As part of its day-to-day business, every company has an impact on a wide array of stakeholders, and internal and external factors. In order to present these qualitative and quantitative interactions of the business model, Munich Airport has defined for itself the six types of capital of the IIRC. On the basis of changes in the capitals, the airport can demonstrate key cause-and-effect relationships.


Solid funding forms the basis for a company’s long-term earnings power, profitability, and financial stability. Munich Airport obtains financial capital from operating cash flows from its business activities and from loans.


At the start of the fiscal year, Munich Airport held:

  • Cash and cash equivalents: 18.0 million euros (of which 6.0 million euros was freely available funds and 12.0 million euros was short-term deposits in banks)
  • Loan portfolio: 2,059.8 million euros
  • Equity: 1,942.9 million euros

Measures 2017


  • Group revenue  2017: 1,469 million euros
  • By the end of the fiscal year, the amount of cash and cash equivalents had increased by 146.6 millions euros to a total of 164.6  million euros (6.6 million euros of which was freely available funds and 158.0 million euros was short-term deposits with banks)
  • Loan portfolio reduced by 35.7 million euros to 2,024 million euros
  • Equity increased by 143.3 million  euros to 2.086 million euros


Breakdown of revenues

In percent

Graphic: Breakdown of revenues

Consolidated earnings after texas

In millions €

Graphic: Consolidated earnings after texas


The wide range of services offered by Munich Airport is reliant on building and transport infrastructure that works and that taps into and makes the most of existing space. Servicing, maintenance, and needs-based expansions are the key parameters required to ensure that the airport campus remains attractive.


  • Buildings: Terminals, commercial space, offices, technical facilities, supply buildings, car parks, halls, MAC, AirSites, the Tower, hotels, the block heat and power plant
  • Transport links: Roads on the airport premises, highway links, two suburban railway lines, regional and long-distance bus links
  • Open spaces: Green areas, aprons, taxiways, runways

Measures 2017

  • Buildings: Refurbishment of the arrivals level in Terminal 2, structural changes in T2 due to the stationing of Lufthansa A380s there, planned expansion of Terminal 1 to include a new gate area, completion of the new wing for the Hilton Munich Airport, construction of new apartments for airport employees in Munich
  • Transport links: Extension of the railway tunnel eastward (first earthworks and clearing works at the end of 2017), construction of Freising's west bypass and northeast bypass (funded by FMG)
  • Open spaces: Ground biofiltration system in the western part of the southern runway currently under construction, start of excavation works in the area of the Nordallee to develop AirSite West


  • Buildings: Improved passenger flow plus easier navigation within T2, seamless departure processes for the A380 in T2, adjustment to official requirements and quality optimization in T1, 162 additional rooms and a new conference center at the Hilton Munich Airport, expansion of the municon conference center
  • Transport links: Medium-term improvements in railway transport at the airport, links to East Bavaria on regional transport with the Neufahrner Kurve in late 2018, more car-sharing offers
  • Open spaces: Ground biofiltration system to the east of the southern runway was completed in 2017, opening of the AirSite West


Top 3 planned infrastructure projects

1 Construction of new office buildings and continuing development at AirSite West
2 Suburban railway tunnel for the Erdinger Ringschluss
3 Structural expansion of Terminal 1 with the addition of a new gate

Leased area/area used by the group itself

In Hectares

Graphic: Leased area/area used by the group itself

Modal split to access the airport

Originating passengers only, in percent

Graphic: Modal split to access the airport


With over 60 years in the business, an airport relocation behind it, a colorful array of career opportunities and qualification levels on site, and because it provides a large proportion of airport services itself, FMG has acquired a great deal of expertise – covering areas such as the value of a brand; the technical, process-based, and organizational knowledge called upon in consultancy projects worldwide; and copyrights for airport software and in-house developments. And Munich Airport will continue to enhance its business further in the future. Innovations are an essential part of this.


