Sustainability and Annual Report 2010

Transcription

Perspectives
Sustainability and Annual Report 2010
Air traffic figures
Business figures
2010
2009
2010 / 2009
Passenger movements (total)
34,742,222
32,701,759
+ 6.2 %
–Commercial traffic
34,721,605
32,681,067
+ 6.2 %
–Scheduled and charter traffic
34,690,578
32,657,300
+ 6.2 %
73.8
71.5
+ 2.3 PP
Aircraft movements (total)
389,939
396,805
–Commercial traffic
378,919
–Scheduled and charter traffic
367,760
Load factor (%)
€ million
Group sales
Aviation sales
Non-aviation sales
2010
2009
2010 / 2009
1,081.1
981.3
10.2 %
52 %
52 %
48 %
48 %
EBITDA 1)
448.0
353.8
- 1.7 %
EBIT 1)
292.4
214.1
36.6 %
386,558
- 2.0 %
Group net income after taxes 1) 2)
149.1
92.9
60.5 %
376,770
- 2.4 %
EBITDA margin 1)
41.4 %
36.1 %
27.0 %
21.8 %
26.6 %
Cargo handled
Flown air freight and air mail (t)
286,820
229,095
+ 25.2 %
EBIT margin 1)
Air freight (t)
274,729
215,974
+ 27.2 %
ROCE 1)
9.3 %
7.1 %
13,609,606
13,034,666
+ 4.4 %
Cash flow from operations
300.4
165.0
82.1 %
86.4
90.5
- 4.5 %
95.8 %
Maximum takeoff mass (MTOM)
in commercial and non-commercial traffic (t)
Investments
Workload units
in commercial traffic
37,466,840
34,919,732
+ 7.3 %
Equity 3)
Passenger figures for Europe’s top ten airports in 2010 (commercial traffic)
Ranking
Passengers
(million)
2010 / 2009
London Heathrow
1
65.9
- 0.2 %
2
58.2
+ 0.5 %
Frankfurt/Main
3
53.0
+ 4.1 %
Madrid
4
49.8
+ 2.8 %
Amsterdam
5
45.2
+ 3.8 %
Rome Fiumicino
6
36.2
+ 7.4 %
Munich
7
34.7
+ 6.2 %
Istanbul Atatürk
8
32.3
+ 8.5 %
London Gatwick
Barcelona
9
10
31.4
29.2
- 3.2 %
+ 6.9 %
Source: Airports Council International (ACI)
Commercial passenger movements
Total aircraft movements
Cargo
Passengers (millions)
Takeoffs and landings
Flown air freight and air mail (t)
34.5
1.7 %1)
32.7
- 5.4 %
34.7
6.2 %
450,000
432,296
0.1 %1)
396,805 389,939
- 8.2 %
-1.7 %
270,000
300,000
240,000
12
150,000
210,000
1)
2009
Percentage change on prior year
2010
286,820
229,095
25.2 %
0
0
2008
- 2.2 %1)
-11.8 %
24
0
259,645
2008
2009
2010
2008
442.1
22.2 %
15.0 %
Net debt 4)
Net debt/EBITDA ratio
2,287.2
5.1
2,591.5
7.3
1)
2009 figures adjusted for Ground Handling (€84 million) and building lease reserves
Excl. €152 million paid to shareholders (2009: €10 million)
Increase in 2010 primarily due to changes in consolidated group
4) 2009 figure incl. liabilities for building leases
2)
3)
Paris Charles de Gaulle
36
865.8
Equity ratio
2009
2010
- 11.7 %
- 30.1 %
Environmental and social figures
Environmental figures
Carbon emissions (t)
2010
2009
2010 / 2009
Direct emissions from energy production and transportation
87,392
84,530
3.4 %
Indirect emissions from consumption of purchased energy
19,411
25,442
- 23.7 %
2010
Continuous sound pressure level Leq3 1)
2009
2008
Night
Day
Night
Day
Night
Day
Pallhausen
48
42
58
55
46
40
58
55
46
42
57
55
Reisen
Viehlassmoos
50
43
55
55
48
41
55
54
48
43
56
56
Brandstadel
Compensatory and green areas (ha)
2010
2009
2008
Compensatory and substitute areas for current airport areas
347
347
347
Green belt around airport
Eco account for future airport expansion
250
100
250
75
250
–
Workforce
2010
2009
2010 / 2009
Flughafen München GmbH’s total workforce 2)
FMG Group’s total workforce 2)
4,252
7,111
4,421
7,366
- 3.8 %
- 3.9 %
Workforce training at FMG
2010
2009
2010 / 2009
Average hours of training per employee
24.3
24.4
- 0.4 %
997.00
695.00
43.5 %
Social figures
Average expenditure on training and education per employee
(euros)
1)
2)
Continuous sound pressure level (Leq 3) in dB(A) recorded at four measuring stations on main departure routes during the six busiest months
Incl. trainees, excl. workers in marginal employment (at December 31, 2010)
Perspectives. We are an airport operator. We run
a major piece of aviation infrastructure – part of an
international, interconnected transport network
that sustains global mobility and unites people
across national boundaries. We are also a responsible corporate citizen who seeks an open, fair and
balanced dialogue with stakeholders and interest
groups and for whom the long-term protection of
the environment, climate and natural resources is
paramount. As such, we pursue a forward-looking
business strategy intended to strike a successful
balance between business, environmental and
social objectives. We provide our dedicated work
force with the training and continuing education
they need to be their best; we offer attractive,
long-term employment; and we deliver valuable
economic and labor-market stimulus with a reach
far beyond the bounds of our airport. Our goal:
to create value – for our customers, employees,
owners and host region.
CEO’s letter
2
CEO’s letter
Executive board
The year 2010 will go down as one of the most eventful in the almost 20-year history of the new Munich
Airport. In spite of a raft of difficulties we faced – from the tail end of the global economic and financial
crisis and a hard winter with lots of canceled flights to a strike by airline pilots and a string of entire days
without any flights at all because of the ash cloud from the volcanic eruption in Iceland – we managed
to log almost 35 million passenger movements over the course of the year, a new all-time high. At 16
percent, passenger growth was especially strong in the long-haul segment, which is so important for the
economy and for Bavaria’s global connections. We also scored new record results in the cargo sector,
where volumes were up by almost a third on the prior year, buoyed by the surprisingly swift recovery in
the economy. At the same time, though, total takeoffs and landings were down slightly, partly as a result
of the large number of flights annulled last year, but also because carriers switched to larger aircraft types
in line with the changing demand scenario. During the latter half of 2010, however, we did see renewed
growth in aircraft movements.
Our earnings performance reflects these highly gratifying results in the traffic sector. Group sales grew 10
percent, to €1.1 billion, and our net income for the year totaled €149 million. Most of this record profit was
used to pay off old interest debt owed to our shareholders in 2010. Besides the Group’s successes on the
business side and the gains in the traffic sector, we also laid the ground for important changes as the year
progressed: We succeeded in restructuring our ground handling operations and reassigning them to a
subsidiary, AeroGround, at last resolving a major long-standing structural problem.
Likewise important to our ability to compete effectively in the future and to Munich’s role as a center of
commercial aviation was the decision to go ahead with the construction of our Terminal 2 satellite. As previously with Terminal 2 itself, Flughafen München GmbH and Deutsche Lufthansa AG are joining forces on
this project, further underpinning our already successful partnership for growth.
Our new style of annual review also points the way ahead: This is our first combined annual and sustainability report, a format that reflects the tightly interlocking relationship between our business activities, our social and societal responsibility, our environmental performance and our initiatives to protect
resources. Perspectives 2010 spotlights the entire gamut of efforts and initiatives by our organization and
its people to sustain the success of our airport on a responsible basis and to ensure that tomorrow’s generations can enjoy the same freedoms and opportunities as those who have gone before.
Dr. Michael Kerkloh
President and Chief Executive Officer
Flughafen München GmbH
Thomas Weyer
Dr. Michael Kerkloh
Walter Vill
Chief Operating Officer
Vice President and
Personnel Industrial Relations Director
Chief Financial Officer
Management team
4
Management team
Management team
5
Rainer Beeck
Director
Senior Vice President
Corporate Real Estate
Management and Development
Dr. Karl Heinz Schwarzmeier
Director
Retail and Services
Gerhard Wirth
Security
Josef-Heinz Loichinger
Director
Finance and Controlling
Florian Fischer
Director
Terminal 2
Johann Bernhard
Director
Engineering and Facilities
Michael Zaddach
Information Technology
Thomas Ross
Director
Legal Affairs and Security
Siegfried Pasler
Ground Handling
Michael Ferchland
Planning and Construction
Dr. Deniz Akitürk
Human Resources
Gertrud Seidenspinner
Corporate Development
and Environment
Andreas von Puttkamer
Director
Aviation
Michael Roth
Corporate Services
Hans-Joachim Bues
Corporate Communications
Dr. Brigitte Englert
Director
Corporate Representative
for Government Affairs
The year in review
6
The year in review
The year in review
January
January 23, 2010
Flughafen München GmbH (FMG) and
Bahrain Operating Company sign a cooperation agreement under which experts
from Munich Airport are to help Bahrain’s
airport operator streamline its services
and operations. The main focus of the
consulting contract is on optimizing
aviation handling and processes in the
terminals.
March
March 28, 2010
Munich Airport’s new summer timetable
includes flights to 44 long-haul, 154 continental and 20 domestic destinations –
in total, 218 airports in 66 different countries. Carriers had coordinated around
247,000 takeoffs and landings for the
season. Lufthansa operates three services
a week to Tashkent in Uzbekistan and to
Miami; Singapore Airlines begins flying a
Boeing 777 five days a week from Manchester via Munich to Singapore. This
service, together with Lufthansa’s flights,
brings the total weekly frequencies to
Singapore from Munich up to ten. All
Nippon Airways starts flying daily to
Tokyo, likewise with a Boeing 777, and
Continental Airlines flies a Boeing 767
daily to New York’s Newark Airport – two
routes also served by Lufthansa.
April
April 13, 2010
An architectural competition for the
construction of a new daycare center
at Munich Airport draws to a close. The
facility will provide space for 48 children
up to the age of three and is scheduled
to open in 2013. The winning design –
by Deppisch, a Freising-based firm of
architects – was chosen because of its
emphasis on sustainable construction
principles and cost efficiency.
April 16, 2010
Beginning in the evening, the airspace
around Munich Airport is closed to aviation because of the eruption of Iceland’s
Eyjafjallajökull volcano. During the day,
the airport managed to handle around
400 of its 1,200 planned takeoffs and
landings. Thousands of passengers are
left with no choice but to spend several
nights in the airport‘s terminal buildings.
7
Flughafen München GmbH provides the
stranded air travelers with camp beds,
blankets, food and refreshments.
April 19, 2010
Although Munich’s airspace remains
closed to aircraft flying on instruments,
flight operations at the airport resume
on a reduced scale. Planes operated by a
number of carriers are granted a special
dispensation to fly by Germany’s Federal
Office of Aviation and Bavaria’s Ministry
for Economic Affairs, Infrastructure, Transport and Technology. These flights are
confined to lower airspace and conducted
according to visual flight rules.
April 21, 2010
German air traffic control re-opens the
airspace over southern Germany for
regular operations under instrument
flight rules, enabling Munich Airport to
service aviation without restrictions from
9:00 am onwards. Through to midnight,
the airport manages to handle 46 percent of the aircraft movements planned
for the day.
May
June
May 1, 2010
Around 200 employees working on short
time at Cargogate, a wholly owned FMG
freight-handling subsidiary, are able to
resume full-time work. The reason: The
company’s order book had improved
significantly after the air freight transshipped at Munich Airport jumped by
around 58,000 metric tons in the year’s
first three months, up 25 percent on the
same period a year earlier. By switching
to short-time work in early 2009, Cargogate managed to avoid shedding headcount in spite of the sharp contraction in
freight-sector business.
June 2, 2010
A brand-new Lufthansa A380, the
world’s largest and quietest passenger jet, lands at Munich Airport in the
afternoon as part of a program of fleet
training for Lufthansa pilots qualifying
to fly this aircraft type. It is greeted on
the apron at Terminal 2 with a traditional
“christening.”
May 9, 2010
Munich Airport closes again due to a
renewed volcanic eruption in Iceland.
Around half of the more than 1,000 takeoffs and landings scheduled for the day
have to be canceled.
June 11, 2010
Flughafen München GmbH is awarded
a quality certificate following an audit of
its work-family policy and initiatives. The
certificate attests to FMG‘s exemplary
efforts to help employees balance their
careers and family life. The main thrusts
of FMG‘s family-friendly policy include
providing flexible working arrangements,
continued training for employees, options
for employees on parental leave to return
to work on a part-time basis, a shift swap
system, and an on-campus daycare center
for children.
June 15, 2010
Skytrax chairman Edward Plaisted
presents FMG supervisory board chairman Georg Fahrenschon and FMG CEO
Michael Kerkloh with a 2010 World Airport
Award in an official ceremony at Munich
Airport. Munich had been chosen once
again as the best airport in Europe, and
number four in the global rankings, behind
three Far Eastern airports, Singapore,
Seoul and Hong Kong. Almost 10 million
passengers had taken part in the award
survey conducted by London-based
aviation researchers Skytrax, rating 163
airports according to 33 separate criteria.
Munich received top scores for its transit
service, airport dining, and the friendliness
of airport staff.
June 21, 2010
In an official ceremony, Jing Ji Zhang,
director of Qingdao Airport in China’s
Shandong province and Thomas Weyer,
FMG’s Chief Operating Officer, sign an
agreement sealing a partnership between
the two airports under which they will
jointly seek to introduce a new aviation
route connecting Munich and Qingdao.
The year in review
The year in review
8
9
July
July 2010
The latest issue of lifestyle magazine
Der Feinschmecker compares standards
of service at six major European hubs
and picks Munich Airport as the winner.
Test customers tried out the restaurants,
stores, hotels, lounges, spas, and transport services at Munich, Frankfurt, Amsterdam, London Heathrow, Paris Charles
de Gaulle and Zurich. In Munich they
were particularly impressed by the “wide
choice of quality dining with a distinctive
local culinary flair.” Besides the freshness
of the food, an appealing retail mix, the
friendly staff and a wide choice of flights
to destinations all over the world, it was
Airbräu, the only on-site microbrewery at
an airport in Europe, that won over the
testers.
July 8, 2010
FMG publishes the results of its latest
workplace survey. At December 31,
2009, the official survey date, 29,560
people in total were employed by 549
separate organizations at the airport –
around 8 percent or 2,000 people more
than during the previous survey, completed in 2006. The figures show that the
biggest employer at Munich Airport is
the Lufthansa Group, with a workforce
of 9,200, followed by the FMG Group
with around 7,700, including part-time
and freelance workers. Most of the jobs
at Munich Airport relate to aviation operations. Overall, around 15,000 employees work in aircraft, passenger and cargo
handling, in catering, as flight and cabin
crew, in ticket sales and in air traffic control. One important and growing employee
group are security staff, who number
almost 3,700, up 12 percent since 2006.
July 28, 2010
Edith Welser-Ude, the wife of the mayor
of Munich, christens Lufthansa‘s second
Airbus A380 ‘München‘ in a ceremony
at Munich Airport. The jetliner then sets
off to complete two circuits over the
Alps before returning to Frankfurt in the
evening.
September
September 9, 2010
The airport operators’ umbrella organization Airports Council International (ACI
Europe) announces that Munich Airport
in July recorded the highest rate of
growth among Europe’s major commercial airports. Logging almost 3.4 million
passenger movements, Munich recorded
growth of 11.1 percent in July 2010, the
highest figure ever in a month in the
history of the airport. According to ACI
Europe, Munich was the only major
European airport to achieve double-digit
passenger growth.
October
October 31, 2010
The rapid growth in traffic at Munich Airport continues into the winter season,
with carriers operating more than 7,200
flights a week, around 3 percent more
than a year earlier. The 99 airlines serving
Munich offer flights to 214 destinations in
68 countries. Of the foreign destinations,
194 are served by quick and convenient
direct flights and include 51 long-haul
destinations in the Americas, Asia and Africa. For the first time, Deutsche Lufthansa
continues operating former summer-only
services to Montreal and Washington during the winter months, with five frequencies a week to both destinations. The carrier also adds two frequencies on its
Miami route, bringing the total up to five
a week. From early March, Qatar Airways
steps up its offering of flights to Doha to
11 a week, from seven previously.
November
November 3, 2010
Dr. Michael Kerkloh and Seow Hiang
Lee, the chief executives of Munich and
Singapore airports, sign an agreement
under which the two airports will regularly share expertise and experience with
a view to continuously improving airport
processes for their customers. The collaborative initiatives will include a management exchange program that will enable executives from both airports to learn
about their partner organization’s operating procedures and structures on site.
November 18, 2010
The international travel and lifestyle magazine Monocle chooses Munich as the
“smoothest international hub” on the
grounds of its ability to process transfer
traffic with exceptional efficiency. The
magazine also praises the overall quality
of stay and passenger comfort.
December
December 3, 2010
At an official ceremony in the Bavarian
parliament, FMG is awarded the JobErfolg prize in recognition of its exemplary
performance as a disabled-friendly
employer. In the award citation, the jury
highlighted the large number of people
with serious disabilities at FMG (over
400 in all, far more than the statutory
hiring rate), the breadth of work experience opportunities offered to young
people with disabilities, and the company’s extensive efforts to offer jobs
tailored specifically to accommodate
people with disabilities.
December 17, 2010
The supervisory boards of Flughafen
München GmbH and Deutsche Luft
hansa AG give the go-ahead for the construction of a terminal satellite. The new
building will create the capacity to handle an additional 11 million passengers
a year and will be connected to Terminal
2 by an underground people mover
system. The total costs of around €650
million are to be split 60:40 by FMG and
Lufthansa, just as with Terminal 2. The
satellite is expected to open in 2015.
December 2010
After 35 years with the company, FMG
vice president Walter Vill retires from the
executive board. He was appointed as
FMG’s chief financial officer in 1991.
Landmark projects during his tenure included the financing of the new airport as
well as subsequent expansion programs
like the construction of Terminal 2. Under
his leadership, FMG also rolled out a
company-wide system of internal control
and steadily expanded the airport’s nonaviation business, now widely regarded
within the industry as exemplary.
Contents
10
Contents
Contents
11
Building for
tomorrow
Achieving
goals
Protecting
resources
Creating
value
Growing
together
Maintaining
balance
Company profile, strategy
and management
Development and growth
Environmental and climate
protection
Workforce and
work environment
Regional engagement
and social responsibility
Facts, figures and focus areas
15
Company portrait
33
Company performance
69
Climate strategy
89
107 Economic reach
129 Supervisory board’s report
20
Company strategy
48
Customer service and 72
Energy and carbon management
112
130 Consolidated management
26
Corporate governance
Vocational and career
120 Community engagement
training
122 Regional growth and compliance
aviation safety
58
Expansion of the airport
management
78
infrastructure
94
Environmental stewardship
82
Resource stewardship
84
Biodiversity
98
Human resources Human resources training
and development
100 Industrial safety, health
and family policies
Stakeholder dialogue
partnerships
report
163 Independent auditor’s report
164 Sustainability program
174 Sustainability figures
181 Report profile
184 Glossary
Munich — Calgary
Cliffs of Inishmore, Aran Islands, Ireland (53°07’ N, 9°45’ W). Inishmore
is one of the Arans, a group of islands in Galway Bay, off the west coast
of Ireland. Inhabitants of the island, which is just 14 kilometers long,
three kilometers wide and used to be bare rock, mixed layers of seaweed and sand on the once barren ground to create fertile soil, which
they enclosed in low stone walls to protect it from the wind and weather.
Building for tomorrow.
Our business model incorporates ambitious sustainability targets. Our mission:
By 2015 we will be one of
the most attractive, efficient
and sustainable hub airports
in the world.
Company profile, strategy and management
14
Company profile,
strategy and
management
2010: Key figures at a glance
242 549 1,575 destinations served from Munich
organizations on the airport campus
hectares of airport space
Company portrait
Company portrait
15
There are five central divisions: Finance and Controlling; Corporate Development and Environment;
Human Resources; Legal Affairs and Security; and
Corporate Communications. The Group’s business
divisions are Aviation; Corporate Real Estate Management and Development; Retail and Services; Ground
Handling; and Terminal 2. And the support divisions
are Engineering and Facilities; Information Technology; Corporate Services; Security; and Planning and
Construction.
FMG’s corporate structure
Munich Airport, which in 2010 logged around 34.7
million passenger movements, is operated by Flug
hafen München GmbH (FMG), a company headquartered in Munich and originally formed in 1949. Since
1973, the company has been co-owned by the Free
State of Bavaria (51 percent), the Federal Republic
of Germany (26 percent), and the City of Munich (23
percent). With the exception of consulting services
provided to other international airports, the FMG
Group of companies and its workforce of roughly
7,000 people operate solely at Munich Airport.
FMG is co-owned by the
Free State of Bavaria,
the Federal Republic of
Germany and the City of
Munich
> Aviation
Our Aviation division is responsible for the safe and
orderly handling of air traffic within the bounds of the
airport. Its areas of responsibility include the runway
system, apron areas, terminal and passenger services, and central infrastructure. The division’s highly
varied tasks and duties include running the airport’s
fire service, processing aviation data, preparing traffic forecasts, marketing the airport, developing traffic,
FMG is organized structurally around three types of
divisions. These comprise central divisions, which
are responsible for overall management and control
tasks, business divisions, which operate independently within their own markets, and support divisions, which provide a range of specialized services
to the Group as a whole.
Corporate structure
Finance and Controlling
www.munich-airport.de/
Human Resources
en/company/struktur/
Central divisions
fmg
Legal Affairs and Security
Corporate Development and Environment
Business divisions
Aviation
Corporate Real
Estate
Management and
Development
Retail and
Services
Engineering and Facilities
Information Technology
Support divisions
Corporate Services
Security
Planning and Construction
Ground
Handling
Terminal 2
Company portrait
Company portrait
17
Flughafen München GmbH’s subsidiaries and affiliates
running the airport’s lounges and service center
operations, and managing international consulting
projects.
 See pp. 84 – 85
> Corporate Real Estate Management and
Development
Our Corporate Real Estate Management and Development division’s activities include developing,
marketing and managing company-owned buildings and other facilities in line with market needs.
Besides the airport’s own infrastructure, the real
estate under management includes buildings
outside the airport itself, plots of land acquired
to permit future expansion, and compensatory
mitigation sites created to restore the ecological
balance .
> Retail and Services
The Retail and Services division is responsible for
our rich retail and hospitality offering at Munich Airport. The retail operations are run by an FMG subsidiary, eurotrade Flughafen München Handels-GmbH.
Another subsidiary, Allresto Flughafen München
Hotel und Gaststätten GmbH, manages our hospitality operations and the municon conference center.
Healthcare operator MediCare Flughafen München
Medizinisches Zentrum GmbH delivers employee
medical and passenger out-patient services at the
airport and runs the AirportClinic M treatment facility
at Munich Airport. The Parking and Services subdivision operates the airport’s extensive parking facilities
and develops and delivers value-added products and
services for customers.
> Ground Handling
The Ground Handling division and its subsidiaries
– aerogate Flughafen München Gesellschaft für Luftverkehrsabfertigungen mbH, Cargogate Flughafen
München Gesellschaft für Luftverkehrsabfertigungen
mbH, mucground Services Flughafen München
GmbH, and EFM (Gesellschaft für Enteisen und
Flugzeugschleppen am Flughafen München mbH)
– operate together as a full-service provider, offering airline companies a comprehensive portfolio of
landside and airside services at Munich Airport from
a single source. These services include aircraft ramp
handling, baggage and cargo handling, passenger
and crew transports, landside handling and cargo
handling.
> Terminal 2
The Terminal 2 division consists solely of the company Terminal 2 Betriebsgesellschaft mbH & Co
oHG, which is responsible for running the airport’s
second passenger handling facility. The company is
co-owned by Flughafen München GmbH (with 60
percent) and Deutsche Lufthansa AG (40 percent).
Terminal 2 Betriebsgesellschaft does not work in
an operational capacity as such – its two corporate
parents actually provide the services involved in
operating and marketing the building.
The subsidiary’s role is to coordinate all of the services and processes in the terminal, to optimize
passenger-handling procedures, and to develop
new strategies aimed at enhancing the quality of
services provided in Terminal 2.
Share of capital
aerogate Flughafen München Gesellschaft für Luftverkehrsabfertigungen mbH – passenger handling
100.0 %
AeroGround Flughafen München Aviation Support GmbH – aircraft handling
100.0 %
Allresto Flughafen München Hotel und Gaststätten GmbH – hospitality
100.0 %
Beteiligungsgesellschaft mbH der FMG
100.0 %
Cargogate Flughafen München Gesellschaft für Luftverkehrsabfertigungen mbH – cargo handling
100.0 %
eurotrade Flughafen München Handels-GmbH – retail
100.0 %
FMV – Flughafen München Versicherungsvermittlungsgesellschaft mbH – insurance
100.0 %
mucground Services Flughafen München GmbH – grounds services
100.0 %
CAP Flughafen München Sicherheits-GmbH – security
76.1 %
FMBau Flughafen München Baugesellschaft mbH – construction
60.0 %
FM Terminal 2 Immobilien-Verwaltungsgesellschaft mbH & Co oHG
60.0 %
Terminal 2 Betriebsgesellschaft mbH & Co oHG – Terminal 2
60.0 %
MediCare Flughafen München Medizinisches Zentrum GmbH
51.0 %
Bayern Facility Management GmbH
49.0 %
EFM – Gesellschaft für Enteisen und Flugzeugschleppen am Flughafen München mbH
49.0 %
Group reporting covers all of the subsidiaries and affiliates in which FMG has a stake of at least 50.0 percent.
Company portrait
Company portrait
18
19
Our strategic partnership with Lufthansa
An approach to ensuring solid and stable growth is
to team up with strong partners – hence Flughafen
München GmbH’s collaboration with Deutsche Luft
hansa AG on building and operating Terminal 2. We
are now taking this unique partnership between an
airport operating company and an airline even further, with both organizations working together on
sustainability at Munich Airport. This collaborative
commitment is exemplified by a workshop held by
FMG and Lufthansa in the fall of 2010 to discuss and
decide on a number of joint activities, including a
Sustainability Day to be held in July 2011. This event,
aimed both at employees and at the public at large,
will showcase the breadth of sustainability programs
and initiatives operated by FMG and Lufthansa at
Munich Airport.
Almost 30,000 people
work on the airport
campus
The range of businesses on campus
With roughly 7,700 and 9,200 employees respectively, the FMG Group and the Lufthansa Group are
the two biggest employers at the airport1). In total,
29,560 people work at the airport, including 25,336
employees and 1,766 public servants, in ten different
sectors and industries. The majority of airport workers (10,226) are employed by airlines or in the general aviation and handling sector; a further 7,711 work
in airport operations and security; 2,809 are involved
in general services; and 2,505 work in the hospitality,
restaurant and catering industry. Besides the various
public and government agencies and offices, there
are organizations in a number of other sectors at the
airport – like banking and commerce, freight warehousing and forwarding, engineering, servicing and
maintenance, car hire, bus and transfer services, and
travel and tourism – which together employ a further
6,309 people.
Airlines/destinations served on a regular basis2)
2010
Airlines
Countries served with regular
flights from Munich
Total destinations
– Domestic
– EU countries
100
69
242
20
113
– Non-EU European countries
40
– Americas
25
– Africa
17
– Asia
27
A 1,575-hectare facility with two runways
Munich Airport began operating on May 17, 1992. It
is located in an area known as Erdinger Moos, 28.5
kilometers to the northeast of Munich, Bavaria’s
state capital. In its entirety, the facility covers an
area measuring 1,575 hectares.
The airport has a north runway and a south runway
for air traffic operations. They are both 4,000 meters
long and 60 meters wide, and run parallel to one
another at a distance of 2,300 meters apart and with
an offset of 1,500 meters.
1) Workplace
2)
survey conducted at December 31, 2009. Figures include parttime and freelance workers and apprentices
Scheduled and package-tour traffic; countries and destinations on passenger
routes only
The prevailing wind direction at the airport is from
west to east, and this is reflected by the direction
in which aircraft typically take off and land. In 2010,
63 percent of flights arrived or departed to the west
and 37 percent to the east. The minimum clearance
between aircraft in optimum weather conditions is
2.5 nautical miles1) during landing and three nautical
miles during takeoff (in both cases with a vertical
separation of 1,000 feet).
Serving 242 destinations in 69 countries
In 2010, a total of 193 airline companies operated
scheduled and charter services out of Munich Air-
port. Of these, 100 carriers flew on a regular basis
to 69 countries and 242 destinations – 20 domestic,
153 in the rest of Europe, and 69 in the Americas,
Africa and Asia.
On average, Munich Airport handled 1,038 takeoffs
and landings and 95,128 passengers a day. As in
past years, September was the busiest month, with
almost 3.5 million passenger movements (2009:
around 3.1 million).
1)
One nautical mile is 1.852 kilometers
We handled 1,038
aircraft movements
and 95,128 passengers
a day, on average
Company strategy
20
 See pp. 164 – 173
people live in the airport’s catchment area
Company strategy
21
Company strategy
Strategic direction and mission
In 2010, we conducted a strategy review at Munich
Airport that culminated in the definition of a new mission: “By 2015 we will be one of the most attractive,
efficient and sustainable hub airports in the world.”
This statement establishes sustainability as a cornerstone of what we as a company aim to accomplish.
Given that our strategic objectives have already incorporated key sustainability focus areas for several
years, our strategy is essentially sustainability-driven,
and has been for some time now. Our objectives are
set out in a strategic program that clearly defines our
intended courses of action .
Our new mission is ambitious, and we can only accomplish our goal successfully by 2015 if all units at
FMG work toward it as one. Our strategic mission
statement helps to create a common understanding
of our strategy and summarizes its key emphases
from a group perspective.
Our strategic mission
Around 25 million
As the operator of a leading aviation hub, we are
responsible for running a piece of transport infrastructure of major importance for Germany as a
whole. Munich Airport is a global gateway, not just
for southern Germany but for parts of Austria, the
Czech Republic, Italy and Switzerland, too. The
overall area we serve has a population of roughly
25 million people.
> Aviation business – driving growth to become a
top-tier European aviation hub
We create the right conditions to enable airlines
operating at Munich Airport to serve a highfrequency, full-coverage network of domestic and
European air transport routes. We are currently
building out an offering of comparable quality in
the long-haul segment. Together with our partners, we are pursuing a common objective: to
grow Munich Airport into a primary European hub.
Terminal 1 and Terminal 2 provide optimum conditions for airlines with diverse business and operating models. With the completion of our third runway and a new passenger building, we will create
the additional facilities required to enable carriers
to continue their respective growth strategies.
Besides providing the infrastructure they need, we
offer airlines a range of aviation handling services
tailored to their requirements. Our focus here is
on services designed to enable efficient hub operations. We benefit from the economic strength
of the area we serve and its ability to drive traffic
growth, and we can help to increase the area’s
appeal as a business location by extending and
enhancing the global network of routes served by
carriers at our airport. We are also pressing ahead
with initiatives to improve public transport connectivity on the ground and thus help streamline
access within our catchment area.
>N
on-aviation business – creating an engaging
airport experience
We have a rich selection of hospitality and retail
outlets offering a broad mix of local and international products, plus an extensive range of
services targeting the needs of airport users. By
presenting attractive offerings for air travelers and
other customer groups, we make our terminal
buildings and the München Airport Center engaging and vibrant places to experience. Going
forward, we aim to increase our high levels of
customer satisfaction even further and achieve
strong growth in our consumer business.
> Real estate development – expanding our
“airport city”
By creating quality real estate designed to high
architectural standards, we open up growth opportunities for our existing customers and prospects.
At Munich Airport, partners in the aviation industry
and numerous other businesses benefit from the
availability of optimum premises for their respective lines of business. The location quality we offer
at our “airport city” is driving growth, both in our
local region and beyond.
> Minimizing and mitigating environmental
impacts
As an airport operator, we are aware of our responsibility toward the environment. We are committed to minimizing our airport’s footprint – by
addressing environmental protection in all its
complexities and working toward comprehensive
solutions that enable us to minimize possible negative effects on local water quality, ecology and
biodiversity and to reduce impacts from aviation
emissions and noise.
> Attractive services for customers
Customer satisfaction motivates us, competition
drives us. We continuously optimize our portfolio
for customers in line with their needs and expectations and offer innovative services and attractive
goods at fair prices. The open and spacious design
of our facilities eases orientation and way-finding,
makes for a more enjoyable dwell time, and keeps
connecting times short.
> Active regional engagement
We engage continuously with our region in a variety of ways in an effort to promote good neighborly relations with surrounding communities and
encourage an open and forthright dialogue. To
accomplish this, we appointed a regional liaison
officer and set up a regional liaison office in 2002
to serve as an official channel.
> Efficient solutions through networking
We strive to manage processes at our airport as
reliably, safely and efficiently as possible. To accomplish this we network with numerous partner
organizations at the airport – for the benefit of our
customers and passengers. Safety is always our
number one imperative. We work to utilize the infrastructure at our disposal to its fullest potential.
> Creating value for our customers, employees,
owners and local region
We use the profits we earn to grow our infrastructure and business independently. By doing this, we
increase the value of our company. We also create
growth opportunities for our business partners
and customers. Munich Airport has proven to be
a dependable employment driver, and the jobs it
provides are jobs with a future.
Thanks to the breadth of business links and benefits of our location, our airport is one of the region’s
most important economic and location factors, and
our region will gain strength as we continue to grow.
We actively support our region’s growth through a
range of citizenship projects and collaborative initiatives, including regional sponsorship programs.
Platforms like the airport forum and our regional
marketing alliance play a valuable part in facilitating
discussions with the airport’s neighboring communities on issues of current importance and the implementation of measures that benefit the region.
Our regional engagement initiatives have included
creating the Communities Council, a forum for information sharing and dialogue between the airport
and its local communities, which has accompanied
the planning process for the expansion of Munich
Airport since 2005. We also set up a €100 million
voluntary regional support fund to compensate for
impacts caused by the construction of a third runway at the airport.
Sustainability – a cornerstone of FMG strategy
We accord equal weight to our business, environmental, social and societal objectives and
concerns. The principle of sustainability, in all its aspects, is integral to our strategy as an organization;
translating it into specific measures is the task of
our company units and departments. Our ability
to think and act sustainably is fundamental to our
future as a business and to our license to grow.
Our ability to think and
act sustainably is fundamental to our future
as a business
Company strategy
Company strategy
23
Strategic challenges
We concentrated on three primary topics in 2010.
> Reorganization of Ground Handling
The restructuring of our Ground Handling division
was again a major strategic challenge in 2010.
Fortunately, we were able to achieve a positive
outcome, and our ground handling activities now
form the core business of AeroGround, a wholly
owned FMG subsidiary. We also restructured these
activities in a way that enabled us to protect jobs.
Instead of differentiating between aircraft handling
and baggage handling, we now divide our ground
handling into services provided at Terminal 1 and
at Terminal 2. As of January 1, 2011, Flughafen
München GmbH is delivering its handling services
solely through AeroGround Flughafen München
GmbH, which has now revised its organizational
structure to reflect the needs and expectations of
its airline customers in the two terminals.
We are delivering our
strategy every day,
throughout the Group
Strategy and management
To fulfill this mission, Flughafen München GmbH is
pursuing a strategy centered on clearly defined targets, consistent, company-wide balanced scorecard
logic, and unified implementation instruments.
Our strategic targets and the way they interlock are
set out in a strategic roadmap. The roadmap serves
to establish intermediate-term, division-specific
initiatives which we transform into actions and programs in an annual target process. In this process,
those strategic goals that are sustainability-related
– the preservation of resources or the promotion
of greater sustainability awareness among our employees and leaders, for example – are weighted
equally.
Successful implementation of initiatives and
measures derived from these strategic targets
determines executives’ performance-based remu-
neration, as will changes in balanced scorecard key
performance indicators, going forward. This endto-end system of control – from strategic guiding
objectives at the topmost level, all the way down to
executives’ annual performance targets – helps us
to deliver our strategy and achieve our sustainability
targets in the work done in all our business units,
and we have a management reporting system in
place that enables us to verify that these targets
are being met.
> Carbon-neutral growth
Our Group-wide goal of carbon-neutral growth
remains a key concern. Each year, we publish our
carbon footprint for Munich Airport . Given our
current expansion plans, achieving carbon-neutral
growth compared to our baseline year 2005 is a
sizeable challenge that will call for a concerted effort
involving every single unit within the FMG Group.
> The JUMP earnings growth program
To address the impacts of the global financial and
economic crisis and to be ready for the business
and financial challenges associated with our expansion program, we launched JUMP, a program to
drive earnings growth, in 2009.
As the name implies, the program set out to accomplish a major leap forward by boosting FMG
Group earnings before interest, taxes, depreciation, and amortization by a total €360 million by
2014.
Group-wide we have now rolled out more than 200
initiatives to bring down costs and increase earnings, and we succeeded in over-fulfilling our annual targets for both 2009 and 2010 by significant
margins. We are optimistic that we can succeed in
achieving our long-term target.
In spite of the substantial improvement in the general economic conditions, we intend to continue
our earnings growth program, because sustained
improvements to our cost and earnings situation
will help to make the FMG Group not just more
competitive but also more crisis-proof in the longer term.
 See pp. 69 – 77
and p. 175
Company strategy
Company strategy
24
The panel is responsible for identifying and assessing sustainability-related opportunities and risks for
FMG, as well as putting forward important sustainability projects, reviewing the status of the Group’s
sustainability program, and approving any program
changes.
Materiality matrix and sustainability program
The materiality matrix presented here illustrates
how we prioritize the key sustainability topics that
shape our strategic sustainability program. Each
topic’s position within the matrix reflects its importance for our stakeholder groups and for Flughafen
München GmbH.
 See pp. 164 – 173
The topics’ relevance for stakeholders was assessed by means of an online survey. This revealed
that the majority of those who read our 2009
sustainability report were essentially satisfied with
Parallel to the reader survey, we conducted an
internal review of the issues of importance from
the company’s own perspective. Here, too, it
emerged that priorities set in the prior year were
largely unchanged and that we merely needed to
expand and revise the coverage given to a small
number of topics.
To make the numerous activities and initiatives
included as topics in the materiality matrix as
transparent as possible for an external audience,
FMG has defined a sustainability program that
reflects the company’s strategic objectives. First
covered in our 2008 sustainability report, the program is updated annually. Like the topics listed in
our materiality matrix, our progress on implementing this program is reviewed and approved by the
sustainability panel .
Materiality matrix
– Career training
– B
etter integration with
mass transit systems
– C
ollaboration with home
region
– R
eduction of environmental
footprint
– S
takeholder dialogue and
communications
– C
ontinuous value creation
– S
afety and security
– E
nergy efficiency and
resource conservation
Very important
annually
the amount of coverage given to the various
topics. However, readers did express a wish for
more information on security, and this has been
addressed in this report. We will also continue to
cover company efforts to reduce emissions and
other environmental impacts, improve energy
efficiency, conserve resources and improve public
mass-transit links to the airport – all issues considered important by FMG stakeholder groups.
