Sustainability program
The sustainability program is a Group-wide program that provides the road map for sustainable development at FMG. The main objectives of the Strategy 2025 are broken down into individual initiatives and measures in the sustainability program.
Members of top management take responsibility for the initiatives in their division, while members of middle management are responsible for implementing the associated measures. Every year, dedicated discussions are held to determine qualitative and quantitative criteria for measuring target achievement. The targets form part of the performance-oriented remuneration for managers. Together, the strategy team and the managers assess the effectiveness of the individual initiatives and measures, and the degree to which they have been implemented.
Company and management
Material topics |
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Initiatives |
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Measures |
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Status 2019 |
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Measure ends |
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SDG |
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Targeted development and support of innovations with the support of all Group units |
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Development of innovations with the support of all Group units during market research and trend observation, evaluation and selection, as well as initiation and realization of ideas |
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Ongoing |
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Ongoing |
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8, |
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Examination of human rights issues as part of the national action plan for business and human rights |
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Risk analysis and process evaluation |
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60% |
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2020 |
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Campus mobility |
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Booking of service vehicles via app |
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100% |
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2019 (completed) |
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9, |
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Digital offers for customers |
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Development of new digital products and services (for example, further development of the Passngr app, implementation of products, further development of the Wi-Fi portal) |
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Ongoing |
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2025 |
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Future MAI IT |
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Adaptation of IT landscape to meet the international mobility needs of MAI consultants |
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25% |
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2020 |
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Implementing energy-efficient and sustainable construction |
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Certifying selected buildings according to the standards of the German Sustainable Building Council (DGNB) |
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Ongoing |
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Ongoing |
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8, |
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Demand-oriented and economic development of airport real estate |
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Planning of Node West 0 |
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50% |
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2021 |
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Procurement of affordable living space for FMG employees in coordination with the municipalities of the region |
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Ongoing |
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2025 |
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Development of AirSite West and the northern development zone |
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60% |
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2021 |
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Opening up new business units |
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Further development of the urban concept, LabCampus, and implementation of the LabCampus construction works (for example Airport Academy) |
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Ongoing |
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2025 |
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Green IT |
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New construction of a Group computer center taking carbon neutrality into consideration |
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30% |
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2022 (extended)1 |
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Ensuring the necessary quality and efficiency at the Munich Airport site |
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Developing, operating, monitoring, and coordinating the Group-wide continuous improvement process (passenger satisfaction data, ASQ, dialog management, etc.) |
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Ongoing |
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Ongoing |
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4, |
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Continuing and developing the quality and service offensive (5-star program) |
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Ongoing |
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Ongoing |
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Providing systems and technology to safeguard operations and future traffic trends |
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Design and realization of new technologies for passenger information |
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35% |
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2022 (extended)2 |
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Tailor-made training courses and workshops on the subject of service and hospitality |
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Campus-wide workshops on verbal and nonverbal communication (body language), uniform service training on the campus |
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Ongoing |
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Ongoing |
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Improving rail access over the medium term |
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Supporting the planning approval process for the Erding ring closure (airport–Erding) |
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100% |
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2020 (completed early) |
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11 |
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Erding ring closure: constructing first section to Schwaig |
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Ongoing |
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2021 |
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Supporting the «Walpertskirchener Spange» project (planning approval process was initiated in March 2019) |
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Needs-based |
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2026 |
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Participation in international air traffic programs, as well as the provision of aviation infrastructure to ensure traffic safety and growth in traffic in the bottleneck |
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Creation of a ground coordinator concept within the framework of the SESAR project (Single European Sky ATM Research) |
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100% |
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2019 (completed) |
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11 |
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Safeguarding Munich as an aviation location into the future |
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Efficient slot usage by increasing the number of passengers per flight |
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Ongoing |
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Ongoing |
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Internationalization |
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Establishment of a company in the USA |
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100% |
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2019 (completed) |
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9, |
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Restructuring and organizational development |
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Establishment of a process management system to standardize and optimize processes and procedures, as well as for quality assurance |
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50% |
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2020 (extended)3 |
