Fraport Frankfurt Airport Services Worldwide Ag

Governance roles

Reference: pages 84-85.

Fraport AG has a two-tier board. The Executive Board (five members in 2025) runs the business, and the Supervisory Board (20 members, ten elected by shareholders and ten by employees) oversees it (p.84). At December 31, 2025 the Executive Board was 60% men and 40% women, and the Supervisory Board 65% men and 35% women. The board table shows 20 under independent board members (in %) for the Supervisory Board (p.85).

• The full Executive Board is responsible for the design of sustainability management, and each executive covers sustainability issues in their own area. The central unit Corporate Development and Sustainability coordinates the work and keeps the double materiality assessment (DMA) current (p.85).
• The Finance and Audit Committee of the Supervisory Board monitors financial and sustainability reporting and reviews material risks, including sustainability risks. The Executive Committee considers sustainability in Executive Board pay (p.85).
• Reports on material developments and measures reach the Supervisory Board twice a year (p.85).
• Supervisory Board members state their sustainability skills, and the qualification matrix is on pages 155-157.

Information flow to the boards

Reference: page 86.

In 2025 the Executive Board discussed the material Group risks presented by the Risk Management Committee in four meetings, and the Finance and Audit Committee of the Supervisory Board discussed them in two. Information on objectives, strategies, measures and parameters for impacts, risks and opportunities went from the Executive Board to the Supervisory Board twice (p.86).

• No full revision of the DMA took place in 2025. The Executive Board approved an update of the DMA in November 2025, and the Finance and Audit Committee was informed afterwards (p.86).
• Both bodies dealt with the newly identified climate risks and received a mid-year status on concepts, measures and target achievement (p.86).
• The Supervisory Board commissioned Deloitte GmbH Wirtschaftsprüfungsgesellschaft to audit the Group Sustainability Statement (p.86).
• Fraport has no standardized process for projects whose economic and sustainability effects point in opposite directions. Advantages and disadvantages are weighed case by case (p.86).

Sustainability in incentive schemes

Reference: pages 86-88.

Executive Board pay has a fixed salary, a short-term variable part tied to annual financial targets, a long-term Performance Share Plan and benefits. ESG targets can enter the short-term part through modifiers, but that option was not used for 2025 (p.86).

For the 2025-2028 Performance Share Plan the Supervisory Board set ESG targets that make up 20% of the plan assessment, next to earnings per share and relative total shareholder return (pp.86-87):

• Climate: Scope 1 and 2 emissions of at most 105,000 t CO2e in 2028.
• Own workforce: employee satisfaction of 5.0 on a 1-7 scale, and a 360-degree feedback process completed by 90% of included managers.
• Business conduct: 90% of relevant employees and governing bodies of Fraport AG trained on corruption prevention and antitrust law.

The share of variable pay linked to sustainability was 0% for 2025, because no modifier was applied and the plan period runs 2025-2028 (p.88). Supervisory Board pay has no variable component. The pay system was approved at the May 28, 2024 AGM with 97.7% of votes cast (p.88).

Statement on due diligence

Reference: pages 88-89.

Fraport says due diligence is carried out by all bodies and committees in their regular meetings and is not the subject of separate meetings (p.88). A table on page 89 maps the five core elements of due diligence to the disclosure requirements that cover them:

• Embedding in governance, strategy and business model: GOV-1, GOV-2, SBM-1.
• Engaging affected stakeholders: SBM-2, S1-2, S1-3, S3-2.
• Identifying and assessing adverse impacts: IRO-1, SBM-3.
• Taking action: E1-3, E2-2, S1-4, S3-4, G1-3.
• Tracking effectiveness and communicating: E1-4 to E1-6, S1-5, S1-14, S1-17, G1-4.

Two related points sit elsewhere in the statement. The German Supply Chain Due Diligence Act applies to the upstream supply chain (p.81). For its own workforce, Fraport has no separately defined process to monitor compliance with human rights due diligence duties (p.140).

Risk management and internal controls over sustainability reporting

Reference: pages 89-90.

Fraport runs a Group-wide risk management system and a central internal control system (ICS) built on the COSO framework. A Control Self-Assessment is carried out every year to test the controls (p.89).

