Sustainability program
The sustainability strategy of Munich Airport is made up of the core elements of «Material issues» of sustainable development, which are identified in the materiality analysis, and their implementation plan which is part of the strategic sustainability program. The sustainability program specifies the primary focus areas defined in the Strategy 2025 in terms of targets and actions throughout the Group.
The Sustainability program 2020 was expanded to include the contents of the ACI (Airports Council International)1 sustainability strategy. For this purpose, the «Material issues » of FMG were merged with the focus areas of ACI. Existing topics have been updated, expanded and in some cases combined2. FMG’s sustainability strategy contributes to the United Nations Sustainable Development Goals. The holistic understanding of sustainability is expressed in concrete terms through the application of a Balanced Business Model, which integrates the three perspectives of sustainability: economy, ecology and social issues. The strategic sustainability program is updated and the achievement of the targets is also evaluated
ACI focus area |
|
Target |
|
Measure |
|
Measure ends |
|
Status |
|
SDG |
---|---|---|---|---|---|---|---|---|---|---|
Balanced Business Model |
|
Greater consideration of non-financial key figures |
|
Implementation concept for the identification and regular recording of control-relevant non-financial key figures |
|
2022 |
|
15% |
|
8 |
|
|
Stronger implementation of relevant non-financial KPIs in the existing management tools of Group controlling (e.g. reporting) |
|
2022 |
|
10% |
|
|||
|
Optimized comparability of non-financial and key financial figures |
|
Development or application of methods for calculating/measuring non-financial and financial KPI values |
|
Ongoing |
|
Ongoing |
|
||
|
Updating the Group strategy |
|
Converting the Strategy 2030 into an implementation roadmap including the quantification of measures (KPIs) |
|
Ongoing |
|
Ongoing |
|
Read more
report2019.munich-airport.com/sustainable-development/material-topics.html
sdgs.un.org
aci-europe.org
1 Sustainability Strategy for Airports for download: https://bit.ly/3elwr9q
2The published materiality matrix is based on the terms used in the 2019 strategic program.
Economic resilience
ACI focus area |
|
Target |
|
Measure |
|
Measure ends |
|
Status |
|
SDG |
---|---|---|---|---|---|---|---|---|---|---|
Economic Development |
|
Streamlining the organizational structure |
|
Implementation of various organizational projects to create more efficient and crisis-adapted organizational structures |
|
2021 |
|
30% |
|
8 |
|
Reduction in personnel costs in the Group |
|
Reduction in overtime and reduced working hours (until end of 2021) and emergency collective agreement |
|
2023 |
|
50% |
|
||
|
Adjustment of personnel capacity to lower personnel requirements |
|
Develop highly socially responsible measures, such as early retirement schemes or volunteer program |
|
2021 |
|
40% |
|
Corporate governance and business ethics
ACI focus area |
|
Target |
|
Measure |
|
Measure ends |
|
Status |
|
SDG |
---|---|---|---|---|---|---|---|---|---|---|
Human Rights, Values & Ethics, Sustainable Supply Chain |
|
Examination of human rights issues as part of the national action plan for business and human rights |
|
Completion of risk analysis and process definition, implementation of individual measures and initialization of others (e.g. raising awareness levels) |
|
2022 (extended) |
|
80% |
|
8, |
|
Identification of the role of the airport in dealing with human rights issues |
|
Analysis: Awareness-raising measures among the workforce, e.g. regarding human trafficking |
|
2022 |
|
0% |
|
||
|
Creation of a Code of Conduct |
|
Review of compliance guidelines and creation of a Code of Conduct |
|
2022 |
|
0% |
|
||
|
|
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 |
|
2022 |
|
10% |
|
|||
|
Transparent communication regarding supply and service relationships in the region |
|
Inform suppliers/service providers (e.g. through information events for potential suppliers from the region) |
|
Ongoing |
