code), transfers of tax-free reserves based
on tangible assets as of 1 January, 2004 undertaken in previous
years in accordance with § 163(1) of the Transfer Regulations
(Abgabenordnung) were entered in the Group financial statement
to the amortisation value allowed by tax regulations and assigned
to profit reserves.
Due to the tax group relationship with FHK Flughafen Hamburg
Konsortial- und Service GmbH & Co. oHG (FHK oHG), reserves
for provisional taxation have not been established. The
active provisional taxes appearing in the Group financial statement
relate to the amounts shown for individual subsidiary limited
liability partnerships and take corporation tax into account.
As a result of assignments to tangible assets in 2004, ongoing
amortisation in the year under review was € 1,692,000 higher,
as it was the previous year; withdrawal of the same amount from
other profit reserves served to balance this.
Purchased intangible assets have been counted as purchase
expenses, reduced in line with planned linear depreciation.
Tangible assets have been assessed based on purchase or
production cost, reduced in accordance with both planned linear
depreciation over their respective normal operational lifetimes
and unplanned depreciation.
Assignments are made where the reason for unplanned depreciation
has ceased to exist. In the course of the tax-free transfer
of reserves in accordance with § 163 (1) of the Transfer Regulations
(Abgabenordnung) in previous years, entries in the FHG
(non-Group) financial statement were depreciated according
to § 254 of the German Commercial Code as valid on 28 May,
2009. Economic goods of low value, acquired for no more than
€ 150.00, are fully depreciated in the year of purchase and treated
as expenses; assets costing between € 150.00 and € 1,000.00
are summarised in a single annual entry and subjected to linear
depreci ation over a period of five years.
Shares in associated companies are listed as purchase costs
in the individual financial statements, reduced where necessary
in line with unplanned depreciation.

2a Companies incorporated in the consolidated financial statement
Name and registered office of company Subscribed capital or Share Share
capital invested by of in
limited partners in €’000 company percent
Flughafen Hamburg Gesellschaft mit beschränkter Haftung,
Hamburg (FHG)
56,027
GroundSTARS GmbH & Co. KG, Hamburg
(GroundSTARS KG)
1,136 FHG 100
STARS Special Transport and Ramp Services GmbH & Co. KG,
Hamburg (STARS KG)
500 FHG 51
SAEMS Special Airport Equipment and Maintenance Services GmbH & Co. KG,
Hamburg (SAEMS KG)
300 FHG 60
CATS Cleaning and Aircraft Technical Services GmbH & Co. KG,
Hamburg (CATS KG)
205 FHG 100
SecuServe Aviation Security and Services Hamburg GmbH,
Hamburg (SecuServe Hamburg)
150 FHG 100
AIRSYS-Airport Business Information Systems GmbH,
Hamburg (AIRSYS)
100 FHG 100
RMH Real Estate Maintenance Hamburg GmbH,
Hamburg (RMH)
50 FHG 100
2b Holdings not incorporated in the consolidated financial statement
Name and registered office of company Subscribed capital or Share Share
capital invested by of in
limited partners in €’000 company percent
SecuServe Aviation Security and Services Holding
International GmbH, Hamburg (SecuServe Holding)
250 FHG 100
Grundstücksgesellschaft Kaltenkirchen mbH & Co. KG, Hamburg (Kaki KG) 100 FHG 100
Aerotronic-Aviation Electronic Service GmbH, Hamburg (Aerotronic) 26 CATS KG 100
GAC German Airport Consulting GmbH, Hamburg (GAC) 26 FHG 100
C.A.T.S. Verwaltungs-GmbH, Hamburg (CATS Verwaltung) 25 CATS KG 100
CSP Commercial Services Partner GmbH, Hamburg (CSP) 25 FHG 100
Grundstücksgesellschaft Kaltenkirchen Verwaltungs-GmbH,
Hamburg (Kaki Verwaltung)
25 FHG 100
GroundSTARS Verwaltungs GmbH, Hamburg (GroundSTARS Verwaltung) 25 FHG 100
S.A.E.M.S. Verwaltungs-GmbH, Hamburg (SAEMS Verwaltung) 25 SAEMS KG 100
S.T.A.R.S. Verwaltungs-GmbH, Hamburg (STARS Verwaltung) 25 STARS KG 100
2c FHG shareholdings
Name and registered office of company Book value of Company’s FHG share
shareholding at equity capital in
31.12.2010 in €‘000 31.12.2009 in €‘000 percent
AHS Aviation Handling Services GmbH, Hamburg (AHS Holding) 2,245 3,866 32.25
AHS Hamburg Aviation Handling Services GmbH, Hamburg (AHS Hamburg) 346 916 49.00
69

70
Appendix (notes on the financial statements) 2010
Holdings in associated companies shown in the Group finan-
cial statement include the proportional adjustments to the subscribed
capital of the associated companies.
The valuation of raw materials and supplies is based on the
lower value of cost price and minimum current market price. Unfinished
products listed in the Group financial statement are valued
at purchase or production cost.
Debtors are balanced at nominal value; other assets are balanced
at nominal or cash value. Recognisable risks are taken into
account by means of depreciation and / or value reduction. For
trade debtors, the general credit risk is reflected in a lump-sum
provision.
Liquid assets have been valued at their nominal value.
Payments either made or received in advance are listed as
prepaid expenses or deferred income, respectively, under Assets
and Liabilities, in the proportion that they are for services or
goods not yet received or provided.
For the difference between the valuations according to commercial
law and according to taxation regulations of assets, liabilities
and deferred items which can be expected to resolve in future
financial years, the option provided for in § 306 of the German
Commercial Code has been applied, in conjunction with § 274 (1)
of the German Commercial Code, in that active latent tax has been
used for what is, on the whole, a tax saving.
Provisions have been established at the level considered necessary
in sound commercial judgment. A cost increase of 1.5 %
p.a. has been taken into account for the calculation of the settlement
amount for long-term provisions. Furthermore, the discounting
of long-term provisions is based on the average market
interest rate for matching maturities according to the information
published by the German Federal Bank.
Pension provisions are valued according to the projected unit
credit method (as defined by the International Accounting Standard
no. 19, paragraph 64). The biometric basis of calculation is
the table of recommendations (2005 G) produced by Dr Klaus
Heubeck, with an interest rate of 5.15 % p.a. Furthermore, this
calculation is based on a salary dynamic of 2 % p.a. and a pension
dynamic of 1 % p.a. Pension provisions are calculated with
reference to the option specified in Art. 67 Para. 1 of EGHGB.
The allocation of the difference will take place in 15 equal annual
rates up until the year 2024.
The provisions for anniversary bonuses have not been
changed, as provided for by the option retained according to Art.
67 Para. 1 Subpara 2 of EGHGB, as the value will appreciate by
the year 2024.
Provisions for partial retirement are valued based on the appropriate
implementation of the statement IDW RS HFA 3 from
18 November, 1998, in conjunction with BilMoG * as published in
the BGBI I No. 27 on 28.05.2009, p. 1102. According to the regula-
tions for interest provisions, the actuarial interest rate is set for the
accounting reference date. A rate of 5.15 % p.a. was used for valuation.
Allowance is made for future salary adjustments at 2 % p.a.
Liabilities are balanced at the settlement amount (previous
year: repayment amount).
Forward interest rate swaps are used to manage interest rate
exposure for some loans from financial institutions; these are valued
as a unit with their corresponding hedging transactions.
5 Fixed assets
The composition and development of fixed assets is shown in
the schedule of fixed-asset movements (pages 76 – 79).
The focal points of investment in the year under review were
the expansion of the security checkpoints, glare protection
measures in Terminal 2, the finalisation of the Airport Plaza and
the continuing renewal of the GroundSTARS fleet.
Disposals in FHG’s financial assets relate to four subsidiary
limited partnerships. The issue at hand is a reduction in the valuation
of shareholdings due to the application of BilMoG *. Assignments
at FHG to the value of € 2,135,000 (previous year:
€ 3,779,000) relate to property and are listed in the profit and loss
statement under other operating revenues. The total amount for
the Group is € 2,141,000 (previous year: € 3,779,000). Details of
shares held in other companies can be found on page 75
6 Debtors and other assets
Debtors from affiliated companies are listed in Table 6. Debtors
from affiliated companies as listed in the statements for FHG include
€ 12,510,000 (previous year: € 8,205,000) debtors from shareholders;
for the Group, this amount is € 13,104,000 (previous year:
€ 8,595,000). Debtors from companies in which a partici patory interest
is held, along with debtors from the Free and Hanseatic City
of Hamburg, relate in the year under review and in the previous year
both to products delivered and to services provided. Debtors and
other assets for both FHG and the Group include € 2,009,000 (previous
year: € 2,673,000) with a residual term of more than one year.
7 Equity capital
The Group’s subscribed capital of € 56,026,500 represents the
nominal capital of the parent company, FHG.
8 Provisions
Pension provisions are calculated with reference to the option
specified in Art. 67 Para. 1 of EGHGB. The allocation of the difference
will take place in 15 equal annual rates. The outstanding
sum not listed in the FHG balance sheet was € 9,197,000 (Group:
€ 10,926,000) at 31 December, 2010.
The provisions for anniversary bonuses have not been
changed, as provided for by the option retained according to Art.
* BilMoG = Accounting Law Modernisation Act

