Management

Audited by KPMG

Sustainable corporate governance

FMG is fully committed to its economic, ecological, and social responsibilities, which are inextricably linked with corporate policy. Sustainable business therefore remains an integral part of corporate strategy.

Materiality process: identifying and integrating topics

Munich Airport acts as a corporate citizen within society, consciously acting in a responsible manner and always looking to address topics and concerns of importance to its stakeholders. It perceives dialog with its stakeholder groups as an opportunity to further develop its business activities on a sustainable basis. The company’s sustainability management incorporates the concerns of the stakeholders into the strategic planning and operational implementation. Using a materiality process, FMG identifies and prioritizes the topics that are important to external stakeholders and Group employees. Existing in-house processes and methods are linked to the internal strategy process for this purpose. FMG has set itself the goal of continuously improving processes, particularly with respect to the assessment and measurability of internal and external impact.

Connectivity The key topics in the matrix correspond to the six forms of capital.

The Group-wide materiality analysis is based on the standards of the Global Reporting Initiative (GRI). It is an important tool for strategic sustainability management and provides the basis for the Executive Board to set the central parameters for the sustainable development of the Group.

Materiality matrix1

  • Biodiversity
    • Ecological diversity conserves nature and enhances the environment
    • Society benefits from equilibrium between environment and nature
  • Employee satisfaction
    • Fewer absences
    • Employees experience appreciation for their input, which motivates them and encourages loyalty to the company
    • Company is attractive to potential external applicants
  • Occupational health and safety
    • 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
  • 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
  • Linking transportation operators (seamless travel)
    • Costs of new innovations
    • Positive impact on expertise due to innovative nature of the project
    • Seamless travel experience
  • Air traffic development
    • Expected long-term growth in air traffic at the site has a positive impact on finances.
    • Job preservation and creation
    • Environmental impact greater due to growth in air traffic
    • Society benefits from services to numerous destinations and the growing importance of the location
  • Landside access and traffic development
    • Costs of involvement in the measures
    • Better connections with the airport via road and rail
    • Environmental impact increasing due to higher traffic volumes
    • Society and businesses in neighboring towns, cities, and communities benefit from optimized infrastructure in the airport region
  • Sustainable 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
  • Security and safety in aviation
    • Obtaining operating license by promptly submitting the necessary proof and documentation
    • Application of the latest safety standards and experience in their implementation
    • 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
  • Customer focus
    • Customer focus creates incentives to purchase, for example, increasing customer loyalty and thus helping to boost the business’ cost-effectiveness
    • Customers benefit from an offering tailored to their needs
  • Greenhouse gas (CO2) 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
  • Staff recruitment and training
    • Corporate knowledge is shared and further developed by fresh impetus from external sources
    • 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
  • Equal opportunities and cultural diversity
    • All 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
  • Compliance & Corporate Governance
    • 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
  • Sustainable procurement
    • The Munich Airport Group’s total procurement volume in 2020 was EUR 643 million (net), and 61 percent originated from Bavaria.
    • A party submitting a tender must provide proof that it complies with environmental management standards; short transportation distances to and from business partners from the region reduce CO2 emissions
    • The Munich Airport Group is supplied mainly by business partners from the region; 67 percent of the companies are from Bavaria
  • Dialog with social stakeholder groups, such as politicians and regional partners2
    • Group-wide procurement in 132 product groups
    • Short delivery routes help to reduce emissions
    • Support for the regional economy and contribution to value creation in the region
    • Positive perception and thus greater acceptance in the region
  • Training and skills management
    • Training costs (FMG’s external training budget: 3.2 million euro)
    • Overall growth in expertise at the company
    • Employees enhance their professional skills
  • Infrastructure 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
  • Off-campus growth
    • The FMG subsidiary MAI (Munich Airport International) 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
  • Generational change
    • Transfer of knowledge and skills into the next generation is essential
    • Young professionals gain profit from the knowledge and experience of their senior colleagues
significant for internal stakeholders
  • Low
  • Medium
  • High
  • Very high
significant 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 The materiality matrix is based on the designations of the 2019 strategic program.

2 Bilateral communication with social stakeholder groups and collaborating with regional partners (e.g. sponsorship) are depicted as a new material issue as of 2020: dialog with social stakeholder groups, such as politicians and regional partners.

