"Perspectives 2011" - Sustainability and Annual Report (pdf)

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Introduction Company profile and strategyService portfolio Communication and social responsibilityq Company profileq Company strategyp Expansion of Munich Airportp Landside access master plan) Glossary) Glossaryinclude building and car park rentals, our own retailand hospitality operations, and utility services. Ouraviation and non-aviation businesses contributedequal ly to our sales growth, with each showing a gainof more than 6 percent.Our personnel costs remained more or less flat, yearon year, at €308.1 million. Our material costs includeda one-time expenditure of €69.0 million to form a reservefor a regional impact fund set up in the contextof our project to build a third runway. Adjusted forthis expenditure, our material expenses were around5 percent higher than a year earlier, largely as a resultof a one-time increase in employee phased retirementpayments.Pretax earnings up sharplyHigher sales combined with careful cost managementled to a significant increase in our pretax earningsin fiscal 2011. Adjusted to account for the reservesformed for our regional impact fund (a total chargeof around €69.0 million) and for Ground Handling (in -come of around €73.0 million), Group ) earnings beforeinterest and taxes (EBIT) rose by €42.2 mil lion,or 14.4 percent, to €334.6 million.Interest income of €104.8 million was up €145.4 millionon the prior year. This was largely due to the elim -ination of all outstanding interest owed to shareholdersin 2010, with a payment of €152.0 million. As of2011, interest on shareholder loans amounts to around€20 million annually.The aforementioned interest payment of €152.0 millionto shareholders was actually transferred in 2011,causing a one-time drop in ) cash flow from operationsto €208.1 million, from the prior-year level of€305.5 million.Adjusted for the special effects noted above, our earningsafter tax (EAT) rose by 17.6 percent, to €193.2 million(2010: €164.3 million, including €152.0 million ininterest paid to shareholders).30
Workforce and work environmentEnvironmental and climate protectionFinancial reviewSustainable developmentCompany strategyBuilding on sustainabilityIn 2010, we conducted a strategy review at Munich Air -port that culminated in the definition of a new ) corporatemission: “By 2015 we will be one of the mostattractive, efficient and sustainable hub airports in theworld.”This formally established sustainability as a cornerstoneof what we as a company aim to accomplish.However, our fundamental strategic planning and overallstrategy have already been sustainability-driven forseveral years now in that our strategic objectives havecentered on economic, environmental and socialperform ance. The various strategic objectives andinitiatives we are currently pursuing are set out in aprogram that presents all of our sustainability managementactivities clearly and transparently.Our mission is ambitious, and we can only accomplishit successfully by 2015 if all units at FMG work towardit as one. Our mission statement summarizes our keystrategic emphases from a group perspective andhelps to ensure a common understanding of our goalsfor Munich Airport’s development, going forward.In the aviation sector, these goals concern domestic,European and long-haul traffic, as well as related infrastructureand services. In the non-aviation sector, weaim to provide interesting offerings that make MunichAirport an attractive place for visitors and air travelersalike. We want to expand the airport as an in-demandlocation for real estate and to win new business forour “airport city.” Here, customer satisfaction and efficientinternal processes are key. And, of course, weaim to accomplish these goals in an environmentallycompatible manner.Through our strategy, we want to create lasting valuefor our shareholders, our surrounding region, our busi -ness partners and our customers. The full text of ourstrategic mission statement is available on the ) Internet.Strategy and managementTo help us fulfill our mission of becoming one of themost attractive, efficient and sustainable ) hub air -ports in the world by 2015, we have defined a strategicroadmap at group level. The roadmap contains theGroup’s 20 strategic goals for the period through to2015; these are based on different balanced-scorecarddimensions (finance, customers/markets, processesand employees) and are revised and updated on afive-year cycle. Every unit throughout our organizationmakes its own distinct contribution toward thesegoals.In our strategic planning process, all company unitsbegin by developing initiatives aimed at accomplishingthese goals at the operational level. In line with oureconomic planning requirements, we define specificmeasures each year that are designed both to turnthese initiatives into specific actions and to coordinatethese measures unit-wide.Our wider efforts to deliver our strategy do not centersolely on formulating initiatives and uniting themwithin a program, we also operationalize our strategyby defining key performance indicators that enable usto measure strategic outcomes and the effectivenessof our initiatives. This approach makes our goals as anorganization more concrete and clearly establishesthe steps we take along the way to accomplishingour mission.) www.munich-airport.com/strategy) www.munich-airport.com/mission) Glossary31
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PublisherFlughafen München GmbHP.O
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