1)
– Supplier management
– Co-determination
– Risk management and
anti-corruption initiatives
(compliance)
– A
irport development and
demand-driven capacity
expansion
– C
ustomer satisfaction and
feedback management
– C
ompetitive operating
structures
– R
egional sponsorships and
charitable giving
– E
qual opportunity and
cultural diversity in the
workforce
– E
nvironmental protection
and conservation
– P
romotion of employee
sustainability awareness
– K
nowledge sharing and
innovation
– Industrial health and safety
– S
ustainable building
– Health management
– P
olitical stance and
participation in
organizations
Important
sustainability program
Sustainability decision-makers
The FMG Group has a sustainability panel staffed by
heads of Human Resources, Finance and Controlling,
Corporate Development and Environment, Engineering and Facilities, and Corporate Communications.
The panel reports directly to executive management
and is tasked with making fundamental decisions on
sustainability-based projects.
Importance for stakeholders
We update our
25
– C
ontinued education and
HR development
– Waste management
– Water and wastewater
– H
andling of hazardous
substances
The sustainability management panel
SG
President and CEO, Personnel Industrial Relations Director
PE
Human Resources
FC
Finance and
Controlling
KE
Corporate
Development and
Environment
UK
Corporate
Communications
Important
TE
Engineering
and Facilities
Very important
Importance for Flughafen München GmbH
1)
Facilitation of global mobility was defined as a purpose of the company and therefore does not represent a separate area of reporting.
Corporate governance and compliance
26
FMG has a two-part
management and
oversight structure
 See p. 162
 See p. 52
Management and oversight bodies
As a limited liability company domiciled in Munich,
Flughafen München GmbH is governed in accordance with the requirements of Germany’s Limited
Liability Companies Act, co-determination statutes,
and the company’s own articles of association.
FMG has a two-tier management and oversight
structure consisting of a supervisory board and an
executive board. The supervisory board and the
executive board are entirely separate and distinct
bodies in terms of their membership.
Under the articles of Flughafen München GmbH,
the company’s supervisory board monitors executive management as per its remit. The supervisory
board consists of eight members representing
the company’s shareholders and a further eight
representing the company’s employees. Flughafen
München GmbH’s shareholders are represented
on the supervisory board in proportion to their
percentage ownership of the company. On the
employee side, the board has members representing company employees (five seats), labor unions
(two seats), and management-level employees (one
seat). The supervisory board’s key powers include
the authority to appoint and dismiss members of
the company’s executive management team.
Under the provisions of the company’s articles,
certain steps and transactions undertaken by
executive management that exceed set maximum
monetary values may only be conducted with the
express approval of the supervisory board. In the
event that supervisory board members are divided
on a decision and the numbers in favor and against
are equal, the vote of the chair (a representative of
the shareholders) counts double.
The shareholders’ representatives on the supervisory board are from relevant federal and state
ministries and administrative districts; they ensure
that policymaking takes into account wider political
and societal interests. Flughafen München GmbH’s
executive board consists of the President and Chief
Executive Officer (who is also Personnel Industrial
Relations Director and spokesman for the executive
board), the Vice President and Chief Financial Officer, and the Chief Operating Officer.
Details of the company’s system of executive pay
as well as remuneration received by individual
members of the executive and supervisory boards
are provided in the FMG Group’s 2010 yearend
accounts, here in this report . FMG’s governance
builds on transparency and a swift and steady flow
of information between shareholders and executive
management. The supervisory board is supplied
with financial and risk reports on a quarterly basis.
In addition to its financial reporting, FMG regularly
publishes press releases on its situation and development.
Accounting principles
The company prepares its consolidated yearend
accounts and interim reports in accordance with
the requirements of the German Commercial Code
(HGB).
Legal compliance
Flughafen München GmbH complies with statutory
regulations and provisions based on the applicable
legislation and legal framework. Barring current
procedures involving our subsidiary CAP , we are
unaware of any infringements of these regulations or
provisions in the period under review.
27
Guidelines to ensure transparency
All policies and procedures in the FMG Group are
laid out in our organizational manuals. These contain
extensive guidance on a range of important topics,
such as procurement processes (everything from
issuing notices of requirements to verification of
invoices) and information security. These manuals
ensure that all our internal processes are transparent
and traceable.
Anticorruption guidelines and training
Anticorruption guidelines we published in 2008, the
FMG Group Code of Conduct – Company Principles
for Legally Compliant and Ethical Conduct, provide
the FMG workforce with clear guidelines on correct
and appropriate dealings with business partners.
These guidelines, available on the corporate intranet, inform employees how to deal appropriately
with contributions and gifts, and how to proceed
28
29
with benefits accorded to third parties. The purpose
of the Code is to ensure that proper procedures are
followed, particularly in connection with procurement and with the award and handling of contracts.
Through to the end of 2010, our head of internal
auditing also served as the Group’s anticorruption
officer. From 2011, this role will pass to the head
of our newly formed Compliance department.
To familiarize our employees and managers with
these guidelines, we provide regular training and
publish information to make sure that employees
and managers are familiar with the guidelines and
any updates or changes to them. In 2010, we delivered an extensive training program in this field,
attended by more than 650 people. We also require
company managers and employees to confirm by
signature that they acknowledge the FMG Group
code of conduct and that they undertake to support
and abide by it.
In 2010, our anticorruption officer reported that there
had been two alleged cases of corruption at Flug
hafen München GmbH and its subsidiaries. These
were investigated, but in neither instance was proof
of corruption found.
A new Compliance department
In 2010, the supervisory board issued the decision
to set up a dedicated compliance department, effective January 1, 2011, whose head will also fulfill
the role of anticorruption officer. FMG’s data privacy
officer will be assigned to the same unit. The new
department is classed as an executive support office
attached to FMG’s central Legal Affairs and Compliance division but will report to the executive and
supervisory boards directly. The department will also
be responsible for implementing, extending and optimizing the FMG Group’s new compliance management system. The process of setting up a whistleblower system, accessible through Munich Airport’s
website, was started in 2010 and completed in the
middle of 2011.
Risk management, control and mitigation
The FMG Group’s system of risk management is
designed to identify, gauge and mitigate all potential
risk facing the enterprise and covers the full extent
of our operational and strategic business processes.
Risks we identify are assessed based on their likelihood of occurrence and on quantification of the
scale of impact in the event that they become reality. The primary goal of risk management is to take a
controlled approach to risk and to define appropriate
preventive measures.
Public corporate governance
The business management practices as defined in
the Public Corporate Governance Code issued by the
federal government in July 2009 shape and inform
the way we conduct business at Flughafen München
GmbH. We follow the recommendations contained
in this code. However, as a company in which the
federal government holds a minority stake, FMG is
not required to issue a formal declaration of conformity.
All risk information is reviewed internally on a quarterly basis to enable executive management and
division heads to respond swiftly and effectively to
shifting risk scenarios and to new and emerging
risks.
management system
is being refined and
optimized.
Our risk management also covers all aspects of
sustainability – environmental, economic, social and
societal – on which a monetary value can be placed.
Our current risk situation is discussed in detail in our
Review of advertising messages
consolidated management report. Current business
Flughafen München GmbH’s advertising conforms
opportunities for FMG are explored and assessed
to the rules issued by the German Advertising Coun- specifically in the context of strategic management .
cil. The advertising we publish avoids all forms of
discrimination and unfairness and does not mislead.
In particular, our advertising follows the Council’s
code regarding advertising that involves or is accessible to children, and it remains within the realm of
what may be considered decent, proper and moral.
At no time in the period reviewed in this report did
we incur sanctions, fines or warnings for infringements of advertising regulations.
Our compliance
 See p. 137
Munich — São Paulo
A dromedary train near the city of Nouakchott, Mauretania (18° 09’ N,
15° 29’ W). South of Nouakchott, the capital of Mauretania, the grasslands give way to the distinctive dry savanna of the Sahara. Large areas
are covered by sand dunes running parallel to the direction of the trade
winds, which blow from northeast to southwest all year round. The winds
keep temperatures relatively constant, between 20 and 35 °C.
Achieving goals. Our aim
is to keep on developing our
airport in line with users’
needs. By consistently putting our customers first, we
create the competitive edge
that will enable us to suc
cessfully overcome tomorrow’s challenges.
32
Development
and growth
3.5 31.12 610.8 percent annual passenger growth projected through to 2025
Company performance
A global return to growth
In 2010, the global economy recovered faster than
expected, growing by around 4 percent year on
year. The main countries driving the turnaround
were the emerging economies in the Far East
and Latin America, above all China with growth of
around 10 percent, along with industrial nations
like Germany and Japan, which grew by 3.6 percent and 3.9 percent respectively.
Still seventh among Europe’s top ten
Munich Airport, too, was back on the ascent in 2010.
Around 34.7 million passengers passed through Bavaria’s international aviation hub – a new record result that enabled us to retain our number seven ranking among Europe’s busiest passenger airports.
euros of revenue per passenger
million euros of value added
Company performance
This was in spite of a difficult second quarter in particular, where operations were badly affected by the
volcanic eruption in Iceland. In total, around 15,000
scheduled flights were annulled in 2010, mainly during the first six months and not just due to the volcano, but also to a strike by airline pilots and heavy
snowfalls. From the third quarter on, though, growth
was much more buoyant.
Sales up 10.2 percent
The rise in the volume of traffic boosted our sales
and earnings, which grew even faster than our traffic volume over the year. In fiscal 2010, the FMG
Group’s sales totaled €1.081 billion, 10.2 percent
more than in 2009.
The Group generates its sales revenue both through
its aviation business (essentially, landing fees and
ground handling charges) and through its non-aviation business (retail, hospitality and real estate, for
the most part). As in prior years, revenues in both
business segments were roughly the same, with
33
non-aviation revenue again accounting for 48 percent
of Group sales.
We reduced our personnel costs in 2010 through a
voluntary program introduced to address the loss
of market share by our Ground Handling division,
under which some 260 employees elected to leave
the company in return for a severance package. Our
material expenses, too, were down year on year
rather than rising in line with sales revenues, thanks
in part to our earnings growth program, JUMP, which
we launched in 2009. Depreciation and interest expense, by contrast, were higher compared to a year
earlier, mainly as a result of the initial consolidation
of our real-estate leasing companies to align with
Germany’s Accounting Law Modernization Act. Until
2009, these entities were reported in our yearend
accounts under leasing expense (part of other operating expense) as per Commercial Code (HGB)
requirements.
Pretax earnings up sharply
Higher sales combined with careful cost management meant we were able to boost our earnings
before interest and taxes (EBIT) by a sharp €78.3
million, to €292.4 million – a year-on-year gain of
36.6 percent. This figure has been adjusted to take
into account a one-time reserve of €84 million
formed for our Ground Handling division.
Interest expense saw a steep rise with the repayment of €152 million in interest on shareholder loans
(compared to €10.4 million a year earlier).
Prior to deduction of the interest paid to shareholders, earnings after tax (EAT) soared by 60.5 percent, to €149.1 million, up from €92.9 million in
2009 (excluding the reserve formed for Ground
Handling).
FMG Group sales
totaled €1.081 billion
Company performance
Company performance
34
Passenger numbers
grew 6.2 percent
year on year
35
The FMG Group’s value added
Our value added statement below shows the difference between the company’s output and the value
of attendant up-front expenditures. The distribution
figures indicate the respective shares of those par
ticipating in the value added process (employees,
the state and creditors). In 2010, FMG received no
state financial grants.
The FMG Group’s employees accounted for the
greatest amount of value added – more than €300
million in the form of wages and salaries, social security levies and retirement provisions. FMG’s payments to the state (€191.3 million) increased several
fold compared to a year earlier because of higher
taxes on earnings and the aforementioned interest
payment to shareholders (€152 million).
Europe’s busiest passenger airports, with only Istanbul, Rome and Barcelona reporting higher rates of
growth.
Exceptional growth in aviation
As Bavaria’s gateway to the world, Munich Airport
benefited substantially from the general recovery in
the economy. Passenger numbers were up 2 million,
or 6.2 percent, compared to a year earlier, rising
much faster than the average at other airports in Germany and in Europe. Germany’s commercial airports
recorded a gain of 4.7 percent, on average, in 2010,
and Europe’s a rise of just 4.2 percent in comparison.
This ranks us as one of the fastest growers among
In 2010, 56 percent of passengers traveled by air for
leisure reasons (vacations or family visits), and 44
percent traveled on business. Fifty-two percent of
travelers were permanently resident in Germany,
compared to 48 percent who lived abroad. Of our
originating passengers (those departing on an outbound journey from Munich), 86 percent were from
Bavaria, 5 percent from other federal states, and 8
percent from outside Germany.
Aircraft and passenger movements in 2010
Group value added statement
2010
2009
1,081.1
981.3
73.1
76.0
Total operating performance
1,154.2
1,057.3
Less operating expenditure
- 387.8
- 519.3
Less depreciation and amortization
- 155.6
- 124.9
610.8
413.1
Value added (€ million)
Net sales revenue
Other earnings
Total
First six months
Employees
307.0
309.3
Providers of capital
100.3
79.3
The state
191.3
17.7
15.1
8.2
The Company
Total
Although growth in passenger traffic was initially
slow at just 2.7 percent and aircraft movements
were down 6.2 percent in the first half of 2010, passenger numbers picked up rapidly, growing 9.4 percent in the year’s second half, and takeoffs and landings managed a mid-year turnaround to grow 2.2
percent.
Traffic figures for commercial airports in Germany
1992– 2010
Mean annual growth rate
Second six months
MUC
- 2.9
- 1.4
610.8
413.1
9.4%
10%
2.2%
- 10%
ADV (German Airports Association) excl. MUC
10%
2.7%
0%
Value distributed (€ million)
Third-party shareholders
Solid gains in the latter half of the year
Traffic growth varied as 2010 unfolded. The tail end of
the global financial crisis affected our figures during
the first six months, as did events like the ash cloud
from Iceland’s Eyjafjallajökull volcano in April and the
strike by Lufthansa pilots in February. However, over
the second six months, we saw solid gains across all
traffic segments.
6.1%
5%
- 6.2%
Aircraft movements
0%
Passenger movements
4.0%
3.6%
0.7%
Aircraft movements
(total traffic)
Passenger movements
(commercial traffic)
Fifty-six percent of
journeys by air from
Munich are for leisure
and 44 percent for
business
Company performance
Company performance
36
Transfers again
accounted for
37 percent of our
passenger volume
37
Munich is a well established hub
Munich Airport has now firmly established itself as
a key European aviation hub. In 2010, transfers accounted for 37 percent of our total passenger volume, the same level as in 2009. This means that
around 13 million air travelers in Munich switched to
flights to destinations all over the world.
We underscored our capabilities as a hub airport by
efficiently interconnecting passenger flows from
short, intermediate and long-haul services, and in
2010 offered flights to 242 different destinations. Importantly, connecting and feeder routes to and from
other parts of Europe are now no longer served by
propeller or turboprop aircraft but by up-to-date jetliners with much higher seat capacities, and services
to long-haul destinations are no longer confined to
just a few a week but are now operated daily from
Munich.
Transfer passenger flows in 2010
Larger jets with greater seat capacity
Takeoffs and landings in Munich dropped 1.7 percent
in 2010, to just under 390,000. This was due not only
to the large number of flight cancellations during the
year, but also to the fact that carriers were operating
larger jets with higher seat capacities. Compared to
2009, there were seven more seats per aircraft, up
3.2 percent. With the transition to larger aircraft, the
mean maximum takeoff mass of the planes being
operated rose from 68.2 to 72.7 metric tons.
The mean load factor per flight also increased, rising
from 71.5 percent in 2009 to 73.8 percent in 2010,
the highest recorded since Munich Airport moved to
its current location in 1992.
Growth in intercontinental traffic
Continuing the trend of recent years, international
traffic again showed exceptional growth in 2010.
Maximum takeoff mass (MTOM)
in all traffic segments
MTOM (millions of tons)
Domestic
< 1 %
Domestic
15
13.8
4.3 %1)
12
17 %
Munich
Airport
13.0
- 5.3 %
13.6
4.4 %
9
16 %
6
3
International
66 %
International
0
2008
1)
2009
2010
Routes to destinations in the Americas, Asia and
Africa all logged double-digit passenger gains, while
the overall passenger volume in the long-haul segment grew 16 percent.
This highly positive development was driven to a
large extent by Lufthansa partners Singapore Airlines, Continental Airlines and All Nippon Airways,
which added daily services between Munich and
Singapore, New York Newark, and Tokyo parallel to
services already being operated by Lufthansa; all
three carriers rapidly scored successes with their
new routes. Other long-haul destinations, too –
Washington, Chicago, Dubai and Beijing – were
served daily in 2010. New destinations in this segment included Riyadh in Saudi Arabia and Tashkent
in Uzbekistan.
Long-haul routes saw a
Commercial workload units
16% rise in passengers
Workload units (thousands)
45,000
36,000
37,072
1.4 %1)
34,920
- 5.8 %
37,467
7.3 %
27,000
18,000
9,000
0
2008
1)
2009
2010
Company performance
Company performance
38
39
Long-haul destinations in 2010
Calgary
Vancouver
Salt Lake City
San Francisco
Los Angeles
Montreal
Tyumen
Kostanay
Aktyubinsk
Munich
Toronto
Denver
Chicago
Atlanta
Fort Myers
Boston
New York
Philadelphia
Washington
Charlotte
Miami
Varadero
Cancún
Puerto Plata
La Romana Punta Cana
Sal
Boa Vista
Tashkent
Erbil
Sulaymaniyah
Amman
Dubai
Riyadh
Delhi
Muscat
Doha
Abu Dhabi Mumbai
Dalian
Seoul
Busan Tokyo
Shanghai
Hong Kong
Bangkok
Male
Mombasa
São Paulo
Beijing
Phuket
Singapore
Mauritius
Windhoek
Johannesburg
Air cargo growth hits 27.2 percent – a new record
In 2010, we handled 275,000 metric tons of air cargo
at Munich Airport to score a record year-on-year gain
of 27.2 percent. The huge jump in our cargo business
– an acknowledged early indicator of wider emerging
economic trends – is indicative of the force of the
economic recovery that began in late 2009. Our overall volume of cargo, including air mail as well as
freight, came to almost 287,000 metric tons, up 25.2
percent on the previous year.
Another factor that gave the cargo sector a lift besides the recovery was the introduction of a wider offering of long-haul flights during the year, which
meant new bellyhold capacity on these routes. As a
result, bellyhold freight accounted for nearly 90 percent of our total cargo volume in 2010.
Air mail transports continued to play a diminishing
role, and we only handled 12,000 metric tons of mail
in 2010. The reasons for the ongoing decline are a
shift in transport strategy by the German postal service, the reduction to a minimum of night mail shipments, and a general and significant contraction in
the overall volume of mail being sent.
Destinations served by freight carriers in 2010
the most popular destination countries in
The long-haul route with the highest volume of
passengers in 2010 was between Munich and
Dubai, followed by Chicago and New York Newark.
Europe
London was our most popular European
destination
In the continental segment, which includes traffic to
and from north African countries on the Mediterranean, our passenger numbers grew by 6 percent in
2010. In total, continental traffic accounted for close
to 60 percent of our passenger volume.
Just as in 2009, the countries with the most traffic
were Spain and Italy, each with around 2.5 million
passengers, followed by the United Kingdom with
around 2 million. The most popular destinations
were London Heathrow with 971,000 passengers,
Paris Charles de Gaulle with around 850,000, and
Madrid with almost 629,000.
Cancellations hold back domestic traffic growth
The large number of flights annulled on routes inside
Germany meant that domestic aircraft movements
were down 4.6 percent and passenger numbers up a
mere 0.7 percent by yearend.
In total, around 9.4 million air travelers were carried
on around 100,000 domestic flights, of which most
were on our routes to and from Hamburg, Berlin Tegel and Düsseldorf.
Scheduled freight services
Courier/express services
Moscow
Liège
Paris
Leipzig / Halle
Cologne / Bonn
Katowica
Frankfurt
Stuttgart
Munich
Ljubljana
Bucharest
Athens
Tel Aviv
de/business/branchen/
cargo
A new record result
in the cargo sector:
275,000 tons
Ground Handling wins market share
In spite of tough competition in the ramp handling segment at Munich Airport, we succeeded in boosting our
market share to 87.1 percent in fiscal 2010. Over the
course of the year, our Ground Handling division and
our subsidiary mucground Services handled 400 aircraft a day, on average, for a customer base of around
140 airline companies in this segment.
Cape Town
Spain and Italy were
Novosibirsk
Company performance
Company performance
40
Agreement on a restructuring strategy
After many years of restructuring efforts aimed at
enabling us to offer ground services at typical market
rates and remain competitive over the longer term,
we at long last achieved a breakthrough in 2010. The
Flughafen München GmbH (FMG) supervisory board,
in its summer session, approved a restructuring
plan proposed by FMG executive management and
employee representatives for our Ground Handling
division and its 1,600 employees. We successfully
reached an agreement with our workforce on the
key points of a solution under which the division
would operate as a subsidiary company, thus creating the right conditions to enable Ground Handling
to continue functioning as part of the FMG Group
and to work competitively in the future.
Under this plan, our ground services business is to
be reassigned to AeroGround, an existing wholly
owned FMG subsidiary. This solution offers our
employees in the ramp handling sector continuity
and security.
aerogate: Passenger handling expands
Besides providing passenger handling services,
aerogate, a wholly owned subsidiary of FMG, also
engages in a range of other activities at Munich Airport. These include running a IATA ticket agency and
the airport lounges, as well as operating the airport’s
baggage delivery and arrival services and supervising
the airport’s ramp areas.
In spite of a difficult market environment shaped
by three aggressive competitors and the ongoing
effects of the financial and economic crisis, aerogate
succeeded in protecting its market share of more
than 60 percent in Terminal 1. With its workforce of
around 350, the company handled almost 30,000
flights and roughly 3 million passengers in 2010.
In Terminal 1, aerogate’s base of 60 customers
includes scheduled carriers like Air Berlin, Iberia and
EL AL, tourist carriers like TUIfly, and more exclusive
long-haul airlines like Emirates, Etihad, Saudi Arabian
Airlines, Oman Air and Delta Airlines. In Terminal 2,
the company is primarily involved in ticketing and
supervision roles for customers like Thai Airways,
United Airlines, Qatar and ANA.
mucground: A competitive player
Ground Handling receives extensive, highly efficient
support in the area of ramp handling from mucground
Services Flughafen München GmbH, a wholly owned
subsidiary with around 500 employees.
The company chiefly operates in the airport’s ramp
areas (the zones immediately surrounding the terminal buildings) and specializes in baggage handling
operations. With its competitive cost base and
organizational flexibility, the company plays a vital
supporting role in the ground services we deliver at
Munich Airport.
EFM: A strong and efficient performer
EFM – Gesellschaft für Enteisen und Flugzeugschleppen am Flughafen München mbH, co-owned by our
Ground Handling division (49 percent) and GGG Service for Airlines GmbH (part of the Lufthansa Group),
carries out aircraft pushback and deicing operations,
supplies preconditioned air, and provides a range of
training and consulting services. In fiscal 2009/2010,
EFM and its 120-strong workforce conducted around
131,000 pushback and maneuvering operations and
deiced roughly 11,800 aircraft – around 1.6 percent
and 10.3 percent more, respectively, than in the
company’s prior fiscal year.
Cargogate: A robust market position
Cargogate is a wholly owned FMG subsidiary with
around 250 employees which provides cargo handling, storage, documentation, and customs clearance services at Munich Airport.
The global financial and economic crisis sparked a
massive decline in freight volumes, and Cargogate
saw its warehouse inventory levels contract by more
than 40 percent as a result. Freight-only services
were particularly hard-hit by the market collapse, but
bellyhold and express-carrier tonnages, too, were
down significantly.
Traffic figures for commercial airports in Germany
1992– 2010
Mean annual growth rate
MUC
ADV (German Airports Association) excl. MUC
10%
7.4%
5%
4.5%
0%
Flown cargo (commercial traffic)
New hirings at Cargogate
Cargogate responded to the crisis by switching its
entire workforce over to short-time working on
March 1, 2009. However, the first clear signs of recovery were apparent in early 2010 and the renewed
momentum ultimately so strong that not even the
aviation downtime caused by the volcanic ash cloud
in April had much of an impact on the volume of
freight. By May 2010, the company was not just able
to return to normal working hours but actually began
hiring again.
The total cargo tonnage handled by Cargogate in
2010 came in at just under 104,000 metric tons,
around 36 percent more than a year earlier and almost the same as 2007 levels, even without regular
freight-only services. With more than 70 percent of
Munich Airport’s air cargo customers under contract,
Cargogate reaffirmed its strong position in the cargo
market in 2010, handling around 35 percent of all the
flown freight transshipped at the airport.
More than one-fifth of cargo exports were bound for
the U.S., another fifth for the Middle and Far East,
and the remainder for destinations on the European
continent. Freight on airlines’ inbound services from
the U.S., too, accounted for around a fifth of our import cargo, while volumes from the Middle and Far
East grew to over 50 percent.
Company performance
Company performance
42
 See p. 45
43
A rich non-aviation portfolio
As a place where people converge in large numbers – air travelers, visitors and employees – Munich
Airport has long since become a popular location for
restaurateurs, retailers, hoteliers and advertisers.
This is reflected by the breadth of our non-aviation
business at the airport and is the reason behind our
ongoing efforts to develop, market and lease buildings and spaces on and off site, to promote and hire
out on-campus facilities to marketers and event organizers, and to deliver everything from a compelling
customer experience and retail offerings to quality
parking and related services .
Our non-aviation business contributed 48 percent of
FMG Group sales in fiscal 2010, just as in 2009.
Airport retail growth
Retail/services
Hospitality
250
198
200
150
204
203
51
50
49
147
154
154
100
50
0
2008
2009
2010
Sales per departing passenger
Retail and hospitality
€15
Non-aviation business
contributed 48 percent
of Group sales
€14.45
€14.61
€15.64
€10
€5
€0
2008
2009
2010
Continuously optimizing our offering
In 2010, we again took a creative and committed
approach to further expanding and fine-tuning our
non-aviation activities in an effort to accommodate
customers’ and business partners’ changing and
increasing expectations and requirements.
In 2010, another year marked by economic challenges, we focused carefully once again on making
Munich Airport an even more engaging and attractive
location, not just rolling out new initiatives and tenancies that we felt would better address target groups’
needs, but also optimizing our retail business and
organizing numerous highly successful events.
More than 200 retail and service outlets
Retail plays a major part in Munich Airport’s nonaviation business. In 2010, we had 130 stores, 49
hospitality units and 24 service outlets in the two
terminal buildings and the München Airport Center
(MAC). Of these, 63 retail and service outlets (including 43 in public areas) plus 27 restaurants, bars and
cafés (21 in public areas) were located in Terminal 1
and the MAC. In Terminal 2, most of the retail units
are sited in the gate area. Of the terminal’s 91 retail
and service outlets, 65 are in the sterile area behind
the security checkpoints, as are 13 of the 22 restaurants and cafés.
With more than 37,000 square meters of retail and
hospitality space, air travelers and airport visitors
have access to a consumer offering that is as attractive as it is extensive. During the course of the year,
we added a number of new stores, remodeled others and updated our overall retail mix as part of our
ongoing efforts to optimize the choice available in
the two terminals and the München Airport Center,
known collectively as our “airport city.” In the latter
half of the year in particular, our retail business at the
airport showed exceptional growth.
New shops to cater to a variety of tastes
In 2010 we opened not just a new fan store for
Germany’s record-breaking soccer team FC Bayern
Munich, but also The Loft (an outlet selling apparel,
footwear and an extensive selection of bags, sunglasses and accessories), a Müller Drogerie drugstore, Lloyd Shoes (offering high-quality ladies’ and
gents’ footwear, bags and accessories), and P’NA
Ties & More (a specialist retailer selling exclusive
shirts and ties).
A key addition: The new Novotel
To meet the steadily growing need for overnight
accommodation on campus, a new three-star-plus,
medium-price hotel with more than 250 rooms has
been built at the airport. This is a valuable and important addition to our extensive service infrastructure.
The demand for overnight stays is on the rise among
leisure travelers, especially among families, so the
new hotel fills a gap rather than competing with the
airport’s five-star Hotel Kempinski. Priced in a more
affordable category, it perfectly complements the
hotel accommodation previously available on site at
the airport.
The bid to construct the new hotel, which was
inaugurated in May 2010, was won by Novotel,
part of the French global hospitality group Accor.
Besides facilities like a spa area and conference
rooms equipped with the very latest technology,
the hotel offers guests a shuttle service to either of
the airport’s two terminals and the München Airport
Retail space in 2010
Total: 37,050 m2
Retail/services: 20,780 m2
Hospitality: 16,270 m2
Air-side
retail/services
10,648 m2
Air-side
hospitality
4,736 m2
Land-side
retail/services
10,132 m2
Land-side
hospitality
11,534 m2
Our “airport city”
offers an appealing
retail mix
Company performance
Company performance
44
The MAC Forum is a
perfect location for all
45
Center, just a few minutes away. The hotel also has
direct access to the rapid transit rail line.
kinds of events
A world first: An airport polo tournament
The number-one highlight among the various events
at the airport in 2010 was our first Airport Arena
Beach Polo Tournament, held in the München Airport Center’s Forum. This was the first time in the
world that an airport has hosted a polo tournament.
Around 15,000 visitors followed the games on the
70-by-25-meter polo pitch, where international giants of the game put on an exciting demonstration
of their skills.
Another high-profile event on the airport’s calendar
was the Football World Cup in South Africa, during
which 3,000 soccer fans turned up to follow the
German team’s matches on a big screen, transforming the MAC Forum into a giant arena. Likewise
hugely popular once again was our traditional winter
market – the twelfth to be hosted by the airport –
with its large artificial ice-skating and curling rink.
New milestones in Audi advertising
During 2010, Audi set not just one but several new
milestones in advertising at Munich Airport. Besides
using the airport as a venue for the launch of its
new A8 model for around 10,000 dealers and salespeople from all over the world, Audi also unveiled
its brand-new A1 automobile and held familiarization
programs for dealers over a three-month period in a
purpose-built A1 City in the MAC Forum.
This exemplifies how our highly successful relationship with Audi, which dates back to 1998 and the
creation of the Audi Forum Airport München business and conference center, has developed and
grown since late 2009. Audi’s decision to hold its
promotional events at Munich Airport was driven to
a large extent by the possibilities afforded by the airport’s MAC Forum, a uniquely large, covered event
venue, and the top-class hotel accommodation and
fine dining available on campus.
For much of 2010, Audi also used Terminal 2’s west
façade, Germany’s largest contiguous poster space,
for advertising. Initially, the automaker filled the
space with large-scale images of Audi cars, but in a
bold, high-profile move in December, the company
hired a façade artist to spray-paint a detailed, photorealistic image of the A7 Sportback on the “blank
canvas” of the terminal’s façade.
Parking and Services: An attractive portfolio
Our Parking and Services unit operates the parking
facilities at Munich Airport – 14 multistory garages
and several open-air lots, with a total capacity in
excess of 34,000 parking spaces. Its customer base
comprises not just air travelers and airport visitors
but also airport building tenants and airport employees who park at the airport.
The range of services includes convenience and
secure parking (available in the multistory parking
garage P20), plus value-added automobile services
such as washing and interior cleaning, and transfers to auto repair shops. Our valet parking, too, is
very popular: Travelers can hand their car over to an
airport employee who parks it in a garage of their
choice, and when they arrive on their return journey,
the car is driven up for them, ready for collection.
More than 34,000
parking spaces for
air travelers, airport
visitors, tenants and
employees
Other value-added parking options include XXL
parking – extra-wide bays with plenty of space for
getting in and out, available in parking garages P20
and P1 – and a special Park, Sleep & Fly deal offered in association with the Hotel Kempinski Airport München. Bannered ‘Start your vacation well
rested,’ this is a package that combines an affordable hotel room for a night with up to eight days of
free parking at the airport.
One service proving especially popular with passengers at Munich Airport is the option of making a firm
parking reservation online by credit card up to six
months in advance. Travelers can also receive special parking rates with discounts as high as 48 percent when booking through the airport website. In
2010, we extended our offering to include an earlybird parking deal at a rate of €35 for the first week.
A new record: 6.6 million vehicles parked
In 2010, around 6.6 million vehicles used the parking
facilities at Munich Airport – 1.2 percent more than a
year earlier. In the review period, our external parking revenue grew 10 percent year on year, to around
€68 million.
en/consumer/anab/auto/
parken
Company performance
Company performance
46
en/business/dienst/A/
allresto
en/micro/eurotrade
en/business/branchen/
medizin
47
Allresto: Innovative hospitality
Formed in 1978, Allresto Flughafen München Hotel
und Gaststätten GmbH runs around 85 percent of
the hospitality operations at Munich Airport. These
operations are organized in separate restaurant,
canteen and hotel business units. Restaurants are
Allresto’s core business and it runs these itself. They
include Airbräu, Käfer bistros and restaurants, Ristorante il Mondo, Leysieffer, Piazza Monaco, Bamee,
Bistro Organic, McDonald’s, Bruschetteria, Coffee
Fellows, and various bars in both terminals. Allresto
also runs municon, the airport’s conference center.
The five employee canteens on campus and the
Hotel Kempinski are managed by third-party operators – caterers Eurest Deutschland GmbH and hoteliers the Kempinski Group.
eurotrade: New strategies
Flughafen München GmbH subsidiary eurotrade
Flughafen München Handels-GmbH is a retail operator, responsible for most of the retail stores and, to
a lesser extent, hospitality units on site at Munich
Airport. Its retail operations center primarily on duty
free and Travel Value outlets, newsagent and souvenir shops, luxury-brand watch stores, and textile
goods stores.
In fiscal 2010, eurotrade ran 74 retail units in the airport’s public and gate areas and reported net sales
of €160.6 million, a gain of 12.8 percent on the prior
year.
A constant innovator focused on tailoring its strategies to the current consumer climate and comThrough its mixed franchise and license-based model petitive environment, the company opened a new
and its own strong brands, Allresto delivers an attrac- fashion store, The Loft, in the München Airport
tive and innovative hospitality offering to air travelers Center in early 2010. The store is one of a kind on
the airport campus in terms of its concept and preand visitors at Munich Airport.
sentation: Everything is available for purchase, not
With its 580 employees (the average headcount over just the goods on sale but the fixtures, furnishings
and décor, too.
the year), Allresto generated total revenue of €82
million in 2010. During the course of the year, the
MediCare: Expert healthcare
company introduced a number of important lineup
FMG subsidiary MediCare Flughafen München
changes and remodeled several hospitality units to
Medizinisches Zentrum GmbH is responsible for
boost their appeal. For instance, Allresto took over
two operations, Wiener’s and Gosch Sylt, and turned providing healthcare services to air travelers, visitors, and employees at Munich Airport. The services
them into Bamee outlets. A new patio was added
it delivers mean that Munich is one of only a few
to the Käfer restaurant in Terminal 2; the restaurant
now also has an up-market business and lounge con- European airports to offer round-the-clock access to
cept that has proven popular with its target clientele. medical treatment, 365 days a year. MediCare also
The Alfredo Bar’s beer garden in Terminal 1 was also provides a portfolio of corporate and aviation physician services to Munich Airport and organizations
remodeled in the style of a coffee plantation, comon campus.
plete with rustic wooden outdoor furniture.
In addition, MediCare runs AirportClinic M, a healthcare center of competency that unites a unique, fullservice approach to specialized care in such fields
as orthopedics, gynecology and urology with easy
access for both local and international patients. The
company is co-owned by Flughafen München GmbH
with 51 percent and by MAHM GmbH, a company
operated by a group of physicians, some of whom
are based at Munich Airport, with 49 percent. MediCare currently has a workforce of 65 employees and
in 2010 reported sales of €5.9 million.
Customer service and aviation safety
48
en/general/kontakt/
feedback
ranks as the fourth
best in the world
Customer feedback on quality of service
The opinions of our customers – passengers,
meeters and greeters, visitors and the people
who work on campus – are exceptionally important to Munich Airport. We gather direct customer
feedback through various programs, systems and
opinion polls. To help us continuously improve our
service offerings and standards, we have had a
feedback system in place for several years now
for managing the suggestions and complaints we
receive from airport users.
Opinion polls, too, have long been an important
instrument for tracking customer satisfaction at
Munich Airport. Through the Airport Service Quality
(ASQ) benchmarking program operated by the Airports Council International (ACI) and the annual passenger surveys carried out by Skytrax, a Londonbased aviation research organization, for example,
we regularly receive feedback on how air travelers
rate our performance and service standards.
Munich Airport still
Continuous service optimization
We operate a central complaints management system to ensure that all suggestions and complaints
received in writing from airport users not only
get a personal response but help us to constantly
improve the services we deliver. Most of the comments are submitted by means of online forms,
feedback cards available all over the airport, and
letters. We keep a record of all these suggestions;
we also regularly review the subjects of complaints
to identify trends and patterns and report on these
internally as appropriate.
In 2010 we processed 1,252 complaints in all – a
remarkably small number given the 34.7 million air
travelers that passed through our airport during the
course of the year. These complaints, which mainly
concerned baggage, waiting times, issues with
airlines, and security screening, were dealt with
swiftly – within just three days in 72 percent of
cases. We are frequently able to introduce improvements to services soon after issues are identified;
in some instances, though, changes need to be
implemented through quality management projects.
We have seen fewer complaints concerning airport
signage, largely as a result of our efforts to optimize routing in our facilities. From mid-May 2010,
the directional signage in our central building and
the München Airport Center was replaced to distinguish more clearly between the two spaces. In
addition, we installed large-format maps at ten locations in Terminal 1 and the München Airport Center
to ease wayfinding for building users.
Skytrax poll: The best airport in Europe again
Munich Airport continued to receive recognition for
its high quality standards in 2010 and was chosen
as the best airport in Europe in the 2011 World
Airport Awards. This is not the first time we did
so well in the Awards, having already been picked
as number one in Europe every year from 2005
to 2008 and again in 2010. We also ranked fourth
overall in the world – the same as a year earlier – in
the award survey organized by aviation researchers
Skytrax, which drew more than 11 million respondents worldwide.
ASQ: A consistently high quality rating
Unlike the annual Skytrax survey, the ACI’s Airport
Service Quality Award program tracks customer satisfaction more frequently, on a quarterly basis. As of
the start of 2011, more than 170 airports worldwide
are now participating in the ASQ program.
In spite of the rapid rise in passenger numbers, we
succeeded in maintaining our service standards
and were again rated highly by customers in 2010.
Overall satisfaction was on a par with the prior
year, with Munich Airport again receiving a score of
“very good.”
49
Airport helpers: Friendly and knowledgeable
The friendliness and helpfulness of staff everywhere
play a crucial role in passengers’ wellbeing during the
time they spend at airports. For travelers, the organization an airport employee works for – an airline or a
restaurant chain, for instance – is immaterial; all they
see is their overall experience during their visit.
For this reason, FMG and numerous partner organizations, including the federal police, the Airline Operators Committee (AOC), FMG subsidiary Allresto, and
security operator SGM-Sicherheitsgesellschaft am
Flughafen München mbH, have launched the Airport
Helpers initiative, based on an idea from Lyon Airport.
