Capitals Find out, which pages of the integrated report concern the capitals.

Material topics

The material topics for Munich Airport were established on the basis of a materiality analysis. The management approaches of Munich Airport are presented in accordance with the GRI Standards outlined in the GRI Content Index. The Group-wide materiality matrix and the sustainability program are further important elements of strategic sustainability management.

Company and management

Materiality matrix topics
GRI standard 102-47

 

GRI standard 103
Management approach 103-1

 

GRI standard 103
Management approach 103-2

 

GRI standard 103
Management approach 103-3

A materiality analysis was used to identify the most important sustainability issues

 

Material internally, by business unit

 

Material outside the organization

 

 

 

 

 

AV

 

CA

 

RE

 

PA

 

 

 

 

 

 

Compliance and corporate governance

 

X

 

X

 

X

 

X

 

Shareholders, suppliers

 

Compliance management system
Situation of the Group

 

Sustainability program
Compliance management system

Digitalization

 

X

 

X

 

 

 

 

 

Passengers and visitors, business partners (e.g., lessees and airlines), other airports

 

Digital transformation

 

Sustainability program

Infrastructure development and sustainable building

 

X

 

X

 

X

 

 

 

Region (residents), business partners, passengers and visitors

 

Thinking sustainably, acting responsibly
Real Estate
Expansion of the infrastructure
Location & expansion

 

Sustainability program
Real Estate
Expansion of the infrastructure

Customer focus

 

X

 

X

 

X

 

X

 

Shareholders, suppliers, airlines, passengers and visitors, media, business partners

 

 

 

 

Munich Airport holds itself to a high standard when it comes to serving its customers’ needs. An assessment published by British corporate consultants Skytrax found the airport worthy of classification as a premium quality provider.

The Aviation, Commercial, and Real Estate units are responsible for ensuring the high level of services offered at Munich Airport.

The Quality and Project Management division is responsible for ensuring that key steering elements remain strongly customer-oriented at the corporate level. It oversees this effort via a central dialog management system, the Passenger Experience Index (PEI), Airport Service Quality (ASQ), and through certified quality management.

The customer groups for Munich Airport include not just the airlines themselves, but also passengers and companies on the airport campus.

The developments over recent years, as well as initiatives and measures related to customer focus, are reflected in the sustainability indicators and the sustainability program.


Landside access and traffic development

 

 

 

X

 

X

 

X

 

Region, passengers and visitors, politicians, and public authorities

 

Thinking sustainably, acting responsibly
Enhancing access to the airport
New routes to the airport

 

Sustainability program
Enhancing access to the airport
New routes to the airport

Air traffic development

 

X

 

 

 

 

 

X

 

Passengers, airlines, business partners, associations and organizations, region

 

Thinking sustainably, acting responsibly
Aviation as a strategic cornerstone

 

Sustainability program
Key figures: Air traffic figures
Key figures: Passenger numbers
Key figures: Aircraft movements
Key figures: Cargo tonnage
Traffic figures

Off-campus growth

 

 

 

 

 

 

 

X

 

Business partners, shareholders

 

Thinking sustainably, acting responsibly
Expansion of international business
Munich Airport International

 

Sustainability program

Security and safety in aviation

 

X

 

 

 

 

 

X

 

Passengers, airlines, business partners

 

Security

 

Sustainability program
Security
Firefighting service deployments

Linking transportation operators (seamless travel)

 

X

 

X

 

 

 

 

 

Passengers and visitors, business partners, airlines, region

 

Thinking sustainably, acting responsibly
Digital transformation

 

Sustainability program
Digital transformation

Employees and society

Materiality matrix topics
GRI standard 102-47

 

GRI standard 103
Management approach 103-1

 

GRI standard 103
Management approach 103-2

 

GRI standard 103
Management approach 103-3

A materiality analysis was used to identify the most important sustainability issues

 

Material internally, by business unit

 

Material outside the organization

 

 

 

 

 

AV

 

CA

 

RE

 

PA

 

 

 

 

 

 

Bilateral communication with social stakeholder groups*

 

X

 

X

 

X

 

X

 

All central stakeholders: Airlines, business partners, media

Employees, passengers and visitors, politicians and authorities, region, associations and organizations

 

Nachhaltige Unternehmenssteuerung
Stakeholder dialog

 

Nachhaltige Unternehmenssteuerung
Sustainability program
Stakeholder dialog

Sustainable procurement

 

