Annual Report 2001 - Flughafen Wien

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Annual Report 2001 Management ___On 1 October 1999 the Supervisory Board appointed the Management Board of Flughafen Wien AG for a term of office lasting to 30 September 2004. The 16 key managers who report directly to the Management Board include the heads of four business units, three service units, and nine staff departments. ___Implementation of the Company’s strategy is subject to regular monitoring as part of a comprehensive system that includes both financial indicators and qualitative factors such as customer and employee satisfaction. This also includes a performance-based incentive programme for the first two levels of the organisation, which serves to guarantee the delivery of strategic goals. The Management Board sets its financial and quality goals together with the Supervisory Board. ___Herbert Kaufmann, born 1949, married, one son and one daughter, worked with various Austrian and foreign companies while studying macroeconomics. In 1975 he joined the Chamber of Labour of the Province of Lower Austria, where he was appointed head of the economics department only two years later and director in 1985. He has also served as a member of the provincial and federal parliaments. In 1999 he was appointed member and speaker of the Management Board of Flughafen Wien AG where he is responsible for airline and terminal services, the secretariat, communications, land development, and strategy and controlling. His primary objective for 2002 is “to further expand the position of Vienna International Airport as the major East-West hub, especially in view of the planned EU expansion”. ___Gerhard Schmid, born 1957, married, father of two daughters, started his career with Böhler AG (Seibersdorf Research Centre). In 1979 he joined Municipal Department 46 of the City of Vienna, which is responsible for the technical aspects of traffic planning. He was appointed manager of the office of then Mayor Helmut Zilk in 1987. In 1993 he joined the auditing department of Vienna International Airport, where he became manager in 1995. The former Management Board appointed him as Head of Technical Services in 1997, and two years later he advanced to become a member of the Management Board of Flughafen Wien AG. His responsibilities include handling and airport services, information systems, technical services, quality management, and auditing. He sees a challenge in positioning Vienna International Airport as a security and service leader, and believes we “must strengthen our efforts in these areas over the coming year as a consequence of the events of 11 September”. ___Kurt Waniek, born 1959, married, one daughter, one son. In 1985 as a young lawyer, he joined Flughafen Wien AG as assistant to the head of the legal and real estate department and assumed responsibility for the legal department within the secretariat in 1988. The then Management Board appointed him to manage the real estate department in 1997. In the ACI Europe Legal Affairs Committee, he represented the interests of Vienna International Airport for many years, and served as chairman of this organization from 1995 to 1997. He was appointed to the Management Board in October 1999 where he is responsible for consumer services, personnel, finance and investments, and management services. A major part of his activities are directed towards international investors and analysts. Therefore, one of his major tasks in the coming months will be “to strengthen the confidence of shareholders and potential investors in the long-term earning power of our Company”. Management 23
The Aviation Business Basics of the airport business ___Among the key criteria for evaluating an airport business are its major revenue drivers – the number of passengers using the airport, flight movements, and maximum take-off weight (MTOW). This information is only useful, however, in combination with the types of aircraft in operation, particularly for handling, cargo, the number of departing passengers and MTOW. Aircraft manufacturers determine a maximum allowable take-off weight for each type of aircraft, and landing fees are based on this figure, regardless of actual load. The number of passengers also has a direct impact on airport revenues through the so-called “duty” that airlines charge each departing passenger. The ideal traffic development for Vienna International Airport is growth in MTOW and passenger volume, coupled with a smaller increase in flight movements. This will allow the existing runway capacity to be used for a longer period of time. Passengers 2001 11,853,000 2000 11,940,000 1999 11,204,000 1998 10,639,000 1997 9,738,000 1996 9,141,000 Transfer passengers 2001 3,760,000 2000 3,352,000 1999 3,066,000 1998 2,783,000 1997 2,067,000 1996 1,765,000 24 Aviation Business Annual Report 2001
Page 1 and 2: Reply Card Yes, I want to receive i
Page 3 and 4: Reply Card Yes, I want to receive i
Page 5 and 6: Key Traffic Figures 2001 Change vs.
Page 7 and 8: Abmeier Susan Abraham Jürgen Abrah
Page 9 and 10: Fritz Zeitelhofer Department V, Ram
Page 12 and 13: Edith Schoberwalter VIAS, Person an
Page 15 and 16: Michael Rziha Department V, Loader
Page 19: Thomas Götzinger Department SZ, Se
Page 23 and 24: Structure of the Flughafen Wien Gro
Page 25 and 26: Statement by the Management Board D
Page 27: ___We have also recognised the incr
Page 31 and 32: Success Factors of Vienna Internati
Page 33 and 34: Flight movements forecasts in thous
Page 35 and 36: Customer Service ___Another factor
Page 37 and 38: Flughafen Wien Shares Poor performa
Page 39 and 40: Corporate Governance ___It is with
Page 41 and 42: Status Report 2001 The Business Env
Page 43 and 44: Turnover Slight decline in Airport
Page 45 and 46: Earnings Slight drop in earnings af
Page 47 and 48: Financial, Asset and Capital Struct
Page 49 and 50: Corporate spending Investments doub
Page 51 and 52: Outlook Flexible expansion plans, n
Page 53 and 54: Segments of Business in Detail The
Page 55 and 56: Outlook ___For 2002 we forecast dec
Page 57 and 58: The Handling Segment Stagnating tra
Page 59 and 60: Investments ___The replacement of v
Page 61 and 62: Shopping ___Innovative services led
Page 63 and 64: Investments ___During the reporting
Page 65 and 66: Employees The development and motiv
Page 67 and 68: Environmental Statement Lower noise
Page 69 and 70: Communications Challenges mastered
Page 71 and 72: Michael Dörfler Department T, Repa
Page 76: Andrea Kainrath Department U, Envir
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Consolidated Income Statement for t
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Consolidated Cash Flow Statement fo
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Notes to the Consolidated Financial
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Financial Assets ___Shares in subsi
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(2) Personnel expenses in T€ 2001
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Notes to the Consolidated Balance S
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Deferred tax assets or provisions w
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Provisions for severance compensati
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(23) Other non-current liabilities
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Segment Results for 2001 Nonin T€
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(30) Financing Instruments Primary
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Major differences between IAS and A
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Subsidiaries of Flughafen Wien AG A
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Subsidiaries of Flughafen Wien AG (
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3. Investments not included in the
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Who is Who Members of the Superviso
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Annual Report 2001 - Flughafen Wien

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