67 Para. 1 Subpara 2 of EGHGB. The value will appreciate by the
year 2024. Surplus provision at 31 December, 2010 was € 23,000
for FHG and € 52,000 for the Group.
FHG has tax provisions of € 82,000 for electricity and energy
taxes; the tax provisions of € 256,000 for the Group on the accounting
date include, in addition to this sum, € 174,000 from subsidiary
limited partnerships for trade tax.
Significant individual items reported under FHG’s other provisions
at the accounting date include: € 15,295,000 (FHG and
Group) in provisions for noise protection measures; € 8,574,000
(Group: € 9,786,000) in provisions for expected supplier billing;
€ 3,844,000 (Group: € 7,514,000) in provisions for partial retirement;
and € 2,555,000 (FHG & Group) in provisions for former employees
who have transferred to subsidiary and/or third party companies
in previous years.
9 Liabilities (see table 9, Liabilities)
FHG’s liabilities to associated companies include € 7,725,000 (previous
year: € 4,567,000) resulting from deliveries and services,
€ 54,082,000 (previous year: € 47,044,000) of miscellaneous liabilities
and € 2,545,000 (previous year: € 2,530,000) for loans. They
are balanced by debtors arising from deliveries and services of
€ 452,000 (previous year: € 317,000) and miscellaneous debtors of
€ 1,903,000 (previous year: € 475,000).
For the Group, liabilities to associated companies include
€ 223,000 (previous year: € 87,000) resulting from deliveries and
services, € 43,248,000 (previous year: € 36,654,000) of miscellaneous
liabilities and € 45,000 (previous year: € 30,000) for loans.
They are balanced by debtors arising from deliveries and services
of € 54,000 (previous year: € 56,000). FHG’s liabilities include
€ 41,892,000 (previous year: € 35,033,000) of liabilities to
shareholders; for the Group, liabilities to shareholders constitute
€ 41,892,000 (previous year: € 35,043,000). Of this amount,
€ 41,753,000 (previous year: € 35,033,000) relate to profit transfer
to the parent company, FHK.
Liabilities to companies in which a participatory interest is
held, along with liabilities to the Free and Hanseatic City of Hamburg,
relate in the year under review, as in the previous year, both
6 Debtors from associated companies
to products delivered and to services provided.
Other liabilities for FHG include € 441,000 (previous year:
€ 381,000) for taxes; for the Group, tax liabilities represent
€ 1,275,000 (previous year: € 976,000). Liabilities relating to social
security amount to € 251,000 (previous year: € 334,000) for FHG
and € 254,000 (previous year: € 334,000) for the Group.
10 Sales revenue (See table 10, Sales Revenue Breakdown)
11 Expenditure and income falling outside the year under
review
The profit and loss statements contain income falling outside
the year under review amounting to € 24,420,000 (FHG) and
€ 25,011,000 (Group), stemming chiefly from the liquidation of
provisions. Expenditure falling outside the year under review,
amounting to € 790,000 (FHG) and € 868,000 (Group), stems
chiefly from losses arising from the disposal and sale of assets
and the value adjustment of debtors.
12 Depreciation
In previous years, FHG has carried out special tax depreciation of
assets and investments. A declaration of the amount of tax deferral
is not applicable as a result of a profit transfer agreement entered
into with FHK.
Depreciation for FHG and the Group includes unplanned depreciation
of property amounting to € 1,930,000 (previous year:
€ 79,000).
13 Earnings from associated companies
The earnings from associated companies include income of
€ 211,000 (previous year: € 199,000) and losses of € 1,239,000
(previous year: € 0).
14 Interest paid and similar expenses
FHG’s interest expenditure includes, for the first time, expenses
from the accrual of interest on long-term provisions; these amount
to € 3,689,000 (previous year: € 0) for FHG and € 4,770,000 (previous
year: € 0) for the Group.
FHG Group
2010 in €‘000 2009 in €‘000 2010 in €‘000 2009 in €‘000
Amounts owed by associated companies 14,436 10,429 13,422 9,072
of which: trade debtors 21 4 243 281
of which: trade liabilities 0 – 142 – 3 – 146
of which: other receivables and other assets 14,415 10,567 13,182 8,937
71

72
Appendix (notes on the financial statements) 2010
9 Liabilities
1. Amounts owed to financial institutions
(previous year)
2. Trade creditors
(previous year)
3. Amounts owed to Group companies
(previous year)
255,086 26,236 100,645 128,205 255,086 26,236 100,645 128,205
(242,591) (18,580) (92,073) (131,938) (242,591) (18,580) (92,073 (131,938)
2,993 2,993 – – 4,585 4,585 – –
(1,995) (1,995) – – (4,373) (4,373) – –
61,997 61,997 – – 43,462 43,462 – –
(53,349) (53,349) – – (36,715) (36,637) – (78)
4. Amounts owed to companies in which the company has a participating interest
(previous year)
5. Amounts owed to the Free and Hanseatic City of Hamburg
(previous year)
6. Other creditors
Total
(previous year)
(previous year)
10 Sales Revenue Breakdown
FHG Group
Total < 1 – 5 > Total < 1 – 5 >
1 year years 5 years 1 year years 5 years
€‘ 000 €‘ 000 €‘ 000 €‘ 000 €‘ 000 €‘ 000 €‘ 000 €‘ 000
683 683 – – 1,558 1,558 – –
(74) (74) – – (536) (536) – –
3,603 3,535 – 68 3,603 3,535 – 68
(4,109) (4,041) – (68) (4,109) (4,041) – (68)
3,285 3,118 167 – 4,238 4,071 167 –
(3,309) (3,059) (250) – (4,026) (3,776) (250) –
327,647 98,562 100,812 128,273 312,532 83,447 100,812 128,273
(305,427) (81,098) (92,323) (132,006) (292,350) (67,943) (92,323) (132,084)
FHG Group
2010 2009 2010 2009
€‘000 €‘000 €‘000 €‘000
Revenue from traffic services
Aviation revenue 124,837 118,417 124,837 118,417
Aircraft ground handling 50,649 35,176 51,212 36,455
175,486 153,593 176,049 154,872
Other revenue
Fixed and turnover-based rent, rent-related services 64,465 61,301 60,364 57,362
Other revenue 8,691 9,215 11,712 13,339
73,156 70,516 72,076 70,701
Total sales revenue 248,642 224,109 248,125 225,573

