Material topics

Company and Management GRI 102-47

Issues regarding the materiality matrix
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, internal, arranged by business units Material, outside the organization    
AV CA RE PA      
Compliance & Corporate Governance
SDG 3

Shareholders, suppliers

Compliance management system;
General principles of the Group

Sustainability program;
Compliance management system

Digitalization

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

Sustainability program

Infrastructure development and sustainable building
 X X X   Region (residents), business partners, passengers, and visitors

Strategy;
Expansion planning;
Real estate;
Sustainable construction;
Good for Bavaria;
Location & expansion

Sustainability program;
Expansion planning;
Real Estate

Customer focus
X X X  X Shareholders, suppliers, airlines, passengers, and visitors, media, business partners

 

Munich Airport sets itself a high standard in terms of fulfilling customer needs and is regarded as a premium quality supplier according to Skytrax.

The business divisions Aviation, Commercial Activities, and Real Estate are responsible for this.

The corporate division Quality and Project Management is responsible for significant steering elements in the company aimed at customer focus and controls them with a central dialog management system, the Passenger Experience Index [PEI], Airport Service Quality, and the certified quality management system.

Apart from the airlines, the customer groups of Munich Airport also include, for example, the passengers and various companies on the airport campus.

The development over recent years, the initiatives, and the measures can be seen in the sustainability figures and the sustainability program.

Landside access and traffic development
  X X  X Region, passengers and visitors, politicians, and public authorities

Strategy;
Infrastructure
 

Sustainability program

Munich Airport is bound by the «Federal Transport Infrastructure Plan 2030» passed by the German cabinet in the summer of 2016. The plan contains, among other elements, a series of road projects which will further enhance landside access to the airport.

Air traffic development
 X     X Passengers, airlines, Business partners, Associations, and Organizations, region

Strategy;
Aviation;
Strategy 2025

Sustainability program;
Air traffic figures;;
Passenger figures;
Aircraft movements;
Cargo tonnage

Off-campus growth       X Business partners, shareholders

Strategy;
Outsourcing of the international business;
Strategy 2025

Sustainability program;
Outsourcing of the international business

Security and safety in aviation  X     X Passengers, airlines, business partners High safety standards confirmed officially;
Airport Rescue and Firefighting service;
Protection against bird strike
Sustainability program;
High safety standards confirmed officially;
Deployment figures for the firefighting service;
Bird strike rate
Networking transportation operators [seamless travel]  X X     Passengers and visitors, business partners, airlines, region

Strategy;
Digitalization;
Strategy 2025

Sustainability program

Employees and Society GRI 102-47

Issues regarding the materiality matrix
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, internal, arranged by business units Material, outside the organization    
AV CA RE PA      
Communication with social stakeholder groups (in particular regional groups)

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

Transparency through dialog
Materiality process;
Stakeholders

Sustainability program;
Stakeholder dialog
 

Sustainable procurement
 X X X X Geschäftspartner, Lieferanten Central procurement of services;
Supply and service agreements

Sustainability program;
Supplier management

Collaborating with regional partners (e.g. sponsorship)
        Region, associations, and organizations

Social commitment;
Supplier structure;
Sustainable aspects;
Airport and region

Sustainability program;
Donations and sponsorship
Employee training and recruitment  X X X X Region, educational sector  

Munich Airport believes in the importance of an HR policy that not only focuses on people but also on the company’s future. The HR concept, which is focused on long-term development, is therefore 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 corporate unit Group Training and HR Marketing in the corporate division Human Resources safeguards the internal and external positioning of Munich Airport as an attractive employer and is responsible for the professional training of young workers in the Group. The unit’s offering includes foreign exchanges for employees.

The subunit Group training is responsible for the needs-oriented training portfolio at Flughafen München GmbH. In collaboration with various universities and ministries, the team designs and implements new vocational training and dual study courses. 

The focal points of the work of the Human Resources Marketing subunit are ensuring a uniform presentation of the employer in the Group, a target group-specific approach to applicants (external Human Resources Marketing), and the internal anchoring of the employer pledge (internal Human Resources Marketing).

The employee survey reflects a company where employees are happy with their working conditions, the company as an employer, and the management culture. This ensures continuous reporting and quality assurance. If useful, individual performance-based remuneration targets are agreed with the responsible managers at management level 2.

The development over recent years, the initiatives, and the measures can be seen in the sustainability figures and the sustainability program..

