Management approaches and sustainability program
The material topics for Munich Airport were identified on the basis of a materiality analysis. The importance of these topics was determined through a survey of internal and external stakeholder groups and visualized in a materiality matrix. The management approaches follow the requirements of the GRI standards presented in the GRI Content Index and explain how Munich Airport manages these topics.
Environmental and climate protection
Examples
Climate protection measures, improvement of air quality
Significance and Impact
The operation of an airport causes emissions. Sources of emissions include, among others, flight operations, ground handling equipment, the generation of electricity, heating and cooling, the airport’s own vehicle pool, as well as the operation of airport infrastructure and both public and non-public ground transportation. These emissions have an impact on both the global climate and air quality.
Management and Control
To reduce emissions, Munich Airport pursues an ambitious CO₂ management approach as part of its Net Zero strategy. The goal is that the operation of the airport will leave no CO₂ in the atmosphere from 2035 onward. This means that emissions within our control (Scope 1 and Scope 2) will be reduced by at least 90 percent. The remaining maximum of ten percent is to be actively and permanently removed from the atmosphere through suitable projects. To achieve net-zero emissions, measures are being implemented in four areas: energy supply, airport technical facilities, buildings, and the vehicle pool.
The basis for all climate protection measures is reliable and internationally comparable recording of CO₂ emissions. Based on these data, the CO₂ footprint is calculated in accordance with the internationally recognized Greenhouse Gas Protocol, providing a detailed breakdown of the airport’s greenhouse gas emissions.
For the assessment of air quality at and around the airport, nitrogen oxides and particulate matter are of particular importance. These parameters are recorded through measurements in accordance with the requirements of the 39th Federal Immission Control Ordinance. This includes not only emissions caused by the airport and flight operations, but also large-scale background pollution, for example from agricultural and industrial processes, residential heating, energy generation, and road traffic. Measurements are carried out year-round and continuously at multiple locations in the airport environment. In addition, during the growing season from spring to autumn, biomonitoring is conducted using ryegrass and kale, as well as so-called honey monitoring, in order to examine possible impacts of the airport on animal feed and food.
Furthermore, FMG is involved in projects together with partners to advance the reduction of greenhouse gas emissions and the improvement of air quality. A bundle of measures and projects is intended to support companies based at the airport – particularly airlines – in reducing their own CO₂ emissions. The reduction of these Scope 3 emissions is being advanced in close cooperation with partners. Among other things, FMG is a founding member of Aviation Initiative for Renewable Energy in Germany e. V. The organization is committed to increasing the availability and use of aviation fuels from renewable energy sources in the aviation sector.
Results and Development
The effectiveness of the implemented measures is reviewed regularly. FMG participates annually in the Carbon Disclosure Project (CDP) ranking, which evaluates the climate strategy, climate data, and the quality and effectiveness of measures to reduce greenhouse gas emissions. In addition, FMG participates in the certification system of Airports Council International to obtain the ACA (Airport Carbon Accreditation) label, as well as in the Environmental and Climate Pact Bavaria and the Munich Climate Pact. The latter is an initiative of the City of Munich together with major Munich-based companies aimed at contributing to the planned climate neutrality of the city by 2035.
The results of air quality measurements at Munich Airport have for years shown concentrations significantly below the currently applicable legal limits for the protection of human health for nitrogen oxides and particulate matter. Even with regard to the new European Air Quality Directive, the stricter limits applicable from 2030 are already being met today. In addition, the results of biomonitoring and honey monitoring confirm compliance with the applicable maximum levels under food and feed law. The continuous publication of data ensures transparency toward the public and the competent authorities.
Targets and Measures
The strategic sustainability program serves as the roadmap for sustainable corporate development. In this program, targets are defined for each material topic and are further specified through individual measures. As part of annual target discussions, the program is updated with the respective divisions and target achievement is assessed.
Sustainability program
Target | Measure | End of measure | Status in % |
|---|---|---|---|
Climate strategy Net Zero 2035 | Planning and implementation of suitable measures to reduce Scope 1 and Scope 2 emissions | Ongoing | Ongoing |
Planning and implementation of suitable removal measures, for example including the «MUC Climate Forest» project | 2035 | Ongoing | |
Planning and implementation of suitable measures to reduce Scope 3 emissions among customers and partners | 2035 | Ongoing |
Relation to Strategy 2030+
Relation to Business Model
Sustainable Development Goals
7, 13, 17
Key Figures Year-on-Year
Energy consumption and emissions
Greenhouse gas emissions
Pollutant concentrations
Air pollutants
Munich Airport also measures the performance of its managers using non-financial key performance indicators. The «CO₂ Savings» key performance indicator measures the reduction in emissions achieved through the targeted implementation of CO₂ reduction measures. These measures are described in the Group Management Report, and their development is presented transparently.
Key Performance Indicators
Target Achievement
Outlook
Further Information
Climate protection strategy
CO₂ Savings: Our Path to Net Zero
Air quality: Consistent monitoring
Net Zero
Air Quality
Examples
Efficient water and energy consumption, circular economy
Significance and Impact
Munich Airport places high importance on protecting natural resources and limiting environmental impacts during operations and expansion measures. The energy consumption of an international airport is comparable to that of a small town. Therefore, the efficient and responsible use of natural resources is of particular importance.
The airport’s own block heat and power plant is a central element of the energy supply at Munich Airport. The largest share of waste and recyclable materials originates from affiliated companies, companies based at the airport, as well as from the airlines. In addition to energy and waste, water consumption also plays a key role; it is required, among other things, for drinking water supply, fire protection water provision, and building systems. The efficient use of energy, water, and materials is therefore an essential component of a resource-efficient operation of the airport.
Management and Control
Flughafen München GmbH is authorized to independently manage waste in accordance with the Circular Economy Act. Priority is given to waste prevention and the return of recyclable materials to the material cycle.
For a sustainable energy supply, photovoltaic systems on the airport premises are being significantly expanded. In addition, renewable electricity is procured, and an additional power grid is even being developed to ensure a reliable supply of the required quantities. In addition, the airport’s own block heat and power plant will be operated using gas from renewable sources – so-called biomethane.
At Munich Airport, consistent attention is paid to the efficient use of water. In the terminals, water-saving fixtures reduce consumption. For non-drinking water purposes – such as irrigation of green areas or cleaning of roads and channels – shallow groundwater is used, thereby reducing drinking water consumption. At the fire training ground, collected storm water replaces clean drinking water for firefighting exercises.
In car wash facilities, the wastewater generated is treated and reused multiple times. In addition, a complex drainage system ensures that wastewater is collected separately depending on its origin, treated, and reused wherever possible. For example, glycol-containing wastewater from aircraft de-icing is collected and processed at the on-site recycling facility into ready-to-use aircraft de-icing agents. This reduces the need for new de-icing agents and thus contributes to resource conservation.
A modern monitoring system with groundwater measuring points and measuring equipment in ditches and streams ensures comprehensive qualitative and quantitative monitoring.
The Environmental Department, with the team «Water, Soil, Air,» develops strategies for water management, provides the technical basis for water law approval procedures, and monitors the impact of the airport on water bodies through extensive monitoring. The operation of water management facilities and the block heat and power plant is assigned to the Technical service division. These different perspectives complement each other and ensure innovative solutions as well as effective monitoring.
The environmental management system is certified in accordance with ISO 14001, EMAS, and ISO 50001 and includes regular internal audits as well as external audits. The results are published in the Environmental Report.
Results and Development
Munich Airport has continuously reduced drinking water consumption in recent years and increased the recycling rate for waste. On average, around 55 percent of the glycol used for aircraft de-icing can be treated on site and reused for aircraft de-icing. The results of groundwater and surface water monitoring show that the construction and operation of the airport have no adverse effects on the quality and quantity of groundwater and surface waters.