• Sustainability reporting has its own controls: standardized documentation, regular plausibility checks, the four-eyes principle in data collection, review and consolidation, and structured control documentation for the external audit (p.89).
• Four reporting risks are named: data integrity, estimation risk (especially emissions), timing risk from late supply chain data, and reputational risk from wrong reporting. Mitigation uses software-based validation, plausibility checks, the four-eyes principle and follow-up on Control Self-Assessment results (p.90).
• Risks are rated on probability and impact. A risk counts as material above 50% probability with high impact, or at 20-50% probability with very high impact (p.90).
• Control Self-Assessment results go to the Executive Board each year, and the Finance and Audit Committee receives an annual ICS report. Event-driven sustainability risks go to the Risk Management Committee and Executive Board quarterly and to the Finance and Audit Committee twice a year (p.90).

Strategy, business model and value chain

Reference: pages 91-95.

Fraport is an airport operator. Revenue comes from airport and infrastructure charges, ground services, security services, retail, real estate and parking (p.91). It reports four segments: Aviation, Retail & Real Estate, Ground Handling, and International Activities & Services. 2025 segment revenue was EUR 1,342.0 million, EUR 551.3 million, EUR 856.5 million and EUR 1,682.4 million (pp.91-92). The Group had 20,531 employees, 16,947 of them in Germany (p.92).

• Fraport has no activity in fossil fuels, chemicals, controversial weapons or tobacco (p.92).
• Sustainability targets sit in the Fraport.2030 strategy, with priorities growth and sustainability, efficiency and innovation, and top employer. The stated aim is to be the leading operator of environmentally friendly airports by 2030 (p.92).
• KPIs are passenger numbers, GHG emissions and employee satisfaction. Two flagship projects carry the sustainability work: the decarbonization master plan and HRneo (p.93).
• Key value chain actors are airlines, passengers, real estate and ground services partners, concessionaires and the cargo community (p.94).

Interests and views of stakeholders

Reference: pages 96-97.

Fraport names five main stakeholder groups: customers, business partners, owners, employees and local communities. Their interests feed into the three priorities of the Fraport.2030 strategy (p.96). Anyone can write to sustainability management at a published email address (p.96).

• Channels include airline forums, surveys, passenger feedback management, employee surveys, investor conferences, airport associations, and for Frankfurt the Air Cargo Community, the Environment and Neighborhood House and the Aircraft Noise Commission (p.96).
• The neighborhood dialog gives residents flight route maps, a request form and explanations on noise and air quality (p.96).
• A table links each group to a channel: customer surveys, the Supplier Code of Conduct, reporting and the AGM, employee surveys, neighborhood dialog, and association work (p.97).
• Findings go to the Executive Board and Supervisory Board as needed. The stakeholder dialog in 2025 caused no significant change to the Group strategy or business model (p.97).

Material impacts, risks and opportunities

Reference: pages 97-102.

The SBM-3 table lists 14 material impacts, risks and opportunities (pp.98-101):

• E1 Climate change: negative impact from GHG emissions (Scope 1, 2 and 3), dominated by Scope 3; negative impact from energy consumption; risk of flooding at Porto Alegre; risk of higher site costs at Frankfurt from climate regulation.
• E2 Pollution: negative impact from air pollutants, including ultrafine particles.
• S1 Own workforce: positive impacts from inclusive employment and strong employee participation (Germany only); negative impacts on occupational health and safety and from missing development paths.
• S3 Affected communities: positive economic contribution to regions; negative impact from aircraft noise; potential negative impact from accidents or terrorist attacks.
• G1 Business conduct: potential negative impact from corruption; cyber risk.

Fraport sees no fundamental difference in perspective between Fraport AG and the Group (p.102). The S3 noise and economic impacts and the G1 cyber risk are labeled additional undertaking-specific information (p.102). The 2025 review found no new IROs (p.102).

Process to identify and assess material IROs

Reference: pages 102-106.

The DMA was carried out in 2024 and reviewed in 2025 without a full rerun. The review found no new material IROs. Legal and compliance risks dropped out of the material list because the trigger, a US sanctions risk tied to business with Iran Air, no longer applied (p.102).

• An expert committee drawn from specialist departments and Group companies ran workshops, with the Frankfurt site as the model case. Results were checked by Group company representatives (p.103).
• A web-based stakeholder survey in eight languages reached 21 stakeholder groups sorted into four categories (p.103).
• Impacts were scored 1-4 for scale and scope, plus immutability for negative impacts, and the maximum sets severity. Risks and opportunities follow the risk management method, with probability from 0.2 to 0.8 (pp.104-105).
• Time horizons are short (1-2 years), medium (2-5) and long (5-10), which differ from ESRS 1 (p.104). Climate risks use longer periods.
• The cut-off for materiality follows the Group risk reporting matrix (p.104).
• E3, E4, E5, S2 and S4 fell below the cut-off and were excluded (p.105).

