Table 1 ,
 Passenger development at Frankfurt Hahn airport in 1998 to 2013 ,

1998,29 289,0,
1999,140 706,89 129,
2000,380 284,318 664,
2001,447 142,397 593,
2002,1 457 527,1 231 790,
2003,2 431 783,2 341 784,
2004,2 760 379,2 668 713,
2005,3 079 528,2 856 109,
2006,3 705 088,3 319 772,
2007,4 015 155,3 808 062,
2008,3 940 585,3 821 850,
2009,3 793 958,3 682 050,
2010,3 457 540,[2 766 032-3 457 540],
2011,2 894 363,[2 315 490-2 894 363],
2012,2 791 185,[2 232 948-2 791 185],
2013,2 667 529,[2 134 023-2 667 529],
 Table 2 ,
 Cargo development at Frankfurt Hahn airport in 1998 to 2013 ,

1998,16 020,134 920,
1999,43 676,168 437,
2000,75 547,191 001,
2001,25 053,133 743,
2002,23 736,138 131,
2003,37 065,158 873,
2004,66 097,191 117,
2005,107 305,228 921,
2006,123 165,266 174,
2007,125 049,289 404,
2008,179 375,338 490,
2009,174 664,322 170,
2010,228 547,466 429,
2011,286 416,565 344,
2012,207 520,503 995,
2013,152 503,446 608,
 Table 3 ,
 Overview of investments undertaken from 2001 to 2012 ,

Investments into infrastructure and equipment,
Anlagenzugänge inkl. Umbuchungen,
Land,3 174,0,6 488,,2 994,4 284,3 086,8 613,593,,[…],,,,
Terminal,,2 519,3 310,,,,,251,,,,,,
Cargo Hangar,,,3 850,,3 222,,,,,,,,,
Office building,,,,,,,,2 428,,[…],,,,
Other infrastructure investments,,,10 194,1 152,,,13 275,,,[…],[…],[…],,
Apron,1 008,3,5 684,,,3 394,,10 224,2 848,,[…],[…],,,
Other infrastructure,1 502,2,3 848,2 071,2 692,3 911,1 761,1 558,2 608,384,[…],[…],[…],,
Immaterial assets (e.g. IT),6,1,14,50,28,219,487,45,170,121,20,[…],[…],[…], 7 108 ,
Equipment,8 208,89,1 097,09,12 308,42,1 814,0,2 294,54,20 232,7 550,3 823,359,[…],[…],[…], 75 550 ,
 Total , 13 899 , 19 650 , 31 761 , 8 871 , 17 592 , 25 123 , 41 390 , 12 673 , 763 , 17 289 , 19 346 , 7 930 , 216 287 ,
 Table 4 ,
 Annual financial results of FFHG in 2001 to 2012 ,

