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Official website of Mumbai International Airport. Complete guide to flight arrival and departure status. All information on airport services and facilities. Know about parking, local transport, maps, car rentals and more.
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Chhatrapati Shivaji Maharaj International Airport (IATA: BOM, ICAO: VABB) is an international airport serving Mumbai and the Mumbai Metropolitan Region (MMR).
With a vision to become one of the world’s best airports, Mumbai International Airport Limited (MIAL) has been continuously and consistently upgrading CSMIA to an airport that delights its guests by offering best-in-class comfort and convenience.
- Message from the Executive Chairman
- Sustainability Targets and Performance
- Report Criteria
- Report Content
- Contact
- Our Vision
- Our Mission
- CSMIA’s Identity
- 01 Creating shared value
- 02 Exploring multi diciplinary complexities
- 03 Best in class management systems
- Stakeholder Engagement
- Prioritisation of stakeholders
- Stakeholder Prioritisation Framework
- Introduction of e-boarding pass for domestic passengers
- Surface Awareness and Guidance at Airport (SAGA)
- Domestic
- International
- Corporate Governance
- Organisation Structure
- Our Values
- EVP Operations
- • (Airports)
- Other Functions
- Code of Conduct
- General Standards of Conduct
- Human Rights
- Anti-Sexual Harassment Policy
- Grievance Handling Mechanism
- Sustainability Structure
- Remuneration
- Risk Management and Business Continuity
- Enterprise Risk Management Framework
- Risk Management 1
- 2 Risk Asessment
- 3 Risk Monitoring & Review
- Internal Risk Control Framework
- Key Features
- Business Continuity Planning
- Vigil Mechanism
- Public Policy and Advocacy
- B. Economic Value Distributed
- Financial Implications of climate change
- Climate Change Risks
- Business risks
- MIAL’s Action Plan
- Supply Chain Management
- Energy Conservation
- Reduction of Energy Consumption by Replacement of Cooling Tower Nozzles
- Interventions for control and reduction of GHG emissions
- Noise Management
- Noise Monitoring Terminal
- Waste-Water Management
- Storm water management
- Biodiversity and Wildlife management
- Initiatives undertaken for Biodiversity Management
- Actions for preventing Bird strikes
- Spill Management
- Employee Well-being
- In-house newsletter
- Gender Diversity and Pay Parity
- LinkedIn E-learning courses
- Health and Safety
- Epidemic monitoring and control measures
- Five Star Audit Awareness Workshop
- MIAL
- Governance Level
- Departmental Safety Meeting
- Airside Safety Airport Emergency Committee (AEC)
- Launch of Airside Safety Mobile App (ASMA) for smarter airside operations
- Security Practices
- Disability awareness initiative for Staff
- Customer Delight
- Feedback Management and ASQ
- Customer Service Operations and Testing
- Airport Contact Center
- Initiatives to improve connectivity for passengers at the airport
- Serving the passengers through Guest Services wing ‘Pranaam’
- Community Development
- Culture
- High Quality, value-based education to underserved children
- Upskilling programs for differently-abled people
- Educating under-privileged children through audio visual smart classroom
- Primary Health Care for Migrants
- Construction of Sanitation units for girl child
- Inclusivity
- Materiality
- Responsiveness
- Impact
- Specified Sustainability Performance Data
Aviation sector globally has a huge role to play towards strengthening the sustainability pillars viz. environment, social and economic. Mumbai International Airport Limited (MIAL), being a leading operator of India’s busiest airport, shoulder this responsibility equally of contributing towards the global sustainability scenario. At MIAL, sustainab...
Planned In progress Completed Continuous Planned In progress Completed Continuous Planned In progress Completed Continuous Planned In progress Completed Continuous
In accordance with Global Reporting Initiative (GRI) Standards: Comprehensive option Airport Operators Sector Supplement (AOSS) National Voluntary Guidelines on Social, Environmental and Economic responsibilities of Business (NVGs)
The GRI principles for defining report content – stakeholder inclusiveness, sustainability context, materiality, completeness, and the principles for defining report quality - balance, comparability, accuracy, timeliness, clarity and reliability - have been applied while developing this report
Environment and Sustainability Department Email: ces.mial@gvk.com
To be one of the world’s best airports that consistently delights customers and be the pride of Mumbai
In pursuit of excellence and ability to serve our customers better, we intend to own, develop and operate airports that: Conform to highest standards of safety and security Provide easy to use, efficient and high-quality facilities Exceed customer expectations Reflect the spirit of Mumbai and the culture and heritage of India Create value for stake...
Revolutionising the design of the Indian airports, CSMIA is the first airport to receive a unique visual identity, with the launch of CSMIA’s new face. The new face depicts MIAL’s progress in modernising the airport. The logo is derived from the feather of a peacock and CSMIA is woven intricately in the logo, symbolising the attributes of Pride In ...
We consistently try to go beyond our stakeholder expectations, creating short term and long-term value for our stakeholders through a rigorous triage of stakeholder inclusitvity, frequent engagements and prompt response to stakeholders.