 
Equal opportunities and cultural diversity
x x   x Shareholders, region, passengers, and visitors  

As an employer, the Human Resources corporate division at FMG actively accepts responsibility toward all its employees and ensures equal opportunities and prospects at all levels.

In recruiting for vacancies, FMG primarily follows the suitability principle (in accordance with Art. 1 of the German Equal Opportunities Act (Allgemeines Gleichbehandlungsgesetz, AGG)). Equal opportunities is an expression of the practical core of our brand, «Living ideas – Connecting lives», and supports the implementation of the brand values of the company. In its efforts to gradually increase the proportion of female managers, Munich Airport Group defined individual targets per management level, instead of setting a fixed quota. FMG possesses a great deal of expertise in the deployment and continued employment of employees with impaired health.

To achieve its targets, FMG makes a public stance on these issues and actively supports the raising of the female contingent in executive positions, for example through optimized possibilities for returning to work, more flexible options in employment conditions, and the supporting of qualified female employees by setting up development measures.

FMG has appointed an officer in the Corporate Health and Social Management corporate unit in the Human Resources corporate division who responsibly supports disabled employees on issues that affect them and who acts as a contact for disabled employees (cf. SDB IX, Rehabilitation and Integration of Disabled Persons). In addition, FMG also takes part in inclusion projects such as the cooperation with the Freising-based Fröbel School BIG (Bildungszentrum in der Gartenstraße), an institute of the Freisinger Lebenshilfe e.V.

FMG provides numerous offerings to ensure that it can guarantee equal opportunities: Corporate integration management, the continued employment of persons with reduced capacity to work, the appointment of disabled persons, and the training of young people with special educational needs.

For its exemplary commitment to the training and employment of disabled persons, Bavaria’s State Minister Emilia Müller awarded Munich Airport the emblem of «Inclusion in Bavaria – We are Working Together» in 2017.

The development over recent years, the initiatives, and the measures can be seen in the sustainability figures and the sustainability program.

Occupational health and safety and health management
x     x Airlines and business partners

A job with added social value;
Focusing on family and health;
Occupational safety continued
Prospects for employees with impaired health;
Binding standards for ground handling services;
Health & sport

Sustainability program
FMG health management is a winner in the industry;
Occupational health and safety; Occupational illness;
Level of absence; Employment of disabled employees;
Annual Report – Joint Task, Joint Responsibility
Employee satisfaction  X X X X Shareholders, airlines, passengers, and visitors, business partners  

The Human Resources corporate division defines the specifications for all the strategic and operative issues concerning modern, efficient, people-centric human resources management. By efficiently networking this whole range of tasks, the Human Resources division ensures integral support of the employees in all areas, and so guarantees an attractive working environment for all the employees of the Munich Airport Group.

On this subject, there is an employer's pledge, which is based around the company’s position as a brand. The Munich Airport Group offers a range of supplementary company benefits to enable a healthy work-life balance. Much of the airport’s work in this area also aims to maintain or improve staff ability to work.

Munich Airport supports the health of its employees through the provision of various needs-oriented offerings for prevention and rehabilitation. These measures also always take the individual life phases of the employees into account.

The outstanding internal and external assessments of Munich Airport as an employer demonstrate the high motivation of the airport employees, and their identification with their employer. The employee survey not only analyzes the feedback on the main topics, but also gathers information on the following indices: The retention index, the leadership index, and the satisfaction index. The retention index indicates to what extent an employee is bound to the company as his/her employer, and is published in the management report. As part of a subsequent process after the employee survey, various topics are analyzed both centrally and locally. The aim of this subsequent process is to maintain and develop existing strengths, and to derive and consistently implement improvement measures from the highlighted development fields.

The development over recent years, the initiatives, and the measures can be seen in the sustainability figures and the sustainability program.

 
Training and skills management
 X X X X Airlines, business partners, passengers, and visitors  

The corporate unit HR Development and Manager Support supports the strategy and the short- and medium-term alignment of the company through its advisory and strategic function. The HR concept, which is focused on long-term development, 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 Human Resources area uses various instruments to select and to develop employees and managers.

In order to guarantee quality, HR Development and Manager Support also performs a governance role. The following are examples of further education measures: 

Leadership Excellence program
With the Leadership Excellence program, FMG continuously enhances the skills of the managers with a combination of voluntary sections and mandatory modules, and so safeguards an excellent management culture throughout the Group in the medium term.