X

 

X

 

X

 

X

 

Business partners, suppliers

 

Procurement of services
Supplier and service relationships

 

Sustainability program
Procurement of services
Liefer- und Leistungsbeziehungen

Collaborating with regional partners (e.g., sponsorship)

 

 

 

 

 

 

 

 

 

Region, associations and organizations, business partners

 

Thinking sustainably, acting responsibly
Community engagement
Economic responsibility
Airport and region

 

Sustainability program
Spenden und Sponsoring

Generational change

 

X

 

X

 

X

 

X

 

All central stakeholders: Airlines, business partners, the media, employees, passengers and visitors, politicians and authorities, region, associations and organizations

 

Demographic challenge and culture change

 

Sustainability program
Demographic challenge and culture change
Key figures: Human resources data

Employee recruitment and training**


 

X

 

X

 

X

 

X

 

Region, education sector

 

 

 

 

Munich Airport believes strongly in the importance of an HR policy that focuses on both people and the future of operations. For this reason, the long-term HR approach is geared toward current business conditions and the corporate strategy, as well as social megatrends such as demographic change, diversity, digitalization, individualization, mobility, health, and education. The Employer Marketing unit helps to address staff requirements through measures specific to the target group as well as demand-based campaigns. This unit ensures that a standardized employer brand is positioned as an attractive employer on the job market and within the company. The focus is on addressing new applicants and retaining existing employees.

The Group Training unit from the HR department is responsible for providing professional training to junior employees within the Group.

Group Training is responsible for the demand-based training portfolio of Flughafen München GmbH. The team designs and implements new occupations that require training and dual study programs in collaboration with universities and ministries.

The International HR Cooperations subunit coordinates international and national employee exchanges at both the management level as well as for trainers and apprentices.

Where appropriate, individual performance-based compensation targets are defined with level 2 managers.

The developments of recent years as well as initiatives and measures can be found in the sustainability indicators and the sustainability program.


Equal opportunities and cultural diversity


 

X

 

X

 

 

 

X

 

Shareholders, region, passengers and visitors

 

 

 

 

As an employer, FMG’s Personnel Responsibility corporate division actively accepts responsibility for its employees, and ensures equal opportunities and prospects at all levels.

When filling open positions, FMG primarily follows the principle of suitability (pursuant to Article 1 of the General Equal Treatment Act (AGG). Equality is an expression of the core of our brand «Living ideas – Connecting lives» and helps us to implement the brand values of our company. In its efforts to gradually increase the share of women, the Munich Airport Group formulated individual targets per management level instead of a fixed quota. FMG possesses a great deal of expertise in the deployment and development of employees with impaired health.

In order to achieve its goals, FMG is publicly positioning itself on this topic, actively supporting an increase in the proportion of women in management positions, for example by optimizing re-entry opportunities, offering flexible employment conditions for managers, and promoting qualified female employees through focused development measures.

FMG has a representative in the Corporate Health and Social Management unit of the Human Resources department who is responsible for representing employees in matters that affect severely disabled people, and who serves as a contact person for severely disabled employees (see: Social Code (SGB) Book IX, Rehabilitation and Participation of Disabled People). FMG is also involved in inclusion projects, such as collaboration with the «Groupe Smirage» studio community of the Pfennigparade Foundation.

FMG provides a range of offerings to ensure equal opportunities within the company: occupational integration management, the continued employment of employees whose abilities have changed, the recruitment of people with severe disabilities, and the training of young adults whose intellectual development must be supported.

Where appropriate, individual performance-based compensation targets are defined with level 2 managers.

The developments of recent years as well as initiatives and measures can be found in the sustainability indicators and the sustainability program.


Occupational health and safety***


 

X

 

 

 

 

 

X

 

Airlines and business partners

 

 

 

 

The Occupational Health & Safety, Occupational Medicine (MediCare), and Corporate Health and Social Management divisions are primarily responsible for occupational health and safety within the Group. They work closely with the employer and the works council. This cooperation forms a solid foundation for the sustainable and systematic development of preventive measures that benefit the health and safety of employees in their daily work.

The occupational safety management system ensures that strategic projects are integrated into everyday life and develops innovative solutions and prevention approaches for this.

In addition to the continuous improvement process, the occupational safety management system aims to establish transparency and clarity with respect to legal and operational requirements as well as to behavior that promotes occupational safety.

