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MTU Aero Engines Holding AG
Dachauer Straße 665
80995 Munich • Germany
Tel. +49 89 1489-0
Fax +49 89 1489-5500
www.mtu.de
MTU Aero Engines GmbH
Dachauer Straße 665
80995 Munich • Germany
Tel. +49 89 1489-0
Fax +49 89 1489-5500
www.mtu.de
MTU Maintenance Hannover GmbH
Münchner Straße 31
30855 Langenhagen • Germany
Tel. +49 511 7806-0
Fax +49 511 7806-2111
www.mtu-hannover.de
MTU Maintenance
Berlin-Brandenburg GmbH
Dr.-Ernst-Zimmermann-Straße 2
14974 Ludwigsfelde • Germany
Tel. +49 3378 824-00
Fax +49 3378 824-300
www.mtu-berlin.de
MTU Aero Engines Polska Sp.z.o.o.
Tajecina 108
36-002 Jasionka • Poland
Tel. +48 17 7710-482
Fax +48 17 7710-240
www.mtu-polska.com
MTU Aero Engines
North America Inc.
100 Corporate Place
Rocky Hill, CT 06067 • U.S.A.
Tel. +1 860 258-9700
Fax +1 860 258-9797
www.mtu-usa.com
Vericor Power Systems LLC.
3625 Brookside Parkway, Suite 500
Alpharetta, GA 30022 • U.S.A.
Tel. +1 770 569-8800
Fax +1 770 569-7524
www.vericor.com
MTU Maintenance Canada Ltd.
6020 Russ Baker Way
Richmond, BC V7B 1B4 • Canada
Tel. +1 604 233-5700
Fax +1 604 233-5701
www.mtu-canada.com
MTU Maintenance Zhuhai Co. Ltd.
1 Tianke Road
Free Trade Zone
Zhuhai, 519030 • PR China
Tel. +86 756 8687-806
Fax +86 756 8687-901
www.mtu-zhuhai.com
Airfoil Services Sdn. Bhd.
No 12 Jalan Teknologi
Taman Sains Selangor 1
Kota Damansara PJU5
47810 Petaling Jaya
Selangor Darul Ehsan • Malaysia
Tel. +60 3 6145-3600
Fax +60 3 6141-6813
www.airfoilservices.com
Pratt & Whitney Canada Customer
Service Centre Europe GmbH
Dr.-Ernst-Zimmermann-Straße 4
14974 Ludwigsfelde • Germany
www.mtu.de
Ceramic Coating Center S.A.S.
Zone Industrielle Nord
Rue Maryse Bastié – BP 443
86104 Châtellerault Cedex • France
www.mtu.de
GER 04/10/MUC/01000/DE/EB/E
Continuity and Change
Human Resources Report 2009/2010

Table of Contents
Foreword
4
MTU Aero Engines
6
Business Strategy
8
Human Resources
Strategy
10
An Interface Between the
Works Council and
Company Management
16
Corporate Culture
20
Establishing a Location
in Poland
26
MTU Human Resources
Service
30
Training
32
Human Resources
Development
40
Compensation
46
Extra-Monetary Benefits
50
Standards of Human
Resources Work
58
Human Resources
Statistics
62
3

Foreword
Dear Sirs and Madams,
Dear Colleagues,
In our anniversary year of 2009, the name
MTU stood for 75 years of German aero engine
competence; if one includes our forerunner
companies, the lively history of MTU
unifies 100 years of aviation expertise. Arising
from a BMW subsidiary, MTU managed
to reenter the aero engine industry after
World War II – first in the military sector, then
the commercial – and developed into one of
the leading aero engine manufacturers in
the world. Since the beginning of motorized
aviation, MTU has itself been an engine of
progress in aero engine technology and a
generator of groundbreaking advances. Our
products represent the art of engineering at
its best.
The longevity and durability of MTU products
commits us to the demanding task of
harmonizing tradition and future. On the one
hand, we perform maintenance on engines
whose running times often amount to multiple
decades; on the other, we manufacture
engines for present-day aircraft types and
are developing technologies and components
today for the quieter and environmentally
friendlier aircraft of tomorrow.
This enormous spectrum forms the basis of
our company today. It takes on life, is implemented
and develops further through our
employees. They are the ones who carry in
their minds the essential technical expertise
for the present day, the product and development
experience of preceding years, and
the ideas for tomorrow. Yet they can only
use their knowledge towards our common
success if they are aware of the direction in
which the company is moving. This implies
awareness not only of MTU’s long-term
strategic market orientation, but also of the
corporate culture in which it is embedded.
Communicating our mission statement to all
MTU employees is therefore among the highly
demanding, indispensable duties of our
leadership.
Our long-standing excellence as an aero engines
manufacturer rests on an even balance
of continuity and change. In order to sustain
this balance in the future, MTU Human Resources
is preparing our company today for
the demographic changes of approaching
decades. We consider a transparent training
concept, systematic recruitment planning
and structured knowledge management to
be steadfast and unassailable principles of
our sustainability.
Apart from considerations related to the
internal development of our organization and
its personnel, the changing demands of the
labor market and the transformation of the
populace in general represent central criteria
for the calculation of future benefits and
provisions. The international job market
offers highly qualified professionals attractive
employment conditions. Any of a broad
variety of benefits aside from salary may
also prove attractive according to the stage
of life in which a particular employee finds
him- or herself. Training opportunities, flexible
working hours, child day care, psychological
support, development planning, company
retirement benefits and many other
provisions appeal each to a very specific
employee group. An employee will often
prize such custom-fit provisions at a value
immeasurable in monetary terms. We look
upon the development in our society by
which government and employer are increasingly
assuming responsibilities that were
traditionally borne within the family – from
providing health care to assuring social
security – as a challenge we wish to meet by
finding timely solutions in the best interests
of our employees.
This human resources report is intended to
provide some insight into the breadth of our
human resources work.
We wish to thank all our fellow employees,
whose engagement has shaped MTU
throughout the past years and decades.
MTU’s success is their accomplishment.
Sincerely,
Reiner Winkler
Chief Financial Officer
MTU Aero Engines Holding AG
Hans-Peter Kleitsch
Senior Vice President Human Resources
MTU Aero Engines GmbH
4 5

MTU Aero Engines
MTU Aero Engines Holding AG and its corporate
affiliates make up the leading aero
engines manufacturer in Germany and a
global player in the aviation industry. We
guide commercial and military aviation engines
and gas turbines derived from aviation
engines through their entire life cycles; the
spectrum of our operations ranges from
development to manufacturing, sales and
maintenance.
MTU’s forerunner enterprises such as Rapp-
Motorenwerke, Daimler and Benz helped the
first motorized aircraft take off. The official
legal predecessor of the present-day MTU
Aero Engines was BMW Flugmotorenbau
GmbH, founded in 1934. In 2009, our company
looked back on 75 years of company
history. MTU shaped significant advances in
aviation engines during those years – and
continues to do so today.
We are technical leaders in terms of lowpressure
turbines, high-pressure compressors
and repair and production processes.
Nationally and internationally, we participate
instrumentally in all important technology
programs and cooperate with other leading
companies of the industry: General Electric,
Pratt & Whitney and Rolls-Royce. We are the
world’s largest independent provider of
maintenance for commercial aero engines.
In the military sector, our company has been
the national market leader, as well as the
industrial partner of the Bundeswehr, the
German Armed Forces, for decades.
Our OEM (Original Equipment Manufacturing)
business comprises manufacturing of
new commercial engines and replacement
parts, as well as our entire military business
operations: new engine and replacement
part manufacturing and maintenance.
We participate in important commercial aero
engine programs as a risk and revenue sharing
partner. By assuming complete liability
for components and modules, we receive a
portion of the revenue corresponding to our
share in the program.
In the commercial sector, our brand can be
found on engines in all thrust and performance
classes, and on essential components
and subsystems. We develop and manufacture
both modules and components, and
take responsibility for engine final assembly.
In terms of modules, our focus lies on lowpressure
turbines and high-pressure compressors.
We also develop and manufacture
industrial gas turbines.
In our military aero engines business, we
provide basic technologies, develop and produce
modules and components, manufacture
replacement parts, take responsibility
for engine final assembly and perform maintenance.
Additionally, we provide technicallogistical
support for our products and train
soldiers and civilian military employees. We
count the armed forces of multiple nations
among our customers. As industrial partner
of the Bundeswehr, we service nearly all aviation
engines of the flight squadrons. We are
the national partner in all important military
programs at the European level. Also, we are
engaged as a risk and revenue sharing partner
in the US military market, the largest in
the world.
MRO (Maintenance, Repair and Overhaul)
operations constitute our civilian maintenance
activities, which are grouped under
the heading MTU Maintenance. Through the
MTU Maintenance Group, we have locations
in all important markets, making us the
world’s largest independent provider of
commercial maintenance services. We repair
and overhaul aero engines and industrial gas
turbines, in addition to offering extensive
service options and even complete solutions.
Our customers are airlines and operators of
stationary gas turbines around the world.
6 7