  1. Identification: FMG conducts an annual survey of its main stakeholder groups and FMG management when it publishes its integrated report.
  2. Prioritization: The results of this survey are presented in a materiality matrix with two axes, which represent the importance of the individual topics for internal and external stakeholders. These topics are discussed with experts within the company, and content is allocated to the strategic fields of action. 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 external feedback on the content of the integrated report. Fields of actions and targets are adapted, expanded, or incorporated for the first time.
  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 as a means of measuring success. Managers take responsibility for the sustainability program goals and the implementing of the associated measures. Every year, dedicated discussions are held to update the strategic sustainability program with the relevant units and assess achievement of targets.

In addition to topics such as «Customer focus», «Security and safety in aviation», «Greenhouse Gas (CO2) and air pollutant emissions» and «Digitalization», all of which had already been very high up on the agenda in 2019, the importance of the topics of «Air traffic development», «Landside access and traffic development» and «Sustainable use of resources» also increased among internal and external stakeholders in 2020. For the survey, the topics of «Bilateral communication with social stakeholder groups» and «Cooperation with regional partners» were combined and presented as «Dialog with social stakeholder groups, such as politicians and regional partners».

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

    • Continuous improvement of safety and EASA compliance through the operation of a safety management system
    • Prevention of potential bird strikes through professional biotope Management (for example, through an adapted mowing concept)
    • Successful participation in ACI Airport Health Accreditation
    • Integration of optimized hygiene measures (e.g. on-site checks) in the ongoing improvement process
    • Robotics: Development of a concept for the automation of processes in the ground handling service, in cooperation with the Fraunhofer Institute
    • Implementation of additional key figures relevant to management and the design of new reporting processes
    • Occupational health care, healthy workplace models and ergonomics consulting, expansion of musculoskeletal program, Health Lounge AeroGround model project
    • Restoring the employability of personnel with long-term illnesses
    • Redesign of the cafeteria and continuous improvement of the employee catering system
    • Determination of mental stress and definition of suitable measures to reduce it
    • Implementation of a project to raise awareness of behavioral occupational safety
    • Procurement of security guard and operational clothing with reduced thermal load
    • Design and subsequent development of noise control strategies (active noise control, flight procedures, e.g. CDA, flight routes, landing fees, passive noise control, noise control programs)
    • Monitoring the noise reduction plan of the government of Upper Bavaria while protecting FMG's interests
    • Increase in noise and emissions charges under the new Charging Framework Regulation as an incentive to modernize the fleet
    • Aircraft noise monitoring using innovative technology and associated communications
  • 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

    • Uniform service training on campus, development of customized workshops to optimize «Service and Hospitality.»
    • Development and implementation of training modules on the subject of «Leadership in crisis»
    • Development of new training models for the Leadership Excellence Program
    • Identification of qualification required based on changing tasks
    • Creation of trainee programs and contemporary, needs-based vocational training
    • Support for inter-generational knowledge transfer and continuing education opportunities for employees
  • 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
    • Equal participation of men and women in management positions in the Munich Airport Group as defined in the objectives of the Group management report
  • 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
  • Affordable and Clean Energy

    Meaning

    Since it launched its initiative in 2008, FMG has been taking ambitious steps towards maintaining CO2 emissions at a level of around 160,000 t (taking 2005 as the base year) despite its expansion and growth in traffic. To achieve this, it is applying measures such as a block heat and power plant, which the airport uses to generate over half of its on-site energy requirements using environmentally-friendly natural gas. The increased use of photovoltaic plants on the campus is also helping to reduce CO2 emissions.