Progress is also evident in the energy sector: efficiency measures, the expansion of renewable energies, and the planned conversion of the block heat and power plant contribute to the reduction of energy-related CO₂ emissions.
Certifications in accordance with ISO 14001, EMAS, and ISO 50001 have been successfully maintained. The environmental management system is regularly reviewed and further developed in order to integrate new technologies, comply with legal requirements, and implement innovative environmental projects. Results and evaluations are published transparently to comprehensively inform the public and authorities.
Targets and Measures
The strategic sustainability program serves as the roadmap for sustainable corporate development. In this program, targets are defined for each material topic and are further specified through individual measures. As part of annual target discussions, the program is updated with the respective divisions and target achievement is assessed.
Sustainability program
Target | Measure | End of measure | Status in % |
|---|---|---|---|
Responsible use of drinking water | Increased use of service water instead of drinking water through the construction of process water wells | 2028 (extended) | 75 |
Establishment, operation, and ongoing development of the environmental management system in accordance with EMAS and DIN EN ISO 14001 | Management of the environmental management system in accordance with EMAS and DIN EN ISO 14001 for FMG, including the execution of internal and external audits as well as recertification and revalidation | Ongoing | Ongoing |
Raising awareness among employees for environmental aspects related to their work | Promoting more environmentally conscious behavior among the workforce (for example through resource conservation, sustainable commuting, waste generation and recycling) | Ongoing | Ongoing |
Relation to Strategy 2030+
Relation to Business Model
Sustainable Development Goals
6, 7, 12, 13, 15
Key Figures Year-on-Year
Drinking water
Process water
Wastewater
Waste
De-icers
Energy intensity coefficient
Energy consumption and emissions
Further Information
Scope 1 and Scope 2
Resources
Water and Water Protection Brochure
Examples
Promotion and preservation of the diversity of animal and plant species on airport grounds
Significance and Impact
The sealing of surfaces as well as the expansion and operation of the airport inevitably result in interventions in the natural environment of the airport site. These interventions affect both internal operational areas and the surrounding ecosystem. To minimize negative impacts on flora and fauna, Munich Airport implements ecological compensation and replacement measures. The goal is to ecologically enhance existing areas, preserve and promote biodiversity, and provide suitable habitats for species of the original fen landscapes.
Around half (54 percent) of the approximately 1,600-hectare airport site consists of green areas. Particularly within the security fence, on the green areas between the runways and their infrastructure facilities, targeted maintenance has created species-rich vegetation and ecologically valuable habitats, especially for rare meadow breeders. In the peripheral zone (green belt), i.e., in the immediate vicinity of the airport site, the landscape has been structured through species-rich extensive meadows and woody vegetation covering approximately 250 hectares. In this way, erosion and noise protection for the surrounding area has also been created; in addition, the peripheral zone serves as a buffer, integrating the airport into the landscape. In addition, more than 520 hectares of compensation areas have been created. This biotope network system consists of corridors with extensively used nutrient-poor grassland, tall herbaceous vegetation, wetland habitats, amphibian spawning waters, forest parcels, and shrub strips. The responsible nature conservation authorities have confirmed that these areas were created and maintained in compliance with all requirements. With their structurally and species-rich vegetation, these areas contribute significantly to biodiversity in the region.
Management and Control
The planning, implementation, maintenance, and monitoring of ecological measures are carried out within FMG by several responsible specialist departments. This includes systematic monitoring of animal and plant populations as well as evaluation of the effectiveness of measures on the airport site and in adjacent areas. The 666-hectare airport meadows in the European bird sanctuary «Nördliches Erdinger Moos» provide a central habitat for endangered meadow breeders.
The airport has once again been recognized as a «Blühender Betrieb» («Blooming Company»). The award, whose criteria include near-natural and insect-friendly area design, a continuous supply of flowering plants, overwintering structures, and the avoidance of widespread chemical plant protection products, confirms its success. In addition, the airport is participating in the Environmental and Climate Pact Bavaria from 2024 to April 2027. For its long-standing commitment, FMG received the Gold Award in 2023, which is granted to companies that participate in the initiative for the fifth consecutive time.
Results and Development
The ecological compensation and replacement measures have created species-rich vegetation structures and valuable habitats. The proper establishment of more than 520 hectares of compensation areas and the stable development of the airport meadows demonstrate their effectiveness. In addition, the test plantings of climate-adapted tree species carried out in 2024 mark a step toward the long-term adaptation of these areas to future climatic changes.
Targets and Measures
The strategic sustainability program serves as the roadmap for sustainable corporate development. In this program, targets are defined for each material topic and are further specified through individual measures. As part of annual target discussions, the program is updated with the respective divisions and target achievement is assessed.
Sustainability program
Target | Measure | End of measure | Status in % |
|---|---|---|---|
Maintaining and promoting biodiversity at and around the airport | Conducting regular «faunal monitoring» on the airport meadows, on the airport campus, and in subareas of the bird sanctuary «Nördliches Erdinger Moos» | Ongoing | Ongoing |
Coordination of maintenance with the species present and their requirements for the preservation of biodiversity on the airport meadows | Ongoing | Ongoing | |
Continuous development of environmental education offerings and nature conservation topics for external visitors, interested parties, representatives of authorities, and employees (flyers, brochures, posters, inter- and intranet, etc.) | Ongoing | Ongoing | |
Establishment and enhancement of insect-friendly biotopes (e.g., flowering meadows at the observation hill, installation of insect hotels, tree planting in the Visitors Park) | Ongoing | Ongoing | |
Pilot project «Grazing» (Beweidung) at Lange Hacken in the Freisinger Moos | 2029 | 20 |
Relation to Strategy 2030+
Relation to Business Model
Sustainable Development Goal
15
Key Figures Year-on-Year
Further Information
Biodiversity
Smart Biotope Management for Air Traffic Control
Nature Conservation
Bird Protection
Birdlife and Flight Operations
Bavarian Environmental Pact
Award for Nature Conservation Commitment
Examples
Improvement of access by rail or road, sustainable construction and mobility infrastructure
Significance and Impact
Munich Airport has continuously developed since its opening at the current site in 1992. The operation of the airport is associated with significant environmental, social, and economic impacts. It is considered a major job engine for Bavaria and a key location factor for internationally active companies. As one of the largest intermodal transport hubs in Europe, the airport depends on high-performance transport infrastructure.
The above-average growth of the Munich metropolitan region also leads to increasing demand in air transport and consequently to the need for demand-oriented infrastructure at the site. The expansion of the airport, including the construction of the Terminal 1 pier with a total area of around 95,000 square meters and additional capacity for up to six million passengers per year, serves to meet this demand. At the same time, negative impacts on the environment and the region arise, such as emissions and noise, which are addressed through compensation and noise protection measures.
Management and Control
As part of the Corporate Strategy 2030+, targets have been defined to improve rail access, further develop the airport as a real estate location, and expand charging infrastructure as part of the electromobility strategy.
For example, the existing charging infrastructure at Munich Airport is to be significantly expanded by 2030. The electromobility strategy is a central lever for achieving the climate targets of Munich Airport. The electrification of vehicle fleets and the provision of efficient charging infrastructure are intended to contribute to CO₂ reduction and the sustainable development of the site. For example, the subsidiary AeroGround Flughafen München GmbH, which is responsible, among other things, for passenger transport, is gradually converting its bus fleet completely to electric drives.
New buildings are being constructed around the development areas of the LabCampus innovation site («Airsite West»). The first buildings are already operated using geothermal energy from shallow groundwater for climate control, feature green roofs, and have photovoltaic systems on the roofs.
High requirements for climate protection have been defined for the further expansion of the airport and airport buildings. The Terminal 1 pier is financed with an investment volume of around € 665 million from internal resources and is currently one of the most significant infrastructure projects at the airport. In addition, a new rental car center is planned for 2028.