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Provision of aviation infrastructure to ensure traffic safety and growth in traffic in the bottleneck |
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Participation in research activities within the airport consortium SEAC 2020 |
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Ongoing |
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Ongoing |
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15, |
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Assurance and continuous improvement of safety and EASA compliance through operation of a safety management system |
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Ongoing |
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Ongoing |
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Keeping the bird strike rate to a minimum |
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Preventing potential collisions using sophisticated biotope management, for example by adjusting the mowing plan |
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Ongoing |
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Ongoing |
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Optimization of internal systems |
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Implementation of a full-scale exercise with numerous divisions of the FMG Group, Airport Rescue and Firefighting, Lufthansa, public aid organizations, as well as police and security authorities |
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100% |
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2019 (completed) |
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Smart campus mobility |
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Establishment of structures to create networked campus mobility |
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Ongoing |
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Ongoing |
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11 |
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Employees and society
Material topics |
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Initiatives |
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Measures |
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Status 2019 |
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Measure ends |
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SDG |
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Optimizing occupational health and safety |
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Design of a Group-wide program of measures for systematically assessing risks presented by hazardous substances (EMKG, Federal Institute for Occupational Safety and Health) |
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100% |
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2019 (completed) |
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3 |
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Establishing a central staff qualification management structure, for instance designing training measures for foreign assignments, designing online training modules for safety instructions |
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100% |
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2019 (completed) |
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Robotics: Development of a concept for the automation of processes in the ground handling service, in cooperation with Fraunhofer Institut |
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10% |
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2020 |
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Developing occupational safety management |
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Introducing a process for recording and assessing employee satisfaction related to occupational health and safety |
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10% |
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2020 |
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Making workstations more ergonomic by using innovative technology |
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Using innovative lifting aids in the baggage transportation system in Terminal 1 |
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100% |
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2020 (completed early) |
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Integration of occupational health and safety into management processes |
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Implementation of additional key management figures, design and rollout of new reporting |
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60% |
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2020 |
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Increasing efficiency |
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Maintaining employability of workforce by ensuring healthy working conditions and health services; restoration of employability for employees suffering from long-term illnesses; preventative occupational medicine, healthy workplace models and ergonomics advisory services, extension of the musculoskeletal program, redesign of canteens, and continuous improvement of employee catering; Health Lounge AeroGround as a model project |
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Ongoing |
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Ongoing |
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Covering the employee requirement qualitatively and quantitatively |
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Creation of succession programs and contemporary, requirements-oriented vocational training |
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Ongoing |
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Ongoing |
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4, |
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Future program: Demographics |
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Medium-term management of future personnel requirements and derivation of suitable measures, taking into consideration the potential from digitalization and process optimization, in order to remain successful and efficient despite a shortage of managers and demographics-related retirements |
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Ongoing |
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Ongoing |
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Employer marketing |
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Use of new formats in HR marketing, for example better addressing of candidates and target group-specific recruitment campaigns |
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Ongoing |
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Ongoing |
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Refocusing the Group’s in-house professional development center |
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Redesigning the Airport Academy at Airsite West |
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60% |
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2020 |
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17 |
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Increasing employer attractiveness internally and externally |
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Strengthening employee retention (for example, through targeted internal and external communication and events for Group employees) |
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Ongoing |
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Ongoing |
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4, |
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Performing employee surveys and ensuring improvement measures |
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Ongoing |
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Ongoing |
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Creating competitive employment conditions, for example through a bonus in respect of the income achieved or provision of accommodation for applicants and employees |
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Ongoing |
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Ongoing |
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Ensuring excellent leadership |
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Development of new training models for the Leadership Excellence Program |
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Ongoing |
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Ongoing |
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Future program: Demographics |
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Support for cross-generational knowledge transfer through duplication of posts, training opportunities for employees with different levels of digital affinity |
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Ongoing |
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Ongoing |
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4 |
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Covering the employee requirement qualitatively and quantitatively |
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Equal participation of men and women in management positions within the Munich Airport Group |
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Ongoing |