The purpose of this initiative is to enable employees, regardless of the organization they work for,
to attend seminars to improve their knowledge of
the airport’s layout and become more confident in
communicating with passengers from highly diverse
cultures. This way, they are better able to offer travelers in need of assistance the right information and
support. Designated airport helpers wear a small
badge so that passengers can easily identify them.
50
en/consumer/barriere
51
Barrier-free travel: Praise for Munich Airport
We offer a wide range of services designed to ease
travel for passengers with disabilities. For those arriving at the airport by rapid transit rail, for example,
there are wheelchair-friendly elevators. There is also a
tactile wayfinding system integrated into the floor that
leads to a special assistance desk and to an information panel in Braille. The same kind of wayfinding system is installed at Terminal 2’s north curbside, where
buses and taxis pick up and drop off passengers.
Our parking garages have specially designated
spaces close to elevators where people with disabilities can park their vehicles. Disabled badge holders (categories “aG,” “H” or “BI” in Germany) also
qualify for a 50 percent reduction on parking fees.
charge. The routes to the departure areas in Terminals 1 and 2 are designed to enable easy access,
and the washrooms are wheelchair-friendly. In addition, all of the gates have escalators and elevators to
make it easy to move between building levels.
All of the information desks in the departure areas,
the main information desk in the München Airport
Center, and the special assistance lounges in Terminal 2 can loan wheelchairs to airport users free of
The front page of the Munich Airport website includes a button linking to extensive information for
travelers requiring special assistance. We have also
published a brochure titled Barrier-free, which informs travelers about all of the services and facilities
we offer for people with disabilities.
at the airport and check up on arrival and departure
times.
en/micro/it-products/
The highlight of this system as a whole is its routing
capability within the airport. This lets users find the
best route to chosen destinations, be they shops,
restaurants or departure gates (including security
screening and passport control points). The system
provides details of the route distance and estimated
time required on foot – valuable information for
those who are not familiar with the airport, because
it helps them to make the most of the time at their
disposal.
In accordance with EU standards, assistance for
passengers with limited mobility is provided at no
charge. The breadth of special services we offer
earned us a mention as an exceptionally disabledfriendly airport in Passenger Terminal World magazine’s Annual Review in 2009.
Quality management: Continuous improvements
The service that passengers experience when they
use a commercial airport is a key differentiator that
sets one airport apart from another.
World premiere for an innovative information
system
Munich Airport is blazing a trail with InfoGate, a
new type of information system designed in-house
at FMG. Two years in development, this high-tech
world first went into pilot operation in early 2011. The
system offers users quick and easy wayfinding assistance, face-to-face, from a human operator. A total
of six InfoGate counters have now been installed,
and all passengers and airport visitors need to do is
simply press a button to connect over a live video
feed to a contact center agent who can answer their
questions directly.
At Munich Airport, we have a quality management
system in place based on the DIN EN ISO 9001:2008
standard. Initially rolled out in 1996 and steadily refined since then, it has put structures in place that
enable us to systematically review and improve our
customer processes. In units like our Engineering
and Facilities division, our fire service and our subsidiary AeroGround, for example, we have employed
those certification methods that the marketplace
expects, reflecting the degree of customer focus
we aim for in all our operating and technical units.
Through a process of continuous improvement, our
airport is constantly working to uphold its high quality standards and professionalism and thus maintain
a strong market reputation.
As an extension to this system, we have also created InfoGate Interactive. This is an innovative
self-service system, now set up at 17 locations (at
almost every wayfinding intersection), consisting of
information monoliths at which building users can
find out about retail, hospitality and service points
Focus on security
At an international passenger airport like ours, security is an issue of maximum priority. Employee
pedestrian and vehicular access is controlled by
CAP, an FMG subsidiary, and by Flughafen München
infoGate
InfoGate helps
passengers and airport
visitors find their way
quickly and easily
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sicherheit
en/business/dienst/C/
cap
53
GmbH’s own security services, which together have
around 770 employees. All access control measures
are executed in compliance with national and EU
requirements and statutory German regulations
based on current aviation security legislation, and are
subject to continuous quality checks in the form of
EU security inspections. We also perform our own
in-house checks through our internal security quality
management system.
With the requirements that security personnel are
expected to fulfill and the level of knowledge and
expertise they must achieve both increasing all the
time, we hold regular onward training for our them.
To underpin aviation safety and security even further,
we introduced mandatory security training in mid2008 for all persons authorized to access Munich
Airport’s security regulated area.
Before passing into the gate areas, passengers
are screened in accordance with statutory requirements by employees of Sicherheitsgesellschaft am
Flughafen München mbh (SGM) operating as agents
of the state’s highest aviation security authority.
Currently, more than 1,100 aviation security officers
work in this area.
In 2010, Terminal 2 was closed down for several
hours following an incident at a passenger security
screening point. Although an investigation by the
aviation security authorities found nothing untoward,
a number of SGM’s security screening procedures
were later revised and new alert systems installed.
Because these changes resulted in longer waits at
screening points, we decided to track and analyze
the waiting and handling times in the passenger processing chain. Thanks to this analysis and improvements we subsequently introduced, we can now
keep passenger waiting times to a minimum.
CAP: The airport’s security contractor
CAP Flughafen München Sicherheits-GmbH, formed
in 1992, is a security company that takes care of a
range of security tasks under contract from airlines
and other organizations located at Munich Airport.
CAP’s former business practices have resulted
in the company being investigated by the district
attorney’s office. This is because, in the past, permanent employees appear to have been working
more hours than contractually agreed. They were
taken on by third-party companies and then hired
back to CAP on a part-time basis. The investigation
is still in progress, but it is impossible to state as
of this writing whether the case will ultimately warrant prosecution under criminal law or whether CAP
will be liable for back payments of taxes and social
insurance.
The airport’s safety management system
As with general safety and security at the airport,
ensuring the safe operation and handling of aircraft
in accordance with statutory aviation regulations
has utmost priority at Munich Airport. We therefore
operate a safety management system (SMS) in compliance with International Civil Aviation Organization
(ICAO) requirements. The SMS is comprehensive
in that it covers the entire Munich Airport campus.
Given its scope, this means that we are also responsible for supervising all of the businesses, frontline
services and other organizations involved in safetyrelated tasks at the airport.
To manage and control any measures required in
connection with sudden events like fires or accidents
involving aircraft, we have a long-standing emergency response plan that we continuously update
in collaboration with government agencies and with
off-site emergency services. The processes defined
in the emergency response plan are run through and
reviewed in regular practice drills.
The airport fire service and its roles
Safety is a key concern throughout aviation. This
means that “safety first” is an abiding principle not
just in the air but on the ground at the airport, too.
Munich Airport’s fire service plays a frontline role in
keeping people and property safe.
aircraft fire crews to roll out in their vehicles once an
alarm is raised. This is the response time required
under ICAO guidelines, and our crews must be able
to hit that target consistently.
Munich Airport’s fire service also actively shares its
knowledge and expertise through training and conThe numbers of firefighting vehicles and quantities
sulting programs. For example, candidates aiming
of extinguishing agents that airports keep on standby for higher and senior pay grades with fire departin order to be prepared for aircraft fires are based on ments all over Germany come to the airport to
ICAO recommendations. The ICAO groups airports
complete essential practical training. We also work
into ten separate categories depending on their size
with the city of Munich fire department to deliver
and the number of planes taking off and landing.
professional training to prepare firefighters working
Munich Airport is in the highest category.
toward official chamber of industry and commerce
qualifications.
Another ICAO recommendation states that, in ideal
visibility and driving conditions, firefighters should
Airport fire service engineers, fire marshals and
be able to reach any point on our four-kilometer-long
specially trained support staff are available to consult
runways within 180 seconds of being called out. To
for other fire services and businesses. Their duties
achieve that, Munich Airport has two separate fire
range from preparing fire safety strategies and
service locations: the north fire station and the south escape and rescue plans to managing quality and
fire station.
organizing aircraft recovery. We have provided these
consulting services to businesses’ plant fire departThe fire service’s command and control center is
ments and to other major airports in Germany and
located in the south fire station and is staffed 24
abroad.
hours a day. It takes no more than 40 seconds for
en/consumer/fluginfo/
sicherheit/feuerwehr
54
55
Accredited quality management
Of the various airport fire departments that work
together through the German Airports Association
(ADV), Munich Airport’s fire service is the first to
deploy an accredited quality management system.
The system was reviewed and re-accredited in a
group certification process by TÜV Süd in 2010.
Bird control: Preventing bird strike
Collisions between aircraft and animals – birds in
particular – pose a serious threat to aviation safety.
We take various initiatives at Munich Airport to guard
against this kind of event and to ensure the safety
and continuity of airport operations.
As part of our active defense work, we regularly
check the airport operating areas for possible
threats. Bird control is carried out by specially trained
Flughafen München GmbH employees who are on
site and remain in constant contact with air traffic
control during the airport’s operating hours. They
use various methods to drive off animals that pose
a potential threat to safety. Often, it suffices if they
simply drive up in a vehicle, get out or sound the
horn. They also use pyro-acoustics to startle them.
This involves firing flares that either make a bang,
whistle or flash after a delay.
Measures to guard
against bird strike
include continuous
checks during airport
operating hours
Sophisticated biotope management
Unlike many other international airports, Munich
does a lot more to prevent bird strike than just
startle the birds. Instead we expend a lot of effort
on creating and maintaining biotopes that blend in
with the local landscape but are carefully managed
so as not to attract to the airport and its immediate
surrounding area those birds that pose a threat to
aviation (species that are heavy or have a tendency
to swarm or are active flyers, for example).
We took active steps to prevent bird strike early on,
when the airport was first built, by sowing the land
with types of vegetation unappealing to dangerous
species. In an effort not to attract heavy waterfowl,
we also avoided creating open expanses of water as
far as possible; we installed wires over groundwater
drainage ditches; and we drained areas where surface water tended to accumulate.
As a further safeguard against bird strike, we also
have agreements in place with tenant farmers who
work FMG-owned land in a 200 to 600-meter belt
outside the airport perimeter. Under these agreements, they are not permitted to use liquid fertilizer
or sludge on the fields or to engage in intensive
forms of agriculture such as growing cereal, root or
specialty crops.
In addition, the airport operating company has
public-agency status and therefore a say when local
authorities approve land use for areas outside the
airport perimeter. Again, this is to help prevent bird
strike. Companies mining local gravel, for example,
are required to ensure that their operations do not
result in new open stretches of water.
Two-thirds of the airport site is covered with greenery,
which requires special care and maintenance. Given
that short grass would tend to attract bird species dangerous to aviation, the grassy areas around the runways are mown as seldom as possible. Flocking species like starlings and gulls are generally not attracted
to the long grass because they lose sight of each
other, and larger, heavier birds like buzzards and herons avoid it because of the difficulty of finding prey.
Aside from the aviation safety benefits, these measures
are also valuable from a conservation perspective.
The biotopes we have created have far greater environmental value than uniform, intensively farmed
pasture or arable land. The airport’s perimeter fence
also keeps out large mammals like deer and wild
boar, giving other species a chance to thrive.
to other national and international airports. This is
partly due to our geographic location and partly to
our extensive preventive efforts.
For the airspace around Munich Airport as defined by
the ICAO Bird Strike Information System (IBIS), the
Low bird strike rate
DAVVL recorded a figure of 1.35 bird strike events
Statistics on bird strike incidents in Germany collected per 10,000 aircraft movements for the year 2010. This
by the German Bird Strike Committee (DAVVL) on
is low in comparison with national and international
behalf of the federal transport ministry show that
figures: The average for major commercial airports in
Munich Airport has a good bird strike record compared Germany was 1.93 in 2010.
Munich Airport goes
to great lengths to
prevent bird strike
56
it/consulting
Our IT division provides
support services for
the entire FMG Group
High IT security standards
Flughafen München GmbH has released binding
information security guidelines governing the treatment of information and the use of information technology, both within its own organization and at its
affiliates. The guidelines detail areas of responsibility
and contain fundamental rules designed to protect
information.
The FMG Group has a chief information security
officer whose job is to manage information security
across the whole of the organization. He reports
directly to FMG’s executive management. He is supported by other information security officers in the
parent company itself and in its various subsidiaries.
Key information security tasks include audits (technical, organizational and employee-related), the
creation of guidelines (on the use of IT systems
and the treatment of confidential information, for
example), risk management, technical measures to
harden computer security, and initiatives to raise
employees’ awareness of the importance of IT
security.
New FMG systems are produced in accordance
with MAP, an in-house project management methodology, and MAPIT, a supplement that applies
specifically to IT systems. This unified approach to
project management ensures that systems satisfy
FMG quality, security and reliability requirements.
Measurable quality objectives with ISO 20000
FMG has its own IT services arm, the Information
Technology division, which is responsible for information and communication systems throughout
the Group. The division received accreditation to
the ISO 20000 IT service management standard in
2006 and has since successfully re-certified annually – most recently, in June 2010.
ISO 20000 establishes a measurable quality standard for the delivery of managed IT services. Key
processes include incident management, change
management, availability and continuity management, configuration management, and information
security management.
Besides ISO 20000-compliant processes, our IT
division employs a range of technical measures
to protect the availability of critical systems. One
such measure is to operate two data centers, at
separate locations, which switch between system
components according to defined cycles. Other
examples include state-of-the-art security measures to protect the airport’s networks, encryption
of confidential e-mail, encrypted storage of confidential information on mobile devices, and comprehensive system management with a high degree of
operating-process integration.
Our information security management’s key
focuses in 2010 included the definition of an IT
security standard specifically for external service
businesses, audits of technical solutions and processes, training on technical IT security measures
(such as the introduction of e-mail encryption) and
the handling of confidential information, the rollout
of a single sign-on solution, and optimization of our
internet access infrastructure.
IT process optimization
Besides planning, setting up and operating the
airport’s IT systems, our IT division offers a range
of advisory and consulting services and maintains
inventories of information system products (display
and camera systems), office systems (personal
computers, office software and SAP software) and
communications equipment (for LANs, WLANs,
fixed and mobile telephony, and radio). The division
is also responsible for providing the infrastructure
needed to ensure that all these products operate
correctly.
The IT division and its 180 employees currently looks
after around 520 customers. To conform to ISO
20000 requirements, the division carefully monitors process quality by applying a variety of metrics,
and works to continuously improve processes. This
ensures that procedures are adapted and optimized
continuously, in step with changing conditions.
Our IT division’s process and product audits identified that our IT service management (ITSM) tool,
in its current form, provides substandard support
for the automation of supply processes and therefore warrants remediation. A project has now been
launched to coordinate process modifications and
to update the environment provided by the ITSM
tool. This will not only enable us to respond faster to
customer inquiries, but also to reduce the labor cost
per process cycle, improve the quality of IT service
delivery and service data, and simplify the process
of invoicing customers.
Our IT division’s 180
employees look after
around 520 customers
Expansion of the airport infrastructure
58
increase our capacity
to 120 movements an
hour
The world is growing smaller
Increasing global mobility and the intensifying
exchange of goods and people both rely on quick
and easy international transport backed by a reliable
and efficient aviation infrastructure and services. To
ensure that Munich Airport can continue to serve
people’s need for mobility in the future, Flughafen
München GmbH (FMG) is now preparing to expand
its facility in line with demand, almost 20 years after
the airport moved to its current location. As part of
our expansion efforts, we submitted an application
in 2007 for the zoning approval required in order to
build a third runway.
A third runway would
The imperative of a third runway
We have needed a third runway at our airport to
handle day-to-day operations for some time now:
We are already operating at capacity several times a
day during peak hours. With our present two-runway
system, we can schedule around 90 takeoffs and
landings an hour, but this is not enough. The airport
coordinator is having to refuse a large number of
airlines’ requests for slots. Adding a third runway
would step up our capacity to at least 120 aircraft
movements an hour, giving us the headroom we
need to accommodate the kind of traffic growth we
expect to see at Munich Airport in the intermediate
term. Reliable forecasts indicate that our passenger
load could reach 58.2 million and aircraft movements
roughly 590,000 by the year 2025.
Importance for the national economy
For an export-centric economy like Germany’s,
which earns one in every two euros in the global
marketplace, international aviation is of immense
importance.
Bavaria is one of the world’s most dynamic and successful industrial and economic regions – a top-tier
technology center, an important banking hub, and an
internationally acknowledged hotbed of research. It
is one of the world’s 20 biggest exporters, ahead of
59
countries like Sweden, Brazil and Australia. And not
just that, the state is also Germany’s most popular
among vacationers.
in the long term to ensure that Munich’s commercial
airport, an important European aviation hub, can
expand in line with demand and operate efficiently.”
Easy access to an efficient air transport infrastructure is a crucial factor in sustaining this economic
might. Expanding Munich Airport by adding a third
runway is therefore about safeguarding Bavaria’s
future. To quote the state government’s strategy
paper for future development, “Action must be taken
Employment driver
Aviation is a dependable source of work in the region
and provides jobs with a reliable future. Currently,
around 30,000 people work for more than 550 organizations at Munich Airport, making it one of the
biggest employers anywhere in Bavaria. On average,
it creates two new jobs a day, and each new job on
campus spawns more in the surrounding region .
Statistically, more than 900 new jobs are created at
Munich Airport with every additional million passengers. Long-haul services in particular give rise to new
jobs. For example, each A340-600 long-haul jet that
Deutsche Lufthansa AG bases in Munich generates
220 new jobs directly, plus many more in other businesses. Stationing one of these jets ties up around
 See p. 107 ff.
60
61
€100 –150 million in capital and is roughly equivalent
to a midsize business locating here.
Passenger volume (million)
Growth and projected demand up to 2025
On average, Munich
Airport creates two
new jobs a day
58.2
60
49.8
48
41.7
36
34.7
28.6
24
23.1
12
0
2000
2005
2010
2015
2020
2025
Source: Flughafen München GmbH (January 2011);
Intraplan Consult GmbH
Aircraft movements (total traffic, thousand)
Growth and projected demand up to 2025
590
600
536
471
480
399
360
319
390
319
In the intermediate term, Lufthansa aims to expand
its long-haul fleet from 24 jets at present to around
40, though this will depend on whether Munich
Airport can provide the requisite runway capacity.
Clearly, based on our projected traffic growth, aviation in Munich will continue to drive employment in
the future, creating work for thousands of people.
Zoning approval is progressing fast
In response to a request from the South Bavarian
Office of Aviation, FMG has supplied additional and
revised documents on a number of aspects of the
expansion project, including an updated air traffic
forecast. The latter reaffirms Munich Airport’s projected growth and rapid development. Prior to this,
the regional government of Upper Bavaria also commissioned an additional quality assurance review.
The documents were made available to the public
in the communities concerned from April 12 until
May 11, 2010.
All of the objections received by the government of
Upper Bavaria were processed to deadline by the
fall of 2010 and then forwarded to the South Bavarian Office of Aviation, the authority responsible for
issuing the zoning approval. At the same time, a
set of collected arguments, comprising objections
raised and responses to them, was updated, presented to the authority and published.
During the planning phase for the third runway,
steps were taken to minimize the effects on the
environment and the local countryside. Unavoidable
impacts are to be mitigated by appropriate measures defined in the landscape conservation plan.
240
120
0
2000
2005
2010
2015
Source: Flughafen München GmbH (January 2011);
Intraplan Consult GmbH
2020
2025
Planned location for the third runway (preferred variant “5b” in the airport’s northeast sector)
A satellite building for Terminal 2
FMG and Lufthansa’s supervisory boards have given
the go-ahead for the construction of a satellite building that will significantly boost capacity at Munich
Airport’s Terminal 2 and increase the number of
contact stands available. With this project, FMG
and Lufthansa, who jointly operate Terminal 2, are
responding to the swift growth in passenger numbers at the airport. Terminal 2, which was inaugurated in 2003 and is designed specifically to support
Lufthansa and its partner airlines’ hub operations,
is expected to reach its notional capacity limit of 25
million passengers in 2011.
Augmenting passenger capacity
The new building, which has already received zoning approval, will be connected to Terminal 2 via an
underground people mover system and will create
the capacity to handle an additional 11 million passengers a year. The satellite will cost around €650
million to build and, as with Terminal 2 previously, the
costs will be split 60:40 by FMG and Lufthansa.
Designed as a “green” satellite
We have set an ambitious carbon target for the terminal satellite: Our aim is for its carbon emissions
to be 40 percent lower than in our two existing
terminals, and this will involve extensive measures.
For instance, on its outside the satellite will have
a climate-control façade containing a cold storage
medium to optimize the building’s energy performance. During the summer months, this medium,
known as a phase change material or PCM, stores
cooling energy when temperatures drop at night and
then uses that energy to help cool the building during the day. The building’s HVAC system will employ
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The new satellite will
have 52 gates and
27 contact stands
63
advanced air-source technology, and the lighting will
partly comprise LEDs. On the inside, the escalator
areas will be divided off from the building concourse
by a wall of glass. Isolating them in this way creates
a climate buffer within the satellite. The building’s
contact stands will be equipped with a system to
supply planes with preconditioned air.
Inauguration planned for 2015
The new satellite has been designed as an add-on
to the existing baggage sorting facility on the apron
to the east of Terminal 2. Under the current plans,
the satellite will be a two-story bar-shaped structure
with a total of 52 gates. The 27 aircraft stands at the
building will more than double the number of contact
stands available at and around Terminal 2, compared
The satellite, here in
the foreground, will
augment capacity at
Terminal 2
to today. FMG and Lufthansa’s supervisory boards
approved the satellite project in December 2010,
and the preparatory work is due to begin over the
summer of 2011. The start of actual construction is
slated for early 2012, and we hope to inaugurate the
finished terminal building in 2015.
Airside master plan: Strategy 2050
The High Level Group on Aviation Research, a thinktank made up of senior aviation experts, has been
tasked with developing a vision for the future of European aviation by EU transport commissioner Siim
Kallas and the Directorate-General for Research and
Innovation. The aim is to conduct a study mapping
out an ambitious research and innovation strategy
that will give Europe a lead in competitive, environ-
ment-friendly and safe aviation by 2050. Prepared
by the European Commission together with C-level
executives in Europe’s largest aerospace companies,
the study will focus on aviation and environmental
protection. Our own president and CEO, Dr. Michael
Kerkloh, representing airports in Europe, is involved
in defining this long-term strategy.
The overall objective is to put Europe’s aviation industry on a more competitive footing so that Europe
can maintain its stature in the world as a market
leader in high-tech products and top-quality services.
One of the thrusts of this initiative, alongside other
efforts underway within the aviation sector to reduce
carbon and nitrogen emissions, is to improve intermodality – in other words, the creation of smart connections between different modes of transport.
Environmental performance and transport efficiency
are both key concerns for Flughafen München
GmbH, as evidenced by our commitment to promoting better networking between rail and air transport
and our efforts to expand in line with demand but on
a carbon-neutral basis.
simulations. A system like SimmodPlus lets users
quickly identify and validate the measures and infrastructure required to optimize operations. With models like this, surface radar data needs to be analyzed
continuously to ensure that the input data and operating parameters are valid (essential for accuracy). This
kind of virtual airport operations model can simulate
and analyze every execution phase of any flight, from
approach to departure, allowing operating procedures
to be validated and optimized when, say, planning
season timetables.
The system also enables future additions to airport infrastructure to be operated on a trial basis in a virtual
model in order to analyze and evaluate in detail the
effects of different scenarios and the changes they
make to capacity targets.
Landside master plan: Attractive access modes
User-friendly and efficient road and rail network access is hugely important for any intermodal transport
hub, and at Munich Airport it is crucial to our ability
to fulfill our role as a major European aviation hub
and gateway to the world. Creating optimum access
would not just safeguard and extend the airport’s
Simulations help streamline flight operations
catchment area, it would also help to reduce the
Minimizing delays and maximizing the resource efcarbon emissions caused by traffic. Our goal, thereficiency of flight operations is best accomplished
fore, is to promote greater use of rail as a feeder
by coordinating and optimizing the way airports, air
mode, thus making travel to Munich Airport on public
traffic control operators and airline companies work
transport not just more appealing but also more
together. Although often highly complex, flight opera- customer-friendly. This would benefit rail operators,
tions can be modeled realistically for strategic and
the airlines, our airport, air travelers and, ultimately,
tactical planning purposes using fast, computer-based the environment.
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Moving traffic from
roads to rail services
reduces carbon
emissions
65
Gradual improvements to rail access
At Flughafen München GmbH we aim to improve airport rail access in several stages. We not only want
to make rail a more appealing option for customers,
we also hope to entice a sizeable proportion of airport road traffic off the road network and onto rail
services, because this would have a significant positive impact on carbon emissions. This environmental
benefit is core to our wider sustainability strategy at
FMG.
Our strategic objectives are as follows:
– In the short term, create an express rail link that provides travelers with a quick and convenient service
between the airport and Munich’s Central Station.
– In the intermediate term, we plan to connect the
airport with the northeast of Bavaria with direct
services routed via the Neufahrn curve, and with
the southeast of Bavaria and Austria with services
on the Erding circular link, the Walpertskirchen
branch line, and the mainline route from Munich to
Mühldorf and Freilassing. Zoning approval is already
in progress for the Neufahrn curve, and the zoning
process for the Erding circular link is currently at
the preparatory stage. The Walpertskirchen branch
line and the development of the Munich-MühldorfFreilassing link have both been registered as future
projects in Germany’s national transport plan.
– In the longer term, we hope to build on the infrastructure we would like to see created in the intermediate term to fully integrate Munich Airport into
the national mainline rail network and the westto-east rail artery running from Ulm, via Augsburg,
to Salzburg.
Passengers’ airport access modes in 2010
Transfer passengers
Originating passengers and last mode of transport used to access airport
37%
63% 42 %
42 %
41%
Own car
11%
10 %
10 %
Taxi
6%
6%
6%
32 %
33 %
32%
6%
3%
6%
3%
6%
5%
2008
1)
2009
Bus 1)
Rapid transit rail
Rental car
Party taxi
2010
Assuming 50 percent public and 50 percent private bus traffic
Planned transport links
These plans align with the results of a study commissioned by the Bavarian Ministry for Economic
Affairs, Infrastructure, Transport and Technology into
ways to improve rail connections to and from Munich
Airport – a study in which we were actively involved.
The findings were endorsed by policymakers in
resolutions passed by Bavaria’s state government on
March 23, 2010, Munich City Council on March 24,
2010, and the Bavarian parliament on April 14, 2010.
This means that a strategy has now been mapped
out for Munich’s rail hub.
Regensburg
Landshut
Augsburg
Mühldorf
To
LINDAU
MUNICH
Planned direct rail services
Freilassing
Salzburg
Updates to the Federal Transport Infrastructure
Plan
As part of its Federal Transport Infrastructure Plan,
the German government is preparing an overarching transport strategy that includes interconnecting
airport infrastructure with road and rail networks.
For airports offering services to destinations all over
the world, better intermodality between rail and
air transport and better connections to the national
mainline rail network are enormously important. To
promote higher prioritization of improvements to rail
links in the update to the Federal Transport Infrastructure Plan in 2015, Munich Airport commissioned
a study into the benefits of intermodality for transport and the economy.
The study is currently being prepared as part of the
German Air Transport Initiative on behalf of Munich,
Frankfurt and Düsseldorf airports, Deutsche Lufthansa
and rail operator Deutsche Bahn.
Its goal is to demonstrate the benefits to be gained
by transport systems and the national economy
through improving intermodal links between airports
and rail services, as well as the economic effectiveness of such projects.
Munich — Seoul
Ice fishermen at Lake Baikal, Siberia, Russia (53° 46’ N, 108° 19’ E). Some 25 million years old and measuring 1,642 meters at its deepest
point, Baikal is not just the oldest and deepest freshwater lake in the
world, it is also the largest reservoir of fresh surface water on the planet.
Declared a UNESCO World Heritage site in 1996, the 31,000-square-
kilometer lake is home both to the native Baikal freshwater seal and to
the Baikal oil fish and deep-water sculpin, two fish species that occur
nowhere else.
Protecting resources. We
understand our responsibility toward the environment
and tomorrow’s generations
– hence our comprehensive
and ongoing efforts to consume resources responsibly
and reduce our environmental footprint.
Environmental and climate protection
68
Environmental and
climate protection
65 1,329 9,972 percent of our deicer recycled
Climate strategy
Climate strategy
69
Climate protection is a global imperative
Mobility may be one of modern society’s basic and
essential needs, but it comes at a significant cost:
Transport consumes vast amounts of energy and
generates pollutants that exacerbate global warming.
That said, aviation’s share in the global carbon emissions that contribute to climate change is a mere
2 percent, compared to 14 percent in the case of
road traffic. 1)
The emissions produced by aircraft are the responsibility of the airline companies that operate them. The
system boundary applied to aviation emissions is defined by the landing and takeoff (LTO) cycle. In effect,
this means we take into account all emissions from
aircraft at altitudes of less than 3,000 feet (914 meters). We also include travel to and from the airport
by passengers, visitors and airport workers as this is
a significant factor in our overall emissions situation.
Our greenhouse emissions at Munich Airport are
caused by aircraft handling and maintenance on the
ground, operation of the airport’s facilities, and the
use of our airport infrastructure. Landside traffic, too,
generates emissions.
Combating climate change is a joint task for the aviation industry. Member organizations of the German
Airports Association (ADV) have therefore mapped
out a systematic way forward by defining a comprehensive climate strategy for Germany’s commercial
airports. This strategy involves carefully tracking
emissions and rolling out measures aimed at bringing about a reduction.
employees trained on environmental and climate protection
1)
metric tons of carbon saved since 2008
Carbon footprint 2010
ource: Prof. Ulrich Schumann, Head of the Institute of Atmospheric Physics,
S
German Aerospace Center (DLR), 2009
Scope 3:
Public transport
6.8%
Scope 1:
Energy generation
12.2%
Diesel and gasoline
for airport vehicles
2.2%
Auxiliary power units
6.3%
Scope 2:
Energy purchased
3.2%
LTO cycle
60.8%
Diesel and gasoline
for outside companies
1.2%
Energy purchased
by outside companies
7.3%
Combating climate
change is a joint task
for the aviation industry
Climate strategy
Climate strategy
70
71
The climate strategy at German airports follows on
from the four-pillar strategy ratified by the aviation
industry in Germany in 2007. With the four-pillar
strategy – based around the development of new
technologies, efficient infrastructure, optimized oper
ations and economic instruments – the industry has
architected a balanced approach that can minimize
environmental impacts yet enable the industry to
grow and remain competitive.
Our goal is to achieve
carbon-neutral growth
by 2020 compared to
the baseline year 2005
Toward carbon-neutral growth
Part of our strategy at Flughafen München GmbH
is to manage the operation and onward development of our airport in such a way that we control our
impacts on the environment effectively and comply
with statutory requirements and environmental
regulations. Our company’s stated goal is to achieve
carbon-neutral growth by 2020, compared to the
baseline year 2005.
We published details of our carbon footprint for the
first time in 2008. This was calculated in accordance
with the internationally accepted Greenhouse Gas
Protocol (GHG Protocol), which categorizes emissions by sources. The GHG Protocol differentiates
between three emission categories: direct emissions caused by self-produced energy (Scope 1);
indirect emissions caused by energy purchased to
cover one’s own requirements (Scope 2); and other
indirect emissions caused by third parties like the
airlines at out airport and by public transport (Scope
3). E
fforts to reduce our footprint include measures
like emissions-based landing charges that are designed to encourage organizations at the airport to
follow our lead.
Certified environmental management system
Flughafen München GmbH has had an environmental management system in place since 2005. Its
purpose is to ensure that we comply with statutory
requirements and improve our environmental performance. It also enables us to track key performance
Active environmental management
indicators that provide us with a basis on which to
define environmental initiatives. All such activities
are documented in the environmental statements
that we publish at regular intervals.
FMG was re-certified to the DIN EN ISO 14001 and
EMAS standards in 2008. Our subsidiaries, too,
have started to do the same, beginning with Allresto
Flughafen München Hotel und Gaststätten GmbH
and the Kempinski Hotel Airport München in 2008,
both of which were re-accredited in 2010. We are
now currently advising our subsidiaries aerogate and
Cargogate on setting up an environmental management system and guiding them through the process
of preparing for certification.
Interim audits were conducted at FMG and participating subsidiaries in 2010, but no instances of noncompliance with statutory environmental regulations
were identified.
Certificate for successful carbon reduction
Munich Airport’s successful efforts to manage and
reduce its carbons emissions have been officially
certified under the highly regarded Airport Carbon
Accreditation program operated by the Airports
Council International Europe. There are four different
steps in the program, and Munich Airport received
level 3 accreditation. This is awarded to airports that
are in the optimization phase, defined as being in
the process of taking effective steps to achieve a
lasting reduction in emissions and to involve other
organizations in the efforts. Munich is the first airport
in Germany to receive accreditation for the “optimization” level under the Airport Carbon Accreditation
program.
together handle 44 percent of Europe’s passenger
traffic, have now joined this cross-border initiative.
Since it was set up by the Airports Council International in 2009, the program has helped to save
more than 600,000 metric tons of carbon emissions.
Airport Carbon Accreditation is a voluntary program
in which all commercial airports in Europe can choose
to take part. Forty major European airports, which
In 2010, Munich Airport applied for accreditation
retroactively for the year 2009.
Airport Carbon Accreditation certificate
en/company/umwelt/
management
72
Our scope 1 and 2
carbon emissions are
down roughly 3,200
tons
 See p. 79
Continued carbon reduction measures
In keeping with our target of carbon-neutral growth
by 2020, the members of our carbon management
project team continued to seek ways to save energy
in our existing buildings and installations in 2010.
This proved more difficult than in 2009 because an
additional 2 million passengers compared to a year
earlier meant we consumed more energy. In spite of
this challenge, we succeeded in reducing our total
scope 1 and scope 2 carbon output (the classes of
emissions that we can control directly) by around
3,200 metric tons. This achievement is all the more
impressive considering that 2010 was much colder
than both 2009 and the long-term annual average.
The weather alone meant a 10 percent rise in heating requirements – an increase that we could only
offset to a limited degree by the drop in cooling energy needed.
Scope 3 covers all third-party emissions at the airport. We engage in a range of efforts to bring these
down, including charging emissions-based landing
fees  and rolling out optimized processes like Airport Collaborative Decision Making (A-CDM), which
we first introduced in Munich in 2009.
We scored important successes in 2010 with our
continued efforts to optimize energy use at Terminal
2, where we managed to reduce power consumption by a further 5.6 percent year on year – or 3.8
gigawatt hours of electricity and 2,200 tons of carbon emissions – in spite of the rise in passenger
numbers. We accomplished this by various means,
including improved control of ventilation systems in
the terminal’s baggage transportation system and
baggage claim area and efforts to optimize lighting
in concourse and outdoor areas.
Since we began implementing measures like this
in 2008, we have managed to identify potential
carbon savings of more than 16,000 tons in airport
buildings and installations, and have succeeded in
73
actually cutting output by around 10,000 tons. Our
milestone through to 2014 is to save 44,000 tons of
carbon emissions.
and thus identify the best possible emission-re
duction measures in terms of cost and effectiveness.
Our key reporting, control and monitoring instrument
in our carbon management and energy efficiency
initiatives is a carbon database that we designed,
deployed and have gradually refined over the past
three years. The database enables us to map emissions to sources on an accurate and equitable basis
To identify additional potential carbon savings, we
have started analyzing buildings and installations in
greater detail. At the same time, we have stepped
up efforts to track the success of measures already
implemented in an effort to ensure that savings
achieved are sustained.
Meter management system overhaul
We are currently overhauling the airport’s meter
management system. Extensive technical changes
to the whole process of meter-reading, including
the addition of more smart meters to permit remote
reading, and to the way we organize meter management mean that our records of power transmissions and consumption should be more transparent
in the future. This will make it easier to identify
potential savings and to safeguard those savings
Our milestone for
2014: a 44,000 ton
cut in carbon
74
75
already achieved by monitoring them carefully. Meter
management is becoming one of the most important
elements in our efforts to manage energy and carbon
at Munich Airport.
Munich Airport’s cogenerating plant is one of
the most efficient of its
kind in the world
Sustainable and efficient: Our cogenerating plant
Flughafen München GmbH was intent on generating
power sustainably and cost-efficiently at Munich Airport from day one. This is why we have our own onsite combined heat, power and cooling plant – one of
the most economical and efficient of its kind in the
world. It plays a significant part in our efforts to avoid
carbon emissions: Compared to conventional power
generating facilities, the carbon emissions from this
plant are around 30,000 tons a year lower – roughly
the amount produced by 20,000 automobiles, each
traveling 10,000 kilometers a year. This effectively
offsets the entire carbon emissions caused by the
30,000 employees at Munich Airport commuting to
work every day. 1)
The plant achieves its high efficiency through its ability to cogenerate power and heat. The heat produced
during the power generation process is captured and
exploited as an energy source for heating and cooling systems.
We aim to achieve greater energy efficiency through
our new builds (with 30 – 40 percent lower energy
consumption than our current buildings) and through
energy savings of more than 10 percent in our current facilities.
Deutsche Gesellschaft für Nachhaltiges Bauen e.V.
German Sustainable Building Council
Energy p.a.
Power
Electric power
316 GWh
54 MW
Heating
185 GWh
66 MW
Cooling
53 GWh
35 MW
able building which defines the planning and coordination processes in construction projects as well as
specifications for building products. The aim behind
this manual is to reduce carbon emissions in new
builds by 40 percent compared to current buildings
on the airport campus.
We are in the process of assessing various ways
to cover these energy requirements. Besides the
option of purchasing all of our energy from outside
utilities (our comparison baseline), we are exploring
and analyzing in detail the technical feasibility, costs
and carbon emissions of various cogeneration options
as well as more extensive use of renewables.
One major focus here is on life cycle assessments –
something we already carried out for the fire station
at our future third runway using specially purchased
software. The benefit of a cradle-to-grave analysis
is that it shows how higher initial costs in the creation of a building can be offset in the longer term
by lower follow-up expenses in the form of running
costs.
Projected energy requirements in 2025
For the time being at least, it looks as if we could
achieve the best outcome by expanding our on-site
generating capacity on a modular basis to 32 megawatts electric (MWe) by means of combined cooling,
heat and power generation using internal combustion engines.
A new energy strategy for 2030
Rising passenger numbers, plans to expand the
airport, and our target of carbon-neutral growth will
require that we extend our energy supply system
Focus on sustainable building
in the near future. We therefore began in June 2010
FMG’s Planning and Construction division is currently
to define a new energy supply strategy for the year
preparing a manual on energy design and sustain2030. This strategy builds on a forecast of the energy
we will need for electric power, heating and cooling,
1) This figure is calculated on the following basis: 20,000 cars x 10,000km/year
and we are currently analyzing and classifying our
= 200,000,000km/year at 6 liters/100km = 12,000,000 liters of diesel at 3kg
current buildings and extrapolating the data required
of CO2/liter = 36,000 tons of CO2/year.
Source for figure of 3kg CO2/year: E DIN EN 16258:2011-04
for planning purposes.