Results and Development
The basis for the expansion of charging infrastructure is Munich Airport’s electromobility strategy. It was developed together with the Fraunhofer IAO, confirmed through a comprehensive needs analysis, and its results were additionally validated. Despite temporary market fluctuations, the electromobility strategy remains fully valid due to unchanged regulatory requirements and climate targets. Across the campus – both landside and airside – a total of 628 AC (Type II) and 67 DC charging points (CCS) will be available at the beginning of 2026.
The first buildings of the LabCampus – LAB 48 and LAB 52 with the AirportAcademy – have been completed.
The new pier at Terminal 1 creates additional capacity and expands the infrastructure on the western apron. Commissioning is scheduled for the first half of 2026.
Further infrastructure projects, including a rental car center with around 5,600 parking spaces, are in planning. An overview of ongoing and planned construction projects is available on the airport’s website.
Targets and Measures
The strategic sustainability program serves as the roadmap for sustainable corporate development. In this program, targets are defined for each material topic and are further specified through individual measures. As part of annual target discussions, the program is updated with the respective divisions and target achievement is assessed.
Sustainability program
Target | Measure | End of measure | Status in % |
|---|---|---|---|
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 |
Demand-oriented and economic development of airport property | Further development of the urban development concept LabCampus and implementation of construction measures on LabCampus (Cluster 1) | 2034 (extended) | 25 |
Procurement of affordable living space for employees in coordination with the municipalities of the region | 2035 (extended) | 10 | |
Medium-term improvement of rail access | Review of the feasibility of additional regional connections, e.g. to the Allgäu, even before the second main line is put into operation | 2026 (extended) | 50 |
Subject to the inclusion of long-distance rail access to the airport in the Deutschlandtakt, development of an interim stage for a long-distance railway station in order to enable individual long-distance trains to be routed to the airport in the medium term | 2026 (extended) | 50 |
Relation to Strategy 2030+
Green mobility hub
Economic premium hub
Relation to Business Model
Sustainable Development Goals
9, 11
Further Information
Infrastructure: Expansion for increasing mobility needs
Real Estate business unit
Energy concept: multiple solution approaches
Electromobility: High Contribution to CO₂ Savings
Construction Projects at the Airport
Current Transport Projects
Employees and society
Examples
Prevention of workplace accidents, maintaining employability, health promotion programs
Significance and Impact
Occupational Health and Safety has a high priority at Munich Airport. Airports are complex working environments with many potential hazards, for example due to the handling of machinery in aircraft handling and working under varying weather conditions. Proactive and preventive occupational health and safety takes all necessary measures to prevent accidents at work, injuries, and occupational illnesses.
FMG pursues a holistic approach that combines Occupational Health and Safety, occupational medicine, and health promotion, and is implemented Group-wide. This is based, among other things, on relevant key figures that ensure transparency of developments and provide the basis for deriving measures. The physical and mental health and well-being of our employees are our highest priority. In addition, as an employer, we have a duty to prevent hazards and accident risks in the workplace and to create healthy working conditions.
Management and Control
Our commitment to consistent occupational health and safety is firmly anchored in our leadership and corporate culture. The employer, with the support of the divisions for health management, Occupational Health and Safety, occupational medicine, and the works council, takes the necessary measures to prevent workplace accidents, injuries, and work-related illnesses, and to maintain and promote health. Regular occupational health and safety training and seminars are held for employees and managers. In addition, employees receive annual instruction on workplace hazards. On top of that, we offer a web-based training course on the basics of Occupational Health & Safety.
There are numerous programs available to employees in the areas of physical activity, nutrition, ergonomic consulting, and mental health. Health promotion programs are provided free of charge to employees. This also includes the company’s own fitness studio. The offering is complemented by lectures, action days, and the «RV Fit» prevention program, which is offered in cooperation with the German Pension Insurance.
Since the beginning of 2024, employees have also had access to a support service for psychological stress. Employees can find information on current health topics on the intranet.
In the annual report «Joint Task, Shared Responsibility», Occupational Health and Safety, occupational medicine, and health management provide a comprehensive overview of all topics. Compliance with Occupational Health and Safety policies is supplemented by company agreements. The appointment of an anti-discrimination officer strengthens protection against discrimination and creates an independent, confidential point of contact for a respectful and safe working environment. Based on the German General Equal Treatment Act, the officer develops clear procedures, support services, and preventive awareness measures together with the works council.
Results and Development
Occupational Health and Safety has a high priority at Munich Airport. Through a forward-looking and preventive approach, measures are taken to avoid workplace accidents, injuries, and Occupational Illnesses, and to promote the health and well-being of employees. The aim is also to avoid hazards and accident risks in the workplace and to create healthy working conditions.
FMG was awarded the Corporate Health Award in November 2025. The presentation of this nationally recognized award underlines that the airport’s health concept is firmly integrated into business processes and is continuously being developed.
Innovative approaches such as the use of robotics to reduce strain during lifting activities for employees, or a prevention program tailored to the requirements of shift work, further strengthen the physical and mental health of employees in the long term.
Targets and Measures
The strategic sustainability program serves as the roadmap for sustainable corporate development. In this program, targets are defined for each material topic and are further specified through individual measures. As part of annual target discussions, the program is updated with the respective divisions and target achievement is assessed.
Sustainability program
Target | Measure | End of measure | Status in % |
|---|---|---|---|
Maintaining and improving the employability of employees (target group-specific health promotion programs) | Introduction of health promotion measures on the topic of women’s health | 2025 | 100 |
Improvement of occupational health and safety | Procurement of occupational safety clothing and personal protective equipment including optimization of the procurement process | 2026 (extended) | 20 |
Reducing mental stress for employees | Appointment of an anti-discrimination officer in accordance with the German General Equal Treatment Act (AGG), development of a company agreement, and establishment of processes and structures | 2026 (extended) | 50 |
Relation to Strategy 2030+
Relation to Business Model
Sustainable Development Goals
3, 8
Key Figures Year-on-Year
Occupational Health and Safety
Incident frequency
Sick leave rate
Occupational illnesses
Employees with disabilities
Munich Airport also measures the performance of its managers using non-financial key performance indicators. The Lost Time Incident Frequency Rate (LTIF) relates the number of workplace accidents to the total hours worked. The LTIF is presented in the Group Management Report, and its development is disclosed transparently.
Key performance indicators
Target achievement
Outlook report
Further Information
Occupational health and safety: Staying physically and mentally fit
Annual Report on Occupational Health and Safety, Occupational Medicine, and Health Management
Munich Airport Receives Excellence Seal for Health Management
Examples
Wide range of training and development programs, diversity, competitive working conditions
Significance and Impact
8,977 employees of over 100 nationalities shape the international diversity at Munich Airport. As the second-largest employer at the site, the company makes an important contribution to the economic strength of the region. To achieve our economic objectives, we are increasingly focusing on the efficient and responsible deployment of our employees as well as optimal HR processes. Against the backdrop of demographic change, the continuous recruitment of qualified employees and the retention of the existing workforce – particularly to ensure the smooth operation of the airport – are of key importance. Positioning as an attractive employer remains a central strategic topic.
The diverse range of tasks, long-term employment prospects, and a reliable framework defined by collective agreements have a positive impact on motivation, retention, and corporate culture. Offerings for personal development, health promotion, and work-life balance support a sustainable working environment. The Group-wide corporate division «People & Culture» (PC), newly established in 2025, consolidates the previously separate strategic and operational HR units and covers the full range of modern HR work. In 2026, a key focus will be on digitalization topics such as cloud-based personnel management across the entire hire-to-retire process as well as data- and driver-based workforce planning.
