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Strategy, Objectives and Organization

Strategie und Ziele_neu

Strategie und Ziele_neu

Strategy and Objectives

In the long run the upward trend in the volume of air traffic seems to be unabated - this was one of the conclusions arrived at by the "Global Traffic Forecast 2010-2029" of the Airport Council International (ACI). The yearly growth rates are estimated to be in the order of 4.1% as regards passengers and 4.8% with airfreight. Against this background, air safety, noise abatement and climate protection will continue to be major challenges to be met by our industry. With regard to noise abatement and climate protection, Fraport's power and influence as airport operator may be limited. Nonetheless, being part of the aviation industry we regard it as our responsibility to set a good example as far as matters in the immediate domain of our influence are concerned. In addition, we wish to use our leading position among the airports to contribute to a development based on sustainability in our sector.

Sustainability being firmly anchored in Fraport's Corporate Principles in its Agenda 2015, in 2010 we compiled our objectives and the measures necessary for their achievement for the first time in a Sustainability Program. Our strategic orientation was developed in an interactive process involving all important stakeholder groups. Internal and external experts were checking and weighting the various issues identified on the basis of the guidelines pertaining to sustainability reporting as developed by the Global Reporting Initiative (GRI) and in stakeholder consultations. Using these components, we then prepared a materiality matrix. This matrix shows the most important actions for our future development.

Global air traffic is one of the growth engines of globalization. Airports are becoming the primary traffic hubs of the 21st century; they are creating jobs and contribute to the wellbeing of entire regions.

We wish to sustainably shape the growth in air traffic, particularly since we are conscious of the fact that environmental impacts are connected with this development. As a leading airport operator, we are aware of our social responsibilities and interpret sustainability as a creative innovation to link up economic, ecological and social goals with our long-term corporate interests.

Our responsibilities are not confined to the airport. We regard ourselves as a good neighbor at all our locations, are active for the regions we operate in and regard sustainable business dealings as a value-enhancing factor. Regular, extensive and transparent communication of our integral sustainability management regime comes as second nature to us.

Understanding of Sustainability

Organization

The Central Unit identifies key strategic sustainability issues across the company and initiates further development as necessary. The unit is also responsible for environmental management, sustainability reporting and monitoring, and coordination of stakeholder dialogs.

The compliance management system and internal controlling system are among the areas of responsibility. Its management reports directly to the Executive Director Labor Relations. The Sustainability Board is the executive body with responsibility for sustainability management. It is headed by the Chief Executive Officer. Board members include the Executive Director Labor Relations, the senior managers of all divisions, and some senior managers in the Central Units of Fraport AG.

Composition Sustainability Board