ESRS disclosure requirements covered

Reference: pages 80, 105, 107.

The ESRS index on page 80 lists each disclosure requirement with its page. It covers the ESRS 2 requirements (BP-1 to IRO-2), E1-1 to E1-6, E2-1 to E2-3, S1-1 to S1-6, S1-8, S1-9, S1-12 to S1-14, S1-16, S1-17, S3-1 to S3-5, G1-1, G1-3 and G1-4, with the topic-level SBM and IRO-1 sections. It carries no entry for E1-7 to E1-9, E2-4 to E2-6, S1-7, S1-10, S1-11, S1-15, G1-2, G1-5 or G1-6.

Five of ten topical standards are material for 2025: E1, E2, S1, S3 and G1 (p.79). Fraport says each disclosure requirement was assessed for materiality inside the DMA and that datapoints were omitted where materiality was not confirmed (p.105). Appendix B (p.107) lists the datapoints that derive from other EU legislation and marks each as material, non material or not reported (phase-in).

Transition plan for climate change mitigation

Reference: pages 118-121.

Fraport AG and its fully consolidated Group companies are bound to net zero in Scope 1 and 2 by 2045. Interim Scope 1 and 2 targets for the Group are 95,000 t CO2e by 2030 and 40,000 t by 2040, and for Fraport AG 50,000 t and 25,000 t, to be met without compensation (p.118). The Executive Board adopted the decarbonization master plan in 2022 and rolled it out Group-wide in 2023. The Decarbonization Board reviews it every year (p.118).

• Three levers: reduce energy demand, change energy sources, and use emission-free energy (p.119).
• Fraport has set no Scope 3 reduction targets. It points to aviation as hard to decarbonize and to limited fuel production capacity (p.119).
• The Frankfurt master plan has an indicative cash outflow of EUR 432.5 million through 2045. EUR 62.1 million was spent up to 2024 and EUR 25.4 million in 2025 (p.120). About EUR 17.6 million of 2025 CapEx at Frankfurt meets the EU Taxonomy criteria (p.121).
• Fraport sees no significant lock-in of Scope 1 and 2 emissions. It plans a model for the largest Scope 3 item, flight emissions (p.121).

Identification of climate-related risks and scenario analysis

Reference: pages 123-124.

Back-filled from ESRS 2 IRO-1 and ESRS E1 SBM-3, where this content is disclosed in the FY2025 report (pages 122-124). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

Fraport ran its climate risk and opportunity analysis from May to November 2025 for Group sites with operational control, money at risk and material status (pp.122-123).

• Physical risk: Munich Re Location Risk Intelligence data (as of August 2025), hazards taken from the EU Taxonomy table in Delegated Regulation (EU) 2021/2139, scored 1 to 5. Scenario: IPCC SSP5-8.5 as worst case, about 4.4°C by 2100. Horizons: 2025, 2030, 2040, 2050 and 2100 (p.124).
• Transition risk: a Group-wide survey across the value chain, including airlines, using the IEA Net Zero Emissions 1.5-degree scenario to 2050 (pp.122, 124).
• Result: flooding at Porto Alegre (physical, short term, gross material, net low) and higher site costs in Frankfurt from climate regulation (transition, long term, gross material, net significant). No material climate opportunities (p.122).
• Greece: a separate study (RCP4.5 and RCP8.5) found potential long-term sea level exposure at four airports, rated not material. Site inspections follow in 2026 (p.122).

Also presented under ESRS 2 IRO-1 and SBM-3 (2023 ESRS numbering).

Resilience in relation to climate change

Reference: pages 122-123.

Back-filled from ESRS E1 SBM-3, where this content is disclosed in the FY2025 report (pages 122-123). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

Fraport ran a resilience analysis in Q4 2025, after the climate risk analysis, in three steps: climate assumptions in the IAS 36 impairment test, a stress scenario in the extended business plan using risk-adjusted values from risk aggregation, and a strategic evaluation by Corporate Development and Sustainability (p.122).