Management and Control
Munich Airport relies on a broad range of measures to ensure an attractive, appreciative, and development-oriented working environment. These include salary adjustments governed by collective agreements, programs for personal and professional development, health offerings, and measures to support work-life balance. The guide «Work and Family Compatibility» communicates the existing company framework conditions. Representative bodies contribute to codetermination and the further development of the company. The AirportAcademy has been a central partner for employee qualification for many years.
Results and Development
The airport reports regularly in the Personnel and Social Report on HR-related developments, thereby creating transparency. Regular employee surveys provide insights into employees’ perceptions and satisfaction and serve to further develop measures.
Offerings for development, work-life balance, and health promotion are continuously expanded. The consolidation of HR-related functions into «People & Culture» strengthens the coherent alignment toward corporate culture, collaboration, and development.
Targets and Measures
The strategic sustainability program serves as the roadmap for sustainable corporate development. In this program, targets are defined for each material topic and are further specified through individual measures. As part of annual target discussions, the program is updated with the respective divisions and target achievement is assessed.
Sustainability program
Target | Measure | End of measure | Status in % |
|---|---|---|---|
Strengthening employer attractiveness – internally (employee retention) and externally (employer branding) | Modernization and reorganization of the job evaluation and remuneration system for non-tariff employees | 2026 (extended) | 75 |
Strengthening the employer image in the region and beyond, for example through a corporate influencer program and career events | Ongoing | Ongoing | |
Further development of new development and talent formats and introduction of new learning management software | 2026 (extended) | 80 | |
Creation of alternative compensation incentive systems for all employees, taking into account the currently applicable collective agreements | 2026 (extended) | 50 | |
Increase in the quality of leadership | Continuation of regular management dialogues and derivation of corresponding measures for the targeted and needs-oriented development of competencies | Ongoing | Ongoing |
Qualitative and quantitative matching of employee requirements | Employee development through targeted training hours and development programs | Ongoing | Ongoing |
Maintaining recruiting activities for required positions and areas (for example apprenticeships/dual study programs, university interns, specialists) | Ongoing | Ongoing | |
Establishment of diversity management
| Development of measures similar to the various aspects of diversity set out in the Diversity Charter | Ongoing | Ongoing |
Equal participation of all genders in executive positions in the Munich Airport Group in accordance with the targets set out in the Group Management Report | Ongoing | Ongoing |
Relation to Strategy 2030+
Relation to Business Model
Sustainable Development Goals
4, 5, 8
Key Figures Year-on-Year
Employees
Number of employees covered by collective bargaining agreements
Age Structure
Managers
Parental leave
Fluctuation
Training hours
Nationalities
Employees’ place of residence
Further Information
Employer: positive effects for the region
Personnel Strategy: Employees and Corporate Development in Focus
Munich Airport as an Employer
Offers and Benefits for Employees
Examples
Noise protection for local residents, low-noise flight procedures
Significance and Impact
Aircraft noise cannot be completely avoided at an international hub airport such as Munich Airport. For the surrounding municipalities and their residents, noise exposure represents a direct impact of the operation of the airport and may affect their quality of life. Munich Airport uses all available options to keep noise emissions as low as possible.
Management and Control
Reducing aircraft noise and providing comprehensive protection for local residents is a key concern for Munich Airport in its partnership with its neighbors. Together with airlines and air traffic control, we have been active in all areas of noise protection for many years. This includes noise-reducing measures in arrival and departure procedures, cooperation with airlines and air traffic control, and, for example, noise-related charges to support the use of low-noise aircraft types.
Our goal is to keep noise emissions at and around Munich Airport as low as possible. Since 1992, Munich Airport has also invested € 62 million in structural noise protection measures. Legal frameworks such as the German Air Traffic Noise Act define the framework within which a balanced approach is sought between the interests of local residents, environmental concerns, and economic and mobility-related requirements.
Relevant stakeholders, including municipalities and authorities, meet regularly in the aircraft noise commission to advise the supervisory and safety authorities on measures to protect against aircraft noise and air pollution caused by aircraft. In addition, a noise action plan has been developed by the Government of Upper Bavaria, describing existing and future measures to reduce aircraft noise in the vicinity of the airport. Through noise-based landing charges, Munich Airport influences the types of aircraft used, ensuring that airlines operating low-noise aircraft benefit from a tiered, wide-ranging fee structure.
Operational responsibility lies with the organizational unit RCUL (Noise and Noise Protection). It monitors aircraft noise through stationary and mobile measurements, processes noise complaints and public inquiries, prepares reports, monitors night flight regulations, and carries out aircraft noise calculations. It is also responsible for active and passive noise protection and supports noise-related planning and approval procedures.
Results and Development
The results are recorded through stationary and mobile noise measurement systems that continuously monitor aircraft noise in the region. In addition, the platform «FluglärmüberwachungOnline» provides current measurement values and traffic data in real time. This data enables continuous monitoring of developments in the noise situation. It also forms the basis for reporting on noise immissions and for the regular evaluation of active and passive noise protection measures.
Targets and Measures
The strategic sustainability program serves as the roadmap for sustainable corporate development. In this program, targets are defined for each material topic and are further specified through individual measures. As part of annual target discussions, the program is updated with the respective divisions and target achievement is assessed.
Sustainability program
Target | Measure | End of measure | Status in % |
|---|---|---|---|
Continuous aircraft noise monitoring | Continuous monitoring of aircraft noise (stationary and mobile) in the airport region using innovative technology, with real-time online communication | Ongoing | Ongoing |
Complaint management | Response to aircraft noise complaints, including via the «Noise Protection Service Hotline» | Ongoing | Ongoing |
Reduction of noise emissions | Noise Action Plan of the Government of Upper Bavaria for Munich Airport with measures for noise reduction | Ongoing | Ongoing |
Noise-based charges as an incentive for airlines to operate quieter aircraft at Munich Airport | Ongoing | Ongoing | |
Passive noise protection | Service program «cast resin panes» | 2025 | 100 |
Relation to Strategy 2030+
Relation to Business Model
Sustainable Development Goal
3
Key Figures Year-on-Year
Measured noise
Distribution of operating directions
Noise complaints
Further Information
Noise Protection: Current Values
Noise protection: minimizing exposure as much as possible
Examples
Collaboration with municipalities and stakeholder groups as well as awarding contracts in the region
Significance and Impact
Munich Airport is one of the most important economic factors in Bavaria. With around 37,000 employees, it is one of the largest workplaces in the state. The direct, indirect, and induced value creation generated annually by all companies and authorities at the airport site amounts to several billion euros. This economic performance extends far beyond the airport region – approximately one in every hundred euros generated in Bavaria can be attributed to economic activities at Munich Airport. In addition to value creation and employment, the connection to the air traffic network provides significant location advantages for internationally active companies, which in turn promotes additional jobs and investment in the region. The positive economic effects of a high-quality connection to the air traffic network include increased productivity, a high level of innovation, and dynamic development of adjacent industries. At the same time, challenges can also be observed, such as rising rental price levels as a result of the continuous influx of people into the airport region.
Management and Control
Of the approximately 4,000 suppliers of goods and services for the Flughafen München Group, the majority come from the region. This regional focus ensures short transport routes, reduces CO₂ emissions, and strengthens local companies. A key link between the airport and the region is the Regional Office, which maintains close contact with municipalities, residents of the region, and representatives from politics, business, and public administration. The Regional Office team is responsible for maintaining continuous dialogue, identifying the concerns of neighboring municipalities at an early stage, and jointly developing solutions. In addition, the Munich Airport Group is actively involved in supporting around 350 projects in the fields of sports, education, culture, social affairs, and the environment. This commitment is realized through sponsorships and donations, including donations in kind. The goal is to be a reliable partner and responsible neighbor that contributes to the quality of life and development of the region.