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Ongoing |
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5 |
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Intensifying external communication |
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Maintaining the increased levels of PR work in Munich |
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Ongoing |
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2025 |
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13, |
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Exchanges with interest groups in the aviation industry |
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Lobbying of the German Airports Association (ADV), the German Aviation Association (BDL), and the Airports Council International (ACI); collaboration with ACI Europe as an example: actively contributing to the ACI sustainability strategy |
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Ongoing |
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2025 |
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Solidifying engagement in local politics |
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Speaking personally to local and political representatives in the airport region |
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Ongoing |
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Ongoing |
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Continuing to make sustainability and carbon-neutrality communication priorities |
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Conducting PR work to clarify the sustainability strategy |
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Ongoing |
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Ongoing |
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Maintaining and intensifying regional dialog through regular discussions with stakeholder groups |
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Preparing and hosting the regional reception |
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Ongoing |
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Ongoing |
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Preparing and hosting information events for associations and stakeholders |
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Ongoing |
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Ongoing |
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Helping to shape the legal framework conditions |
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Regular publication of political letters (topics, backgrounds) |
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Ongoing |
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Ongoing |
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Organization and convening of parliamentary evenings |
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Ongoing |
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Ongoing |
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Updating the Group strategy |
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Reinforcing communication of the Group strategy 2025 |
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Ongoing |
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Ongoing |
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Enhancing strategy development and sustainability management |
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Continuing to integrate sustainability criteria into supplier management |
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Ongoing |
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Ongoing |
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12 |
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Creating transparent supplier and service relationships in the region |
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Providing information for suppliers/service providers (for example, creating information fliers for potential suppliers and service providers from the region) |
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Ongoing |
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Ongoing |
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Recording and publishing details of FMG sales in the region |
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Ongoing |
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Ongoing |
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Accepting social responsibility in the non-profit sector (regional support in the areas of sport, social affairs, culture, education, and nature) |
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Continuing existing sponsorship agreements, examining new project requests on the basis of the FMG sponsorship principles and continuing intensive dialog with the sponsorship partners |
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Ongoing |
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Ongoing |
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17 |
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Environmental and climate protection5
Material topics |
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Initiatives |
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Measures |
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Status 2019 |
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Measure ends |
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SDG |
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Establishing and developing environmental management |
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Developing and implementing a voluntary butterfly project within the framework of the Bavarian Environmental Pact (developing and implementing species protection measures for selected butterfly species on FMG areas) |
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100% |
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2020 (completed early) |
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15 |
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Implementing measures from the «environmental protection public concept», for example, reports on mobile measurement campaigns (noise and air), publication of brochures on environmental topics, as well as participation in events such as BayernTourNatur and Münchner Nacht der Umwelt |
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Ongoing |
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Ongoing |
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Accepting responsibility for pollution resulting from air traffic |
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Designing and enhancing a noise protection strategy (active noise protection, flying procedures e.g. CDO, flight paths, landing charges, passive noise protection, noise protection programs) |
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Ongoing |
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Ongoing |
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3 |
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Establishing and developing environmental management |
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Recertifying FMG according to EMAS and DIN EN ISO 14001 |
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Ongoing |
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Ongoing |
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6, |
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Using renewable energy |
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Procurement of green electricity for customers in Scope 3 |
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50% |
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2020 |
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7, |
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Expansion of photovoltaic systems at Munich Airport |
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50% |
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2020 |
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Becoming carbon-neutral by 2030 |
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Developing a concept to make more use of renewable energy from photovoltaic systems |
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100% |
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2019 (completed) |
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E-mobility: Expanding charging infrastructure and procuring more electric vehicles |
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100% |
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2019 (completed) |
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Improving energy efficiency in existing stock |
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50% |
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2025 |
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Converting the external lighting and apron lighting to LED technology |
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85% |
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2022 |
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Developing a sustainable airport |
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Conceptual design of the Net Zero Carbon Initiative of the ACI |
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35% |
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2021 |
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