Business Strategy
In 2009, the market for large aero engines
defied the overall decrease in flight hours,
passenger volume and ticket prices precipitated
by the economic downturn, and the
two manufacturers Airbus and Boeing set a
new delivery record of 930 aircraft. The
order backlog of 6,200 firm orders gives a
good idea of the potential sales volume of
large aero engines in 2010.
Although the current worldwide economic
crisis has slowed MTU’s growth, it does not
represent a lasting impairment. We are wellprepared
for the coming challenges and have
established the basis for sustainable growth:
our large market share of service and MRO
operations, our forward-looking program
portfolio, our stable and long-term customer
relations, our global expansion into growing
markets and above all, our motivated and
highly qualified employees.
MTU’s targets are systematically aligned to
strengthen our company’s strategic position
and continue our expansion in terms of targeted
and profitable growth. We aim to
improve our competitive capacity and realize
our goals for growth by means of futureoriented
participation in promising engine
programs in the OEM and MRO business
sectors.
Ever-increasing demands for mobility, limited
resources and growing environmental problems
require innovative solutions, especially
with regard to aero engines. MTU has
achieved a leading position in terms of the
technology related to its core competencies:
low-pressure turbines, high-pressure compressors,
and high-tech manufacturing and
repair processes. This is the basis for further
development of our current engines, as well
as for the design and realization of new
engine concepts.
Our mid-term goals in terms of new commercial
aero engine development adhere to
the terms of the European aviation industry’s
voluntary agreement ACARE (Advisory Council
for Aeronautics Research in Europe)
2020. This agreement requires aviation traffic
to reduce its noise pollution and CO 2
emissions by half and its NO x emissions by
80 percent. Aero engines must make a significant
contribution toward the achievement
of this goal. Through the MTU technology
program Clean Air Engine (Claire), we
not only meet the goals envisaged in ACARE
2020, but at the same time fulfill the longterm
requirement of a CO 2 reduction of up
to 30 percent by the year 2035.
Our technology portfolio contains some 100
technology projects, which we have carefully
geared toward the future demands of our
customers by considering societal, economic
and environmental factors. Our technology
projects involve designing aero engine concepts
that we then carry through the technology
maturation process into an actual
aero engine development program.
Furthermore, we work in close cooperation
with partners from industry and research in
developing and implementing innovative,
environmentally friendly engines. Together
with the Free State of Bavaria, EADS and
Liebherr-Aerospace, for example, we have
created the “Bauhaus Luftfahrt,” an institution
unlike any other in Europe. This not-forprofit
association is a visionary systems
house of industry and science performing
new, unconventional, intercorporate and
interdisciplinary research.
The long product life cycles in the aero
engine industry make early engagement in
successful aircraft and aero engine programs
essential. We also participate in
specifically high-volume and high-growth
programs in order to secure the long-term
profitability and competitiveness of our
company.
8 9

Human Resources Strategy
Continuity and change have guided the MTU
success story through 75 years of company
history. During this time, it has been the
employees who, with the richness of their
ideas and intensity of their engagement,
have carried the company forward. We therefore
consider the goal of our human resources
work to be the creation of the best
possible conditions for our personnel’s engagement.
In so doing, we must make sure
that our human resources strategy retain a
long-term perspective, as our company is
largely dependent for its market success on
specialist knowledge acquired over many
years by very highly qualified employees.
Our human resources strategy supports our
company business strategy in meeting three
central challenges of our business environment:
the demographic trend as the determining
factor for the future labor market,
the global expansion of MTU, and the need
to keep benefits competitive. The high level
of attractiveness we enjoy as an employer
already must be upheld and refined in the
face of changes through the coming years.
Demographic Change
The proportions of young and old in our
society and working world are to change
drastically in coming decades. Fewer and
fewer young employees will be working
alongside a growing number of older employees.
In such a working environment,
well-founded expert knowledge and the ability
to share it among employee generations
will be absolutely necessary for MTU’s continued
success. Our outstanding achievements
in the field of advanced technology
are based on both experiential knowledge
gathered by our experts over many years
and an influx of young talent from schools,
universities and other branches of industry.
We are trying out new forms of cooperation
today in order to maintain our company’s
healthy age and knowledge structures in the
future.
10 11

Strategic Growth
This and last year’s economic crisis and its
effects on the aviation industry have been
felt in our business as well. The crisis has
made it all the more important to align our
existing business areas in an optimal fashion
and thereby enable organic growth in our
core business. We have set the stage for
such growth through our expansion into all
geostrategically important regions, among
other measures. By initiating the establishment
of a new location in Poland in 2007, we
extended our presence into Eastern Europe.
The countries of Eastern Europe also present
marked advantages in terms of production
costs. Human resources management was
required to facilitate the development – from
the early plans to their implementation in
everyday working life – of a full-scale production
location with highly qualified personnel.
This case demonstrates the key role that the
human resources department will continue
to play in MTU’s growth projects.
Competitive Benefits
Not only a company’s products are in competition
but its employee benefits as well.
Executives, employees, applicants and partners
are keenly attuned to whether benefits
offered by a company meet the standards of
the times and sufficiently support the working
environment. Each benefit for itself may
be merely a small building block, but the
sum of all employee benefits provides an
overall impression of a company which forms
its image both internally and externally. At
the same time, MTU’s profitability is to a
great extent dependent on its personnel
costs. Direct salary costs are in this regard
only a part of the total costs. Indirect costs
are numerous and must therefore be managed
in a competitive and timely fashion.
This applies to costs for everything from
personnel support to human resources
development, health care benefits and work
schedules.
Basis for Strategy Implementation:
Revision of the Mission Statement
Our company’s vision and its mission statement
were developed over a decade ago.
The mission statement was subsequently
refined in order to strengthen MTU’s identity
and facilitate our employees’ orientation
within their broader operational context.
In light of the speed with which today’s markets
can change, it is of central importance
that a company like MTU be able to change
as well. People can affect outward changes
at a breathtaking pace. However, the structure
of a personality is defined by convictions
and behavioral patterns, and these are
more resistant to change. In order for our
company to remain flexible, as many employees
as possible must believe in and feel
enthusiastic about our overall corporate orientation.
Habits, insecurities and doubts
are a strong counterweight in this process
and should not be underestimated. The mission
statement process “Together into the
Future,” which was introduced in 2008, is
presently leading us through the process of
strategic change at MTU.
Planning for the Demographic
Change
Beyond all the prognoses of the social sciences,
our actions to deal with the demographic
change are guided by the real
course of demographic development, as
demographics are driven by a broad range
of variable factors, from political conditions
to private inclinations. These factors form important
focal points for our market analyses,
which allow us to adjust our offers to reflect
the market and the needs of our company at
any time. In this manner, we implicate the
demographic perspective in all important
decisions.
The individual employability of each member
of our company will occupy our attention
even more than it has in the past. An employee’s
health and working fitness form an
important base for the expansion of his or
her specialized and methodical knowledge
and the reinforcement of his or her personal
and social skills.
12 13

As technology moves forward, it is of central
importance that the expert know-how in all
areas of our company be kept up-to-date.
This process is supported by demand-oriented
human resources development. The
enhancement of our systems and methods
of knowledge management takes on a high
priority against the backdrop of personnel
transitions in important positions in our
company. This applies not merely to certain
specialist functions, but to a wide range of
positions in which the MTU knowledge now
present must not be lost.
The development of alternative work schedules
oriented toward specific phases in the
life of an employee will reinforce MTU’s draw
as an employer, as work-schedule flexibility
is an important criterion applied by job candidates,
especially younger ones, when
choosing an employer. Innovative working
concepts also ensure the transfer of important
expertise from older employees to
younger ones and give employees new
options for the transition from working life
into retirement.
Structural Changes
Intensive preparatory work on the part of the
human resources department is necessary
if MTU is to realize its new acquisition opportunities.
The establishment of our new
location in Poland has demonstrated the success
with which corporate expansion can be
executed, if it is well-planed in terms of human
resources policy. We hope to use this
success as an example in the future.
Further, we must develop concepts for reacting
quickly to shifts in human resources
needs. Since over 90 percent of our staff is
employed at our locations in Germany, high
priority is assigned to the development of
human resources concepts for these locations.
The approaches tried and proven at
these locations can be adapted and implemented
at MTU’s international subsidiaries
in the future.
Competitive Employee Benefits
Employee benefits are regularly evaluated on
the basis of indicators, benchmarks, employee
surveys and feedback from management
to ensure that they be market-driven, transparent
and a boon to productivity. This process
serves to safeguard the continued
improvement of MTU’s competitiveness. In
order to guarantee a good cost-benefit ratio
and corresponding professionalism, our
future work will focus on human resources
services, especially the core capacities of
that field. The three pillar concept for the
services offered by the human resources
department must be further developed and
communicated: not only the Human Resources
Service, which is available to all
employees via telephone and Internet during
fixed service hours, but also the service profiles
of our human resources consultants
and those of our human resources experts,
must be refined and promoted. In the long
term, the offerings of the Human Resources
Service will be expanded through the addition
of online employee self-service options.
This will permit standard documents and
information to be accessed online.
A glance back at the 75 years of MTU company
history prefacing the solid, competitive
position we enjoy in today’s market presents
the human resources department with opportunities
for self-assessment, as well as
new challenges. As the human resources
department bridges the gap between dayto-day
active problem solving and forwardlooking
human resources management, it
provides MTU with the foundation for continued
successful corporate development.
This balance is an essential precondition for
the personal and professional engagement
of every MTU employee.
14 15