Creating a conducive work environment that fosters high performance, collaboration, equal opportunity, diversity, inclusion, freedom for association, zero tolerance towards discrimination/harrassment.
We try to bring in the best people and state of the art management systems to ensure efficiency and integrity. This also gives us room to innovate and raise the bar in terms of our performance.
Our key stakeholders are entities and individuals whose interests may be affected by or have significant influence on our business throughout the value chain. Regular interactions with our stakeholders and periodic review, enable us to understand the concerns that matters to them the most and address them. A list of our key stakeholders is given be...
Airports Authority of India Transportation providers The stakeholder groups were prioritised based on their relevance to our business and their ability to influence the decisions of MIAL. Our list of stakeholders also constitutes the vast diversity connected to our business within and beyond the walls of our airport operations. Engaging with our st...
Stakeholder Inventorisation Impact on MIAL’s decisions feedback helps MIAL to arrive at areas of sustainability that MIAL needs to focus on. Impact Identification Prioritisation of key stakeholders for MIAL
CSMIA has been one of the few airports in the country to have eliminated boarding pass stamping for all domestic airlines. This is part of the ‘Digi Yatra’ proposed by the Ministry of Civil Aviation and the Bureau of Civil Aviation Security. Passengers travelling within the country from the airport can now authenticate their boarding pass at the pr...
Surface Awareness and Guidance at Airport (SAGA) is an airport surface and terminal area surveillance system for real-time monitoring of aircrafts and vehicles in the operational area and for ensuring smooth take-offs and landings. The system is a computer application tailor made for CSMIA by a specialised agency. It is now being used by officials ...
Ahmedabad | Allahabad | Amritsar | Aurangabad | Bagdogra | Belgaum | Bengaluru | Bhavnagar | Bhopal | Bhubaneswar | Bhuj | Calicut | Chandigarh | Chennai | Coimbatore | Dehradun Delhi | Diu | Durgapur | Goa | Gorakhpur | Guwahati | Hubli Hyderabad | Indore | Jabalpur | Jaipur | Jaisalmer | Jalgaon Jammu | Jamnagar | Jodhpur | Kandla | Kannur | Kanp...
Abu Dhabi | Addis Ababa | Amsterdam | Bahrain | Beijing | Cairo | Colombo | Dammam | Dar es Salaam | Dhaka | Doha | Dubai | Frankfurt | Guangzhou | Hong Kong | Istanbul | Jeddah | Kathmandu | Kigali | Kuala Lumpur | Kuwait | London-Heathrow | London-Stansted | Male | Mauritius | Munich | Muscat | Nairobi | Najaf | Newark | Paris | Paro | Phuket | R...
We, at MIAL, believe in the power of teamwork and collaboration. We have a robust Corporate Governance mechanism with roles established at the Board and management-level committees. The Board of Directors, being the highest governing body, are responsible for ensuring transparency and independence in decision-making process. Promoting an ethical an...
The philosophy of passion for excellence, customer eccentricity and integrity is reflected in all our services and operations to good Corporate Governance. We aim to promote consistency and improve efficiency in our business operations through our performance driven attitude. The Board comprises of Directors with diverse experiences, qualification...
Value Creation The Organisation Structure Executive Chairman Managing Director Board of Directors
Airside Operations Terminal Operations Engineering and Maintenance Quality and Customer Care Services Health and Safety JCC and ACC Facilities Management Environment and Sustainability Baggage Operations Airside Firefighting and Safety Medical Services Chief Executive Officer • Audit committee
Nomination & Remuneration Committee • CSR Committee
Cargo • Project Operations Finance and Accounts • Operations Procurement Commercial • Management Assurance and Aero Marketing Treasury Legal • Corporate Affairs HR and IR • Corporate Relations Security and Landslide • Corporate Communication operations • Guest Relations and Admin Airport Services • Land Management Information Technology • Pranaam a...
We believe that ethical work is truly successful work. Our goal is to operate ethically, legally, sustainably, with integrity, and in compliance with the law. We have a corporation wide Code of Conduct (CoC), which is a steering document applicable to all our employees on the principles, values and norms of behaviour expected at MIAL. Ethics and in...
Insider Trading Conflict of Interest Additionally, the following strengthens our commitment to the highest standards of responsible business across our supply chain:
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
Performance data within the report continues to be gathered through a variety of data systems and processes. Our assessment indicated that these systems and processes for gathering the data could be considered as reliable.
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Mumbai International Airport Limited (CSMIA) | 63,820 followers on LinkedIn. Gateway To Goodness | Official account of Mumbai International Airport Ltd. #GatewaytoGoodness.
Jul 16, 2021 · Billionaire Gautam Adani’s Adani Airport Holdings Ltd. (AAHL) took control this week of Mumbai’s Chhatrapati Shivaji Maharaj International Airport, the second busiest airport in the...
May 31, 2020 · What you need to know about the Mumbai airport, including the location, facilities, hotel transfers, and the new integrated international Terminal 2.
