The Capitals


Icon: Capital Finances


Solid funding forms the basis for a company’s long-term earnings power, profitability, and financial stability. Munich Airport obtains financial capital from operating cash flows from its business activities and from loans.


At the start of the fiscal year, Munich Airport held:

  • Cash and cash equivalents: 217.3 million euros (of which 5.3 million euros were freely available funds and 212.0 million euros of which were short-term investments in banks)
  • Loan portfolio: 2,418.4 million euros
  • Equity: 1,813.0 million euros 1)



  • Group revenue for 2016: 1,364.1 million euros
  • By the end of the fiscal year, the amount of cash and cash equivalents had reduced by 199.3 million to a total of 18.0 million euros (6.0 million of which were freely available funds and 12.0 million of which were short-term investments with banks)
  • Loan portfolio reduced by 358.6 million euros to 2,059.8 million euros
  • Equity increased by 129.9 million euros to 1,942.9 million euros

1) Adjustment in accordance with IAS 8

Breakdown of revenue

In percent

Grafik: Umsatzaufteilung

Cash flow from operating activities

In € million

Grafik: Cashflow aus der betrieblichen Tätigkeit

This dynamic traffic trend is one of the factors that led Munich Airport achieving a very good financial result across all divisions in 2016. At 210 million euros, the financial indicator EBT was considerably above the forecast value and could be significantly increased in comparison to the previous year.


Grafik:Kapitalart Infrastrukutr


The wide range of services offered by Munich Airport are reliant on building and transport infrastructure that works and that taps into and makes the most of existing space. Servicing, maintenance, and needs-based expansions are the key parameters required to ensure that the airport campus remains attractive.


  • Buildings: Terminals, commercial space, offices, technical facilities, supply buildings, car parks, halls, MAC, AirSites, the Tower, hotels, the block heat and power plant
  • Transport links: Roads on the airport premises, highway links, two suburban railway lines, regional and long-distance bus links
  • Open spaces: Green areas, aprons, taxiways, runways


  • Buildings: Opening/commissioning of the T2 satellite building, refurbishing of the arrivals level in Terminal 2, presentation of the expansion plans for Terminal 1, construction of a new wing for the Hilton Munich Airport, complete overhaul of the pedestrian tunnels at the visitors park, commissioning of the eastern power center
  • Transport links: Neufahrner Kurve under construction since late 2014, construction of Freising’s west bypass (funded by FMG)
  • Open spaces: Communications on the third runway, southeast ground biofiltration system at the eastern head of the south runway under construction, creation of species-specific areas


  • Buildings: On-schedule commissioning of the T2 satellite building with more gates and retail space, improved passenger flow plus easier navigation within T2, 162 additional rooms and a new conference center at Hilton Munich Airport from 2017
  • Transport links/vehicle pool: Links to Eastern Bavaria on regional transport with the Neufahrner Kurve in late 2018, addition of 120 vehicles to the fleet of electric cars by 2019, more car-sharing offers
  • Open spaces: Decision by the German Federal Administrative Court: approval of the third runway is legally valid

Modal split to access the airport

Originating passengers only, in percent

Grafik: Anreiseverkehrsmittel zum Flughafen

«Airport City Munich»:
around 150,000 people on the airport campus every day

Grafik: »Airport City München«: rund 150.000 Menschen täglich am Flughafen-Campus
1) On the airport campus including all businesses
2) People who bring passengers to the airport or pick them up and who actually enter the terminal itself rather than just accompanying them to the door/car park
3) People who have visited the airport without flying themselves


Icon:Capital Know-how


With over 60 years in the business, an airport relocation behind it, a colorful array of career opportunities and qualification levels on site, and because it provides a large proportion of airport services itself, FMG has acquired a great deal of expertise – covering areas such as the value of a brand; the technical, process-based, and organizational knowledge called upon in consultancy projects worldwide; and copyrights for airport software and in-house developments. And Munich Airport will continue to enhance its business further in the future. Innovations are an essential part of this.