The occupational safety policy was developed as part of the occupational safety management system that was implemented at FMG and AeroGround (AE) in 2015. The approaches and objectives in the area of occupational health and safety apply to FMG and all subsidiaries (excluding MediCare and AeroGround Berlin). The executive management and managers operate a forward-looking preventive occupational health and safety system and introduce the measures necessary to prevent work-related accidents, injuries, and illnesses. The Occupational Health and Safety subunit provides Group-wide support to ensure that the H&S policy is implemented and followed.

MediCare division

MediCare Flughafen München Medizinisches Zentrum GmbH provides a broad range of medical services with a highly specialized team of doctors and nurses. This includes providing emergency care to passengers, visitors, and employees as well as occupational health and flight physician services. The Munich AirportClinic private clinic is operated in addition to the Airport Clinic M. Inpatient care is provided in the areas of orthopedics, surgery, and plastic surgery.

Corporate Health and Social Management

The Corporate Health and Social Management unit is an independent department within the HR division. It is responsible for implementing a standardized health management system in consideration of scientific findings and through the use of modern tools and methods.

Occupational Safety division

In addition to Flughafen München GmbH, the Occupational Safety division also oversees all subsidiaries (except for MediCare and AeroGround Berlin) as well as multiple external companies on the campus. In order to ensure compliance with the legal requirement (Occupational Safety Act) of «linking occupational safety with the management of an organization», the senior specialist for occupational health and safety reports all health and safety issues directly to the chair of the Executive Board.

For accident reporting and analysis purposes, all relevant data is logged in the central IT system, Quentic, where it can be accessed for further evaluation. This allows FMG to derive and implement measures and verify their effectiveness, which creates meaningful accident statistics.

Process reviews are conducted as required on the basis of legal and operational requirements in order to maintain high quality in occupational health and safety and health protection. In addition, internationally recognized indicators are included in this evaluation, which permits comparisons with other international airports. Information on the lost-time incident rate will therefore also be collected in the future. Apart from the ongoing KPI-based evaluations, consultations with stakeholders (for example, works councils and occupational medicine) provide trendsetting insight for process optimization.

Employee satisfaction


 

X

 

X

 

X

 

X

 

Shareholders, airlines, passengers and visitors, business partners

 

 

 

 

The Human Resources division specifies the guidelines for all strategic and operational issues of a modern, efficient, and human-oriented personnel policy. By efficiently linking this range of responsibilities, HR ensures standardized care for employees in all areas, thus guaranteeing an attractive work environment for all employees within the Group.

To that end, the airport has given its promise as an employer, a promise that is based around its position as a brand. The Munich Airport Group offers a range of supplementary company benefits to enable a healthy work-life balance. Moreover, much of the airport’s work in this area aims to maintain or improve staff ability to work.

Munich Airport promotes the health of its employees by providing various needs-based prevention and rehabilitation services. These always take into account the employee’s individual stage of life.

The excellent internal and external assessments of Munich Airport as an employer are testimony to the airport employees’ high degree of motivation and identification with their employer. The employee surveys conducted not only evaluate employee feedback on focal topics, they also collect the following indicators: loyalty index, leadership index, and satisfaction index. Issues are processed centrally and locally as part of a follow-up process to the employee survey. The goal of the follow-up process is to preserve and expand upon existing strengths as well as to develop and consistently implement improvement measures from the areas for development identified.

Where appropriate, individual performance-based compensation targets are defined with level 2 managers.

The developments of recent years as well as initiatives and measures can be found in the sustainability indicators and the sustainability program.


Training and skills management


 

X

 

X

 

X

 

X

 

Airlines, business partners, passengers and visitors

 

 

 

 

The HR Development and Executive Support unit, in its advising and conceptual function, supports the strategy as well as short-term and medium-term orientation of the company. At the same time, the long-term HR concept is geared toward current business conditions and the corporate strategy, as well as social megatrends such as demographic change, diversity, digitalization, individualization, mobility, health, and education. HR uses various tools to select and develop employees and management personnel.

Personnel development and management care also play a governance role in ensuring quality. Where appropriate, individual performance-based compensation targets are defined with level 2 managers.

Examples of further training measures are:

Leadership Excellence program

With its Leadership Excellence program, FMG continuously optimizes the skills of managers through a combination of voluntary sections and compulsory modules, thus ensuring an excellent leadership culture Group-wide in the medium term.