FMG is a member of the German Sustainable Building Council (DGNB) and is currently involved in developing certification systems for buildings. In collaboration with other airports and industry experts, we
have developed a system called “Terminal,” which
we intend using with the satellite we are going to
build for Terminal 2. Based on a specially defined catalog of questions covering everything from environmental and economic performance to socio-cultural
and functional aspects, technology and processes,
it enables detailed sustainability assessments of
terminal buildings. The system incorporates a set of
benchmarks for 50 sub-criteria, each with roughly
ten indicators, which we use to assess a building for
certification purposes.
For our daycare center at Munich Airport we launched
an architectural competition with a brief that put the
emphasis on sustainable construction. Comparing
the results with the sustainability targets defined in
the DGNB certification system showed that, if built
according to the winning design, the center would
achieve gold-level accreditation.
Another example of sustainable construction is a
project at a control point for persons and goods in
Hangar 3. This is the first structure on campus for
which a geothermal installation and heat pump have
been planned and put out to tender. The system will
heat and cool the building in winter and summer
using renewable ground-source energy.
In the extension to our P20 multistory parking garage, we have now installed extremely low-power
LED lights in addition to the energy-saving lighting
already retrofitted. The new lights will reduce the
power consumption by half.
Our membership of the German Sustainable Building
Council reflects the importance we place on sustainable development. To underscore this even further,
we have now trained a number of FMG employees
as DGNB auditors and energy consultants.
Raising awareness
Combating climate change is a challenge that calls
for concerted action. Our ability to lessen our en
vironmental impacts as an organization depends
crucially on the buy-in of our workforce. Through
carefully targeted efforts to raise awareness and a
sense of responsibility among our people, we hope
to reduce the resources consumed by the FMG Group
and, at the same time, bring down our resource
expenditure.
Gold-standard sustainability for our childcare
center
76
77
At the center of these efforts is a specially developed multistage training program, launched in 2009.
Twenty-one employees from various units within the
Group were trained as trainers and in 2010 began
holding courses and information events on sustainability in their own companies and departments.
Over the year, 1,329 employees attended the training, and we expect this number to reach the 2,000
mark by the end of 2011.
The course content consists of general facts and
figures on climate change plus a range of companyand unit-specific material on dealing with valuable
resources like energy. One important focus of the
courses is on exploring ways in which individuals
can make a difference by reducing the resources
they consume in their day-to-day work.
The training program sets out to foster environ
mentally aware behaviors and encourage employees to take an active part in supporting our orga
nization’s efforts to reduce its eco-footprint. We
are also continuing to pool ideas that have been
shown to help us cut our carbon output, and we
have an in-house suggestions scheme in place
which rewards employees for the ideas they put
forward.
In 2010, green IT
saved around 315,000
kilowatt-hours of power
and 188 tons of carbon
Public filling station with natural gas
In a joint initiative with local utility company Stadtwerke München and automotive fuel retailer AGIP,
Flughafen München GmbH opened a natural gas
filling station in the airport’s public area in March
2009. Here, besides conventional automotive fuel
types, motorists can purchase natural gas that contains 20 percent biogas.
Introduction of a new car policy
FMG executives are setting an example when it
comes to new company cars. With the introduction
of a revised car policy on February 1, 2010, not only
is the choice of models restricted, cars are also
required to comply with certain carbon limits. The
emissions threshold is to be lowered gradually as
engines become more economical. This will enable
us to achieve a carbon saving of around 20 percent
with company cars. One side-effect of this car policy
is that it is boosting demand for more economical
vehicles.
Green IT: A raft of highly effective measures
The 2,500 or more desktop computers with monitors
in operation at Munich Airport, along with scores
of servers, notebook PCs and printers, several data
centers, and a host of other equipment, including
several thousand displays and information systems
and 1,700 surveillance cameras, consume copious
quantities of power.
We are working to cut this consumption through a
range of initiatives. In 2010, for instance, we deployed
new desktop PCs which, although faster than their
predecessors, are 10 percent more power-efficient.
Eight FMG office PCs now consume less power than
a typical home computer used for gaming.
These initiatives succeeded in saving 315,360 kilo
watt-hours and 188 tons of carbon during the course
of the year. In 2010, our Information Technology
division introduced a green IT management process with clearly defined roles, responsibilities and
procedures, which interlocks tightly with product
management and technical quality management.
One of the basic rules of this management process
is that new computer hardware has to be tested
to see how much power it consumes before it can
be procured and deployed. However, given that even
the most energy-efficient computer is more eco
nomical if switched off when not in use, we began
using time switches to automatically shut computers
down, and in 2010 saved around 413,000 kilowatt
hours of power by this route.
Numerous units in the FMG Group – those involved
in planning, design and engineering, for instance
– need large-format printouts. These printouts are
produced on plotters – essentially, oversized inkjet
printers capable of output at sizes up to A0 and
more. We now have new plotters with much larger
ink tanks, with a capacity of 3.5 liters, which greatly
reduces the amount of plastic waste caused by
empty tanks.
We are saving energy in our data centers syste
matically, too – with cold aisle containment, for
example. This involves separating warm areas and
cold areas by installing walls and coverings that
enable equipment to be cooled more precisely
and therefore more efficiently. Following the suc-
cesses achieved with cold aisle containment in
Data Center 2, implemented last year and now
saving 350,400 kWh per year, we began plann
ing similar remodeling work in Data Center 1. This
should be completed by the middle of 2012 and is
expected to reduce the air-conditioning systems’
energy requirements by as much as 30 percent.
To anchor the principle of sustainability even more
firmly in our Information Technology division, almost
all of our IT staff have now attended training courses
on the subject. This and the hundred or more suggestions received from employees in this division
regarding ways to cut carbon emissions are a mark
of the level of commitment among them to drive
sustainability forward.
Cold aisle containment
is helping to cut data
center power consumption
78
en/company/umwelt/
laerm
79
Our aim: Further reductions in aviation noise
The Commission on Aviation Noise and Air Pollution
at Munich Airport is a body made of up representatives
of the airport, air traffic control operator Deutsche
Flugsicherung GmbH (DFS), the airlines, the local
region and government offices. Not only does the
Commission meet at regular intervals, its members
are also in constant contact as part of ongoing efforts
to further reduce aviation noise at the airport.
Significant improvement in noise levels
Thanks largely to low-emission engine technology
and improved aerodynamics, aircraft noise levels
during takeoff and landing operations have been
cut by almost 90 percent since jet engines were
first introduced in commercial aviation more than
40 years ago. The body in charge of aircraft noise
certification is the International Civil Aviation Orga
nization (ICAO). It conducts type certifications
and issues traffic permits and noise certificates for
new planes. The ban on noisy aircraft in Europe
introduced in 2002 has led to a noticeable improvement in the overall aviation noise situation.
The Commission’s members have at their disposal
various means of managing noise. These include the
planning of arrival and departure procedures by DFS,
carefully targeted efforts by airlines to reduce fleets’
noise emissions for economic and environmental
reasons, and the implementation of statutory regu
lations and requirements concerning aviation noise
by Flughafen München GmbH.
The most recent and stringent noise limits for jet
and propeller aircraft were set in September 2001.
All aircraft type-certified after January 1, 2006, are
required to comply with these limits.
Continuous sound pressure level (Leq 3) in dB(A) recorded at four measuring stations during the six busiest months
on main departure routes 1)
Nighttime Leq 3 (6 mo.)
Daytime Leq 3 (6 mo.)
2010
2009
Brandstadel
48
46
Pallhausen
42
Reisen
50
Viehlassmoos
43
Station
1)
2010
2009 Brandstadel
58
58
40
Pallhausen
55
55
48
Reisen
55
55
41
Viehlassmoos
55
54
Station
ince the enactment of new aviation noise legislation in Germany on June 7, 2007, the key metric applied in assessing aviation noise exposure has been the
S
energy-equivalent sound pressure level Leq 3 during the day and at night. Exposure assessments also take the noise level frequency at night into account.
Because of variance in the operating direction, changes to departure routes, changes in route usage, and differences in operating times on account of closures
(due to extreme weather or technical problems, for example), the figures for different years are not directly comparable. For detailed monthly noise figures
recorded at our fixed measuring stations, visit www.munich-airport.de/en/company/umwelt/laerm
A complaints hotline for aviation noise
As part of its wider complaints management program, Munich Airport operates a phone line speci
fically for complaints from neighbors affected by
aviation noise. Besides handling complaints, service
hotline agents also answers any questions callers
may have on the general noise situation.
Noise protection program for our local area
In the past we have already completed two noise
protection programs at Munich Airport. In compliance with zoning requirements, we implemented
a variety of measures in designated daytime and
nighttime protection zones in the period from
1990 to 1997.
To enable agents to answer callers’ questions on
noise and to help us to track aviation noise patterns
and identify aircraft noise classes for the purpose
of charging landing fees, we monitor aviation noise
levels continuously. Munich Airport does this using
a network of 16 measuring stations at fixed locations.
We also have three mobile measuring units that we
can set up to check specific noise levels in places
where we have no fixed measuring stations.
With changes to the night-flight curfew introduced
on March 23, 2001, the nighttime protection zone
was extended and merged with the existing protec
tion zone to define a combined daytime and nighttime zone. People affected by aviation noise in the
combined zone were entitled to have building mo
difications made in living rooms and bedrooms
to c ontrol noise. These modifications, which Flughafen München GmbH implemented on a large
scale, were designed to ensure that noise levels
in these rooms did not exceed 55 dB(A) when the
windows were closed. As part of the noise protection program, the company installed 21,000 antinoise windows and some 20,000 ventilators in local
buildings. Since 1992, we have spent €62 million
on noise protection programs.
During regular air traffic operations, flights are not
allowed to deviate from set departure routes without
prior approval from DFS. Exceptions can be granted
– to allow aircraft to avoid weather patterns, for example. During daytime hours, air traffic control may,
on an individual basis, guide departing jets flying
at altitudes greater than 5,000 feet (1,524 meters)
above ground level and propeller aircraft more than
3,000 feet (914 meters) above ground level on individually defined courses that are outside of regular
departure routes.
Noise quota use: 66 percent
The night-flight curfew in force at Munich Airport
includes a noise quota computed on the basis of
the number of aircraft movements and the types
and sizes of aircraft. In 2010 we used up 66 percent
of our allotted quota.
Emissions-based landing fees
The landing fees we charge at Munich Airport are
based on the aircraft type, noise output and nitrogen
oxide and hydrocarbon emissions. Aircraft are classified according to noise categories that were first
introduced in 2002 and have gradually been refined
since them. A plane’s noise category is determined
by the average noise level it produces during takeoff
and landing. Aircraft in noisier categories are required
to pay charges up to eight times higher than those
in quieter categories.
en/company/umwelt/
schall
81
Nitrogen dioxide levels measured at the airport
µg/m3
NO2 limit
In 2009, we raised our noise-dependent landing fees
by 60 percent. This move was intended to create a
greater incentive for carriers to operate quieter types
of aircraft. Previously, on January 1, 2008, we also
introduced emissions-based charges alongside our
noise-dependent charges. The aim here is to encourage efforts by the industry to reduce the amounts
of NOx and uncombusted hydrocarbons emitted by
aircraft engines.
en/company/umwelt/
luft
We hope that, in the longer term, this will encourage
aircraft manufacturers and aircraft engine makers
to drive technological advancements and introduce
innovations that will lead to an overall improvement
in environmental efficiency and, at the same time,
to invest more in creating advanced aircraft with a
smaller eco-footprint.
Our landing-fee model allows us to dynamically
adjust the weighting of our noise and emissions
charges to reflect changes in local noise and pollutant levels. However, it does not generate greater
revenue for Munich Airport as such, because the
additional expense to carriers through the emissionsbased charges is offset by lower fixed takeoff and
landing fees determined by the maximum takeoff
mass (MTOM) of the respective aircraft type.
This charging system, which has garnered widespread acceptance and support among airlines, will
help Germany to remain competitive as a center of
aviation. It also gives us the means to respond flexibly to changes in local air quality around the airport
by creating financial incentives. The emissions-based
charges are thus an effective local complement to
the global system of carbon emissions trading that will
apply within the aviation industry from 2012 onwards.
Air pollutants at prior year levels
The gradual introduction of increasingly stringent
statutory limits for nitrogen dioxide (NO2) culminated
in 2010 in a maximum permitted level of 40 micrograms per cubic meter (averaged out over the year).
Levels of nitrogen oxide and particulate matter at the
airport were largely in the low-to-moderate range in
2010 and essentially the same as in prior years. The
mean level of nitrogen dioxide recorded at our main
measuring station to the east of the airport during
the course of the year was 30 micrograms per cubic
meter – the same as the levels of 29 – 30 micrograms
per cubic meter measured between 2007 and 2009.
Our second measuring station, which is on the airport’s west side and, like our main station, extremely
close to the airport, measured levels averaging 27
micrograms per cubic meter, compared to 27 – 28
micrograms per cubic meter from 2007 to 2009.
Nitrogen dioxide levels at the airport are approximately
the same as those measured in German towns like
Ingolstadt, Bamberg, Würzburg or Landshut. Levels
in rural towns like Garmisch-Partenkirchen or Regen
are typically lower, whereas levels in downtown
Munich (on Prinzregentenstraße and at Karlsplatz/
Stachus, for instance) are significantly higher than
at the airport. The figures from both measuring stations are retrieved automatically every day over a
remote data link and are published in monthly noise
and emissions reports available on our website.
46
NO2 concentration
44
42
29
29
40
30
40
30
20
0
2007
2008
2009
2010
The mean annual level of particulate matter (PM10)
measured during 2010 was 21 micrograms per cubic
meter. In comparison, mean levels for the period
2007 – 2009 ranged from 18 to 20 micrograms per
cubic meter. Levels of other pollutants caused by
airport operations and aviation are generally very low.
We also monitor these substances and publish figures in our monthly noise and emissions reports.
Safe use of refrigerants
The type R134a refrigerant used in chiller machines
at the airport is contained in hermetically sealed,
closed-loop systems. All the facilities that use this
refrigerant are equipped with gas alarm systems
that can identify leaks. The airport has four turbo
chillers, each filled with 1,270 kilograms of R134a.
We also have a screw-type chiller that contains
256 kilograms, bringing the total on campus up to
5,336 kilos.
Hazardous materials: Controls and training
At Munich Airport we handle a variety of hazardous
materials, highly flammable liquids, and substances
potentially harmful to water quality. For this reason,
the same statutory regulations apply on campus as
anywhere else. These require organizations involved
in transporting hazardous goods by rail, road or air
to have at least one hazardous materials supervisor,
and at Flughafen München GmbH we appointed our
first company hazmat officer in 2007. During the course
of 2010, we handled a total of 156.76 metric tons of
waste classed as hazardous material for disposal.
We conduct spot checks as part of our standard
safety procedures to ensure that the vehicles used
to transport hazardous substances are up to code.
In 2010 we identified none that were not roadworthy
or fully operational. We also provide employees with
regular training on handling hazardous substances
in accordance with statutory requirements.
In 2010, no penalties or fines were issued on account of improper handling of hazardous materials,
and there were no accidents involving hazardous
substances.
Company mobility management
Last year, Munich Airport again took part in the
federal government’s campaign for energy efficient
mobility and in the city of Munich’s program to promote mobility management in businesses, just as
in 2009. To mark the latter’s closing event in Munich
at the end of July 2010, a brochure was produced
listing the companies that had taken part along with
the mobility management measures they had im
plemented. Through our own efforts at Munich Airport, we succeeded in encouraging several hundred
employees to switch from driving to work in their
own vehicles to traveling on local public transport.
More employees are
commuting by public
transport instead of
by car
82
All of the airport’s wastewater, including meltwater
containing deicing agent that runs off our runways
and aprons in winter, is treated at a processing fa
cility in nearby Eitting, run by local sewage operator
Abwasserzweckverband Erdinger Moos and specially
expanded with the airport’s support. During the
summer, rainwater runoff from runways can be allowed to drain through channels and into the live
topsoil without causing any harm.
Deicer recycling
The company EFM-Gesellschaft für Enteisen und
Flugzeugschleppen am Flughafen München GmbH
takes care of aircraft deicing at Munich Airport.
Deicing crews nicknamed “polar bears” spray de
icing agent to clear aircraft of ice at specially designated areas close to the runway heads. The wastewater from aircraft deicing operations is trapped
and piped to underground storage tanks.
cent of our deicer
Water supply and wastewater disposal
Munich Airport sources potable water from the
Moosrain water utility company, which extracts it
from 150-meter-deep bore holes. The water is subject to strict monitoring and controls and is of the
highest quality. At present we do not use ground
water or rainwater as service water in our facilities.
We recycled 65 per-
The mix of water and deicing agent is then recycled
in a specialized process. In the winter of 2010 – 2011,
we successfully reprocessed and reused 65 percent
of the deicing fluid we deployed.
Wastewater treatment
Dirt accumulating on the skin of an aircraft can adversely affect the aerodynamics, causing greater
air resistance and higher fuel consumption. Planes
therefore need cleaning at regular intervals, partly
to ensure safety. The wastewater from aircraft
washing carries a payload of detergent residue, oil,
kerosene and heavy metals. This water is fed from
our three maintenance hangars through a network
of pipes to our own wash-water treatment plant.
Once cleaned and processed, the water is tested
for quality, given a final check and then fed into the
sewage system. We test the water regularly to ensure that the residual pollutant levels are within the
statutory limits defined for wastewater.
Service water in our energy center
Our combined heat and power plant uses around
170,000 cubic meters of valuable drinking water a
year to cool its chillers and generator sets. This is
the equivalent to the quantity consumed by 1,100
typical households during a year. Because potable
groundwater extracted from tertiary strata is a precious and scarce commodity, the local water authorities have stipulated that the groundwater used for
closed-circuit cooling must be drawn from quaternary strata closer to the surface. To extract this water
for use in plant cooling, we had to drill a bore hole
close to the airport’s energy center.
We first conducted a trial project to ascertain whether
using groundwater from nearer ground level would
be feasible and manageable. We then completed
the drilling and construction work in early December
2010 and began extracting water from the bore hole.
Since then, the system has worked exceptionally
well, enabling us to make more sustainable and sparing use of potable water resources.
Reduce, reuse, recycle
Avoiding waste has a high priority at Munich Airport.
The waste that we cannot avoid is either recycled
or processed for energy recovery. To help reduce
our resources footprint, we source the products we
purchase according to strict in-house procurement
guidelines that incorporate environmental requirements and ensure we buy products that have a long
lifecycle. We also operate a waste management
system that supports the “reduce, reuse, recycle”
principle. By making use of secondary raw materials,
we can reduce disposal costs, which can be a signi
ficant competitive factor for businesses.
A basic requirement in recycling is to strictly separate
recoverable fractions from waste. To accomplish this,
we have five waste collection points on campus where
specially trained staff extract and sort the various
different materials and send them to certified waste
management specialists for processing. We also
have four-segment waste bins in our office buildings
to encourage staff to separate paper, mixed recoverables, organic waste and residual waste at source
and thus help streamline the recycling process.
We systematically
separate recoverable
materials from waste
at Munich Airport
Under EU regulations 1), kitchen and food waste
from aircraft serving international destinations is
classed as category 1 high-risk material and must be
disposed of in registered waste incineration plants.
For costs reasons, we do not distinguish between
the waste from aircraft operated on international
and domestic routes and send all of the material collected to Munich’s thermal power plant, an accredited facility, for disposal.
1)
egulation (EC) 1069/2009, October 21, 2009 (Official Journal of the
R
European Union L 300)
Biodiversity
84
en/company/umwelt/
konzept
Biodiversity
Biodiversity
85
A variety of compensatory mitigation initiatives
Although building Munich Airport inevitably had a
sizeable impact on the local ecological balance, much
of the marshland of Erdinger Moos had already
been an intensively farmed cultural landscape for a
long time, and was by no means a pristine natural
environment when construction began. Decades
before the initial planning work on the airport started,
Erdinger Moos and the Isar wetlands had lost much
of their original appearance, as the land was drained
extensively in the nineteenth century and later reclaimed still further through the construction of canals.
To limit the airport’s ecological impacts as far as
possible, zoning approval was conditional on the
implementation of a variety of compensatory measures, above all in the airport’s immediate peripheral
and wider surrounding areas. Roughly two-thirds
of the airport’s overall area of almost 1,600 hectares
are green, and the landscaped perimeter areas and
the compensatory mitigation and eco-account sites
around the airport currently encompass roughly
700 hectares.
In the peripheral area around the airport, the mostly
agricultural land was remodeled by creating meadowland with watercourses and plantings covering
around 250 hectares in total. This not only provided
protection against erosion and noise in the surrounding area, it also set up a buffer zone that helps the
airport to integrate better with its surrounding countryside.
The compensatory mitigation sites created on account
of the airport span a total area of 347 hectares. This
greenbelt around the facility interconnects adjacent
fen areas and enables local plant and animal species
to migrate easily between them.
We are also currently working to improve the conservation value of around 100 hectares of future
compensatory mitigation land being held in reserve
in an eco account in connection with future expansion programs.
Area covered by the airport in 2010
Total area: 1,575 hectares (ha)
Paved areas
632 ha
Additional green areas: 697 ha
Unpaved areas
943 ha
Compensatory
mitigation areas
347 ha
Eco account for
future expansion
100 ha
Green belt
250 ha
Protecting natural diversity
The area around the airport has become home to
many rare species of bird. Thanks to the creation
of low-maintenance, dry grassland areas and other
biotope management initiatives designed to help
prevent bird strike, the conservation value of the
airport’s green areas has increased significantly.
Species like the curlew, the common skylark, and
the corn bunting have settled here.
By allowing former arable tracts to lie fallow as part
of our compensatory mitigation initiatives and by
stopping fertilizer use and repeated reworking of the
soil, we have succeeded in protecting the groundwater across a wide area. To monitor the success
of initiatives like these to sustain biotopes and biodiversity, we commission external annual surveys
and collaborate closely with the nature conservation
authorities.
Curlews are on Bavaria’s list of threatened species
and are classed as critically endangered. Statewide
there are only around 400 breeding pairs, many of
which live on the airport campus. Here, they find the
conditions they need in order to thrive: low-nutrient
grassland, with grass that is short in the spring and
not mown too frequently. Lapwings, too, can be seen
in large numbers. The airport and its surrounding
conservation areas have now been declared part of
the North Erdinger Moos European bird sanctuary.
Red deer in the Isar wetlands
The red deer is the largest native animal in Bavaria,
and the Isar wetlands are one of the state’s 11 designated red deer habitats. Covering roughly 10,000
hectares, this area extends from the north of Munich
as far as the town of Moosburg. However, the area’s
elongated shape and the popularity of the Isar wetlands for recreation and leisure activities mean the
red deer have difficulty finding range, grazing and
secluded areas.
In the airport’s compensatory mitigation sites, ditches
and watercourses, and in the web of biotopes around
the perimeter, protected plant species like the common pasque flower and the globe daisy are thriving
that have become exceptionally rare elsewhere.
In the wetland areas, there are many less common
plant varieties, some highly endangered, including
lousewort, bird’s-eye primrose, various orchids and
the rare Siberian Iris.
FMG owns tracts of land at the heart of the Isar
wetlands that include red deer range and recovery
areas. During the past two years, we have worked
closely with the Bavarian Hunters’ Association,
the hunting authorities, local hunters and our own
property management department to protect existing habitat areas and to successfully balance con
servation law requirements with the hunting community’s interests.
The airport and its surrounding land are part
of the North Erdinger
Moos European bird
sanctuary
Munich — Phuket
Cotton fabrics drying in the sun, near Jaipur, Rajasthan, India (26° 55’ N,
75° 49’ E). Textiles are still a major industry in India, and Jaipur, the
capital of Rajasthan, is one of the country’s foremost textile centers.
Rajasthan is famous for its traditional colorful fabrics, which are often
painted or printed with religious symbols.
Creating value. We strive
to create value for our customers, employees, shareholders and region. Our
sustained success depends
on our people’s capabilities
and commitment to excellence.
Über uns
88
Workforce and work environment
Workforce and
work environment
249 307
33.4 trainees in the Group
million euros in Group personnel costs
percent of Group employees are women
Human resources management
Successful HR strategy
With a total employee population of around 30,000,
Munich Airport is one of the biggest employers in its
region. Flughafen München GmbH and its subsidiaries and affiliates alone employ well over 7,000 people
and, together, are the second-largest employer on
campus after Deutsche Lufthansa AG, with around
9,600 people.
Our continued growth and performance as a business depend largely on successful human resources
management. To accomplish this, our Human Resources division pursues five key goals: to raise our
appeal as an employer; to provide managers with
professional support on HR issues; to create the
HR conditions essential for innovation and growth;
to drive implementation of the company’s overall
strategy; and to streamline internal and external HR
management processes. A carefully targeted HR
strategy like this contributes significantly toward
increasing the company’s value while at the same
time exemplifying our understanding of what con
stitutes successful HR management at core, namely
supporting and positively challenging employees.
At Munich Airport, we select our human resources
to suit our location insofar as we are seeking increasingly to recruit people for roles at every level within
the company from within our home region.
An international focus, too, plays an important part
in our approach to HR management. For instance,
we network actively with other HR professionals
through Airport HR-Net Europe, an international body
that promotes the development of innovative and
efficient HR management tools and resources.
Personnel expense and social benefits
Salaries across the whole of Flughafen München
GmbH’s workforce averaged approximately €44,600
in 2010. This significantly exceeds the national
89
Personnel expense in 2010 (€ million)
2010
FMG Group personnel expense
307.0
of which Flughafen München GmbH
personnel expense
217.7
– Wages and salaries (including travel expenses and meal subsidies)
169.8
– Social security levies, costs of retirement plans and related benefits
47.9
average in Germany in the transport and logistics
industry. The figure includes everyone from upper
management to part-time and marginally employed
workers. All our employees are remunerated in
accordance with their qualifications and individual
performance.
With around 30,000
workers, the airport is
one of the region’s
biggest employers
The FMG Group’s HR expense in 2010 totaled
€307 million, including €217.7 million at Flughafen
München GmbH. The latter figure comprises €169.8
million in wages, salaries, and travel and meal sub
sidies, plus €47.9 million in social security levies
and retirement and support provisions.
Fifty-seven percent of FMG employees live in the
districts of Erding, Freising and Landshut (as at
December 2010), which means that they are airport
neighbors. In 2010, the employee turnover rate
was 7.7 percent at Flughafen München GmbH and
10.7 percent group-wide.
The year-on-year rise in turnover at FMG, from
3.8 percent to 7.7 percent, is the result of a strategy
mapped out jointly by FMG and its works council
to restructure the Ground Handling division along
socially compatible lines: As part of a voluntary
program, around 260 employees chose to leave
the company in return for a severance package.
www.airporthr.aero
90
Fifteen percent of the
Group’s workforce are
foreign nationals
91
Responsible employment practices
The FMG Group’s entire workforce is employed
according to the terms defined in collective pay-scale
agreements. Under these agreements, there is no
discrimination between wages paid to men and
women engaged in comparable types of work. We
are a member of the regional public employers’
association and, as such, we are bound by the TVöD
collective pay scale agreement governing the public
sector. However, our employees’ entitlements significantly exceed those required by law. For example,
regular and alternating shift work may be remunerated either financially or through time supplements.
Vacation entitlements, too, are more generous than
those dictated by national employment legislation.
In addition, ancillary agreements with the company
are in place that make provisions for non-scale remuneration in a number of areas, including the payment
of travel subsidies and hardship allowances.
Non-collective benefits for employees
The collective pay agreement additionally includes
retirement provisions, and these are covered by
Bavaria’s supplementary pension fund for public service employers. Other non-collective provisions include role- and performance-related increments, bonuses and one-off payments. Similar provisions are
in place at FMG Group subsidiaries, though these
are governed by separate collective pay-scale agreements. Around half of the workforce has a standard
working week of 39 hours. In order to meet specific
operational requirements in areas like fire service
duty, security, aircraft handling, and terminal services,
half of FMG employees work in shifts.
Cultural diversity
In an international organization like ours, which
benefits from the heterogeneity of its people and
their different mindsets and cultural backgrounds,
mutual acceptance and appreciation are exceptionally
important.
With 1,060 foreign nationals from more than 50
different countries among our 7,111 employees in
the FMG Group, living diversity is very much an
established part of our corporate culture.
This is also enshrined in German law: The Equal
Treatment Act (AGG) created a legal framework
designed to support and promote equality of oppor
tunity and diversity. The Act prohibits discrimination against employees on the basis of race, ethnic
background, gender, religious persuasion, ideology,
disability, sexual identity or age.
At FMG we ensure that our managerial employees
receive special training and detailed information regarding this legislation. Documents are also available
on the corporate intranet to familiarize our employee
base with the Act’s fundamental provisions. During
the review period, we recorded no complaints concerning discrimination.
Disabled-friendly policies
With more than 400 people with disabilities – 10.3
percent of our workforce at Flughafen München
GmbH – we offer far more jobs for the disabled than
the statutory quota of 5 percent. For this and other
initiatives set up to support these members of society, FMG was honored with the JobErfolg award in
recognition of its exemplary employment practices
by the Bavarian state government.
Likewise important in the eyes of the award jury was
our successful collaboration with Lebenshilfe Freising,
a local support organization, since the summer of
2009 to help young people with disabilities from the
organization’s Fröbel School to gain regular work
experience at FMG. Our extensive efforts to create
disabled-friendly jobs were highly commended by
the jury.
The company also has its own council for employees
with disabilities. This was formed to represent the
interests of all employees with disabled status and
is elected once every four years. It consists of a disabilities officer and four substitute members, and
is an independent body as defined under the terms
of Part IX of Germany’s Social Welfare Act.
People with disabilities
make up 10.3 percent
of our workforce
92
There are many ways
for FMG employees to
have a say in the running of the company
93
A culture of co-determination
Flughafen München GmbH’s workforce enjoys a
variety of co-determination rights under the provisions
of the Works Constitution Act (BetrVG), a German
law governing industrial relations in corporations.
Employees also have other options for actively participating in the running of the company.
The works council currently comprises 27 members
and is re-elected every four years. Its task is to
represent the interests of FMG employees and to
oversee the fulfillment of collective pay scale agreements, statutory regulations and requirements, and
internal company agreements. The latter include
agreements covering corporate health management,
addiction prevention, the integration of people with
disabilities and equivalent status, corporate inte
gration management, and a variety of working time
models. The company is required to notify the
works council in detail and in good time about any
intended structural changes.
Active representation
Through the employee representatives on committees and in working groups, our workforce was able
to shape important structural and organizational
changes introduced at FMG during 2010.
One of the key decisions reached was to reassign
our aircraft handling activities from the corporate
parent company to its subsidiary AeroGround in 2011.
To safeguard the interests of employees, a wide
variety of provisions were made governing such
aspects as the protection of those employed in our
Ground Handling division, the reassignment of employees from an existing subsidiary, and the hiring
of future employees.
Mutual agreement
The structural changes, company agreements and
pay-scale agreements were discussed, negotiated
and decided on by the company in association with
employee representatives on the supervisory board,
the works council and the relevant labor union’s
bargaining committee. Employee and employer
representatives alike made use of provisions under
labor law to take their cases to arbitration and the
courts to clarify points of dispute. After a difficult
and protracted process extending over several years,
all those involved in the restructuring reached a fundamental agreement at the end of 2010.
A voice for trainees
The youth and trainee council is a body similar to a
works council that represents the interests of young
people and vocational trainees and whose involvement is mandatory in all issues pertaining to young
employees. It is represented on the works council,
where it has not just regular voting rights, but also
a veto right on youth issues that enables it to defer
decisions pending further discussion. The youth and
trainee council is re-elected once every two years
and currently comprises seven members. Employees aged 25 years and under can stand for election,
and anyone currently in vocational training is entitled
to vote.
Plenty of scope for involvement
At FMG we encourage our people not just to take
on a role in statutory and company bodies like the
works council, the supervisory board, the youth
and trainee council, the council for employees with
disabilities, and the occupational safety committee
but also to take part in and support other bodies
and initiatives. There is plenty of scope for involvement – in everything from our careers and family
project, the women’s working group at FMG and
the company sports club to the company health
management working group, the company’s ideas
management working group and volunteering initiatives like Flughafenverein München e.V.
Many of our people
are involved in committees, projects, working
groups, sports clubs
and voluntary work
Vocational and career training
94
on around 80 vocational
trainees each year
Exemplary training programs
Given the current demographic trends and declining
birth rate, we can expect to see a shortage of skilled
and specialized workers developing in the future.
This will gradually make it more and more difficult
for service-driven businesses like ours to find the
vocational trainees and new recruits we need. In
light of this, Flughafen München GmbH is engaging
in various means to promote itself as an attractive
company to work for. Examples include playing an
active part in a number of bodies and committees,
including SCHULEWIRTSCHAFT Freising-ErdingFlughafen, a working group that fosters ties between
local schools and businesses.
The FMG Group takes
To appeal to the younger generation in particular, we
have set up a careers portal on the airport’s website
which offers plenty of information about our organization and enables people interested in our job,
internship or apprenticeship openings to submit their
applications online. Each year, Flughafen München
GmbH takes on 50 apprentices on average, and
roughly 80 in total group-wide.
Initiatives for young people in our region
In 2010, we again extended the reach and depth of
our group-wide HR marketing work. Besides efforts
to promote ourselves as an attractive employer to
young people in our region, the work centered on
publicizing the vocational and career training oppor
tunities on offer within the FMG Group, often in
tandem with other organizations on campus that
conduct a lot of training.
Our engagement initiatives range from providing
support to weaker students to participation in
“Jugend denkt Zukunft,” a program involving weeklong workshops held for secondary schools in the
airport region. We are also a co-partner and con
95
tractor of Schüler Services & More, a small business
set up by Eching’s elementary school students.
accreditation of our master’s program in aviation management and expect this to be awarded in early 2011.
A leading training provider in the region
At September 1, 2010, 249 young people were on
FMG training programs, preparing for jobs in fields
as diverse as mechatronics, protection and security,
cooking and catering, and real-estate. This means
that the FMG Group was again one of the largest
vocational training providers in the region. In September 2010, 83 school-leavers embarked on
vocational and work-study programs with Flughafen
München GmbH and its subsidiaries having successfully completed a three-day training course in
soft skills.
Career insights and opportunities
To enable students in schools, colleges and universities to gain valuable work experience, Flughafen
München GmbH offers opportunities to complete
internships with the company in a variety of fields.
We also announce and assign bachelor’s and
master’s dissertation topics in the context of spe
cific company projects. In 2010, 90 college and
Interesting training tracks
Alongside training for classic career tracks, the FMG
Group also offers a number of new and innovative
vocational programs, including event management
and system gastronomy, as well as two universitylevel work-study programs. The latter combine academic classroom theory at a senior technical college
or university with practical work in one of our com
panies and lead to a bachelor’s degree.
School-leavers interested in this kind of program
can choose between a bachelor of science qualification in business IT and a bachelor of arts in aviation
management. This new form of higher education
offers fast, highly focused learning at a college or
university combined with hands-on work experience
in which participants put what they have learned into
practice. For students and their employer alike, the
speed of job familiarization possible with this type of
qualification, along with the greater depth of understanding for company procedures and processes and
the ready-made networks of contacts it offers, are all
valuable advantages. We have now also applied for
niversity students and 103 school students elected
u
to take an internship with our company or one of our
subsidiaries.
Our career training
covers everything
from entry-level qualifications to master’s
We are also actively involved in EQJ, a program set
up to create career entry opportunities for committed and qualifying youngsters unable to obtain a
place on a vocational training scheme. The program
offers young people preparatory training as interns
that improves their chances of success when it
comes to finding the right path into the labor market.
degrees
96
97
number of visitors who attended – some 3,000 over
a five-hour period – reaffirmed the airport’s special
appeal as a center of career training.
Networking between schools and industry
To promote networking between schools and
businesses in the region, we have been an active
member of the SCHULEWIRTSCHAFT Freising-
Erding-Flughafen working group since 1997, a
volunteer body made up of representatives from
schools, companies, trades businesses and other
organizations involved in careers training.
Another initiative, PS-Net, was set up in 2009, speci
fically to help secondary schools in Bavaria conduct
new project seminars that recently became part of
their curricula. Currently encompassing eight local
secondary schools, this one-of-a-kind partnership
with FMG is proving a success, with four projects
completed in 2010.
A careers orientation
fair, Girls’ Day, and
national competitions
for young scientists are
just some of the youth
and education initiatives
we support
Initiatives outside the company
The company is also involved in initiatives beyond
the sphere of vocational and career training and
takes on a variety of tasks outside its own group,
both at the national and international level. For instance, Flughafen München GmbH is the primary
sponsor of Berufsfit, the region’s biggest careers
orientation fair and a partner of the Girls’ Day
program. In 2010 we also hosted local rounds of
the nationwide “Jugend forscht” and “Schüler
experimentieren” youth research competitions for
the eighth time. The competition brief for 2010
was “Discover new worlds.” In the regional elimination round, 90 young researchers – more than ever
before – submitted 56 different projects in fields like
biology, chemistry, mathematics, computer science,
physics, engineering, and the work environment.
The defining elements of career training today are
openness and creativity, and FMG, keen to tread
new paths, organized a special event to highlight
this. On October 8, 2010, we held a large-scale career
training evening along with 20 other organizations
that offer training programs at the airport. The high
Partnering with schools and businesses
The projects ranged in scope from producing a brochure for high-school graduates on career training
opportunities to conducting a study into changes
brought about in the local economy by the presence
of the airport. When the results of the projects, which
focused heavily on sustainability, were presented in
December 2010, they made a considerable impression, not just on FMG’s executive management and
the general public but also on Bavaria’s minister of
cultural affairs, Dr. Ludwig Spaenle, who attended
the event.
Through initiatives like these, the airport is now not
just an important point of contact for young people
soon to embark on careers, it has also become an
innovator, coordinator and partner for schools and
businesses in the airport region.
A careers training evening with around 20
other companies drew
3,000 visitors
Training courses (all years)
available in the FMG Group
Number of trainees by field
Sept. 1, 2010
Aviation services
70
Mechatronics
35
Office management
25
Aviation management (BA)
20
Office communications
16
Retail
16
Business IT (BA)
16
Cooking and catering
13
Warehouse logistics
9
Protection and security
7
Restaurant management
7
Real estate management
6
Event management
4
Hospitality
2
System gastronomy
2
IT systems analysis
Total
1
249
Human resources training and development
98
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bildungszentrum
The Munich Airport Academy: Training for everyone
The role of the Munich Airport Academy is to provide
onward training for the whole of our employee base.
The training available to employees is extensive,
ranging from specialist seminars in specific aviationindustry fields to more general courses in areas like
computing, foreign languages and personal development.
In light of the growing importance of HR development planning within FMG, the number of specially
tailored and demand-based workshops and seminars (on intercultural communication, for instance)
increased by 41 percent in 2010, running to a total
of 3,760 attendee-days. Parallel to this, the number
of attendee-days of training delivered on standard
subject matter dropped from 1,930 to 1,500.
Aviation training: Ensuring safety
For employees in our Aviation and Ground Handling
divisions, proper aviation training is essential as it
enables us to maintain the high operating standards
at our airport. The restructuring of Ground Handling
and the formation of our subsidiary AeroGround
were therefore a key focus for the Munich Airport
Academy in 2010.
