Material topics

Examples

Prevention of occupational accidents, preservation of employability, sports and health programs

Management approach

• The Munich Airport Group is the second-largest employer in the region after Deutsche Lufthansa AG. The physical and mental health and well-being of our employees mean a lot to us. It is our duty as employers to prevent hazards and accident risks in the workplace and to create healthy working conditions. For employees returning from extended illness, we provide professional reintegration.
• Occupational safety and health protection are ensured through active health management, a wide range of fitness options, and targeted prevention programs. The responsible Occupational Health & Safety, Occupational Medicine, and Health Management departments, together with the employer and the Works Council, take all necessary measures to prevent occupational accidents, injuries, and work-related illnesses. The occupational health and safety policy was developed as part of the implementation of an occupational health and safety management system. 
  The operational guidelines and processes are recorded in the Occupational Health and Safety Management Manual, which defines the roles and responsibilities of all relevant stakeholders. 
  Regular occupational safety training courses and seminars are held for employees and managers. In addition, employees are trained once a year on the hazards in the workplace. A web-based training course covering the basics of occupational health and safety is also included.
• In the annual report «Joint Task, Joint Responsibility», Occupational Health & Safety, Occupational Medicine, and Health Management provide a comprehensive insight and overview of all topics. Compliance with occupational health and safety guidelines is ensured through company agreements.

Key figures

Key figures, which are continuously monitored and evaluated, are used for systematic management within the Group. The associated key figures are published annually in the integrated report.

Occupational safety and health 
Accident frequency 
Sick leave 
Occupational illnesses 
Employees with disabilities

Munich Airport measures the performance of its managers using financial and non-financial indicators. One of the four non-financial performance indicators is the Lost Time Incident Frequency (LTIF), which is published annually as part of the annual financial statements.

Targets and Measures

Targets and measures are presented transparently as part of the strategic sustainability program. The program is updated with the respective departments as part of annual target discussions and the achievement of objectives is assessed.

References/Links

Occupational health and safety: an important area in the company 
Annual Report Occupational Health & Safety, Occupational Medicine, and Health Management

Examples

Variety of training and development opportunities, diversity, competitive working conditions

Management approach

• In order to meet and retain personnel requirements in terms of quantity and quality, boosting employer attractiveness is of great importance. Flexible and hybrid working time models, a modern management model, attractive benefits and a wide range of athletic opportunities ensure that employees enjoy working at Munich Airport. The airport as an employer is keeping up with the times: the cultural transformation is actively designed to meet the different values of all generations. At the same time, the transfer of knowledge between experienced and new employees is supported and continuous training is understood as part of the corporate philosophy. Furthermore, different employee representative bodies ensure that all the voices of our employees are heard and that the company’s development is driven forward in a participatory manner.
  With the high-quality training and development of workers and a strong volume of employment, the airport as an employer is enhancing the social and economic value added in the region.
• With the AirportAcademy as a training partner, continuous development opportunities for employees are firmly anchored in the company’s attractiveness as an employer. For 30 years now, it has been dedicated to qualification. The Airport Academy is a «certified educational institution» (AZAV) with a quality management system according to DIN ISO 9001 and an official training institute of the ACI (Airport Council International). 
  The guide «Compatibility for Work and Family» provides all managers with an overview of company framework conditions and offers. Employee satisfaction is also determined in regular employee surveys.
• The annual personnel and social report provides a transparent internal overview of developments.

Key figures

Key figures, which are continuously monitored and evaluated, are used for systematic management within the Group. The associated key figures are published annually in the integrated report.

Employees 
Employees covered by collective bargaining agreements 
Age structure 
Managers 
Parental leave 
Fluctuation 
Hours of further training 
Nationalities 
Place of residence of employees

Targets and Measures

Targets and measures are presented transparently as part of the strategic sustainability program. The program is updated with the respective departments as part of annual target discussions and the achievement of objectives is assessed.