|
Ongoing |
|
||
|
|
Recording and publishing details of FMG sales in the region |
|
Ongoing |
|
Ongoing |
|
|||
|
Integration of sustainability issues in risk management |
|
Introduction of systematic processes for the specific identification, prioritization and management of non-financial opportunities and risks (e.g. climate-related risks) |
|
Ongoing |
|
Ongoing |
|
Aviation development, safety and security
ACI focus area |
|
Target |
|
Measure |
|
Measure ends |
|
Status |
|
SDG |
---|---|---|---|---|---|---|---|---|---|---|
Economic Development, Quality of Service & Passenger Experience |
|
Ensuring smooth and efficient air traffic |
|
Provision of aviation infrastructure to safely handle traffic and ensure traffic growth and participation in research activities within the airport consortium «SEAC 2020» |
|
Ongoing |
|
Ongoing |
|
3, |
|
|
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) |
|
Ongoing |
|
Ongoing |
|
|||
|
|
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 |
|
2021 |
|
25% |
|
|||
|
Further development and digitalization of passenger flow management |
|
Best possible use of the current IT infrastructure to ensure efficient passenger flow management |
|
2024 |
|
20% |
|
||
|
Best possible control of the overall airport system |
|
Provision of an Airport Operations Plan (as a KPI dashboard) within the scope of the SESAR deployment |
|
2021 |
|
35% |
|
||
|
Permanent safeguarding of Munich as an aviation location |
|
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 |
|
Ongoing |
|
Ongoing |
|
||
|
|
Efficient use of resources and further development of the site along the SESAR guidelines |
|
Ongoing |
|
Ongoing |
|
|||
|
|
Support of the Fraunhofer Institute in a study on the impact of the Corona pandemic on air traffic |
|
2020 |
|
100% |
|
|||
|
Ensuring safety management and fulfillment of EASA compliance |
|
Continuous improvement of safety and EASA compliance through the operation of a safety management system |
|
Ongoing |
|
Ongoing |
|
||
|
Reduction in the rate of bird strikes |
|
Prevention of potential bird strikes through professional biotope management (for example, through an adapted mowing concept) |
|
Ongoing |
|
Ongoing |
|
Digitalization
ACI focus area |
|
Target |
|
Measure |
|
Measure ends |
|
Status |
|
SDG |
---|---|---|---|---|---|---|---|---|---|---|
Quality of Service & Passenger Experience |
|
Implementation of digital products for end customers |
|
Development of new digital products, services (e.g. further development of Passngr app and WiFi portal) |
|
Ongoing |
|
Ongoing |
|
9 |
|
Further development of digitalization – channel and customer-focused |
|
Development of a better understanding of customer requirements (B2C, B2B and B2E) for the creation of digital products and services |
|
2023 |
|
25% |
|
||
|
|
Ongoing development of digital channels to make the flow of information for customers and employees more secure and efficient |
|
2022 |
|
10% |
|
|||
|
Acceleration of maintenance processes and optimization of travel times |
|
Complete digitization of the troubleshooting, repair and maintenance of the technical systems on campus including the use of digital end devices |
|
2023 |
|
25% |
|
||
|
Prevention of media discontinuity and inefficiency through conversion to digital processes |
|
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 |
|
2025 |
|
5% |
|
||
|
Easier use and faster exchange of data available in the Group |
|
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) |
|
2025 |
|
5% |
|
||
|
Digitalization of the working environment |
|
Adaptation of the IT landscape to the needs of international mobility, collaboration with international customers at international locations and digitalization of business processes |
|
2021 |
|
60% |
|
Infrastructure development and sustainable building
ACI focus area |
|
Target |
|
Measure |
|
Measure ends |
|
Status |
|
SDG |
---|---|---|---|---|---|---|---|---|---|---|
Material Resources |
|
Implementation of energy-efficient and sustainable building |
|
Certification of selected sites according to the standards of the German Sustainable Building Council (DGNB), construction of selected buildings according to the Gold Standard |
