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

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$Luftfracht (pdf) - Flughafen MÃ¼nchen$

Introduction Company profile and strategyService portfolio Communication and social responsibilityThis involved thorough training in all ground-handlingtask areas, including loading and unloading aircraft,transporting passengers and crew, and handling bag -gage, freight and mail. There was also significant de -mand for basic training of recently hired ground han -dling personnel and for cross-qualification training thatwould enable employees from other parts of the or -gan ization to be assigned to aircraft and baggage handlingduties if necessary.Extensive security training programsAll of the security personnel working at Munich Airportare trained in accordance with statutory regulations.Training curricula include courses on the speciallegal requirements involved in dealing with people,such as those defined in Germany’s General Act onEqual Treatment.One of the primary focuses of security training in 2011was on preparing new aviation security staff for personnelscreening and for combined personnel andgoods screening duties. Seven basic training courseswere held for employees working at screening pointsaround the airport during the course of the year, comparedto just four, on average, in prior years.Security officer trainingNew EU regulations came into force at the end of 2011concerning aviation safeguards against terror attacks.These regulations require airports to introduce toughersecurity checks on goods entering the security-criticalarea of the airport. The only exceptions are goodsthat arrive via secure supply chains, have already beensubjected to a security check by a trusted supplier, andhave subsequently been protected against unauthorizedaccess until they are transported into an airport’ssecure area.Companies supplying goods destined for Munich Air -port’s secure area can apply to Flughafen MünchenGmbH’s security unit to be qualified as a trusted supplier.This requires that suppliers appoint one or moresecurity officers who receive special training from airportsecurity professionals. The qualification programis scheduled to begin in the first quarter of 2012.Funding for private training initiativesIf employees elect to take part in job-related onwardtraining on their own initiative and in their free time,we can provide them with financial support. In addition,employees requiring work-related training not84
Workforce and work environmentEnvironmental and climate protectionFinancial reviewSustainable developmentP Human resources strategyq Training and HR developmentp Diversityp Work-life balance and health protectionp Remuneration and codeterminationavailable from the Munich Airport Academy may attendprograms offered by third-party training providers, inwhich case FMG will carry the costs.Exchanges at many levelsAlongside the range of seminars and courses available,our vocational trainees, employees and executives canalso take part in national and international exchangeprograms to expand their knowledge and develop theircross-cultural soft skills. Through the EU’s Leonardoda Vinci education and cultural program, for instance,21 FMG vocational trainees had the chance to spendtime gaining work experience at partner airports inVienna, Athens, Lisbon and Malta in 2011.Through collaborative programs with five partner airportsand operating companies – Denver InternationalAirport, Central Japan International Airport, Airports ofThailand, Singapore Changi Airport und Beijing CapitalInternational Airport Co., Ltd. – FMG staff and executiveswere able to take part in wokshops and exchangeprograms to help broaden their expertise and gatherideas on how we can advance our airport.Developing leadersOur leadership development program in 2011 consistedof a wide range of measures and projects, includingindividual coaching for management-level employees.New hires and existing employees moving intomanagerial posts take part in a six-month program ofconsulting and induction coaching, tailored individuallyto questions arising in connection with their newleadership role. HR development at FMG also helpsselect suitable, high-quality internal and external candidatesfor key roles and posts in lower and middlemanagement.As part of internal reorganization at the HR division inthe first half of 2011, we appointed new personnel officerswhose role is to provide managers with a singlepoint of contact for HR issues. These officers are onhand to assist with anything from personnel planningto disciplinary issues, and to provide professional adviceand support where needed.Leadership excellence: A high-performancecultureIn mid-January 2011, we launched a new project bannered“Leadership excellence – creating a high-performanceculture”, for management-level employeesat Flughafen München GmbH. The program centerson fostering a culture of high performance and verticalcollaboration across all tiers of management.Its aim is to develop and expand managers’ mediationabilities. Executives and team leaders attended workshopsand presentations that put forward a range ofideas and suggestions on how to improve collaborationwithin the company and on how to support andprepare the people they lead as effectively as possiblefor tomorrow’s challenges. The first training modulecentered on leadership through dialogue; the secondexplored how to develop a culture of high performancein teams.Given that our corporate culture is not just about im -parting knowledge but also about communicating andsharing ideas, we held our first workshops on dialogue– four in all – in June 2011. These were attended bymanagers from different divisions and levels withinthe organization and offered them an opportunity todiscuss various aspects of their day-to-day work.Another project we embarked on in 2011 was to definea corporate leadership code, based in part on ideasput forward by managers attending our dialogue workshops.Their input on what constitutes good leader -ship at FMG was discussed with the executive boardand upper management, and established the foundationfor a new code describing what the company ex -pects from its managers. The code’s principles formthe basis for the selection, training and assessmentof leaders and serve as a valuable guide for managersin leadership situations. At the end of 2011, the projectwas merged into an ongoing leadership developmentprogram.85
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Workforce and work environmentEnvir
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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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AO2 / Aircraft movements 1 2011Intr
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PublisherFlughafen München GmbHP.O
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"Perspectives 2011" - Sustainability and Annual Report (pdf)

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