References/Links

Recovery in air traffic requires adjustments to personnel management 
Employer Munich Airport

Examples

Noise protection for local residents, low-noise flight procedures

Management approach

• Reducing aircraft noise and providing comprehensive protection for local residents is a key concern for Munich Airport in its ongoing communications with the surrounding area. Together with the airlines and air traffic control, we have been active for years in all areas of noise control in order to meet the need for peace and quiet of residents. The aim is to keep noise emissions at and around Munich Airport as low as possible.
• Technical innovations in air traffic have achieved great success in noise reduction over the past decades. Our objective is to strike a balance between the interests of residents and the environment as well as the requirements of the economy and the mobility needs of people in accordance with the current legal situation (Law for the Protection against Aircraft Noise and the Federal Immission Control Act – FluLärmG). The relevant stakeholders of the Aircraft Noise Commission (including, for example, municipalities and authorities) meet regularly to advise the supervisory and safety authorities on measures to protect against aircraft noise and against air pollution from aircraft. The Government of Upper Bavaria has drawn up a noise action plan for Munich’s major airport with the participation of the public and the affected communities. This presents steps already implemented as well as future measures to reduce aircraft noise in the vicinity of the airport. 
  Munich Airport uses noise-differentiated landing fees to influence the type of aircraft used, so that airlines that use quiet aircraft benefit from a staggered, widely spread fee system.
• We permanently monitor aircraft noise in the region through stationary and mobile measurements. The website «Fluglärmüberwachung-Online» shows the current measured values and relevant traffic data in real time.

Key figures

Key figures, which are continuously monitored and evaluated, are used for systematic management within the Group. The associated key figures are published annually in the integrated report.

Measured noise 
Distribution of operating directions 
Noise complaints

Targets and Measures

Targets and measures are presented transparently as part of the strategic sustainability program. The program is updated with the respective departments as part of annual target discussions and the achievement of objectives is assessed.

Reference/Link

Noise protection

Example

Promoting and preserving the diversity of animal and plant species on airport grounds

Management approach

• Due to sealing, expansion, and airport operations, interventions in the natural balance on and outside the airport campus are almost unavoidable. From the construction of Munich Airport in the 1980s to the present day, however, FMG has gone beyond the required, statutory obligations. The objective is to compensate for the negative effects on flora and fauna as far as possible. For this goal, compensatory areas are upgraded to a high quality. The plant and animal species native to the original fenland are to be returned to their original habitat or an adequate habitat.
• Of the nearly 1,600 hectares of airport land, approximately two-thirds is green space. Thanks to systematic maintenance, species-rich vegetation and ecologically valuable habitats have been created, particularly within the security fence, on the green areas between the runways and their infrastructure facilities, especially for rare meadow-nesting birds. In the peripheral zone (green belt), i.e. in the immediate vicinity of the airport grounds, the landscape was structured by grassland, water bodies, and plantings covering an area of approximately 250 hectares. In this way, it was also possible to create erosion and noise control for the surrounding area. In addition, the peripheral zone acts as a «buffer», fulfilling the function of integrating the airport into the landscape. In addition, we have created approximately 520 hectares of compensation areas. The biotope network system consists of corridors with extensive lean meadows, tall herbaceous communities, wetland areas, amphibian breeding ponds, forest plots, and shrub strips to compensate for interventions in nature and landscape. The responsible approval authorities confirmed their construction and maintenance in compliance with the requirements. With their structurally and species-rich vegetation, these areas make an important contribution to biodiversity in the region.
• Several departments at FMG are responsible for the long-term maintenance and nature conservation development. The animal and plant populations are subjected to systematic success monitoring. 
  Munich Airport is once again a participant in the Bavarian Environmental and Climate Pact, an agreement between the Bavarian state government and Bavarian industry, for the period 2021 to March 2024. 
  As part of the «Blühpakt Bayern» (Bavarian Flowering Pact), which was launched as a response by the Bavarian Ministry of the Environment to the decline in insect numbers and biodiversity, Munich Airport was able to receive an extension of its «Blühender Betrieb» (Flowering Company) award for a further three years on June 24, 2022.

Key figures

Key figures, which are continuously monitored and evaluated, are used for systematic management within the Group. The associated key figures are published annually in the integrated report.

Ecological areas outside the airport fence

Targets and Measures

Targets and measures are presented transparently as part of the strategic sustainability program. The program is updated with the respective departments as part of annual target discussions and the achievement of objectives is assessed.