15 Extraordinary income/extraordinary expenditure
As part of the adoption of the Accounting Law Modernisation Act
(BilMoG), items of extraordinary expenditure and income are listed
in accordance with the provisions of Art. 67 Para. 7 of the Introductory
Act to the German Commercial Code (EGHGB); these
items arise from adjustments to pension provisions, partial retirement
provisions and other long-term provisions. The extraordinary
result does not have any effect on the income tax burden
shown in the balance sheet for either FHG or the Group.
16 Income tax
FHG income tax in 2010 for periods falling entirely outside the year
under review amount to € 20,000 and relate exclusively to the accrual
of interest on a corporation tax credit to be repaid over several
years. In the previous year, this entry also included refunds of
income and corporation tax for prior years and income from the
dissolution of tax provisions.
For the Group, this entry in the accounts for the 2010 financial
year also includes income tax expenditure for the current financial
year (€ 718,000), income tax refunds for prior years (€ 42,000) and
expenditure for latent taxation (€ 46,000).
17 Other taxes
In the 2010 financial year, other taxes for both FHG and the Group
include income from the dissolution of tax provisions amounting
to € 922,000.
18 Minority interest contributions
Minority interest holdings €’ 000
SAEMS KG 164
STARS KG 718
19 Off-balance-sheet transactions
Both FHG and the Group have several hire and leasing contracts
for vehicles and office equipment. The residual term for
the vehicle contracts is between 3 and 48 months; the contracts
for office equipment have a residual term of between 1
and 35 months with extension options of 12 months each. These
ongoing contracts represent a burden to FHG for the residual
term of € 1,141,000 (Group: € 592,000), of which € 1,026,000
(Group: € 426,000) shall expire within the next 12 months. Some
€ 756,000 of these contracts are with companies associated with
FHG and will fall due in full in the next financial year. Further liabilities
may arise from the vehicle contracts due to eventual subsequent
billing for damages or for exceeding the inclusive kilometres.
The signing of leasing and hire contracts resulted in a
positive effect in terms of minimising impact on the company’s liquidity
by the avoidance of purchase expenditure.
20 Contingencies
Potential liabilities arising from guarantee obligations to associated
companies at the accounting date constitute € 208,000 for
both FHG and the Group. At the accounting date there was no
actual risk exposure from claims.
FHG and individual subsidiaries participate in a cash pool.
FHG is jointly and severally liable for all liabilities of the subsidiaries
arising from the cash pool. At the accounting date there
was no actual risk exposure from claims. At the accounting date,
there were no other contingencies as defined by § 251 of the German
Commercial Code (HGB).
21 Other financial liabilities
The principle financial obligations not shown in the balance sheet
or the consolidated balance sheet amount to € 129,170,000 for FHG
and € 130,468,000 for the Group. For both FHG and the Group,
these relate to € 100,348,000 for two long-term hereditary building
right contracts, one costing € 8,023,000 per annum with a term
running until 31 December, 2020 and the other costing € 402,000
per annum and running until 31 December, 2060, along with various
property rental contracts totalling € 20,312,000 with annual
payments amounting to € 3,205,000. A further € 8,510,000 (Group:
€ 9,808,000) relate to future expenditure for product and service
contracts (open purchase orders), of which € 8,510,000 (Group:
€ 8,509,000) fall due within the next financial year. Of the latter financial
obligations for the Group, € 1,059,000 is accounted for by
non-consolidated affiliated companies.
22 Auditors’ fee
The auditors’ fee of € 84,000 covers services for the auditing of
the accounts for both FHG and the Group.
23 Derivative financial instruments
Derivative financial instruments take the form of forward interest
rate swaps totalling € 219,285,000 with corresponding underlying
transactions. The current value of interest swaps, calculated
according to the cash value method on the basis of the interest
structure curve on the accounting date, amounts to € – 12,381,000.
Two other interest swaps exist, commencing on 30 June, 2011
(€ 7,500,000, current value adjustment € – 86,000) and 30 December,
2012 (€ 10,420,000, current value adjustment € 200,000). These
interest swaps were taken out for the prolongation of existing loans,
for which the fixed interest rate expires on these dates. As such, no
provisions were established for the first swap.
24 Group financial statement
In addition to their inclusion in the partial consolidated financial
statement of Flughafen Hamburg GmbH (registered with the
Hamburg County Court HRB No. 2130), our financial statement is
73

74
Appendix (notes on the financial statements) 2010
also included in the consolidated financial statement of the company
HGV Hamburger Gesellschaft für Vermögens- und Beteiligungsverwaltung
mbH, Hamburg, (registered with the Hamburg
County Court HRB No. 16 106) for the financial year ending 31
December, 2010. Publication takes place in the electronic federal
gazette (“Bundesanzeiger”). The sole shareholder of HGV is the
Free and Hanseatic City of Hamburg.
25 Total emoluments of the Supervisory Board and the
Executive Board
Remuneration paid to members of the Executive Board in the
year under review totalled € 549,000. Payments made to former
company executives and / or their surviving dependents totalled
€ 133,000. A total of € 1,290,000 has been set aside for pension
28 Information on official bodies of the company
Honorary Chairman of the Supervisory Board
HELMUT SCHMIDT, Hamburg
Former Chancellor of the Federal Republic of Germany
Supervisory Board
Dr KLAUS-JÜRGEN JUHNKE, Hamburg
Former Head of Logistics, Preussag AG, Berlin/Hanover,
Former Executive Chairman of VTG Vereinigte Tanklager und
Transportmittel GmbH, Hamburg
Chairman of the Supervisory Board
Prof. Dr MARTIN ROHR, Düsseldorf
Member of the Board of Directors, HOCHTIEF AG,
Deputy Chairman of the Supervisory Board
WINFRIED ADAMS, Bad Oldesloe
Former employee of GroundSTARS GmbH & Co. KG
UWE ARNDT, Hamburg
Employee of FHG
Dr ROLF BIERHOFF, Essen
Retired Executive Board Member
HARALD BOBERG, Hamburg
Representative of Bankhaus Lampe KG
CLAUDIA BOLDT, Hamburg
Employee of FHG
JOST DE JAGER, Kiel
Minister for Science, the Economy and Transport in the State of Schleswig-Holstein
Executive Board
MICHAEL EGGENSCHWILER, Hamburg
lic. oec. HSG
Chief Executive Officer
Hamburg, 28 January, 2011
obligations to these persons. A total of €6,000 was paid to members
of the Supervisory Board as remuneration for attending
meetings.
26 Employees
Employees FHG Group
Total receiving salary 643 1,619
of which part-time 143 298
27 Code of Corporate Governance
In the financial year 2010, FHG abided by all regulations of the
Hamburg Code of Corporate Governance to the extent that this
lies within the scope of authority of the Executive Board of FHG.
Dr BERND EGERT, Winsen (Luhe)
Executive Director of the Department of Economic Affairs and Labour
of the Free and Hanseatic City of Hamburg
MARTIN HELLWIG, Bargteheide
Chairman of the Works Council of FHG
Employee of FHG (under secondment)
Dr RAINER KLEMMT-NISSEN, Hamburg
Managing Director of HGV
until 15 April, 2010
Dr SIBYLLE ROGGENCAMP, Hamburg
Executive Director in the Department of Finance, Free and Hanseatic City of Hamburg
from 15 April, 2010
Prof. Dr HANS-JÖRG SCHMIDT-TRENZ, Hamburg
Chief Executive Officer, Hamburg Chamber of Commerce
REINER SCHRÄNKLER, Düsseldorf
Chief Executive Officer, HOCHTIEF Concessions AG
JAN SIEVERS, Hamburg
Employee of FHG
JÖRN SÖDER, Hamburg
Lieutenant General (retired)
Dipl.-Ing. CLAUS-DIETER WEHR, Hamburg
Managing Director
Flughafen Hamburg Gesellschaft mit beschränkter Haftung