An Interface Between the Works
Council and Company Management
Market demands and deadline pressure frequently
present challenges for the cooperation
between the works council and company
management. The right outcome can be
especially hard to achieve in times of economic
difficulty. The human resources department
takes on the role of a bridge during
the ensuing negotiations. It represents
the interests of company management before
the works council and informs the works
council of relevant changes, while the works
council, in accordance with the Works
Council Act, defends the codetermination
and collaboration rights of the company’s
employees.
The works council is an important partner
for MTU, critically engaged in the continuous
renewal of working conditions, which involves
everything from changes in collective
bargaining law to internal company agreements.
It serves the important function of
allowing employees to be heard. It is also a
mediator between the forces of continuity
and change at work within our company.
The works council and company management
generally agree on company goals, but
when it comes to specific plans and concrete
measures for achieving these goals,
opinions often differ. Intense discussions
and in-depth analyses of specialized
aspects of an issue are often necessary
before both sides can mutually present conclusive
solutions. Out of this process arises a
culture of reconciliation of conflicting interests.
Such a culture is essential to finding a
consensus that will satisfy all parties.
The goal of present cooperation, for both the
company and its employees, is to strike the
right balance between increasing flexibility
and tightening standards in a number of
areas. The important issue of work-life balance
demonstrates that measures making
working conditions more flexible can be in
the best interests of both the company and
its employees. As patterns and paths of life
cease to be determined by societal conventions,
employees desire greater freedom in
the arrangement of their private and family
spheres and the use of their free time. The
goal of the intensive negotiations is to reconcile
employees’ desires with the company’s
requirements and its possibilities, and
work out better solutions for both sides.
The works council elections to be held in
early 2010 present candidates, both incumbents
and challengers, with the task of
plainly formulating their positions and clearly
communicating what has been accomplished.
For the first time, four tickets are
campaigning for seats in the works council.
The trend towards greater fragmentation
apparent in contemporary politics is reflected
in employee representation within the
company. Only a unified works council can
represent and realize the interests of all
workers. Aside from the works council, the
speakers’ committee of the executive staff
is also up for reelection in 2010.
Focal Points 2008/2009
The negotiations of 2008 and 2009 succeeded
in addressing important issues with
transparent and reliable regulations. The
transition from the former pay scale to the
remuneration framework agreement ERA
(Entgelt-Rahmen-Abkommen) began in 2007
and was concluded in all three of MTU’s
locations in Germany by 2009. Necessary
additions were settled by means of company
agreements. The dissolution of the adjustment
fund, established in 2006 before the
introduction of ERA, was arranged for 2010
and regulated in a supplemental pay scale
agreement. The fund assets will be distributed
to all employees in accordance with
their just demands by means of a fixed formula.
Disbursement is scheduled for summer
2010. A further supplemental pay scale
agreement provided for the proposed twostage
pay raise to be simplified into a single
raise on March 1, 2009. In addition, employees
will be compensated in the future with
extra pay when they are required to perform
work tasks that go beyond the range of their
contractual duties.
Changes in the inflow of orders sometimes
affect unforeseeable shifts in the demand
for labor in certain product lines. In reaction
to the current rise in demand for a specific
aero engine type, a pilot project was introduced
to take advantage of unexploited
machine capacities by means of 18 shifts per
week. This model is to be tested over a period
of six months and should allow us to produce
competitively and in rhythm with the
order situation. Additionally, the pilot project
promises to give us further insight into the
use of new shift schedules.
16 17

There are relatively few production processes
at MTU which require personnel only to refill
machines at long intervals of up to several
days. Nevertheless, a work hours and duties
arrangement that would allow such processes
to be conducted more economically
could be established now. The necessary
precedent could be found in the company
agreement on unmanned machine operation.
Online services facilitate daily working life in
an ever-increasing number of areas. So that
employees can utilize the advantages of
online services when booking business
trips, an online booking service has been
arranged – during the first pilot phase in
Hanover only, now in Munich and Berlin as
well. Employees who travel frequently can
now book their transportation and lodging
directly over the Internet. Built-in booking
restrictions limit the risk to employee and
company that a booking violating company
regulations may be made. A simple traffic
light rating system makes clear which travel
offers meet MTU’s standards and therefore
can be booked. The system itself is provided
by an external travel agent.
Government subsidization of supplemental
payments for employees on partial retirement
will run out at the end of 2009. A continuity
policy passed by the pay scale agreement
partners should now guarantee that
options for partial retirement remain available
in the future. A survey of MTU employees
showed great interest in such a model.
The corporate works council passed its own
partial retirement policy in order to adjust
the pay-scale policy to circumstances within
the company and the specific levels of strain
on employees in various job fields.
Important Company Agreements
2008
• Employee survey 2008
• Introduction and operation of MTU
Human Resources Service
• Human Resources Service Ticket System
• Training
• Development of management personnel
2009
• Working hours for unmanned machine
operation
• Supplementary pay scale agreement
concerning ERA compensation bonus
and ERA adjustment fund
• Additional pay scale agreement concerning
raise in pay-scale remuneration
• IT system for online booking of business
trips and online travel expense claims
• Pilot trials of work schedules with
18 shifts in bottleneck work areas
• Continuous Improvement Program (CIP)
• Dealing with addiction problems in the
workplace
• Profit sharing
18 19

Corporate Culture
MTU and its subsidiaries employ around
7,500 people worldwide. These employees
define, live and redefine our corporate culture.
Each one of them views MTU from the
perspective provided by his or her workday,
as well as through the lens of his or her
experiences and interests – each one has a
unique picture of MTU. This represents a
tremendous opportunity for us as a company
because it creates an atmosphere rich in a
broad variety of ideas. At the same time,
however, the danger arises that it may be
difficult to recognize the common denominator
in certain everyday situations and diversity
may come to overshadow the common
and united understanding of goals and
values. The most recent MTU employee survey
showed that many employees were having
difficulty seeing the big picture. MTU’s
transformation over the past decade has
prompted manifold changes in everyday
working conditions.
Employee Survey:
Reliable and Open
The employee survey is conducted every two
years at our German locations and serves as
one of our main feedback instruments. The
last survey took place in 2008. The participation
rate of 71 percent, which is high in
comparison to employee survey participation
rates at other German companies, confirms
our employees’ interest and engagement in
the company. The responses provided a detailed
picture of the company and its various
divisions. Our employees’ high level of identification
with MTU and its products was
especially striking. Opportunities for improvement
were detected in the areas of
leadership, communication and cooperation;
the survey also revealed some lack of
understanding for MTU’s general orientation
and the broader corporate context. Overall,
the employee survey proved itself an open,
effective instrument for bringing common
concerns to the attention of our management.
The results of the employee survey were
addressed on two levels. On the one hand,
the individual teams took on the task of capitalizing
on the detected opportunities for
improvement with respect to leadership,
communication and cooperation. On the
other, the mission statement process was
initiated in order to improve our employees’
understanding of MTU’s strategic orientation
and the broader corporate context.
Specific Departmental Measures
The results of the employee survey for both
the company as a whole and the individual
departments were presented to the teams by
their management personnel and put up for
discussion. Together the team members developed
measures to improve specific areas
within their field of functions. As specified in
their assigned objectives, all management
personnel were required to implement the
measures developed by their teams. In this
fashion, center-based approaches could be
devised and initiated directly. By way of
example, one center needed to focus on encouraging
direct exchange and reinforcing
mutual learning. These goals are being pursued
by means of project days, a newsletter
and regular reports from management at all
department and location specialist division
meetings, among other measures. Another
center decided to hold more discussions and
specifically, a regular center roundtable discussion,
in order to promote appreciation of
routine workers, intensify lateral exchange
and analyze the potential need for crossproject
action. Quarterly briefings on current
topics were introduced for trainees at our
Ludwigsfelde location.
20 21