References/Links

Nature Conservation 
Biodiversity 
Compensation Areas 
Bird Protection 
Birdlife 
Butterflies 
Meadow Nesting Birds 
Flower Park Bavaria 
Environmental Pact of Bavaria

Examples

Water, waste, and electricity

Management approach

• In order to keep our ecological footprint as small as possible, we pursue a strategy of careful, economical, and responsible use of raw materials and resources. Flughafen München GmbH is authorized to conduct waste management independently on its site in accordance with the German Waste Management and Product Recycling Act. Absolute priority is given to waste avoidance and the return of recyclable materials to the material cycle. The constantly changing energy, water, and waste policies and the associated rapid development of these markets require maximum agility and flexibility. For this reason, our employees are constantly successfully planning, implementing, and operating the most modern and innovative technology. Most of the energy on the airport campus is consumed in the buildings. Energy-efficient optimization is therefore given high priority.
• Internal energy management provides advice and planning support for new buildings, refurbishments, and the provision of renewable energy, and assists the Group divisions in implementing measures to avoid energy consumption and increase energy efficiency. 
  The principles of «reduce and recycle» are taken into account by Munich Airport's recyclables management system. 
  The aim of water management at Munich Airport is to affect the natural water balance as little as possible and arrange the various effects caused by water resource management, drainage, and the provision of drinking and extinguishing water so that they have as little impact as possible.
• In addition, we have introduced a sustainably effective environmental management system, which was certified for the first time in 2018 in accordance with DIN ISO 14001:2015 and the European EMAS Regulation 1221/2009.

Key figures

Key figures, which are continuously monitored and evaluated, are used for systematic management within the Group. The associated key figures are published annually in the integrated report.

Drinking Water 
Industrial Water 
Waste Water
Waste
Deicing Agents
Energy Intensity Coefficient

Targets and Measures

Targets and measures are presented transparently as part of the strategic sustainability program. The program is updated with the respective departments as part of annual target discussions and the achievement of objectives is assessed.

Reference/Link

Handling Resources

Example

Climate protection measures

Management approach

• The operation of an airport generates greenhouse gas emissions resulting from the handling of aircraft on the ground, the operation of airport facilities, and the use of infrastructure. This makes it all the more important to avoid pollution as far as possible through ambitious CO₂ management. The aim is for the operation of Munich Airport to be CO₂-neutral by 2030.
• The foundation for all climate protection measures is the reliable and internationally comparable measurement of all CO₂ emissions. This data is used to create the so-called carbon footprint, which provides a detailed breakdown of the airport’s greenhouse gas emissions. The carbon footprint is compiled in accordance with the internationally recognized »Greenhouse Gas Protocol«.
• FMG is also involved in projects with its partners to advance the reduction of greenhouse gas emissions. We are a founding member of aireg. The organization is committed to the provision and use of renewable fuels in aviation. Every year, we participate in the CDP (Carbon Disclosure Project) ranking, which evaluates our climate strategy, climate data, and the quality and effectiveness of the measures implemented to reduce climate gases. We also participate in the ACI (Airports Council International) certification system to obtain the ACA (Airport Carbon Accreditation) seal of approval.

Key figures

Key figures, which are continuously monitored and evaluated, are used for systematic management within the Group. The associated key figures are published annually in the integrated report.

Energy Consumption and Emissions 
Greenhouse Gas Emissions 
Pollutant Concentrations 
Air Pollutants

One of the four key performance indicators is the company’s carbon reductions.

Targets and Measures

Targets and measures are presented transparently as part of the strategic sustainability program. The program is updated with the respective departments as part of annual target discussions and the achievement of objectives is assessed.