The restructuring caused the number of attendeedays of aviation training delivered to drop from
10,190 to 8,060. However, in spite of the difficulties
faced by Ground Handling during the restructuring
efforts, the division sent out a positive signal to its
workforce in late 2009 and early 2010 by introducing
a tailored training program titled “Ground Handling
Excellence.” Its objective was to help motivate the
division’s workforce and to train them up for the
future. Extending over a period of one year, the training was exceptionally well received by the employ-
ees that remained loyal to the division in spite of
its precarious situation. In fact the program was so
successful that Ground Handling is planning to extend it in the years ahead.
In addition, 773 seminars with a total of 5,587 days
of training were held for 4,415 attendees from Ground
Handling and its subsidiaries alone during 2010. The
aim was to secure the high employee qualification
levels required to ensure that processes can be
streamlined effectively. Besides standard types of
onward training, the programs delivered centered
largely on the operation of ground services equipment and process optimization.
Security training: Raising employee awareness
Our security training program consists to a large
extent of delivering the mandatory training that nonsecurity personnel are required to attend under aviation law. All employees with access to the security
restricted area must complete classroom and practi
cal training at regular intervals. The purpose is to
raise employees’ awareness of the security requirements at our airport. As the majority of these aviation security courses were soon completed in 2010,
our security training concentrated more on basic and
annual onward training for CAP’s aviation security
personnel.
Funding for private training initiatives
If employees elect to take part in job-related onward
training on their own initiative and in their free time,
Flughafen München GmbH can provide up to €1,250
in financial support. To qualify for the funding, employees must remain with the company for at least
24 months on completion of the training. We also
grant employees unpaid leave to attend onward training programs.
99
Exchanges at many levels
In our view, offering training opportunities in foreign
countries for people at every level in the company,
from vocational trainees to executives, is just as
important as providing tailored professional training
in locally based seminars and courses. Through the
Leonardo da Vinci European education and cultural
program, for instance, we had the opportunity to
send 21 vocational trainees to spend time at partner
airports in Vienna, Athens, Lisbon and Malta in 2010.
We also collaborated closely with two sister airports,
Nagoya in Japan and Denver in the United States,
organizing workshops and exchange programs for
management-level employees to expose them to new
ideas and to advance their cross-cultural soft skills.
HR development: Varied tasks
Our HR development department again ran assess
ment centers in 2010 as a means of selecting internal
and external candidates for key company positions
as well as posts in lower and middle management.
These assessment centers, first introduced at FMG
in 2006, are conducted not just by department staff
but also by managers from all our divisions, who
attend as observers and evaluators.
As of 2010, new management-level employees not
only go through a welcome and induction program
conducted by the Munich Airport Academy, they also
receive in-house coaching and support from our HR
development department. The coaching is tailored
to each individuals’ needs and is designed to help
them adjust quickly to their new tasks and roles.
In mid-2010, FMG’s executive management approved
an HR development program on leadership excellence, to begin in January 2011 and continue for two
years. The program’s aim is to promote a culture of
high performance and will focus on fostering more
effective collaboration across all levels of management.
In 2011, the company is introducing a system of
personnel officers who will advise and support
managers in their day-to-day tasks. The appointment
of these officers means that managers have a designated point of contact whom they can consult on
anything to do with HR, from personnel planning to
disciplinary issues. In preparation for introducing this
new system, we conducted an analysis of almost
all our HR procedures, defined target processes and
reduced the number of interfaces in 2010. We also
prepared an annual calendar which is intended as a
guide for future personnel officers in their daily work.
The new processes will be rolled out when the personnel officers begin their work.
Target-driven management
Each of our central, business and support divisions
at FMG sets its strategic targets in balanced scorecards (BSC) that serve to track performance annually
according to key metrics. The “learning and growth
perspective” BSC establishes targets for the systematic advancement of all employees across all levels
in the company.
Training and development programs for
vocational trainees, employees and managers
Industrial safety, health and family policies
100
A baseline essential: Industrial safety
High standards of industrial health and safety are an
essential and firmly anchored part of our corporate
culture at Flughafen München GmbH. Our aim is to
continue to ensure that our people are protected
against physical injury and ill health and to reduce
our direct and indirect costs at the same time. We
therefore pursue a rigorous course of industrial
safety and go to great lengths to guard against accidents and job-related illness.
Over and above the legally required quarterly meetings of our industrial health and safety committee
and our cadre of safety officers, we therefore hold
additional, voluntary health circle meetings each
month with our IHS staff, the works council and the
airport’s medical service to discuss current employee
health topics. Where required, we also deliver stat
utory trainings on industrial health and safety to our
various business units.
In 2010, we registered 175 reportable occupational
accidents, resulting in a total 3,400 days of employee absence. There have been no fatal work
accidents since 2002. Two issues concerning the
safety of people working in the airport’s ramp areas
were addressed in 2010. First, our industrial safety
unit and the workers’ compensation association filed
a request for the exhaust gas streams on a various
types of aircraft to be measured. The findings were
summarized in a report, which found that exhaust
gas did not pose a risk to the health of ramp workers. Second, noise levels were tested in various
areas at FMG and the results recorded in our internal
noise map. As a consequence of these tests, we
defined and introduced a range of measures to minimize noise.
101
Company health management
In September 2010, FMG’s executive management
decided to develop our existing corporate health
management system and, building on the outcomes
of our People First project, expand the system into
a management tool.
Our People First project concentrated on identifying
the root causes behind an anomalous rise in sick
leave rates in one area of the company and on defining and developing appropriate KPIs and measures
that could be applied group-wide.
Our aim going forward is to step up our activities on
health-related issues, to make optimum use of our
available resources, and to integrate and structure
procedures in such a way that our health management system can accomplish its broader objectives
even more effectively. In our perception, every employee is an integral part of our health management
system and can contribute to it in his or her own way.
Besides current focuses such as industrial health
and safety, health-aware management, addiction and
behavioral counseling, and overall health management, our system now also aims to spotlight and
offer solutions to issues such as bullying, depression
and burnout.
Work-life balance
Today, a family-friendly HR policy geared to helping
employees balance careers with family life is a key
factor in winning and retaining the kinds of qualified
and motivated people we need, particularly in light of
current demographic trends. This is why at FMG we
offer our people numerous options designed to help
them achieve a better work-life balance.
For example, around 3,500 employees group-wide
have variable working time arrangements. These
include part-time working, telecommuting, and
scheduling based on work-time preferences (a pro
vision specifically for those engaged in shift work).
sign them to roles that are as consistent as possible
with their tasking prior to their period of absence.
We also keep employees informed about training
programs taking place during the time they spend on
family leave.
When employees return to work after a period of
regular or extended, unpaid parental leave, we as-
The airport’s own children’s daycare center, “AirportHopser,” has proven exceptionally valuable for par-
FMG helps employees
to balance career and
family
102
en/company/gesund
103
ents returning to work as it helps them to manage
their re-entry into the company more flexibly. The
center, set up in 2008, is open from 6 a.m. to 9 p.m.,
360 days a year, and provides daycare for children
from as young as eight weeks up to school entry
age.
The company has now also committed to investing
in a dedicated building for its daycare center, and
the preparations are now at a point that we can go
ahead with construction in 2011.
Other employee support services
Other examples of workforce support services and
facilities include company-run employee hostels,
employee restaurants, an in-house travel agency,
and an insurance service for employees. Set up by
Flughafen München GmbH at places near the airport
campus, our hostels provide a total of 340 beds at
very affordable prices and are open to all employees.
The hostels are ideal for interns, vocational trainees
and shift workers looking for shorter-term accommodation close to the airport.
Employees can eat at five company restaurants on
campus that serve subsidized meals and refreshments. Through the FMG travel agency, FMG Group
employees can also make personal travel arrangements at favorable prices, thanks to special deals
brokered with a number of airlines, tour operators,
hotels and car hire companies.
Our in-house insurance service has been operating
for several years now – since October 2001. It
helps FMG Group employees and their families to
purchase a wide range of private insurance. Airport
employees can also consult on-site experts for independent advice on national pension insurance
and additional pension cover available from Bavaria’s
supplementary pension fund for public service
employees.
were on providing flexible working hours, onward
training for employees, and part-time working arrangements for employees on family leave. As part
of our family-friendly HR policy, we also set up an
exchange scheme for swapping shifts, as well as
a social counseling office to help resolve problems
arising at work. The new certificate awarded to
FMG for its work-family policy is valid for a period
of three years.
Launch of the “be family!” project
We have rolled out “be family!”, a new company
project designed to enable us to efficiently track
targets and measures in preparation for future audits
and to continuously improve the scope for a better
work-life balance for FMG employees. The project’s
supervisor and key contacts hold bilateral discussions and convene every six months to document
Recognition for our family-friendly policy
the current status of initiatives and new focal topics.
A family-friendly employment policy plays a central
One of the project’s first steps will be to define and
role in helping employees to successfully balance
implement appropriate measures to address the
careers and family life. Our support for flexible work- issue of demographics. This will enable us to accoming arrangements, our company daycare center, and
modate the majority of requests from older employour special travel and R&R offerings all have a strong, ees seeking tailored part-time working arrangements
positive influence on our appeal as an employer. On
while taking into account company tasking requireJune 10, 2010, Flughafen München GmbH received
ments.
a certificate in recognition of its work-family policy
and programs following an audit by the organization
berufundfamilie gGmbH. The certificate affirms that
we are a model family-friendly employer.
FMG first obtained certification through this orga
nization in 2007. Back then, in preparation for the
audit, we defined specific targets and initiatives in
eight separate action areas. Berufundfamilie gGmbH,
which was formed by the charitable Hertie Foundation, tracked this process and conducted regular
reviews of our results. The focuses we set at FMG
Key work-family policy
initiatives include flexible working hours, a
shift-swapping system,
and part-time working
arrangements for employees on family leave
Munich — Nairobi
Crop harvest in the Nile Valley, Egypt (30° 49’ N, 30° 28’ E). The Nile,
at 6,852 kilometers the world’s longest river, is Egypt’s lifeline and
covers a distance of 1,550 kilometers through the country. The fertile
mud that the Nile deposits on its banks during floods enables farmers to
grow crops like wheat, rice, and millet, as well as fruit and vegetables.
Growing together. We are
working with our neighboring communities to preserve
the quality of life in our
region and to leverage our
airport’s economic strength
to drive growth and prosperity. Through open dialogue,
we engage with our stakeholders and foster a spirit of
mutual trust.
Regional engagement and social responsibility
106
Regional
engagement and
social responsibility
381
500 16.3 local suppliers in the Freising and Erding area
Economic reach
Economic reach
107
Protecting our future
Munich Airport regularly receives outstanding
approval scores from air travelers. Two key success factors behind these ratings are our popular
appeal and our consistent and exceptional efficiency. Our airport also benefits significantly from
its geographic location in the center of Europe,
a factor that has become all the more important
with the expansion of the European Union. In
addition, Bavaria is one of Europe’s most successful regions, with a highly export-driven economy,
and is reliant on access to international air transport
services.
Having an optimum choice of aviation routes and highquality connections to places all over the world helps
to sustain the region’s economic strength and, by extension, the country’s longer-term economic growth.
By expanding our airport, we are helping to safeguard
our region’s future, because the success of the economy tomorrow will depend heavily on our ability to
continue operating efficiently as an aviation hub.
Schematic diagram of effects on regional employment
community projects sponsored by FMG
Economic factor
Location factor
Effects from airport operations
Effects from using aviation (catalytic effects)
Jobs on site at the airport
Employment effects through
location and investment projects
million euros in local business tax contributions
On the airport campus
Regional employment multiplier 1.1
Employment effects in the tourism sector
Indirect
Jobs
Induced
Jobs
created through
the purchase of
goods and services
in the region
created through
expenditure in the
region by people
employed directly
and indirectly
Outside the airport campus
Other employment effects
Outside the airport campus
Economic reach
Economic reach
108
109
Economic effects
Munich Airport has an economic impact at a number
of different levels. We differentiate here between
the effects resulting from aviation servicing and
provisioning and the effects from the use of aviation
by businesses and private individuals.
Extrapolation of total wages and salaries on campus 1)
(€ million)
1,096
1,200
876
+25.1%
+25.3 %
FMG sourced goods
and services worth
€37.5 million in the
Erding and Freising
area in 2010
900
699
Effects from airport operations
634
+10.3 %
The direct effects encompass production, adminis
+24.5 %
600
trative and personnel expense, capital spending,
revenue and jobs that result from airport operations.
300
The indirect effects include value added, employment,
and revenue created through contracts awarded by
0
businesses at the airport to companies outside the
2000
2003
2006
2009
airport. There are also induced effects in the form of
value added, employment, and revenue generated
by the goods and services purchased by airport workAnnual gross wages and salaries on campus 1)
ers and people not employed at the airport directly.
> Companies’ expenditures at Munich Airport
In 2005, organizations operating at Munich Airport
spent an estimated €3.6 billion on products, services
and capital goods. 2)
Around two-thirds of this spending was with businesses outside the airport, including €1.4 billion in
the airport’s surrounding area. 3)
In 2010, Flughafen München GmbH alone, excluding its subsidiaries, purchased goods and services
worth €37.5 million sourced in the Erding and Freising
districts. 4)
1)
igures are based on our three-yearly workplace survey (last conducted
F
in 2009)
Ernst Basler + Partner/BulwienGesa AG (2007), Zoning Report, pp. 54–58
3) The 72 local communities around the airport, including the city of Munich
4) FMG procurement department, April 2011
2)
(€)
40,000
30,000
37,089
31,435
30,965
31,979
+6.6 %
- 1.5 %
+3.3 %
2000
2003
2006
+16.0%
20,000
10,000
0
2009
> Wages and salaries paid by organizations at
Munich Airport
In 2009, the wages and salaries paid by all employers
at Munich Airport totaled roughly €1.1 billion. More
than €740 million were paid to employees living in
the airport’s surrounding area. 1)
Rates of pay across all 29,560 airport employees,
including part-time and marginally employed individuals, have increased significantly. Employees who
work on campus earn €37,089 annually, on average.
This figure grew by around 16 percent in the period
from 2006 to 2009, or roughly 5 percent per year.
The average wage across all employees on campus,
including part-time and marginal workers, is a good
€10,000 higher than the average rate of pay in
Germany in the transport and logistics industry (as
defined in the federal government’s Classification
of Economic Activities 2008) determined by the
Federal Office of Statistics in 2009, and even exceeds the industry average when based on full-time
employees alone (€35,071). The reason for the sharp
Wages and salaries
paid to airport employees totaled roughly
€1.1 billion
Economic reach
Economic reach
111
Effects through the utilization of aviation
The effects of major transportation infrastructure
facilities on national and regional economies are
referred to as catalytic effects. Munich Airport acts
as a catalyst, driving and accelerating development
processes in its region. The term “location effects”
is sometimes used to describe this.
> Value creation through tourism
Again according to the ECAD study, overnight visitors
from foreign countries who traveled to the Munich
region by air spent roughly €1.8 billion there in 2007.
Their expenditure created €978 million in value
added in the Munich region, thus securing more than
44,000 jobs. 1)
For businesses, using the air transport services provided by Munich Airport helps reduce travel times
and costs, eases access to global labor markets, and
opens up new procurement and sales markets.
Contribution to employment
Munich Airport offers a wide range of employment
and so makes a valuable contribution to the labor
market in its home region. For many years now, the
Freising district employment agency (which is also
responsible for the Erding area) has reported some
of the lowest levels of unemployment in Germany.
In 2010, the jobless rate was just 2.9 percent –
statistically, almost full employment. Large numbers
of companies have chosen to locate close to the
airport and are driving growth and prosperity in
the region. A significant number of them also have
strong business ties with the airport.
In the Munich region, the availability of high-quality
air transport access thus helps to increase productivity, investment, innovation and employment. 1) Following are two examples that highlight the effects on
employment:
FMG remitted almost
€29 million in payroll
tax in 2010
> Employment multiplier
The airport has an employment multiplier value of
1.1 within its local region. In other words, the almost
30,000 jobs at the airport support more than 30,000
additional jobs – indirect or induced – in the airport’s
surrounding area. Beyond the bounds of the surroundOur effects in terms of public budgets, too, are signifi- ing area, at the national level, Munich Airport’s emcant. Flughafen München GmbH alone – one of around ployment multiplier is even higher, at 1.8. 2)
550 organizations at the airport – remitted almost
€29 million in directly deducted payroll tax in 2010. This, 1) FMG 2009 workplace survey
2) Ernst Basler + Partner/BulwienGesa AG (2007), Zoning Report, p. 56 ff.
too, exemplifies the airport’s economic importance.
increase in the average salary is likely due in part to
exceptionally rapid rises in pay among certain highly
qualified groups like cockpit crews. 1) These figures
are based on a workplace survey conducted every
three years, most recently in 2009.
> Attracting businesses to the area
For international businesses, being within easy reach
of first-rate air transport services is a highly important
factor in their choice of where to locate. According
to a recent study 1) by the European Center for Aviation Development (ECAD), proximity to air transport
ranks fourth among the most important factors for
businesses that choose to locate in the Munich region. More than half of these businesses would have
picked a different location in or outside Germany if
access to air transport had been inadequate. Companies that are based in the Munich region and engage
in international business currently secure more than
246,000 jobs. 1)
1)
Munich Airport’s catalytic effects on the national and regional economies,
ECAD GmbH (European Center for Aviation Development), Darmstadt, 2008
112
logue with stakeholder
groups
113
Engaging with airport stakeholders
Flughafen München GmbH representatives communicate actively and regularly with our most important
stakeholder groups. For instance, we continuously
conduct surveys to keep track of passenger and employee’s opinions and perceptions, and take active
steps to maintain strong relationships with airline
companies and partner businesses. The company
also has a regional liaison office, which conducts an
ongoing dialogue with communities, decision-makers and citizens’ groups in the region.
Regular and open dia-
As a member of various industry associations and
advocacy groups, we regularly exchange ideas with
leaders and policymakers. We coordinate closely
with the relevant government ministries and offices
when it comes to compliance with legal require-
ments and discussions surrounding industry issues.
We also engage in extensive corporate communications work aimed at fostering an open dialogue,
both with a wide variety of media and with our
stakeholder base.
To understand our stakeholders better, we have iden
tified their interests and expectations and summarized these in stakeholder group profiles. In addition,
we have analyzed our stakeholder groups and their
individual importance for FMG and assigned them
to different categories.
The different forms of dialogue and corresponding
stakeholder groups are described on the pages that
follow. We also include examples of how we engage
individually with each of these groups.
Passengers and visitors
Form of dialogue and medium
Passenger surveys by Flughafen München GmbH, Skytrax, ASQ, etc.
Complaints management based on feedback forms
MUC Life airport magazine, brochures and flyers
Frequency
Regularly
Continuously
Regularly
Call center, information desks, terminal services, InfoGate counters and other passenger services
Continuously
Information center in the Visitors’ Park
Continuously
Web portal for passengers and visitors
Continuously
Airlines and the aviation industry
Key stakeholder groups
Airport Operation Committee (AOC): Airport and airline representatives responsible for operations
meet to discuss current problems, find solutions and streamline collaboration
Media
Government ministries and agencies
Policymakers and industry associations
Passengers and visitors
Munich Airport
Airlines and the aviation industry
Employees
Airport region
Monthly
User Committee: A body consisting of representatives of airlines, the airport, government agencies
and handling operators, which meets to discuss economic and legal aspects of airport operations
Three to four
times a year
Coordination Committee: A body consisting of representatives of the Federal Ministry of
Transport, Building and Urban Development, Munich Airport, German ATC, the Office of the Airport
Coordinator, the airlines and airline associations, which meets to coordinate takeoff and landing
procedures with state agencies
Twice a year
BARIG Steering Committee MUC: Meetings of members of the Board of Airline Representatives
in Germany (BARIG)
Business partners
Frequency
MUC Exchange: A platform for all airlines operating in Munich, set up to coordinate airline timetables
Industry shows: Presence at various regional and national shows in and outside Germany
Four times a year
Annually
Regularly
114
115
Employees
Region
Frequency
Daily bulletins on FMG’s corporate intranet
Meetings with employee representatives
Regularly
Employee representatives’ working groups and committees
Regularly
Employee assemblies
Four times a year
Division meetings: Dialogue between division management and employees
Four times a year
Executive management information events
Employee newsletter Flughafen Report
Employee surveys
Company units are targeting improvements
as a result of our employee survey
Continuously
As needed
Monthly
Every two years
New employee survey includes subsidiaries
In 2010, Flughafen München GmbH conducted its
fourth employee survey. This time we tried a new
approach: We gave employees the choice of responding on paper or online and, for the first time,
we extended the survey to all FMG subsidiaries.
By offering a choice of media, we increased the response rate from 29 percent to 47 percent.
In line with expectations, the results varied substantially from one division to the next. To generally
strengthen employees’ identification with the company, we have decided to concentrate on increasing qualifications and promoting greater employee
satisfaction as two important action areas. Managers
have been instructed to take appropriate steps toward these objectives in the units they lead.
The survey polled employees’ opinions on various
groups of topics – on their identification with the
company, on the company as an employer, on their
team and direct supervisor, on how tasking is organized, and on health and safety, on their work-life
balance, and on advancement and development
opportunities.
All management-level employees were given access
to the results of the survey, which enabled them to
consult and work with their employees to develop
proposals for improvements. To help ensure that
ideas are actually implemented, all managers introduced at least three separate initiatives designed
to achieve their targets. The next employee survey
is scheduled to take place in 2012. The efficacy of
the measures introduced will be assessed based on
the changes in comparison with the 2010 survey.
Meetings with community representatives and policymakers from the airport’s surrounding region
Frequency
As needed
Through its regional sponsorship initiatives, FMG maintains contact with more than 500 partner
organizations in the region (in sport, education, social welfare and culture)
Continuously
Regional marketing: Intensive collaboration in the areas of business and tourism with the towns
and administrative districts of Erding and Freising
Continuously
Information events for businesses and lobbyists (e.g., district artisans’ associations, chambers of
industry and commerce, trade and industry associations)
As needed
Fact-finding visits to the airport by community officials (community, city and county councils)
As needed
Panel discussions and meetings with citizens’ initiatives, associations and other societal groups
As needed
Communities Council: A forum for information exchange and dialogue in connection with Munich
Airport’s expansion planning. It also decides on how resources from the regional impact fund are
allocated. A working committee prepares meeting agendas for final decision-making.
As needed
Airport forum: Information and communication platform for questions concerning the region’s
economy and traffic trends in the airport’s surrounding area. Under the aegis of the economics
ministry, current issues are discussed directly with the neighboring communities.
Magazine for the airport region, M Dialog
Commission on Aviation Noise: Exchange between local politicians in the affected regions, German
ATC, and government agencies
Phone line for aviation noise complaints
Noise and emission reports (current information on aviation noise, air pollutant levels, etc.)
Twice a year
Monthly
Twice a year
Continuously
Monthly
116
117
Our neighbors’ perception of the airport
To gain a better picture of what people who live in
our region think of the airport, Flughafen München
GmbH’s regional liaison office hired market researchers TNS Infratest to conduct a representative opinion
survey in the fall of 2010. Having carried out a similar
poll previously in 2003, we were able to use the
results of the new survey to analyze any changes
that had come about over the last seven years. The
2010 poll primarily targeted the Erding and Freising
districts, both adjacent to the airport, plus a number
of communities in the administrative districts of
Landshut, Dachau, Munich and Ebersberg. In total,
2,073 people were polled by phone in 38 communities.
The results of the latest survey not only reaffirmed
the positive findings of 2003, they were even better
in some instances. The findings were as follows:
Ninety percent of people living in the region enjoy
doing so, and the main reason they cited for this was
the quality of life. Around 84 percent of respondents
view the presence of the airport as being positive for
the region as a whole, and almost 80 percent stated
they found it positive for them personally. Ninety percent were of the opinion that the airport’s hub traffic
brings benefits for Bavaria’s economy. Those living in
the airport’s region also frequented the airport, both
as air travelers and as visitors, showing that the airport is an accepted and integral part of its region and
is used actively by the region’s population.
Business partners
Information events for manufacturers, suppliers, tenants, leaseholders and service partners
Plenary meetings of the joint advertising association of businesses and retailers at the airport
Supplier meetings and audits
On a less positive note, respondents thought that
action was needed on improving public transport
access to the airport from the places where they
lived. And, inevitably for an area surrounding a major
commercial airport, the issue of aviation noise was
raised.
The findings have provided us with valuable information for continuing our active and ongoing regional
policy. The data from 2003 and 2010 gives us a solid
foundation for follow-ups and detailed surveys in the
future. The results will also be made available to our
neighboring communities.
How do you rate the presence of the airport for you personally?
Very positive
17%
Mostly negative
17%
Mostly positive
62%
Very negative
5%
Online portal for business partners
Frequency
As needed
Annually
Regularly
Continuously
Policymakers and industry associations
Parliamentary evenings held in Brussels and Berlin
Publication of policy statements (topics, background information,
official positions) intended for political decision-makers
Frequency
As needed
Twice a year
Organization of fact-finding visits and special guided tours
Regularly
Professional presentations at conferences and symposiums
Regularly
Participation in industry associations’ councils
(German Airports Association, Airports Council International, etc.)
Regularly
Information meetings and guided tours for members of
associations, political parties, churches, and other groups in society
As needed
Government ministries and agencies
Frequency
Technical discussions and meetings of expert panels
Regularly
German Air Transport Initiative workshops
Regularly
Membership of industry networks (e.g., the Bavarian Environmental Pact)
Regularly
118
119
Media
FMG liaises with
officials and decisionmakers in EU bodies
Frequency
Press conferences and meetings
Regularly
Press releases and photos
Regularly
Interviews and briefings
Regularly
Press office as permanent point of contact for media
Continuously
Web presence for media relations
Continuously
Advocacy in Europe
The role of our office of political affairs is to represent the combined interests of the FMG Group
in order to improve political, economic and legal
conditions for Munich Airport at state, national and
European levels. The office maintains constant
ties with government ministries, policymakers,
institutions and associations and holds regular
events, such as parliamentary evenings and round
table discussions in Berlin and Brussels. In Nov
ember 2010, for instance, we held a parliamentary
evening in Berlin titled “Ascent out of the crisis:
Creating the right conditions to promote the successful development of Germany, Bavaria and
Munich as a center of aviation,” attended by representatives of the German parliament, government
ministries and industry. We also regularly publish
policy statements that present our official stance
on current political issues.
To make sure that we represent our airport’s interests effectively in Europe, we set up a liaison office
in Brussels in April 2006. Its tasks include maintaining and developing the exchange of information
between the company and key officials and decisionmakers in EU bodies. By working with organizations
like the Germany Airports Association (ADV), the
Airports Council International (ACI Europe), and other
The German Air Transport Initiative
national and European bodies, we can also share
and benefit from valuable information on topics of
importance and unite common interests. Flughafen
München GmbH makes no financial contributions
of any kind to political parties, policymakers or associated organizations.
Community engagement
120
Donations and sponsorships
Munich Airport is very much an established part
of the community – not least as result of a raft
of corporate citizenship initiatives conducted by
Flughafen München GmbH that include funding over
500 projects in fields like social welfare, education,
sport and culture. One key emphasis of our citizenship initiatives is on promoting youth sport in our
local area. We currently have support agreements
in place with 76 sports clubs in the Erding and Freising
districts, all of which were extended for another
three years in 2010 – a commitment on our part that
offers clubs a firm basis on which to plan ahead.
Another important area of our sponsorship work centers on supporting educational institutions. This is
because we believe that education not only helps to
build a better future, it also lays the foundations for
a more tolerant and inclusive society. Our efforts here
include providing book-purchase grants to schools
and libraries, subsidies for projects promoting the
integration of migrant children, and funding for adult
and youth education in community colleges.
121
Thanks to startup support from FMG in 2010,
MiBiKids, an association formed to advance general knowledge and German language skills among
children from migrant backgrounds, was able to
set up its first two groups to begin working with
children.
Flughafen München GmbH also helps fund a wide
range of cultural activities in the region, supporting
everything from professional orchestras and theatre
ensembles to music schools, school orchestras,
and concerts of light music. In 2010, for instance,
we again sponsored the Erding Jazz Festival and
the Open Airding music festival.
Numerous social welfare projects and initiatives,
too, receive funding, including Lebenshilfe Freising,
which supports people with disabilities, several
organizations that distribute food aid to people in
need in the Erding and Freising districts, and the
aid agency Caritas. These are just a handful of examples of the company’s far-reaching support for
community organizations and programs.
Sponsorships in 2010
Social welfare
29%
Sport
28%
Education
13%
13
%
Culture
30%
Voluntary work by FMG employees
Many Munich Airport employees have joined aid
organizations or donate leisure time to supporting
people in need. The FMG Group helps them to help
others by giving them access to airport resources.
Aid for a Latvian village
In 2010, FMG subsidiary eurotrade started a relief
effort on behalf of Zasa, a poor village in Latvia with
a population of 2,500. This is the third such initiative
launched by the company. The relief program was
started several years ago by Hardy Kortmann, Swiss
International Airlines’ station head at Munich Airport.
Kortmann, whose family roots are in Latvia, succeeded in recruiting eurotrade as a program partner.
An appeal on behalf of the village in 2010 led to the
donation of some 15 tons of school furniture, teaching materials, baby equipment, clothing and toys.
The goods for Zasa were transported the 1,800 kilometers to Latvia in the summer by a large semitrailer
truck.
Aid efforts in Haiti and Pakistan
In January 2010, one of Bavaria’s largest-ever volunteer aid initiatives was launched to help the victims
of the earthquake disaster in Haiti. An Air Berlin flight
carried almost three tons of relief supplies free of
charge to the Dominican Republic, and from there
they were taken by truck to the disaster area. The
aid initiative was organized and managed by NAVIS
e.V., a privately run agency. Three members of the
airport’s fire service, released from regular duty by
FMG, also went in to assist the aid team. In addition,
the charity Flughafenverein München e.V. set up a
special account for donations to help the people
of Haiti. This initiative raised €120,000, most of which
went toward financing a drinking water plant.
The organization Flughafenverein was set up in 1996
and is run by FMG employees and friends. Its members collect donations for people in need and for
charitable and philanthropic initiatives.
Members of the aid agency NAVIS e.V. and airport
firefighters also set off in August 2010 to help with
another disaster, this time caused by the severe
flooding in Pakistan, which laid waste to vast areas
of the country. The helpers treated the sick and set
up two drinking water treatment plants.
Regional growth partnerships
122
123
Regional business links
Munich Airport has purchasing and supply relationships, many of them long-standing, with a large
number of companies in its surrounding region,
ranging from trades and artisan businesses to growers of agricultural produce.
In 2010, our subsidiary Allresto Flughafen München
Hotel und Gaststätten GmbH sourced around
90 percent of its foodstuff purchases worth a total
€11.9 million in Bavaria, including around 60 percent
in the airport’s local region. This procurement volume encompassed production, processing and sale.
In our procedures for awarding contracts and tenders, we actively seek to work with local companies
where we can, provided the order value is below
the threshold set for EU-wide tenders. That said,
companies in our region also take part in our EUwide tenders. Based on order value, around 34
percent of the orders we place currently go to local
businesses in the Freising, Erding, Landshut and
Munich administrative districts.
Cornerstones of its procurement policy are: to primarily purchase regional and seasonal products on
competitive terms (i.e., at the right quality and price),
to ensure access and delivery distances are short,
and to provide regular environmental and awareness
training to employees.
This policy promotes a circular flow of income in the
region’s agriculture, processing industries and com-
Purchasing and supply relationships
merce while at the same time reducing transport
emissions.
FMG’s subsidiary Allresto
Total food procurement volume 1) in 2010 (hotel, restaurants, canteens):
€11.9 million
Procurement by area:
Bavaria
Bavaria:
= around 90% of total volume
Greater Munich area
(Ingolstadt, Augsburg, Chiemsee, Landshut):
Airport’s local area
(Erding, Freising, Landshut):
Source: Allresto, April 2011
1)
Total procurement volume in terms of production, processing and sale
Greater
Munich
area
Airport’s
local area
Sustainability in procurement
When calling for bids, we take steps to ensure
compliance with national and international legal
requirements and agreements. This compliance is
reaffirmed in legally binding form when contracts
are concluded. In 2009, Germany enacted revised
legislation on the award of contracts. The new law
now enables public-sector organizations to include
in their terms of supply specific environmental and
social requirements that suppliers must satisfy.
In line with this, Flughafen München GmbH has
decided to amend its supplier management system
to include environmental and social criteria in its
tender documents, as this will allow us to ensure
that there is no child labor, forced labor or discrimi
nation anywhere along the supply chain for relevant
product groups. Our initial steps toward this objective were to issue guidance on sustainable procurement and to conduct a supplier survey in 2009.
Fifty-eight percent of the businesses we contacted
responded to our social responsibility survey.
Comprehensive supplier evaluations
Since 2004, FMG has conducted annual evaluations
of its suppliers as part of its supplier management
process. We score more than 100 suppliers according to the quality of their products and work, their
reliability, their quality of service and their pricing.
We also verify whether these companies are certified to specific quality and environmental standards.
In some cases, this includes conducting spot audits
to identify issues and encouraging suppliers to re
mediate any flaws we find.
Supplier management:
FMG plans to incorporate additional sustainability criteria into
tendering processes
124
125
A bridge between the airport and its neighbors
Integrating the airport fully within its home region
and fostering a perception of the airport as a “regular” neighbor are the goals that drive our regional
liaison office. Since 2002 our regional liaison officer
and his team have been engaged in efforts to network systematically with the surrounding region at
various levels. The regional liaison office’s remit is
to operate as a coordination center or bridge between the airport and the region. It carries Flughafen
München GmbH’s messages out into the region
and feeds neighbors’ concerns back to the airport.
This regional relations work centers primarily on the
administrative districts immediately surrounding the
airport.
Our regional marketing initiative
We work actively with and co-fund a working group
formed in 2005 to manage “AirfolgsRegion ErdingFreising,” our joint marketing initiative with our local region. The initiative’s aims include stepping up
collaboration at the community and administrative
district levels to create synergy benefits, and promot- Lufthansa AG, Deutsche Flugsicherung GmbH and
Flughafen München GmbH, who represent the
ing our region’s unique location qualities so as to set
aviation sector.
it apart from competing regions at the national and
European level.
In 2008, Flughafen München GmbH’s shareholders
Since early 2010, the joint working group’s office has elected to set up a regional fund worth €100 million.
had a full-time staff, which is helping to expedite the Under current plans, the fund’s resources are to be
allocated over a period of between 10 and 15 years,
execution of current and planned campaigns and
primarily to local infrastructure projects in recomprograms.
pense for impacts resulting from the construction of
To promote tourism and outside business investment the airport’s third runway. Fifty million euros are to
go to local highway construction projects; the other
in the Erding and Freising region, the working group
half has been earmarked for local community infraexhibited at a number of national and regional fairs
during the past year. It also continued the cycle tours structure development, compensation in instances
project launched in 2009, and the installation of sign- of hardship, and special projects.
posts on eight themed cycle routes is scheduled for
Support for transport infrastructure projects
completion in 2011.
Payouts from the regional fund are tied to the start
of construction work on the airport’s third runway.
The Communities Council, a forum for dialogue
Nonetheless, some of the money from the fund has
For Flughafen München GmbH, an open and conalready been allocated up front to two community
structive exchange with the airport’s local region is
road projects, in the Erding district (€23.4 million)
exceptionally valuable. The Communities Council,
and in the Freising district (€26.6 million). The fundformed in September 2005 to accompany the planning process for the expansion of Munich Airport , ing will go toward Erding’s north bypass (capped at
€13.5 million) and to Freising’s west expressway.
helps to foster productive dialogue by providing a
forum for information sharing and communication
Funding has now also been allocated to support the
between the airport and its local communities. The
construction of the Moosburg west expressway, a
Council is supplied with timely and current informa
bypass between Berglern and Eitting in the Erding
tion on the planning progress at its meetings; it also
district, up to a maximum of €4 million. Currently,
acts as a mouthpiece for the region, voicing local
€5 million apiece have been made available to the
concerns, offering recommendations and suggesErding north bypass and the Freising west expresstions, and helping to achieve consensus on solutions
way projects; all other initiatives will only receive
to problems. Chaired by Edda Huther, a former pre
payouts once work has begun on building the third
sident of the Constitutional Court of Bavaria, the
runway. To date, Erding district council has drawn
Council has around 40 members, including people
down around €300,000 in funding to cover planning
representing local towns and communities, admin
work for the town’s north bypass.
istrative districts, the business community and
labor unions, as well as employees from Deutsche
 See p. 58
Munich — San Francisco
Grand Prismatic Spring in Yellowstone National Park, Wyoming, USA
(44° 27’ N, 110° 51’ W). Established in 1872, Yellowstone is the world’s
oldest national park, famous for its volcanic landscape and large number of geothermal springs. Water running off the mountains drains into
the porous lava rock, heats up in the volcano’s magma chamber, and
then reemerges at the surface in around 10,000 different places in the
form of hot springs and more than 300 geysers.
Maintaining balance. We
are creating the right framework and conditions to manage our business responsibly in the future while
striking a successful balance between our business,
environmental, social and
societal objectives.
128
Facts, figures
and focus areas
57 86.4 1.081 packages of measures in our sustainability program
million euros of investment
billion euros in Group sales
Supervisory board’s report
Supervisory board’s report
The supervisory board was informed regularly and in
detail by executive management through written reports and at meetings about the company’s situation,
its development, and important business events. On
the basis of the reports and the information received,
the supervisory board oversaw the management of
the company’s business and made such decisions
as it was called upon to make in accordance with its
statutory responsibilities.
The yearend accounts as at December 31, 2010, and
the consolidated management report on Flughafen
München GmbH and its group of companies presented by executive management have been audited
and approved by Susat & Partner OHG, the appointed
auditors. Having conducted its own review, the supervisory board acknowledges the auditors’ findings
and raises no objections. In accordance with Section
42a, Paragraphs 2 and 4 of Germany’s Limited Liability Companies Act (GmbHG) and Section 171,
Paragraph 2 of Germany’s Stock Corporations Act
(AktG), the board approves the yearend accounts of
Flughafen München GmbH and the FMG Group. The
supervisory board proposes that the shareholders
endorse the yearend accounts of Flughafen München
GmbH and the FMG Group.
In fiscal 2010, ministerial councilor Dr. Dieter Knoll
stepped down from the supervisory board. The board
would like to thank him for his expert and committed
service to the company.
The supervisory board also wishes to express its
gratitude and respect for the work carried out and
the successes achieved by the company’s executive
management and employees in fiscal 2010.
Munich, July 15, 2011
Georg Fahrenschon
Chairman of the Supervisory Board
129
Consolidated financial statements
Consolidated management report for 2010
130
The object of the Flughafen München Group is to
operate Munich Airport and to pursue ancillary lines
of business.
The FMG Group comprises Flughafen München
GmbH and 19 subsidiaries and special purpose entities.
Changes to accounting regulations following the
passing into law of Germany’s Accounting Law
Modernization Act (BilMoG) have led to additions to
the FMG Group’s consolidated companies in fiscal
2010. These companies are MFG Flughafen-Grundstücksverwaltungsgesellschaft mbH & Co. Alpha
KG, Grünwald; MFG Flughafen-Grundstücksverwaltungsgesellschaft mbH & Co. BETA KG, Grünwald;
MFG Flughafen-Grundstücksverwaltungsgesellschaft
mbH & Co. Gamma oHG, Grünwald; MALTO
Grundstücks-Verwaltungsgesellschaft mbH & Co.