    Material topic

    Measures

    • Procurement of green electricity for customers in Scope 3
    • Expansion of photovoltaic systems on roof surfaces of buildings at the airport campus
    • Further development of the renewable energy concept 2030 for energy supply based on renewable energy within the CO2 Strategy (with the goal «Net Zero MUC 2050»)
  • 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 (e.g. reporting)
    • Development or application of methods for calculating/measuring non-financial and financial KPI values
    • Converting the Strategy 2030 into an implementation roadmap including the quantification of measures (KPIs)
    • Implementation of various organizational projects to create more efficient and crisis-adapted organizational structures
    • Reduction in overtime and reduced working hours (until end of 2021) and emergency collective agreement
    • Develop highly socially responsible measures, such as early retirement schemes or volunteer program
    • Introduction of systematic processes for the specific identification, prioritization and management of non-financial opportunities and risks (e.g. climate-related risks)
    • Provision of aviation infrastructure to safely handle traffic and ensure traffic growth
    • Participation in research activities within the airport consortium «SEAC 2020»
    • Sustainable reconstruction of air traffic at the location after the Corona crisis and safeguarding the hub function to maintain connectivity for the Munich economic region
    • Efficient use of resources and further development of the site along the SESAR guidelines
    • Support of the Fraunhofer Institute in a study on the impact of the Corona pandemic on air traffic
    • Standardization and optimization of process flows, development of process management and implementation of quality assurance measures
    • Driving forward innovation by supporting all Group units in market research and trend monitoring, evaluation and selection, as well as initiation and implementation of ideas
    • Strategic positioning and support for the creation of the legal framework for drones and autonomous aircraft
    • Post-merger integration of amd.sigma GmbH
    • Establishment of a research and development unit including new business development
    • Evaluation and establishment of regional offices and decentralized project/operating sites
    • Scientific preparation of the topic and final definition of a Sustainable Destination Action Plan
    • Improving specific, internal communication
    • Maintain competitive employment conditions, e.g. by creating modern workplaces
    • Use of new formats in HR marketing, for example better addressing of candidates and target group-specific recruitment campaigns
    • Conducting employee surveys (ES), identification of optimization potential and implementation of improvement measures
    • Analysis: possibility of shorter time intervals between ESs, in the best case carrying out digital ESs
    • Medium-term management of future personnel requirements and definition of suitable measures, taking into account potential from digitization and process optimization, in order to remain successful and efficient in spite of employee departures
  • Industry, Innovation, and Infrastructure

    Meaning

    Strategy 2025 highlights key issues for the refinement of the business model, and sets the course for Munich Airport’s future growth. Flughafen München GmbH expands airport infrastructure based on need, networks various transportation operators, and extends the range of landside transport services – all while keeping quality and customer requirements at the heart of its work. Negative effects on the environment and the area around the airport are kept as low as possible, for example by applying extensive compensating and noise protection measures and by providing employees with an affordable place to live.

    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, 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
    • Best possible use of the current IT infrastructure to ensure efficient passenger flow management
    • Provision of an Airport Operations Plan (as a KPI dashboard) within the scope of the SESAR deployment
    • Development of new digital products, services (e.g. further development of Passngr app and WiFi portal)
    • Development of a better understanding of customer requirements (B2C, B2B and B2E) for the creation of digital products and services
    • Ongoing development of digital channels to make the flow of information for customers and employees more secure and efficient
    • Complete digitization of the troubleshooting, repair and maintenance of the technical systems on campus including the use of digital end devices
    • Development of an integrated solution for mapping workflows including interfaces to existing systems in order to ensure faster throughput times, fewer errors and reduced manual effort when processing tasks
    • Establishment of a group-wide data management system in order to make numerous data sources usable in a quality-assured manner and in compliance with the legal framework for current and future use cases (data analysis, machine learning, fast prototypes)
    • Adaptation of the IT landscape to the needs of international mobility, collaboration with international customers at international locations and digitalization of business processes
    • Further development, operation and monitoring of the Group-wide continuous improvement process (passenger satisfaction data, ASQ, dialog management, etc.)
    • Continuing and developing the quality and service offensive (5-star program)
    • Improved occupancy of space and streamlining and optimization of the center management portfolio
    • Stronger integration of sustainability criteria in the selection of potential tenants
    • Design and realization of new technologies for passenger information
    • Erdinger Ringschluss: Completion of first subproject - Munich Airport tunnel
    • Erdinger Ringschluss: Completion of second subproject – construction of section up to Schwaigerloh
    • Need-based support for the ABS 38 project (Munich-Mühldorf-Freilassing-Salzburg expansion), including the Walpertskirchener Spange subproject, to be expedited in accordance with needs
    • Improving interregional rail connections by developing an expanded ÜFEX concept for Munich Airport
    • Analysis of the possibilities of integrating Munich Airport into the synchronized German railway timetable
    • Use of a digital platform on which Group employees can make suggestions for improvements in all areas of the company
    • Redesign of the Airport Academy on the AirSite West grounds
  • 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
    • Implementation of life cycle cost analysis for new buildings using Legep Software
    • Creation of a database of measures with a high savings potential
    • Commissioning of the West 0 traffic junction
    • Procurement of affordable living space for employees in coordination with the municipalities of the region
    • Development of AirSite West and the northern development zone
    • further development of the urban development concept and implementation of the LabCampus construction measures (e.g. Airport Academy)
    • Establishment of structures to create a networked campus-mobility
    • Provision of areas for autonomous parking in order to save time, optimize parking spaces and shorten travel times
    • Reduction of CO2 emissions from vehicles through optimized traffic routing including optimized parking space utilization
  • 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

