Sustainability program
The sustainability strategy is made up of the core elements of «Material issues» of sustainable development, which are identified in the Materiality Analysis, and their implementation plan which is part of the sustainability program.
The holistic understanding of sustainability is driven by the application of a Balanced Business Model that integrates all three perspectives of sustainability. Every year, dedicated discussions are held to update the strategic sustainability program with the relevant units and assess achievement of targets.
Overall, FMG's sustainability strategy contributes to the global United Nations Sustainable Development Goals.
Higher-level
| Target | Measure | End of measure | Status (%) |
|---|---|---|---|
| Integration of sustainability criteria in controlling | Implementation concept for the identification and regular recording of control-relevant non-financial key figures, including their inclusion in the Group management framework | 2022 | 100 (completed) |
| Stronger implementation of relevant non-financial KPIs in the existing management tools of Group controlling | 2024 (extended) | 50 | |
| Increased consideration of economic implications from sustainability effects in the context of economic feasibility studies (e. g. for construction projects) | 2024 | 50 | |
| Implementation of the Sustainable Finance Strategy and its indications | Implementation of the EU Taxonomy Regulation, including examination of business activities for taxonomy eligibility and compliance, taking into account the technical assessment criteria | 2026 | 10 |
| Review of advantageous financing options for investments related to the topic of sustainability, especially for process optimization, (energy) efficiency improvements, and digitalization | Ongoing | Ongoing | |
| Updating the Group strategy | Concretization of Strategy 2030 into an implementation roadmap | Ongoing | Ongoing |
| Quantification of Group targets and measures in the integrated strategy and planning process | Ongoing | Ongoing | |
| Continued development and expanded market access for subsidiary Munich Airport International GmbH through establishment of a regional office in the Asia/Pacific region | 2022 | 100 (completed) | |
| Reduction in personnel costs in the Group | Reduction of time credits, utilization of short-time work, and implementation of the emergency collective agreement | 2023 | 80 |
| Reinforcement of the Munich Airport Group’s resilience to breakdowns in critical business processes | Implementation of a comprehensive business continuity management system in the Munich Airport Group | 2024 | 25 |
| Management of non-financial opportunities and risks and derivation of appropriate measures | Introduction of systematic processes for the specific identification, prioritization and management of non-financial opportunities and risks (e. g. climate-related risks) | Ongoing | Ongoing |
| Investigations into the potential impact of extreme precipitation on Munich Airport, conducting calculations and expert assessments, as well as conceptual development of appropriate mitigation measures | 2024 (extended) | 65 |
Aviation development, safety and security
| Target | Measure | End of measure | Status (%) |
|---|---|---|---|
| Ensuring smooth and efficient air traffic | Provision of an Airport Operations Plan (as a KPI dashboard) | 2023 (extended) | 50 |
| Upgrade to more efficient passenger boarding bridges with presence detectors and LED lighting | 2027 | 5 | |
| Concept development for optimized capacity planning, punctuality and situational awareness of aircraft turnarounds | 2023 | 10 | |
| Prevention of possible bird collisions through sophisticated biotope management (for example, by taking into account the needs of rare meadow nesting birds/bird protection during renovations and construction work) | Ongoing | Ongoing |
Digitalization
| Target | Measure | End of measure | Status (%) |
|---|---|---|---|
| Digitalization and personalization of the customer experience | Bundling of touch points for customers through airport and partner channels and optimization of personalized communication and offers | 2026 (extended) | 20 |
| Expansion of the digital gate announcement voice service in Terminal 1 | 2023 | 90 | |
| Automated answering of inqueries via various channels and assurance of round-the-clock service through a chatbot | 2024 | 35 | |
| Digitalization of the working environment | Introduction of modern office platforms (including Microsoft 365) | 2024 (extended) | 50 |
| Complete digitalization of the troubleshooting, repair, and maintenance of the technical systems on campus, including the use of digital devices | 2023 | 70 | |