“
Like every company, MTU is influenced
internally by its macroeconomic
context. The tremendous boom of
the 1960s and tough competitive
environment of the 1990s were felt
keenly by our employees. However,
professional and personal respect
always provided the basis for cooperation.
In a personal crisis, I discovered
that the company stood solidly
behind me and was ready to support
me in overcoming that difficult time.
H. Kux (MTU 1962-94)
”
MTU Dialogue with the
Board of Directors
In January 2009, the board of directors initiated
direct discussions outside the constraints
of specialty and management hierarchies in
order to promote cross-level communication.
The MTU Dialogue represents a new
form of personal exchange between the
board of directors and employees of all levels.
The objective of the MTU Dialogue is to
support mutual understanding outside of
everyday working teams and routines. Discussions
between centers and levels give
those involved a more complete picture of
daily life at MTU – at the workbench, in sales
or in administration. Individual perspectives
come together to form a new perception of
our company. Through this process there
arises a new, common understanding of
problems and opportunities, of solutions and
necessities.
An open invitation to the MTU Dialogue is
extended to all employees through channels
of internal communication. Over 300 employees
responded within a year of the first
invitation. The new series of talks began in
January in mixed groups of 15 to 20. Employees
without management functions were
initially given preference in order to establish
communication between levels as
quickly as possible. Depending on the composition
of the Dialogue group, either there
arose a lively exchange on specialty topics
or an intensive presentation was held on central
questions of business operations and
the future. MTU Dialogues were conducted
not only at our German locations but also at
our international locations such as the one
in China.
The first feedback from participants and the
board of directors has borne out the practice
of direct exchange and put life into what
began as a mere concept. The MTU Dialogue
encourages all employees, from trainees
to executives, to allow questions and to
pose them. It brings together people who are
generally far away from each other during
the course of the working day and rarely
have the opportunity to collaborate on a
project. It broadens perspectives, revealing
unsuspected possibilities for action and providing
orientation with regard to puzzling
constraints. In sum, the MTU Dialogue represents
a significant opportunity to bolster
responsibility and readiness at all levels of
our company.
MTU Mission Statement
The MTU mission statement is a vitally important
mid- and long-term mechanism for
effectively addressing the results of our
employee survey. The mission statement,
developed in 1998 with extensive care, was
in need of renewal after ten eventful years.
During that time, the company had left the
Daimler Corporation, been taken over by the
investor KKR, and finally gone public in
2005. These shifts, together with the usual,
inescapable changes produced by technological
and societal developments, made the
evolution of the mission statement unavoidable.
Of course, MTU had not become an entirely
new company in the course of ten years. The
evolution could therefore go forward on the
basis of the existing mission statement.
Today’s revised mission statement focuses
on five key areas: products, technology and
growth, cooperation and conduct, employees
and management, partners and customers
and finally, environment and society.
Both general and specific guidelines were
formulated for each area. Thus, the mission
statement contains clear and succinct assertions
of MTU’s mature self-understanding,
its direction as a company, its intended
course of development and its company targets.
Now, having been updated, it provides
the framework necessary for MTU employees
at all levels to find their orientation within
the company.
Together into the Future
The company-wide transition process “Together
into the Future” was initiated to facilitate
the introduction of the new mission
statement. Targets were directly aligned with
the results of the employee survey. Employees
were to be given the chance to take a
close look at the most important vehicles of
strategic orientation in our company: our
mission statement, our company strategy
and the broader corporate context, as well
as the actions of our board of directors and
management. Only after this basic understanding
is established can an employee
judge the role his or her team plays within
the company and come to appreciate the
value of his or her own professional duties.
Such understanding is a prerequisite for the
responsible behavior of every employee in
his or her working environment.
Workshops of the Future
The basic tenets of a company’s mission
statement quickly fade into meaninglessness
if they are merely asserted without
being brought to bear directly on employees’
day-to-day working lives. This could not be
allowed to happen, especially considering
the need for information that our employees
had clearly demonstrated. Thus, workshops
of the future were designed to give all employees
a chance to deal with customer
needs, competitive pressures, business
partner profiles, market demands and much
more, and in so doing get to know MTU’s
strategic orientation. Workshops of the
future allowed executives at every level to
guide their own employees through MTU’s
central business fields and working contexts,
progressing by means of a top-down
cascade process from the board of directors,
through the three management levels,
to the rest of the company. As facilitators of
the workshops, executives were responsible
for presenting MTU’s orientation in a clear
fashion and connecting their employees’ preexisting
knowledge and remaining questions
with a total picture of MTU.
22 23

Visualizing the Mission Statement
It was decided that the mission statement
should be introduced without any elaborate
event planning to attract attention. The
workshops of the future were introduced in
a pragmatic, down-to-earth and accessible
manner. The chosen medium was entirely
new for MTU and consisted of a visible dialogue
in the truest sense of the term: a giant
poster of 2.6 meters by 1.2 meters bustling
with the whole MTU world – on land, at sea,
in air and from America to Asia. On the
poster employees could see reflected their
activities at testing stations and trade fair
stands, with customers and in board meetings,
as well as in many other everyday
working situations.
The poster was discovered bit by bit within
each team. Every team member could offer
an explanation of one detail or another, contribute
additional information or uncover new
connections. It quickly became clear that the
aggregate knowledge of a team could unite
and explain broad swaths of the MTU world.
Management assisted where no explanations
could be found. Finally, the specific importance
of this entertaining and informative
overview for the team’s own area of responsibility
was discussed and concrete targets
and implementation measures were formulated.
The next employee survey is planned for
2010. It will show what lessons have taken
root within the company and where reiteration
may yet be necessary. It will reveal how
ready the employees may be to embrace
and even initiate future changes. “Together
into the Future” will continue to blaze a path
for the whole company to follow – and will
be supported along the way with necessary
measures, initiatives and suggestions.
Continuous Improvement Program
Market demands have a decisive impact on
day-to-day corporate culture at MTU. The
Continuous Improvement Program (CIP),
which is being utilized in many of today’s
companies, is also helping employees at
MTU to optimize their daily work routines.
We have been systematically deploying the
CIP method since 1997 in order to reinforce
and enhance our competitive position. The
MRO InTakt program focused on maintenance
operations, beginning in Hanover in
2008 and Berlin in May 2009. The goal was
to allow for improvement by increasing
transparency in all business procedures. A
steady focus on quality defines corporate
culture at MTU and serves as a bedrock as
we continuously reshape our company and
encourage and develop our employees’
readiness to change.
The excitement and engagement that
emerged in cooperative workshops turned
those workshops into fora for employees’
interests and viewpoints. Not only were
working processes themselves optimized,
but MTU’s creation of value in maintenance
operations was sustainably improved by refitting
qualification profiles. The Continuous
Improvement Program will help us optimize
value creation in many areas of our company
in the future.
Code of Business Conduct
The responsibilities of executives and employees
have moved into the forefront of the
public’s attention in recent years. The
debate has revolved around general questions
as to the responsibilities of executives
and employees towards state and society on
the one hand and concrete questions of the
liability of executives and employees before
a company and its shareholders on the other.
MTU’s compliance organization is broadly
conceived and firmly anchored in the company.
Binding MTU behavioral guidelines
reinforce all our employees’ understanding
of the basic principles of cooperation at
MTU. Furthermore, an independent contact
point is available for any employee who
wishes to report suspicions of illegal activity.
An online training session was conducted in
2008 in order to better anchor behavioral
guidelines in our organization’s consciousness.
Depending on their job profiles, employees
have varying levels of contact with
external partners. On this basis, 1,900 MTU
employees who regularly deal with customers
or suppliers were asked to complete the
training session along with all executives.
The training module, supported by interactive
IT applications and designed for clarity,
was based on a series of typical, everyday
working situations at MTU. Training was certified
complete only after the participant had
achieved a perfect score on the concluding
test. Many positive responses testified to the
success of the training despite its being
laden with legal information. The specific
principles of executive liability were laid out
and clarified in a separate session. The goal
of this session was to give bearers of
responsibility for other personnel greater
assurance in the principles of their conduct.
The need for balance between continuity and
change within our company makes demands
on our updates to the mission statement,
our measures to promote dialogue, the
Continuous Improvement Program, compliance
issues – in short, on the whole of our
corporate culture. Early identification of
sluggishness or hastiness in our evolution
takes on vital importance against the backdrop
of our company success story. We
have introduced many strategically wellfounded
measures to ensure that despite its
ongoing dynamic development, MTU will
retain its character as a company of strong
traditions and ambitious objectives within
the demanding global market.
24 25