    • Completion of risk analysis and process definition, implementation of individual measures and initialization of others (e.g. raising awareness levels)
    • Analysis: Awareness-raising measures among the workforce, e.g. regarding human trafficking
    • Review of compliance guidelines and creation of a Code of Conduct
    • Implementation concept for the integration of the Code of Conduct and the measures from risk management in the purchasing guideline and the purchase-to-pay process
    • Inform suppliers/service providers (e.g. through information events for potential suppliers from the region)
    • Recording and publishing details of FMG sales in the region
    • 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
    • Reduction of waste products through greater use of digital advertising space, taking into account the high energy standard of digital advertising media
    • Introduction of a license plate recognition system (especially at approaches), advancement of contact-free payment and possibility of credit card payment at parking garage entrances and exits
    • Expansion of sustainable services in the airport's portfolio of products and services
    • Introduction of digital destination information (QR code), elimination of the analog information stands in Terminal 1
    • Introduction of sustainable tourism providers; contribution to equalization of tourism forms through promotion of lesser-known attractions; increased storytelling of sustainable topics, e.g. through brand ambassadors of Munich Tourism and Bavarian Tourism Marketing
    • Control of Group-wide environmental management in accordance with EMAS and DIN EN ISO 14001 requirements (including in the areas of noise and noise control, water, soil, air, nature, species and climate protection) including recertification
    • 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 f or reducing the use of disposable plastics
    • Introduction of sustainable aviation fuels («ReFuelEU Aviation»)
    • 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)
  • 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

    • Use of air curtains to reduce heat losses
    • Improving energy efficiency in existing stock
    • Conversion of the exterior lighting and apron lighting to LED technology
    • Continuation of the reduction of pollutants and further expansion of the zero-emission vehicle fleet
    • Green IT: Construction of a new Group data center taking into account CO2 neutrality
    • Equipment of all building-related positions in Terminal 1 with pre-conditioned air systems (PCA systems)
    • Baggage handling system: continuous, gradual replacement of old motors with newer, more efficient motors to reduce energy consumption
    • Advancement of the «Joint-Venture Biogas Plant» project
    • 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

    • Implementation of «Public Concept Environment,» e.g. reports on mobile measurement campaigns (noise and air) or participation in BayernTourNatur and Münchner Nacht der Umwelt (Munich Night of the Environment)
    • 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, we therefore converse 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

    • Expansion of bilateral cooperation with tourism partners who deal intensively with the topic of sustainability
    • Raising awareness among tourism partners on the subject of sustainability
    • Implementation of a dialog-oriented concept for communicating FMG's strategic realignment
    • Target-group-specific communication, e.g. through media relations, social media and internal communication channels
    • Communication priorities: holistic sustainability and CO2 neutrality
    • Adaptation of existing dialog formats to the changed framework conditions due to the pandemic (use of digital platforms or hybrid formats)
    • Lobbying with the German Airports Association (ADV), the German Aviation Association (BDL) and Airports Council International (ACI Europe)
    • Regular publication of policy letters
    • Organization and implementation of parliamentary evenings in digital format
    • Holding talks with local politicians and stakeholders in the airport region
    • Continuation of established, regional dialog platforms (e.g., neighborhood advisory council and airport forum)
    • Comprehensive and early information for regional stakeholders about planned development projects at the airport as well as implementation of joint projects between the airport and the region with a win-win character
    • Fulfillment of existing sponsorship agreements (in the areas of sports, social affairs, culture, education and nature), review of new project requests based on FMG sponsorship principles and continuation of intensive dialog with sponsoring partners

Concept for stakeholder engagement

FMG follows a three-stage approach to stakeholder dialog, thereby encouraging transparency and social acceptance. Working with all stakeholders is the only way for the company to tackle upcoming challenges.