| Process digitalization, optimization, and automation using Power Automate (esp. workflows) and Celonis (esp. process mining) | 2024 | 10 | |
| Further development of the Airport Community App, which provides relevant information in digital form for all target groups operating at the campus (regardless of whether they are airlines, airport operators, or handling agents) | Ongoing | Ongoing | |
| Introduction of digital IoT and AI services to optimize energy and load management | 2025 | 25 | |
| Establishment of efficient data management | Ongoing development of digital channels to make the flow of information for customers and employees more secure and efficient | 2025 (extended) | 10 |
| Establishment of group-wide data management for current and future use cases (data analytics, machine learning, rapid prototyping) | 2025 | 10 |
Sustainable infrastructure and construction projects
| Target | Measure | End of measure | Status (%) |
|---|---|---|---|
| Implementation of energy-efficient and sustainable building | Certification of selected sites according to the standards of the German Sustainable Building Council (DGNB), construction of selected buildings according to the Gold Standard | Ongoing | Ongoing |
| Demand-oriented and economic development of airport property | Further development of the LabCampus urban development concept and implementation of the LabCampus construction measures (Cluster 1) | 2031 (extended) | 25 |
| Procurement of affordable living space for employees in coordination with the municipalities of the region | 2029 (extended) | 5 | |
| Medium-term improvement of rail access | Development of an expanded ÜFEX concept for Munich Airport (Überregionaler Flughafen-Express) | 2022 | 100 (completed) |
| Concentration of ÜFEX concepts towards Nuremberg and Innsbruck | 2026 | 30 | |
| Analysis of the possibilities of integrating Munich Airport into the synchronized German railway timetable | 2022 | 100 (completed) | |
| Implementation of preparatory steps for the integration of the airport into the synchronized German railroad timetable as part of a) the demand plan review for federal rail routes or b) the revision of the federal transport infrastructure plan | 2023 | 10 | |
| Implementation of the electromobility strategy | Operation of the vehicle fleet with regenerative energy supply | 2030 | 32 |
| Expansion of the charging infrastructure | 2030 | 10 |
Customer orientation and service quality
| Target | Measure | End of measure | Status (%) |
|---|---|---|---|
| Assurance of quality and efficiency at the Munich Airport site | Integration of sustainability criteria in the selection of future tenants | 2023 | 20 |
| Improved occupancy of space and streamlining and optimization of the center management portfolio | Ongoing | Ongoing | |
| Introduction of autonomous technologies | Concept development for autonomous passenger boarding bridges throughout the campus | 2023 | 10 |
| Implementation of the check-in concept Stage 1: autonomous bag drops in Terminal 1 | 2023 | 30 | |
| Stronger integration of sustainability in the field of airport advertising | Use of sustainable materials for the production of advertising spaces as well as regional production | 2022 | 100 (completed) |
| Reduction of waste products through greater use of digital advertising space, taking into account the high energy standard of digital advertising media | 2023 | 50 | |
| Sustainable product range for customers | Expansion of sustainable services in the airport’s portfolio of products and services | 2023 (extended) | 10 |
Sustainable use of resources
| Target | Measure | End of measure | Status (%) |
|---|---|---|---|
| Promotion of the circular economy | Business case: uncovering the potential of materials that can be reused or recycled according to the circular economy and that enable for savings | 2022 | 100 (completed) |
| Plastic reduction | Development of a Group-wide concept for reducing the use of disposable plastics | 2023 (extended) | 10 |
| Responsible use of drinking water | Increased use of service water instead of drinking water through the construction of service water wells | 2025 | 66 |
| Establishment, operation, and ongoing development of the environmental management system in accordance with EMAS and DIN EN ISO 14001 | Control of the environmental management system in accordance with EMAS and DIN EN ISO 14001 (including the topics of noise and noise abatement, water, soil, air, nature, species and climate protection) for FMG, including the conducting of internal and external audits as well as recertification and revalidation every three years | Ongoing | Ongoing |
| Reduction of print products | Introduction of digital destination information (QR code), elimination of analog information stands | 2023 (extended) | 80 |