References/Links

Climate Protection 
Climate and Environmental Protection 
PCA 
Smart Airport 
Climate Forest

Examples

Corporate governance, code of conduct, safeguarding of all interests

Management approach

• Transparency and ethically sound corporate governance are among the most important criteria for corporate success. The aim is to gain and maintain the trust of customers, partners and employees and thus create an important basis for sustainable, long-term corporate success. Munich Airport sees dialog with stakeholders as an opportunity to continuously develop its business practices.
• Target group-oriented exchange and information formats have been established along the entire value chain. The Communications and Politics division acts as a link between the airport and the region, maintaining close contact with the communities, the citizens of the region, and representatives from politics, business, and administration at the European, national, state, and local levels. 
  Compliance with national and international laws, state regulations, and official requirements as well as internal company policies is an integral part of our self-image. 
  In addition to the laws, the company’s own Code of Conduct acts as a guide to its conduct. It serves as a standard of conduct for everyone and applies both within the Munich Airport Group and toward third parties in a national and international context.
• Any incidents as well as approaches to address violations, measures to minimize risks, and the achieved compliance standard are regularly reported to the Executive Board and standardized to the supervisory board. In addition, the BKMS System® whistleblowing system is open to all employees, business partners, and other third parties who wish to report violations of the rules. 
  We take stakeholder feedback into account in our business operations. This allows trends to be identified in good time, external knowledge to be utilized and conflicts to be defused. This is ensured through an annual survey of all stakeholder groups. The results are discussed with the experts in the company and are incorporated into the strategic goals process and ultimately into Munich Airport’s sustainability program.

Key figures

Key figures, which are continuously monitored and evaluated, are used for systematic management within the Group. The associated key figures are published annually in the integrated report.

Population Development in Neighboring Communities 
Donations and Sponsoring 
Value Added

Munich Airport measures the performance of its managers using financial and non-financial indicators. One of the four most important key performance indicators is EBT, which is published annually as part of the annual financial statements.

Targets and Measures

Targets and measures are presented transparently as part of the strategic sustainability program. The program is updated with the respective departments as part of annual target discussions and the achievement of objectives is assessed.

References/Links

Code of Conduct 
Strategy

Example

Development of services

Management approach

• The quality of our services is crucial for the satisfaction of our customers. Munich Airport has already received several awards for the outstanding quality of its core aviation business and end-customer business. The aim is to maintain or further improve quality. To achieve this, FMG uses a continuous improvement process that incorporates extensive market analyses and benchmarks from other airports.
• Based on external requirements and the company’s purpose, a medium- to long-term vision for the corporation can be derived, which must then be ensured in its implementation. The ongoing development of the quality strategy also ensures that customer needs are met and thus contributes to long-term economic growth. In addition to other factors, the exchange with business partners on a national and international level ensures a future-oriented development.
• The company’s quality certification audits, such as the ACI, Airport Health Accreditation (AHA) and Airport Service Quality (ASQ) surveys, constitute important management elements and control instruments. In addition, we take part in the annual global passenger survey conducted by the aviation research institute Skytrax.

Key figures

Key figures, which are continuously monitored and evaluated, are used for systematic management within the Group. The associated key figures are published annually in the integrated report.

Dialogue Management

Munich Airport measures the performance of its managers using financial and non-financial key performance indicators. One of the four most important key performance indicators is the PEI (Passenger Experience Index), which is published annually as part of the Group Management Report.

Targets and Measures

Targets and measures are presented transparently as part of the strategic sustainability program. The program is updated with the respective departments as part of annual target discussions and the achievement of objectives is assessed.