• Assumptions include a 10% rise in ticket prices by 2040 with a 5% fall in demand, plus modeled effects of the EU fit-for-55 measures. Master plan costs are in the planning figures (p.123).
• Result: the analysis concludes that the resilience of the business model to climate change is not at risk (p.123).
• Porto Alegre flood risk is covered by property and business interruption insurance and by force majeure compensation in the concession agreement, which leaves a low net risk. The Frankfurt cost risk stays considerable net of countermeasures (p.123).
• Capacity to adapt: Fraport cites high liquidity reserves and open capital market access for carrying out all planned CapEx and measures (p.121).
• Uncertainty: Fraport notes limits in the scenario models (p.124) and plans a deeper climate risk analysis (p.123).

Also presented under ESRS 2 SBM-3 (2023 ESRS numbering).

Policies related to climate change mitigation and adaptation

Reference: page 125.

Climate change mitigation, adaptation, energy efficiency and renewable energy sit in the Group strategy under growth and sustainability and efficiency and innovation. The decarbonization master plan is the central piece, and it now covers all consolidated companies under operational control and all greenhouse gases under the GHG Protocol (p.125).

• Cutting Scope 1 and 2 emissions, which Fraport controls directly, comes before value chain emissions. Scope 3 has been assessed across all 15 GHG Protocol categories since the 2023 reporting year (p.125).
• Energy use of Fraport infrastructure and processes is the main cause of its emissions and a focus of the plan (p.125).
• Corporate Development manages the plan Group-wide, and sites and companies carry it out. The Decarbonization Board monitors progress under Executive Board oversight, with unit managers from Corporate Development and Sustainability, Infrastructure Management and several controlling units (p.125).
• Decisions of the Decarbonization Board enter the medium-term planning of the Group companies, and climate risk results inform adaptation strategies at the sites (p.125).

Actions and resources in relation to climate change policies

Reference: pages 125-127.

Action centers on Frankfurt, the largest emitter in the Group (p.125). In 2025 the focus was emission-free energy.

• A 17 MWp photovoltaic system, 2,800 m long beside Runway West, opened in stages from Q4 2025 to Q1 2026. Fraport estimates it saves about 5,700 t CO2e a year against German grid power. Wind power purchase agreements supplied about 255 GWh in 2025, and green solar and wind electricity covers about 90% of Frankfurt's supply (p.125).
• Abroad: PV and battery storage at all 14 Greek airports (first plant at Thessaloniki, in operation since September 2025), 100% renewable electricity at Fraport Slovenija, Porto Alegre and Fortaleza, and a hydropower agreement at Lima delivering about 67 GWh in 2025 (pp.125-126).
• Fleet: 59 electric vehicles bought in 2025, for a total of 845 (about 28% of the fleet), and more than 680 charging points at Frankfurt, about 300 of them new in 2025 (p.126).
• 2025 CapEx at Frankfurt: about EUR 9.3 million for PV, EUR 8.1 million for the Terminal 1 technical centers and EUR 3.4 million for charging infrastructure. PPA OpEx was about EUR 28.7 million (pp.126-127).

Targets related to climate change mitigation and adaptation

Reference: pages 127-128.

Fraport has one combined Scope 1 and 2 target (market-based, operational control), with net zero in 2045 and interim Group levels of 95,000 t CO2e in 2030 and 40,000 t in 2040. It has no separate gross reduction target (p.128). The base year is 2023, which Fraport treats as representative of traffic after the pandemic, and it was not adjusted (p.128).

• Progress: emissions fell by 75,563 t CO2e, or 40.9%, against the base year. That is below the planned reduction of about 111,500 t. The largest contributions came from the measure bundles in the waterfall chart, in particular more emission-free energy bought than planned (p.128).
• Residual emissions in 2045 are expected at 42,000 t CO2e, slightly above a 37,600 t cap that Fraport derives from the SBTi Net-Zero Standard. The interim paths cut about 6.9% a year to 2030 (SBTi figure 6.0%) and about 3.0% a year to 2040 (SBTi 2.4%). Fraport still expects a 90% cut by 2050 to be likely (p.128).
• Scope 3: no policies, targets or comprehensive measures exist yet. Reduced Engine Taxi-Out and Taxi-In procedures run with Deutsche Lufthansa, and ground power and pre-conditioned air systems are being added on the apron (p.128).

Energy consumption and mix

Reference: page 129.

Total energy consumption was 869,590 MWh in 2025, against 860,868 MWh in 2024 (p.129).