Example of development programs in 2019:

  • AMPAP: The AMPAP program (Airport Management Professional Airport Accreditation Program) is a concurrent further education program from ACI/ICAO for the purpose of expanding airport management skills.
  • LH Explorers: The Lufthansa Explorers program is a one-year further education program from Lufthansa, which is aimed at an international, diverse group of participants.
  • Cross mentoring: The cross-mentoring program is a company-wide mentoring program, which is aimed so far solely at female managers.

Trainee program

HR development offers trainee positions to ensure the acquisition of new, junior staff. On the one hand, junior staff are to acquire specialized knowledge in the field. On the other hand, they are to understand the complex overall system of the airport, know important interfaces, and be able to contribute to projects and overarching topics in a competent manner.

Qualification discussion

Every employee has the opportunity to discuss ideas and wishes regarding their qualifications with their direct superior. Management examines these suggestions and gives the employee binding feedback by the annual employee appraisal at the latest.

Additional training and exchange programs

Trainees, employees, and managers have the opportunity to expand their professional and social skills in national or international exchange programs, in addition to individual training opportunities.

With the Airport Academy, Munich Airport operates a certified, Group-owned training unit that handles operational personnel topics like training, coaching, and team development.

The developments of recent years as well as initiatives and measures can be found in the sustainability indicators and the sustainability program.


Environment and climate protection

Materiality matrix topics
GRI standard 102-47

 

GRI standard 103
Management approach 103-1

 

GRI standard 103
Management approach 103-2

 

GRI standard 103
Management approach 103-3

A materiality analysis was used to identify the most important sustainability issues

 

Material internally, by business unit

 

Material outside the organization

 

 

 

 

 

AV

 

CA

 

RE

 

PA

 

 

 

 

 

 

Biodiversity

 

X

 

 

 

X

 

 

 

Environment around the airport (flora and fauna), region

 

Biodiversity
Nature protection

 

Sustainability program
Key figures: Airport green spaces
Nature protection

Noise emissions and noise control

 

X

 

 

 

 

 

 

 

Region (residents), associations and organizations, airlines

 

Noise protection
Noise protection measurements

 

Sustainability program
Noise protection
Noise protection measurements
Key figures: Noise complaints
Key figures: Measured noise
Distribution of operations directions

Sustainable use of resources

 

X

 

X

 

X

 

 

 

Region, environment around the airport, airlines

 

Resource management

 

Sustainability program
Key figures: Waste
Key figures: Wastewater
Key figures: Process water withdrawal
Key figures: De-icer 
Key figures: Drinking water consumption
Water sources
Water samples

Greenhouse gas (CO2) and air pollutant emissions


 

X

 

 

 

X

 

 

 

Environment – in particular around the airport, region, airlines

 

 

 

 

Greenhouse gas emissions

Over the coming years and decades, climate protection will pose major challenges to the aviation industry. Here, a distinction must be made between the contribution of global air traffic and the impact of airports. In addition, there is a difference between local effects and global effects. The emissions of an aircraft have only minor or no local effects above an atmospheric separation layer at an altitude of about 1,000 m near the airport and its surroundings. The amount of greenhouse gases emitted by aircraft taking off and landing is therefore only determined up to this level according to the ICAO (International Civil Aviation Organization).

The new direction of the company was advanced in close cooperation between the Corporate Development and Legal, Committees, Compliance, and Environment divisions and the Technical Service division. Munich Airport has once again significantly developed its climate-related goals to enable it to keep pace with its own targets, taking into account the fast-paced development of objectives in climate protection policy: In 2016, the Supervisory Board of Flughafen München GmbH decided to make Munich Airport a CO2-neutral airport by 2030. To do so, Munich Airport is pursuing an environmental protection program that goes far beyond legal requirements and industry standards (ACA, CDP, EMAS, aireg). There are regular checks to determine whether this goal is being achieved. This is done within the framework of Supervisory Board reporting, the use of an internal non-financial key performance indicator, and participation in independent external ratings.

Munich Airport’s footprint is determined according to the specifications of the internationally recognized Greenhouse Gas Protocol. A database developed by FMG itself serves as the reporting, steering, and controlling tool for CO2 management.

The international investors initiative for the global disclosure of environmental data, CDP (formerly, the «Carbon Disclosure Project»), has honored Munich Airport for its hard work in the area of effective climate protection. Munich Airport received a rating of «A-» in the climate change report completed in 2019. The European airport organization ACI EUROPE once again awarded FMG «Level 3 – Optimization» for its Airport Carbon Accreditation following the successful reduction of greenhouse gas emissions.