Shares held in other companies by Flughafen Hamburg GmbH as at 31 December, 2010
Name and registered office of company Equity Share Result Controlling
Capital of 2010 and
company profit
transfer
in €’000 held by in% €’000 agreement
Aerotronic-Aviation Electronic Service GmbH, Hamburg 2 0 CATS KG 100 – 1 –
AHS Aviation Handling Services GmbH, Hamburg 3, 4 3.866 FHG 32,25 334 –
AHS Hamburg Aviation Handling Services GmbH, Hamburg 3 , 4 916 FHG 49 209 –
AIRSYS-Airport Business Information Systems GmbH, Hamburg 1 500 FHG 100 0 Yes
C.A.T.S. Verwaltungs-GmbH, Hamburg 2 41 CATS KG 100 2 –
CATS Cleaning and Aircraft Technical Services GmbH & Co. KG, 407 FHG 100 202 –
Hamburg 1
CSP Commercial Services Partner GmbH, Hamburg 2 40 FHG 100 0 Yes
GAC German Airport Consulting GmbH, Hamburg 2 160 FHG 100 6 –
GroundSTARS GmbH & Co. KG, Hamburg 1 1.136 FHG 100 1.025 –
GroundSTARS Verwaltungs GmbH, Hamburg 2 48 FHG 100 2 –
Grundstücksgesellschaft Kaltenkirchen mbH & Co. KG , Hamburg 2 87 FHG 100 – 5 –
Grundstücksgesellschaft Kaltenkirchen Verwaltungs-GmbH, Hamburg 2 28 FHG 100 0 –
RMH Real Estate Maintenance Hamburg GmbH, Hamburg 1 100 FHG 100 0 Yes
SAEMS Special Airport Equipment and Maintenance Services 300 FHG 60 415 –
GmbH & Co. KG, Hamburg 1
S.A.E.M.S. Verwaltungs-GmbH, Hamburg 2 39 SAEMS KG 100 1 –
SecuServe Aviation Security and Services Hamburg GmbH, Hamburg 1 150 FHG 100 0 Yes
SecuServe Aviation Security and Services Holding International GmbH, 250 FHG 100 0 Yes
Hamburg 2
STARS Special Transport and Ramp Services GmbH & Co. KG, 500 FHG 51 1.404 –
Hamburg 1
S.T.A.R.S. Verwaltungs-GmbH, Hamburg 2 47 STARS KG 100 2 –
1 Consolidated. 2 Not consolidated. 3 Associated company. 4 Equity capital as at 31 December, 2009 and result from financial year 2009.
75

76
Appendix (notes on the financial statements) 2010
Flughafen Hamburg GmbH: schedule of fixed-asset movements
I. Intangible
assets
Anschaffungs- Cost of acquisition oder or Herstellungskosten
production
Value at 01.01.2010 Additions Disposals Transfers
€ € € €
1. Purchased
commercial rights,
similar rights and assets 3,905,292.27 297,528.11 68,808.10 34,832.30
Total intangible
assets 3,905,292.27 297,528.11 68,808.10 34,832.30
II. Tangible assets
1. Land, leasehold
rights and buildings,
including buildings on
leasehold land 689,452,681.16 3,921,935.61 317,153.28 296,677.27
2. Technical equipment
and machinery 220,298,680.14 1,652,242.29 1,497,798.88 203,024.67
3. Other equipment;
fixtures and fittings 38,074,559.54 1,778,535.15 1,165,135.84 1,058,297.53
4. Payments on account and
assets under construction 3,109,664.86 3,600,234.45 0.00 – 1,592,831.77
Total tangible assets 950,935,585.70 10,952,947.50 2,980,088.00 – 34,832.30
III. Financial assets
1. Shares in Group
companies 4,397,666.88 0.00 246,912.69 0.00
2. Holdings 2,591,316.20 0.00 0.00 0.00
3. Loans to companies
in which the company has
a participating interest 0.00 1,549,783.32 0.00 0.00
Total financial assets 6,988,983.08 1,549,783.32 246,912.69 0.00
Total assets 961,829,861.05 12,800,258.93 3,295,808.79 0.00

Depreciation Nett book value Nett book value Assignments Depreciation
Value at 31.12.2010 (cumulative) 31.12.2010 31.12.2009 during financial during financial
€ € € € year in € year in €
4,168,844.58 3,050,052.58 1,118,792.00 1,241,164.00 0.00 452,983.41
4,168,844.58 3,050,052.58 1,118,792.00 1,241,164.00 0.00 452,983.41
693,354,140.76 354,261,371.21 339,092,769.55 350,275,248.51 2,135,450.41 17,382,844.91
220,656,148.22 160,501,778.01 60,154,370.21 67,643,941.00 0.00 9,080,260.37
39,746,256.38 25,319,286.38 14,426,970.00 15,106,488.00 0.00 3,480,156.52
5,117,067.54 0.00 5,117,067.54 3,109,664.86 0.00 0.00
958,873,612.90 540,082,435.60 418,791,177.30 436,135,342.37 2,135,450.41 29,943,261.80
4,150,754.19 1,411,426.53 2,739,327.66 2,986,240.35 0.00 0.00
2,591,316.20 0.00 2,591,316.20 2,591,316.20 0.00 0.00
1,549,783.32 0.00 1,549,783.32 0.00 0.00 0.00
8,291,853.71 1,411,426.53 6,880,427.18 5,577,556.55 0.00 0.00
971,334,311.19 544,543,914.71 426,790,396.48 442,954,062.92 2,135,450.41 30,396,245.21
77

78
Appendix (notes on the financial statements) 2010
Group: schedule of fixed-asset movements
I. Intangible
assets
Cost of acquisition or production
Value at 01.01.2010 Additions Disposals Transfers
€ € € €
Purchased commercial rights,
similar rights and assets 5,672,247.83 603,868.01 68,808.10 34,832.30
Total intangible
assets 5,672,247.83 603,868.01 68,808.10 34,832.30
II. Tangible assets
1. Land, leasehold
rights and buildings,
including buildings on
leasehold land 709,648,757.25 3,945,496.64 321,773.28 296,677.27
2. Technical equipment
and machinery 222,393,691.68 1,990,920.99 1,501,889.22 203,024.67
3. Other equipment;
fixtures and fittings 57,287,011.79 4,310,200.39 1,405,021.94 1,058,297.53
4. Payments on account and
assets under construction 3,161,869.86 3,569,029.45 0.00 – 1,592,831.77
Total tangible assets 992,491,330.58 13,815,647.47 3,228,684.44 – 34,832.30
III. Financial assets
1. Shares in Group
companies 1,264,813.13 0.00 0.00 0.00
2. Loans to associated
companies 25,000.00 0.00 0.00 0.00
3. Participatory investments
in associated companies 1,476,860.07 108,707.78 1,239,355.40 0.00
4. Loans to companies
in which the company has
a participating interest 0.00 1,549,783.32 0.00 0.00
Total financial assets 2,766,673.20 1,658,491.10 1,239,355.40 0.00
Total assets 1,000,930,251.61 16,078,006.58 4,536,847.94 0.00

Depreciation Nett book value Nett book value Assignments Depreciation
Value at 31.12.2010 (cumulative) 31.12.2010 31.12.2009 during financial during financial
€ € € € year in € year in €
6,242,140.04 4,508,430.89 1,733,709.15 1,731,285.59 0.00 634,527.75
6,242,140.04 4,508,430.89 1,733,709.15 1,731,285.59 0.00 634,527.75
713,569,157.88 366,471,363.29 347,097,794.59 359,955,638.19 2,135,450.41 19,081,770.58
223,085,748.12 161,813,453.70 61,272,294.42 68,777,422.61 5,986.87 9,434,496.47
61,250,487.77 38,895,932.75 22,354,555.02 22,690,377.98 0.00 5,588,862.76
5,138,067.54 0.00 5,138,067.54 3,161,869.86 0.00 0.00
1,003,043,461.31 567,180,749.74 435,862,711.57 454,585,308.64 2,141,437.28 34,105,129.81
1,264,813.13 722,411.97 542,401.16 542,401.16 0.00 0.00
25,000.00 25,000.00 0.00 0.00 0.00 0.00
346,212.45 0.00 346,212.45 1,476,860.07 0.00 0.00
1,549,783.32 0.00 1,549,783.32 0.00 0.00 0.00
3,185,808.90 747,411.97 2,438,396.93 2,019,261.23 0.00 0.00
1,012,471,410.25 572,436,592.60 440,034,817.65 458,335,855.46 2,141,437.28 34,739,657.56
79