|
Ongoing |
|
Ongoing |
|
11 |
|
|
Implementation of life cycle cost analysis for new buildings using Legep Software |
|
2026 |
|
0% |
|
|||
|
|
Creation of a database of measures with a high savings potential |
|
2026 |
|
0% |
|
|||
|
Demand-oriented and economic development of the airport property |
|
Commissioning of the West 0 traffic junction |
|
2020 |
|
100% |
|
||
|
|
Procurement of affordable living space for employees in coordination with the municipalities of the region |
|
2025 |
|
50% |
|
|||
|
|
Development of AirSite West and the northern development zone |
|
2021 |
|
98% |
|
|||
|
|
Further development of the urban development concept and implementation of the LabCampus construction measures (e.g. Airport Academy) |
|
Ongoing |
|
Ongoing |
|
Customer focus and product quality
ACI focus area |
|
Target |
|
Measure |
|
Measure ends |
|
Status |
|
SDG |
---|---|---|---|---|---|---|---|---|---|---|
Quality of Service & Passenger Experience |
|
Ensuring the necessary quality and efficiency at the Munich Airport site |
|
Further development, operation and monitoring of the Group-wide continuous improvement process (passenger satisfaction data, ASQ, dialog management, etc.) |
|
Ongoing |
|
Ongoing |
|
3, |
|
|
Continuing and developing the quality and service offensive (5-star program) |
|
Ongoing |
|
Ongoing |
|
|||
|
|
Improved occupancy of space and streamlining and optimization of the center management portfolio |
|
Ongoing |
|
Ongoing |
|
|||
|
|
Stronger integration of sustainability criteria in the selection of potential tenants |
|
Ongoing |
|
Ongoing |
|
|||
|
|
Uniform service training on campus, development of customized workshops to optimize «Service and Hospitality». |
|
Ongoing |
|
Ongoing |
|
|||
|
Provision of systems and technologies for safeguarding operations as well as future traffic development |
|
Design and realization of new technologies for passenger information |
|
2022 (extended) |
|
35% |
|
||
|
Stronger integration of sustainability in the field of advertising |
|
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 |
|
Ongoing |
|
Ongoing |
|
||
|
|
Reduction of waste products through greater use of digital advertising space, taking into account the high energy standard of digital advertising media |
|
Ongoing |
|
Ongoing |
|
|||
|
Sustainable product range for customers |
|
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 |
|
Ongoing |
|
Ongoing |
|
||
|
|
Expansion of sustainable services in the airport's portfolio of products and services |
|
2022 |
|
5% |
|
|||
|
Implementation of stricter health standards in quality management |
|
Successful participation in ACI Airport Health Accreditation |
|
2020 |
|
100% |
|
||
|
|
Integration of optimized hygiene measures (e.g. on-site checks) in the ongoing improvement process |
|
Ongoing |
|
Ongoing |
|
Landside access and intermodality
ACI focus area |
|
Target |
|
Measure |
|
Measure ends |
|
Status |
|
SDG |
---|---|---|---|---|---|---|---|---|---|---|
Intermodality |
|
Medium-term improvement of rail access |
|
Erdinger Ringschluss: Completion of first subproject – Munich Airport tunnel |
|
2021 |
|
90% |
|
9, |
|
|
Erdinger Ringschluss: Completion of second subproject – construction of section up to Schwaigerloh |
|
2025 |
|
30% |
|
|||
|
|
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 |
|
Ongoing |
|
Ongoing |
|
|||
|
|
Improving interregional rail connections by developing an expanded ÜFEX concept for Munich Airport |
|
Ongoing |
|
Ongoing |
|
|||
|
|
Analysis of the possibilities of integrating Munich Airport into the synchronized German railway timetable |
|
2022 |
|
40% |
|
|||
|
Smart campus mobility |
|
Establishment of structures to create a networked campus-mobility |
|
Ongoing |
|
Ongoing |
|
||
|
|
Provision of areas for autonomous parking in order to save time, optimize parking spaces and shorten travel times |
|
Ongoing |
|
Ongoing |
|
|||
|
|
Reduction of CO2 emissions from vehicles through optimized traffic routing including optimized parking space utilization |
|
Ongoing |
|
Ongoing |
|
