Management

«Restart»: modern management and cooperation

Faced with this challenging situation and steep revenue and earnings losses across almost all business units, Munich Airport took action by implementing consistent crisis management practices. In order to manage medium- and long-term changes, the company launched the «Restart» program in the first year of the crisis in 2020 and successfully completed it at the end of 2021. FMG’s goal with «Restart» is to pursue a holistic, sustainable approach with an eye to ensuring future viability. That makes this program much more than just a short-term crisis response. The Group has repositioned itself from the ground up to adjust strategically to the changing situation in the aviation sector. The existing business areas were analyzed, the organizational structure was scrutinized and streamlined, and the use of resources was optimized. Capital expenditure and material costs are still under intense scrutiny. For the first time in the company’s history, FMG had to downsize.

«Restart» included three areas of action:

1.Organization: Streamline structures and management, bundle synergies.

The structural, organizational, and personnel realignment of the company has been in effect since January 1st, 2022. With an organizational structure that makes do with fewer management functions and promotes cross-departmental cooperation, the company will be able to respond more flexibly to unexpected events and different requirements in the future.

2. Efficiency: The relationship between effort and results put to the test.

The focus here was on revising the strategy and Group portfolio, optimizing service relationships within the Group, and analyzing the personnel capacity. Material and non-material cost efficiency projects are expected to generate savings of €130 million by 2024.

3. Personnel: Sensibly shaping capacity adjustments.

The objectives of this area of action were to reduce personnel costs on a sustainable basis and to adjust personnel capacity to the changed framework conditions in a socially responsible manner. Vacant positions will not be filled until further notice. The internal job market is thus becoming increasingly important. Around 500 FMG and AeroGround employees signed early retirement contracts up to December 31st, 2021. This instrument contributed significantly to the reduction of the identified overcapacities. Around 230 employees have accepted other offers to leave the company voluntarily. FMG subsidiaries also took advantage of natural turnover and the hiring freeze to reduce staff numbers and did not renew fixed-term contracts. In addition, around 130 eurotrade employees signed severance agreements through a voluntary program. Overall, the Group-wide workforce was reduced by around 1,500 employees from the end of March 2020 up to the end of the past fiscal year.

Lasting change can only be created if suitable overall conditions are met. The entire airport community is needed to ensure that the further development into an even more flexible, performance-oriented company is successful. The change in leadership and corporate culture towards more efficient action, cross-divisional thinking, and an increased commitment to performance and change among the workforce and management is being continuously fostered.

Digital Airport

The digital transformation has shaped entire industries and value chains, including the aviation industry. Digitalization is an important factor for Munich Airport in ensuring competitiveness and generating additional revenue through adapted business models. Within the Munich Airport Group, numerous services for air travelers and customers already operate digitally: Payment systems in stores, virtual menus in restaurants, and online booking portals for parking and tours.

Target
Digitalization and personalization of the customer experience

The challenge for the company in the further development of digital services is essentially to identify digitalization potential and evaluate the associated business cases. In keeping with this, change processes must be initiated and the relevant projects prioritized and managed across different fields. Accordingly, the newly created digitalization unit also focuses on the needs of business partners and employees as well as on overarching Group interests.

Target
End of 2025: Establishment of group-wide data management

Digitalization is an important factor for Munich Airport in securing its long-term competitiveness.

Best Airport in Europe (photo)
Munich Airport is once again the «Best Airport in Europe».

Prioritized topics and exemplary pilot projects

1. Digital Workflows

The intelligent linking of tools is intended to automate and accelerate numerous administrative processes. Before the official launch, it is important to verify the user-friendliness and efficiency gains and to successfully complete the pilot phase.

2. Value from Data

With the help of an internal data management system, process inefficiencies are identified and workflows optimized. This results, for example, in demand-driven management of staff deployment, the range of goods on offer, and marketing on the stores’ digital advertising spaces.

3. «MyAirport»

An interdisciplinary project team is creating the basis for the overarching evaluation of data as well as the development and integration of partner and cross-selling offers to ensure a targeted digital approach to customers.