References/Links

Five-Star Quality 
Skytrax

Examples

Inclusion of new destinations, safety measures

Management approach

• With connections all over the world, Munich Airport is Germany’s second largest airport. The proximity to the airport with its range of flight connections is an important criterion for the settlement of internationally operating companies in particular. The airport thus offers a considerable locational advantage for companies, but also for the tourism sector. Its use leads to significant macroeconomic and regional economic effects, such as an increase in productivity, the volume of investment, the employment rate in the region, and the level of innovation. 
  However, both domestic and international economic development are crucial for an international air transportation hub. Munich Airport, for example, suffered the biggest crisis in its history due to the Corona pandemic and its travel restrictions. The aim is to meet the demand for high-quality air travel, which has increased again since the pandemic.
• The aim is to continue to sustainably consolidate its position as one of the leading hubs in a European aviation market that continues to consolidate. Therefore, in the medium to long term, long-haul and connecting traffic as well as transit traffic will also be the essential cornerstones of the aviation strategy. 
  The large number of flight operations at Munich Airport makes safety (flight operation safety) a crucial factor for the efficient and safe handling of air traffic for passengers, crews, and ground handling personnel. Unmanned drones currently pose a threat to air traffic. 
  On behalf of the German Federal Ministry of Transport, the Deutsche Flugsicherung tested drone detection systems in close cooperation with FMG. Based on the findings, the DFS developed concepts for the technical and procedural approach to threat detection. 
  The European Union has set common standards for airport planning, operation, and maintenance, and FMG is obligated to implement these standards on a binding basis. Munich Airport has a safety management system as one way to achieve these aims.
• Munich Airport’s operating license is directly linked to EASA (European Aviation Safety Agency) certification. Under this certification, the airport must demonstrate constant compliance with relevant requirements to the responsible supervisory authority, the South Bavarian Aviation Office at the District Government of Upper Bavaria. The Annual Report on Air Traffic Statistics provides a detailed overview of the volume and structure of air traffic at Munich Airport.

Key figures

Key figures, which are continuously monitored and evaluated, are used for systematic management within the Group. The associated key figures are published annually in the integrated report.

Aviation Traffic Figures 
Passenger Numbers 
Aircraft Movements 
Fire Department Operations Figures

Targets and Measures

Targets and measures are presented transparently as part of the strategic sustainability program. The program is updated with the respective departments as part of annual target discussions and the achievement of objectives is assessed.

References/Links

Aviation 
High standards for safe flight operations 
Safety and health 
Annual Traffic Report 
Safety/Security

Examples

Improving accessibility, sustainable construction

Management approach

• Since its opening in 1992, Munich Airport has undergone successful growth. The effects are complex from a social and economic perspective. On the one hand, the airport campus is regarded as a job engine for Bavaria, and on the other, the air traffic connections are one of the most important location factors for internationally active companies. In this way, Munich Airport not only secures a large number of jobs but also promotes value creation in the region. However, as one of the major intermodal transport hubs in Europe, it is also dependent on attractive and customer-friendly landside connections. In the rail sector, the step-by-step concept for improving rail connections, which was drawn up in conjunction with the Bavarian State Ministry of Housing, Construction and Transport (StMB), was completed. For the further expansion of the airport and the airport buildings, it has been determined that the highest climate protection requirements will be met. Negative impacts on nature and the airport region, for example, are kept to a minimum through compensatory measures and noise abatement.
• In the implementation of new buildings, the implementation of life cycle cost analysis in the economic feasibility study is an important step towards sustainable development. 
  As a member of the German Sustainable Building Council (DGNB), FMG is also involved in the further development of certification systems.
• An overview of all planned and initiated construction projects can be found on the airport website.

Targets and Measures

Targets and measures are presented transparently as part of the strategic sustainability program. The program is updated with the respective departments as part of annual target discussions and the achievement of objectives is assessed.

References/Links

Real Estate Business Unit 
Infrastructure Expansion

Examples

Professionalization of internal processes, digital offerings

Management approach

• New technological possibilities will change Munich Airport’s business model in many areas in the coming years. In this way, the digital transformation will be actively shaped together with employees and business customers. In 2022, a digital strategy with a corresponding action plan was first established to annually review the achievement of the goals and measures stipulated therein.
• Since 2022, cross-functional experts have been working more closely together in five areas of focus (Data & Analytics, Aviation, Commercial & Marketing, Business & Workplace, Smart City) through the establishment of a cross-departmental platform to promote exchange and transparency on digital and innovation projects. In order to address the growing strategic importance of the topic, a new digital staff unit has been established that reports directly to the Executive Board.
• The aim is to create measurable added value for passengers, business partners, and employees.

Key figures

One of the four non-financial performance indicators is the PEI (Passenger Experience Index), which is published annually as part of the Group Management Report. Satisfaction with digital offerings is part of the Passenger Experience Index survey, among other things.

Targets and Measures

Targets and measures are presented transparently as part of the strategic sustainability program. The program is updated with the respective departments as part of annual target discussions and the achievement of objectives is assessed.

Reference/Link

Digital transformation