Sustainable developmentMaterial topics

A materiality analysis was used to identify the most important sustainability issues. Management approaches for selected topics are presented according to the GRI standards. The Group-wide materiality matrix as well as the sustainability program are other important tools of the strategic sustainability management.

Company and management GRI 102-47

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 & corporate
governance

SDG 3

Shareholders, suppliers

Compliance management system;
Basis of the Group

Sustainability program;
Compliance management system

Digitalization
 
X X     Passengers and visitors, business partners [e.g. lessees and airlines], other airports Planning for the future today;
LabCampus;
Digital offerings and seamless travel
Sustainability program
Infrastructure development and sustainable building
 X X X   Region [residents], business partners, passengers, and visitors

Planning for the future today;
Real estate expansion plans;

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 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 for services offered at Munich Airport.

The Quality and Project Management division is responsible 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

Planning for the future today;
New road and rail connections;
New routes to the airport

 

Sustainability program;

New road and rail connections;
New routes to the airport

 

 

Air traffic development
 X     X Passengers, airlines, business partners, associations and organizations, region

Planning for the future today;
Aviation;

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

Traffic figures

Off-campus growth       X

Business partner,
shareholders

Planning for the future today;
International business;
Munich Airport International

 

Sustainability program

Security and safety in aviation  X     X Passengers, airlines, business partners Airport Safety;
Airport Rescue and Firefighting;
Bird strike protection
Sustainability program;
Airport Safety;
Airport Rescue and Firefighting service deployment figures;
Bird strike rate
Linking transportation operators (seamless travel)  X X     Passengers and visitors, business partners, airlines, region

Planning for the future today;

Seamless travel from door to door;
Digital offering and seamless travel [Interview) 

Sustainability program

Employees and society GRI 102-47

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      
Communication with social stakeholder groups (in particular regional groups)

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

Identifying and integrating key issues;
Materiality matrix;  
Transparency through dialog;
Central stakeholder groups

 

Sustainability program;
Identifying and integrating key issues;
Materiality matrix;
Transparency through dialog

Sustainable procurement
 X X X X

Business partner,
suppliers

Central procurement of services;
Supplier and service relationships

Sustainability program;
Central procurement of services;
Supplier and service relationships

 

Collaborating with regional partners (e.g. sponsorship)
       

Region, associations and organizations, business partners

Thinking sustainably,  acting responsibly;
Social  commitment;
Value creation;
Airport & Region

Sustainability program;
Donations and sponsorship;  
Sponsorship report

Commitment to the next generation X X X X All central stakeholders: Airlines, business partners, the media, employees, passengers, visitors, politicians, authorities, the region, associations, and organizations Huge challange of generational change;
Farsighted HR policy;
Commitment for the next Generation

Sustainability program;
Personnel figures;

FMG promotes codetermination

Employee training
and recruitment
 X X X X Region, educational 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 towards 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 cover personnel needs 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. 

The Group Training subunit is responsible for the demand-based training portfolio of the 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 trainees.

Where appropriate, individual performance-based compensation targets are defined with level 2 senior executives.
The developments of recent years as well as initiatives and measures can be found in the  sustainability indicators und dem 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 vacant positions, FMG's primary approach is the suitability principle [in accordance with section 1 of the General Equal Treatment Act (AllgemeinenGleichbehandlungsgesetzes - AGG)]; equal opportunities is an expression of the core of its brand «connecting lives», and supports the implementation of the brand values of the company. In its efforts to gradually increase the rate of female managers, Munich Airport Group formulated individual targets per management level, instead of setting 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, making managers' employment conditions more flexible, and promoting qualified female employees by creating 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: SDG IX, Rehabilitation and participation of disabled persons]. In addition, FMG also participates in inclusion projects, such as its cooperation with the Freisinger Fröbelschule BiG [Education Center on Gartenstrasse], an institution of the Freisinger Lebenshilfe e.V.

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 senior executives.

The artist group «Groupe Smirage» of the Munich foundation «Pfennigparade» exhibited their work on October 23 under the title «KUNST Flüge» (art flights) in the T2 cafeteria at the airport. The underlying theme is that of integrating people with impaired health into mainstream life, conversing and making contact with others and of overcoming barriers.

The development over recent years as well as initiatives and measures are set out in the sustainability figures and the sustainability program.

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

 

 

The divisions of Occupational Safety, Occupational Medicine (MediCare), and Occupational Health and Social Management 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 preventative 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. 

The occupational safety management system also ensures that operations run smoothly while setting up and tracking processes, and establishes 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 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
The 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 Airport Clinic GmbH, a private clinic with 9 beds, was opened in June 2018, in addition to the AirportClinic M with 8 beds. 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 health and safety 
In addition to the 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 comply 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 chairman of the Executive Board.

For accident reporting and analysis purposes, all relevant data is logged in a central IT system, EcoWebDesk, 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 safety and health protection. In addition, internationally recognized indicators are included in this evaluation, which permits comparisons to 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 (e.g. works councils and occupational medicine) provide trend-setting insight for process optimization. 

The development over recent years as well as initiatives and measures are set out in the sustainability figures and the sustainability program.

 
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 prospective employees within the Airport 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 the 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, they also collect the following indicators: loyalty index, leadership index, satisfaction index. These topics 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 derive and consistently implement improvement measures from the areas for development identified.

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

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 towards 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 senior executives.

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.

Development programs 

AMPAP: The AMPAP program (Airport Management Professional Airport Accreditation Program) is a concurrent further education program from ACI/ICAO for the purposes 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 

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 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.

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 internally, by business unit Material, outside the organization    
AV CA RE PA      
Biodiversity
 

 

Environment around the airport [flora and fauna], region

Biodiversity

Nature protection

Sustainability program;
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;
Measured noise

Noise complaints;

Flight noise data in real-time

 

Sustainable use of resources
X X X   Region, environment around the airport, airlines Resource management

Sustainability program;
Airport is meeting stricter environmental standards;
Environmental statement
2018
;

Waste;
Drinking water consumptionWastewater;

De-icer;
Water sources;
Water samples

Greenhouse gas (CO2) and air pollutant emissions
SDG 3
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. There is also a difference between local effects and global effects. The emissions of an aircraft cause only very small 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 Group was advanced in close cooperation between the corporate division of Corporate Development, the Capacities and Environment project team of the Legal, Committees, Compliance, and Environment division, and the Technical 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 the Flughafen München GmbH decided to make the 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, ACDM, 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.

The 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 2018. The European airport organization ACI EUROPE awarded the FMG with a climate protection certificate of “Level 3 – Optimization” for its successful reduction of CO2/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 (FMG is 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 14001:2004 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 the 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, with a mobile air quality measuring station. All measurements are managed by the Legal, Committees, Compliance, and Environment (RC) division in the Capacities and Environment project team, especially in the "Climate/Air/Soil” subunit, 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 Emission Control Act – Ordinance on Air Quality Standards and Emission 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 emission reports.

In Bavaria, 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 emission 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 emission limit values plus specified tolerance margins. If there is a danger that the emission limit values 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 emission 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 emission values. The legally permitted value of the 24 hour limit has not been exceeded.

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