80
Group Capital Flow 2010
Group Capital Flow 2010 2009
for the financial year 1 January to 31 December, 2010 €‘ 000 €‘ 000
1. Cash flow arising from business operations
Group result from exceptional items and profit/loss transfer 41,493 33,855
Depreciation reduced for assignments on assets 32,598 28,592
Decrease in reserves – 7,414 – 4,724
Other expenses / income not affecting balance sheet 1,029 – 417
Profit / loss from retirement of assets 382 – 593
Increase / decrease in stocks, debtors for products and services,
and other assets 1,088 – 440
Increase in trade creditors and other liabilities 1,317 4,345
Cash flow arising from business operations 70,493 60,618
2. Cash flow arising from investment activities
Receipts arising from disposal of assets 163 1,904
Payments for investments in assets – 17,257 – 38,434
Receipts from the repayment of loans to shareholders 0 125
Cash flow arising from investment activities – 17,094 – 36,405
3. Cash flow arising from financial activities
Payments to shareholders (transfer of previous year’s result) – 35,033 – 39,331
Receipts from taking out bank loans 30,000 50,000
Payments against bank loans – 18,018 – 4,268
Changes to Group loans 15 – 10
Cash flow arising from financial activities – 23,036 6,391
4. Financial reserves at end of period
Changes in financial reserves, affecting balance sheet
(subtotal of 1 – 3) 30,363 30,604
Financial reserves at beginning of period 12,257 – 18,347
Financial reserves at end of period 42,620 12,257
5. Components in financial reserves
Liquid assets 32,062 5,592
Receivables from overnight money 11,900 8,200
Liabilities from cash pooling – 1,342 – 1,535
Components in financial reserves 42,620 12,257
6. Interest and tax payments
Interest paid 11,541 9,735
Interest received 306 654
Income tax paid 17 255

Group Asset Statement
to 31 December, 2010
Group Asset Statement
Parent company Minority Group
shareholders capital
Subscribed Capital Other Profit Group Capital Minority
capital reserves profit reserves balance according capital
reserves from sheet to Group interests
adjustment earnings balance and misc.
for BilMog * sheet Group
result
€‘ 000 €‘ 000 €‘ 000 €‘ 000 €‘ 000 €‘ 000 €‘ 000 €‘ 000
Balance at 01.01.2009 56,027 5,812 11,320 0 579 73,738 365 74,103
Withdrawal from
profit reserves 0 0 – 1,692 0 1,692 0 0 0
Group result for year 0 0 0 0 – 1,178 – 1,178 0 – 1,178
Minority interest
contribution 0 0 0 0 – 527 – 527 0 – 527
Balance at 31.12.2009 56,027 5,812 9,628 0 566 72,033 365 72,398
Balance at 01.01.2010 56,027 5,812 9,628 0 566 72,033 365 72,398
Withdrawal from
profit reserves 0 0 – 1,692 0 1,692 0 0 0
Payment into
profit reserves 0 0 0 262 0 262 0 262
Group result for year 0 0 0 0 – 2,215 – 2,215 882 – 1,333
Credit from
minority interest
holders’ liability
accounts 0 0 0 0 0 0 – 882 – 882
Balance at 31.12.2010 56,027 5,812 7,936 262 43 70,080 365 70,445
* BilMoG = Accounting Law Modernisation Act 81

82
Auditor’s Report
We have audited the end of year financial statement of Flughafen
Hamburg Gesellschaft mit beschränkter Haftung, Hamburg,
(consisting of balance sheet, profit and loss statement and appendices)
with reference to the company’s accounting and bookkeeping,
along with the consolidated (Group) financial statement
prepared by the company (consisting of balance sheet, profit and
loss statement, summarised appendices, capital flow and asset
statement) and the company’s report on the company and Group
economic situation for the financial year from 1 January to 31
December, 2010. It is the responsibility of the company’s management
to produce these documents in accordance with the
provisions of German commercial law. Our responsibility as auditors
is to express an opinion on the annual financial statements,
including the accounting records, the consolidated financial
statement and the report on the economic situation of the company
and the Group based on our audit.
We have carried out our audit of the financial statement and
consolidated financial statement according to the provisions of
§ 317 of the German Commercial Code, taking into account the
principles of proper accounting as stipulated by the German Institute
of Auditors (IDW). These regulations require that the audit
is planned and carried out in such a way that any errors and violations
that may have a significant effect on the perception of the
nett value, financial position and earnings situation of the company
depicted by the financial statement and the consolidated financial
statement and by the Board’s report in compliance with
required principles of accounting will be identified with an adequate
degree of certainty. In deciding on the scope and method
of the audit, existing knowledge about the Group’s business
activities and the economic and legal conditions under which it
conducts said business activities, along with any expected possible
sources of error, are taken into consideration. Within the
framework of the audit, the efficacy of the internal control system
as well as evidence for the information contained in the fi-
nancial statement and consolidated financial statement and in
the Board`s report are checked, mainly on the basis of random
samples. The audit covers the evaluation of the principles of accounting
and consolidation implemented, the main opinions and
assessments of the company`s legal representatives and the
overall presentation of the financial statement and consolidated
financial statement and the Board`s report. It is our opinion that
our audit presents an adequately reliable basis for evaluation.
We have no objections to make on the basis of our audit.
We are of the opinion, based on our audit, that the end of
year financial statement and Group financial statement fulfil the
legal requirements and provide a realistic and accurate representation
of the actual situation relating to the assets and complete
financial situation of the company and the Group, with due reference
to the principles of sound accounting. The report on the
situation of the company and the Group agrees with the end of
year financial statement and the Group financial statement, accurately
represents the company’s current situation and presents
the opportunities and risks associated with future developments
in an appropriate way.
Hamburg, 8 February, 2011
Ernst & Young GmbH
Wirtschaftsprüfungsgesellschaft
Kreninger Karowski
Auditor Auditor

The Executive Board of Flughafen Hamburg Gesellschaft mit beschränkter
Haftung informed the Supervisory Board regularly,
promptly and comprehensively about the economic situation
and the development of the company and the Group, including
the risk situation and risk management. During the financial
year under review, the Supervisory Board of Flughafen Hamburg
Gesellschaft mit beschränkter Haftung continuously monitored
the economic situation and development of the company
and the Group through the written and oral reports of the Executive
Board, as well as in four meetings with that body, and also
monitored the management of the company. The Chairman of
the Supervisory Board was also in regular contact with the Executive
Board between Supervisory Board meetings and was
kept informed at all times of current business developments and
significant occurrences. Two members of the Supervisory Board
were personally only able to attend less than half of the Supervisory
Board meetings in 2010. Furthermore, during the course of
the financial year, the Finance and Personnel Committee and the
Affiliates Committee each convened four times whilst the Planning
and Construction Committee convened three times.
For the financial year 2010, the financial statement of
Flughafen Hamburg Gesellschaft mit beschränkter Haftung,
Hamburg, and the consolidated (Group) financial statement,
along with the combined situation report of Flughafen Hamburg
Gesellschaft mit beschränkter Haftung, Hamburg, have been
audited, with the accounts, by the auditors appointed at the
shareholders` meeting: Ernst & Young GmbH, Wirtschaftsprüfungsgesellschaft,
Hamburg. We have no objections to make on
the basis of our audit. An unrestricted certification has been issued
by the auditor.
The auditor’s reports have been viewed by the members of
the Supervisory Board. The auditor attended the Supervisory
Board meeting on 7 April, 2011, reporting on the principle findings
of the audit and providing further information as requested.
Report of the Supervisory Board
The Supervisory Board has examined the financial statements
and combined situation report of Flughafen Hamburg
Gesellschaft mit beschränkter Haftung and the Group, and, in
agreement with the auditor, has no objections. The Supervisory
Board has approved the end of year financial statement and the
Group financial statement as presented for the year ending 31
December, 2011.
In July 2009, the Hamburg Code of Corporate Governance
(HCGK) came into effect at Flughafen Hamburg Gesellschaft mit
beschränkter Haftung. The HCGK is modelled on the German Corporate
Governance Code. It forms the basis for the management,
supervision and auditing of the company. The Executive Board
and the Supervisory Board follow the recommendations of the
HCGK (as issued on 1 January, 2010) and issued a joint Declaration
of Compliance for the Financial Year 2010 on 7 April, 2011. This
joint Declaration of Compliance is published in the Annual Report
of Flughafen Hamburg Gesellschaft mit beschränkter Haftung.
The Supervisory Board expresses its gratitude to Dr Rainer
Klemmt-Nissen, who retired from the Board on 15 April, 2010,
for his successful engagement in the interests of the company
over many years. Dr Sibylle Roggencamp, Executive Director
in the Department of Finance of the Free and Hanseatic City
of Hamburg, was appointed to succeed him in the Supervisory
Board from 15 April, 2010.
The Supervisory Board expresses its thanks to the Executive
Board and all the company`s employees for their dedication and
commitment and their successful efforts in 2010.
Hamburg, 7 April, 2011
The Supervisory Board
Dr Klaus-Jürgen Juhnke
Chairman of the Supervisory Board
83