KG, Grünwald; MAC Grundstücksgesellschaft mbH
& Co. KG, Grünwald; and München Airport Center
Betriebsgesellschaft MAC mbH, Grünwald. Among
other things, these additions have increased the
Group’s total assets by around €900 million.
Activities and organizational structure
Munich Airport is one of the largest commercial
airports in the world.
In 2010, Munich logged a 6.2 percent increase in
passenger traffic (the second-highest gain recorded
among Europe’s seven leading airports) to successfully reaffirm its number seven ranking among
Europe’s busiest commercial airports. To service air
traffic, Munich Airport has two modern, highly efficient terminals and two runways, both 4,000 meters long and capable of operating independently.
Flughafen München GmbH, Munich Airport’s operating company, engages in non-aviation business
as well as in aviation and ground handling activities.
Key areas of its non-aviation business are retail, including hospitality operations and parking, and real
estate management and development.
Flughafen München GmbH is organized functionally in central, business and support divisions. The
business divisions operate and generate revenues
independently within their respective markets,
whereas the support divisions primarily operate
internally and provide the business divisions with
professional expertise and specialized services.
The central divisions are responsible for the overall
control of the airport.
A landmark change in FMG Group policy came
in 2010 with the successful restructuring of the
Ground Handling division. The high losses recorded
in the ground services segment since the market
was thrown open to competing, private ramphandling operators have imposed a heavy burden
on the Group in recent years. By carving out our
ground handling business into a wholly owned
subsidiary with competitive pay scales, we have
now created the right conditions for a successful
turnaround in this segment.
131
General economic environment and situation in
the industry
After the slow years of the worldwide financial crisis,
the global economy picked up the pace in 2010, and
the majority of business and economic regions recorded significant growth. With the weak euro driving
growth in exports, German industry has been hiring
on a large scale again.
Following the dramatic slowdown in air traffic during
the economic crisis, Germany’s commercial airports
were firmly back on the growth track in 2010. In
spite of sizeable impacts on aviation caused by bad
weather during the winter months, strikes by airline
pilots, and a volcano eruption in Iceland, airports were
able to report substantial growth for the year as a
whole.
The number of air travelers at Germany’s commercial
airports grew 4.7 percent year on year, to 190 million. The air cargo sector showed exceptional gains,
expanding 21.4 percent to 4.4 million metric tons to
reach a new all-time annual high.
The passenger volume across Europe’s airports grew
4.2 percent overall in 2010.
Business trends and earnings
In many respects, 2010 was an exceptional year for
the FMG Group. In the wake of the global financial
and economic crisis, Munich Airport saw a return to
significant traffic growth far sooner than expected. At
the same time, though, the airport experienced more
flight annulations than at any time previously.
During the course of 2010, roughly 15,000 scheduled flights were canceled for a variety of reasons
– 11,000 more than in the prior year. The event to
impact most on air traffic was the eruption of a volcano in Iceland. This created an ash cloud that in April
stopped flight operations completely for a period
of several days, and at Munich Airport alone, 6,500
flights were canceled because of the ash in the air.
The remaining annulations were due in part to a
strike by airline pilots and to the weather, with heavy
snowfalls at the start and the end of 2010 disrupting
operations in Munich.
Passenger movements at Munich Airport in 2010
grew by 6.2 percent year on year, to around 35 million. The increase of more than 2 million in passenger
numbers on the prior year was much larger by comparison than the gains logged on average at other
airports in Germany and elsewhere in Europe.
At Munich, gains in the long-haul segment were
especially strong, with the number of air travelers on
long-distance flights growing nearly 16 percent year
on year, to 5.3 million. At the same time, almost 20
million passengers – 6 percent more than in 2009 –
traveled on flights between Munich and places in
Europe, and passenger movements on domestic
German routes were up almost 1 percent, at 9.3
million.
The sharp growth in long-haul traffic also benefited
the air cargo sector at Munich Airport in 2010, as
did the unexpectedly rapid and expansive recovery
in the economy. Up 27 percent on 2009, the total
cargo volume handled over the year came to 275,000
metric tons, with 243,000 tons moved as bellyhold
freight plus a further 32,000 tons carried on freightonly services.
132
133
In spite of the swift gains in passenger and cargo volumes, the number of takeoffs and landings at Munich
Airport was actually down marginally year on year
in 2010. Overall, we logged around 390,000 aircraft
movements during the year – 1.7 percent fewer than
in 2009. This slight drop is due to the volcanic ash
cloud and the other one-off negatives already noted
above. One reason for the apparent discrepancy
between the passenger growth and the number
takeoffs and landings was a shift in fleet policy by carriers operating in Munich, most notably Deutsche Lufthansa. Given that Munich Airport had proven itself
to be such a robust growth market in recent years,
Lufthansa expanded its fleet capacity substantially at
the airport, replacing a significant number of the jets
servicing Munich with larger types. Rather than step
up the number of flights to meet greater passengerside demand, Lufthansa began operating aircraft with
a higher seating capacity.
The boom in traffic had a positive effect on Group
earnings in 2010.
Group sales in 2010 totaled €1.081 billion (2009: €981
million), rising 10.2 percent both in the aviation sector
and in the non-aviation sector thanks to the growth in
traffic. The changes in Group sales and earnings are
reviewed in the section titled “Group business activities” below.
The cost of raw materials and supplies in fiscal 2010
grew a sharp 7.9 percent, rising €21.3 million to
€289.5 million.
Reductions in human resources capacity brought personnel expenses down by €2.3 million year on year,
to €307.0 million.
Significant other operating expense and interest
accounted for €350.6 million or 31.8 percent of the
Group’s total pre-tax costs. This represents a 2.8 percent increase on the prior year and is due to €152.0
million in interest paid on shareholder loans owed
from prior years and the fiscal year under review.
Depreciation across the Group totaled €155.6 million.
The FMG Group generated a net profit of €19.8 million in fiscal 2010.
Group business activities
The FMG Group consists of separate profit centers
that are assigned organizationally to the Aviation,
Ground Handling, Retail and Services and Corporate Real Estate Management and Development
divisions, and to a number of central and support
divisions.
Aviation and Ground Handling
The Aviation division and the Ground Handling division are responsible for servicing all of Flughafen
München GmbH’s air traffic. All FMG subsidiaries
involved in handling air traffic are assigned organizationally to these divisions. Traffic growth in fiscal
2010 boosted sales in this segment by 10.8 percent,
to €567.4 million, with earnings after taxes totaling
€65.1 million.
The growth in air traffic led to a €55.5 million rise in
earnings, year on year.
Retail and Services
The units assigned to this division are the FMG
subsidiaries eurotrade Flughafen München HandelsGmbH, Allresto Flughafen München Hotel- und
Gaststätten GmbH, MediCare Flughafen München
Medizinisches Zentrum GmbH, and the Group’s parking business.
Corporate Real Estate Management and
Development
This profit center is essentially responsible for
marketing the real estate involved in operating the
airport. It contributed sales of €163.4 million and
earnings after taxes of €59.0 million to the Group’s
overall result.
Eurotrade operates 74 retail units with a total floor
space of 12,510 square meters. In 2010, its net sales
grew 12.8 percent, to €160.6 million, from €142.4 million a year earlier. The company’s sales and earnings
growth was affected heavily by several negative factors and consequences during the year, yet in spite of
these impacts, the company posted record figures,
thanks to surprisingly buoyant consumer buying.
Support and central divisions
These divisions function in a supporting capacity that
enables the Group’s various other units to operate
profitably and efficiently and to serve their customers effectively. The support and central divisions
unite expertise and information from across the entire Group; they also design and develop strategies,
recommend courses of action, and provide services
to the whole of FMG. In 2010, they contributed €38.8
million in sales. However, due to the payment of
€152.0 million in interest on shareholder loans and
to deferred and current income tax liabilities, they reported negative after-tax earnings of -€165.5 million.
Allresto is responsible for the airport’s restaurants,
canteens and hotel. After a difficult year in 2009,
Allresto’s performance far exceeded expectations in
2010. The company more than made the most of the
business potential afforded by the steady improvement in the economy over the course of the year as
well as the attendant increase in air travel. Its earnings jumped 20.6 percent, to €76.9 million.
Parking revenue, too, grew in line with the positive
trend in aviation. Earnings from parking charges
improved by €7.2 million to €70.3 million – an increase
of 11.3 percent.
Retail and Services as a whole reported sales of
€311.5 in fiscal 2010, up 15.4 percent on the prior
year. The division’s overall earnings after taxes, including a one-time special effect, totaled €38.3 million.
134
135
Asset and capital structure
December 31, 2010
December 31, 2009
€ million
%
€ million
%
Unpaid contributions to capital stock
0.0
0.0
0.1
0.0
Intangible assets
3.6
0.1
2.9
0.1
Tangible assets
3,566.5
91.6
2,782.8
94.3
Financial assets
Fixed assets
4.4
3,574.5
0.1
91.8
3.8
2,789.5
0.1
94.5
Inventories
57.8
1.5
65.0
2.2
Receivables
79.6
2.0
75.5
2.6
Liquid assets
178.5
4.6
17.4
0.6
Current assets
315.8
8.1
157.9
5.4
3.8
3,894.2
0.1
100.0
3.6
2,951.1
0.1
100.0
Assets
Prepaid assets and deferred charges
Total assets
Capital
Capital stock
865.8
22.3
442.1
15.0
Shareholder loans
491.9
12.6
491.9
16.7
Long-term debt
2,091.4
53.7
1,483.9
50.3
Short-term debt
Total assets
445.1
3,894.2
11.4
100.0
533.2
2,951.1
18.0
100.0
The Group’s total assets at December 31 were €943.1
million higher than a year earlier, at €3.894 billion. The
reasons for this gain are discussed below.
largely comprise land purchases as well as planning
and project-related services in connection with the
construction of the airport’s third runway.
Group fixed assets totaled €3.574 billion, up €785.0
million on the prior year. The rise is essentially the
result of changes to the group of consolidated
companies in line with Germany’s Accounting Law
Modernization Act, which necessitated the addition
of special purpose entities. These changes almost
exclusively concern the asset class land, rights similar
to land, and buildings. Other additions of €86.4 million
The consolidated financial statements include €155.6
million in write-downs.
The increase in financial assets by €582 thousand
to €4.365 million is due almost entirely to at-equity
valuation of the associated companies included in the
consolidated financial statements.
Current assets increased by a total €158.2 million in
2010, but year-on-year changes varied from asset class
to asset class: Trade receivables and other assets
grew €4.1 million, and liquid assets rose by €161.1
million, whereas inventories were €7.2 million lower,
compared to 2009.
The €423.7 million change in equity is due to the
inclusion of a special purpose entity valued at €423.5
million in accordance with Germany’s Accounting
Law Modernization Act, a net loss for the year of €2.9
million, the reversal of Group retained earnings of
€6.0 million, and an adjustment of €3.3 million in profit
carried forward through the first-time consolidation of
special purpose entities. Shareholder loans remained
at their prior-year level of €491.9 million.
Compared to the prior fiscal, accruals in 2010 were
down €44.3 million at €226.0 million (adjusted for accruals for deferred taxes). This drop is due primarily to
a number of instances in which accruals were utilized
and to effects arising through initial application of Germany’s Accounting Law Modernization Act. A reserve
of €111.4 million formed in 2009 for the restructuring
of the Ground Handling division was reduced by €89.9
million through utilization (€9.9 million), reclassification
of liabilities (€7.2 million) and circumstantial reassessment. The outcome of the reassessment was that
Ground Handling would continue to operate, but as a
subsidiary company. One major factor in the reduction
of other accruals was the utilization of a reserve of
€22.2 million formed to cover anticipated losses.
The FMG Group’s total liabilities increased in fiscal
2010 by €553.0 million compared to the prior year, rising to €2.235 billion. Interest of €10.4 million owed on
shareholder loans in 2009 was paid in full in 2010. New
interest of €152.0 million on shareholder loans accrued
in 2010. Liabilities to banks rose by €204.7 million, to
€1.763 billion. One the one hand, interest payments
and loan repayments reduced amounts owed to banks
by €61.3 million; on the other, liabilities in connection
with our special purpose entities (formed to comply
with the new Accounting Law Modernization Act) rose
by €266.0 million. The increase in other liabilities of
€186.1 million compared to the prior year is essentially
due to the inclusion of special purpose entities’ liabilities totaling €169.8 million.
In addition, trade payables were higher in 2010, up
€15.8 million on a year earlier, and liabilities to associated companies increased by €4.9 million, to €6.5 million. The latter rise is the result of managing financial
(cash pool) assets totaling €4.7 million.
136
137
Financial situation
Cash flow from operations, most of which originated from the Group’s corporate parent, provided
sufficient financial resources to ensure the Group’s
liquidity throughout fiscal 2010.
The Group’s companies are all part of a cash pool
formed for financing purposes. Capital spending in
fiscal 2010 was funded entirely through operating
cash flow.
pay and working hours allowed the restructuring
to be brought to a successful conclusion. As part
of these efforts, and in light of the loss of market
share in the ground handling sector, we initiated a
voluntary program in which around 260 employees
left the company of their own free will in return for a
severance package.
Our corporate health management program in 2010
centered on our People First project. This had a
twofold purpose: to promote concrete measures
Human resources
to reduce the sickness absence rate in the Ground
Events in 2010 with the greatest relevance from an
Handling division, and to lay the ground for impleemployee perspective, other than the receding finan- menting an overarching corporate health managecial crisis, were the sizeable work outages resulting
ment system. Company-wide implementation of the
from the volcanic eruption in Iceland in April 2010
corporate health management system began in the
and the continuing efforts to restructure the Ground
fall of 2010.
Handling division.
We also expanded our FMG Group careers and famiIn spite of the difficulties these events caused, the
lies project (titled “befamily!”), which was set up
Group managed to avoid actively shedding headto better reconcile employees’ family interests with
count or putting the workforce on short time in 2010. employer needs and expectations. A variety of initiaCrucial to this succeeding was an agreement reached tives were launched in connection with the project.
with the corporate parent’s work council for the duration of the volcanic eruption, under which workers
In 2010, the FMG Group also kept up its citizenship
massively reduced their time credit during periods
initiatives by continuing to support education and dewhen Munich Airport was closed.
liver high standards of career training in the region.
These again included organizing “berufsfit,” a careers
Efforts to restructure our Ground Handling division
orientation show for students at which numerous
were once again exceptionally important in 2010.
businesses in the surrounding area presented their
The decision to develop AeroGround as an operatraining offerings for school-leavers.
tions platform and to conclude new agreements on
Risks
The FMG Group’s system of risk management
covers all of its operational and strategic business
processes and is designed to identify, gauge and
mitigate potential risks facing the enterprise. Risks
are assessed based on their likelihood of occurrence
and on quantification of their scale of impact in the
event of an occurrence. The primary goal of risk
management is to take a controlled approach to risk
and to define preventive measures.
All risk information is processed internally and
distributed to executive management and division
heads in the form of a quarterly risk report. This
enables executives to respond swiftly and effectively
to shifts in risk scenarios. When the need arises,
management responds immediately to new or
changing risk situations. The latest risk reports are
also distributed to the members of the supervisory
board on a regular basis.
To ensure thorough observance of laws and directives as well the company’s own internal rules and
guidelines, FMG’s executive management took
steps to firmly embed compliance principles into
business processes and the Group’s general corporate and management culture during the past year.
These efforts included preparation of an overarching
compliance framework which was rolled out on
January 1, 2011.
To minimize possible financial damage, the FMG
Group has insurance for appropriate amounts covering key areas of potential loss and liability. Throughout fiscal 2010, the Group was fully able to meet its
need for financial resources, thanks to stable internal
funding and guaranteed lines of credit. Munich Airport is not currently experiencing any kind of liquidity
squeeze in money markets.
In 2010, the restructuring of our Ground Handling
division and related issues were still regarded as
the most significant internal risk at FMG and thus
scrutinized in detail as part of our reporting process.
Restructuring has been underway at the division
for several years now; however, Ground Handling
continued to make a loss in 2010 in spite of major
progress on restructuring. An economically viable
solution has now been found and is to be implemented during fiscal 2011. The measures will secure
the long-term future of the Ground Handling division
within the FMG Group. Key success factors here are
a long-term contractual commitment from the division’s largest customer at Munich Airport and cost
reductions by the corporate parent.
External risks assessed as having a low likelihood of
occurrence but a potentially severe economic impact
included acts of terror, natural disasters, and the loss
or impairment of the airport’s ability to function as an
aviation hub.
Group risk management assessments also encompass legal risk. Noteworthy in this context are a
European Commission review process concerning
the construction of Terminal 2 and legal proceedings
initiated by the Landshut public prosecutor’s office,
the Landshut revenue service investigators, and
Munich’s central customs office in connection with
personnel hiring practices at the Group’s security
subsidiary.
Other risks, such as the cessation of operation or
reduction of service frequencies by airlines, the
migration of passengers to regional airports, and the
impacts of aviation tax were also addressed in our
system of risk management.
138
139
Besides the aforementioned possibility of efforts
to turn our Ground Handling division failing, which
would impact substantially on FMG’s future growth
as a business, we were unable to identify further
risks to continuity in 2010. Restructuring measures
introduced in the summer of 2010 led to a significant
reduction in the estimated level of risk during the
course of the year.
Financial risks, including risks issuing from various
financial instruments (derivatives, and the management of receivables, liabilities and financial assets)
are reviewed at regular intervals and assessed with
regard to current price changes and to default and
liquidity risks. Derivative financial instruments are
now only employed as an interest rate and currency
risk hedge, and require the express approval of
executive management.
Opportunities and growth projects
Continued recovery in international financial markets
and a return to strength, particularly in the German
economy, are expected to continue to have a positive effect on growth in European and international
aviation during 2011. The crisis appears to have been
successfully overcome, with the aviation sector now
anticipating significant growth compared to a year
earlier. The scale of the impact of the natural disaster
in Japan on the global economy is, however, not
entirely predictable at present.
Now that the overall economic climate has improved
significantly and there has been a noticeable increase
in demand in the aviation sector, the outlook for
continued hub traffic growth at Munich Airport in the
intermediate and longer term looks promising. To
make the most of the opportunities for growth now
emerging, the airport urgently needs a third runway.
We expect the current zoning process to result in a
grant of approval during the course of 2011. This will
enable us to systematically advance the expansion
programs that are crucial to our airport’s continued
development.
Regardless of current forecasts, future scenarios and
the traffic growth projected for the decades ahead,
the airport needs a third runway today. Our present
capacity with our two-runway system, which allows
us to schedule 90 takeoffs and landings and hour,
is by no means sufficient to cover airlines’ current
needs. Munich Airport is already operating at the
limits of its capacity, and carriers could readily use as
many as 110 slots for eight to ten hours a day if these
were available.
Besides additional runway capacity, Munich Airport
also needs more contact stands at terminals and
more passenger-handling resources if is to accommodate its growing hub traffic.
To address these needs, we are planning to collaborate with Lufthansa on building a satellite on the
east apron as an extension to Terminal 2. The satellite
will be connected to the terminal via an underground
people moving system. The project has now been
granted zoning approval, and the satellite should open
in 2015, creating additional handling capacity for 11
million passengers a year. The building will provide
Munich Airport with 52 additional gates and 27 more
contact stands with direct building access.
It will also enable Munich Airport to sustain its
acknowledged high quality of service as a hub for
transit passengers and to accommodate the traffic
volumes that we expect to see in the future.
Strategy and sustainability
Munich Airport ranks as one of Europe’s foremost
aviation hubs. The FMG Group’s success as an enterprise is the result of its ability to operate efficiently,
to maintain business momentum and to focus firmly
on profitable growth. Munich Airport is committed
to pursuing a sustainable business strategy. From
today’s perspective, modern enterprises are those
that strike a successful balance between key business, environmental, social and societal objectives.
In each of these areas, the FMG Group’s corporate
policy aims to maintain and strengthen the foundations of its own business in the longer term in such
a way that, going forward, it can continue to operate
successfully and safeguard both mobility and the
locational appeal of Bavaria.
incorporate all key focus areas associated with sustainability. This is something we have documented
in the sustainability reports published for 2008 and
2009. The strategic sustainability program presented
in these reports provides us with a roadmap for
our onward development. The program describes
our near, intermediate and longer-term initiatives
in four focus areas: the company and governance;
environmental and climate protection; the workforce
and work environment; and social responsibility and
regional engagement.
At FMG, we firmly believe that companies that commit to sustainable long-term business practices are
much more likely to come through crises unscathed
– hence the emphasis on a sustainable leadership
approach in the Group’s new mission statement:
“By 2015 we will be one of the most attractive, efficient and sustainable hub airports in the world.”
The strategic objectives defined for the FMG Group
For the FMG Group, sustainability is nothing new.
Active environmental protection, the growth and
advancement of our employees and leaders, and
engagement with our neighboring communities and
surrounding region have all been fundamental to our
corporate policy for many years now. As our reports
also clearly show, dialogue with stakeholder groups,
too, is of exceptional importance to us.
One objective that exemplifies our sustainability
program is the goal we set in 2003 of achieving
carbon-neutral growth by 2020, taking 2005 as our
baseline year. This ambitious target of keeping our
carbon dioxide emissions flat – in spite of our expanIn recent years, Munich Airport has ranked repeatsion plans – in order to protect the environment,
edly in large-scale passenger surveys as the best
conserve energy and save costs is being driven
airport in Europe and one of the top five in the world. internally through an extensive catalog of measures.
This consistently exceptional showing means we
In 2009 and 2010, for instance, the latter included
have succeeded in accomplishing one of the primary internal information events for around 2,000 emobjectives we laid out in our 2010 mission – to
ployees to familiarize them with the principles of
become one of the most attractive and efficient hub sustainability and to work on concrete proposals and
airports in Europe.
initiatives to reduce carbon emissions.
140
141
The sustainability reports give equal treatment
to our business, environmental performance,
social responsibility and corporate citizenship. By
focusing on these four areas, the FMG Group will
ensure continued growth and a secure future. To
underscore that our entire business model is geared
toward sustainability, our corporate reporting will
follow an integrative approach from 2010 onward:
In 2011, Flughafen München GmbH is publishing its
first combined annual and sustainability report. The
period covered is fiscal 2010. Like our sustainability
reports before it, our combined report will follow the
latest guidelines published by the Global Reporting
Initiative (GRI).
Notable events after the end of fiscal 2010
No material events have occurred since the preparation of the Group’s consolidated yearend financial
statements for fiscal 2010.
Outlook
There will be numerous strategic growth and development opportunities for Munich Airport in the
foreseeable future.
The supervisory boards of Flughafen München GmbH
(FMG) and Deutsche Lufthansa AG in December 2010
approved the construction of the satellite for Terminal
2. This decision has paved the way for a major capacity upgrade for Bavaria’s aviation hub.
The expansion project will create the right conditions
to enable Munich Airport to continue its exceptional
growth and to strengthen its position among the ranks
of the international top-tier aviation gateways. The
new building is expected to open in 2015.
Another important strategic move was Flughafen
München GmbH’s decision to support the bid to host
the 2018 Winter Olympics launched by the Bavarian
capital, Munich, in the role of national patron, along
with Garmisch-Partenkirchen and the Bertesgadener
Land district.
The airport regards Munich’s 2018 Olympic bid as a
unique opportunity that could deliver huge momentum to much-needed road and rail network expansion
and thus further improve both the quality of the local
infrastructure and the region’s appeal.
The costs of the new building – around €650 million –
will be split 60:40 by FMG and Lufthansa, as with
Terminal 2.
Several awards have underscored Munich’s qualities
as an airport.
Once zoning approval has been granted for the construction of the airport’s third runway, Flughafen
München GmbH will commit to providing €100 million in funding for local infrastructure in surrounding
communities.
Readers of the magazine Traveller’s World picked
Munich Airport as the fourth best in a comparison
of the world’s airports. The poll placed us narrowly
behind the three leaders, Bangkok, Singapore and
Hong Kong.
Ten million euros from this fund were already ringfenced for two infrastructure projects in Erding and
Freising in 2008.
Munich was the only commercial airport in Germany
to be included in the top ten in the Traveller’s World
rankings.
Of longer-term economic importance for Flughafen
München GmbH is the policy path set for the Group
with the restructuring of Ground Handling. Working
closely with employee representatives and with
Ground Handling’s main customer, Lufthansa, we
succeeded at yearend in laying the ground for the
division’s future.
Traveller’s World’s readership also reaffirmed the findings of the most recent global survey conducted by
well-known London-based aviation researchers Skytrax, in which Munich was picked as the best airport
in Europe for the sixth time in seven years.
In the Skytrax world rankings, we placed fourth, behind three Far Eastern airports, Singapore, Seoul and
Hong Kong. Ten million air travelers took part in the
Skytrax survey, which covered 163 airports in total.
The FMG Group’s mission is for Munich to rank as
one of the world’s most attractive, efficient and sustainable hub airports by 2015.
Munich Airport’s consulting arm specializing in the
startup, relocation and operation of airports won
a major new order in 2010: Experts from the FMG
Group will be consulting for two airports in the Sultanate of Oman for a period of four-and-a-half years.
The order is worth roughly 5 million Omani rials (approximately €10 million). This project marks the biggest order for consulting services received to date by
Munich Airport’s Operational Readiness and Airport
Transfer (ORAT) team.
142
143
Our extensive international experience in this field as
well our own highly successful relocation from Riem
to Erdinger Moos in just one night in May 1992 both
played an important role in winning this contract.
FMG’s consultants are currently also working in
Delhi, Doha, Bahrain, Vienna and Berlin. We plan to
continue to systematically develop this as a strategic
field of business for Munich Airport.
To enable the FMG Group to sustain its growth,
the continued development of efficient land-side
transport connections is essential. The quality of road
and rail networks is a crucial factor, both for Munich
Airport’s future as an international transport hub and
for its home region.
Flughafen München GmbH is pushing hard for
improvements to landside access, particularly by rail,
not least because moving traffic off the roads and
onto rail services helps to avoid harmful emissions.
A large proportion of our passenger base already travels to Munich Airport on public transport: In 2010, 38
percent of passengers took rapid transit rail and bus
services. However, significantly more passengers
and airport workers would switch to traveling by rail if
a through connection serving the area to the east of
Munich Airport were available and if the facility were
integrated into the mainline rail network.
An expert review prepared in November 2009 and
commissioned by the Bavarian Ministry for Economic
Affairs, Infrastructure, Transport and Technology into
how to improve Munich Airport’s rail access represents a major advance in connection with expansion
plans for the rail infrastructure in and around Munich.
The most urgent task at present is to provide a much
faster service between the airport and Munich’s
Central Station. Improved access from northeast and
southeast Bavaria could be provided by completing
the Neufahrn branch line, the Erding circular rail link
and the Walpertskirchen branch line.
In the longer term, the airport additionally needs a
connection to the mainline route from Munich to
Mühldorf, Freilassing and Salzburg; this will also connect the airport to the EU Trans-European Networks’
west-to-east rail artery running from Paris, through
Munich and Vienna, to Bratislava.
Munich Airport’s goal of connecting aviation with
high-speed transport on the ground is not just of major importance at the regional level, it is also consistent and compatible with wider national and European
transport policy objectives.
Leading research organizations predict that Germany’s economy will grow by as much as 2.8 percent
during 2011. By contrast, growth in 2012 is likely to be
more modest, at less than 2.0 percent. In 2010, the
German economy expanded 3.6 percent. Although
demand in newly industrializing countries for German consumer and capital goods will continue to
be an important growth driver, the pace of growth in
2010, which was due to pent-up demand, will not be
matched again.
With the brighter overall economic outlook, sentiment across the aviation industry has improved. In
2011 we expect to see cargo and passenger volumes
rise sharply at Munich Airport. The offering of flights
from Munich will also expand steadily in 2011.
We do, however, anticipate that aviation could be affected negatively by the rising oil price resulting from
the crisis gripping countries in North Africa and the
Middle East. The oil price is an element of uncertainty
for the future of travel and thus for the whole travel
industry. With demand for travel rising, driven primarily by Asian countries like China and India, we do
expect to see traffic increase nonetheless.
Last year’s positive trend in the passenger sector at
Munich Airport continued into the first few months of
2011 and gathered even greater momentum, with the
passenger volume between January and March 2011
growing 11.8 percent compared to the same period a
year earlier. It is important to add, however, that aviation in January and February 2010 was affected badly
by adverse weather and industrial action by pilots.
Passenger growth returned to a more moderate level
from March 2011, compared to the prior year.
Based on the estimates in our current business plan,
we expect to report year-on-year passenger growth of
just under 5 percent and positive earnings of around
€38.0 million for 2011.
We are also confident that in 2012 we will be able to
return to the same kind of rapid growth as we have
achieved in the past.
Munich, March 31, 2011
Dr. Michael Kerkloh
Thomas Weyer
Consolidated balance sheet as at December 31, 2010
144
Consolidated balance sheet as at December 31, 2010
Consolidated balance sheet
as at December 31, 2010
145
Assets
€
A. Outstanding contributions to subscribed capital
December 31, 2010
2009
€
€ thousand
0.00
110
B. Fixed assets
I. Intangible assets
1.Franchises, intellectual property,
and similar rights
2. Advances on tangible assets
3,622,596.84
2,919
5,054.20
0
3,627,651.04
II. Tangible assets
1.Land, rights similar to land, and buildings,
including buildings on land not owned
2. Technical equipment and machinery
3. Other equipment, plant and office equipment
4. Construction in progress and advances on fixed assets
3,133,155,783.04
2,330,830
279,920,395.36
320,158
43,343,843.32
46,102
110,167,526.77
85,745
3,566,587,548.49
III. Financial assets
1. Investments in associated companies
2. Other loans
2,919
2,782,835
4,038,014.37
3,375
326,897.51
408
4,364,911.88
3,783
3,574,580,111.41
2,789,537
C. Current assets
I. Inventories
1. Substitute plots of land
2. Raw materials and supplies
3. Finished goods and goods for resale
II. Receivables and other current assets
1. Trade accounts receivable
2. Receivables from associated companies
3. Other current assets
III. Liquid assets
D. Prepaid expenses
€
December 31, 2010
2009
€
€ thousand
A. Equity
I. Subscribed capital
306,776,000.00
306,776
II. Capital earnings
102,258,376.24
102,258
III. Earnings reserves
1,983,900.23
7,984
19,764,770.95
13,577
Other reserves
IV. Consolidated net profits
V. Minority interests
435,033,581.96
B. Shareholder loans
11,481
865,816,629.38
442,076
491,912,735.89
491,913
C. Accrued liabilities
1. Pension accruals
19,063,705.00
2. Tax accruals
25,609,842.00
40,717
3. Other accruals
181,279,492.43
255,023
13,807
225,953,039.43
309,547
D. Liabilities
28,927,173.89
34,359
5,972,507.15
5,880
22,865,766.89
24,751
57,765,447.93
Liabilities and equity
46,745,995.81
64,990
1. Liabilities to shareholders
2. Liabilities to banks
3. Trade liabilities
4. Liabilities to associated companies
5. Other liabilities
257,715.62
153
30,440
79,550,577.07
75,484
178,455,257.03
17,383
3,846,768.72
3,595
3,894,198,162.16
2,951,099
10,405
1,558,455
58,840,352.82
43,075
6,455,035.43
1,579
255,161,799.97
69,054
2,235,583,932.13
1,682,568
E. Deferred income
29,664,774.52
24,995
F. Deferred tax liabilities
45,267,050.81
0
3,894,198,162.16
2,951,099
44,891
32,546,865.64
151,982,013.62
1,763,144,730.29
Consolidated income statement for the period from January 1 to December 31, 2010
146
Consolidated income statement for the period
from January 1 to December 31, 2010
€
1. Net sales
2. Other capitalized labor, overheads and material
3. Other operating income
2010
2009
€
€ thousand
1,081,093,964.71
981,293
10,675,072.24
8,792
50,948,151.00
64,421
1,142,717,187.95
1,054,506
a)Supplies and raw materials
- 148,281,361.26
- 139,336
b) Purchased services
- 141,239,929.98
- 128,838
- 268,174
5. Personnel expense
a) Wages and salaries
- 244,708,044.15
- 246,933
- 62,303,201.48
- 62,391
of which pension costs
€16 753 326.48 (2009: €17 255 thousand)
- 307,011,245.63
6. Depreciation, amortization and write-downs on
intangible assets and property, plant and equipment,
and on capitalized startup and business expansion
expanses
9. Other interest and similar income
10. Interest and similar expense
11. Income from ordinary activities
12. Taxes on earnings
- 309,324
74.0
0.0
- 4.7
Cash earnings according to DVFA/SG
129.5
192.8
Decrease (2009: increase) in short-term accruals
- 15.1
9.8
Loss (2009: profit) from the retirement of assets (on balance)
0.7
- 0.3
Decrease (2009: increase) in inventories, trade receivables and
other assets not booked under investment or financing activities
6.7
- 6.2
Increase (2009: decrease) in trade payables and other liabilities
not booked under investment or financing activities
178.6
- 31.1
Cash flow from operating activities
300.4
165.0
Expenditure on short-term, non-bank cash investments
Cash flow from investment activities
- 850,344,668.97
- 953,529
292,372,518.98
100,977
Proceeds from closing a constant maturity swap
2.1
1.0
- 86.4
- 87.6
6.5
- 6.5
- 77.8
- 93.1
0.0
4.7
- 0.3
- 0.1
1,412
Payments to minority shareholders
2,079,382.87
1,337
Proceeds from financing loans
0.0
0.0
- 252,326,321.77
- 89,665
Repayment of financing loans
- 61.3
- 64.6
- 248,172,950.66
- 86,916
Cash flow from financing activities
- 61.6
- 60.0
44,199,568.32
14,061
Change in cash and cash equivalents
161.0
11.9
0
14. Extraordinary expense
- 5,941,565.00
0
15. Other taxes
- 2,087,274.71
- 1,859
- 15,135,554.67
- 8,174
- 2,886,229.32
- 1,447
18. Reversal of consolidated retained earnings
6,000,000.00
0
19. Minority interest in consolidated net result
- 272,166.71
- 86
13,576,640.98
15,110
22. Consolidated balance-sheet profit
124.9
- 23.3
- 251,163
- 5,475
21. Profit carried forward from initial consolidation
of special purpose entities
155.6
Decrease (2009: increase) in medium- and long-term accruals
- 98,227,976.48
13,284,789.80
20. Consolidated profit carried forward
2009
€ million
- 1.4
- 124,868
- 37,206,193.06
17. Consolidated net loss
2010
€ million
- 2.8
- 155,584,155.62
2,073,988.24
147
Depreciation, amortization and write-downs on fixed assets and on
capitalized startup expenses
Capital expenditure on noncurrent assets
13. Extraordinary earnings
16. Expenses through appropriation of profits
Consolidated net income
Proceeds from the sale of noncurrent assets
7. Other operating expense
8. Income from investments in associated companies
Financial resources
Income from closing a constant maturity swap
- 289,521,291.24
Consolidated cash flow statement for fiscal 2010
Consolidated cash flow statement
for fiscal 2010
4. Material expense
b)Social security, pension costs and support
3,346,526.00
0
19,764,770.95
13,577
Cash and cash equivalents at start of period
Cash and cash equivalents at end of period
17.4
5.5
178.4
17.4
Statement of changes in consolidated equity
148
Statement of changes in
consolidated equity
Capital
reserve
Consolidated
retained
earnings
Equity
Minority
capital
Consolidated
equity
€
€
€
€
€
€
At Jan. 1, 2009
306,776,000.00
102,258,376.24
23,093,229.45
432,127,605.69
11,428,780.43
443,556,386.12
Other changes
0.00
0.00
0.00
0.00
0.00
0.00
Dividends
0.00
0.00
0.00
0.00
- 33,817.13
- 33,817.13
0.00
0.00
- 1,532,688.24
- 1,532,688.24
85,743.15
- 1,446,945.09
At Dec. 31, 2009
306,776,000.00
102,258,376.24
21,560,541.21
430,594,917.45
11,480,706.45
442,075,623.90
At Jan. 1, 2010
306,776,000.00
102,258,376.24
21,560,541.21
430,594,917.45
11,480,706.45
442,075,623.90
Other changes
0.00
0.00
3,346,526.00
3,346,526.00
423,280,708.80
426,627,234.80
Dividends
0.00
0.00
- 6,000,000.00
- 6,000,000.00
0.00
- 6,000,000.00
At Dec. 31, 2010
– MFG Flughafen-Grundstücksverwaltungsgesell
schaft mbH & Co. Gamma oHG (Gamma), Grünwald
– MALTO Grundstücksverwaltungsgesellschaft mbH
Flughafen München GmbH (FMG), Munich, manages
& Co. KG (MALTO), Grünwald
and coordinates all of the businesses in the FMG
– MAC Grundstücksgesellschaft mbH & Co. KG (MAC
Group of companies. As the Group’s parent company,
KG), Grünwald
FMG has published consolidated financial statements – München Airport Center Betriebsgesellschaft MAC
and a consolidated management report for the FMG
mbH (MAC GmbH), Grünwald
Group for fiscal 2010 in accordance with Section 290,
Paragraph 1 of the German Commercial Code (HGB). The yearend accounts of all of the fully consolidated
companies are dated December 31, 2010, and, with
1. Scope of consolidation
the exception of MALTO and MAC GmbH’s accounts,
The consolidated financial statements also cover the have received the full and unqualified approval of
following subsidiaries in addition to FMG itself:
the appointed auditor. MALTO and MAC GmbH are
– aerogate München Gesellschaft für Luftverkehrsab- not audited, and no auditor’s certificate is issued for
fertigungen mbH (aerogate), Munich
these two entities.
– AeroGround Flughafen München Aviation Support
GmbH (AeroGround), Munich
To comply with the provisions of Germany’s Account– Allresto Flughafen München Hotel und Gaststätten ing Law Modernization Act, a number of special
GmbH (Allresto), Munich
purpose entities (five real-estate management com– CAP Flughafen München Sicherheits-GmbH (CAP), panies and the subletting company MAC GmbH) have
Freising
been added to the FMG Group.
– Cargogate Flughafen München Gesellschaft für
Luftverkehrsabfertigung mbH (Cargogate), Munich
2. Principles of consolidation
– eurotrade Flughafen München Handels-GmbH
Capital consolidation in fiscal 2010 was conducted
(eurotrade), Munich
by applying the fair-value method in accordance with
– Flughafen München Baugesellschaft mbH (FMBau), Section 301, Paragraph 1, Item 2 of the German ComOberding
mercial Code (HGB).
– FM Terminal 2 Immobilienverwaltungsgesellschaft
mbH & Co oHG (IMMO), Oberding
As in the prior year, assets and liabilities were
– FMV - Flughafen München Versicherungsvermitt
valuated in accordance with German Accounting
lungsgesellschaft mbH (FMV), Freising
Standards (DRS), Section 4, “Company acquisitions
– MediCare Flughafen München Medizinisches
in consolidated accounts.”