Establishing a Location in Poland
For many years, MTU was active at one location
only. The company was founded at our
Munich location as BMW Flugmotoren
GmbH, a 100 percent subsidiary of BMW AG.
The factories founded in Brandenburg and
Berlin during the 1930s and 40s were closed
at the end of World War II. In 1955, after the
exit of the occupying powers, production
resumed in Munich, and the company was
renamed Motoren- und Turbinen-Union
(MTU) in 1969. MTU established a second
location in Germany with the opening of the
Hanover-Langenhagen factory in 1979; a
third location followed in Ludwigsfelde near
Berlin in 1991.
Joint Venture Airfoil Services Sdn. Bhd.
(ASSB) in Malaysia became the first international
MTU location in 1991. New international
locations were founded starting with
MTU Maintenance in Vancouver, Canada in
1998, then the Ceramic Coating Center SAS
(CCC), a joint venture in Châtellerault,
France, and MTU Maintenance in Zhuhai,
China. Business activities in the United
States were concentrated at MTU Aero
Engines North America, Inc. (AENA) in
Newington, Connecticut in 2003.
To complement our presence in Western
Europe, America and East Asia, a new location
in Rzeszów, Poland, MTU Aero Engines
Polska, was built up starting in 2007. The
politico-economic situation there, as well as
the solid infrastructural conditions, availability
of qualified labor and considerable
cost advantages, were all strong arguments
for adding Eastern Europe to the list of
regions with an MTU location. The human
resources department played an important
role not only in the choice of a site for the
new location, but also in planning the new
location’s development. In our industry, specialized
employee qualifications are of central
importance for a location’s success and
competitiveness.
Aside from conducting a targeted personnel
search, we built up a broad professional network
to cultivate exchange with important
local partners and increase our visibility.
Events were held at vocational schools to
introduce students to the fascinating world
of propulsive force. Cooperation was established
with technical research departments
at the universities of Rzeszów, Krakau and
Gleiwitz. At job fairs, MTU demonstrated its
competitive edge not only alongside other
companies, but also in the presence of representatives
from various European nations.
These activities produced a large number of
very eager applicants, of whom we were
able to employ around 250 in all areas from
research and development, to maintenance,
to administration, by the end of 2009.
26 27

“
MTU has completed an impressive
course of development. After aero
engines manufacturing operations
had been suspended for years following
the war, we had to devote our
attention to getting the company running
again, and we focused mainly on
acquiring competitive potential in the
areas of development and manufacturing.
Already then, good, qualified
employees were the heart and soul
of the company. The working world
has changed and in retrospect, it
may seem there was more freedom
back then, but of course, the circumstances
were entirely different than
they are today.
L. Erlebach (MTU 1959-98)
1979
”
Hanover-Langenhagen
The second factory founded in Germany is
the core of the MTU Maintenance Group,
responsible for the maintenance of medium
and large commercial aero engines.
The establishment of our new location in
Poland proceeded simultaneously with the
implementation of the MTU structural concept.
Growth in the commercial maintenance
industry prompted us to optimize commercial
maintenance activities at our locations
in Munich, Hanover and Ludwigsfelde, and
partially reassign duties among these locations.
Specific competencies should become
more efficient by being concentrated
at one location. The need to maintain a
smooth operational flow throughout the
course of these changes made heavy
demands on all employees in Germany and
Poland. Regular activities were kept running
at all times during the course of restructuring,
a considerable challenge for the German
locations, and one faced again during the
qualification of our employees at MTU
Polska. There, operations were kept running
as 170 new employees were trained. That
not only the workmanship, but also the
training that came out of this situation,
achieved our usual high standard of quality,
testifies to the impressive devotion of all
employees involved. Training the new employees
of MTU Polska to a high level of
qualification was the necessary precondition
for MTU’s specialized knowledge to live
on at the new location. At first, some
employees at our locations in Germany
looked skeptically upon the plans for a new
location and restructuring. In conversation
with the works council, however, their concern
that jobs might be relocated from
Germany to Poland was dispelled. The insecurity
at this initial phase quickly gave way
1991
Ludwigsfelde Berlin-Brandenburg
The third factory founded in Germany specializes
in aviation engines in the low and
middle propulsion and performance classes,
and in industrial gas turbines.
to an atmosphere of constructive and committed
cooperation, which in turn had a very
positive effect on the working environment
at the new plant.
During the start-up phase in 2008 and 2009,
the staff of the new location grew together
steadily through the course of training at
our locations in Germany and also later
once assembled in Rzeszów. After many
employees had completed their basic training
at our German locations and operations
had been arranged in Rzeszów, the new factory
experienced a series of exciting events:
the topping-out ceremony in the production
hall, the start of production in April 2009,
the opening ceremony in May, and the family
day picnic and the air show that summer.
1991
Kota Damansara, Malaysia
The joint venture Airfoil Services in Malaysia
marks the start of MTU’s internationalization.
This location focuses on repairing lowpressure
turbine blades and high-pressure
compressor vanes.
In order to get MTU Aero Engines Polska off
to a good start, it was deemed important
that the staff consist of a well-balanced mixture
of employees with many years of MTU
experience and management newly appointed
for Poland, especially during the initial
phases. Around 100 German employees
were in Rzeszów during the first eight
months of 2009 to support the setup process.
Some experienced MTU executives
are at the new factory now, coaching the
new executives to whom they will gradually
turn over their responsibilities.
The instruments of MTU human resources
management are being introduced step by
step in Rzeszów. The annual employee appraisal
was initiated there in 2009. The first
employee survey and the beginning of the
mission statement process are scheduled
for 2010. These steps will ensure that the
new plant, being an important component of
our company, is anchored in the company’s
corporate culture, quality standards and
human resources management system.
The setup of our new location in Poland has
shown how continuity and change are
embraced and combined at MTU: without
compromises on quality but with awareness
of the modern world, in which a company’s
internationalism plays a large role, not only
in saving undue costs, but also in establishing
a global presence. The great success
with which the plan for a new location in
Poland has been executed provides an
important basis for MTU’s future strategic
growth projects.
Vancouver, Canada
Aside from performing traditional maintenance
on attachment equipment in its own
shop, MTU Maintenance Canada also offers
management of line replaceable units (LRUs).
Zhuhai, People’s Republic of China
A joint venture with China Southern Airlines,
MTU Maintenance in the special economic
area of Zhuhai specializes in maintaining,
overhauling and repairing aero engines.
28 29
1998
2001
2003
Newington, Connecticut, U.S.A.
MTU Aero Engines North America (MTU
AENA) comprises our business activities in
the U.S., including the development of
components, modules and maintenance
processes.

MTU Human Resources Service
In addition to the long term strategic tasks
of human resources work, the concrete,
day-to-day support of employees and management
also requires our dedication. Growing
demands within the company and
changing standards on the market and in
society necessitate that everyday work be
accompanied by modern, cost-effective personnel
support.
The improvements to our personnel support
can be experienced first-hand by any employee
at our German locations: we began
unifying human resources administrative
tasks to form the MTU Human Resources
Service in September 2008. This step has
improved the efficiency of our services and
resulted in cost advantages for the whole
company. Everyday inquiries concerning the
pay roll, a job reference or a training certificate
can be made quickly over our central
hotline or email address. On its one year
anniversary, the Human Resources Service
could show an excellent track record:
15,000 calls were received during the first
year. Of these, 80 percent could be answered
immediately. This was possible only
because the Human Resources Service
team members, many of whom had years of
experience with specific support specialties,
shared expertise among themselves in
a timely fashion. Every team member’s
knowledge was broadened enormously in a
very short time. At the Human Resources
Service, specialized questions that cannot
be answered immediately – such as questions
concerning company retirement benefits
or social security – are taken down in a
computerized request administration system
and forwarded to the appropriate expert
within the team. Subsequently, the processing
status of such an inquiry can be followed
at all times using the system.
By means of these simple technical systems,
an excellent response quota and a high
response level were achieved within the first
year. The integration of new systems and
online applications including employee selfservice
options will make the human resources
department more productive, more
effective and more sensitive to our customers’
needs.
30 31

Training
Turning, machining, drilling – these were the
important work processes for which the
trainees at MTU were trained in past decades.
But while such individual skills were
once the core of our training, today we
focus on the production process as a whole.
This approach has consequences not only
for exam subjects; it also means that even a
trainee acquires an eye for the multifaceted
process by which an aero engine is produced.
We teach trainees to master an entire
segment of this complex production process
on the basis of the latest tool and control
system technology. The ensuing exam tests
not a specific technique, but rather mastery
of the production process for a certain component.
This change in approach is applicable to more
than technical occupational training. In spite
of the complexity of our business – or rather,
precisely due to that complexity – it is of
seminal importance that our employees not
feel isolated in a small sector of the company.
Once employees acquire a sense of the
big picture at MTU, they will see the farreaching
consequences of their own professional
activities and understand the importance
of every employee’s engagement in
the effort to perpetuate the success story of
our company and ensure our continued competitiveness
on the international market.
A top-quality, high-tech product such as an
aero engine can only be produced and maintained
by a team of highly specialized experts.
Their skills and knowledge must be
acquired over years and decades, beginning
with the strong foundation of a training program.
It is thus of central importance to our
company that we focus in our training programs
on those constellations of professional
skills that consort closely with our production
processes, as well as on expeditious
specialization and employability.
Thus, we have departed from the practice of
earlier decades by concentrating our training
programs around technical fields primarily
related to our own products. The percentage
of trainees among the staff of our German
locations was 5.1 in 2009, a slight increase
in comparison to previous years.
32 33