• Fossil sources: 366,298 MWh (42% of the total), down from 434,726 MWh (50%). This includes 116,573 MWh of crude oil and petroleum products, 7,623 MWh of natural gas and 242,103 MWh of purchased electricity, heat, steam and cooling from fossil sources.
• Renewable sources: 499,046 MWh (57%), up from 417,809 MWh (49%). This includes 472,689 MWh purchased, 12,498 MWh self-generated and 13,859 MWh of renewable fuels.
• Nuclear: 4,246 MWh.
• Fraport counts itself as active in high climate impact sectors. Energy intensity per net revenue was 0.000196 MWh per euro on revenue of EUR 4,432.2 million (2024: 0.0001944, up 0.8%). Adjusted for IFRIC 12 construction revenue it was 0.000207 MWh per euro on EUR 4,210.5 million (2024: 0.0002211, down 6.4%).

Gross Scopes 1, 2, 3 and total GHG emissions

Reference: pages 130-131.

• Category 11 (use of sold products) is the largest Scope 3 item at 20,172,485 t in 2025, of which aircraft emissions are 18,425,237 t. Landside access rose 54.8% to 1,686,714 t. Category 15 (investments) fell 35.8% to 1,783,938 t (p.130).
• Significant categories are 1, 2, 3, 7, 11 (split into aircraft emissions, landside access and tenant services) and 15, which covered over 98% of the 2023 Scope 3 inventory. Categories 9, 10 and 14 were judged not relevant. About 91% of Scope 3 comes from primary value chain data (2024: 87%) (p.131).
• Market-based GHG intensity was 0.0050508 t CO2e per euro of net revenue (p.131).

Policies related to pollution

Reference: pages 132-133.

Of the E2 sub-topics, only air pollution was assessed as material for the Group and its value chain. Sources are fuel combustion on the apron and from aircraft close to the ground. The policies cover Frankfurt, where Fraport can influence the most, with summary information on other airports (p.132).

• Frankfurt runs an EMAS environmental management system, validated for over 25 years, that includes ground-level aircraft emissions. Corporate Development and Sustainability reports on it to the Executive Board every year (p.133).
• Three levers: cut emissions from aircraft handling and infrastructure (mainly Fraport's own vehicle fleets), cut auxiliary power unit use, and encourage lower-emission aircraft (p.133).
• Air quality has been monitored since 2002 for nitrogen oxides, carbon monoxide, ozone, PM10, PM2.5, hydrocarbons, ultrafine particles and sulfur oxides, led by the Hessian state environment agency (p.133).
• Airports with Fraport interests generally have ISO 14001-based systems that are only partly externally certified. All include air pollutants except Lima (p.133).

Actions and resources related to pollution

Reference: pages 134-135.

• Fleet: Fraport is converting its Frankfurt fleet to low-emission and electric drives, to be finished by 2045 at the latest, as part of the decarbonization lever of changing energy sources (p.134).
• Auxiliary power units: fixed ground power positions are being expanded, heating-oil ground power units are replaced with battery-electric ones as units come up for replacement, and pre-conditioned air systems are in pilot operation (p.134).
• Aircraft: Frankfurt charges airlines for nitrogen oxide and hydrocarbon emissions in the landing and takeoff cycle, per kilogram of nitrogen oxide equivalent (p.134).
• Ultrafine particles: Fraport supports the SOURCE FFR exposure study (running since April 2023, results expected fall 2026) and the three-year health impact study by TU Dresden, which began in 2025 (pp.134-135).
• Monitoring: Frankfurt publishes aircraft pollutant quantities in the annual EMAS environmental statement. Air quality is measured continuously at Thessaloniki, Corfu and Rhodes, and only periodically or not at all at other airports (p.135).

Targets related to pollution

Reference: page 135.

Fraport has set no outcome-oriented reduction targets for air pollutants and states that no targets in the sense of the ESRS exist (p.135).

• At all Group airports Fraport records, qualitatively, any deviation from local operating requirements or complaints from authorities about air pollutant levels. The international airports reported no deviations in 2025 (p.135).
• Site-level emission and air quality indicators collected locally are not used to manage the air pollution IRO at Group level (p.135).
• Fraport treats pollutant reduction as addressed indirectly through the decarbonization levers and targets in E1 (p.135).
• At Frankfurt, emissions-based airport charges and the EMAS process (continuous improvement, annual third-party assessment) apply. Aircraft emissions have been calculated since 2000 and progress is documented (p.135).

Policies related to own workforce

Reference: pages 138-140.