Greenhouse gas (CO₂) and air pollutant emissions
| Target | Measure | End of measure | Status (%) |
|---|---|---|---|
| Carbon-neutrality by 2030 | Conversion of the exterior lighting and apron lighting to LED technology | 2024 (extended) | 90 |
| Optimization of energy efficiency in existing facilities | 2025 | 53 | |
| Green IT: New construction of a group data center including a concept for recovering waste heat | 2025 (extended) | 25 | |
| Expansion of photovoltaic systems on building roofs and ground-mounted systems at and around the airport to 50 MWp | 2029 | 2 | |
| Operation of the vehicle fleet with regenerative energy supply | 2030 | 32 | |
| Implementation of the renewable energy concept 2030 with biogas joint venture, PV expansion, PPA projects, and geothermal energy | 2030 (extended) | 10 | |
| Use of air curtains to reduce heat losses | Ongoing | Ongoing | |
| Continuous, gradual replacement of old motors with newer, more efficient motors for the baggage handling system | Ongoing | Ongoing | |
| Implementation of climate protection measures with cooperative partners | Fitting of all positions near the building in Terminal 1 with Pre-Conditioned Air (PCA) | 2025 (extended) | 10 |
| PCA systems: increase in utilization rate of T1 through scientific approach | 2022 | 100 (completed) | |
| PCA systems: increase in utilization rate through adaptation of rules and regulations, process optimization and communication concept | 2023 | 3 | |
| Introduction of an incentive model in which the storage and throughput of sustainable aviation fuels is free of charge | 2022 | 100 (completed) | |
| Marketing of the more climate-friendly «single engine taxiing» approach between runway and parking position through adaptation of the aeronautical handbook and communication concept | 2025 | 3 | |
| Net Zero MUC 2050 | Development of a «Net Zero MUC 2050» concept based on the ACI’s Net Zero Carbon Initiative | 2023 (extended) | 90 |
| Implementation of the regional project «Climate Forest MUC» through forest transformation at various locations in Bavaria with a project duration of 30 years | Ongoing | Ongoing |
Biodiversity
| Target | Measure | End of measure | Status (%) |
|---|---|---|---|
| Raise awareness of internal and external stakeholders regarding the issue of wildlife trafficking | Collaboration with external stakeholders on campus to develop a wildlife trafficking awareness campaign | 2023 (extended) | 10 |
Transparent corporate governance
| Target | Measure | End of measure | Status (%) |
|---|---|---|---|
| Further development of the communication strategy | Implementation of a concept for communicating FMG’s strategic realignment | 2023 (extended) | 60 |
| Integration of sustainability as a central component of the communication strategy | 2023 | 100 (completed) | |
| Creation of transparency and acceptance as well as ensuring a partnership-based dialog with all stakeholder groups of the company | Continued development of stakeholder dialog for statutory reporting requirements (Corporate Sustainability Reporting Directive) | 2023 (extended) | 30 |
| Fulfilling Munich Airport’s corporate responsibility | Involvement in local and regional projects, for example, by supporting cultural initiatives, sports clubs, and educational institutes | Ongoing | Ongoing |
| Development of a catalog of criteria for sponsoring agreements | 2023 | 100 (completed) | |
| Optimization of the sustainability dialog with the workforce through the new social intranet | 2023 | 10 | |
| Implementation of the «Environment Public Relations Concept»,for example publication of measurements results in real-time (noise and air), transparent and comprehensive information on environmental topics via the website, participation in «BayernTourNatur» and «Munich Night of the Environment», maintenance and updating of the «Environmental Cycle Route» | Ongoing | Ongoing | |
| Establishment of sustainable marketing | Step-by-step transformation of aviation marketing to «sustainable marketing» in the dimensions of event marketing, online marketing, social media, advertising media, print media | Ongoing | Ongoing |
| Establishment of a Code of Conduct in the group | Implementation of the Code of Conduct in the group through training and increased internal communication | 2022 | 100 (completed) |
| Establishment of a sustainable supply chain | Implementation of the requirements of the Supply Chain Due Diligence Act in the relevant procurement processes (integration of the Code of Conduct and the measures from risk management in the purchasing guideline and the purchase to pay process) | 2023 (extended) | 90 |
| Introduction of sustainability criteria in evaluation processes and annual meetings with strategic suppliers | 2024 | 0 | |
