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

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$Luftfracht (pdf) - Flughafen MÃ¼nchen$

Introduction Company profile and strategyService portfolio Communication and social responsibilityHuman resources strategy) www.munich-airport.com/workforceHR management sets new targetsWith a total employee population of around 30,000,Munich Airport is the biggest employer in its region.Flughafen München GmbH and its subsidiaries andaffiliates alone employ almost 7,000 people. Together,they are the second-largest employer on campusafter Deutsche Lufthansa AG, with a workforce of al -most 10,000.HR strategy: Targets and initiativesTarget 1Target 2To achieve FMG’s growth targets we need employeesin sufficient numbers with the right levels of educationand training.We will accomplish this by:We want to continuously improve our efficiency andoperational performance.We will accomplish this by:’ Establishing qualitative and quantitative personnelrequirements over a five-year timeframe (to enable usto determine the headcounts we need in various areas)’ Aligning vocational and professional training to our qualitativeand quantitative personnel requirements’ Developing marketing and recruitment strategies’ Reviewing employee agreements and company agreementsto identify optimization potential’ Defining measures to positively influence our workforce’semployability and their health’ Developing models that will enable us to assign employeeswith health limitations to productive roles in thecompanyTarget 3Target 4We want to further improve our attractiveness as anemployer, both inside the organization and out, and tofoster greater employee loyalty.We will accomplish this by:We want to establish leadership excellence withinthe Group and continuously improve the quality ofleadership.We will accomplish this by:’ Building a strong employer brand for the FMG Groupto position and promote our organization, internally andexternally, as a great place to work’ Developing a talent-management process that encourageshigh potentials and high performers to identifywith the company, promotes their growth and fosterscompany loyalty’ Creating a leadership excellence program (prioritizingexcellence criteria and training)’ Introducing employee performance appraisals andupward feedback’ Introducing a compensation model for employees in keyfunctions and reviewing compensation arrangements fortier 1 and 2 management80
Workforce and work environmentEnvironmental and climate protectionFinancial reviewSustainable developmentq Human resources strategyp Training and HR developmentp Diversityp Work-life balance and health protectionp Remuneration and codeterminationOur business growth and performance over the longerterm will rely extensively on a successful HR strategyand management approach. Our HR strategy needsto align to and reinforce Flughafen München GmbH’swider corporate strategy, and to focus on improvingour current business situation. At the same time, it hasto address current social megatrends – primarily, demographicchange and the related issue of workforcehealth, but also education, individualization, regulation/deregulation and globalization.Today, we have an HR strategy in place that reflectsthese requirements and establishes key HR managementtargets and packages of measures.Organizational optimizationHR has undergone partial reorganization to facilitatesystematic implementation of its strategy. We havenow set up a separate unit dedicated to ) personneland management development. This is an increasinglyimportant field, because our ability to hire peoplein sufficient numbers with the right qualificationsis a key requirement for the company’s continuedgrowth. Parallel to this, we are also stepping up theleadership excellence program we initiated in order todrive continuous improvement in leadership quality.The second organizational change concerns ) healthmanagement. We have created a special health man -agement office, which reports directly to the head ofHuman Resources, to reflect the strategic emphasiswe place on a healthy workforce and on current initia -tives to maintain our people’s personal health andemployability.Responsible employment practicesNinety-eight percent of the FMG Group’s workforceare employed on terms defined in collective pay-scaleagreements. Under these agreements, there is nodifferentiation between wages paid to men and towomen engaged in comparable types of work.Flug hafen München GmbH is a member of the regionalpublic employers’ association and, as such, isbound by the TVöD collective pay-scale agreementfor public sector employees. However, our employeebenefits signifi cantly exceed those required by law.Regular and alter nating shift work, for instance, maybe remunerated either financially or through timesupplements; vacation entitlements, too, are moregenerous than those dictated by national employmentlegislation. In addition, ancillary company agreementsare in place that enable non-scale remuneration suchas the payment of travel subsidies or hardship allow -ances for physically challenging types of work. Wehave also done more in recent years to enable employeesto share in the company’s success.The collective pay-scale agreement additionally includesretirement provisions, and these are coveredby Bavaria’s supplementary pension fund for publicservice employers.Similar provisions are in place at FMG Group subsidiaries,though these are governed by separate collectiveagreements. To meet our air port’s specific operationalrequirements, half of FMG employees work in shifts –in areas like the fire service, security, aircraft handling,and terminal services, for example.) See p. 85 and p. 153) See p. 89 and p. 15381
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EconomyCargo volumeup 5.9%to more t
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Environment60%65%of aircraft deicer
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Social equityPeople fromaround 50na
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PublisherFlughafen München GmbHP.O
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