Five-star quality

Munich Airport is particularly well known for the quality of the infrastructure and services it offers. The same high standards apply across all areas.

5-Star-Airport, M with 5 stars below (logo)

Munich remains world-class

Munich Airport is the only 5-star airport in the European Union and one of only ten hub airports worldwide that are allowed to bear this seal of approval. That is still the case following a successful recertification audit in 2020. At the annual «World Airport Awards» presented by the London-based aviation research institute Skytrax, the Bavarian aviation hub was once again awarded the title of «Best Airport in Europe» based on a passenger survey in 2021. The airport achieved sixth place in the global ranking – five Asian airports are ahead of Munich. Due to the Corona pandemic, traveler surveys on the Passenger Experience Index (PEI) and Airport Service Quality (ASQ) metrics took place only in the second half of 2021. Measured by PEI, Munich Airport recorded a significant increase in passenger satisfaction compared with the previous year, when the indicator was also only surveyed over a limited period. One of the reasons for the higher value is that the passenger processes functioned very reliably when traffic volumes were low.

Measures create safety

Munich Airport was again awarded the «ACI Airport Health Accreditation» certificate by Airports Council International (ACI) in 2021. The accreditation program certifies the hub’s successful implementation of effective health and safety measures during the Corona pandemic, such as disinfection and cleaning, hygiene compliance precautions in passenger areas, wayfinding, and the provision of information to air travelers. Munich Airport follows the recommendations of the Council’s Aviation Recovery Task Force of the International Civil Aviation Organization (ICAO) and the EASA/ECDC Aviation Healthy Safety Protocol. In addition, the ACI Europe guidelines for safe and healthy air travel are consistently implemented at the site.

Airport association ACI World (logo)

Sustainable corporate governance

FMG is committed to business practices that are inextricably linked with environmental and social objectives. Generating added value for the airport and the region, ensuring environmentally conscious operations, and assuming social responsibility are key premises of the Group’s strategy.

Audited by PwC

Materiality process: identifying and integrating topics

Munich Airport sees dialog with stakeholders as an opportunity to continuously develop its business practices. The company’s sustainability management incorporates the concerns of the stakeholders into the strategic planning and operational implementation. In a materiality process, FMG annually identifies and prioritizes relevant issues from external and internal perspectives. In doing so, it is guided by the standards of the Global Reporting Initiative. The resulting materiality matrix is an important tool for strategic sustainability management. On this basis, management can decide on the central course for the sustainable development of the Group.

Materiality matrix 20211)