86
Declaration of Compliance of Flughafen Hamburg GmbH
with the Hamburg Code of Corporate Governance
In the financial year 2010, Flughafen Hamburg GmbH abided by
the regulations of the Hamburg Code of Corporate Governance
(HCGK) as issued on 1 January, 2010, to the extent that this
lies within the responsibility of the Executive Board and the Supervisory
Board (HCGK points 3 to 7 and their subpoints), apart
from the exceptions listed in Part A below.
The subsidiaries of Flughafen Hamburg GmbH:
– AIRSYS Airport Business Information Systems GmbH,
– CATS Cleaning and Aircraft Technical Services GmbH & Co. KG,
– CSP Commercial Services Partner GmbH,
– GAC German Airport Consulting GmbH,
– GroundSTARS GmbH & Co. KG,
– RMH Real Estate Maintenance Hamburg GmbH,
– SecuServe Aviation Security and Services Hamburg GmbH,
– SAEMS Special Airport Equipment and Maintenance Services
GmbH & Co. KG,
– STARS Special Transport and Ramp Services GmbH & Co. KG,
do not have a Supervisory Board. In the financial year 2010,
they abided by the regulations of the Hamburg Code of Corporate
Governance, to the extent that this lies within the responsibility
of the respective Executive Board, apart from the exceptions
listed in Part B below.
Part A
Flughafen Hamburg GmbH deviated from the HCGK regulations
as follows:
HCGK point 3.2:
“For transactions of fundamental importance, the articles of
association, the Supervisory Board’s operative guidelines issued
to the Executive Board or the Supervisory Board specify
provisions requiring the approval of the Supervisory Board.
This shall include decisions or measures which may result in a
substantial change in business activities in the context of the
articles of association or in a significant change to the asset,
financial or earnings situation or the risk structure of the enterprise.
The authority of the Supervisory Board to determine additional
areas which are subject to its approval is not affected by
this regulation.”
The contract between the shareholders in Flughafen Hamburg
GmbH (subsequently referred to as the Consortium Agreement)
specifies, notwithstanding the stipulations of the HCGK,
that the authority to establish additional areas which are subject
to the approval of the Supervisory Board is held by the shareholders’
meeting.
HCGK point 4.1.2:
“The Executive Board shall present a corporate concept to the
Supervisory Board to agree the long-term orientation, based on
a conceptual objective from the Free & Hanseatic City of Hamburg.
The concept is to be reviewed every five years.”
Notwithstanding this HCGK stipulation, the Consortium
Agreement specifies that the Executive Board of Flughafen Hamburg
GmbH shall agree the long-term orientation of the company
with the Consortium Committee, which consists of the shareholders.
HCGK points 4.2.1, 4.2.3 and 4.2.5:
4.2.1: “The Executive Board shall be comprised of at least two
persons who shall collectively represent the company. The Supervisory
Board may nominate a member of the Executive Board
to be chairperson or spokesperson. The operation of the Executive
Board shall be defined by operative guidelines which regulate
the allocation of duties.”
4.2.3: “Members of the Executive Board shall be appointed by
the Supervisory Board for a maximum of five years. The initial
appointment shall be for a term not exceeding three years. A renewal
of the appointment or an extension of the term (no more
than one year before expiration of the term) is permitted. Reappointment
more than one year before the expiry of the term
and simultaneous termination of the existing appointment should
only occur in special circumstances.”
4.2.5: “The remuneration paid to members of the Executive
Board shall be determined by the Supervisory Board and subject
to consultation and regular review; the basis for determining the
level of payment shall be an evaluation of responsibilities and individual
performance, with consideration given to the economic
situation and the company’s future outlook; activities in the
committees and boards of subsidiaries and holdings shall not be
subject to separate remuneration. In order to ensure that remuneration
levels are appropriate, comparisons should be made, in
particular with other publicly-owned Hamburg companies, with
the relevant industry and with the commercial environment.
Remuneration paid to members of the Executive Board shall
have both fixed and variable elements. Variable remuneration
shall include both one-off and annual payments, linked to the
commercial success of the company, and should have a longterm
incentive effect. Long-term elements of remuneration (socalled
´long-term bonuses`) may also be agreed which serve as
incentives for the maintenance and/or enhancement of the value
of the company. There should be contractual bonus agreements,
in the form of target and performance agreements,

which also include provisions to improve climate protection (climate
bonuses). Targets and fulfilment levels must be clearly defined
and quantified. Variable remuneration should be subject to
an upper limit. Bonuses should not exceed 50 % of total remuneration.
When contracts are being concluded for appointments to
the Executive Board, it is to be agreed that payments (including
fringe benefits) made to a member of the Executive Board
in the event of premature termination of the appointment without
serious cause do not exceed two years’ basic remuneration
plus a variable annual payment at the level of the bonuses due
in the year of termination (severance pay cap), and that the total
payment shall not exceed that which the member of the Executive
Board would have otherwise received during the rest of the
term of appointment.”
The Consortial Agreement specifies that the responsibility
for the appointment of Executive Board members at Flughafen
Hamburg GmbH and the determination of their salaries lies with
the Flughafen Hamburg GmbH shareholders’ meeting.
HCGK point 5.4.1:
“The Supervisory Board shall be made up of persons who, in
terms of knowledge, ability and professional experience are suited
and, with regard to the demands of their career, in a position
to fulfil the responsibilities of Supervisory Board members.
These persons may be employed by the City of Hamburg or by
other public bodies (´Körperschaft des öffentlichen Rechts` or
´KKdöR`). It is advisable to also appoint to the Supervisory Board
other persons who have special knowledge in the company’s
area of operation or proven commercial experience – e.g. from
leading other companies – where it is reasonable to assume that
they will appropriately represent the interests of Hamburg. No
persons should be appointed to the Supervisory Board who, on
the basis of professional or personal relationships, are at risk of
having a conflict of interest with regard to the company or Hamburg
as shareholder. In selecting Supervisory Board members,
effort should be made to achieve a balanced ratio of male and female
members.
The executive branch of the city government is answerable
for the management of publicly-owned companies. In accordance
with the constitutional principle of the separation of powers
between the executive and legislative branches of government,
members of the city parliament and employees of the parties
within the city parliament may not be appointed to the Supervisory
Board of a publicly-owned company as representatives of
the Free & Hanseatic City of Hamburg.”
The regulations listed above apply only for Supervisory Board
members nominated by the Free & Hanseatic City of Hamburg.
Part B
The subsidiaries listed above deviated from the HCGK in the
following points:
HCGK point 3.6:
“The Executive Board and the Supervisory Board shall comply
with the rules of proper corporate management. If they violate
the due care and diligence to be expected of a prudent and conscientious
Executive Board member or Supervisory Board member,
they are liable to the company for damages. In the case of
business decisions, an infringement of duty is not present if the
member of the Executive Board or Supervisory Board could reasonably
believe, based on appropriate information, that he/she
was acting in the best interest of the company (Business Judgment
Rule).
A D&O (Directors’ and Officers’ liability insurance) policy may
be taken out for the members of the Executive Board and Supervisory
Board, subject to the approval of the Supervisory Board, if
those members are subject to increased levels of entrepreneurial
and/or operational risk. The decision and justification for a D&O
policy, in particular with regard to its expediency, shall be documented
and presented to the Supervisory Board.
If the company takes out a D&O (Directors’ and Officers’ liability
insurance) policy for risks related to the professional duties
of a member of the Executive Board, there shall be an excess
of at least 10 % of the loss and up to at least the amount of one
and a half times the fixed annual compensation of the Executive
Board member. Should members of the Supervisory Board also
be covered by this insurance, the supervisory authorities and/or
the shareholders’ meeting must approve the policy.
Members of the Supervisory Board covered by such a policy
should only be subject to an excess when they are paid for their
duties on the Supervisory Board.”
The Executive Board members in majority holdings are not
suited to this level of excess liability (up to 1.5 times the fixed annual
compensation), as the Executive Board members of subsidiaries
are for the most part employed by FHG.
HCGK point 4.2.1:
4.2.1: “The Executive Board shall be comprised of at least two
persons who shall collectively represent the company. The
Super visory Board may nominate a member of the Executive
Board to be chairperson or spokesperson. The operation of the
Executive Board shall be defined by operative guidelines which
regulate the allocation of duties.”
The Executive Boards of CSP Commercial Services Partner
GmbH and SecuServe Aviation Security and Services Hamburg
GmbH each have only one member. The authority of these
87