“
Interdisciplinary exchange with a
range of highly qualified colleagues is
particularly important in my professional
field. Although every one of us
always has a lot of work to do, our
cooperation as colleagues is characterized
by a positive, open, inspired
climate. Naturally, we still make collective
attempts to work more effectively
in certain areas, but I believe
that in general our work proceeds at
an impressively high level.
1947
”
S. Bretschneider (MTU since 2009)
Training Resumes
After the war, the training of engine
mechanics, lathe operators and tool
makers resumes.
Propulsion for
Secondary School Students
We pursue strategic involvement in schools
in order to inspire young people with our
enthusiasm for the propulsive force of our
products and ideas. Under the guidance of
our trainees, secondary school students
from a Hauptschule or Realschule can experiment
with the assembly and disassembly of
a reciprocating engine. They can spend two
days getting to know MTU as part of their
elective in technology and can decide based
on their interaction with our trainees and
employees whether this world is for them.
Any young person who still wants to know
more can do a trial internship at MTU while
still in school.
Secondary school students from the
Gymnasium can find out at our company
whether their knowledge of mathematics
and physics is enough for a smooth takeoff.
School classes discover through practical
applications that the formulas and laws of
physics form the knowledge base on which
our business runs. It quickly becomes clear
that the rotating masses in an engine must
be calculated exactly. When ultrasound
makes the jump from the physics books
onto the factory floor, it can be used to perform
a test to detect cracks in engine components.
Many young students also get to know us at
vocational training fairs, on regional career
information days, or on Girls’Day. Our present
trainees occupy the information stands
to let prospective trainees know how things
work and what it takes. We also open our
factory gates to teachers and let them get a
glimpse of everyday working life at MTU.
Through the “Teachers in Business” program,
experienced teachers commit themselves
for one year as “interns” at MTU. We end up
with a better understanding of current educational
practices, and the teachers can cull
from their experience any number of les-
1950s
High Applicant Volumes
Training programs at MTU are highly attractive,
as reflected in the steadily high applicant
volumes from the beginning until today.
sons for improving the practicality of their
classroom instruction.
Partnerships with schools have become
another common way we make young people
aware of our training programs. Through
these partnerships we visit schools, and
also invite school classes to visit us at MTU.
On such occasions, our trainees themselves
are responsible for presenting the contents
of various professions and training programs
at MTU. They do so not with slick recruiting
language but with eye-to-eye straight talk.
In order to get to know as many potential
trainees as possible, we added an online
test to the application process for training
programs at our German locations in 2009.
This additional test forms a valuable extra
consideration when judging the information,
such as school grades, contained in traditional
application materials. A less than stellar
school grade is soon relativized in the
light of a high score for power of concentration,
visual thinking capacity or self-motivation
on the online test. If MTU receives
2,500 applications in a year, as it did in
2009, our hitherto practice of holding group
discussions with applicants becomes very
complicated, costly and time-consuming.
The online test makes it easier for us to
review and consider a large number of applications.
A good score on the online test
qualifies an applicant for an in-person interview.
The interview determines whether
good results on the online test translate to a
convincing applicant profile in face-to-face
conversation. The online test has met with
some skepticism at MTU among members
of the generation raised before the digital
age. Such online tests have already become
a matter of course for members of the young,
technologically savvy generation, and among
the representatives of this generation at
MTU, our use of the online test has met with
broad acceptance as an appropriately modern
instrument of application selection. A
separate MTU Training homepage is currently
1960s
Trainee Hiring Policy
Even today, training at MTU adheres to the
policy that the company be able to offer a
job to every trainee after the successful
completion of his or her training.
under construction to round off the online
presence of our training department.
Training Concept:
Three Career Paths
We utilize a multifaceted training concept to
show young people the opportunities that
MTU can offer them both now and during
the course of their future professional development.
Our concept encompasses all the
options, including vocational training, dual
education programs and academic programs.
Besides vocational training, the traditional
first step into the professional
world, we offer a dual vocational training
program and, for especially ambitious young
people, vocational training coupled with
studies at a dual-program university. All the
Health Checks
Health checks in accordance with youth
labor protection laws ensure the health of
our trainees and provide them with optimal
medical care.
educational paths we offer are designed to
entail further opportunities for development
within the world of MTU after graduation.
Central values of our corporate culture are
reflected in the four pillars of the MTU training
concept. Good manners and mutual
respect are important prerequisites for the
establishment of a comfortable and candid
working atmosphere. Accepting responsibility
for oneself is the key to taking control of
one’s life; we offer step-by-step assistance
with the process of learning to take responsibility
for one’s work. The ability to work in a
team is a basic prerequisite if such demanding
products as aero engines are to be constructed.
Creation of value is a basic principle
in all our training; it plays a role in many
stages of the production process.
34 35
1974
1976
Seminars for Instructors
Seminars for instructors are offered in
order to ensure the quality of our training.
1979
Recognized Training Quality
The high quality of MTU’s training programs
is repeatedly attested up to the present day
by awards for above-average graduate performance
received from the State of Bavaria,
the City of Munich and the Chamber of
Commerce and Industry (CCI).

1981
New Performance Evaluation System
Timely and fair performance evaluations
form the basis of motivation in training and
working life. The new trainee performance
evaluation system is modeled on the system
for evaluation of pay-scale employees.
1983
Trainee Exchange
Apprentices at MTU are given the chance
to expand their practical knowledge by participating
in our intercorporate exchange
program. Initial destinations are Rolls-Royce
in Bristol, England and the military airfield
of the Luftwaffe (the German Air Force) in
Erding. The program has continued to
develop, and today, our trainees travel as
far afield as China.
1984
Dual Study Programs
Practical professional training and academic
studies can be pursued simultaneously in a
dual study program. Today, such programs
are offered at all our locations in the areas
mechanical engineering, industrial engineering
and business administration.
To help new arrivals make a seamless transition
from school into our training program,
a welcome seminar provides them with a
first orientation and introduces them to their
new circle of colleagues. Furthermore, MTU
makes a concerted effort to support the
coalescence of the community – for example,
in the course of a five-day seminar in the
mountain region of Oberammergau. There,
new trainees grow together to form a team
as they actively support the forestry office.
This seminar was accompanied by camera
teams from German television for the first
time in 2009. The resulting documentary
gives an impressive picture of cooperation
developing step by step among our trainees
and being promoted as a value in our corporate
culture from the beginning.
MTU recruits also collect experience outside
their training locations later on. Prospective
industrial mechanics from our location in
Hanover spend nearly half of their training
period in Munich. A three-week program with
BAE Systems and Rolls-Royce takes many
trainees to Great Britain. In this exchange
program, which also brings British trainees
to Germany, trainees from each country get
to know the working life and various customs
of the other. Since 2009, the exchange programs
we have maintained with Finland and
Denmark have provided our mechatronics
technicians with a glimpse of the educational
and working worlds of those countries.
Our three-week English language instruction
program, which includes a final exam and an
additional week of relevant professional experience,
broadens trainees’ horizons and
makes a future international assignment a
real possibility.
Social Competency Seminar
In the course of a one-week social competency
seminar, trainees receive a boost to
their self-confidence, sense of responsibility
and cooperative and integrative readiness.
Toward the end of their training, trainees
come steadily closer to their future positions
and teams of colleagues. In 2009, the shift
schedule already being used to conclude
the training program at our Berlin location
was successfully introduced at our location
in Munich. In this system, trainees are
placed for the last six months of their training
in the operational areas in which they will
work after their training is complete. During
this time, they each work with a specific shift
and have an assigned adviser who serves as
contact person and to whom their final
training is entrusted. This specialist adviser
acts as the training department’s extended
arm in manufacturing and provides for the
necessary employee-trainee exchange. He
or she reports on the trainee’s progress and
ensures the trainee’s smooth transition into
his or her assigned operational area.
The first graduating class of our dual study
program graduated from our Hanover location
in 2009. Its collective grade point average
of 1.6 is an especially telling indicator of
the engagement and enthusiasm among
these MTU recruits, who managed to complete
a course of study in Mechanical Engineering
at the Hanover University of Applied
Sciences alongside their aircraft mechanic
training. Such an intensive training program
is not for everyone; after all, it makes for a
packed six-day working week. Anyone who
hopes to make it through must be resilient
and tenacious. The program is rounded off
with a stay in the USA. The recent graduates,
who now carry both a craft certificate and a
bachelor’s degree, inject young talent into
the MTU system.
36 37
1985
1986
Secondary School Support
As part of our support of and cooperation
with secondary schools, MTU is in contact
with 20 area Hauptschulen and offers internships
for not only students, but also teachers.
Our cooperation with Gymnasien in Dachau
includes activities for students taking advanced
courses in Chemistry, English and
Civics, as well as vacation-period employment
for students and advanced training for
Gymnasium teachers.
1987
Reorganization of Vocational Training
In some cases more than 50 years old,
training regulations for apprenticeships in
the metal and electronic industries are renegotiated
and reorganized by the employers’
associations and workers’ unions.