Politicians and the aviation industry are intending to stabilize CO2 emissions in the air traffic industry to 2020 levels. For example, the aireg center of expertise (Aviation Initiative for Renewable Energy in Germany) and its members (with FMG as a founding member) are striving to lead the German aviation industry into the biofuel era.

The Capacities and Environment project team is responsible for the environmental management system, which is validated by an independent environmental expert. It complies with the international standards of DIN EN ISO 14001:2015 and the requirements of the European EMAS-III Regulation 1221/2009 (Eco-Management and Audit Scheme).

The developments of recent years as well as initiatives and measures can be found in the sustainability indicators and the sustainability program.



Air pollutant emissions

The quality of the air is crucial for the health and well-being of people and for nature to thrive. The preservation of air quality is one of the most important tasks of environmental protection because the air is polluted by a variety of sources (traffic, industry, agriculture, households, and many more).

Air quality requirements have become far more strict since Munich Airport was brought into service. This is primarily due to European requirements and their implementation into national law. In order to continuously monitor the influence of airport operations on air quality, Munich Airport therefore takes extensive air quality measurements at two stationary air quality measuring stations and, since 2014, additionally with a mobile air quality measuring station. All measurements are managed by the Legal, Committees, Compliance, and Environment (RC) division in the Environment department, both in terms of technical and content-related work. The measurements and their subsequent evaluation are handled by the accredited testing institute Müller-BBM GmbH, which is listed as an expert in accordance with § 29b BImSchG in conjunction with the Disclosure Ordinance (41st BImSchV).

Munich Airport provides the mobile air quality measuring station voluntarily and at no charge to local communities, in order to inspect the local air quality directly.

The measurement parameters monitored by the mobile and stationary air quality measuring stations are selected based on the 39th BImSchV (39th Ordinance on the Implementation of the Federal Immission Control Act – Ordinance on Air Quality Standards and Immission Ceilings). Both the scope of the measurements and the measurement processes and methods used are coordinated with the State Office for the Environment. The measuring systems used comply with relevant technical guidelines and are comparable with the State Air Quality Monitoring System of Bavaria (LÜB).

These air quality results are published online in near real time in the «LuMo» tool (air quality monitoring). The measurement results are also published in monthly impact reports.

The Bavarian State Office for the Environment conducts long-term studies in accordance with the requirements of the 39th BImSchV in order to monitor air quality. To ensure compliance with the 39th BImSchV immission values, governments in Bavaria prepare clean air plans, which are accessible to the public, in coordination with the Bavarian State Ministry for the Environment and Consumer Protection.

Clean air plans are to be created when exceeding immission limits plus specified tolerance margins. If there is a danger that the immission limits specified in the 39th BImSchV will be exceeded, a plan will also be created for measures to be taken in the short term. The measures must be taken against all issuers who contribute to exceeding these immission values, taking into account the principle of proportionality, in proportion to their share of responsibility. According to § 30 of the 39th BImSchV, the public must be informed about air quality by relevant authorities and, in particular, about the exceeding of warning and information thresholds.

The long-term measurement results of the air quality monitoring conducted at Munich Airport did not and do not require the preparation of an air pollution control plan by relevant authorities, as the values for pollutants in the air are significantly below the specified immission limits.

Abbreviations

AV: The business unit Aviationis our traditional core business and covers all services related to the correct handling of air travel at Munich Airport.

CA: The business unit Commercial Activities markets the commercial space in the terminals and in the München Airport Center. The Group subsidiaries Allresto and eurotrade provide the products and culinary offerings as lessees and franchisees.

RE: The business unit Real Estate develops, runs, and markets all real estate on the airport campus, the terminals, public transport facilities, surrounding real estate, and ecological compensation areas.

PA: Participations, Services & External Business deals with landside and airside services related to aircraft, passenger, and freight handling, looks after checks and security services, and provides consultancy and other services.

Global Reporting Initiative (GRI)
An independent institution that publishes globally recognized guidelines on sustainability reporting. The GRI standards create a shared language for organizations and stakeholders that can be used to communicate and understand the economic, environmental, and social impacts of organizations. Its aim is to establish a common baseline for communication and to ensure the comparability of sustainability reports.

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