  • Air traffic development and safety
    • Expected long-term growth in air traffic at the site has a positive impact on finances
    • Obtaining operating license by promptly submitting the necessary proof and documentation
    • Job preservation
    • Environmental impact greater due to growth in air traffic
    • Application of the latest safety standards and experience in their implementation
    • Society benefits from services to numerous destinations and the growing importance of the location
    • Maximum security instills confidence
  • Digitalization
    • Digital offering opens up new lines of business
    • The airport’s ongoing digital development is broadening the company’s in-house expertise
    • Company is contributing to digital progress
  • Infrastructure development and sustainable building
    • Costs of expansion
    • Income from rents and leasing
    • Further development of the airport campus makes it attractive as a base for companies and shops
    • There is an environmental impact, but this is reduced by sustainable building
  • Customer focus and product quality
    • Customer focus creates incentives to purchase, for example, increasing customer loyalty and thus helping to boost the business’ cost-effectiveness
    • Quality offensive to improve the quality of visitors’ time at Munich airport
    • Customers benefit from an offering tailored to their needs
  • Landside access and intermodality
    • Costs of involvement in the measures
    • Better connections with the airport via road and rail
    • Optimized traffic routing and increased feeder traffic by rail reduce environmental impact
    • Expertise in current and future transport infrastructure projects
    • Society and businesses in neighboring towns, cities, and communities benefit from optimized infrastructure in the airport region
  • Corporate governance and business ethics
    • Employees receive training on a binding framework of conduct. This increases their confidence in their actions. An electronic whistle-blower system is available
    • A corporate structure with clear responsibilities satisfies the expectations of the general public with regard to transparency and responsibility
  • Dialog with social stakeholders
    • Value contribution of corporate communications to economic development
    • Increasing awareness through communication of sustainability issues
    • Positive perception and thus greater acceptance in the region
  • Equal opportunities and diversity management
    • Employees are treated equally regardless of their age, gender, and background, and receive the same opportunities and salaries
    • Equality and promotion of diversity at the workplace support integration into society
  • Occupational safety and health protection
    • FMG invests in the occupational health and safety of its employees, enabling the number of days of absence and costs to be reduced
    • Employees benefit from a wide-ranging health program
  • Economic resilience
    • Sound economic management allows for investments and sustainable growth
    • Economic resilience safeguards the company's development and thereby jobs over the long term
    • Munich Airport remains a strong partner and makes a measurable contribution to the region's prosperity through the value-added effects attributable to it
  • Employee recruitment and retention
    • Fewer absences
    • Corporate knowledge is shared and further
    • Employees experience appreciation for their input, which motivates them and encourages loyalty to the company
    • Communities and districts in Bavaria benefit from the employment at the airport
    • Rising cost of living due to growing influx of people into the region
    • Applicants receive training and jobs
    • Company is attractive to potential external applicants
  • Competence management and employee development
    • Training costs
    • Overall growth in expertise at the company
    • Employees enhance their professional skills
  • Careful use of resources
    • Cost reduction due to sparing use of drinking water
    • Investments in building of process water wells and installation of ground biofiltration systems to protect groundwater
    • Reduced environmental impact
    • Avoidance and recycling of waste is a top priority
  • Greenhouse gas and air pollutant emissions
    • Environment is harmed by operations; climate protection strategy significantly reduces environmental impact
    • Reduction of environmental impact benefits the region’s residents
  • Off-campus growth and development of new business areas
    • Munich Airport Group expands the International Consulting business segment with worldwide projects by FMG experts
    • The existing expertise is used and constantly enhanced through the gathering of experience, even outside the airport campus
  • Biodiversity
    • Ecological diversity conserves nature and enhances the environment
    • Society benefits from equilibrium between environment and nature
  • Noise emissions and noise control
    • Introduction of low-noise aircraft at MUC (e.g. Airbus A350), noise-dependent landing charges
    • Noise emissions impact the environment
    • Local residents are exposed to noise emissions
Significance for internal stakeholders
  • low
  • medium
  • high
  • very high
Significance for external stakeholders
  • low
  • medium
  • high
  • very high

Move the mouse over the different capital icons and click on the topics within the matrix for more information.

1) Some of the names of the key topics have changed in 2021 as part of the integration of the sustainability program with the content of the ACI sustainability strategy. Some of the names of the key topics have changed in 2021 as part of the integration of the sustainability program with the content of the ACI sustainability strategy. An overview of the changes is shown here. In addition to the high-priority topics of «Customer focus and product quality» (previously «Customer focus»), «Air traffic development and safety» (previously «Air traffic development and Security and safety in air traffic»), «Digitalization», and «Landside access and intermodality» (previously «Landside access» and «Seamless travel»), the importance of the topic of «Infrastructure development and sustainable building» increased for internal and external stakeholders in 2021. The topics of «Economic resilience» and «Sustainable destination management and marketing», which were newly included in the 2021 reporting year, were of very high priority for internal and external stakeholders, respectively.

  1. Identification: FMG conducts an annual survey of its main stakeholder groups and Munich Airport management when it publishes its integrated report.
  2. Prioritization: The results of this survey are presented in a materiality matrix with two axes. The two axes each depict the importance of the individual topics for internal and external stakeholders. These topics are discussed with the experts in the company. The topics are also incorporated into the targets process.
  3. Validation: Members of the management team discuss the relevant topics as part of the annual strategic target agreement process. The stakeholder survey also provides feedback on the content of the integrated report. Fields of actions and targets are adapted, expanded, or incorporated for the first time. In addition, FMG’s key issues are compared with external developments and validated by an AI-based benchmark.
  4. Implementation: Specific goals and measures are outlined within the strategic sustainability program for each material topic as well as the progress made implementing these. Following the decision and approval of management, the respective executives are responsible for the objectives of the sustainability program and the implementation of the associated measures. Every year, dedicated discussions are held to update the sustainability program with the relevant units and assess achievement of targets.