Fraport says it has developed policies and measures to counter the material negative impacts on its own workforce and strengthen the positive ones (p.138). Group companies outside Frankfurt may add local programs.

• Inclusive employer: a Group works agreement on partnership-based conduct, diversity and equal treatment sets rules on discrimination, harassment and equal opportunity, and the Code of Conduct for Employees applies worldwide. Fraport committed to the Diversity Charter in 2007 (p.138). Employees can report discrimination through the global whistleblowing system (p.138).
• Strong employee participation: statutory co-determination rules are followed, so Fraport sees no need for a separate strategy (p.138).
• Health and safety: a Group Occupational Health and Safety policy draws on ISO 45001. It applies directly to Fraport AG and German subsidiaries and is a recommendation for international companies (p.139).
• Development paths: training and development programs, run by the heads of HR (p.139).
• Human rights: commitments to the ILO Declaration, OECD Guidelines and UN Global Compact. Fraport rejects trafficking, forced labor and child labor, and has no separate process to monitor compliance with human rights due diligence (p.140).

Actions on material impacts on own workforce

Reference: pages 141-143.

Fraport allocated no separate budgets for these measures in 2025. Costs sit with the responsible departments and Group companies, and there is no direct measurement of success. Effectiveness is considered through regular assessment and reporting on occupational safety and health (p.141).

• Employee participation: departmental meetings, feedback rounds, workshops, guidelines on involving co-determination bodies, and a workflow system to send concerns to the right body. No measures exist beyond these offerings, though Fraport keeps reviewing them (p.141).
• Inclusive employer: training and awareness programs. In 2025 the focus was discrimination, with seminars on racism and unconscious bias, and the Respektlotsen project grew to 24 ambassadors in ground handling (pp.141-142).
• Health and safety: the S.A.F.E. initiative, piloted in Ground Handling in 2024 and extended Group-wide from 2025, a bimonthly Occupational Health and Safety Spotlight, an in-house occupational health department, and an emergency clinic at Frankfurt. Departments report progress to Fraport AG management each quarter (p.142).
• Development paths: follow-up projects to HRneo (finished December 2024), including HR IT, job families, a new performance management system and 360-degree feedback for managers (p.143).

Targets related to own workforce

Reference: pages 143-144.

Responsible departments set targets within statutory requirements and the strategic priorities, present them to employee representatives and report progress to the Executive Board (p.143).

• Women in management (Germany): by the end of 2026, 30.8% at the first level below the Executive Board and 30.2% at the next level. For Fraport AG, 31.8% and 30.9% (p.143).
• Severe disabilities: at least 5% of jobs at Frankfurt filled by persons with severe disabilities or equivalent, a statutory quota reported yearly to the Federal Employment Agency (p.143).
• Accidents: a Lost Time Injury Frequency (LTIF) target of 20.0 by 2030, agreed with workers' representatives. The 2025 Group LTIF was 24.5. The 2024 figure of 22.1 was restated to 22.6 after late registrations (p.144).
• No targets: strong employee participation, because German law already sets the standard, and lack of development paths, where Fraport first monitors existing measures and may set an indicator later (pp.143-144).
• No Group-wide targets cover foreign companies for diversity (p.144).

Characteristics of the undertaking's employees

Reference: page 144.

The Fraport Group had 20,531 employees at year-end 2025, counted from monthly headcounts at the reporting date. The average over the year was 19,587 (p.144).

• No employees are recorded as other or unspecified gender, and none on non-guaranteed hours (p.144).
• Germany is the only country with more than 50 employees making up at least 10% of the total, with 16,947 employees (p.144).
• Employee turnover, covering voluntary leavers, dismissals, retirement and death, was 3,346 people, or 16.3% (p.144).

Collective bargaining coverage and social dialogue

Reference: pages 144-145.

Various collective bargaining agreements apply across the Group and cover working time, pay, leave, special payments and pensions. At international sites the agreements follow local law and custom. Agreements are renegotiated regularly (p.144).

• 89.2% of all Group employees are covered by collective bargaining agreements (p.145).
• 83.9% of employees are covered by workers' representatives (p.145).
• Germany is the only country where more than 10% of the workforce works, and the only one shown in the coverage-rate table (p.145).
• There is no agreement on representation by a European Works Council, an SE works council or an SCE works council (p.145).

Diversity metrics

Reference: page 145.

Gender distribution covers management levels 1 and 2 below the Executive Board and level 2 below the managing directors of Group companies (p.145).