Off-campus growth and development of new business fields
ACI focus area |
|
Target |
|
Measure |
|
Measure ends |
|
Status |
|
SDG |
---|---|---|---|---|---|---|---|---|---|---|
Economic Development |
|
Process optimization |
|
Standardization and optimization of process flows, development of process management and implementation of quality assurance measures |
|
2022 |
|
50% |
|
8 |
|
Development and support of innovations |
|
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 |
|
Ongoing |
|
Ongoing |
|
||
|
Development of a strategic position on innovative air transport modes |
|
Strategic positioning and support for the creation of the legal framework for drones and autonomous aircraft |
|
Ongoing |
|
Ongoing |
|
||
|
Strategic portfolio expansion |
|
Post-merger integration of amd.sigma GmbH |
|
2020 |
|
100% |
|
||
|
|
Establishment of a research and development unit including new business development |
|
2020 |
|
100% |
|
|||
|
Expanded market access |
|
Evaluation and establishment of regional offices and decentralized project/operating sites |
|
2022 |
|
50% |
|
Sustainable destination management and marketing
ACI focus area |
|
Target |
|
Measure |
|
Measure ends |
|
Status |
|
SDG |
---|---|---|---|---|---|---|---|---|---|---|
Sustainable Destination |
|
Development of a Sustainable Destination Action Plan for ACI Europe |
|
Scientific preparation of the topic and final definition of a Sustainable Destination Action Plan |
|
2020 |
|
100% |
|
8, |
|
Reduction of print products (paper and printing) |
|
Introduction of digital destination information (QR code), elimination of the analog information stands in Terminal 1 |
|
2022 |
|
25% |
|
||
|
Development and strengthening of sustainable partnerships |
|
Expansion of bilateral cooperation with tourism partners who deal intensively with the topic of sustainability |
|
Ongoing |
|
Ongoing |
|
||
|
|
Raising awareness among tourism partners on the subject of sustainability |
|
Ongoing |
|
Ongoing |
|
|||
|
Raising awareness through sustainable social media activities |
|
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 |
|
Ongoing |
|
Ongoing |
|
Responsible use of resources
ACI focus area |
|
Target |
|
Measure |
|
Measure ends |
|
Status |
|
SDG |
---|---|---|---|---|---|---|---|---|---|---|
Material Resources, Water |
|
Establishment and further development of environmental management |
|
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 |
|
Ongoing |
|
Ongoing |
|
6, |
|
Promotion of the circular economy |
|
Business case: uncovering the potential of materials that can be reused or recycled according to the circular economy and that enable savings |
|
2022 |
|
90% |
|
||
|
Plastic reduction |
|
Development of a Group-wide concept for reducing the use of disposable plastics |
|
2022 |
|
5% |
|
||
|
Responsible use of drinking water |
|
Increased use of service water instead of drinking water through the construction of service water wells |
|
2025 |
|
35% |
|
Greenhouse gas (CO2) and air pollutant emissions
ACI focus area |
|
Target |
|
Measure |
|
Measure ends |
|
Status |
|
SDG |
---|---|---|---|---|---|---|---|---|---|---|
Climate Change (Adaptation/Mitigation), |
|
Carbon-neutrality by 2030 |
|
Use of air curtains to reduce heat losses |
|
Ongoing |
|
Ongoing |
|
7, |
|
|
Improving energy efficiency in existing stock |
|
2025 |
|
50% |
|
|||
|
|
Conversion of the exterior lighting and apron lighting to LED technology |
|
2022 |
|
85% |
|
|||
|
|
Continuation of the reduction of pollutants and further expansion of the zero-emission vehicle fleet |
|
Ongoing |
|
Ongoing |
|
|||
|
|
Green IT: Construction of a new Group data center taking into account CO2 neutrality |
|
2023 (extended) |
|
30% |
|
|||
|
|
Equipment of all building-related positions in Terminal 1 with pre-conditioned air systems (PCA systems) |
|
2024 |
|
10% |
|
|||
|
|
Baggage handling system: continuous, gradual replacement of old motors with newer, more efficient motors to reduce energy consumption |
|
Ongoing |
|
Ongoing |
|
|||
|
Using renewable energy |
|
Procurement of green electricity for customers in Scope 3 |
|
2020 |
|
100% |
|
||
|
|
