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2014 Compact

Relevancetostakeholders Relevance to FraportHigh Very high Focus for >> strategic development >> Risk control Climate and environmental protection Value added and engagement in the region Diversity and equal opportunities Procurement Noise abatement Employment development Value creation Product quality and customer satisfaction Safety and security in air traffic Appeal as an employer Compliance/ Governance HighVeryhigh Materiality Matrix In addition to the internal risk and opportuni- tiesmanagementsystem,theMaterialityMatrix helps us to identify and take account of risks and opportunities for the benefit of Fraport, or to avoid impacts as appropriate. The system- atic exchange of information with the most important internal and external stakeholders enables us to develop perspectives for the strategic alignment of the company. We report major opportunities and risks in the most recent annual report at www.fraport.de in the “Investor Relations” section. Organization of sustainability management The issue of sustainability has been covered in the central unit of “Business Development, Environment, and Sustainability” since Octo- ber 1, 2012 and is the responsibility of the Chairman of the Executive Board. This unit summarizes sustainability issues of strategic importance and initiates their further devel- opment where appropriate. In addition, it is also in charge of environmental management as well as the creation of the Materiality Matrix and the sustainability program. Since 2014, the Executive Board has decided on decision-related sustainability topics, with the involvement of themanagers of the busi- ness units, service units, and central units. In order to generate synergies in the drafting of reports and design processes in a more efficient manner, the drafting of the sustain- ability report was consolidated with financial reporting on September 1, 2014 and has already been carried out in the “Finance and Investor Relations” segment for 2014. This also includes the maintenance of rankings and assessments. Inclusion of international sites At the international sites, the relevant environ- mental management and human resources departments have thus far covered important sustainability topics. Through the successive introduction of a Group-wide applicable Code of Conduct, corporate responsibility has been given greater attention, taking country and company-specific requirements into account. We first developed a Materiality Matrix in 2010. The result was 17 areas of action, which we developed from all the most important is- sues for Fraport on the basis of the Guidelines of the Global Reporting Initiative (GRI) and in interactive dialog with the most important stakeholder groups of the company. The ma- trix reflects Fraport’s broad understanding of sustainability which is not simply restricted to environmental factors but also encompasses economic and community or social aspects. In 2013, we updated the Materiality Matrix, involving the Executive Board and the man- agers of the business units, service units, and central units, as well as representatives of our most important stakeholders. It was checked that this matrix was up to date in 2014 and its validity was confirmed. Sustainability program Fraport sets targets for strategically important issues and defines the measures necessary to meet them as part of the sustainability program. A corresponding program was developed for the first time in 2010. It is structured analogously to the areas of activity of the Materiality Matrix. The content is re- viewed and carried on each year, including in 2014. Items on the program for the subsidiary companies are also gradually being included. The complete program can be found over the following pages. 14 2014 CompactSituation of the Group 142014 CompactSituation of the Group

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