Results and Development
The success of this engagement and the effects of the economic contributions are regularly evaluated through external studies and surveys. The employment survey and value creation study provide up-to-date structural data and demonstrate the positive economic effects for the airport region as well as the European Metropolitan Region of Munich. In addition, the acceptance study «The Airport from the Perspective of Its Neighbors» assesses the perception of the airport among the population and provides important impulses for the further development of regional involvement – these insights are directly incorporated into strategic planning and the further development of sustainability targets. The Munich Airport Group sees itself as an active co-creator of regional development and regularly reviews the effectiveness of its measures in order to generate long-term positive momentum for the economy, society, and the environment.
Targets and Measures
The strategic sustainability program serves as the roadmap for sustainable corporate development. In this program, targets are defined for each material topic and are further specified through individual measures. As part of annual target discussions, the program is updated with the respective divisions and target achievement is assessed.
Sustainability program
Target | Measure | End of measure | Status in % |
|---|---|---|---|
Ensuring a good neighborly relationship with the region | Regular and direct dialogue with all key stakeholders in the region via established dialogue platforms (Communities Council and Airport Forum) and additional selected formats, participation in the IBA project initiative Neighborhood Region (until 2034), analysis and communication of neighborhood relations | Ongoing | Ongoing |
Integration of the airport within the region | Involvement in various regional committees within the fields of business and tourism, such as the IHK Regional Committee Erding/Freising (IHK-Regionalausschuss Erding/Freising), the Tourism Association of the Erding Region (Tourismusverein der Region Erding e.V.), and the European Metropolitan Region Munich (Europäische Metropolregion München e.V.) | Ongoing | Ongoing |
Cooperative location development, realization of joint projects between the Munich Airport Group and local authorities with the aim of achieving a win-win situation (e.g. optimization of cycle path connections) | Ongoing | Ongoing | |
The Munich Airport Group’s assumption of social responsibility within the region | Support for initiatives and organizations with a charitable background in the areas of sports, social affairs, culture, education, and nature | Ongoing | Ongoing |
Review of regional sponsorship priorities and evaluation instruments, as well as on-site presence at supported events and regular relationship management with sponsorship partners | Ongoing | Ongoing | |
Support of measures and regional cooperation projects that fall within the area of corporate responsibility (cooperation with Lebenshilfe Freising and the community foundations of Erding and Freising) | Ongoing | Ongoing | |
Demonstrating the airport’s significance as an economic and locational factor in the region | Analysis and quantification of the airport’s significance as an economic factor and qualitative description of the airport as a location factor (e.g. value added effects, employment survey, and representation of annual supply and service relationships) | Ongoing | Ongoing |
Relation to Strategy 2030+
Relation to Business Model
Sustainable Development Goals
9, 17
Key Figures Year-on-Year
Determination of value creation
Distribution of value creation
Donations and sponsoring
Population development in the neighboring municipalities
Further Information
Community engagement
Supply relationships: a focus on the region
Key Economic Factor: How the Airport Creates Value
Employment Survey and Value Creation Study
Value Creation for Airport & Region
Communities Council
Example
Non-discriminatory access in the design of infrastructure, services, and working conditions
Significance and Impact
Accessibility and inclusion relate to the design of infrastructure, services, and working conditions with the goal of ensuring non-discriminatory access for people with disabilities. This makes it possible for all people to use the airport safely, independently, and on an equal basis, while also complying with legal requirements. Accessible terminals, guidance systems, appropriate sanitary facilities, and the Mobility Service enable people with disabilities to use the airport without disadvantage. This increases safety, improves service quality, and strengthens trust in the airport. If these requirements are not adequately met, this can lead to longer waiting times, complaints, or legal issues. Accessibility and inclusion are also of central importance for the company itself. Employers in Germany are legally required to fill at least 5 percent of their positions with severely disabled people (§ 154 SGB IX); the number of employees with severe disabilities at the airport has been well above the legal requirements for years. Accessibility and inclusion influence working conditions, Occupational Health and Safety, and attractiveness as an employer. Good implementation supports equal opportunities and employee retention, while deficiencies can lead to legal risks and burdens for employees.
Management and Control
FMG organizes accessibility and inclusion through clearly defined areas of responsibility. An Inclusion Officer has been appointed within the company to fulfill legal obligations.
Passenger Services are responsible for passengers with reduced mobility; support is provided through the Mobility Service in accordance with European regulations and generally following registration via the respective airline. Mobility Service Points are also available. Responsibility for technical and structural accessibility lies with the engineering and real estate divisions and includes, among other things, accessible pathways, elevators, guidance systems, clear signage, and accessible sanitary facilities. The Inclusion Officer and the Council for Employees with Disabilities are responsible for the concerns of employees with disabilities. In cooperation with the relevant divisions such as Occupational Health and Safety and Human Resources, they ensure accessible workplaces, fair and non-discriminatory processes, and compliance with legal requirements for employing people with severe disabilities. The effectiveness of the measures is regularly reviewed and evaluated. Particularly in the area of passenger services, key figures are used to manage and improve the Mobility Service, and mandatory «disability awareness» training is offered to all employees working in passenger-related areas to improve service quality.
Results and Development
In passenger operations, key accessibility measures are firmly established. People with reduced mobility can use a free Mobility Service, which provides a clearly defined process from registration through check-in and security screening to boarding. At security and passport control, affected individuals can use the designated fast lane; passengers with pacemakers, implants, or prostheses can be screened without scanners upon request. The airport has largely accessible infrastructure. All parking garages offer accessible parking spaces close to the terminals or in the immediate vicinity of elevators. Holders of a disability ID receive a 50 percent discount on regular parking rates. Parking machines are wheelchair-accessible, and at least one machine per location is equipped with induction loops for people with hearing impairments.
Terminal 2 has for many years been considered a positive example and was designed to be accessible from the outset, including tactile floor guidance systems, Braille signage, and high-contrast step markings. Additional services such as induction systems at information desks, wheelchair-accessible service counters, special information materials for people with autism, and the Sunflower Program for non-visible disabilities complement the offering.
Through cross-functional collaboration between internal and external subject-matter experts, inclusive structures for employees are created. FMG is a member of the «UnternehmensForum,» an association of medium-sized and large companies committed to inclusion, thereby achieving strong reach in political and employer association contexts. In the airport region, FMG also implements various inclusion projects – including cooperation with Lebenshilfe Freising, which includes a multi-stage internship program supported by specialist divisions, the Council for Employees with Disabilities, and the Inclusion Officers.
Targets and Measures
The strategic sustainability program serves as the roadmap for sustainable corporate development. In this program, targets are defined for each material topic and are further specified through individual measures. As part of annual target discussions, the program is updated with the respective divisions and target achievement is assessed.
Sustainability program
Target | Measure | End of measure | Status in % |
|---|---|---|---|
Inclusion and Consideration | Planning and implementation of suitable measures to increase accessibility at Munich Airport | Ongoing | Ongoing |
Relation to Strategy 2030+
Relation to Business Model
Sustainable Development Goal
8
Key Figures Year-on-Year
Employment of people with disabilities
Further Information
Accessible Traveling
Sunflower Program
Accessible Travel at Munich Airport
Access to the Airport: Removing Barriers
Living Inclusion: Support for Employees with Health Impairments
Company and governance
Examples
Safeguarding all corporate interests, corporate governance, risk and opportunity management, sound economic conduct, and planned use of financial resources
Significance and Impact
The wide range of changes and new requirements highlights how important resilient corporate leadership is for the future viability and sustainable development of companies. Resilient organizations are able to identify risks and opportunities at an early stage and adapt effectively to external influences. For Munich Airport, transparency and active dialogue with all stakeholder groups play a central role. Continuous exchange with stakeholders, responsible handling of financial resources, and sound economic conduct form the basis for the long-term success of the business model.