Profit and loss statement,
Revenues,10 077,61,14 908,11,22 574,22,29 564,18,36 859,08,43 479,85,41 296,34,45 383,6,42 036,7,43 281,58,43 658,38,40 983,45,
Other revenues (including compensation for public policy remit),7 771,31,5 514,63,3 686,87,3 039,35,3 618,93,6 097,29,5 436,58,4 858,16,11 540,36,14 554,55,9 313,99,21 390,92,
 Total Revenue , 17 848,92 , 20 422,75 , 26 261,09 , 32 603,53 , 40 478,01 , 49 577,14 , 46 732,92 , 50 241,76 , 53 577,06 , 57 836,14 , 52 972,37 , 62 374,37 ,
Costs of material,– 7 092,39,– 10 211,13,– 12 560,46,– 14 601,17,– 17 895,97,– 24 062,81,– 22 491,85,– 25 133,61,– 24 979,59,– 27 650,17,– 20 017,99,– 21 871,65,
Costs of personnel,– 9 185,12,– 9 672,37,– 10 734,62,– 11 217,21,– 12 101,84,– 13 337,28,– 14 433,17,– 15 758,34,– 15 883,08,– 17 893,6,– 18 228,23,– 18 349,1,
Other costs (including marketing),– 5 692,81,– 11 434,31,– 10 521,27,– 11 454,36,– 14 058,15,– 12 885,28,– 9 897,46,– 9 630,21,– 7 796,81,– 8 029,4,– 6 760,92,– 6 643,0,
 EBITDA , – 4 121,41 , – 10 895,06 , – 7 555,27 , – 4 669,21 , – 3 577,94 , – 708,22 , – 89,56 , – 280,39 , – 4 917,58 , – 4 262,96 , – 7 965,23 , – 15 510,62 ,
 EBITDA (excl other revenues) , – 11 892,72 , – 16 409,69 , – 11 242,13 , – 7 708,56 , – 7 196,87 , – 6 805,51 , – 5 526,13 , – 5 138,56 , – 6 622,78 , – 10 291,59 , – 1 348,76 , – 5 880,3 ,
Depreciation,– 5 325,63,– 5 674,68,– 6 045,39,– 7 699,33,– 7 973,46,– 10 527,9,– 10 191,89,– 11 855,19,– 12 482,28,– 11 827,19,– 13 297,31,– 12 733,48,
Financial results (interest received — interest paid),– 2 896,64,– 3 013,42,– 4 006,57,– 4 105,53,– 4 548,42,– 4 588,16,– 5 235,3,– 5 693,02,– 4 915,39,– 2 778,06,– 5 063,04,– 8 177,54,
Extraordinary revenues and costs,– 431,54,– 206,00,– 10,46,0,00,0,00,0,00,0,00,0,00,0,00,– 272,55,0,00,0,00,
Taxes,– 580,13,– 204,74,– 215,18,– 323,82,– 228,44,– 242,33,– 245,00,– 238,66,– 257,45,– 240,85,– 231,03,– 277,52,
  Coverage of losses by Fraport trough the profit and loss transfer  ,  13 355,35  ,  19 993,9  ,  17 832,87  ,  16 797,89  ,  16 328,26  ,  16 066,61  ,  15 761,75  ,  18 067,26  ,  5 621,37  ,  0,00  ,  0,00  ,  0,00  ,
 Annual result (profit/loss) , 0,00 , 0,00 , 0,00 , 0,00 , 0,00 , 0,00 , 0,00 , 0,00 , – 7 114,17 , – 10 855,69 , – 10 626,14 , – 5 677,92 ,
 Table 5 ,
 Payment schedule of capital injections ,


Payments on capital contributions,2 554,1 915,1 915,1 915,1 915,10 214,
Capital reserve,0,0,0,0,0,0,
 Total equity ,,,,,, 10 214 ,


Payments on capital contributions,4 000,4 000,750,0,0,8 750,
Capital reserve,0,0,3 250,4 000,4 000,11 250,
 Total equity ,,,,,, 20 000 ,


Payments on capital contributions,537,0,0,0,0,537,
Capital reserve,1 821,2 357,2 357,2 357,2 357,11 249,
 Total equity ,,,,,, 11 786 ,
 Table 6 ,
 Direct grants by Land Rhineland-Palatinate ,

1997,[…],
1998,[…],
1999,[…],
2000,[…],
Total 1997-2000,[…],
2001,[…],
2002,[…],
2003,[…],
2004,[…],
Total 2001-2004,[…],
 Table 7 ,
 Charges to be paid by Ryanair under Annex 1 of the 1999 Ryanair agreement ,
    The annual turnaround fee to be paid by Ryanair in case of up to 6 flight frequencies per day was capped at a ceiling of EUR […].    ,

Turnaround fee (per flight comprising landing charge, ramp handling and passenger clearance) ,[…],
Passenger fee (per arriving passenger),[…],
Air security tax (per departing passenger),[…],
De-icing fluid including hot water (per litre),[…],
 Table 8 ,
 Charges for central ground handling infrastructure services to be paid by airlines under the 2001 schedule of airport charges ,

included in the take-off and landing charge,
50,00,
 Table 9 ,
 Charges for ground-handling if maximal 30 minutes turnaround ,