  • Careers/qualifications: Careers for all levels of education, in-house professional development center, the Airport Academy
  • Off-campus/consultancy business: Expertise in the area of ORAT (Operational Readiness and Airport Transfer), establishment of Munich Airport International GmbH (MAI)
  • Quality/innovation management: Strategic customer orientation, ideas pool, open innovation labs, partnerships with universities, higher education centers, start-up companies and representatives of new media, and innovation mentorships

Measures 2017

  • Careers/qualifications: Enhanced continuous professional development program, European mobility program «Erasmus+» with partner airports in Athens, Istanbul, Malta and Vienna
  • Off-campus/consultancy business: Continuation of the International Consulting trainee program, cooperation with Turkish Airlines to prepare for the commissioning of and relocation to the new international airport in Istanbul, applications for calls for tenders, participation in trade fairs, acquisition appointments
  • Quality/innovation management:Opening of the Information Security Hub (ISH), InnovationPilot for airport staff and external partners, customers and passengers, quality campaigns, continuous trend and market monitoring


  • Careers/qualifications: Seal from the TÜV (German Technical Inspection Authority) for the Airport Academy as a «certified training provider», over 37,000 training days at the Airport Academy
  • Off-campus/consultancy business: More than 50 major international projects in over 30 countries to date, 16 active international projects in 2017, including the preparation for commissioning of the new Terminal 4 at Changi Airport, Singapore and support for the Oman Airports Management Company in their relocation and opening of the new airport in Muscat
  • Quality/innovation management: Since the launch of InnovationPilot, more than 1,000 ideas have been submitted by employees and around 800 external participants, recognition once again as a 5-star airport with Terminal 2 being named the best passenger terminal in the world, new digital offers for passengers


Top 3 consultancy projects

1 Istanbul
2 Singapur-Changi
3 Maskat, Oman

Ideas submitted


Graphic: Ideas submitted


Employees are responsible for the success of a company. With this in mind, the airport is well aware of its special responsibility as an employer. In order to live up to its obligations in this respect, Munich Airport also places a lot of emphasis on having a modern and effective human resources policy devised with people and business needs in mind. The airport offers its employees an array of opportunities and a diverse range of tasks in an exciting environment.


  • Employee satisfaction: Flexible working models, balance between family and career, bonus to reward the income generated in the previous year
  • Training/HR development: 20 different apprenticeship and dual study programs, 275 apprentices in the Munich Airport Group, in-house Airport Academy, external FMG onward training budget of 3.234 million euros
  • Employer: Total personnel expenses of 288.95 million euros in FMG, 9,688 employees1) in the Group, 35,000 employees at over 550 companies on the airport campus

1) Including apprentices, AeroGround Berlin GmbH and HSD, and excluding workers in minor employment, temporary workers and interns

Measures 2017

  • Employee satisfaction: Employee survey 2017, motivation for active codetermination (e.g., through the ideas pool), reduction in the percentage of temporary workers, performance reviews, onboarding concept
  • Training/HR development: Focusing the apprenticeship portfolio, training monitoring, numerous events, e.g., «Girls’ Day/Boys’ Day», national/international exchange programs, leadership excellence program with new training modules
  • Employer: Social services, e.g., in-house child care service, occupational safety management system, improved company health and social management (for example, Group Health Day), support for women in management positions (e.g. Cross Mentoring Program)


  • Employee satisfaction: Results of the employee survey 2017: 70 percent of Group employees considered themselves very satisfied with their respective employer company and up to 82 percent felt very connected to Munich Airport; low turnover rate of 5.01 percent at FMG
  • Training/HR development: 93 new apprentices in 2017, average of 19 training hours per employee
  • Employer: Increased proportion of women in management roles within the Group, 2,197 of the total of 9,688 Group employees come from more than 70 different countries, proportion of disabled staff in the Group is 7.18 percent (statutory rate is 5 percent), best «Transport and Logistics» employer in the 2015, 2016 and 2017 rankings by Focus magazine; one of the biggest employers in Bavaria


Total personnel expenses Group

In € million

Graphic: Total personnel expenses Group

Average training hours


Graphic: Average training hours


As the operator of a major piece of infrastructure, Munich Airport is aware of its responsibility to the environment. The aim is to keep our impact on nature and the environment to a minimum, for the sake of future generations as much as for own. Key issues include aircraft noise, air pollutants, climate protection, water and waste management, and the protection of nature and species.