  • Careers/qualifications: Careers for all levels of education, in-house professional development center, the Airport Academy
  • Off-campus/consultancy business: Expertise in the area of ORAT, operational readiness and airport transfer (exemplary relocation of the airport from Riem to Erdinger Moos)
  • Quality/innovation management: Strategic customer orientation, ideas pool, open innovation labs, partnerships with universities, higher education centers, start-up companies and representatives of new media, and innovation mentorships


  • Careers/qualifications: Jointly developing a Bachelor's degree in Air Traffic Management: around 50 graduates at Munich Airport since 2006, broader program of onward training, new partnership with the Taoyuan International Airport Corporation Ltd. (TIAC) on two major projects to expand Taiwan Taoyuan International Airport, «Erasmus» European mobility program with partner airports in Athens, Istanbul, Malta, and Vienna
  • Off-campus/consultancy business: Continuation of the International Consulting trainee program, applications for calls for tenders, participation in trade fairs, acquisition appointments
  • Quality/innovation management: Opening of the InnovationPilot for airport staff and external partners, customers, and passengers, quality campaigns, new dialog management concept, continuous trend and market monitoring


  • Careers/qualifications: Seal from the TÜV (German Technical Inspection Authority) for the Airport Academy as a «certified training provider», over 30,000 training days at the Airport Academy
  • Off-campus/consultancy business: More than 50 major international projects in over 30 countries to date, ten major international projects in 2016, including a management agreement for the commissioning and operation of the new Terminal 2 in Cairo, as well as a consultancy agreement for the development and operation of the new airport in the Honduran capital city of Tegucigalpa
  • Consultancy services on site for the punctual opening of the T2 satellite building
  • Quality/innovation management: InnovationPilot with 833 ideas submitted, crowned 5-star airport, new digital offers for passengers

Onward training

Grafik: Weiterbildung
1) Excluding apprentices, workers in minor employment, temporary workers, interns, and AeroGround Berlin GmbH

Consultancy business

Grafik: Beratungsgeschäft
2) As at May 2017


Icon:Capital Employees


Employees are responsible for the success of a company. With this in mind, the airport is well aware of its special responsibility as an employer. In order to live up to its obligations in this respect, Munich Airport also places a lot of emphasis on having a modern and effective human resources policy devised with people and business needs in mind. The airport offers its employees an array of opportunities and a diverse range of tasks in an exciting environment.


  • Employee satisfaction: Flexible working models, balance between family and career, bonus to reward the income generated in the previous year
  • Training/HR development: 20 different apprenticeship and dual study programs, 274 apprentices in the Munich Airport Group, in-house Airport Academy, external FMG onward training budget of 3.2 million euros
  • Employer: Total personnel expenses of 452.5 million euros in the Group, 8,776 employees1) in the Group, 35,000 employees at over 550 companies on the airport campus


  • Employee satisfaction: Regular employee survey, motivation for active codetermination (e.g. through the ideas pool), reduction in the percentage of temporary workers, performance reviews, onboarding concept
  • Training/HR development: Focusing the apprenticeship portfolio, training monitoring, numerous events, e.g., «Girls’ Day/Boys’ Day», national/international exchange programs, training night, leadership excellence program with new training modules
  • Employer: Social services, e.g. in-house child care service, occupational safety management system, optimized company health and social management (for example, Group health day), support for women in management positions, first female CEO at Flughafen München GmbH since October 2016 and thus a 33 percent share of women on the Executive Board


  • Employee satisfaction: Next employee survey in fall 2017; low turnover rate of 3.42 percent at FMG
  • Training/HR development: 88 new apprentices in 2016, average of more than 15 professional development hours per employee
  • Employer: Increased proportion of women in management roles within the Group, 1,856 of the total of 8,776 Group employees come from more than 50 different countries, proportion of disabled staff in the Group is 7.11 percent (statutory rate is five percent), best «Transport and Logistics» employer in the 2015 and 2016 rankings by Focus magazine, one of the biggest employers in Bavaria

1) Reporting date: December 31: including apprentices and excluding workers in minor employment, temporary workers, interns, and AeroGround Berlin GmbH

I’m fascinated by the insights you get into the whole world here because so many nationalities converge at the airport. My work with the Airport Rescue and Firefighting Service is incredibly varied too.

Number of apprentices in the Group

Grafik: Anzahl Auszubildende im Konzern

Most represented groups of foreign nationals in the Group








Icon: Capital Environment


As the operator of a major piece of infrastructure, Munich Airport is aware of its responsibility for the environment. The aim is to keep the impact on the environment and nature to a minimum, including for the sake of future generations. Key issues include aircraft noise, air pollutants, climate protection, water and waste management, and the protection of nature and species.