Up to 5,7 tonnes,Handling,[…],
Up to 14 tonnes,Handling,[…],
Up to 20 tonnes,Handling,[…],
Up to 90 tonnes,Handling,[…],
More than 90 tonnes,Handling,[…],
 Table 10 ,
 Rebates on airport charges ,
    […].    ,

Up to 2,[…],
3 to 4,[…],
5-8,[…] ,
 Table 11 ,
 Overview of airport charges to be paid by Ryanair ,

Passenger fee (per arriving passenger),[…],
Air security tax (per departing passenger),[…],
De-icing fluid (per litre),[…],
Hot water (per litre),[…],
Revenue for prepaid tickets processed by Ryanair,[…],
 Table 12 ,
 Ryanair aircrafts and passenger growth foreseen under the 2005 Ryanair agreement ,

No of aircraft,[…],[…],[…],[…],[…],[…],[…],
Passengers (Mio),[…],[…],[…],[…],[…],[…],[…],
 Table 13 ,
 Amended airport rebates introduced by the 2005 Ryanair agreement ,

Rebate on all inbound passengers,[…],[…],[…],
Additional rebate on all departing passengers above […] Mio and up to […] Mio per year,[…],[…],[…],
Additional rebate on all departing passengers above […] Mio per year,[…],[…],[…],
 Table 14 ,
 Passenger charges under the 2006 schedule of airport charges ,

Less than 100 000,5,35,,
100 001-250 000,4,40,267 500,0,
250 001-500 000,3,85,550 000,0,
500 001-750 000,3,45,962 500,0,
750 001-1 000 000,3,15,1 293 750,0,
1 000 001-1 500 000,2,90,1 575 000,0,
1 500 001-2 000 000,2,68,2 175 000,0,
2 000 001-3 000 000,2,48,2 680 000,0,
3 000 001-5 400 000,  2,48 per passenger 1 to 3 000 000    2,24 per passenger 3 000 001 to 5 400 000  ,Not applicable.,
5 400 001-10 000 000,  2,48 per passenger 1 to 3 000 000    2,24 per passenger 3 000 001 to 5 400 000    2,21 per passenger 5 400 001 to 10 000 000  ,Not applicable.,
More than 10 000 000,  2,48 per passenger 1 to 3 000 000    2,24 per passenger 3 000 001 to 5 400 000    2,21 per passenger 5 400 001 to 10 000 000    2,19 per passenger  ,Not applicable,
 Table 15 ,
 Marketing support ,

5 000-100 000,[…],[…],
100 001-250 000,[…],[…],
250 001-500 000,[…],[…],
500 001-750 000,[…],[…],
750 001-1 000 000,[…],[…],
 Table 18 ,
 Relationship of depreciation and other operating costs ,

Depreciations,4 477 257,5 325 627,5 423 627,6 045 387,7 699 330,
Losses,8 217 199,13 355 347,19 993 895,17 832 868,16 797 889,
Other operational costs,[…],5 692 808,11 434 306,10 521 273,11 454 363,
 Table 19 ,
 BCG's profitability calculation of investments into FFHG  ,
    Profitability assessment, BCG, 14 February 2001.    ,
    The discount rate for the calculation of the NPV was assumed to be […] %.    ,
    The Net Present Value (NPV) indicates whether the income from a given project exceeds the (opportunity) costs of capital. The project is considered as an economically profitable investment when it generates a positive NPV. Investments producing lower income as the (opportunity) costs of capital are not economically profitable. The (opportunity) costs of capital are reflected in the discount rate.    ,

20 % growth as from 2005,[…],
10 % growth as from 2005,[…],
7 % growth as from 2005,[…],