Expansion of photovoltaic systems on roof surfaces of buildings at the airport campus |
|
2022 (extended) |
|
50% |
|
|||
|
|
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») |
|
2022 |
|
80% |
|
|||
|
Implementation of climate protection measures with cooperation partners |
|
Introduction of sustainable aviation fuels («ReFuelEU Aviation») |
|
2021 |
|
80% |
|
||
|
|
Advancement of the «Joint-Venture Biogas Plant» project |
|
2024 |
|
5% |
|
|||
|
«Net Zero MUC 2050» |
|
Development of a «Net Zero MUC 2050» concept based on the ACI's Net Zero Carbon Initiative |
|
2022 (extended) |
|
35% |
|
Biodiversity
ACI focus area |
|
Target |
|
Measure |
|
Measure ends |
|
Status |
|
SDG |
---|---|---|---|---|---|---|---|---|---|---|
Biodiversity |
|
Improving the communication of biodiversity 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) |
|
Ongoing |
|
Ongoing |
|
15 |
|
Raise awareness of internal and external stakeholders regarding the issue of wildlife trafficking |
|
Collaboration with external stakeholders on campus to develop a wildlife trafficking awareness campaign |
|
2022 |
|
0% |
|
Dialog with social interest groups
ACI focus area |
|
Target |
|
Measure |
|
Measure ends |
|
Status |
|
SDG |
---|---|---|---|---|---|---|---|---|---|---|
Noise & Quality of Life in Local Communities |
|
Further development of the communication strategy |
|
Implementation of a dialog-oriented concept for communicating FMG's strategic realignment |
|
2022 |
|
15% |
|
17 |
|
|
Target-group-specific communication, e.g. through media relations, social media and internal communication channels |
|
Ongoing |
|
Ongoing |
|
|||
|
|
Communication priorities: holistic sustainability and CO2 neutrality |
|
Ongoing |
|
Ongoing |
|
|||
|
|
Adaptation of existing dialog formats to the changed framework conditions due to the pandemic (use of digital platforms or hybrid formats) |
|
Ongoing |
|
Ongoing |
|
|||
|
Exchange and cooperation with national and international interest groups in the aviation industry to help shape political framework conditions |
|
Lobbying with the German Airports Association (ADV), the German Aviation Association (BDL) and Airports Council International (ACI Europe) |
|
Ongoing |
|
Ongoing |
|
||
|
|
Regular publication of policy letters |
|
Ongoing |
|
Ongoing |
|
|||
|
|
Organization and implementation of parliamentary evenings in digital format |
|
Ongoing |
|
Ongoing |
|
|||
|
Continuation of the regional dialog |
|
Holding talks with local politicians and stakeholders in the airport region |
|
Ongoing |
|
Ongoing |
|
||
|
|
Continuation of established, regional dialog platforms (e.g. neighborhood advisory council and airport forum) |
|
Ongoing |
|
Ongoing |
|
|||
|
Promotion of a partnership-based location development |
|
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 |
|
Ongoing |
|
Ongoing |
|
||
|
Acceptance of social responsibility in the region |
|
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 |
|
Ongoing |
|
Ongoing |
|
Occupational health and safety
ACI focus area |
|
Target |
|
Measure |
|
Measure ends |
|
Status |
|
SDG |
---|---|---|---|---|---|---|---|---|---|---|
Employee Experience & Engagement |
|
Use of automation processes to optimize occupational safety |
|
Robotics: Development of a concept for the automation of processes in the ground handling service, in cooperation with the Fraunhofer Institut |
|
2022 (extended) |
|
25% |
|
3 |
|
Integration of occupational health and safety into management processes |
|
Implementation of additional key figures relevant to management and the design of new reporting processes |
|
2022 (extended) |
|
60% |
|
||
|
Maintaining the employability of personnel |
|
Occupational health care, healthy workplace models and ergonomics consulting, expansion of musculoskeletal program, Health Lounge AeroGround model project |
|
Ongoing |
|
Ongoing |
|
||
|
|
Restoring the employability of personnel with long-term illnesses |
|
Ongoing |
|
Ongoing |
|
|||
|
|
Redesign of the cafeteria and continuous improvement of the employee catering system |
|
Ongoing |
|
Ongoing |
|
|||
|
Identification and assessment of mental health |
|