  • Climate protection: Long-term climate protection strategy: CO2-neutral airport by 2030 (investment of 150 million euros), stationary and mobile measurements of air quality, electricity and heat from a block heat and power plant
  • Resources: Well-thought out waste management concept, water and flood protection, efficient use of drinking water, de-icer treatment
  • Noise protection: Strict night-flight curfew, aircraft noise monitoring at 16 fixed stations, additional voluntary mobile measurements, noise-based take-off and landing charges
  • Biodiversity: Species and land protection, biotope management for preventing bird strikes and supporting the protection of birds, ecological compensation areas outside the airport fence


  • Climate protection: Increased use of renewable energies, environmental management systems at FMG, Allresto, aerogate, Cargogate, AeroGround, switch to efficient LED technology for runway lighting
  • Resources: Process water wells to protect drinking water, avoiding waste, construction of ground biofiltration systems to protect groundwater
  • Noise protection: Transparent communication of measured values, improvements to take-off and landing procedures, eight mobile measurements on 289 days in 2016
  • Biodiversity:  Proper maintenance of green areas, annual reviews of the flora and fauna, protection measures for meadow breeders and moor-based butterflies


  • Climate protection: Reduction of CO2 emissions to 150,000 tonnes despite the growth of the airport, in contrast to 162,000 tonnes in base year 2005, legal thresholds for contaminant measurements maintained
  • Resources: High recycling rate for waste, around 51 percent recycling rate for de-icer
  • Noise protection: Only 64 percent of the permitted noise level at night is used, online aircraft noise monitoring
  • Biodiversity: Ensuring the survival of endangered bird and butterfly species, increase in environmental value of the vegetation in the ecological compensation area


Munich Airport is going to be climate-neutral by 2030.

Grafik: Klimaneutral

Grafik: Klimaneutral

Efficient use of drinking water

In liters per 1,000 traffic units

Grafik: Sparsamer Umgang mit der Ressource Trinkwasser
Specific drinking water consumption fell slightly by 2.3 percent per 1,000 traffic units.

Greenhouse gas emissions intensity

In kg/passenger

Grafik: Intensität der Treibhausgasemissionen
Around five percent fewer CO2 emissions per passenger compared with the previous year, 37 percent fewer since 2005


Icon: Capital Society


Good cooperation with the region is essential if Munich Airport is to succeed, with open and honest dialog with the surrounding communities playing a key role. As well as being a major employer, an engine for the economy, and a gateway to the world, FMG’s daily challenge is to be a responsible neighbor – in an open dialog and with commitment to the region. The Group cultivates long-term, mutual relationships with key stakeholders in its bid to generate a feeling of trust and acceptance in the society around the airport.


  • Stakeholder dialog: Transparent corporate communication and dialog through a wide range of channels
  • Dialog with politicians: Presence, information, and active participation on a European, national, and regional level, membership in relevant associations
  • Value creation/region: Positive value-added effects for the region and the airport as a business partner and neighbor
  • Community engagement: Willingness to support countless charitable projects in the region, aid campaigns by the Flughafenverein München e.V.


  • Stakeholder dialog: Publications, public relations, visitors’ program, regional trade fairs and receptions, social media
  • Dialog with politicians: Interests represented by the «Political Affairs» support office, regional work by the «Regional Liaison Office», regular publication of the «Policy Newsletter»
  • Value creation/region: Optimization of the location (needs-based expansion, opening of the new T2 satellite building, improved transport links, infrastructure), regional funding, boosting tourism
  • Community engagement: Wide array of sponsorship and corporate citizenship activities, social commitment of the airport association


  • Stakeholder dialog: Positive public reputation of the airport overall, Facebook page for the company with over 123,000 followers, airport recognized as a company committed to sustainability (result of a stakeholder survey), airport press work crowned «Best business communications» by Dr. Doeblin Gesellschaft für Wirtschaftsforschung mbH for an impressive fifth time in a row
  • Dialog with politicians: Representation of interests, dialog, and contac
  • Value creation/region: Large income tax, local trade tax, and social insurance payments, property, plant, and personnel expenditure, around 222 million euros of Group procurements from the surrounding districts, just under 20 million euros of food for Allresto – almost all from Bavaria and a good half from the area directly around the airport
  • Community engagement: Increased acceptance in the region, sustainable and permanent partnerships


A quarter of jobs in the region are provided by the airport

The airport provides 25 percent of all employment relationships liable for social security contributions in the districts of Freising and Erding.

Grafik: Jeder 4. Arbeitsplatz der Region ist am Flughafen

Donations and sponsorship 1)

Proportion of total budget in %

Grafik: Spenden und Sponsoring
1) The annual sponsoring budget is linked to FMG's external sales.