Munich Airport is committed to a sustainable corporate policy based on economic, environmental, societal, and social objectives. This orientation supports acceptance of the airport and the long-term development capability of the business model.
Management and Control
Munich Airport is in continuous dialogue with its stakeholders – both internally within the company and at local, regional, national, and international levels. Subject-matter experts represent the Group in working groups of relevant industry and business associations. This enables the pooling of expertise and the development of solutions to challenges arising, for example, from political or economic developments.
Compliance with national laws and international guidelines, regulatory requirements, and internal regulations is an integral part of the company’s self-conception. The basis for this is the Group-wide Compliance policy. To strengthen awareness of compliance and the handling of data protection risks, regular training is mandatory for all employees. An annual compliance risk analysis forms the basis for compliance measures and complements economic risk management.
The implementation and further development of the compliance management system are carried out through clearly defined roles, responsibilities, and processes. These include, among other things, systematic risk analysis, handling of reports on potential violations, structured policy management, and an established training system. A central reporting office in accordance with the German Whistleblower Protection Act enables employees, business partners, and third parties to report potential violations securely.
The Code of Conduct plays a particularly important role as a binding guideline for conduct. It is based on the corporate culture of Munich Airport and defines key principles for values-based and legally compliant conduct. In addition, there is a separate Business Partner Code that addresses external partners and is contractually agreed in all new or amended contractual relationships. This transfers key behavioral requirements to business partners and strengthens governance standards along the supply chain.
Furthermore, employees are actively involved in corporate development. Through employee surveys as well as the work of the works council, the youth and trainee representation, and the Council for Employees with Disabilities, different perspectives and needs are taken into account.
Results and Development
Incidents, measures to eliminate violations, approaches to risk minimization, and the achieved compliance standard are regularly reported to the management and the supervisory board. The BKMS System® whistle-blower system is available to employees, business partners, and third parties to report potential violations confidentially. Compliance with policies is regularly reviewed by the responsible executives and internal audit.
In the annually published integrated report, Munich Airport provides transparent information on its business activities and presents the economic, environmental, and social aspects of airport operations in a comprehensive manner.
An important step in further development is the mandatory introduction of the Business Partner Code in all new or amended contractual relationships, as well as the parallel application of the Code of Conduct and the Business Partner Code for different target groups. The continuous development of the compliance management system – including systematic risk analysis, structured reporting, and an established reporting system – strengthens the company’s transparency and resilience in the long term.
Targets and Measures
The strategic sustainability program serves as the roadmap for sustainable corporate development. In this program, targets are defined for each material topic and are further specified through individual measures. As part of annual target discussions, the program is updated with the respective divisions and target achievement is assessed.
Sustainability program
Target | Measure | End of measure | Status in % |
|---|---|---|---|
Fulfilling Munich Airport’s corporate responsibility | Implement the «Public Environmental Communication Concept», for example by publishing measurement results in real time (noise and air), and providing transparent and comprehensive information on environmental topics via the website | Ongoing | Ongoing |
Creation of the «Water Brochure» | 2025 | 100 | |
New edition of the brochure «Birdlife and Flight Operations» | 2026 | 25 | |
Participation as a cooperation partner in Climate Pact 3 of the Munich business community with key thematic focuses such as energy efficiency, climate-friendly electricity supply, heating and cooling, sustainable mobility, circular economy, biodiversity and greening of areas, sustainable lifestyles, and digitalization | 2026 (extended) | 85 | |
Establishment of sustainable marketing | Gradual transformation of aviation marketing into «Sustainable Marketing» across the dimensions of event marketing, promotional materials, and print media | Ongoing | Ongoing |
Integration of sustainability criteria in controlling | Stronger implementation of relevant non-financial KPIs in the existing controlling tools of group controlling | 2026 (extended) | 90 |
Implementation of the Sustainable Finance Strategy and its indications | Implementation of the EU Taxonomy Regulation, including the review of business activities for taxonomy eligibility and compliance, taking into account the technical screening criteria | 2027 | 30 |
Sustainable Financing Options | Review of advantageous financing options for investments related to sustainability, particularly in process optimizations, (energy) efficiency improvements, and digitalization | Ongoing | Ongoing |
Implementation of the coporate strategy 2030+ | Implementation of the 2030+ strategy through a top-level portfolio of topics | Ongoing | Ongoing |
Quantification of Group targets and measures | Quantification of Group targets and measures in the integrated strategy and planning process | Ongoing | Ongoing |
Reinforcement of the Munich Airport Group’s resilience to breakdowns in critical business processes | Operation and continuous development of a business continuity management system | Ongoing | Ongoing |
Management of non-financial opportunities and risks and derivation of suitable measures | Introduction of systematic processes for the specific identification, prioritization, and management of non-financial opportunities and risks (e.g., climate-related risks) | Ongoing | Ongoing |
Investigations into the potential impact of extreme precipitation on Munich Airport, conducting calculations and expert assessments, as well as conceptual development of appropriate mitigation measures | 2026 (extended) | 80 | |
Review of drainage safety for extreme precipitation events (for new construction projects and further airport development) | Ongoing | Ongoing |
Relation to Strategy 2030+
Economic premium hub
Green mobility hub
Valuable growth
Modern company
Relation to Business Model
Sustainable Development Goals
8, 9, 17
Key Figures Year-on-Year
The relevant key figures are published annually in the integrated report.
Munich Airport measures the performance of its managers using financial and non-financial indicators. One key performance indicator is the Group result before taxes (EBT), which serves as the baseline for determining earnings performance. The EBT is presented in the Group Management Report, and its development is disclosed transparently.
Key performance indicators
Target achievement
Outlook report
Further Information
Governance: responsible corporate leadership
Materiality: Analysis of stakeholder expectations
Compliance Management System
Outlook, Opportunities, and Risk Report
Stakeholder Dialog
Sustainable corporate leadership
Examples
Further development of offerings, ensuring efficiency at the Munich Airport site
Significance and Impact
The quality of our services and offerings is a key factor in the satisfaction of our customers. In an industry characterized by increasing societal pressure and intensifying competition, consistent alignment with the needs of our customers plays a central role. Service quality influences both internal processes and process stability as well as the external perception of the passenger experience.
Management and Control
The quality management system established at Munich Airport based on the international standard DIN EN ISO 9001:2015 creates structures that support the continuous evaluation and improvement of processes. To ensure a high level of service quality, FMG uses a continuous improvement process that incorporates market analyses and benchmarks from other airports. Key figure-based tools such as the Passenger Experience Index (PEI), as well as participation in the international ASQ (Airport Service Quality) survey conducted by the airport association Airports Council International (ACI), are used.
Regular participation in the Skytrax 5-Star audits, as well as additional quality evaluations – for example in parking areas, through mystery shopping, or via lounge surveys – further enhance the analysis of key passenger journey touchpoints. These tools make it possible to systematically assess the effectiveness of measures and to further develop them in a targeted manner.
Results and Development
Monthly passenger surveys provide detailed satisfaction indices. These offer insights into the perception of service and quality, passenger well-being, and the long-term effects of perceived quality. The PEI is established as one of the non-financial target metrics in the airport’s target system and serves as a management tool for deriving fields of action that sustainably improve the passenger experience.
Targets and Measures
The strategic sustainability program serves as the roadmap for sustainable corporate development. In this program, targets are defined for each material topic and are further specified through individual measures. As part of annual target discussions, the program is updated with the respective divisions and target achievement is assessed.
Sustainability program
Target | Measure | End of measure | Status in % |
|---|---|---|---|
Assurance of quality and efficiency at the Munich Airport site | Improved occupancy of space and streamlining and optimization of the center management portfolio | Ongoing | Ongoing |
Introduction of autonomous technologies | Concept development and gradual implementation of digital solutions along the passenger journey as well as autonomous transport on the apron | 2026 | 30 |
Relation to Strategy 2030+
Economic premium hub
Modern company
Relation to Business Model
Sustainable Development Goals
9, 17
Key Figures Year-on-Year
Munich Airport also measures the performance of its managers using non-financial key performance indicators. One key performance indicator is the PEI (Passenger Experience Index), which serves as a measurement model for customer satisfaction. The PEI is presented in the Group Management Report, and its development is disclosed transparently.