88
Declaration of Compliance of Flughafen Hamburg GmbH
with the Hamburg Code of Corporate Governance
Executive Officers is regulated by the operative guidelines issued
by the respective shareholders’ meeting for the Executive Board
of the company. The principle of “a second set of eyes” is maintained
by the appointment of General Managers for these companies.
HCGK point 7.2.3:
“In order to ensure independence, the auditor shall be changed
after completing five consecutive annual audits for the company.
The appointment of an auditing firm shall be subject to a competitive
tendering process.”
The subsidiaries of Flughafen Hamburg GmbH are audited by
the same auditing firm as Flughafen Hamburg GmbH. As Flughafen
Hamburg GmbH abides by the HCGK in the appointment of auditing
firms, this also applies for its subsidiaries.
Hamburg, 7 April, 2011
The Supervisory Board
Dr Klaus-Jürgen Juhnke
Chairman of the Supervisory Board
The Board of Directors
Michael Eggenschwiler Claus-Dieter Wehr
Chief Executive Officer Managing Director

Hamburg Airport The year in pictures 2010
91

92
Stories and faces
January February
01 03
02 04
01 Efficient. Beautiful. Modern. And: “Green”. Hamburg
Airport expanded its fleet of natural gas-powered vehicles with
two more low-floor Solaris buses for passenger transport.
Since January, the gas vehicles have been running on biogas
from E.ON Hanse Vertrieb. The gas is produced from renewable
resources, certified by TÜV (the technical inspection
association) and reduces CO emissions by approx. 65 percent.
2
02 “The Fascination of Flight” in the Europapassage shopping
arcade: As partner of the event, Hamburg Airport once
again had an information stand there. This was the fifth time
the event was held, offering a variety-filled programme of
experiments, flying, crafts and information for children and
young people, spread over two floors.
03 EasyJet launched a service from Hamburg to London-Gatwick
at the start of February. Dr Jörgen Kearsley (r.), Head of
Aviation Marketing at Hamburg Airport, congratulated the
pilot and crew. The British airline flies the route twice daily
on weekdays and once daily on weekends.
04 Hamburg Aviation Conference 2010: Group photo of
the participants in the renowned aviation summit. The
academics and business leaders, more than 230 in number,
came from 20 different nations to Hamburg. This was the
13th annual Hamburg Aviation Conference organised by
Hamburg Airport.

March April
05 07
06 08
05 The new Hamburg Airport is complete: After the successful
completion of the HAM 21 expansion programme, the
planners, construction companies, representatives of the official
authorities and all those directly involved celebrated the
end of the largest expansion and modernisation programme
in the almost 100-year history of Hamburg Airport with a
party in Terminal Tango.
06 Hamburg Airport on the move: The community work
team was once again involved in Norderstedt’s city cleanup
programme, “Stadtputz 2010”. After the community event,
Manfred Czub (front left) and his team distributed boxwood
shrubs and informational material about the airport.
The year in pictures 2010
07 Heavy cargo: The world’s largest commercial cargo aircraft,
the Antonov AN 255, was loaded with a laser welding
installation and accessories – totalling 150 tonnes in weight –
for shipping to China. A special ramp and a 160-tonne crane
were used for loading. The six-engined aircraft has a cargo
hold of approximately 1,220 cubic metres.
08 The airport experience: “Girls’ Day” and “New Directions
for Boys Day”. 67 interested boys and girls got an exciting
look behind the scenes at what happens at Hamburg Airport.
A visit to the Airport Fire Brigade and the Airport in Miniature
model show, followed by a tour of the apron, proved very
popular. Girls’ Day has been an institution at Hamburg Airport
for ten years now.
93

94
Stories and faces
May June
09 11
10 12
09 Two awards for Aviation Marketing: The Aviation Marketing
Team won the European Routes Marketing Award 2010
for Central Europe and for Europe. Michael Eggenschwiler
(r.), CEO of Hamburg Airport, celebrated with Dr Jörgen
Kearsley (l.), Head of Aviation Marketing at Hamburg Airport,
and his department.
10 The new A-SMGCS surface radar is successfully launched
at Hamburg Airport. The innovative “Advanced Surface
Move ment Guidance and Control System” supports the
apron controllers in their work, thereby optimising surface
traffic. This not only saves costs, but also reduces airside
emissions by 10 percent. Apron controller Sonja Jürgensen
appreciates the detailed display.
11 Congratulations! The Hamburg – New York service is five
years old. Continental Airlines celebrated the fifth anniversary
of the launch of the non-stop service to its New York-Newark
hub on 10 June. Hamburg Airport presented Continental
with a birthday cake and bid the Boeing 757 farewell on
flight CO 075 to New York with a fountain.
12 Important visitor to Hamburg Airport: On 3 June,
Lufthansa’s first Airbus A380 visited Hamburg as part of
the flight training programme. Hamburg Airport was well
equipped to receive the freshly delivered titan. Since 2008,
Hamburg Airport has been the official alternate airport to
the Airbus factory airport at Finkenwerder. This was the third
time an A380 had visited Hamburg Airport.

July August
13 15
14 16
13 10,000 euros for ARCHE Jenfeld: The income from the
annual auction of lost & found items is traditionally donated
to charity. The airport’s Managing Director, Claus-Dieter
Wehr (l.) and the deputy Operations Manager of the Airport
Office, Helmut Meierdierks (r.), on behalf of the Airport
Office team, presented a cheque to Tobias Lucht, Lead Social
Worker of ARCHE Jenfeld.
14 The Airport Tigers a great success: The holiday programme
for children of airport personnel during the summer break,
now in its fourth year, was once again popular. Trained
childcare personnel from pme Familienservice GmbH took
the children, aged between four and twelve years, on airport
discovery tours as well as playing with them and organising
various sporting and craft activities.
The year in pictures 2010
15 Jubilee at Hamburg Airport: KLM has been flying between
Hamburg and Amsterdam for exactly 90 years. On 1 September,
1920, the first KLM aircraft from Amsterdam landed
in the city. Hamburg Airport congratulated KLM, founded
in 1919, on this jubilee with a large bouquet and a birthday
cake decorated in the airline’s colours of blue and white.
16 Launchpad for a career – Hamburg Airport: The 13 new
trainees were warmly welcomed to the team. They are training
to be aviation administrators, clerks, industrial mechanics,
electronics technicians and aviation service personnel,
and every one of them is a boost to the airport family.
95

