October 2025
An interview with Dr. Lutz Weisser on the evolution of Munich Airport International
Munich Airport International (MAI) has evolved significantly over the past decades — from a consulting company to a full-fledged airport operator with global reach. Dr. Lutz Weisser, Managing Director MAI, shares insights into this transformation, the challenges of managing airports worldwide, the role of partnerships, and the company's future direction.
MAI has undergone significant development in recent years. Could you give us an overview of this transformation?
Dr. Weisser: "The story of MAI began in 1992, when Munich Airport was moved from the central city center location München Riem to Erdinger Moos where Munich Airport is operating right now. The move took place literally overnight and only a couple of days later, we received a call from Bangkok airport seeking our expertise. No one knew how to connect the international call back then, but that's when our international journey started. So, we began helping other airports, and that's the point where our core product ORAT (Operational Readiness and Airport Transfer) was born.
From those early days, we steadily expanded our portfolio—from offering a single product to becoming a one-stop shop for business planning, master planning, airline marketing, and aviation concepts. In 2017, Munich Airport International was established as an 100% subsidiary of Flughafen München GmbH, and we began taking on management roles at airports worldwide. We transformed from a service company to an airport operator.
One of our first major projects was in Honduras, where we took over operations at the new Palmerola Airport. From there, we moved on to even larger projects.
A true milestone came in 2018, when we began operating Terminal A at Newark Liberty International Airport, marking our entry as a terminal operator in the United States. We are extremely proud that Terminal A received the prestigious 5-Star rating from Skytrax in its first year of operation, reflecting the high level of satisfaction among passengers and airlines alike. In 2024, the terminal welcomed around 18 million passengers, and we were honored to be recognized as the best new terminal by Skytrax. These achievements underscore our commitment to excellence and the positive impact we strive to deliver."
What were the first experiences in managing airports around the world and what was the strategic motivation behind moving from consultancy to airport operation?
"The strategy behind this shift - from a one stop shop consultancy to a multi-airport operator - clearly goes to diversify the business model of running an airport like Munich. When faced with a crisis, such as a pandemic, the risks of relying on just one airport become evident. The chances that all other airports worldwide will encounter the same problems simultaneously are much lower. Therefore, having multiple airports operating as part of your business model provides stability and resilience.
The very first project that we started was with Meridiam as an investor in Sofia, Bulgaria, where we are operating the supporting unit and we feel that airport has also been a success story.
There is a clear visual impact on the passenger processes, and when it comes to some of the numbers, the additional revenue from aviation is evident. We believe that both the government, as the grantor of Sofia Airport for this transition, and our investment partner, Meridiam, are pleased with the progress we are making. I believe the concession of Sofia marked a significant milestone, as did the founding of the company as a separate unit in 2017.
The awarding of the concession for Terminal A at EWR by the Port Authority of New York and New Jersey was another major milestone in terms of our international projects. Additionally, the history of FMG is closely inter-twined with the work that Munich Airport International carries out. The opening of the satellite and the next milestone is just around the corner which is the opening of the new pier at Terminal 1, a major expansion to Terminal 1 in three decades. And we are heavily supporting the opening: we are doing the ORAT services for our colleagues at Terminal 1. That's really the next milestone for us as a company in moving forward to show that we are not only supporting other airports but the expertise that we have gained internationally we're putting to good use nationally, domestically at our own campus."
By building an international portfolio, we create stability. Sofia is a great example, where we act as a third-party operator together with our partner Meridiam. The concession award in Sofia was a true milestone for us.
What are some specific challenges when managing airports across diverse regions globally?
"Cultural differences are both a challenge and an enrichment. For example, in the U.S., we had to adapt to legal requirements proving that a certain amount of value creation involves minorities - something that would be difficult to apply in Germany. Data protection and passenger perception also vary widely. Our goal is to make every passenger feel welcome, despite security and control procedures. We must navigate vastly different legal and cultural frameworks - from South America to South Asia.
The major challenges are cultural differences. Let me give you an example: In the U.S., working with the Port Authority in New Jersey required us to prove that 30% of the total value creation- including work by our staff, contractors, and their projects - was performed by minorities. This was a major adjustment for us, as such categorization is not permitted in Germany, making the implementation of these requirements particularly challenging.
And of course, we face cultural challenges due to the very diverse and distinct cultures involved. While the U.S. may not be so different from Germany, when operating in Asia, South America, or Sub-Saharan Africa, we encounter much greater complexity. We strive to be prepared for this by bringing the experience we have gained at Munich Airport as a diverse employer. Munich Airport International is an even more divers employer, so we make a point of learning from our colleagues. For example, when we go to India, we learn from our Indian colleagues, which has helped us avoid major cultural misunderstandings. If you work at an airport, you naturally respect passengers from all different parts of the world. If you are passionate about aviation and transport, you develop an interest in diverse cultures and people. That's exactly what we aim to incorporate when preparing some of our colleagues and projects for cultural challenges."