• Under the German FüPoG II act, the share of women at the first management level in the German Group companies rose to 29.7% (28.6% in 2024) and fell to 32.0% at the next level (33.3% in 2024). At Fraport AG the shares were 33.3% and 27.5% (26.3% and 31.9% in 2024) (p.145).
• Age structure: 2,855 employees under 30 (13.9%), 10,135 aged 30-50 (49.4%) and 7,541 over 50 (36.7%) (p.145).

Persons with disabilities

Reference: pages 145-146.

6.1% of the own workforce are persons with disabilities (p.146).

Fraport counts employees with disabilities under the legal definition of each country and divides by total employees. The statutory definitions are not identical worldwide, which limits comparability inside the Group. Fraport accepts that imprecision in Group-wide reporting, since the metric is also tracked by the individual companies (p.146).

For Frankfurt, the statutory quota for severely disabled persons is described under S1-1 and S1-5 (pp.138, 143).

Training and skills development metrics

Reference: page 146.

52.5% of employees took part in regular performance and career assessments in 2025, measured against the total workforce (p.146). Most employees get an annual appraisal against defined objectives and competencies. Employees with development prospects also get potential and career assessments, and executives have their own appraisal formats that cover leadership and social competencies (p.146).

• Average training hours per employee: 27.3 for men and 34.1 for women (p.146).
• Training offers include mandatory safety and compliance courses, specialist programs for business areas, leadership development, language courses, IT training and seminars on occupational safety, health protection and intercultural cooperation (p.146).

Health and safety metrics

Reference: page 146.

Occupational accidents with more than one lost working day are recorded Group-wide and form the basis of the LTIF metric. Reporting is mandatory from the third lost day, and all calendar days count (p.146).

• 85.2% of the workforce is covered by a health and safety management system.
• Work-related fatalities: 0, and so 0 days lost to fatalities.
• Reportable work accidents: 585 (work, commuting or sports accidents with more than three days of absence), shown with a rate of 19.2.
• The Group LTIF was 24.5 in 2025, against a 2030 target of 20.0 (p.144).

Fraport lists S1-14 in its due diligence table among the tracking disclosures (p.89).

Remuneration metrics

Reference: page 147.

• Gender pay gap: 11.2% across the Group. It compares average gross hourly earnings of men and women, as a share of men's earnings, and includes all pay components such as bonuses and special payments (p.147).
• Pay ratio: the highest-paid individual, the Group CEO, earned 42.7 times the median annual total remuneration of all other employees, counting fixed and variable pay and fringe benefits paid in 2025 (p.147).
• All Group employees were included in the pay gap calculation. Bonuses are paid after target assessment in the following year, which creates a timing difference that recurs every year (p.147).
• For employees outside collective agreements, staff posted abroad and Executive Board members, the calculation assumes a 39.3-hour week, the average for employees under collective agreements (p.84).

Incidents, complaints and severe human rights impacts

Reference: page 147.

Fraport received 243 complaints in 2025 that relate to human rights violations or discrimination, including harassment, through the channels open to employees (p.147). Cases are shown by channel and are not consolidated, for data protection reasons.

• No material fines, penalties or compensation were paid for discrimination or harassment cases. The amount is not reported separately in the financial statements because it is not material (p.147).
• Fraport identified no severe human rights incidents, such as forced labor, human trafficking or child labor, and no violations of the UN Guiding Principles, the ILO Declaration or the OECD Guidelines (p.147).

Policies related to affected communities

Reference: pages 149-151.

Fraport's stated aim is to build understanding and acceptance of airport operations through open dialog, with the main focus on limiting burdens. Tools include an online neighborhood portal, newsletters and brochures, a citizen hotline and a central email address (p.149). Focus varies by region.

• Economic factor: the Fraport.2030 strategy targets resilient, profitable growth, and Group companies donate and sponsor local projects in areas such as child support, environmental protection and sports (p.149).
• Noise: Frankfurt manages noise through its EMAS system. There is no Group-wide noise policy, because laws and geography differ between airports, so measures sit with each site. The Hellenic Civil Aviation Authority found noise limits exceeded at Corfu in 2025, and a noise study is planned for 2026 (pp.149-150).
• Accidents and terrorist attacks: a security concept based on the German Aviation Security Act, EU Regulation 300/2008 and ICAO standards, with work alongside federal police, customs and intelligence services (p.150).
• Human rights: commitments to the UN Guiding Principles, the Universal Declaration of Human Rights, OECD Guidelines and the ILO Declaration. Fraport knows of no non-compliance cases in 2025 (p.151).