Sustainable Development Goals: twelve out of 17

Munich Airport supports the implementation of the United Nations Sustainable Development Goals (SDGs). FMG has identified twelve SDGs that are relevant to it and that it can influence, and which it wishes to work on through its strategic projects up to 2030. Specific goals and measures of the airport that contribute to reaching the SDGs are presented in the sustainability program.

  • Good Health and Well-being

    Meaning

    FMG has set itself the goal of continuing to improve occupational safety and, as a result, reduce accidents and the number of absences caused by accidents and sickness

    Material topic

    Measures

    • Integration of optimized hygiene measures (e.g. on-site checks) in the ongoing improvement process
    • Determination of mental stress and definition of suitable measures to reduce it
    • Re-launch of Health Lounge AeroGround model project
    • Implementation of additional management-relevant key figures, design and introduction of new reporting systems and processes
    • Robotics: Development of a concept for the automation of processes in the ground handling service, in cooperation with the Fraunhofer Institut
    • Implementation of a project to raise awareness of behavioral occupational safety
    • Further development of noise- and emissions-based take-off and landing charges as an incentive to use lower-emission aircraft types at Munich Airport
    • Aircraft noise monitoring using innovative technology and associated online communication in real time
  • Quality Education

    Meaning

    FMG has long been providing its staff with options for further development, including via the airport’s very own training institute, the Airport Academy. The goal is to effectively promote personal and professional development based on employees’ individual needs.

    Material topic

    Measures

    • Development and implementation of training modules on the subject of «Leadership in crisis»
    • Redesign of the Airport Academy on the premises of LabCampus
  • Gender Equality

    Meaning

    As a company with an international outlook, Munich Airport benefits from the diversity of its employees. It respects the cultural heritage of all of its employees, taking into account their diverse interests and needs. As an employer, FMG actively accepts responsibility toward all its employees and ensures equal opportunities and prospects at all levels. The promotion of women to management positions is an integral part of HR work.

    Material topic

    Measures

    • Development of measures similar to the various aspects of diversity set out in the Diversity Charter
  • Clean Water and Sanitation

    Meaning

    The aim of water management at Munich Airport is to affect the natural water balance as little as possible and arrange the various effects caused by water resource management, drainage, and the provision of drinking and extinguishing water so that they have as little impact as possible. This includes aspects like the treatment of de-icer and the airport’s handling groundwater. The certified environment management system documents the airport’s many environmental activities.

    Material topic

    Measures

    • Increased use of service water instead of drinking water through the construction of service water wells
    • Control of the group-wide environmental management system in accordance with EMAS and DIN EN ISO 14001 (including the topics of noise and noise abatement, water, soil, air, nature, species and climate protection)
  • Affordable and Clean Energy

    Meaning

    As part of its commitment to responsible climate action, Munich Airport developed a renewable energy concept in 2019 with the aim of deriving almost all of its energy supply from carbon-neutral sources by 2030. The focus here is on using local renewable sources to the fullest possible extent, for example through new photovoltaic systems on parking structure roofs and in suitable open areas outside the airport. Furthermore, it is planned to operate the block heat and power plant fueled by biogas.

    Material topic

    Measures

    • Control of the group-wide environmental management system in accordance with EMAS and DIN EN ISO 14001 (including the topics of noise and noise abatement, water, soil, air, nature, species and climate protection)
    • Further development of the renewable energy concept 2030 for energy supply based on renewable energy within the CO2 strategy
    • Introduction of sustainable aviation fuels («ReFuelEU Aviation»)
    • Development of a «Net Zero MUC 2050» concept based on the ACI’s Net Zero Carbon Initiative.
  • Decent Work and Economic Growth

    Meaning

    The airport’s business activities have a major impact on various areas and stakeholders: Munich, Bavaria, and Germany as business locations, the region and its inhabitants, the airport staff, and passengers, as well as other companies in and around the airport plus further stakeholder groups. The airport’s over-arching aim is to make sure its operations are sustainable.