Zentrum GmbH (MediCare), Oberding
– Terminal 2 Betriebsgesellschaft mbH & Co oHG
EFM – Gesellschaft für Enteisen und Flugzeug
(T2BG), Oberding
schleppen am Flughafen München mbH, Freising, is
– Beteiligungsgesellschaft mbH der FMG (BetFMG),
reported as an associated company at the value of
Freising
FMG’s proportionate interest in its net worth. EFM
– mucground Services Flughafen München GmbH
was initially consolidated on December 31, 1992, at
(mucground), Freising
the value of the proportionate interest in its net worth
as per Section 312, Paragraph 1, Item 2 of the Gerschaft mbH & Co. ALPHA KG (ALPHA), Grünwald
man Commercial Code. EFM’s fiscal year runs from
October 1 to September 30.
schaft mbH & Co. BETA KG (BETA), Grünwald
I. General notes to the consolidated financial
statements
Minority
shareholders
Subscribed
capital
Consolidated
comprehensive income
Annex to the consolidated financial statements 2010
Annex to the consolidated financial
statements 2010
Parent company
Consolidated
comprehensive income
0.00
0.00
2,841,603.97
2,841,603.97
272,166.71
3,113,770.68
306,776,000.00
102,258,376.24
21,748,671.18
430,783,047.42
435,033,581.96
865,816,629.38
149
150
151
Bayern Facility Management GmbH was sold by the
Group in March 2011 and is therefore reported at its
sale value. Bayern Facility Management GmbH was
initially consolidated on December 31, 2004, at the
value of the Group’s proportionate interest in its net
worth as per Section 312, Paragraph 1, Item 2 of the
German Commercial Code.
Sales, expenses, earnings, receivables and liabilities
within the group of consolidated companies are set
off against one another. In fiscal 2010, income from
construction projects (comprising €0.2 million for
FMG with IMMO, €3.6 million for FMG and FMBau
with T2BG, €0.3 million for T2BG and FMBau with
FMG, and €0.2 million for FMG and Allresto) was
booked to other capitalized labor, overheads and material for the Group and written down accordingly.
II. Accounting and valuation principles
1. Accounting Law Modernization Act
The Group’s accounting and valuation principles
were revised in fiscal 2010 and brought into line
with the provisions of Germany’s Accounting Law
Modernization Act (BilMoG). This has necessitated a
partial departure from the consistency principle in our
accounting and valuation.
requirements. Assets with a limited useful life are
written down over their anticipated overall service
life as per the write-down tables for airport operating
companies.
The difference between the additional depreciation
recorded by Flughafen München GmbH and by
IMMO in the accounts prepared for tax purposes
and the accounts prepared for financial reporting
purposes in fiscal 2010 totaled €25.1 million. This
concerns buildings as defined in Section 7, Paragraph
4, Item 1 of the German Income Tax Code that are
classed as operating business assets and are nonresidential in character – essentially, buildings belonging to the passenger handling facilities.
In fiscal 2008 and fiscal 2009, in accordance with
the then current fiscal regulations, assets costing
between €150 and €1,000 were grouped into collective items and depreciated over a period of five
years using the straight-line method, regardless of
the assets’ actual useful life. As of fiscal 2010, assets
costing between €150 and €410 are written down in
full in the year of their purchase.
Prior-year figures have not been adjusted to reflect
first-time application of the Act’s provisions and
requirements in fiscal 2010.
3. Financial assets
Investments in associated companies are stated at
an amount equal to the proportion of the equity stake
held in these companies. Disposals during the accounting period are reported at their respective sale
price.
2. Tangible and intangible assets
Changes in Group assets are presented separately.
Other financial assets are stated at the lower of cost
or fair value.
Tangible and intangible assets are valuated at their
original cost or at their mandatory capitalized cost
of production in accordance with statutory fiscal
Low-interest employer loans are stated at their nominal value at the balance-sheet date.
4. Current assets
Inventories are mostly stated at their weighted average cost for the past three months and are written
down at the lower of cost or fair value to cover risks
arising from slow-moving items and drops in price.
Substitute plots of land reported as inventories are
capitalized at the lower of cost or fair value.
Receivables, other current assets, and liquid assets
are stated at the lower of nominal or fair value. Identifiable risks are accounted for in valuation adjustments.
Appropriate provisions are made to cover general
credit risk.
5. Accruals
In 2010, accruals for pensions were calculated according to the 2005 G guideline tables published by Prof.
Klaus Heubeck and monthly payments in advance, at
an interest rate of 4.94 percent (2009: 6 percent).
Valuation was carried out using the Projected Unit
Credit (PUC) method.
Accruals for phased retirement schemes are valuated
in accordance with Section 253 of the German Commercial Code (HGB).
The valuations were calculated according to Prof. Heubeck’s tables, at an interest rate of 3.90 percent (2009:
5.5 percent).
Accruals for anniversaries and benefits, too, were
calculated on the basis of Prof. Heubeck’s tables, at an
interest rate of 4.69 percent (2009: 5.5 percent).
The calculations take into account a mean fluctuation of
3 percent per annum.
Other provisions, including provisions for tax, take into
account all uncertain liabilities and potential losses.
Based on a conservative assessment, all foreseeable
risks and losses occurring through to the balance-sheet
date – even those emerging between the reporting
date and the date of the preparation of the consolidated
yearend accounts – have been addressed.
Long-term accruals are discounted in accordance with
Section 253, Paragraph 2, Item 1 of the German Commercial Code (HGB).
6. Liabilities
Liabilities are valuated at the respective amounts
repayable. Liabilities for annuity payments are stated
at their cash values.
7. Deferred taxes
Deferred taxes are determined based on temporary
differences between accounts prepared for tax
purposes and accounts prepared for financial reporting purposes. Tax losses carried forward are taken
into account in the process. Valuation is conducted
on the basis of FMG’s current corporate income tax
and trade tax rates. In accordance with the options
provided by Section 274, Section 1, Item 2 of the
German Commercial Code, deferred tax assets are
not capitalized but are netted against deferred tax
liabilities up to the amount of these liabilities.
8. Currency conversion
Foreign-currency receivables and liabilities are
booked at their respective buying or selling rate and
converted at the less favorable rate applicable on the
balance-sheet date.
152
153
III. Notes on the balance sheet
1. Changes in Group fixed assets
Acquisition and production costs
Depreciation
Retirements Reclassifications At Dec. 31, 2010
At Jan. 1, 2010
Additions
Additions to
acquisition and
production
costs due to
changes in consolidated group
of companies
€
€
€
€
€
27,102,019.66
2,055,565.95
0.00
736,823.82
209,585.77
Book values
Retirements Reclassifications At Dec. 31, 2010
At Dec. 31, 2010 At Dec. 31, 2009
At Jan. 1, 2010
Additions
Additions to
depreciation
due to changes
in consolidated
group of companies
€
€
€
€
€
€
€
€
€
28,630,347.56
- 24,183,320.24
- 1,561,235.30
0.00
736,804.82
0.00
- 25,007,750.72
3,622,596.84
2,918,699.42
Fixed assets
I. Intangible assets
1.Franchises, intellectual
property, and similar
rights and assets
2.Advances on intangible
assets
17,000.00
5,054.20
0.00
17,000.00
0.00
5,054.20
- 17,000.00
0.00
0.00
17,000.00
0.00
0.00
5,054.20
0.00
27,119,019.66
2,060,620.15
0.00
753,823.82
209,585.77
28,635,401.76
- 24,200,320.24
- 1,561,235.30
0.00
753,804.82
0.00
- 25,007,750.72
3,627,651.04
2,918,699.42
II. Tangible assets
1.Land, rights similar to
land, and buildings,
including buildings on
land not owned
3,483,948,716.35
21,968,538.83
865,075,149.57
3,121,007.27
12,466,800.12 4,380,338,197.60
- 1,153,119,136.63
- 89,967,991.27
0.00
- 4,095,286.66
0.00 - 1,247,182,414.56
2.Technical equipment
and machinery
1,361,668,821.17
4,405,800.44
0.00
19,268,561.61
5,834,463.63 1,352,640,523.63
- 1,041,510,137.49
- 50,303,851.02
0.00
19,093,860.24
0.00 - 1,072,720,128.27
3.Other equipment, plant
and office equipment
269,047,040.69
9,130,820.58
0.00
9,987,981.33
2,272,792.88
270,462,672.82
- 222,945,014.63
- 13,751,078.03
0.00
9,577,263.16
0.00
- 227,118,829.50
4.Construction in
progress and advances
on fixed assets
- 20,783,642.40
110,167,526.77
0.00
0.00
0.00
0.00
0.00
0.00
- 209,585.77 6,113,608,920.82
- 2,417,574,288.75
- 154,022,920.32
0.00
24,575,836.74
3,133,155,783.04 2,330,829,579.72
279,920,395.36
320,158,683.68
43,343,843.32
46,102,026.06
110,167,526.77
85,744,816.08
85,744,816.08
46,681,813.99
330,000.00
1,805,460.90
5,200,409,394.29
82,186,973.84
865,405,149.57
34,183,011.11
3,375,226.13
2,155,368.47
0.00
1,492,580.23
0.00
4,038,014.37
0.00
0.00
0.00
0.00
0.00
0.00
4,038,014.37
3,375,226.13
408,007.98
4,385.88
0.00
85,496.35
0.00
326,897.51
0.00
0.00
0.00
0.00
0.00
0.00
326,897.51
408,007.98
3,783,234.11
5,231,311,648,06
2,159,754.35
86,407,348,34
0.00
865,405,149,57
1,578,076.58
36,514,911,51
0.00
4,364,911.88
0,00 6,146,609,234,46
0.00
- 2,441,774,608.99
0.00
- 155,584,155.62
0.00
0.00
0.00
25,329,641.56
0.00 - 2,547,021,372.33
3,566,587,548.49 2,782,835,105.54
III. Financial assets
1.Investments in
associated companies
2.Other loans
0.00
0.00
0.00 - 2,572,029,123.05
4,364,911.88
3,783,234.11
3,574,580,111.41 2,789,537,039.07
154
155
2. Details of ownership
Companies included in the consolidated financial statements
Seat
Share of capital
%
aerogate München Gesellschaft für Luftverkehrsabfertigungen mbH
Munich
100,0
AeroGround Flughafen München Aviation Support GmbH
Munich
100,0 1)
Allresto Flughafen München Hotel und Gaststätten GmbH
Munich
100,0 1)
CAP Flughafen München Sicherheits-GmbH
Freising
76,1
Cargogate Flughafen München Gesellschaft für Luftverkehrsabfertigungen mbH
Munich
100,0 1)
eurotrade Flughafen München Handels-GmbH
Munich
100,0 1)
Flughafen München Baugesellschaft mbH
Oberding
60,0
FM Terminal 2 Immobilien-Verwaltungsgesellschaft mbH & Co oHG
Oberding
60,0 1)
Freising
100,0 1)
FMV – Flughafen München Versicherungsvermittlungsgesellschaft mbH
MediCare Flughafen München Medizinisches Zentrum GmbH
Oberding
mucground Services Flughafen München GmbH
Terminal 2 Betriebsgesellschaft mbH & Co oHG
Beteiligungsgesellschaft mbH der FMG
1)
51,0
Freising
100,0 1)
Oberding
Freising
60,0 1)
100,0 1)
Exemption provisions apply regarding disclosure of the yearend accounts as per Section 264, Paragraph 3 and Section 264b of the German Commercial Code
Associated companies
Seat
Share of capital
In accordance with Section 311, Paragraph 2 of the
German Commercial Code (HGB), MediCare’s 20
percent stake in Radiologisches Diagnostikzentrum
München Airport GmbH is not included at equity in
the consolidated financial statements as this investment is of little significance in terms of presenting an
accurate picture of the Group’s assets and financial
and earnings situation.
The minority interests comprise CAP (+€19 thousand), IMMO (+€10 million), MediCare (+€228 thousand), T2 BG (+€1.210 million), FMBau (+€13 thousand), ALPHA (+€148.814 million), BETA (+€170.254
million), GAMMA (+€53.761 million), MALTO (+€5.582
million), MAC KG (+€47.718 million) and MAC GmbH
(-€2.565 million). The change in consolidated equity is
presented separately in the equity table.
3. Receivables and other assets
Other assets totaling €21.4 million are due within
more than one year. All other receivables and other
assets are due within one year.
5. Accruals
Changes to accounting regulations pursuant to Germany’s Accounting Law Modernization Act (BilMoG)
have resulted in a partial departure from the consis
tency principle in our reporting. Prior-year figures have
not been adjusted to reflect the application of the
Act’s provisions for the first time in fiscal 2010.
4. Equity
The FMG Group’s retained earnings comprise other
retained earnings from CAP, eurotrade, and FMG,
earnings from consolidation entries, and earnings
from subsidiaries’ net income.
The Group’s consolidated net income is calculated as
follows:
%
Bayern Facility Management GmbH
EFM – Gesellschaft für Enteisen und Flugzeugschleppen am Flughafen München mbH
Munich
Freising
Dec. 31, 2010
49.0
49.0
€ thousand
Consolidated net loss for the year
In fiscal 2010, EFM’s carrying value grew from
€2.166 million at January 1, 2010, to €2.910 million at
December 31, 2010. Over the same period, the unit
generated a proportionate net profit for the year of
€2.155 million with a payout of €1.411 million.
Due to the sale of the Group’s share in Bayern Facility
Management GmbH, Munich, in March 2011, the
latter is reported at €1.123 million, the company’s carrying value as at December 31, 2010.
- 2,886
Minority interest in net loss for the year
- 272
Reversal of consolidated retained earnings
6,000
Profit carried forward from initial
consolidation of SPEs
Consolidated profit carried forward
Consolidated net income
3,347
13,576
19,765
Accruals for deferred taxes in the FMG Group’s consolidated financial statements comprise €25.6 million
for current trade income and corporation tax.
In fiscal 2010, the FMG Group had €181.3 million in
other accruals. These essentially comprise €89.9
million for the restructuring of the Ground Handling
Division, €11.8 million for settlement backlogs and future obligations in connection with phased retirement
programs, €13.9 million for vacation and overtime
entitlements and other HR expense, €9.5 million for
specific regional impact fund projects, €4.5 million for
the fulfillment of statutory requirements concerning
fire extinguishing systems, €14.0 million for maintenance work, major repairs, restoration commitments
and outstanding invoices for construction work, and
€3.7 million for the remediation of taxiway surface
lights on Ramp 2 and cable runs.
156
157
6. Liabilities
Liabilities table
December 31, 2010
Liabilities to shareholders
Liabilities to banks
Trade liabilities
Liabilities to associated companies
Other liabilities
of which to insurance companies
of which in taxes
of which in social welfare
Total
Residual term
up to 1 year
Residual term
1 to 5 years
Residual term
over 5 years
€
151,982,013.62
€
151,982,013.62
€
0.00
€
0.00
1,763,144,730.29
78,288,446.03
58,840,352.82
55,385,701.61
516,674,162.50 1,168,182,121.76
3,454,651.21
6,455,035.43
6,455,035.43
0.00
0.00
255,161,799.97
50,363,876.92
184,194,329.75
20,603,593.30
43,614,358.92
46,358.92
43,568,000.00
0.00
9,812,096.92
9,812,096.92
0.00
0.00
26,588.31
2,235,583,932.13
26,588.31
342,475,073.61
0.00
0.00
0.00
704,323,143.46 1,188,785,715.06
December 31, 2009
Total
Residual term
up to 1 year
Residual term
1 to 5 years
Residual term
over 5 years
€
10,405,246.14
€
10,405,246.14
€
0.00
€
0.00
1,558,454,908.37
345,850,390.31
273,873,162.06
938,731,356.00
43,075,094.67
40,022,414.95
2,997,767.10
54,912.62
1,578,998.23
1,578,998.23
0.00
0.00
Other liabilities
69,054,450.30
18,362,491.74
50,391,074.89
300,883.67
of which to insurance companies
43,605,786.34
37,786.34
43,568,000.00
0.00
5,598,961.30
5,598,961.30
0.00
0.00
543,573.06
1,682,568,697.71
543,573.06
416,219,541.37
0.00
327,262,004.05
0.00
939,087,152.29
Liabilities to shareholders
Liabilities to banks
Trade liabilities
Liabilities to associated companies
of which in taxes
of which in social welfare
Total liabilities to associated companies of €6.5 million consist of €1.8 million from operations and €4.7
million from cash pooling within the FMG Group. To
secure all current liabilities to banks (€936.4 million at
December 31, 2010) and future liabilities from loans,
two subsidiaries have relinquished their entitlements
in connection with rents, leases and other transfers
of use, as well as entitlements issuing from land-use
agreements and loss-adjustment entitlements established in company agreements.
7. Deferred tax liabilities
Deferred tax liabilities are incurred by differences in the
valuation of fixed assets, particularly in connection with
buildings. Differences in the accrual valuations lead to
deferred tax assets which are netted against deferred
tax liabilities and pertain essentially to the reserve
formed for the restructuring of the Group’s Ground Handling division. Losses carried forward also incur deferred
tax assets; these too are netted. The loss carryforwards
will likely be used within the next five years.
In addition, a declaration of assignment is in place
concerning rights and entitlements from existing and
future insurances and any collateral agreements, barring rights and entitlements from third-party liability
insurance. Furthermore, furniture, fittings, movables
and production equipment of two subsidiaries, along
with the airport buildings of one of these subsidiaries,
were assigned to a bank under the transfer of a storage security agreement.
Deferred taxes were computed within FMG’s tax
consolidation group at a corporate income tax rate,
including reunification tax, of 15.825 percent and a trade
tax rate of 11.83 percent (trade tax index of 3.5 percent,
multiplied by the assessment rate of 338 percent). The
deferred taxes of companies outside FMG’s tax consolidation group are valuated on the basis of corporate income tax (including reunification tax) at a rate of 15.825
percent and individual trade tax rates of between 10.5
and 12.25 percent. These are stated in the consolidated
financial statements at €45.3 million.
158
159
IV. Notes on the income statement
V. Additional notes
The consolidated income statement was prepared
according to the total cost method.
1. Contingent liabilities
To address risks relating to possible back payments
of wage taxes and social security contributions and
continuing balance-sheet insolvency at its security
subsidiary, Flughafen München GmbH issued a
renewed declaration of backing up to the amount of
€4 million on behalf of the subsidiary. This amount
exceeds the subsidiary’s own reserve.
1. Proceeds on sales
Proceeds on sales are broken down by areas of activity that reflect the internal organizational structure.
2010
2009
€ million
%
€ million
%
Aviation, Ground Handling
567.4
52.5
511.9
52.2
Retail and Services
311.5
28.8
269.9
27.5
202.2
18.7
199.5
20.3
1,081.1
100.0
981.3
100.0
Corporate Real Estate Management and
Development, and Support and Central Divisions
2. Own work capitalized/Other operating income
For the most part, our own work capitalized in 2010
comprised €6.2 million (2009: €5.4 million) in planning work for the airport’s third runway. In addition,
the Group had €4.3 million in income from construction work.
Additional other operating income items include €7.2
million for the write-back of current accruals that
were formed in the past but were not required in
fiscal 2010, €5.6 million in revenue from advertising in
subsidiaries, €1.4 million from insurance benefits, and
€1.2 million in ground rents.
Other operating income includes €22.2 million (2009:
€27.5 million) from the reversal of contractually required provisions in the Ground Handling division.
3. Changes issuing from the Accounting Law
Modernization Act
Extraordinary Group income of €13.3 million is the
result of the re-valuation of accruals in accordance
with the provisions of Germany’s Accounting Law
Modernization Act (BilMoG).
Following a judicial investigation, the security subsidiary on February 25, 2011, received a notice of liability
for wage tax, church tax and reunification tax for the
period from April 2003 to August 2009 amounting to
€1.2 million. The company appealed against this on
March 25, 2011, within the statutory term and applied
for the suspension of enforcement. This application
was approved for a limited period in early April 2011.
To protect the subsidiary’s liquidity, FMG will provide
a shareholder loan of €4.5 million if required, which
will be conditionally repayable and subject to conditional interest.
2. Other financial obligations
With the advent of the Accounting Law Modernization Act (BilMoG) and the expansion of the group
of consolidated companies in 2010, there are no
longer any liabilities through real-estate lease and
building rental contracts to compare with the prior
year. Liabilities resulting from service, maintenance
and insurance contracts with a subsidiary company
amount to €30.9 million in total over the various
contractual terms.
Current construction, supply and service contracts
and agreements with planners, architects and engi-
neers essentially cover ongoing business operations
and are of a scope consistent with FMG’s business
operations. The company also has additional obligations in connection with environmental protection
measures and the honoring of public-law requirements.
Obligations issuing from service agreements and
purchasing commitments amount to €7.1 million.
3. Derivative financial instruments
The FMG Group had the following derivative financial
instruments at the reporting date:
– Twenty-four payer swaps with a volume of €729.4
million and terms through to 2016. At December 31,
2010, the payer swaps had a market value of negative €46.1 million.
– Seven forward payer swaps, due through to 2020,
with a volume of €195.0 million and a market value
of €6.5 million. These swaps are to succeed interest
rate hedges that will expire in 2011 and 2012.
– Six US dollar foreign currency forwards with a
volume of US$10.4 million. The purpose of these
foreign exchange transactions is to secure future
payments received in connection with the company’s international activities. The current market
value is €0.1 million above the purchase prices.
All interest and currency derivatives are associated
with their respective underlying transactions and
valuated together with them, so there was no cause
to form a reserve as a hedge against negative market
values. A reserve of €0.3 million was formed to cover
ineffective interest rate hedges.
160
161
In addition, two loans in existence at the balancesheet date that were originally taken out in Japanese
yen were transferred into euros by means of crosscurrency swaps (total volume: €43.6 million).
Risk
Underlying transaction
Hedging instrument
Hedge type
Prospective
effectiveness
Type
Amount
Risk
Amount
Currency Contracted
cash flow
Yen loan
¥6 billion
(€43.6 million)
Yen forward
sale
¥6 billion
Micro hedge
Critical term
match
Currency Anticipated
cash flow
Consulting man- OMR4 million
date, invoiced in
Omani rials
Dollar forward sales 1)
US$10.4 million
Micro hedge
Critical term
match
Interest
Contracted
cash flow
Variable-interest €500 million
loans
Payer swaps
€500 million
Micro hedge
Critical term
match
Interest
Contracted
cash flow
Variable-interest €200 million
loans
Payer swaps
€200 million
Micro hedge
Critical term
match
Interest
Contracted
cash flow
Variable-interest €29.4 million
loan
Payer swaps
€29.4 million
Micro hedge
Critical term
match
Type
1)
orward sales in US dollars were made on account of non-liquid hedging instruments in Omani rials. The Omani rial has a fixed parity with the US dollar. The
F
market values of all interest derivatives are those quoted by the counterparties (banks), and current interest structure charts were prepared according to the
discounted cash flow method. The foreign currency forward sales were valuated at the rate applicable on December 31, 2010.
4. Other disclosures
In fiscal 2010, the auditors of the Group’s financial
statements received €145.8 thousand for auditing
and other services provided to the Group, plus €123.0
thousand for the subsidiary companies included in
the full consolidation.
5. Business with related parties (persons and
companies) as defined in Section 285 Item 21 of
the German Commercial Code
Related parties (companies and persons) are legal or
natural persons who are able to exert an influence
on the FMG Group or who are controlled by or are
subject to significant influence by the FMG Group.
Business with related parties largely consists of
dealings conducted with companies in the FMG
Group. These business dealings relate for the most
part to rentals, services and finance. Such business
is conducted on a regular basis and on market-typical
terms.
Significant business dealings with the shareholders take the form of shareholder loans provided to
Flughafen München GmbH.
6. Executive board
Members of the executive board in 2010:
− Dr. Michael Kerkloh
− Walter Vill
Vice President and Chief Financial Officer
(until December 31, 2010)
− Thomas Weyer
Chief Operating Officer
City of Munich
− Christian Ude
Chief Mayor, City of Munich
− Dieter Reiter
Councilor, City of Munich
Employee representatives
− Thomas Bihler
Clerical employee, employee representative
− Heinrich Birner
7. Supervisory board
Director of the ver.di labor union, Munich region
Members of the supervisory board in 2010:
− Michael Börries
− Georg Fahrenschon
Certified aircraft handler
Minister of State, Bavarian State Ministry of
− Hans-Joachim Bues
Finance, Munich, chairman
Senior Vice President Corporate Communications,
executive employees’ representative
Free State of Bavaria
− Willy Graßl
− Josef Poxleitner
Clerical employee
Director-General, Board of Building and Public Works − Orhan Kurtulan
in the Bavarian State Ministry of Home Affairs
Certified aircraft handler, full-time works councilor
− Dr. Hans Schleicher
− Anna Müller
Director-General, Bavarian State Ministry for
Clerical employee, full-time works councilor
Economic Affairs, Infrastructure, Transport and
− Sabine Peters
Technology
Clerical employee
− Klaus Weigert
Director-General, Bavarian State Ministry of
Finance, Munich
Federal Republic of Germany
− Dr. Dieter Knoll
Ministerial councilor, Federal Ministry of Finance
(until February 26, 2010)
− Christiane Wietgrefe-Peckmann
Senior Principal, Federal Ministry of Finance
(from June 29, 2010)
− Robert Scholl
Director-General (retd.), Federal Ministry of Transport, Building and Housing; Managing Director of
Verkehrsinfrastrukturfinanzierungsgesellschaft mbH
162
Independent auditor’s report
Independent auditor’s report
8. Executive board remuneration and loans
Remuneration of executive board members consists
of a fixed salary and a variable, performance-based
component:
9. Employees
Under our current collective labor agreement, we
stopped differentiating between wage, salaried and
temporary employees in our reporting in 2006.
Remuneration in 2010
Excluding members of executive management but
including all employees on unlimited, fixed-term and
trainee contracts, the FMG Group had an average
headcount of 6,983 employees in fiscal 2010 (2009:
7,090), as defined in Section 267, Paragraph 5 of the
German Commercial Code.
Fixed
€ thousand
Variable
Total
€ thousand € thousand
Dr. Michael Kerkloh
250.0
120.0
370.0
Walter Vill
196.5
93.5
290.0
Thomas Weyer
220.0
95.0
315.0
Total
666.5
308.5
975.0
In addition, executive board members received
emoluments in kind and contractually agreed fringe
benefits totaling €48.8 thousand in 2010. Reserves
were also formed at December 31, 2010, to cover future pension obligations. These amounted to €582.2
thousand (as per Section 6a of Germany’s Income
Tax Act [EStG]) or €934.3 thousand (as per Germany’s
Accounting Law Modernization Act [BilMoG]).
In addition, 211 apprentices were undergoing vocational training at FMG Group units in 2010 (2009:
227).
Munich, March 31, 2011
Former members of executive management and
Dr. Michael Kerkloh
surviving dependents of former members received
emoluments of €582.9 thousand in fiscal 2010.
Thomas Weyer
Reserves were formed to cover future pension payments and accrued pension rights of surviving dependents. These reserves amounted to €5.026 million (as
per Section 6a of Germany’s Income Tax Act [EStG])
or €6.326 million (as per Germany’s Accounting Law
Modernization Act [BilMoG]).
Emoluments paid to supervisory board members
totaled €16.1 thousand (2009: €16.7 thousand).
We, the appointed auditors, have audited the consolidated financial statements prepared by Flughafen
München GmbH, Munich, comprising the balance
sheet, income statement, cash flow statement,
equity statement, and notes to the consolidated
financial statements, together with the consolidated
management report for the fiscal year from January
1 to December 31, 2010. The preparation of the consolidated financial statements and the consolidated
management report in accordance with German
commercial-law requirements is the responsibility of
the company’s management. Our responsibility as
auditors is to express an opinion, based on our audit,
of the consolidated financial statements and of the
consolidated management report.
We conducted our audit of the consolidated financial
statements in accordance with Section 317 of the
German Commercial Code (HGB) and with generally
accepted standards for the auditing of financial statements as issued by the Institute of Public Auditors in
Germany (IDW). These standards require that we plan
and perform the audit in such a manner that, under
the principles of proper accounting, any misstatements materially affecting the presentation of the net
assets, financial position and results of operations
in the consolidated financial statements or in the
consolidated management report are detected with
reasonable assurance. Knowledge of the business
activities and the economic and legal environment of
Flughafen München GmbH and its group of companies and expectations as to possible misstatements
are taken into account in the determination of audit
procedures. The effectiveness of the accountingrelated internal control system and the evidence
supporting the disclosures in the consolidated financial statements and the consolidated management
report are examined primarily on a test basis within
the framework of the audit. The audit encompasses
assessing the annual financial statements of those
entities included in consolidation, the determination of entities to be included in consolidation, the
accounting and consolidation principles applied and
significant estimates made by management, as well
as evaluating the overall presentation of the consolidated financial statements and the consolidated management report. We believe that our audit provides a
reasonable basis for our opinion.
Our audit has not led to any reservations.
Based on the findings of our audit, it is our view that
the consolidated financial statements comply with
the statutory requirements and give a true and fair
picture of the net assets, financial position and results of operations of the FMG Group in accordance
with these requirements. The consolidated management report is consistent with the consolidated
financial statements and, as a whole, provides an
appropriate representation of the Group’s position as
well as future business opportunities and risks.
Munich, May 12, 2011
SUSAT & PARTNER OHG
Appointed auditors
Dr. Kirnberger
Auditor
Schuster
Auditor
163
Sustainability program
164
Our strategic sustainability program at Flughafen
München GmbH spotlights future opportunities and
risks we face and provides us with a roadmap for
our onward development and our mission through to
2015. Our 2010 sustainability program builds on our
prior-year program and comprises four focus areas
with specific sustainability targets.
Field
SP initiative1)
Status in 20102)
165
The program defines an overall target as well as near,
intermediate and longer-term initiatives for each focus
area. It also sets deadlines by which these initiatives
are to be completed and tracks how far each has
progressed. In our environmental and climate protection focus area we also operate a comprehensive
environmental program based on our EMAS and DIN
EN ISO 14001-certified environmental management
system; this program is covered in detail in our annual
environmental statements.
SP activities in 2010
Page ref.
Field
Energy-efficient
construction
SP initiative
Status in 2010
Page ref.
Target date
Incorporation of sustainability criteria into plans
for expansion and reconstruction under consideration of carbon targets
80 %
Measurement and differential
assessment of carbon figures for
other buildings; planning of technical manual on energy design
and sustainable building on campus, to be published in 2011
p. 75
2011
Certification of selected
buildings to German
Sustainable Building
Council (DNGB) standards
50 %
Development of certification system for terminals in association
with DGNB: certification standards for satellite 80% complete
in 2010. In 2011, certification of
freight forwarders’ building and
finalization of certification system
for satellite
p. 61, 62
2015
Draft plans for life
cycle costing (LCC)
for new builds during
early planning phases
100 %
Completion of life cycle assessment for Kempinksi extension
and new fire station
Target date
Company and governance
Target: Sustain value creation through a yield-driven business model and continued investment in our location
ROCE of 9.3% achieved;
same level to be maintained
going forward
Inside
cover 2
80 %
Implementation of JUMP
program initiatives
p. 23
2014
Ongoing
Processing to deadline of
objections raised regarding
our third runway; completion
of planning for satellite as per
general development plan
p. 58 ff.
Ongoing 4)
Generate an ROCE
higher than the general
market weighted
average cost of capital
(WACC)
Ongoing
Higher earnings
JUMP, a group-wide
program of measures
to improve earnings
Continued expansion
of the airport
Growth and expansion
of the airport’s infrastructure facilities as
per our master plan
Return on capital
employed
SP = sustainability program
In all instances, status as at December 31, 2010
Formerly 2014, now a rolling target
4)
Continuous adaptation of infrastructure in line with demand
Ongoing 3)
2010
Target: Greater customer focus and a more attractive product and service portfolio
Demand-driven
product and service
portfolio
Continued customer
surveys and complaints
management
Ongoing
Direct customer feedback via
various programs, systems and
surveys: ACI benchmark program, Airport Service Quality
(ASQ), Skytrax rating, complaints
management
p. 48
Ongoing
Review of our product
and service portfolio
and realignment as
necessary
Ongoing
Continuous assessment of
customer satisfaction based on
ASQ benchmark, introduction of
new services to optimize product
and service portfolio (InfoGate
Interactive self-service system)
p. 51
Ongoing
Continuation of
strategic innovation
management
50 %
“Open I” project in collaboration
with HHL in Leipzig; continued
merging of idea pool (in-house
suggestion scheme) with innovation management system; idea
pool re-launch planned for 2011
1)
2)
3)
2012
166
167
Field
SP initiative
Status in 2010
Page ref.
Target date
Target: Establish management structures to foster responsible corporate leadership
Sustainability
management
Reporting
Incorporation of sustainability targets into binding business unit targets
100 %
Advancement and
expansion of our sustainability program and
management system
90 %
Development of a code
of conduct
100 %
Surveys among relevant
stakeholder groups regarding report content
100 %
Development of questionnaire
on combined report
Development of airportspecific sector supplements for sustainability
reporting in association
with other international
airports and Global Reporting Initiative (GRI)
100 %
Finalization of sector supplements; launch and incorporation
of supplements into reporting
planned for 2011
Collaboration with GRI
on development of
updated GRI guidelines
(G4)
10 %
Organizational stakeholder
meeting in Munich planned
for 2011
Integration of sustainability and annual reports
65 %
Preparation of a concept for integrated, cross-media reporting
Field
Compliance
Established annual process:
Review of targets to assess
relevance for sustainability, integration of targets into strategic
airport management system
p. 22
Continuation of sustainability
projects and initiatives, incor
poration of these into multi-
project management system
p. 164 ff.
Release of code of conduct
2010
SP initiative
Status in 2010
Page ref.
Target date
Formation of an independent compliance
unit in the company
50 %
Decision to set up a Compliance
department ratified by supervisory
board in 2011
p. 28
2011
Compliance training
programs
100 %
Delivery of training courses on
procurement and anticorruption
guidelines for wider management cadre
p. 27, 28
2012
Creation of a compliance
management system,
incl. whistleblower
system
10 %
Rollout of electronic whistleblower system planned for
mid-2011
p. 28
2012
Incorporation of sustainability criteria into our
supplier management
system
45 %
Questionnaire on social respon
sibility introduced and now in use
p. 123
2011
2011
2010
Sustainability in the
company’s value chain
2010
1)
1)
2010
Target: Company-wide expansion of environmental management system
Certification of additional subsidiaries in
accordance with DIN EN
ISO 14001 and EMAS
80 %
Allresto and Kempinski successfully re-certified; certification of
Cargogate and aerogate planned
for 2011
p. 70
2011
2014
Re-certification of
FMG’s existing environmental management
system
Ongoing
Successful completion of
monitoring audit; preparation
for re-certification in 2011
p. 70
Ongoing
2011
Airport Carbon Accreditation by Airports Council
International (ACI)
100 %
Seal of approval awarded for
successful reduction of carbon
footprint
p. 70, 71
2010
Expansion of carbon
database into environmental management
information system
50 %
Rollout of carbon database in
2010; expansion into environ
mental management information
system in 2011
p. 72, 73
2011
Environmental
management
www.globalreporting.org/ReportingFramework/G3Online/SectorSupplements
168
169
Field
SP initiative
Status in 2010
Page ref.
Target date
Target: Resource efficiency and reduction of emissions and other impacts
Greenhouse gas
emissions
Emissions and
other environmental
impacts
Field
Resource conservation
and efficiency
Preparation of an annual
carbon footprint
100 %
Annual process established
p. 69 ff.
2010
Refinement of our
strategy for reducing
carbon missions
(strategy to implement
carbon reduction)
30 %
Definition of 2014 milestone for
carbon-neutral growth by 2020;
identification of further measures
to reduce carbon output
p. 72 ff.
2014
Implementation and
monitoring of carbon
reduction measures
50 %
All measures to cut carbon recorded in a database. Examples
of measures implemented:
optimization of lighting (LED
technology in P20, MAC signage,
outdoor lighting at T2 pier), optimization of ventilation (demandbased HVAC systems in baggage
sorting hall and T2)
p. 72 ff.
Project on emissionsbased landing charges
100 %
Airport fees charged according to
aircraft type, noise, and nitrogen
oxide and hydrocarbon emissions; introduced as standard
practice from January 2011
p. 79, 80
2010
Aviation noise
abatement
Ongoing
Mobile noise measurements
conducted for local communities
on request; measurement of
continuous sound pressure
level; permanent hotline for
noise complaints
p. 78 ff.
Ongoing
SP initiative
Status in 2010
Page ref.
Target date
Green IT
100 %
Introduction of formal process to
centrally monitor energy-saving
initiatives. Examples of measures
implemented: cold aisle containment, virtualization, replacement
of FMG screensaver, timed
power-down of PCs
p. 76, 77
2010
Energy strategy 2030
100 %
Realignment of energy supply
strategy to cover future demand
while achieving carbon-neutral
growth
p. 74
2010
Optimization of
processes to save
resources
Ongoing
Extensive recycling of spent de
icing fluid, installation of centralized meter management (smart
metering); reduction of paper
consumption (replacement of
fresh-fiber paper with recycled
paper)
p. 73, 82
Ongoing
Reduction of vehicle
fleet fuel consumption
and use of alternative
drive technologies
50 %
Introduction of car policy completed: new vehicles’ carbon
emissions must be at least 15%
lower; plans to increase number
of electric and hybrid vehicles
p. 76
2020
2015
170
171
Field
SP initiative
Status in 2010
Page ref.
Target date
Field
Managers and
high potentials
Target: Efficiency gains in human resource management processes
HR management
Optimization of
HR management
processes
90 %
Review of internal HR interfaces;
redefinition of processes; introduction of system of personnel
officers in 2011
p. 89 ff.
2011
Target: Increase attractiveness as a company to work for
Development of an
employer brand
Expansion of marketing
to schools and univer
sities
85 %
Development of
precisely targeted
employment market
communications
60 %
Successful development of contacts in universities; activities for
network of partner schools; preparations for expansion of network
p. 94, 95
Creation of a new careers portal:
use of external and internal communication channels for regular
communications
1)
2011
Employee skills
2013
Target: Advance employees’ knowledge and skills and promote a performance driven corporate culture
Career training
1)
Development of additional needs-based
vocational and workstudy programs
95 %
Securing the supply of
human resources
Ongoing
www.munich-airport.de/karriere (only in German)
Refinement of plans to introduce
Master of Business Administration (MBA) degree program in
aviation management; application
for accreditation (expected to be
awarded in early 2011)
p. 94, 95
Positive feedback from job applicants on e-recruiting; conventional paper-based applications
fully replaced by e-recruiting;
further refinement of system
1)
SP initiative
Status in 2010
Onward development
and review of corporate
and leadership principles
25 %
Strategy in preparation
Group-wide management advancement
50 %
Leadership Excellence project
carried out on basis of management evaluation and consulting
in 2009
Expansion of target
agreements and
performance reviews
80 %
Redesign of employee development reviews; introduction of
mandatory employee reviews
by 2011
Development of FMG
training center into a
group-wide Airport
Academy
100 %
Preparation for integration
of Ground Handling training
initiatives
p. 98
2012
Development of inno
vative learning methods
to support lifelong
learning
90 %
Implementation of learning
management solution on an
e-learning platform; widening
of computer-based training on
aviation safety and security
p. 98
2012
Needs-driven, unit-
specific development
of employee knowledge
and skills
100 %
Provision of an SAP tool to help
units document and track success of individual HR development initiatives; specific aviation
training in Ground Handling
division
p. 98
2010
Development of an
integrated performance
and skills system
50 %
Support provided to a subsidiary
developing its performance review system; plans prepared for
reworking earlier competency
model and linking it with existing
HR development tools
2011
Ongoing
Page ref.