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 seven hub airports worldwide that are allowed to bear this seal of approval. That is still the case following a successful recertification audit in 2020. In the annual World Airport Awards presented by Skytrax, Munich Airport successfully defended its title of «Best Airport in Europe». Munich Airport rose two places in the worldwide rankings compared with its placement the previous year and now ranks fifth. In addition, it was again selected as the best airport in the world in the size class of between 40 and 50 million passengers; meanwhile, Terminal 2 was rated the sixth best terminal in the world. The hotels on offer are also first class: In 2020, the Hilton Munich Airport placed second in the category «Best Airport Hotels in Europe» and sixth in the category «World’s Best Airport Hotels.» Just under twelve million passengers from more than 100 countries rated 550 international airports and numerous airlines for the survey. Owing to the coronavirus pandemic, surveys of travelers on the Passenger Experience Index (PEI) and Airport Service Quality (ASQ) parameters were confined to the period from January to March 2020.

Certification for quality management

The quality management system launched at Munich Airport on the basis of the DIN EN ISO 9001:2015 international standard establishes structures that support the evaluation and improvement of processes. By optimizing its processes on an ongoing basis, Munich Airport has successfully established itself and its high quality standards on the market.

Digital Airport

The shift toward digital technologies is reshaping entire industries and value chains. The aviation sector is no exception. Within the Munich Airport Group, many passenger services have already gone digital, including payment options at shops, virtual menus at restaurants, and booking systems for parking spaces and visitor tours. The company’s main challenge in further developing and refining its digital services is to identify potential for digitalization and evaluate business cases. In keeping with this, change processes must be initiated and the relevant projects prioritized and managed across different fields.

In addition to the existing focus on customer access, the newly created Digitalization staff unit also considers the needs of business partners and employees as well as the Group’s overarching interests. All of these topics are prioritized with an eye to their impact on company and process areas and to their potential for cost optimization and sales revenue. The current focus is on overcoming the coronavirus crisis in financial terms.

Digital Airport (photo)
Digital Airport: Biometric facial recognition enables contactless security procedures.

Crisis as an opportunity for change

Gearing up for «Airport 4.0»

Under the «Airport 4.0» banner, the airport is combining the various areas of action in digitalization within the Group. The projects currently in progress will lay the technological groundwork for the airport of tomorrow, creating the conditions to foster understanding of the shift toward digital technologies. These projects relate to various processes and workflows within the company. All of these initiatives place the needs of Munich Airport’s customers and employees front and center. The coronavirus pandemic forced the company to suspend most of its «Airport 4.0» projects in 2020. Only a few of them went forward during this time, including those that were approaching completion.

Digital strategy: customer service, networking, data protection, automation (graphic)

Selected projects covered by «Airport 4.0»

Biometric Hub: travel with eye contact

Biometric facial recognition speeds security checks while also carrying a significant hygiene advantage. In addition to the usual process of identification using a boarding pass, travelers at selected security checkpoints and boarding gates in Terminal 2 can enjoy a contactless security check process.

Passenger route analysis

Munich Airport is working on solutions to forecast passenger volume and capacity levels in the terminal areas. This makes it possible to do things like deploy service staff optimally on site, minimize waiting times, and further improve the high quality of amenities and service available to travelers at Munich Airport.

«Passngr» app

The «Passngr» app provides passengers along the entire travel chain with individually tailored traffic updates and information on alternative routes, parking availability and prices, expected check-in times, waiting times at security, and what restaurants and shops offer. Information on the specific travel restrictions that apply in aviation was added to the app in 2020.

Employee mobility

Employee mobility on the campus is being redesigned as part of the «Optimized Campus Mobility» project. This is being done based on simulations that replicate the mobility requirements of airport employees and are interlinked with future infrastructure developments on the campus. The optimum mobility mix will be identified in this way.

Social Intranet

Through its Social Intranet project, Munich Airport is working on a digital meeting place, a kind of «virtual corporate headquarters» for all employees. The goal is to facilitate communication and cooperation within the company and to support the efficient sharing of information and knowledge. Responsive design will ensure full use on stationary workstations and mobile devices. Having Social Intranet became considerably more important in 2020, especially as a large proportion of employees were working from home. The requirements relating to information, interaction, and collaboration were revised and fleshed out in greater detail in response.

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.

Share this report on social media: