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2014 Compact

The international orientation of our business means that daily business at Fraport has been characterized by diversity since the very start. We see the different cultural backgrounds, experience, and language skills of our em- ployees as an opportunity to respond flexibly and creatively to changing requirements on the international markets and to benefit from them. Through our diversity management, we therefore specifically promote the establish- ment of diverse teams, among other things. The guaranteeing of equal opportunities for different groups of employees is required here and will continue to form the focus at Fraport in future. We have recognized the “Charter of Diversity”, a corporate initiative to promote diversity in companies and institutions, since 2007. This charter emphasizes the importance of recognizing and valuing diversity and incor- porating it into corporate culture. By 2018, we aim to increase the proportion of women in management positions from 24.3 % (2014) to between 25 % and 35 % within the Fraport parent company, differentiated by business, service, and central units.  Specific training sessions have been directed toward this goal, for example, our mentoring pro- grams and seminars for female specialist staff and managers. In addition, we analyzed the salary development of our female employees in 2014 in cooperation with the Cologne Institute for Economic Research. The results show that there are no significant differences in the remuneration of women and men in our company due to collective bargaining agreements. However, the study did confirm the need to promote more female employees to higher positions. Family-friendly working-time models We offer extensive support and opportunities to our employees in order to help them to maintain a work-life balance. These range from providing assistance in organizing pa- rental leave and family services to advice re- garding issues of domestic care. Our employ- ees can organize their working hours to be as flexible as feasibly possible. Approximately 250 employees worked partly from home (2013: 210). In addition, we help families to organize child care. Fraport has an allocated number of child care and kindergarten places in the vicinity of the airport for the children of employees. Through our cooperation with “Fluggi-Land”, a child care facility initiated by Fraport in 2003 and built in conjunction with Lufthansa, we provide our employees with reasonably priced and flexible child care where needed, which is available from 6 a.m. to 10 p.m., 365 days per year. Our efforts to ensure family-friendly employment for our employees have been recognized multiple times within the framework of an audit by “berufundfamilie GmbH”, part of the Hertie Foundation. Focus on diversity The airport workplace is highly attractive to people of various nationalities. It provides opportunities to meet people of various nationalities, cultures, and languages every day. As at the end of 2014, 1,765 of 11,694 employees of the Fraport parent company did not hold a German passport. The majority of these were employees from Turkey (1,045), followed by Italians (145), Greeks (91), and Spaniards (85)*. These are spread over the entirety of the company. Promotion without a German passport Frankfurt Airport also offers jobs that do not require any specific professional qualifications. For example, it is possible to hire unskilled employees in ground handling services and cleaning services, who will receive basic train- ing and specific orientation. This also gives ap- plicants who have completed training which is not officially recognized in Germany a fair chance. A lack of knowledge of the German language is usually not a barrier. We promote linguistic competences through targeted German courses. Anyone who passes has the opportunity to advance. In ground handling services, around a third of load masters, bag- gage supervisors, and transport masters were not German citizens in 2014. Measuring the mood Using the “Fraport barometer”, we have been able to determine employee satis- faction in the Group. In 2014, the value increased to 2.89 (2013: 3.02; whereby 1 = very good and 5 = inadequate). The average employee satisfaction score in the parent company amounted to 3.14 in the previous financial year and was therefore largely stable compared to the previous year (2013: 3.12). Over 150 individual measures designed to improve employees’ immediate working en- vironments were introduced in 2014. This allowed certain aspects of employee satisfaction to be improved despite continuing tricky conditions. Fraport aims to increase employee satisfaction to an average value higher than 3.0 in the long term. Both company-wide and department-specific measures and their evaluation will contribute to this. From financial year 2015 onwards, employee satisfaction will be determined by means of an online survey. * The figures refer to employees with a foreign passport. No data was collected on employees with an immigration background and German passport. 32 2014 CompactResponsible Corporate Management 322014 CompactResponsible Corporate Management

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