    Munich Airport operates in the aviation, commercial activities, and real estate business areas. The service portfolio offered by the Group covers virtually all the services available at the airport campus – from air travel including passenger and cargo handling through to retailing, hotels and catering services. The goal is to ensure safe working conditions for employees in all areas of the business model.

    Material topic

    Measures

    • Implementation concept for the identification and regular recording of control-relevant non-financial key figures
    • Stronger implementation of relevant non-financial KPIs in the existing management tools of Group controlling
    • Development or application of methods for calculating/measuring non-financial and financial KPI values
    • Concretization of the 2030 strategy into an implementation roadmap
    • Quantification of group targets and measures in the integrated strategy and planning process
    • Implementation of a holistic business continuity management system in the FMG Group
    • Creation of a Code of Conduct
    • Awareness-raising measures among the workforce, e.g. regarding topics like human trafficking
    • Introduction of modern office platforms (including Microsoft 365)
    • Ongoing development of digital channels to make the flow of information for customers and employees more secure and efficient
    • Standardization and optimization of process flows, development of process management and implementation of quality assurance measures
    • Step-by-step transformation of aviation marketing to «sustainable marketing» in the dimensions of event marketing, online marketing, social media, advertising media, print media
    • Determination of mental stress and definition of suitable measures to reduce it
    • Re-launch of Health Lounge AeroGround model project
    • Implementation of additional management-relevant key figures, design and introduction of new reporting systems and processes
    • Robotics: Development of a concept for the automation of processes in the ground handling service, in cooperation with the Fraunhofer Institut
    • Implementation of a project to raise awareness of behavioral occupational safety
    • Modernization and reorganization of the job evaluation and remuneration system for non-tariff employees
    • Identification of qualification needs due to changes in tasks and preparation of development plans
  • Industry, Innovation, and Infrastructure

    Meaning

    Munich Airport reclaims its top position among European hubs. Thus, Munich's premium hub is operating efficiently and is fascinating customers. It will become a role model for sustainable air transportation throughout the industry. The expansion of integrated and intermodal mobility services on both the land- and airside remains a declared goal of the strategy 2030.

    Material topic

    Measures

    • Further development of the Airport Community App, which provides relevant information in digital form for all target groups operating at the campus (e.g. airlines, airport operators, authorities, handlers)
    • Use of the current lower traffic figures to carry out renovation work on the runways in the most resource-efficient way possible and with the least possible disruption of air traffic
    • Bundling of touch points for customers via airport and partner channels and optimization of personalized approaches and offers
    • Stronger integration of sustainability criteria in the selection of future tenants
    • Standardization and optimization of process flows, development of process management and implementation of quality assurance measures
    • Robotics: Development of a concept for the automation of processes in the ground handling service, in cooperation with the Fraunhofer Institut
    • Use of a digital platform on which Group employees can make suggestions for improvements in all areas of the company
  • Sustainable Cities and Communities

    Meaning

    As a hub for intermodal passenger transport, attractive and efficient road links and, in particular, rail links are of huge importance to Munich Airport. As a result, one of Munich Airport’s priorities is to offer appealing rail links for long-distance passenger services and for intermodal services combining rail and air travel.

    Material topic

    Measures

    • Certification of selected sites according to the standards of the German Sustainable Building Council (DGNB), construction of selected buildings according to the Gold Standard
    • Development of AirSite West and the northern development zone
    • Erdinger Ringschluss: first subproject – completing the Munich Airport tunnel
    • Establishment of structures to create a networked mobility
  • Responsible Consumption and Production

    Meaning

    When it comes to using resources, Munich Airport's strategy for using natural resources is based on a respectful and economical approach, while showing a sense of responsibility toward future generations. Supplier management plays a major role in this strategy.