  • Climate protection: Long-term climate protection strategy: CO2-neutral airport by 2030 (investment of 150 million euros), stationary and mobile measurements of air quality, electricity and heat from a block heat and power plant
  • Resources: Well-thought out waste management concept, water and flood protection, efficient use of drinking water, de-icer treatment
  • Noise protection: Strict night-flight curfew, aircraft noise monitoring at 16 fixed stations, additional voluntary mobile measurements, noise-based take-off and landing charges
  • Biodiversity: Species and land protection, biotope management for preventing bird strikes and supporting the protection of birds, ecological compensation areas outside of the airport fence

Measures 2017

  • Climate protection: Increased use of renewable energies (construction of a photovoltaic system with an output of around 750 kilowatt), increased use of pre-conditioned air systems, acquisition of electric vehicles
  • Resources: Process water wells to protect drinking water, avoiding waste, construction of ground biofiltration systems to protect groundwater
  • Noise protection: Transparent communication of measured values, optimized descent profile on the northern runway, nine mobile measurements on 280 days
  • Biodiversity: Proper maintenance of green areas, planning and construction of compensation areas around the airport, planning and construction of habitats for butterflies, protection measures for meadow breeders


  • Climate protection: Reduction of CO2 emissions to 150,000 tonnes despite the growth of the airport, in contrast to 162,000 tonnes in base year 2005, 40 percent fewer CO2 emissions per passenger since 2005, legal thresholds for contaminant measurements maintained
  • Resources: High recycling rate for waste, 3.2 percent drop in drinking water consumption, around 53 percent recycling rate for de-icer
  • Noise protection: Noise reduction through CDO (Continuous Descent Operations) by up to 6 dB(A), only 65 percent of the permitted noise level at night was used, online aircraft noise monitoring
  • Biodiversity: Ensuring the survival of endangered bird species, increase in environmental value of the vegetation in the ecological compensation area, an additional hectare of valuable, species-rich meadow, 2.5 hectare refuge for butterflies in Freisinger Moos


Airport area

Total: 1.581 hectares

Graphic: Airport area

Breeding pairs of the Eurasian curlew on the airport meadows


Graphic: Breeding pairs of the Eurasian curlew on the airport meadows

Economical use of the drinking water

In liters per 1,000 traffic units

Graphic: Economical use of the drinking water


Good cooperation with the region is essential if Munich Airport is to succeed, with open and honest dialog with the surrounding communities playing a key role. As well as being a major employer, an engine for the economy, and a gateway to the world, FMG’s daily challenge is to be a responsible neighbor – in an open dialog and with commitment to the region. The Group cultivates long-term, mutual relationships with key stakeholders in its bid to generate a feeling of trust and acceptance in the society around the airport.


  • Stakeholder dialog: Transparent corporate communication and dialog through a wide range of channels
  • Dialog with politicians: Presence, information, and active participation on a European, national, and regional level, and in the City of Munich, membership in relevant associations
  • Value creation/region: Positive value-added effects for the region, the airport as a business partner and neighbor
  • Community engagement: Willingness to support countless charitable projects in the region, aid campaigns by the Flughafenverein München e.V.

Measures 2017

  • Stakeholder dialog: Publications, public relations, visitors’ program, regional trade fairs and receptions, social media
  • Dialog with politicians: Interests represented by the «Political Affairs» support office, regional work by the «Regional Liaison Office», regular publication of the «Policy Newsletter»
  • Value creation/region: Optimization of the location (needs-based expansion, improved transport links, infrastructure), regional funding, boosting tourism
  • Community engagement: Wide array of sponsorship and corporate citizenship activities, social commitment of the airport association


  • Stakeholder dialog: Positive public reputation of the airport overall, Facebook page for the company had over 144,000 followers at the end of 2017 in addition to several thousand followers on Twitter and Instagram, airport recognized as a company committed to sustainability (result of a stakeholder survey), airport press work crowned «Best business communications» by Dr. Doeblin Gesellschaft für Wirtschaftsforschung mbH for an impressive sixth time in a row
  • Dialog with politicians: Representation of interests, dialog, and contact
  • Value creation/region: Large income tax, local trade tax, and social insurance payments, property, plant, and personnel expenditure, in 2017 total Group procurement stood at around 680 million euros, just under 20 million euros of food for Allresto – almost all from Bavaria and a good half from the area directly around the airport
  • Community engagement: Increased acceptance in the region, sustainable and permanent partnerships


Donations and sponsorship 1)

Proportion of total budget in percent

Graphic: Donations and sponsorship
1) The annual sponsorship budgets is linked to FMG's external sales.