1990
Orientation Program Expansion
Existing trainee orientation activities are
intensified and developed into a unified
orientation week concept. Through orientation
week, MTU enables new trainees to
make a good start in their training and begin
to develop a sense of identification with the
company. Today, orientation week takes new
trainees into the Alps, where they collectively
provide support to the forestry office.
MTU’s Recognized Training Quality
It is not only the MTU recruit who struggles
to be always getting better and learning
something new; our instructors, too, work
steadily at improving the day-to-day course
of our training. After all, training represents
an investment for the company and should
pay off for everyone involved. Workshops
held regularly by our training departments
and programs to exchange trainers between
our various locations reveal what aspects of
our training must be improved. We survey
customers, trainees, instructors and the
works council to make sure every opinion is
taken into consideration. Exchanging experience
with other companies in our industry
or region routinely produces insights as to
where further improvements may be possible.
In this way, MTU ensures the preeminence
of its training program in terms of
quality standards, methods, implementation
and evaluation. In 2009, after our trainees
again achieved top marks and showed
themselves to be the best in their schools
and the entire state, MTU was recognized
for its accomplishments in training by the
Munich CCI.
In 2009, in order to anchor training even
more solidly within the company and ensure
that working and training environments
inform one another, the trainer rotation was
made a permanent component of our MTU
training concept. This allows young talents
between the ages of 25 and 35 to bring important
details of our training up to date with
their expertise on the latest developments
in manufacturing or machine technology.
What’s more, these trainers have an immediate
connection with trainees simply due to
their age; they speak the trainees’ language
and know their cultural milieu. At the same
time, this assignment gives the young trainers
a chance to familiarize themselves with
aspects of managerial responsibility such as
holding job interviews, managing interns
1998
Training Workshop Relocation
The training workshop moves from the
bunker it has hitherto occupied into a new
building on the grounds of MTU’s Munich
headquarters. The occasion is taken to update
and expand the workshop’s machinery.
and trainees, and instructing others on complex
topics. Each trainer manages on average
17 trainees. The young trainers apply and
improve their abilities for two years, at the
same time growing into their future positions.
They get to take a step back and gain
some perspective on their own departments
while gaining experience of a new kind. In
this way, the trainer rotation also functions
as a sort of training program for prospective
team leaders. To make the adjustment easier,
each new trainer is paired with an experienced
trainer for a three-month transition
period.
The rotation concept hinges on smooth cooperation
between young talents and experienced
trainers. Half of the training staff is
made up of seasoned expert trainers at all
times. The experience of these veteran
trainers meshes with the new ideas of the
young trainers to ensure that continuity and
change remain balanced for our trainees.
With the introduction of the rotation principle,
the average age of our training staff
dropped from 47 to 40. In this way, our
training programs keep a finger on the pulse
of production processes, combining expertise
with vitality.
Propulsion for Students
MTU offers university students the chance
to gain practical career orientation in any of
a diverse array of areas: development and
construction, manufacturing, quality control,
information technology, purchasing and
logistics, program management, marketing,
human resources or finance and controlling.
We take advantage of any opportunity –
trade fairs, university lectures, factory tours
– to build contacts with university students
and recent graduates. Our careers page on
the Internet offers a glimpse of the fascinating
world of aero engines. Students can
solidify their professional plans with a trial
1999
Careers Club
This support and follow-up program maintains
contact with students who have particularly
impressed us with outstanding
performance.
period in the actual working world as either
interns or work-placement students. From
their first day with us, students receive close
guidance and professional support, whether
it be at the introductory seminar for new
arrivals or the regular meetings of students
and doctoral candidates.
We don’t forget top performers. Through our
student support and follow-up program, the
Careers Club Premium, we maintain longterm
contact with those students who have
particularly impressed us with their outstanding
performance. Not only do we keep
our Careers Club members in mind when
posting job vacancies; as part of our followup
program, we also invite former interns,
work-placement students and licentiatedegree
candidates to expert lectures being
delivered at the company and to industry
events such as the International Aerospace
Exhibition (ILA) in Berlin. A careers newsletter
specially targeted at this group of potential
employees keeps them informed about
happenings at MTU. Our Careers Club members
also exclusively enjoy the option of taking
an internship at one of our worldwide
MTU locations.
The MTU Study Foundation supports motivated,
highly talented female students in
obtaining their professional and personal
qualifications. It is open to all women who
choose a technical course of study. The
Foundation also hopes to be a platform of
exchange and networking between prospective
women engineers as they begin their
professional careers. One opportunity for
such exchange is provided by our yearly
Foundation meetings; these meetings are
intended to be a boon to female potential
recruits in their efforts to achieve qualifications
and make valuable contacts.
Our connections to university chairs and
departments are an important channel of exchange
with the academic world. Licentiate
Study Foundation
The MTU Study Foundation supports
engaged, highly gifted female students of a
technical discipline in their efforts to achieve
professional and personal qualifications.
and doctorate theses provide an outstanding
opportunity for students to combine university
knowledge with real-world applications.
We offer supervision of theses on a
wide range of important special topics in
our industry and thereby get to participate
in the latest university research. After selecting
a topic, degree candidates are
coached by our international experts.
In light of the changing age structure of our
population, securing young talent is of fundamental
importance to a company like
MTU. We are therefore working to interest
and enthuse a multitude of young people for
the world of aero engines. Since aero
engines generally have little presence in
their daily lives, young people are often unaware
of the exciting career fields centered
on aero engine technology. It will be an
important objective in coming years to
introduce even more potential recruits to
our fascinating and multifaceted business
and show them the propulsion modern aero
engines can generate for their paths through
life.
38 39
2000
2001
Girls’Day
At Girls’Day, young women learn about training
and study programs in technology,
information technology, industrial trades and
sciences, in which women are underrepresented
– even at MTU.
2009
Trainer Rotation
Many young talents at MTU spend two years
as trainers, working in conjunction with permanent
training staff. The cultural proximity
between these young trainers and their
trainees makes interaction easier. Veteran
trainers’ many years of experience and
young trainers’ cutting-edge knowledge of
production and machine technology compliment
each other optimally.

Human Resources Development
Determining key positions in a company is a
question of criteria. On the one hand, product
development and management roles
amount to key positions due to their strategic
importance and the influence they
entail. On the other hand, certain roles in a
company can come to represent truly key
positions simply due to a shortage of suitable
candidates, especially if the shortage
extends beyond the company to the labor
market itself. If these positions remain unoccupied,
whole production processes may
be jeopardized and central operations in the
company threatened with a standstill.
In the course of its history, MTU has seen
phases in which candidates with certain professional
profiles were scarce, particularly
in the postwar period. The depletion of the
war-time generations became especially apparent
during the 1950s and 60s. Qualified
applicants were wooed and often passed
around by recommendation. Today, the
labor market has changed. The demand for
highly qualified employees with many years
of experience is making the demographic
change into a strategic challenge for companies
like MTU already today. In Germany,
workers born in 1964, when the birth rate
reached its peak, will retire in 21 years at the
latest. This period represents less than half
the potential lifetime of an aero engine,
which can be as long as 50 years. In our
company, as in others, employees between
the ages of 46 and 50 outnumber those of
any other age group. If we do not start preparing
for a transfer of detailed, specialized
and practical knowledge, personnel shortages
in the medium term will be rectifiable
neither from within the company nor from
without.
In order to avoid mid- and long-term personnel
shortages in key positions, the development
of young talent at MTU has been systematically
enhanced and amplified over the
last few years. During this time, the workings
of all instruments relevant to human
resources have been concertedly integrated,
refined and expanded step by step into a
human resources development system.
40 41