    Material topic

    Measures

    • Implementation of the requirements of the Supply Chain Due Diligence Act in the relevant procurement processes (integration of the Code of Conduct and the measures from risk management in the purchasing guideline and the purchase to pay process)
    • Use of sustainable materials for the production of advertising space as well as regional production (reduce shipping), use of air-filtering advertising space on giant posters, reuse and recycling of transparencies and tarpaulins as well as carbon offsetting as part of the product range
    • Introduction of a license plate recognition system
    • Introduction of digital destination information (QR code), elimination of the analog information stands
    • Business Case: uncovering the potential of materials that can be reused or recycled according to the circular economy and that enable savings
    • Development of a Group-wide concept for reducing the use of disposable plastics
  • Climate Action

    Meaning

    The airport has once again significantly tightened its climate-related goals: The airport is intending to make its operations completely carbon-neutral by 2030. To achieve this, the Munich Airport Group is aiming to reduce the greenhouse gas emissions that can be attributed directly to its operations by 60 percent using a wide array of technical measures. It is no longer possible for technology to have a major impact on the other 40 percent of these emissions.

    Material topic

    Measures

    • Control of the group-wide environmental management system in accordance with EMAS and DIN EN ISO 14001 (including the topics of noise and noise abatement, water, soil, air, nature, species and climate protection)
    • Further development of the renewable energy concept 2030 for energy supply based on renewable energy within the CO2 strategy
    • Introduction of sustainable aviation fuels («ReFuelEU Aviation»)
    • Development of a «Net Zero MUC 2050» concept based on the ACI’s Net Zero Carbon Initiative.
  • Life on Land

    Meaning

    As the operator of a major piece of infrastructure, Munich Airport is aware of its responsibility for the environment. Its aim is to keep its impact on nature and the environment as low as possible in the interest of future generations, too. Integrating Munich Airport into its environment in the best possible way has therefore been one of the goals of the planning concept right from the start.
    Around two thirds of the area within the airport’s perimeters are currently used for green space. The airport meadows next to the two runways play a central role in conserving rare species of plants and animals.

    Material topic

    Measures

    • Prevention of possible collisions through professional biotope management (for example, through an adapted mowing concept)
    • Control of the group-wide environmental management system in accordance with EMAS and DIN EN ISO 14001 (including the topics of noise and noise abatement, water, soil, air, nature, species and climate protection)
    • Collaboration with external stakeholders on campus to develop a wildlife trafficking awareness campaign
  • Partnerships for the Goals

    Meaning

    Good cooperation with the region is essential if Munich Airport is to succeed. Ongoing dialog with all social groups involved is the only way to ensure sustainable development. In light of this, FMG therefore converses with all our stakeholders on an ongoing basis– including those within the company itself as well as those at a local, regional, national, and international level. As a responsible neighbor, FMG has spent more than 20 years supporting various institutions and initiatives in its local region that reach large groups of people and have a sustainable impact.

    Material topic

    Measures

    • Creation of a Code of Conduct
    • Further development of the renewable energy concept 2030 for energy supply based on renewable energy within the CO2 strategy
    • Introduction of sustainable aviation fuels («ReFuelEU Aviation»)
    • Development of a «Net Zero MUC 2050» concept based on the ACI’s Net Zero Carbon Initiative.
    • Further development of stakeholder dialogue for political reporting requirements (Corporate Sustainability Reporting Directive)
    • Involvement in local and regional projects, for example support for cultural initiatives, sports clubs and educational institutes
    • Promotion of sustainable behavior among the workforce (e.g. formation of car pools or use of local public transport, reduction of paper consumption, waste separation)

Concept of dialogue for all key stakeholder groups

FMG pursues a three-stage approach to stakeholder dialogue, promoting transparency, and social acceptance. Only together with all stakeholders can the company meet future challenges.

  • To inform the various interest groups, the airport has defined tailored communication content, which it positions in the most appropriate channels.

    Essential Instruments

    • Press releases and press events
    • Website and Intranet
    • Regional office
    • Airport publications
    • Presence in the political arena
  • The airport involves its stakeholders in discussions and decisions about issues important to them. In this way, the company creates the basis for trust and long-term acceptance.

    Essential Instruments

    • Aircraft Noise Commission, Neighborhood Advisory Council, Inside Airport
    • Technical committees and association work
    • Dialogue management
    • Social media
    • Stakeholder feedback on the integrated report
  • The airport incorporates stakeholder feedback into its business operations. This allows trends to be identified in good time, external knowledge to be utilized and conflicts to be defused.