Key performance indicators
Target achievement
Outlook report
Further Information
Passengers Experience 5-Star Quality
Our business units: a sustainable contribution to success
Awards and Honors
Example
Strengthening the hub airport function as an international airport
Significance and Impact
Munich Airport ensures the smooth operation of air traffic and thus makes a significant contribution to the competitiveness of the economic region of Bavaria. Companies and the tourism sector benefit from a clear location advantage. The operation of the airport also has impacts on people and the environment. Noise level and pollutant emissions are particularly relevant, affecting both the immediate airport environment and neighboring communities. Internally, the development of air traffic influences capacity planning, operational management, and long-term infrastructure development. Externally, it shapes the economic development of the region, the range of global connections, and the quality of life of local residents.
Management and Control
As part of the development into a premium hub airport, the focus is on further developing the hub airport, strengthening the competitive position in the European market, ensuring the long-term system partnership with Deutsche Lufthansa AG, and expanding point-to-point traffic. In operational terms, Munich Airport aims to achieve a high level of process and service quality and seeks to differentiate itself from competitors through excellent processes. The further development of the airfreight location is also intended to strengthen the competitive position. The goal is to meet the growing demand for a high-quality travel experience. A key component in this is infrastructure development: the new pier at Terminal 1 creates additional capacity for up to six million passengers per year and enables the parallel ground handling of up to twelve short- and medium-haul aircraft or alternatively six wide-body aircraft. Key performance indicators such as traffic figures, punctuality rates, and utilization rates are used to continuously monitor the effectiveness of the measures.
Results and Development
In 2025, Munich Airport recorded significant traffic growth. A total of 43.4 million passengers used Munich Airport, representing growth of 4.4 percent compared to the previous year. Aircraft movements also increased by 3.1 percent. Both European traffic and inter-continental traffic contributed to this growth: European connections increased by 4.3 percent, while long-haul traffic rose by 8.5 percent. The continued strong demand for air travel is clearly reflected in the traffic figures and confirms the importance of Munich Airport in international air traffic. These developments are presented transparently in the statistical Annual Report and form the basis for the strategic development of the hub airport as well as for operational alignment.
Targets and Measures
The strategic sustainability program serves as the roadmap for sustainable corporate development. In this program, targets are defined for each material topic and are further specified through individual measures. As part of annual target discussions, the program is updated with the respective divisions and target achievement is assessed.
Sustainability program
Target | Measure | End of measure | Status in % |
|---|---|---|---|
Further expansion of the hub airport together with the system partner Deutsche Lufthansa AG, as well as complementary development of point-to-point air traffic in Terminal 1 and cargo traffic | Demand-oriented provision of airport infrastructure, bilateral discussions and negotiations with airlines, sustainable marketing of new flight routes to strengthen Bavaria as a business and tourism location, as well as the MUC2030 project | Ongoing | Ongoing |
Relation to Strategy 2030+
Economic premium hub
Green mobility hub
Relation to Business Model
Sustainable Development Goals
9, 17
Key Figures Year-on-Year
Traffic figures for aviation
Passenger figures
Aircraft movements
Air Traffic Figures
Further Information
Our airport
Infrastructure: Expansion for increasing mobility needs
Hub airport of the future
Examples
Fire protection, personnel and goods screening, securing the airport campus
Significance and Impact
Air traffic is fundamentally and permanently exposed to an abstract threat situation. External risks arise in particular from terrorist threats or politically motivated disruptive actions. In addition, there are operating risks that may impair the safety of flight operations. Both external and operational hazards can have significant impacts on the safe operation of the airport and affect customers as well as employees alike. The protection of people and the assurance of safe flight operations are therefore of the highest importance.
Management and Control
With regard to the prevention of external hazards (Security), Group Security assumes the airport operator’s self-protection obligations in accordance with Section 8 of the German Aviation Security Act (LuftSiG), as well as business risk prevention, and implements technical, organizational, and personnel measures to ensure the highest possible level of safety for its customers and employees. This primarily includes personnel and goods controls, the operation of the operations control center, aviation security training in accordance with national and EU-specific requirements, as well as access management. Security systems and solutions are continuously further developed. In close coordination with the competent (security) authorities, current threat situations and security-relevant developments are continuously assessed and necessary measures are implemented.
Against the background of repeated drone sightings in the vicinity of the airport, a dedicated Drone Officer function has been established. This function consolidates existing expertise and acts as a central interface to the responsible security authorities as well as external partners. In particular, these include German air traffic control (Deutsche Flugsicherung (DFS)) as well as the police authorities of the Bavarian State Police and the Federal Police.
As part of the prevention of operational hazards (Safety), the Airport Rescue and Firefighting unit is responsible on the airport premises for fire protection and technical assistance in aircraft and building fire protection, as well as emergency medical services. From its two fire stations, the emergency response teams can reach all flight operations – relevant areas within 180 seconds, thereby meeting the prescribed response times for aircraft fire protection. We prevent bird strike through dedicated biotope management, thereby maintaining the Bird Strike Rate at a low level. The operating license for Munich Airport is directly linked to certification by EASA (European Aviation Safety Agency). Under this certification, the airport must demonstrate constant compliance with relevant requirements to the responsible supervisory authority, the South Bavarian Aviation Office at the District Government of Upper Bavaria.
Results and Development
Munich Airport operates a Safety Management System (SMS), which continuously monitors ongoing flight operations and ground handling operations with regard to risks and safety-relevant developments. On this basis, targeted measures can be derived at an early stage. Regular advanced and continuing training measures take into account the fact that requirements for personnel are constantly evolving and require a high level of expertise. For employees with an airport ID, mandatory basic SMS training is also provided every two years. These measures contribute to the continuous development of existing security standards.
Targets and Measures
The strategic sustainability program serves as the roadmap for sustainable corporate development. In this program, targets are defined for each material topic and are further specified through individual measures. As part of annual target discussions, the program is updated with the respective divisions and target achievement is assessed.
Sustainability program
Target | Measure | End of measure | Status in % |
|---|---|---|---|
Ensuring smooth and efficient air traffic | Strategic further development of the FOD control program (FOD = foreign objects on airside operational surfaces) to improve FOD prevention, in particular through automation projects, with the aim of sustainably reducing FOD and waste volumes on apron areas | Ongoing | Ongoing |
Appointment of a drone officer | 2025 | 100 | |
Implementation of security awareness measures to raise awareness among employees on the campus | Ongoing | Ongoing | |
Further development and strengthening of aviation security, particularly in the areas of perimeter protection and sensor technology | Ongoing | Ongoing | |
Cyber security program | Implementation of various organizational and technical measures to improve the overall protection against cyberattacks in the areas of protect, detect, and respond | 2025 | 100 |
Relation to Strategy 2030+
Relation to Business Model
Sustainable Development Goal
9
Key Figures Year-on-Year
Fire department deployment figures
Further Information
Security: High standards
Safety/Security
FM Security
Cyber Security
Examples
Professionalization of internal processes, digital services, protection of privacy and data security
Significance and Impact
Digitalization, and in particular the use of artificial intelligence, has a significant impact on numerous aspects of working life as well as on the business model of Munich Airport. New technological possibilities are changing existing processes and promoting innovation as well as the development of new products and services. At the same time, new requirements are emerging for employees’ skills and knowledge. Externally and internally, in addition to positive effects from efficiency gains and innovation, there are also negative impacts, as the increasing use of digital technologies is associated with heightened risks in handling personal data. The widespread use of digital channels (including website visits, chatbot conversations, and online bookings) highlights the central importance of digital services for customers and passengers.
