▁to ▁afford ▁the ▁cost , ▁so ▁a ▁complex ▁finan cing ▁arrangement ▁was ▁established ▁where by ▁a ▁bank ▁would ▁pay ▁Ho cht ief ▁two ▁third s ▁of ▁the ▁costs ▁to ▁upgrade ▁the ▁air port , ▁while ▁the ▁air line ▁assigned ▁to ▁the ▁bank ▁the ▁reven ues ▁from ▁aircraft ▁using ▁Polish ▁air space ▁for ▁a ▁period . ▁The ▁company ▁began ▁to ▁take ▁responsibility ▁for ▁more ▁oper ational ▁aspects ▁of ▁projects , ▁including ▁service ▁provision , ▁finan cing , ▁facility ▁management ▁and ▁software ▁development , ▁following ▁a ▁concept ▁of ▁being ▁a ▁" system ▁leader ", ▁as ▁set ▁out ▁by ▁CE O ▁Hans - Peter ▁Ke itel . ▁These ▁tasks ▁were ▁felt ▁to ▁be ▁higher ▁up ▁the ▁value ▁chain , ▁and ▁would ▁help ▁the ▁firm ▁sh ake ▁off ▁the ▁slow down ▁that ▁had ▁followed ▁the ▁initial ▁bo om ▁of ▁German ▁reun ification . ▁These ▁concepts ▁were ▁not ably ▁put ▁into ▁action ▁during ▁the ▁construction ▁of ▁the ▁new ▁Ath ens ▁International ▁Airport ▁in ▁the ▁late ▁ 1 9 9 0 s . ▁ ▁In ▁ 1 9 9 9 , ▁Ho cht ief ▁made ▁big ▁in ro ads ▁into ▁the ▁United ▁States ▁market ▁through ▁its ▁mer ger ▁with ▁Turner ▁Corporation , ▁while ▁in ▁ 2 0 0 0 ▁it ▁celebrated ▁its ▁ 1 2 5 th ▁anni versary . ▁A ▁part ▁of ▁those ▁celebr ations ▁was ▁the ▁DM ▁ 1 ▁million ▁don ation ▁to ▁the ▁rest oration ▁of ▁the ▁K and in sky - K lee ▁House ▁in ▁D ess au , ▁a ▁project ▁for ▁which ▁it ▁was