Working environment and societyHuman resources strategy

Employer brand: the promise to employees

What factors make Munich Airport one of the most attractive employers in the region? The employer brand provides answers to this question; it is derived from the brand positioning of the company. It shows how the Group positions itself with respect to the competition for talent on the labor market, and brings together the arguments for a long commitment to the airport as employer.

Farsighted HR policy

Specific objectives in terms of HR management

General goal Initial situation/challenge Measures and outcome
Covering HR requirements

New jobs or positions to be filled, predominantly in the areas of IT, engineering, marketing, technology, security, retail trade, catering, aircraft and baggage handling, as well as other passenger services • Profession- and target-group-specific further development of the new career website
 • Redesign of the recruitment process in the «Recruiting 2.0» process
 • Strengthening of the area of employer marketing through a reorganization
 • Introduction of a bonus for employee recommendations
 • Expansion of the addressed labor market for ground handling to Eastern Europe
 • New formats in HR marketing and recruitment, for example via social media
Medium-term management of future personnel requirements • Targeted management/analysis of the personnel requirement planning and succession planning in the project «Future program: Demographics»
 • Group managers conference on the topic of «Living change in times of generational change and digital transformation»
Succession programs and contemporary, requirements-oriented vocational training • 84 school-age children and 123 university interns
 • Graduate training program with permanent employment contracts for university graduates
 • Pilot event «Orientation days» to develop and bind potential performers and high performers
 • 97 apprentices started their training at the airport in September 2018 in 20 different apprenticeships and dual fields of study
 • Renovation and expansion of the training workshop for vocational training in technical professions
 • Introduction of the new course «Electrical engineering and information technology» in cooperation with the Technischen Hochschule Ingolstadt (Technical University of Ingolstadt)
Increasing efficiency Prevention and rehabilitation • Maintaining the employability of the employee through healthy working conditions and health services (movement and nutrition, mental health (implementation of the «mental health risk assessment» works agreement), occupational health care, models for healthy workplaces and ergonomic consultancy, expansion of the musculo-skeletal program, re-design of the canteen and continuous improvement of employee catering)
 • Restoration of the employability of employees with long-term illnesses (new «Occupational integration management» works agreement)
Rising number of employees with impaired health (old GH) • Works agreement with regulations governing semi-retirement (for old GH)
Survey of Group-wide key performance indicators • Stronger incorporation of the subsidiaries into the system landscape of FMG
Continuous review of the organizational structure • Intensive accompanying of the change processes and reorganization measures
Increasing employer attractiveness Competitive employment conditions • Abolition of the gross wage reduction (restructuring contribution for AE)
 • Works agreement on the provision of living space for applicants and employees
 • Bonus for income generated by FMG
 • Corporate benefits
Demographic change/generational change • Extension of the «Flexible work environment» works agreement
 • Support for the cross-generational knowledge transfer through having two persons per role
 • Introduction of new formats in internal communication
 • Further training offers for employees with different digital affinities
 • Development and start of the overarching project «Future program: Demographics»
Strengthening of employee retention • Continuous internal and external employer communication, also with video and event formats
 • Transparent implementation of measures from the subsequent employee survey process
 • Offering of formats for networking and for cross-industry cooperation
 • Codetermination on the introduction of new uniforms
 • Extension of the offering in the area of Corporate Health and Social Management with a focus on «Best Age»
Establishing excellent leadership Increasingly complex requirements for managers • Leadership Excellence program:Elaboration of new training modules
1. Employee motivation and empowerment
2. Strength of personality and emotional intelligence
3. Effectiveness/efficiency – problem resolution and decision-making
4. «Encouraging management»
5. «Digitalization»
6. «Occupational integration management»
 
 • 589 managers took part in 22 Leadership Excellence training modules; in five dialog workshops with managers from all management levels, the results of the employee survey were discussed and possible fields of action derived.
    
     

Munich Airport believes in the importance of an HR policy that not only focuses on people but also the company’s performance. For this reason, 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. The human resources strategy sets out important objectives for HR management, which are reviewed annually and adjusted as required.

The employer's promise

Chart: The employer's promise

The huge challenge of generational change

Currently, the greatest HR challenge facing the company is demographic change. In order to meet the higher personnel requirements caused by the large waves of age-determined retirements expected over the coming years, it is absolutely essential that the airport's employer attractiveness be boosted in the competitive labor market of the region. Munich Airport is therefore committed to responding to the values of younger generations and the expectations they have for their everyday professional lives. As an employer, the airport wants to actively shape this cultural change and, at the same time, guarantee the knowledge transfer between experienced and new employees. This is a matter of cleverly dovetailing the consequences of the generational change, on the one hand, and the changes in the workplace caused by digitalization and process optimization on the other. In this way, it will be possible to work efficiently, while deploying personnel in a manner appropriate to the requirements, and to offer attractive employment conditions for all generations of the airport family.

Age structure in the Group 1)

Graphic: Age structure in the Group
1) Figures exclude apprentices, workers in minor employment, temporary workers, and interns.

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