Actions on material impacts on affected communities

Reference: pages 152-154.

• Economic factor: Fraport does not list actions for this positive impact, because its growth measures serve the business model first. It supports the regions through donations and sponsorship for child development, environmental protection and sports (pp.152-153).
• Noise: aircraft noise at Frankfurt is monitored continuously, and monitoring also runs at Group airports. Fraport sits on the Aircraft Noise Commission and the Airport and Region Forum, and publishes live noise data (FRA.NoM) and an interactive noise map (FRA.Map). Lima has a committee against aircraft noise (p.153).
• Accidents and terrorist attacks: background checks, passenger and cargo screening, training, access control, video surveillance, physical protection of critical areas, emergency scenarios and regular audits (p.153).
• Fraport found no material risks or opportunities for affected communities. It does not evaluate the effectiveness of the measures systematically, allocates no separate budgets and carries costs in ten-year business planning (p.154).

Targets related to affected communities

Reference: page 154.

• Economic factor: no specific regional development target. Fraport uses Group passengers as an indicator for the growth priority. 63.2 million passengers used Frankfurt in 2025, and the Executive Board expects around 65 to 66 million in 2026. International airports counted around 144.8 million passengers in 2025. About 187 million passengers are expected at the fully consolidated airports in 2030 (p.154).
• Noise: at Frankfurt, keep the noise area under the forecast value of 22,193 ha set in the 2007 planning decision. Compliance is checked in the annual EMAS certification and published on the neighborhood portal. No comparable targets exist for international holdings (p.154).
• Accidents and terrorist attacks: no quantitative targets, because these are rare events that cannot be planned. Fraport relies on risk identification, prevention and work with authorities (p.154).

Business conduct policies and corporate culture

Reference: pages 158-159.

Compliance and integrity are core parts of Fraport's culture under the Fraport.2030 strategy, and the Code of Conduct for Employees sets the rules for the Group (p.158).

• Reporting channels: the electronic whistleblowing system BKMS is open worldwide to employees, customers, suppliers and third parties around the clock, and there is an external ombudsperson. In an online survey at Fraport AG in 2024, 77% of participants knew the system (p.158).
• Investigations: reports are examined by qualified, independent people bound by confidentiality, each case ends in a confidential final report, and weaknesses lead to preventive measures. Good-faith whistleblowers are protected from retaliation (p.158).
• Training: mandatory, group-specific business conduct training, including compliance and corruption prevention, through e-learning and the Intranet (p.158).
• Highest-risk functions: procurement and the requesting departments, marketing and sale of services, and management of the international investment portfolio, found through the compliance risk analysis (p.159).

Targets related to business conduct

Reference: pages 162-164, 159, 87.

Back-filled from the business conduct chapter (G1.MDR section and G1-3) and ESRS 2 GOV-3, where targets are addressed as part of the MDR disclosures rather than as a numbered disclosure requirement. G1-3 became a standalone DR only in the 2025/2026 ESRS.

Fraport has set measurable compliance training targets for 2025-2028. Full achievement means 90% of relevant employees and governing bodies of Fraport AG have been trained on corruption prevention and antitrust law. The target is linked to Executive Board remuneration through the Performance Share Plan (pp.87, 159). Fraport has not set corresponding training targets for the wider Group (p.159).

• Annual measures to reach compliance objectives are set in the planning process and checked at year-end (p.159).
• The G1.MDR section (p.162) lists the policies and measures for business conduct. It says no standalone anti-corruption policy exists and that no further measures were added in 2025 (p.163).
• For cyber risk, the security management system has indicators and targets to check effectiveness, but Fraport does not publish them for security reasons (p.164).

Incidents of corruption or bribery

Reference: page 161.

Fraport reports no convictions, and therefore no fines, for violations of anti-corruption or anti-bribery rules in 2025 (p.161).

• Fraport applies a zero-tolerance policy, laid down in the Group Codes of Conduct. If a breach is found, responses can include labor-law sanctions, damage claims, criminal complaints or applications for prosecution, and changes to rules, procedures and controls (p.161).
• The Compliance department collects and documents the indicators. The report says no external audit or assurance of this information took place in the reporting period (p.161).
• The IRO table lists corruption as a potential negative impact, with isolated cases with clear criminal intent not preventable despite the measures (p.100).