Management and Control
Munich Airport aims to remain a leader in digital innovation among European airports. To reflect the strategic importance of the topic and to shape the digital transformation together with employees and business customers, the Digital Management Support Unit was established. To promote exchange and transparency regarding digital and innovation projects, a cross-divisional platform has been established. The Digital Community serves as a central management and exchange format for ongoing digital initiatives, with clearly defined responsibilities and milestones for each topic area. Subject-matter experts from the divisions work Group-wide on the topics of Data & Analytics, Aviation, Commercial & Marketing, Workplace, and Smart City.
In 2025, Munich Airport further expanded the framework for the responsible and effective use of AI and data. Building on the AI Ethics Code introduced in 2024, binding governance structures were established through the Group-wide AI policy, the operational AI Expert Board, and clearly defined review and approval processes. At the same time, the data and AI strategy was further developed and practically embedded through the introduction of a Group-wide Data Lake and uniform data governance. Training programs – including the web-based training, which has been mandatory since October 2025 for the use of the Data Lake – as well as structured use case processes ensure that AI and data-driven applications are used both responsibly and economically and follow uniform Group-wide standards.
The protection of personal data is further ensured through the definition of roles, responsibilities, and fundamental rules, as well as through mandatory implementation and conduct rules in the FMG Group’s data protection policy.
Results and Development
In 2025, the digital strategy was further advanced and supported by key measures: with the Group-wide AI policy, the operational AI Expert Board, and the further development of the data and AI strategy, essential management instruments were established. The introduction of the Group-wide Data Lake and uniform data governance also strengthens the foundation for data-driven applications, the responsible use of which is ensured through clear processes and binding training measures.
Targets and Measures
The strategic sustainability program serves as the roadmap for sustainable corporate development. In this program, targets are defined for each material topic and are further specified through individual measures. As part of annual target discussions, the program is updated with the respective divisions and target achievement is assessed.
Sustainability program
Target | Measure | End of measure | Status in % |
|---|---|---|---|
Digitalization and personalization of the customer experience | Bundling of touch points for customers through airport and partner channels and optimization of personalized communication and offers | 2026 (extended) | 25 |
Implementation of dynamic and digital passenger route guidance in Terminal 1 for timely and flexible passenger flow control in operational processes, with future automated triggering of different scenarios via sensors (Xovis) | 2026 | 80 | |
Digitalization of the working environment
| Introduction of a private 5G data communication infrastructure as the basis for various use cases such as autonomous mobility and increased use of IoT on the airport campus | 2027 | 10 |
Complete digitalization of the troubleshooting, repair, and maintenance of the technical systems on campus, including the use of digital devices | 2027 (extended) | 85 | |
Process digitalization and optimization through workflow automation and process mining | Ongoing | Ongoing | |
Further development of the Airport Community App, which provides relevant information in digital form for all target groups operating at the campus (regardless of whether they are airlines, airport operators, or ground handling OPS) | Ongoing | Ongoing | |
Introduction of digital IoT and AI services to optimize energy and load management | 2025 | 100 | |
Establishment of efficient data management | Strengthening of digital channels for secure and efficient information flow and establishment of Group-wide data management as a basis for modern analytics, AI applications, and rapid prototyping | 2026 (extended) | 25 |
Relation to Strategy 2030+
Relation to Business Model
Sustainable Development Goals
8, 9
Key Figures Year-on-Year
Munich Airport also measures the performance of its managers using non-financial key performance indicators. One key performance indicator is the PEI (Passenger Experience Index), which serves as a measurement model for customer satisfaction. Satisfaction with digital services is part of the Passenger Experience Index survey. The PEI is presented in the Group Management Report, and its development is disclosed transparently.
Key performance indicators
Target achievement
Outlook report
Further Information
Digital airport
Digital Transformation and Innovation
Data Protection
Cyber Security
Examples
Human and children’s rights, wage equity, working conditions, environmental protection
Significance and Impact
The procurement portfolio of Munich Airport is characterized by a high degree of diversity and complexity. The product groups cover a broad spectrum: from traditional office supplies to vehicles, IT hardware and software products, as well as infrastructure services such as building construction and civil engineering. There are numerous supply and service relationships between Munich Airport and regional companies, which ensure short transport routes and thus reduce CO₂ emissions. The range of partner companies extends from specialized craft businesses to agricultural producers.
Procurement activities have both internal and external impacts: particularly positive aspects include regional supply relationships, the reduction of transport distances, and the systematic integration of sustainability requirements along the value chain and supply chain. At the same time, there are potential risks with regard to compliance with human rights, labor standards, and environmental obligations along the supply chain. These risks are specifically managed and continuously monitored through clearly defined requirements, binding compliance obligations, and structured review and control mechanisms.
Management and Control
As a sector contracting entity in the field of «ports and airports,» the Munich Airport Group is generally subject to cartel procurement law. Public contracts are tendered across Europe in accordance with the binding requirements of procurement law. The Group normally puts contracts that are not subject to public procurement legislation to tender based on a formal, company-specific process.
Munich Airport expects all business partners to comply with human rights, international labor standards, and environmental obligations. To support this, the Group provides training materials. The fundamental values and behavioral requirements are set out in the Group’s Code of Conduct and are further specified in the Policy Statement on Human Rights.
In order to define the requirements for responsible and sustainable cooperation with external business partners more specifically and in a more targeted manner in the future, these expectations have been set out in a separate Business Partner Code since January 2026. This translates our values and standards into clear and binding requirements for our business partners and the resulting supply chain and strengthens their integration into our sustainability strategy. It has been embedded in new contractual relationships since January 2026.
To monitor compliance with the requirements of the Supply Chain Due Diligence Act (LkSG), several instruments are used: an interdisciplinary LkSG Risk Board, an internal reporting office, an electronic whistle-blower system, an online application for internal and external risk analysis, a procedural policy, as well as systematic media screening. These instruments serve to identify, assess, and manage potential risks.
Results and Development
In the reporting year, various measures were implemented to monitor compliance with human rights and environmental due diligence obligations. The interdisciplinary Risk Board supported the processes for risk identification and assessment. Regular risk analyses and training sessions were carried out, and the electronic whistle-blower system was available for reporting potential violations. The newly introduced Business Partner Code complements the existing management instruments and strengthens sustainability and compliance requirements in the supply chain. Through the further development of instruments – particularly with regard to risk analysis, business partner due diligence, and consideration of regulatory developments – existing processes have been optimized.
Targets and Measures
The strategic sustainability program serves as the roadmap for sustainable corporate development. In this program, targets are defined for each material topic and are further specified through individual measures. As part of annual target discussions, the program is updated with the respective divisions and target achievement is assessed.
Sustainability program
Target | Measure | End of measure | Status in % |
|---|---|---|---|
Implementation of a measurable sustainability strategy in procurement | Development of an implementation concept and introduction of sustainability KPIs to establish a measurable sustainability strategy in procurement | 2026 (extended) | 70 |
Greater emphasis on sustainability in supplier management | Integration of sustainability aspects in supplier management; both in the assessment process and in development discussions with strategic suppliers | Ongoing | Ongoing |
Stronger consideration of sustainability in the procurement process | For the effective implementation of sustainability in the procurement process, the key factors for increased consideration of sustainability aspects must already be defined in the upstream process of needs specification. | Ongoing | Ongoing |
Relation to Strategy 2030+
Relation to Business Model
Sustainable Development Goals
5, 8, 13
Further Information
Procurement: As Diverse as the Requirements
Governance: responsible corporate leadership
Code of Conduct
Responsibility in the Supply Chain
Sustainable corporate leadership
Whistle-Blower System