Determination of mental stress and definition of suitable measures to reduce it |
|
2022 |
|
20% |
|
||
|
Improvement of occupational safety |
|
Implementation of a project to raise awareness of behavioral occupational safety |
|
2024 |
|
10% |
|
||
|
|
Procurement of security guard and operational clothing with reduced thermal load |
|
2022 |
|
35% |
|
Employee recruitment and retention
ACI focus area |
|
Target |
|
Measure |
|
Measure ends |
|
Status |
|
SDG |
---|---|---|---|---|---|---|---|---|---|---|
Employee Experience & Engagement |
|
Improving the employer image internally (employee retention) and externally (employer marketing) |
|
Improving specific, internal communication |
|
Ongoing |
|
Ongoing |
|
8, |
|
|
Maintain competitive employment conditions, e.g. by creating modern workplaces |
|
Ongoing |
|
Ongoing |
|
|||
|
|
Use of new formats in HR marketing, for example better addressing of candidates and target group-specific recruitment campaigns |
|
Ongoing |
|
Ongoing |
|
|||
|
Improve employee satisfaction |
|
Conducting employee surveys (ES), identification of optimization potential and implementation of improvement measures |
|
Ongoing |
|
Ongoing |
|
||
|
|
Analysis: possibility of shorter time intervals between ESs, in the best case carrying out digital ESs |
|
Ongoing |
|
Ongoing |
|
|||
|
Employee awareness for integration of sustainability in the workplace |
|
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) |
|
Ongoing |
|
Ongoing |
|
||
|
Better organization and marketing of idea management |
|
Use of a digital platform on which Group employees can make suggestions for improvements in all areas of the company |
|
Ongoing |
|
Ongoing |
|
Skills management and employee development
ACI focus area |
|
Target |
|
Measure |
|
Measure ends |
|
Status |
|
SDG |
---|---|---|---|---|---|---|---|---|---|---|
Economic Development |
|
Ensuring excellent leadership |
|
Development and implementation of training modules on the subject of «Leadership in crisis» |
|
2022 |
|
40% |
|
4, |
|
|
Development of new training models for the Leadership Excellence Program |
|
Ongoing |
|
Ongoing |
|
|||
|
Preparation of qualification and development plans |
|
Identification of qualification required based on changing tasks |
|
2024 |
|
10% |
|
||
|
Qualitative and quantitative matching of employee requirements |
|
Creation of trainee programs and contemporary, needs-based vocational training |
|
Ongoing |
|
Ongoing |
|
||
|
Restructuring of the Group's in-house training center |
|
Redesign of the Airport Academy on the AirSite West grounds |
|
2021 |
|
65% |
|
Equal opportunity and diversity management
ACI focus area |
|
Target |
|
Measure |
|
Measure ends |
|
Status |
|
SDG |
---|---|---|---|---|---|---|---|---|---|---|
Employee Experience & Engagement |
|
Establishment of diversity management |
|
Development of measures similar to the various aspects of diversity set out in the Diversity Charter |
|
2022 |
|
10% |
|
4, |
|
|
Equal participation of men and women in management positions in the Munich Airport Group as defined in the objectives of the Group management report |
|
2024 |
|
25% |
|
|||
|
Future program: Demographics |
|
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 |
|
Ongoing |
|
Ongoing |
|
||
|
|
Support for inter-generational knowledge transfer and continuing education opportunities for employees |
|
Ongoing |
|
Ongoing |
|
Noise emissions and noise control
ACI focus area |
|
Target |
|
Measure |
|
Measure ends |
|
Status |
|
SDG |
---|---|---|---|---|---|---|---|---|---|---|
Noise & Quality of Life in Local Communities |
|
Reduction of pollution from air traffic |
|
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) |
|
Ongoing |
|
Ongoing |
|
3 |
|
|
Monitoring the noise reduction plan of the government of Upper Bavaria while protecting FMG's interests |
|
2022 |
|
10% |
|
|||
|
|
Increase in noise and emissions charges under the new Charging Framework Regulation as an incentive to modernize the fleet |
|
2021 |
|
10% |
|
|||
|
Monitoring of aircraft noise |
|
Aircraft noise monitoring using innovative technology and associated communications |
|
Ongoing |
|
Ongoing |
|