For the Target Agreement 2017, performance-based targets for the points Participation Rate in the Employee Survey and Leadership Index (FMG FK1/2) were defined under the higher-level topic «Optimization of Management Quality».

The Development Program AMPAP
The AMPAP program (Airport Management Professional Airport Accreditation Programme) is a part-time further education program run by ACI/ICAO to enhance skills in airport management.

Graduate Training Program
HR Development offers trainee posts to secure the development of junior staff. The intention is that, on the one hand, junior staff should gain expertise in the particular specialist area and, on the other, should understand the complex integral system of the airport, be familiar with important interfaces, and should be able to get involved competently in projects and overarching issues.

Qualification interview
Every employee can explain their qualification ideas and wishes with their immediate superior in a qualification interview. The manager reviews these suggestions and then gives the employee binding feedback, at the latest at the annual employee interview.

Exchange programs 
Apart from the individual training options, trainees, employees, and managers have the opportunity to enhance their technical and social skills in national and international exchange programs. 

Munich Airport runs the Airport Academy, a certified, internal training unit, that covers operative Human Resources topics such as training, coaching, and team building. 

he development over recent years, the initiatives, and the measures can be seen in the sustainability figures and the sustainability program

Environmental and Climate Protection GRI 102-47

Issues in the materiality matrix
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, internal, arranged by business units Material, outside the organization    
AV CA RE PA      
Biodiversity
 

 

Ecological environment around the airport (flora and fauna), region Thinking sustainably, acting responsibly;
Biodiversity 

Sustainability program;
Landscape design benefits the environment;
Ecological areas at the airport;
Zone model;
Nature protection

Noise emissions and noise control X       Region (residents), associations and organizations, airlines Thinking sustainably, acting responsibly;
Noise protection;
Active aircraft noise protection

Sustainability program;
Noise protection;
Measured noise levelsNoise complaints;
Aircraft noise data in real time

 

Sustainable use of resources
X X X   Region, ecological environment around the airport, airlines Thinking sustainably, acting responsibly
Resource management
Sustainability program;
Doing more together for the environment
Environmental Declaration brochure
Waste
Consumption of drinking water Wastewater
De-icers
Water samples
Greenhouse gas (CO2) and air pollutant emissions
X   X   Environment – in particular around the airport, region, airlines  

Over the coming years and decades, climate protection will pose major challenges to the aviation industry. In this area, it is necessary to differentiate between the contribution of global air traffic and the impact of airports, and there is also the difference between local impacts and global impacts. Above an atmospheric segregation layer at an altitude of about 1,000 m, the emissions of an aircraft cause only an extremely small impact or even no impact at all on the airport and its surroundings. The volume of greenhouse gas emissions emitted by aircraft taking off and landing is therefore only measured up to this altitude in accordance with the ICAO (International Civil Aviation Organization).

The realignment of the company was driven forward in close collaboration between the corporate division Corporate Development, the Capacities and Environment project team from the Legal corporate division, various committees, Compliance and the Environment, and the Technology service division. The 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 resolved that Munich Airport would be a CO2-neutral airport through 2030. In the process, Munich Airport is pursuing an environmental protection program that extends far beyond the statutory stipulations and industry standards (ACA, CDP, EMAS, ACDM, aireg). The achievement of this target is monitored continuously, through a Supervisory Board report, the use of an internal, non-financial key performance indicator, and participation in an independent, external rating.

The footprint of the airport is determined according to the internationally recognized Greenhouse Gas Protocol. An internally developed database acts as a reporting, steering, and monitoring tool for CO2 management.

Politicians and the aviation industry intend to stabilize CO2 emissions in the air traffic industry to the level of the year 2020. For example, the aireg center of expertise (Aviation Initiative for Renewable Energy in Germany) and its members (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 environment management system that is validated by an independent environmental assessor. It complies with the international standards under DIN EN ISO 14001:2004 and the requirements of the European EMAS-III Regulation 1221/2009 (Eco-Management and Audit Scheme).

The development over recent years, the initiatives, and the measures can be seen in the sustainability figures and the sustainability program.

Key to abbreviations

AV: Aviation is our traditional core business and covers all services related to the correct handling of air travel at Munich Airport. 
CA: Commercial Activities covers retail, catering, and parking. FMG and its subsidiaries Allresto and eurotrade market commercial and catering space by issuing leases and licenses. 
RE: 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 services. 

External audit

 KPMG: Audit of selected information and figures from the sustainability program by KPMG AG Wirtschaftsprüfungsgesellschaft

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