Target date
2012
p. 99
2012
2012
2013
172
173
Field
Employee skills
SP initiative
Status in 2010
Page ref.
Target date
Delivery of employee
training designed to
raise awareness of
sustainability issues
Ongoing
Training delivered to 1,329
employees in 2010; training to
be continued and evaluated
in 2011
p. 75, 76
Ongoing
Incorporation of sus
tainability education
into company’s regular
training program
70 %
Easing the balancing
of careers and family
(certification by
“berufundfamilie”)
100 %
Employee surveys
on a two-year cycle
100 %
2011
Strategy in preparation
Certificate awarded by
“berufundfamilie” in June
2010
p. 103
Employee surveys with signi
ficantly higher response rate:
definition of tailored objectives
and collaboration on ideas for
improvement
p. 114
p. 100
Creation of an organizational unit for corporate
health management
90 %
Development of corporate health
management into a management
tool; plans in place to optimize
quality and focuses in 2011
Delivery of a health
management pilot
project for a subsidiary
10 %
Conceptual planning phase
completed
SP initiative
Status in 2010
Page ref.
Target date
Social responsibility and regional engagement
Target: Embrace social responsibility and develop in partnership with the region
Target: Increase attractiveness as a company to work for
Employee loyalty
Field
Expansion of knowledge
transfer and sharing
with universities and
industry
Ongoing
Implementation of a number of
projects by various units, including collaboration with the Munich
University of Technology, LMU
Munich and Bauhaus Luftfahrt
Regional value creation
Step up sourcing of
goods and services
within the local region
Ongoing
Creation of an information flyer
for potential suppliers of goods
and services in the region
p. 122
Ongoing
Regional infrastructure
Development of needbased strategies to
accommodate landside
traffic growth
Ongoing
Preparation of study titled
“The benefits of intermodality
for transport and the economy”
p. 65
Ongoing 1)
“AirfolgsRegion ErdingFreising” regional marketing initiative
Institutionalization of
regional marketing
50 %
Full-time employees hired to
staff office
p. 124
2012
Regional sponsorships
and donations
New projects in the
fields of sport, culture,
social welfare and
education
Ongoing
Extension of framework agreements with 76 sports clubs in
the Erding and Freising districts
for another three years; startup
support for MiBiKids, sponsorship of Erding Jazz Festival and
Open Airding Festival
p. 120
Ongoing
Regional dialogue
Continue and extend
regional dialogue
Creation of flyers in collaboration
with company departments to
promote greater transparency;
representative survey in local
communities: Munich Airport as
seen by its neighbors (2010)
p. 112, 116 Ongoing
2010
2010
2011
Ongoing
Knowledge transfer
2011
1)
Continuous adaptation of infrastructure in line with demand
Sustainability figures
174
175
index on the inside cover of this report. Unless stated other-
tive (GRI) recommendations and guidelines for sustainability re-
wise, the figures given here pertain to the entire FMG Group,
porting. An overview of all G3 indicators is provided in the GRI
including affiliates in which we hold a majority stake.
EC1 FMG Group value added (€ million)
Group net sales revenue
2010
2010
EN3/4/16/17 Energy consumption/emissions 2)
These figures are determined based on Global Reporting Initia-
2008
CO2
MWh 3)
CO2
MWh 3)
CO2
190,725
116,143
38,438 t
23,407 t
193,314
116,535
38,777 t
23,376 t
187,886
97,648
37,607 t
19,545 t
Natural gas, boiler plant
25,826
5,205 t
13,989
2,806 t
4,024
805 t
Fuel oil, gas/diesel engines
21,251
5,661 t
20,843
5,552 t
20,449
5,448 t
Scope 1 Direct energy consumption/emissions
Natural gas, gas/diesel engines CHP 4)
Natural gas, gas/gasoline engines CHP 4)
2009
2009
MWh 3)
1,081.1
981.3
73.1
76.0
Total operating performance
1,154.2
1,057.3
Fuel oil, emergency power generators
Less operating expenditure (incl. leasing)
Less depreciation and amortization
- 387.8
- 155.6
- 519.3
- 124.9
Natural gas consumed by EFM
Diesel and gasoline
Total value added
610.8
413.1
Total
EC1 FMG Group value distributed (€ million)
2010
2009
Scope 2 Indirect energy consumption/emissions
Employees
307.0
309.3
Purchased power
Purchased heat
Providers of capital
100.3
89.7
2,025
408 t
1,752
351 t
2,461
493 t
The state
191.3
7.3
Power supplied to external companies
- 59,861
- 34,420 t
- 58,079
- 34,117 t
- 58,728
- 34,649 t
Heat supplied to external companies 5)
- 44,161
- 9,406 t
- 39,613
- 8,438 t
- 38,361
- 8,171 t
- 2,703
- 2,025
- 311 t
- 408 t
- 2,720
- 1,752
- 321 t
- 351 t
- 2,687
- 2,461
- 317 t
- 493 t
5,354
3,079 t
5,034
2,970 t
5,324
3,141 t
6)
19,411 t
6)
25,442 t
6)
36,399 t
Other earnings
Community investment
0.0
0.0
Third-party shareholders
The Company
15.1
- 2.9
8.2
- 1.4
610.8
413.1
Total value distributed
Fuel oil, boiler plant
Liquid gas
Purchased natural gas
Cooling supplied to external companies 5)
Natural gas supplied to external companies
Purchased power transmitted 5)
Total 5)
EN8 Total fresh water consumption 7)
2010 / 2011
2009 / 2010
2008 / 2009
Pavement deicer (t)
4,444
4,296
3,142
Aircraft deicer (Safewing Type I) (m³)
5,629
6,237
3,991
Aircraft deicer (Safewing Type IV) (m³)
1,512
1,613
1,114
Number of days of winter operations
167
155
67
2010 / 2011
2009 / 2010
2008 / 2009
EN1 Materials used: Deicing agents 1)
Water purchased from utility (m³)
EN2 Deicer recycling rate (%) 1)
68.7
73.1
28
7 t
44
12 t
1,365
318 t
1,004
233 t
514
137 t
446
119 t
525
140 t
3,472
51,620
700 t
13,645 t
2,438
50,230
489 t
13,086 t
1,239
53,196
248 t
13,867 t
410,402
87,392 t
399,188
84,530 t
366,015
77,905 t
98,601
17,713
56,696 t
3,773 t
100,880
27,364
59,519 t
5,829 t
117,999
31,812
69,619 t
6,776 t
2010
2009
2010 / 2009
959,287
938,000
+ 2.3 %
25.6
26.9
- 3.7 %
EN21 Total wastewater discharge 8)
2010
2009
2010 / 2009
2,244,561
2,234,545
+ 0.5 %
Total wastewater discharged from
Munich Airport to treatment facility (m³)
Seasonal data
Data accounting in accordance with GHG Protocol. Heat values and emissions factors in accordance with German Emissions Trading Authority (DEHST) requirements and Federal Environment Agency (UBA) publications. Other figures, in particular those for purchased power and heat, are taken from UBA publications.
3)
1 MWh = 3.6 x 109 J = 3.6 GJ
4)
Combined heat and power plant
5)
In line with Greenhouse Gas Protocol requirements, the Hotel Kempinski is included in Scope 2 as of 2010 because it is a business of Allresto Flughafen München
Hotel und Gaststätten GmbH. Prior years’ figures have been adjusted to reflect this.
6)
Figures for heating, cooling and power are not aggregated for technical reasons.
7)
Includes all companies on the airport campus.
8)
Wastewater discharged to treatment facility comprises domestic wastewater, deicing water and rainwater.
2)
65
5 t
194 t
Water consumption per workload unit (liters)
1)
Recycling rate of deicer deployed
19
832
176
177
EN11/13 Airport area/green areas (ha)
2010
2009
2008
LA1
2010
2009
2008
Total area
1,575
1,575
1,575
FMG Group’s total workforce 3)
7,111
7,366
7,673
Paved area
632
628
628
Unpaved area
943
947
947
Part time
2,758
2,968
Full time
4,353
4,398
Limited contracts
Permanent
758 6,353
1,016
6,350
FMG’s total workforce
4,252
4,421
4,524
Additional green areas
(at Dec. 31, incl. trainees, excl. workers in marginal employment,
temporary workers and interns)
Compensatory mitigation areas
347
347
347
Greenbelt
Eco account for future expansion measures
250
100
250
75
250
2010
2009
2008
NO2 limit
40
42
44
Part time
1,912
2,089
2,166
NO2 concentration (annual mean)
30
29
29
Full time
2,340
2,332
2,358
Limited contracts
Permanent
75
4,177
231
4,190
217
4,307
29,560 4)
29,560
EN20 Measured nitrogen dioxide concentration (µg / m³)
EN22/27 Reclaimed materials/waste
by type and disposal method 1) (t)
2010
2009
2008
Total employees on campus
Munich North thermal power plant
Waste for disposal – from aircraft (excl. catering waste)
Waste for disposal – prohibited liquids (terminals)
Waste for disposal – from facilities 2) 3,974
200
3,735
205
+ 6.0 %
- 3.0 %
401
321
+ 25.0 %
1,288
2,035
1,351
2,317
- 5.0 %
- 12.0 %
3,068
161
2,963
166
+ 4.0 %
- 3.0 %
280
176
+ 60.0 %
1,275
1,409
- 9.5 %
240
352
- 32.0 %
438
268
331
1,215
319
125
- 64.0 %
- 16.0 %
+ 165.0 %
13,494
14,757
- 8.6 %
0.36
0.42
- 14.3 %
Recycled (paper factory)
Paper, paperboard, cardboard – from aircraft
Paper, paperboard, cardboard – from facilities
Recycled
Mixed reclaimed materials – from facilities
Mixed glass
Wood
Biogas plant
Food waste
Recycled
Other materials
Recycling/waste disposal contractors
Other problem waste (no street cleaning waste from 2010)
Hazardous waste
Construction waste
Total weight
Mean waste quantity per workload unit (kg)
(at Dec. 31, incl. trainees, excl. workers in marginal employment,
unich Airport operates as a service provider, collecting waste and recoverable materials from tenants, leaseholders, airlines and other
M
organizations on campus for recycling and energy recovery.
2)
Classed in part as mixed reclaimable materials/waste for recycling due to high quality of content
3)
Includes all subsidiaries
4)
Same as for 2009: based on three-yearly workplace survey, last conducted in 2009
1)
178
179
LA2 Employee turnover (%) 1)
2010
2009
2010 / 2009
FMG Group 2)
10.7
6.9
FMG
7.7
3.8
2010
Percentage in 2010
89
2.1 %
(incl. temporary workers)
20 – 24 years
171
4.0 %
Number of reportable accidents per 1,000 employees/year
25 – 29 years
197
4.6 %
30 – 34 years
371
8.7 %
35 – 39 years
511
12.0 %
(incl. temporary workers)
40 – 44 years
789
18.6 %
Reportable occupational and commuting accidents
45 – 49 years
901
21.2 %
Total days of absence
50 – 54 years
622
14.5 %
55 – 59 years
394
9.3 %
Fatal occupational accidents
Reported occupational illnesses
60 – 64 years
> 64 years
199
8
4.7 %
0.3 %
LA7 Sick leave rate (%)
Total
4,252
100.0 %
LA2/13 Age structure of workforce at FMG Group 1) 2)
2010
Percentage in 2010
< 20 years
176
2.5 %
20 – 24 years
447
25 – 29 years
640
30 – 34 years
793
11.2 %
35 – 39 years
863
12.1 %
40 – 44 years
1,192
16.8 %
45 – 49 years
1,267
50 – 54 years
862
55 – 59 years
551
7.7 %
60 – 64 years
> 64 years
296
24
4.2 %
0.3 %
7,111
100.0 %
LA2/13 Age structure of workforce at FMG 1)
(incl. trainees, excl. workers in marginal employment,
< 20 years
(incl. trainees, excl. workers in marginal employment,
Total
LA2/13 Employees by gender (%) 3)
2010
2009
2010 / 2009
3.8 PP
Women at FMG Group 2)
33.4
32.6
+ 0.8 PP
3.9 PP
Men at FMG Group 2)
Women at FMG
Men at FMG
66.6
19.1
80.9
67.4
18.2
81.8
- 0.8 PP
+ 0.9 PP
- 0.9 PP
LA7 Injury rate per 1,000 workers at FMG 4)
2010
2009
2010 / 2009
43
45.5
- 5.5 %
2010
2009
2010 / 2009
LA7 Injury figures for FMG 4)
175
191
- 8.38 %
3,400
3,725
- 8.72 %
0
1
0
1
0 %
0 %
2010
2009
2010 / 2009
FMG
7.8
7.3
0.5 PP
FMG Group 2)
7.2
2010 / 2009
LA10 Average hours of training 5)
2010
2009
6.3 %
FMG Group 6)
21.0
20.8
1.0
9.0 %
FMG
24.3
24.4
- 0.1
People with disabilities (%)
2010
2009
2010 / 2009
17.8 %
FMG
10.3
9.6
+ 0.7 PP
12.1 %
FMG Group
7.6
Annual average
3)
At December 31
4)
The figures apply to FMG. The process of consolidating FMG’s figures with subsidiaries’ figures was not completed in time for inclusion in this report.
5)
Excl. mandatory trainings required by law (aviation security training) and seminars requiring less than six hours’ presence
6)
Includes all subsidiaries except aerogate, AeroGround and eurotrade
1)
2)
180
Report profile
Report profile
LA13 Executive employees by gender (%)
2010
2009
Female executive employees at FMG Group 1)
18.2
19.8
- 1.6 PP
Male executive employees at FMG Group 1)
81.8
80.2
+ 1.6 PP
Female executive employees at FMG
Male executive employees at FMG
6.3
93.7
8.0
92.0
- 1.7 PP
+ 1.7 PP
LA13 German and foreign employees (%)
2010
2009
2010 / 2009
German nationals at FMG Group 1)
85.1
84.6
+ 0.5 PP
Foreign nationals at FMG Group 1)
14.9
15.4
- 0.5 PP
German nationals at FMG
Foreign nationals at FMG
87.5
12.5
86.5
13.5
+ 1.0 PP
- 1.0 PP
LA13 Breakdown of employee nationalities in 2010 (at Dec. 31)
FMG
FMG Group 1)
Germany
3,719
6,051
Turkey
335
421
Austria
41
67
Italy
32
68
Greece
16
33
Kosovo
10
19
8
16
8
83
14
422
4,252
7,111
Bosnia and Herzegovina
USA
Other
Total
1)
2010 / 2009
Contents and structure of the report
Perspectives 2010 is Flughafen München GmbH’s
first combined report. Our aim with this publication is
to merge our corporate reporting in order to provide
our stakeholders with transparent and comprehensive coverage of the FMG Group’s business, environmental, social and societal performance in a single
document.
The report combines what used to be our annual and
sustainability reports. The ground it covers is largely
defined, firstly, by our sustainability matrix, sustainability program and progress on delivering sustainability targets and, secondly, by the information on the
company’s business performance and financial situation that we formerly presented in our annual report.
Besides outlining our integrated corporate strategy
and our diverse businesses, this combined report focuses on the expansion of our airport’s infrastructure
and on the efforts undertaken by the FMG Group to
protect the environment and combat climate change,
to advance and retain employees, and to engage with
its local communities and wider surrounding region.
Other sections in the report include our consolidated
yearend accounts and management report, and key
performance indicators for all four of our sustainability focus areas.
The report aligns with the Global Reporting Initiative’s
(GRI) G3 guidelines. It covers all core indicators, plus
specific additional indicators where relevant and applicable. The GRI index on the back inside cover pages
(C4-C6) contains page references for all the individual
GRI indicators covered in the report. Perspectives
2010 complies with Application Level A+ of the GRI
guidelines. The GRI has reviewed the report to verify
that it conforms to their guidelines and has confirmed
that it is a complete and correct implementation at
level A+.
181
The information provided on the FMG Group’s asset, financial and earnings situation follows German
commercial law requirements and has been audited
by the firm Susat & Partner OHG, Wirtschaftsprüfungsgesellschaft, in accordance with Section 317
of the German Commercial Code (HGB) and with
principles for the auditing of financial statements
defined by the Institute of Public Auditors in Germany
(IDW). The audit was completed on May 12, 2011,
and the financial statements were approved without
reservations.
Limits of scope
The period reviewed is the 2010 fiscal year (January 1
to December 31, 2010). The data presented generally
pertains to this reporting period or to the status at
the end of said period. As and where information
relates to other periods, this is indicated accordingly.
The combined report is an annual publication. The
previous annual report (covering fiscal 2009) and
the second sustainability report (also covering fiscal
2009), were published in the third quarter of 2010.
Unless stated otherwise, the indicators and information presented here in this report apply to the entire
Group, including its subsidiaries. In instances where
information pertains only to part of our organization
– say, in examples provided or when insufficient data
for the Group as a whole is available – this is indicated
accordingly.
All of the statements in this report that are not based
on historical information are forward-looking statements. These statements take into account risks and
uncertainties but not any future changes in global
economic conditions, legal requirements, market
conditions, competitors’ activities, or other factors
beyond the control of FMG.
Report profile
182
183
Data measurement techniques and bases of
calculations
All of the information and figures presented in this
report were prepared and collected by the relevant
organizational units for the reporting period using
representative methods.
The notes on the consolidated yearend accounts
include detailed explanations of the methods and
controls employed in preparing the financial data
presented here.
The human resources data included in the coverage
of our social and environmental performance is
collected and evaluated in an electronic HR management system. The environmental data is recorded
systematically in our environmental management
system to EMAS and DIN EN ISO 14001 standards
and is subject to external validation by a certified
environmental auditor. Carbon emissions are calculated as per the specifications of the Greenhouse
Gas Protocol. Heat values and emissions factors
are recorded in accordance with German Emissions
Trading Authority (DEHST) guidelines. Other figures,
such as those for purchased power and heat, are
obtained from Federal Environment Agency (UBA)
publications.
en/company/umwelt/
management
Report profile
Given the breadth of our activities at Munich Airport,
we cannot cover them in full in the context of this
printed report. Other topics are treated in our detailed
environmental impact statement for 2009 and in our
abbreviated environmental impact statements for
2010 and 2011 (EMAS). We also publish additional
information and the results of studies and analyses
on the Internet.
External auditor’s certificate
GRI certificate
Glossary
184
Glossary
Glossary
> A
Airport campus
The Latin word for plain, “campus” commonly refers
to the grounds and buildings of a school or university
but is also used today to describe the grounds of
other institutions (e.g., hospital campus). The term
“airport campus” is used to refer collectively to the
entire airport site, including all of its buildings.
Airports Council International (ACI)
An international organization, headquartered in
Geneva, which represents airport operators. More
than 1,600 airports in almost all of the world’s countries are ACI members, including 400 airports in
46 European countries.
> C
Carbon dioxide (CO2)
Carbon dioxide is a colorless, odorless gas that is
created when substances containing carbon combust; it is therefore present in aviation exhaust gas.
Carbon dioxide absorbs part of the heat radiation
(infrared radiation) in the earth’s atmosphere. This
property makes it a so-called greenhouse gas.
Carbon monoxide (CO)
Carbon monoxide is a colorless, odorless and flavorless toxic gas. It is created through the partial combustion of substances containing carbon without
sufficient oxygen present or through combustion at
very high temperatures.
Cargo
Goods carried on means of transport, generally for
a fee.
185
Cash flow from operations
Cash flow is a business metric describing the new
net cash assets during an accounting period. It is
a measure of a company’s financial health.
Cold aisle containment
Cold aisle containment is a method applied in green
computing to optimize equipment cooling and energy
consumption in data centers by carefully separating
areas of warm and cold air. Cold and warm aisles are
kept separate by fully enclosing equipment racks with
fixed ceiling and wall panels mounted on aluminum
profiles. An alternative method is to close off the cold
aisle using a curtain made of synthetic material.
Collaborative Decision Making (CDM)
Airport CDM is an approach designed to streamline
collaboration between all parties involved in flight
and handling operations (airports, airlines, ground
handling operators and air traffic control) so as to optimize procedures and maximize resource efficiency.
Continuous Descent Approach (CDA)
An approach method using reduced engine power.
The aircraft approaches its destination airport in a
steady descent. This helps to conserve fuel and
reduce aviation noise.
> D
Decibel (dB)
A unit of measure for sound intensity and sound
pressure. One decibel (dB) is the smallest change in
volume that a human can register. The decibel scale
is logarithmic. Thus, a change of 10 dB represents a
halving or doubling in the perceived noise level.
Deicing
Aircraft deicing is an operation carried out on planes
before they depart to clear them of ice and snow.
In winter weather conditions, crucial parts of aircraft
must be protected to prevent ice from re-forming.
This is accomplished by spraying them with a mixture
of water and deicing agent.
DIN EN ISO 14001
A standard created by the International Organization
for Standardization (ISO). The standard establishes
a worldwide foundation for certifiable environmental
management systems.
> E
EBIT
Earnings before interest and taxes (and one-time
cumulative effects, where applicable), commonly
also referred to as the operating result.
EBITDA
Earnings before interest, taxes, depreciation and
amortization.
Eco-Management and Audit Scheme (EMAS)
A system for voluntary environmental management
and auditing, developed by the European Union as
an instrument to enable businesses to continuously
improve their environmental performance. EMAS
builds on the requirements set out in the DIN EN
ISO 14001 standard.
Emission
The ejection, discharge or emanation of substances,
energy or radiation into the surrounding environment
by a given source. Emissions can take the form of
gaseous pollutants, noise and dust, for example.
Environmental impacts
The effects on humans, animals, plants and inanimate
objects caused, say, by noise, air pollution, vibration,
radiation, heat and light. Environmental legislation
aims to control such impacts as effectively as possible.
Equivalent continuous sound pressure level
Leq 3 (day/night)
Equivalent continuous sound pressure level Leq 3
as defined in DIN standard 45643, Part 1, Section
3.2.2, formula (6) with a reference time of 16 hours
(daytime) or 8 hours (nighttime). The equivalent continuous sound pressure level, expressed in dB(A),
is a noise descriptor that converts the sound measured over a specific period of time at a specific location into what would be a continuous noise level.
> G
German Airports Association (ADV)
The umbrella organization for all commercial airports
in Germany, Switzerland and Austria. The ADV works
to ensure that Germany remains an efficient and
competitive center of aviation. It supports measures
aimed at enabling demand-driven expansion, optimizing the utilization of available capacity, advancing
intermodal transport, and improving aviation’s environmental compatibility and economic efficiency.
Global Reporting Initiative (GRI)
An independent organization whose task it is to develop
and publish globally applicable guidelines for sustainability reporting. GRI G3 is the third and most recent
edition of the guidelines.
Greenhouse Gas Protocol (GHG Protocol)
The Greenhouse Gas Protocol is a globally recognized
instrument used to quantify and manage greenhouse
gas emissions. The GHG Protocol defines requirements for computing greenhouse gas emissions
on an organization-wide scale and implementing
projects to reduce GHG emissions.
Glossary
Glossary
186
187
> H
Hub airport
An airport used by an airline company or a group of
allied airlines as a point of transit between short-, medium- and long-haul services to enable the airline or
airlines to connect to a large number of destinations.
> I
Intermodality
Intermodal transportation involves the interconnection of at least two different modes of transport – rail,
road, air and sea, for example – along a given transport route.
International Civil Aviation Organization (ICAO)
Headquartered in Montreal, the ICAO is an agency
of the United Nations. The organization has a total of
190 contracting states. The goal of the ICAO and its
member states is to ensure the safe and sustainable
development of civil aviation.
Intranet
An internal, private network based on Internet technology. An intranet is not open to public use and is
protected against unauthorized access by a variety
of security measures.
> M
Minimum clearance
This describes the minimum vertical or horizontal
separation required between any two aircraft and
is defined in terms of a time or distance.
> N
Nitrogen oxides (NOx)
Gases that are formed when nitrogen combusts
in combination with oxygen and occur in aviation
exhaust gas.
> P
Phase change material
A phase change material (PCM) is a material that can
store heating or cooling energy as it changes phase
(e.g., from liquid to solid and vice versa).
PM10 particulates
PM10 describes the category of fine dust particles
with a diameter of less than 10μm.
Pre-conditioned air (PCA)
This is air supplied by systems installed in airport
ramp areas to heat or cool aircraft on the ground. By
using these systems, planes do not need to run their
own auxiliary power units (APU).
> R
Reliability check
Under the terms of Section 7 of Germany’s Civil
Aviation Act, all employees with access to Munich
Airport’s security restricted area must pass a relia
bility check. This is a vetting procedure conducted
by South Bavaria’s Office of Aviation, the oversight
body responsible for aviation at the regional government of Upper Bavaria.
ROCE
Return on capital employed is used in business
management as a measure of how effectively and
profitably a company is employing its capital. It is a
similar measure to return on assets.
> S
Safety Management System (SMS)
The name given to a program in civil aviation to
improve technical safety. Implementation of an SMS
is a mandatory ICAO requirement at airports. The
purpose of an SMS is to guard against accidents
and incidents by identifying dangers, assessing and
reducing risks, implementing countermeasures,
and monitoring all relevant processes.
Satellite
A satellite terminal is a building created to augment
an existing airport terminal building. Unlike a fully
fledged terminal, it lacks many of the typical landside
facilities found in terminals, such as ticket desks,
check-in counters, and baggage claim conveyors.
Instead, a satellite simply has lounges areas with
jetways to enable passengers to enplane easily.
Depending on the space available, a satellite may
also have retail facilities.
Smart metering
Smart meters enable utility users to keep track of
their energy consumption and times of energy use.
Under Germany’s Energy Industry Act, smart meters
are required in all new builds and major refurbishments from 2010. The meters are intended to help
consumers identify and halt energy waste.
Stakeholders
Groups or individuals who can influence how a
company achieves its targets or who are affected by a
company’s activities. They include employees, capital
providers, customers, suppliers, neighboring communities, non-governmental organizations (NGOs),
public authorities and policymakers.
Sustainable development
Sustainable development was recognized at the
United Nations Conference on Environment and
Development (UNCED) in Rio de Janeiro in 1992 as a
normative international guiding principle of the community of states, global industry, global civil society
and policymakers, and was enshrined as a fundamental principle in the Rio Declaration and Agenda 21.
> V
Virtualization
In computing, virtualization maximizes hardware
utilization by running multiple virtual servers on a
single hardware server device. This helps to considerably reduce the energy required to cool data centers.
> W
Workload unit (WLU)
A metric used to track commercial passenger and
cargo traffic. A workload unit equates to one passenger including carry-on luggage (100 kg in total) or 100
kg of air cargo or mail.
GRI index
GRI indicators
1
Strategy and analysis
1.1
Vision and strategy/Foreword by executive management
1.2Key impacts, risks and opportunities
2
188
2.2 Brands, products and services
2.3 Operational structure
2.4 Location of the organization’s headquarters
2.5 Countries in which the organization operates
2.6 Nature of ownership and legal form
2.7 Markets
2.8 Scale of the organization
2.9Significant changes in the organization’s size, structure or ownership
2.10 Awards received
3
www.munich-airport.de
Responsible for content
Hans-Joachim Bues
Corporate Development and Environment
Gertrud Seidenspinner
Photographs
Dr. Werner Hennies
Alex Tino Friedel
Koch + Partner / FMG
Bernhard Lang / Getty Images (front cover)
Christian Höhn (p. 3)
© Yann Arthus-Bertrand / Altitude
(pp. 12, 30, 66, 86, 104, 126)
3.4 Contact points regarding the report
3.5 Process of defining report content
3.6 Boundary of the report
R
ECOLA
DIC
B
EL
Editorial team
Claudia Büchlmann
Dr. Reingard Schöttl
Dr. Monica Streck
Christopher Fritz
NO
E-mail
[email protected]
neutral
24
produziert
4
05
3
188
24 – 25, 26, 181
181
18, 130, 149 – 150, 154 – 155
3.13 External assurance
26, 149 – 162, 174, 182
2, 181 – 182
181 – 182
C4 – C6
163, 182 – 183
Governance, commitments and engagement
3 – 5, 24, 26, 161
4.2 Independence of supervisory board chairman
26, 129
4.3 Independent members of highest governance body
26, 161
4.4Mechanisms for providing recommendations or direction to the highest
governance body
26, 27
22, 26, 99, 162
4.6 Processes in place to ensure conflicts of interest are avoided
26, 27
4.7Identification of the qualifications and expertise needed by members of the highest governance body to guide the organization’s strategy on sustainability topics
24, 26
4.8 Mission, values, codes of conduct and principles
20 – 21, 22, 27 – 28
4.9Procedures of the highest governance body for overseeing the organization’s identification and management of economic, environmental, and social performance
22, 23, 24, 26, 129
4.10Processes for evaluating the highest governance body’s own performance,
particularly with respect to economic, environmental, and social performance
4.12Externally developed economic, environmental and social charters, principles
or initiatives the organization endorses
4.13 Memberships
4.14 List of stakeholder groups
4.15 Basis for selection of stakeholder groups
4.16 Engagement of stakeholder groups
4.17 Response to topics and concerns raised by stakeholder groups
1)
2)
24, 26, 29, 99
29, 51 – 57, 137 – 138
70 – 71, 75
75, 113, 115, 117, 118
112
112
112 – 119
24, 28, 114, 116, 118 – 119
Pages 1 – 125: combined report (main body); pages 129 – 163: consolidated financial statements; pages 164 – 173: sustainability program;
pages 174 – 180: sustainability figures; pages 181 – 183: report profile
Covered in full
Covered in part n.a.: not applicable
Pale gray text indicates non-core information for which reporting is not mandatory.
Measuring around 56 square kilometers in area and 127 meters at its deepest point, Lake Starnberg, located roughly 50 kilometers to the
southwest of Munich Airport, is the fifth-largest lake in Germany and carries more water than any other in the country. Due to its elevation of
584 meters above sea level, the lake is not fed by Alpine rivers but by several underground streams near ground level and a few subterranean
springs. In 1976, Lake Starnberg was declared a protected wetland of international importance under the Ramsar Convention.
129, 149, 181
3.8 Joint ventures, subsidiaries, outsourced operations
4.11 Explanation of how the precautionary principle is addressed
Cover photo:
48, 90
26, 174, 181 – 182
4.5Linkage between compensation of the governance bodies, executives and senior
managers and the organization’s performance (including social and environmental
performance)
CO2
15, 18 – 19, 58 – 63, 130
3.7 Limitations on the scope or boundary of the report
4.1 Governance structure of the organization
Paper
Enviro Top recycled paper
made from 100% waste paper
15 – 17, 33, 42, 132 – 133
15, 18 – 19, 131 – 134, 176, 177 – 178
181
3.12 Index identifying locations of standard GRI disclosures in report
Printing
G. Peschke Druckerei GmbH, Munich
15
15, 130
181
3.11Significant changes in reporting scope, boundary or measurement methods
Translation
Tom Rattray
15, 149
3.3 Reporting cycle
4
Contact
Competence Center for Strategy and Sustainability
Andreas Köppel
Internal Communications, Print and Online Media
Petra Röthlein
15 – 17, 130
3.2 Date of most recent previous report
3.10 Reasons for any restatement of information provided in earlier reports
Specialist consultants
PricewaterhouseCoopers AG, Munich
15, 130
15 – 17, 39 – 47, 51, 132 – 133
Report parameters
3.1 Reporting period
3.9 Data measurement techniques and the bases of calculations
Design
RED, Munich / Krailling
1 – 2, 6 – 9, 20 – 24, 139
23, 24 – 25, 137 – 138, 164 – 173
Organization profile
2.1 Name of the organization
Publisher
P.O. Box 23 17 55
85326 Munich
Germany
Page reference 1)
Status 2)
GRI index
GRI index
Page reference 1)
GRI indicators
Status 2)
Economic performance indicators
GRI indicators
Page reference 1)
LA2 Employee turnover by age group, gender and region
Management approach
EC1
Direct economic value generated and distributed
EC2
Financial implications of climate change
EC3
Coverage of the organization’s defined benefit plan obligations
EC4
Financial assistance received from government
EC5
Ratio of standard entry-level wage compared to local minimum wage
EC6
Selection of locally based suppliers
EC7
Hiring of local human resources
EC8
Infrastructure investments and services provided primarily for local benefit
58 – 65, 125, 138
EC9
Nature and scope of significant indirect economic impacts
64 – 65, 107 – 111
4), 5)
34
89 – 90, 109 – 110
92 – 93
LA6 Workforce representation in health and safety committees
91 – 93, 100
LA7 Injuries, occupational diseases, lost days and work-related fatalities
100, 179
LA8 Measures regarding serious diseases
100 – 103
LA9Health and safety topics covered in formal agreements with trade unions
122 – 123
89, 94
90
LA5 Minimum notice periods regarding significant operational changes
34, 89 – 90, 145, 146, 162
100
LA10 Hours of training per year and employee by employee category
4), 6)
LA11 Programs for skills management and lifelong learning
C3, 98, 179
22, 99
LA13 Composition of governance bodies and breakdown of employees per category
Environmental performance indicators Management approach
Materials used by weight or volume
EN2
Percentage of materials used that are recycled input materials
EN3
Direct energy consumption by primary energy source
175
4), 7)
EN4
Indirect energy consumption by primary source
175
4), 7)
EN6Initiatives to provide energy-efficient or renewable energy-based products and
services, and reductions in energy requirements as a result of these initiatives
EN7Initiatives to reduce indirect energy consumption and reductions achieved
EN8
Total water withdrawal by source
EN9
Water sources significantly affected by withdrawal of water
EN10 Percentage volume of water recycled and reused
EN11 Land in or adjacent to protected areas
EN12Impacts of activities on biodiversity in protected areas
EN13 Habitats protected or restored
EN14Strategies, current actions and future plans for managing impacts on biodiversity
EN15 Threatened species
EN16 Direct and indirect greenhouse gas emissions by weight
EN17 Other relevant greenhouse gas emissions
EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved
EN19 Emissions of ozone-depleting substances by weight
EN20 NOx, SOx and other air emissions by type and weight
EN21 Water discharge
EN22 Quantity of waste by type and disposal method
EN23 Significant spills
174
Management approach
82, 174
72 – 74, 75 – 76, 76 – 77, 175
61 – 62, 72 – 77
123
HR2 P
ercentage of suppliers and contractors that have undergone screening
on human rights
123
HR3 Employee training on human rights
90
HR4 Incidents of discrimination and actions taken
90
4)
C3, 84, 176
Society
84 – 85, 176
54 – 55, 60 – 61, 84 – 85
Management approach
85
69, 72 – 74, 76 – 77, 175
80 – 81, 175
72 – 77, 167 – 169
4), 8)
4)
81
58 – 65, 107 – 111, 122 – 123
SO2Percentage and total number of business units analyzed for risks related
to corruption
27 – 28
SO3Percentage of employees trained in anti-corruption policies and procedures
80 – 81, 176
82, 175
Workforce by employment contract and region
See also Environmental Statement 2011 (published October 2011)
Incomplete data available
5)
Monitoring system currently in development, deployment planned for 2014
6)
Consolidated data collection system for FMG Group in development, detailed reporting from 2012
3)
4)
27 – 28
SO5 Public policy positions and participation in public policy development and lobbying
81, 83, 176
117 – 119
SO6Total value of financial and in-kind contributions to political parties, politicians
and related institutions
80 – 81
119
26
26, 52, 70, 81
74 – 77, 78 – 80
176
Product responsibility
70, 81
Management approach
PR1Life cycle stages in which health and safety impacts of services are assessed
for improvement
63 – 65, 76, 81
26, 29, 51, 52 – 53
51 – 52, 52 – 54
PR2 Incidents of non-compliance with regulations concerning health and safety impacts
–
Labor practices and decent work
LA1
27 – 28, 167
SO4 Actions taken in response to incidents of corruption
SO8 Penalties for non-compliance with laws and regulations
Management approach
26, 27, 27 – 28, 118 – 119, 120
SO1Nature, scope and effectiveness of programs impacting on communities
or regions
SO7 Legal actions for anti-competitive behavior
EN30 Total environmental protection expenditures and investments
n. a.
54 – 55, 60 – 61, 84 – 85
82
EN29Significant environmental impacts of transporting products and other goods
and materials used for the organization’s operations, and transporting members
of the workforce
52, 98
HR9Total number of incidents or violations involving rights of indigenous people,
and actions taken
81
EN28 Fines for non-compliance with environmental laws and regulations
123
HR8 Security personnel training
82
Currently not
quantifiable
PR3 Type of product and service information required by procedures
177
26, 52
52 – 53, 56 – 57
PR4Incidents of non-compliance with regulations and voluntary codes concerning
product and service information
PR5 Customer satisfaction including results of surveys measuring customer satisfaction
89, 90, 92 – 93, 98, 100
26, 52 – 53
48 – 50, 51 – 52, 113
PR6Programs for adherence to laws, standards and voluntary codes related to
advertising
29
PR7Total number of incidents of non-compliance with regulations and voluntary
codes concerning marketing communications and advertising
29
PR8Complaints regarding breaches of customer privacy and losses of customer data
PR9Fines for non-compliance with laws and regulations concerning the provision
and use of products and services
Figures in joules (or multiples) available from 2012
Information on coolants to be included from 2011; other Kyoto gases also to be incorporated
No detailed figures available for data privacy reasons
10)
Incorporation of sustainability criteria into supplier management not yet completed; to be included in reporting from 2012
7)
8)
9)
4)
123
HR7 Principles and measures to eliminate forced labor
82, 175
4), 10)
92 – 93
HR6 Principles and measures to eliminate child labor
EN25 Impact on biodiversity of discharges of water and runoff
EN27 Percentage of products whose packaging materials were reused
52 – 53, 90, 92, 123
HR1 Investment agreements
EN24 Waste deemed hazardous under the terms of the Basel Convention
EN26 Initiatives to mitigate environmental impacts of products and services
90
HR5 Freedom of association and collective bargaining
69 – 70, 72 – 77, 81, 175
175
4), 6)
Human rights
EN1
EN5Energy saved due to conservation and efficiency improvements
4)
178 – 180
LA14 Ratio of basic salary of men to women by employee category
15 – 16, 26, 64 – 65, 69 – 71, 72 – 73,
80, 82, 83, 84 – 85
4), 9)
89 – 90, 93, 98 – 99
LA12Percentage of employees receiving regular performance and career
development reviews
3)
4), 6)
98, 100 – 103
LA4 Employees covered by collective bargaining agreements
130 – 135, 144 – 162, 174
29, 137 – 138
178 – 179
LA3 Benefits provided to full-time employees
20 – 21, 22, 58 – 61, 64 – 65, 107 – 111,
130 – 162
Status 2)
26, 56 – 57
26
4)
n.a.

Sustainability and Annual Report 2010

Transcription

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