    Essential Instruments

    • Quality management
    • Membership in professional networks
    • “Innovation Pilot” ideas platform
    • Key figures
    • Target process at management level
    • Responsible employer and secure employment
    • Hygiene measures and health protection in everyday work; occupational health and safety
    • Possibility of mobile and flexible working, work-life balance, on-the-job training and development offers
    • Promotion of diversity
    • Assurance of the future viability of the company
    • Alignment of personnel capacity with development
    • Uncertainty within the workforce due to the Corona crisis
    • Increase in efficiency and streamline organizational structures
    • Remote working/home office
    • Regular internal crisis communication
    • Increased flexibility through greater use of digital communication formats
    • Wide range of destinations and connections worldwide
    • Functioning processes and smooth operations (5-Star quality)
    • Assurance of maximum security through controls, authorities, and airport employees
    • Shopping and dining facilities in the terminals and in the visitor park
    • Pandemic-related reluctance to travel
    • Reduced offerings due to pandemic
    • Presence of security authorities and the company’s own security force
    • Gradual reopening of stores and catering facilities
    • Digitized wayfinding
    • Service desks/Info counter
    • Functioning airside processes, smooth operations, and technical supply
    • Suitable and reliable infrastructure with development potential
    • Assurance of maximum security through controls, authorities, and airport employees
    • Decline in flight connections
    • Travel restrictions and requirements
    • Airline marketing
    • Regaining its positioning as a major hub
    • Consistent support of the customer journey
    • Transparency and reliability in fair business relationships
    • Compliance with contractually regulated agreements
    • Promotion of and compliance with guidelines and laws for the protection of human rights
    • Business relations changed due to the Corona crisis
    • Uncertainties due to the general economic situation
    • Insolvencies
    • Perception as a strong business location
    • Code of Conduct
    • Transparency and reliable information regarding strategy and development of the company
    • Cooperative approach
    • Dealing with critical issues
    • Use of media multipliers
    • Increase in earned media share
    • Credible and reliable communication
    • Commitment to sustainable development of the airport against the backdrop of increased social expectations
    • Assumption of social responsibility
    • Active exchange on airport issues
    • Successively improved road and rail links to the airport
    • Situation on the housing market
    • Transport network that is busy at peak times
    • Noise and air quality situation
    • Promotion of road and rail expansion projects
    • Regular measurements and transparent communication of the noise and air quality situation
    • Good governance and compliance
    • Environmental awareness and sustainable corporate policy
    • Compliance with applicable legal standards
    • Anchoring good governance and compliance in the corporate culture
    • Different positioning of the associations
    • Increase in the proportion of women on the Supervisory Board and at management levels
    • Introduction of our own positions in ongoing legislative processes
    • Solidarity in the industry
    • Innovative solutions, pilot projects
    • Digitalization
    • Cooperation projects
    • Generation of ideas and opportunities with suitable partners
    • Ergonomics project for robot-based baggage loading with Fraunhofer Institute
    • New control lanes for baggage with highly sensitive CT technology
    • Incentives for development of innovative aircraft engines through fee system
    • LabCampus: future center for innovations
Airports Council International (ACI)
An international organization, headquartered in Montreal, which represents airport operators. Around 1,950 airports in almost all of the countries in the world are ACI members, including more than 500 airports in 55 European countries.
European Aviation Safety Agency (EASA)
The European Aviation Safety Agency is the European Union’s flight safety body for civil aviation and is based in Cologne.
Global Reporting Initiative (GRI)
An independent institution that publishes globally recognized guidelines on sustainability reporting. The GRI standards create a shared language for organizations and stakeholders that can be used to communicate and understand the economic, environmental, and social impacts of organizations. Its aim is to establish a common baseline for communication and to ensure the comparability of sustainability reports.
International Civil Aviation Organization (ICAO)
Headquartered in Montreal, the International Civil Aviation Organization is an agency of the United Nations. It has a total of 193 contracting states. The goal of the ICAO and its members is to ensure the safe and sustainable development of civil aviation.

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