| Introduction of mandatory targets regarding the consideration of sustainability aspects in the contract award criteria in the tendering process for defined product groups | 2024 | 0 | |
| Identification of the role of the airport in dealing with human rights issues | Awareness-raising measures among the workforce, e.g. regarding topics like human trafficking | 2023 (extended) | 10 |
Occupational health and safety
| Target | Measure | End of measure | Status (%) |
|---|---|---|---|
| Identification and assessment of mental health | Determination of mental stress and definition of suitable measures to reduce it | 2022 | 100 (completed) |
| Maintaining the employability of personnel | Re-launch of Health Lounge AeroGround model project | 2023 | 25 |
| Integration of occupational health and safety into management processes | Implementation of additional management-relevant key figures, design and introduction of a new reporting system | 2023 (extended) | 100 (completed) |
| Use of automation processes to optimize occupational safety | Robotics: Development of a concept for the automation of processes in the ground handling service, in cooperation with the Fraunhofer Institut | 2026 (extended) | 30 |
| Improvement of occupational safety | Implementation of a project to raise awareness of behavioral occupational safety | 2024 | 10 |
| Procurement of occupational safety clothing and personal protective equipment including optimization of the procurement process | 2024 | 10 | |
| Procurement of security guard and operational clothing with reduced thermal load for the airport fire department | 2023 (extended) | 95 |
Attractive employer
| Target | Measure | End of measure | Status (%) |
|---|---|---|---|
| Strengthening of employer attractiveness - internally (employee retention) and externally (employer marketing) | Modernization and reorganization of the job evaluation and remuneration system for non-tariff employees | 2024 | 50 |
| Strengthening of the employer image in the region and nationwide | 2025 | 20 | |
| Optimization of employment conditions, for example, through relief measures and attractive employee benefits | 2023 | 30 | |
| Revision of the corporate learning strategy | 2024 | 10 | |
| Employee awareness for integration of sustainability in the workplace | Promotion of sustainable behavior among the workforce (e.g. formation of car pools or use of local public transport, reduction of paper consumption, waste separation) | 2024 | 10 |
| Increase in the quality of leadership | Development and implementation of training modules on the subject of «Leadership in crisis» | 2022 | 100 (completed) |
| Establishment of a regular management dialog | 2022 | 100 (completed) | |
| Continuation of regular management dialogs and derivation of corresponding measures for the targeted and needs-oriented development of competencies | Ongoing | Ongoing | |
| Development of a new leadership model for new managers | 2023 | 100 (completed) | |
| Development of an onboarding program for new managers | 2023 | 100 (completed) | |
| Development and establishment of a new qualification program for managers | 2024 (extended) | 60 | |
| Restructuring of the Group's in-house training center | Redesign of the Airport Academy on the LabCampus | 2023 (extended) | 100 (completed) |
| Qualitative and quantitative matching of employee requirements | Employee development through digital content and targeted development programs | 2024 | 50 |
| Establishment of succession management for positions and areas of need (e.g. training/dual studies, trainee program, university interns, succession management for specialists) | 2025 | 20 | |
| Better organization and marketing of idea management | Use of a digital platform on which Group employees can make suggestions for improvements in all areas of the company | Ongoing | Ongoing |
| Establishment of diversity management | Development of measures similar to the various aspects of diversity set out in the Diversity Charter | 2023 (extended) | 50 |
| Equal participation of all genders in management positions in the Munich Airport Group as defined in the objectives of the Group management report | 2024 | 50 |
Noise emissions and noise control
| Target | Measure | End of measure | Status (%) |
|---|---|---|---|
| Reduction and monitoring of noise pollution from air traffic | Handling of the noise reduction measures falling within the responsibility of FMG as outlined in the noise action plan of the Government of Upper Bavaria for Munich Airport, in collaboration with the relevant stakeholders | Ongoing | Ongoing |
| Aircraft noise monitoring (stationary and mobile) in the airport region using innovative technology and the associated communication in real time and online | Ongoing | Ongoing |