Are there other important challenges?
"The biggest challenge lies in protecting the data of passengers arriving and departing. What I mean is that, despite the complexities of immigration, emigration, and various laws and regulations, you must ensure that all passengers still feel welcome. You have to make passengers feel welcome throughout all processes, especially during security checks and baggage handling. Passengers should feel secure so they can fully enjoy their journey - whether they are departing from or arriving at our airports. Providing this sense of welcome is becoming increasingly challenging due to new regulations and the various security concerns, particularly when flight routes must avoid conflict zones.
This just goes to show that nothing can be taken for granted. It is a clear challenge that must be addressed moving forward in airport management. The core challenge for airport management is to get the basics right. These basics include on-time performance and baggage handling - you want to depart on time, arrive on time, and have your luggage arrive with you. As simple as this sounds, it remains a persistent challenge. Everything else, such as the non-aviation aspects, passenger experience, the airport as a destination, and connectivity, builds on top of getting these fundamentals right."
How important is sustainability in your vision for the future?
"Sustainability is absolutely essential. We must take climate change seriously. As an airport operator, we can control scope 1 and 2 emissions but not the transfer – direct energy use and operational emissions. We try to find ways to minimize pollution. What we do control is our CO2 neutrality for our own infrastructure. Our goal is carbon neutrality for our infrastructure. In Munich, we focus on photovoltaic systems, use convection effects for wind energy, and envision airports as future energy hubs."
How is digitalization changing airport management?
"Fundamentally. The future lies in seamless, data-driven processes. Today, passenger flows are often stop-and-go, check-in, security, boarding. AI and automation will improve that significantly. Also, "trust-based security checks" are becoming more common, especially in the U.S.
Collaboration is key: airports, airlines, and authorities must share data intelligently to enable efficient operations and enhance the passenger experience."
Partnerships are absolutely vital. An airport only functions if all stakeholders - airlines, authorities, local government - work together closely. In Newark, for instance, we have daily meetings with security agencies, city representatives, and service partners. We also implement Integrated Terminal Operating Centers (ITOCs), where everyone collaborates in real time - enabling swift, efficient decisions.
What role do partnerships play in the success of MAI's projects?
"Without your airport community, you’re lost as an airport operator. Maintaining strong and essential stakeholder relationships is crucial; without them, you cannot effectively run an airport. In the U.S., we hold daily meetings with the TSA regarding security and regularly coordinate with the Port Authority of New York and New Jersey. It is vital to stay fully informed about everything happening at your airport in terms of rules and regulations. Building a strong community is essential, and of course, you must also coordinate with airlines on an hourly basis. When it comes to operations, this must be done in a highly integrated way. We try to implement an Integrated Terminal Operating Center (ITOC), where all stakeholders come together in an open environment around one table. This includes all the airlines, police, security, drug enforcement, and others. If an issue arises, there's no need to schedule a meeting - you simply call across the room or walk over to the relevant person. This level of integration and close collaboration is essential for maintaining strong relationships with all stakeholders."
What makes MAI unique compared to other airport operators worldwide?
"Quality is the key. Our roots lie in the professional operation of Munich Airport - the first European airport to receive five Skytrax stars.
Ultimately, it all comes down to quality - the quality of operations, the quality of the passenger experience, and the quality of on-time performance for the airlines. We were the first airport in Europe to be awarded a Skytrax Five Star rating for Munich Airport Operations. Today, we are the only airport operator to have received Five Star ratings on two continents. This achievement reflects our clear commitment to quality in everything we do, whether it relates to revenue streams, smooth aviation operations, or the quality of services per passenger in the non-aviation sector. I believe this dedication to quality sets us apart from many other operators in the industry."
What growth opportunities do you see for MAI in the coming years?
"We are looking very much forward to expanding our footprint in North America. We feel that there is a huge market there to improve the quality of the airport operations. The great thing about North America is that it is a very mature and large market. Even secondary and tertiary airports handle between 1 million and 15 million passengers annually, which presents a long list of opportunities to improve the quality of operations. Whether it involves partnering with investors to build new infra-structure or operating airports under concession agreements, this remains to be seen. We are approaching this with a very clear and detailed strategy for the coming years. Additionally, we are looking at other growth-driven markets like India. Of course, we will continue to collaborate closely with our colleagues in Europe, especially within the German-speaking DACH region. We hope to secure more concession projects to develop other airports and expand the quality standards I mentioned earlier."
What is MAI's future vision as an airport operator?
"We aim to secure at least two additional concessions in the North American market, similar to the one we are currently managing, and potentially one or two concessions with a partner in the Indian subcontinent. Our goal is to continue being a one-stop shop for airport consulting, acting as a trusted partner with a clear vision to positively impact each airport's bottom line."
Dr. Weisser's insights demonstrate how Munich Airport International has successfully evolved from a consultancy into a leading global airport operator, blending innovation, partnership, and cultural sensitivity to address the changing demands of international aviation.
