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Which factors make Munich Airport one of the most appealing employers in the region? The answer can be found in the airport’s employer promise, which is based around its position as a brand. It shows how the Group positions itself on the labor market to attract talented applicants, and bundles together the arguments in favor of a lasting, long-term bond with the airport as an employer.
|General goal||Initial situation/challenge||Measures and outcome|
|Covering HR requirements||Staff requirements for the Munich Airport Group between 2012 and 2017: around 2,500 new employees (50 percent new jobs, 50 percent replacement staff), primarily in IT, engineering, building management, safety, retail, catering, and security||• Recruitments throughout the Group in 2017: 2,205|
|Updated training options||• Digital tool for deployment planning|
|Increasing efficiency||Level of absence caused by sickness remains an important factor for increasing efficiency||• Improvements to occupational medical services and in-house health management («Gesundes Unternehmen» («Healthy Company») certificate from the AOK) |
• Corporate Health Award, «Pro.Fit» project for the Airport Rescue and Firefighting service, «AufWind» musculoskeletal program, BETSI program
|Cultivating efficient work conditions||• Annual review of pay-scale provisions and company agreements to identify potential for improvement|
|Increasing employer attractiveness||Fiercely contested labor market||• Bonus for income generated by FMG in 2017|
|Demographic change||• Improvement in the employment conditions: new company agreement «Flexible Working Environment», already over 500 employees with home office or mobile office|
|Very low unemployment rates in the districts of Erding and Freising||• Increase in the significance of the Employer Marketing and Group Training divisions due to reorganizations|
|Attractive working conditions||• Relaunch of Group careers website as central landing page for applicants|
|Enabling and safeguarding equal opportunities||• Strengthening of employee retention through: |
• Targeted internal and external communications
• Ownership through employee survey
• Events for Group employees (e.g. campus festival)
|Establishing excellent leadership||Leadership as a crucial indicator for employee retention and for reaching corporate goals||• Systematic rules for performance reviews|
|Increasingly complex requirements for managers||• Leadership Excellence program: |
• New training modules, e.g. «Diversity as Potential – Diversity – aware Leadership» and «Conducting Positive Performance Reviews»
• 875 managers took part in 18 Leadership Excellence training modules
Munich Airport believes in the importance of an HR policy that not only focuses on people but also 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 HR strategy sets out important objectives for human resources management, which are reviewed annually and adjusted as required.