96
Stories and faces
September October
17 19
18 20
17 Two body scanners being tested at Hamburg Airport: The
then Federal Minister for the Interior, Thomas de Maizière,
officially launched test operations on 27 September. Since
then, passengers entering the security checkpoint have
had the choice of body scanner or gate sensor. The body
scanners were installed at the airport by the Federal Ministry
of the Interior and the Federal Police for a thorough field test
expected to last six months.
18 Special guest at Hamburg Airport: For three weeks, a
Lufthansa Boeing 747 flew the Frankfurt-Hamburg route.
The route is normally flown with an A321. As they were not
needed for long-haul routes in September, Lufthansa’s 747
fleet operated seven flights between the two cities.
19 Success: Energy Day 2010 at Hamburg Airport: Around
400 airport personnel, along with invited guests, learned
about practical environmental protection measures on 26
and 27 October. Several renowned companies had stands
in Terminal Tango. The event was opened by the airport’s
Managing Director, Claus-Dieter Wehr (r.).
20 Royal visit from the Netherlands: Crown Prince Willem-
Alexander van Oranje-Nassau and his wife, Princess Máxima,
regularly come to the city to visit relatives.

November December
21 23
22 24
21 100 years of Hamburg Airport: The prelude to the airport’s
centenary year began with a colourful journey through ten
decades of aviation in Hamburg on 16 November at Miniatur
Wunderland in the heart of the city’s historic warehouse district.
The first to congratulate the airport was the Managing
Director of Miniatur Wunderland, Gerrit Braun (l.), when he
presented airport CEO Michael Eggenschwiler with a model
of an Airbus A350 in Hamburg Airport livery.
22 Non-stop to Toulouse: Gesa Zaremba (3rd from r.), Senior
Manager Aviation Marketing at Hamburg Airport, presented
the pilots and crew with a birthday cake and flowers for the
maiden flight.
The year in pictures 2010
23 New ambassador for the airport: For its maiden journey
on Hamburg Airport’s apron, an XXL bus in Follow-me livery
guided a Lufthansa Boeing 737, just landed from Paris, to
its parking position. The 25-metre-long double-articulated
bus has been operating the MetroBus line 5 for Hamburger
Hochbahn AG since November 2011.
24 tryDent Airport, the first dental practice at Hamburg
Airport, celebrated its grand opening on 1 December. Dr
Tatjana Kuzmanovic and Dr Andreas Herold (from left) and
their colleagues provide a complete range of dental services.
Private patients and standard patients from Germany and
abroad are treated in the practice, in the public area upstairs
from the Airport Plaza shops.
97

98
Airlines and direct flights
63 airlines
EI Aer Lingus
SU Aeroflot
VV AeroSvit
BT airBaltic
AB Air Berlin
ABR Air Contractors/Fedex
AF Air France
AHO Air Hamburg
LFM Air Lift Service
KM Air Malta
TS Air Transat
VIM Air Via Bulgarian Airways
AZ Alitalia
KK Atlasjet
OS Austrian Airlines
BA British Airways
SN Brussels Airlines
BUC Bulgarian Air Charter
C9 Cirrus Airlines
VG Cityjet
DE Condor
CO Continental Airlines
CAI Corendon Airlines
OK Czech Airlines
LH Deutsche Lufthansa
EZY easyJet
EK Emirates
OV Estonian Air
ECA Eurocypria
AY Finnair
BE Flybe
2Q FlyGotland
FHY Freebird
ST Germania
4U Germanwings
HHI Hamburg International
3L InterSky
IR Iran Air
KL KLM
KBR KoralBlue Airlines
LO LOT Polish Airlines
LG Luxair
MA Malev
DY Norwegian
LBT Nouvelair
OL OLT
OHY Onur Air
H9 Pegasus Airlines
FV Rossiya
SK SAS Scandinavian Airlines
SHY Sky Airlines
JZ Skyways
SX SkyWork Airlines
XQ SunExpress
LX Swiss International Air Lines
TWI Tailwind Airlines
TP TAP Portugal
HV transavia.com
X3 TUIfly
TU Tunisair
TK Turkish Airlines
TRK Turkuaz Airlines
GXL XL Airways

115 direct flights
ADA Adana
AGA Agadir
ALC Alicante
AMS Amsterdam
ANK Ankara
AYT Antalya
BCN Barcelona
BSL Basel
BIA Bastia
BGO Bergen
BRN Bern
BHX Birmingham
BJV Bodrum
BRU Brussels
BUD Budapest
BOJ Burgas
DLM Dalaman
DJE Djerba
DRS Dresden
DXB Dubai
DUB Dublin
DBV Dubrovnik
DUS Düsseldorf
FAO Faro
FRA Frankfurt
FDH Friedrichshafen
FUE Fuerteventura
FNC Funchal
GVA Geneva
GOT Gothenburg
HGL Helgoland
HEL Helsinki
HER Heraklion
HRG Hurghada
IBZ Ibiza
INN Innsbruck
IST Istanbul
SAW Istanbul - Sabiha Gökçen
IZM Izmir
XRY Jerez de la Frontera
FKB Karlsruhe/Baden-Baden
IEV Kiev
KLU Klagenfurt
CGN Cologne/Bonn
CPH Copenhagen
CFU Corfu
KGS Kos
SUF Lamezia - Terme
ACE Lanzarote
LCA Larnaca
LPA Las Palmas
LIS Lisbon
LGW London - Gatwick
LHR London - Heathrow
LTN London - Luton
LUX Luxembourg
LXR Luxor
LYS Lyon
MAD Madrid
MIL Milan
AGP Malaga
MLA Malta
MAN Manchester
MHG Mannheim
RMF Marsa Alam
FMM Memmingen
MAH Minorca
MIR Monastir
DME Moscow - Domodedovo
SVO Moscow - Sheremetyevo
MUC Munich
NAP Naples
EWR New York - Newark
NCE Nice
NUE Nuremberg
OLB Olbia
OSL Oslo
PMI Palma de Mallorca
Annual Report 2010
PAR Paris
PRG Prague
PRN Priština
REK Reykjavík
RHO Rhodes
RIX Riga
RMI Rimini
ROM Rome
RTM Rotterdam
SCN Saarbrücken
SOB Sármellék
SZG Salzburg
SMI Samos
SPC Santa Cruz de La Palma
JTR Santorini
SSH Sharm el Sheikh
SKP Skopje
SPU Split
LED St Petersburg
STO Stockholm
STR Stuttgart
TLL Tallinn
THR Tehran
TLV Tel Aviv
TCI Tenerife
SKG Thessaloniki
YTO Toronto
TLS Toulouse
TUN Tunis
VAR Varna
VCE Venice
VNO Vilnius
VBY Visby
WAW Warsaw
GWT Westerland
VIE Vienna
ZRH Zürich
99

Publication Details
Publisher
Flughafen Hamburg GmbH
Corporate Communications
Matthias Quaritsch
Postfach
22331 Hamburg
Germany
Telephone +49 (0) 40 – 5075 0
Fax +49 (0) 40 – 5075 1234
fhg@ham.airport.de
www.hamburg-airport.de
Textual concept and production
Stefanie Harder (responsible for content)
Tanja Bösche
Peter Gublass
Nina Jaspert
Madeleine Lange
Manfred Meiser
Ina Pahl
Matthias Quaritsch
Cord Schellenberg
Katja Tempel
Susanne Walloschek
Translation
Paul Compton
Project management
Tanja Bösche
Further information
Press and Public Relations
Telephone +49 (0) 40 – 5075 3611
Fax +49 (0) 40 – 5075 3622
presse@ham.airport.de
Design concept and production
Sabine Barmbold
Claus Michael Semmler
Joachim Staak, Faktor 3
Photography
Michael Penner
Peter Meier
Krafft Angerer
Print production
Bartels Druck GmbH

hamburg-airport.de

100