 2004 capital increase ,[…],[…],[…],[…],[…],[…],[…],[…],[…],[…],[…],
 2004 capital increase — annual changes in % ,[…],[…],[…],[…],[…],[…],[…],[…],[…],[…],[…],
 2001 capital increase ,[…],[…],[…],[…],[…],[…],[…],[…],[…],[…],[…],
 2001 capital increase — annual changes in % ,[…],[…],[…],[…],[…],[…],[…],[…],[…],[…],[…],
,

 2004 capital increase ,[…],[…],[…],[…],[…],[…],[…],[…],[…],[…],
 2004 capital increase — annual changes in % ,[…],[…],[…],[…],[…],[…],[…],[…],[…],[…],
 2001 capital increase ,[…],[…],[…],[…],[…],[…],[…],[…],[…],[…],
 2001 capital increase — annual changes in % ,[…],[…],[…],[…],[…],[…],[…],[…],[…],[…],
 Table 27 ,
 Profitability assessment of the 2002 Ryanair agreement ,
    FFHG based its expectations for passenger charge revenue on the assumption that Ryanair would base 3 aircrafts at HHN which is why the passenger fee was reduced by the marketing support of EUR […] per passenger.    ,
    Costs correspond to the rent charged for the use of the clearance devices plus operating costs of material ('operating supply costs').    ,
    On the basis of […] annual flights.    ,
    FFHG presumed Ryanair would open 3 new routes, for which it would pay DM […].    ,
    The depreciation concerns the extension of the passenger terminal requiring an investment in the amount of EUR […] (EUR […] plus EUR […] for the expected additional demand) plus financing costs. These investment costs have been broken down to Ryanair according to its share in the passenger volume of HHN amounting to […] %. Depreciation period: […] years. Even though the original investment costs of the Terminal were considered not to be induced by Ryanair, FFHG's calculation took into account the expected additional investment costs for the Terminal.    ,
 Source: PWC Report 2006, p. 34 and FFHG's profitability assessment of the 2002 Ryanair agreement 21 May 2001.,

Ticketing revenue,Flight,[…],[…],
Passenger charge (less DM 3,52 marketing support) ,Pass.,[…],[…],
Security tax,Pass.,[…],[…],
Fuel,m 3 ,[…],[…],
Non-aviation turnover (basis year 2000),Pass.,[…],[…],
Parking,Pass.,[…],[…],
 Total turnover per flight ,,,[…],
 Variable costs per flight ,,,,
Wages,
OPS,Hours,[…],[…],
Ramp handling,Hours,[…],[…],
Clearance devices ,
  —   overall operating supply costs   ,Flight,[…],[…],
  —   1 follow me vehicle   ,Flight,[…],[…],
  —   1 luggage transport vehicle   ,Flight,[…],[…],
  —   1 sewage vehicle   ,Flight,[…],[…],
  —   1 water vehicle   ,Flight,[…],[…],
  —   1 ground power unit   ,Flight,[…],[…],
  —   1 push back   ,Flight,[…],[…],
Passenger and luggage clearance,
  —   passenger clearance (check-in lump sum)   ,Flight,[…],[…],
  —   luggage clearance (lump sum)   ,Flight,[…],[…],
  —   passenger control   ,Pass.,[…],[…],
 Total variable costs per flight ,,,[…],
  Deckungsbeitrag I per flight ,,,[…],
  Deckungsbeitrag I per year  ,,,[…],
New route support ,,,[…],
Depreciations of investments induced by Ryanair ,,,[…],
Financing costs of the aforementioned investments (interest rate: 5 %),,,[…],
 Incremental profit contribution per annum ,,,[…],
 Table 31 ,
 Profitability assessment of the 2006 schedule of airport charges ,
   Source: PWC Report, 2006, page 57.  ,

 EBITDA with the 2006 schedule of airport charges ,[…],[…],[…],[…],[…],[…],
 EBITDA without the 2006 schedule of airport charges ,[…],[…],[…],[…],[…],[…],
 Incremental impact of the 2006 schedule of airport charges ,[…],[…],[…],[…],[…],[…],