“
The friendly and respectful tenor
that I sensed already in the assessment
center, is a constant feature of
daily communication. One is invested
with great trust; as a result, one
enjoys the freedom necessary to
take on the responsibility inherent in
one’s position. Quality is always the
first consideration. The practice of
giving clear feedback and the inhouse
networking that springs from
the trainee program, have supported
me and facilitated my start in the
company.
”
N. Busch (MTU since 2009)
MTU Human Resources
Development on >campus
The world of >campus has been synonymous
at MTU with the development of our
organization and its personnel for many
years. MTU’s changes as an organization are
guided by >campus change. The traditional
human resources development of >campus
development performs many duties of an
integrated system of human resources development;
it plans and implements recruitment
and succession at MTU, in addition to
assuring the general expansion of our technical
and managerial knowledge through the
continuous development of individual employees.
Potential discussions allow the technical and
managerial personnel who will lead the company
in coming years to be identified and
evaluated in a timely fashion and beyond the
limits of specific locations or centers. The
development potential of all employees who
show technical or managerial promise is discussed
at these conferences. The results of
an employee’s assessment by his or her
manager are adjusted according to the employee’s
specific center or division and his
or her level. Accounting for variables in this
way allows for a well-balanced total picture
of the employee in question.
At the succession planning meeting, the results
of the potential conferences are used to
formulate level-specific plans for job placement
and employee development in each
center or department. Multiple areas of the
company are represented in the decisionmaking
body, which allows for employees
and executives to be advanced along targeted
paths reaching beyond their current locations
or operational areas.
Questions of staffing are discussed and
decided upon within a management committee.
In coordinating the sustainable further
development of our young talents, this
committee refers to the results of both
potential conferences and succession planning
meetings. Special emphasis is placed
on making job placement decisions beyond
the limits of specific centers or departments,
in order that employees and executives be
given the chance to obtain the broadest possible
qualifications. In particular, the management
committee considers the reintegration
of employees returning from assignments
abroad, as well as all management
positions of the first and second management
levels – third-level management positions
are included in the discussion every
Knowledge Management
other year. What must
be done?
Authorization
Training
In order to avoid critical personnel shortages,
management personnel have been
selectively outfitted since 2009 with an
instrument to supplement succession planning.
With the help of this instrument, managers
can determine which positions are
threatened with a loss of expert knowledge,
particularly specialist knowledge that can
only be acquired at MTU or experiential
knowledge that can only be gained through
years of experience. In addition, managers
must decide whether the absence of a certain
employee would jeopardize central work
processes or business operations, or that
employee could be replaced by a colleague
with similar duties. If a manager does discover
a threat of knowledge loss, he or she
has available an array of short- to mid-term
techniques for backing up the knowledge at
risk, including the know-how tandem and
the knowledge map for targeted knowledge
exchange.
JET: Junior Enrollment and
Trainee Program
Topics Related to the Transfer of Knowledge
The JET program at MTU helps young employees
accelerate their advancement. The
first round of university graduates joined our
Junior Enrollment and Trainee (JET) program
in 2008. These candidates were chosen after
being evaluated in one of our assessment
centers, which considered not only the candidates’
management capabilities, but also
their technical compatibility with their potential
team. From this point, the candidates
embarked on 18 months of systematic preparation
for the specific positions for which
they had been selected. Each development
program and the stages of its progression
were custom designed to fit the profile of the
individual development candidate and MTU’s
needs at that candidate’s future position.
The candidates, whose ages ranged from 24
to 30, were intended for a large variety areas
– from technical areas, to purchasing, to our
maintenance sales division. In order for them
to get to know the company as quickly as
possible, they were soon made responsible
for projects in which they could demonstrate
their reliability and sense for MTU’s business
operations. From the beginning, each trainee
received optimal support from an assigned
mentor from the second management level.
42 43
Personal
experience
Team groups
Potential
Agreements
Handbook
Drive
Intranet
Folder
Open
questions
Visions
Ideas
Lapses,
gaffes and
oversights
Employees
Documentation
Knowledge Map
Daily
business
Process
Projects
Contact
persons
Interfaces
Routine
Recurrent
Problem solving
Error analysis
Expertise
Methods
Internal processes
Current
Completed
Planned
Internal
External
Committees
Customers
Department X
Department Y
Area
Committee

Training with >profession
A broad palette of training and consulting
services – providing assistance with everything
from starting a career to obtaining
management qualifications – is made available
in order that our technical and managerial
knowledge can be constantly reinforced.
A development program is assembled from
these services according to the working situation
of the employee and his or her casespecific
needs. Management personnel can
obtain all the fundamental qualifications necessary
for management at MTU through a
comprehensive qualification program.
Cross-Qualification
Workload shifts in certain product lines continually
result in capacity overloads or periods
of insufficient capacity utilization in certain
teams. This has just been shown by the
optimization analysis that forms part of the
Continuous Improvement Program. To allow
us to react more flexibly to these workload
shifts, twelve employees were chosen for
cross-qualification in 2009. These employees
will expand their existing technical
knowledge by receiving additional training
as aero engine mechanics in another product
line. They will be capable of working in
this other product line in six months at the
earliest. The concept of cross-qualification
will be applied further in 2010, when more
employees will be introduced to, and eventually
certified to work in, an extra product
line. Since cross-qualification represents a
long-term investment in our employees, the
efficiency of the concept will be observed
and evaluated over the course of coming
years.
Labor Market Reentry through
Additional Qualifications
In 2009, in light of rising unemployment figures,
MTU offered a chance for reemployment
to out-of-work auto mechanics and
unemployed workers with formal training in
a machining occupation. On the basis of an
entry exam that tested knowledge of mathematics
and physics, 16 candidates between
25 and 35 years of age were selected.
MTU collaborated in their training with an
external training partner and the Federal
Employment Agency. The candidates received
their qualifications within nine
months. Afterward, these future employees
passed through an on-the-job orientation
program. They will be integrated as aircraft
mechanics at MTU starting in 2010.
44 45

Compensation
A market- and performance-driven compensation
system remains a central criterion in
judging the attractiveness of an employer.
Developments in the overall socioeconomic
situation change the expectations placed on
systems of compensation. As an employer,
MTU stands in competition with many other
international corporations – not only at its
headquarters in Munich, but at its subsidiaries
around the world as well. Our previous
compensation system, which was
geared toward the German labor market, was
adjusted to reflect prevalent international
compensation structures as MTU itself became
increasingly international.
As a result, our current compensation system
for both pay-scale and non-pay-scale
employees consists of multiple components,
including basic compensation, performancebased
compensation, stock options, company
retirement benefits and a broad array of
extra-monetary benefits.
Concluding the Shift to ERA
The basic compensation scheme for payscale
employees is fixed in the remuneration
framework agreement ERA. This remuneration
system, which was agreed upon by the
Industrial Union of Metalworkers (IG Metall)
and representatives of the employers of the
metal and electrical industries, was fully in
place at MTU by the end of 2008. After
2007, when MTU in Munich became one of
the first companies in Bavaria to introduce
the new pay scale structure, which is uniform
for both wage workers and salaried
employees, this step was taken at our locations
in Berlin and Hanover as well. It was
necessary to formulate job descriptions and
develop concepts specific to each location
because of differences between locations in
terms of their operational tasks and pay
scale specifics in their respective federal
states.
Early in the process of preparing for this
change at our Hanover location, a work
group was formed with representatives of
the works council so that positions and
tasks might be discussed jointly and constructive,
mutually-acceptable solutions
found. The consensus found on so-called
“formative” tasks and the qualifications necessary
to discharge them, now forms the
foundation of the remuneration structure. In
order that all employees be informed about
the new remuneration structure and a general
atmosphere of transparency be created
around the topic of ERA, not only was intensive
cooperation with the works council
undertaken, but all managers and master
craftspeople received a briefing as well.
Members of the ERA work group were also
available on the “ERA Marketplace” to
answer all employees’ questions during the
ERA introduction process.
In sum, ERA allows for greater transparency
regarding fields of activity and makes the
coupling of remuneration and performance
clearer. In two years, all three MTU locations
in Germany have left the remuneration system
of three decades behind them and
switched to the timely, performance-related
ERA system.
46 47

Refining Performance-Based
Compensation
At MTU, a uniform system of employee performance
evaluation has been in place for
employees at all levels, from trainees to top
executives, since 2007. This system focuses
on collective goals within one center and
attempts an overall appraisal of each
employee’s contribution toward their attainment.
Feedback on the introduction and
establishment of this new evaluation system
was collected from managers and the works
council. As a result, while the concept of
uniform performance evaluation met with
approval on the whole, certain details of the
system were refined in 2009. On the one
hand, the role of leadership was expanded:
fewer structural specifications and greater
responsibility with regard to assessment
gave managers more freedom and served to
reinforce our management culture in general.
Managers enjoy a high degree of freedom to
differentiate between performance evaluations.
As a support to managers, the guidelines
for preparing and performing appraisal
interviews were adapted and optimized. On
the other hand, pay-scale profit-sharing was
assimilated to the principle of the non-payscale
bonus system: aside from the basic
profit-sharing amount paid to all pay-scale
employees, a variable amount is now disbursed
as well. Thus, performance-related
compensation for both pay-scale and nonpay-scale
employees is now dependent partly
upon the success of the company and
partly upon individual performance.
Employee Shareholding Program
(MAP)
Since 2008, our employee shareholding program
known as MAP has given all employees
the opportunity to share in our company’s
success on the stock exchange. The
program, which is offered for only one year
at a time, was extended for 2009 and again
for 2010. MTU contributes an additional 50
percent to the amount invested by an
employee. In other words, for every two purchased
shares, the employee receives free
of cost an additional, so-called “match
share,” which is paid out after a two-year
lock-up period. The volume of employee
investment reached 4.9 million euros in the
first year, which means that MTU has paid
out more than 2.4 million euros to its employees
through this program.
Company Pension Scheme
In light of the stagnation of pension benefits
offered by the public social security system,
company retirement benefits are an increasingly
important component of compensation.
MTU pays into a reinsured pension
fund for every new employee. Liquidation is
handled by a renowned pension fund association.
All contributions convert into an
entitlement to benefits from the company
pension scheme. Contributions are hedged
by a life insurance policy provided for the
employee from an external insurance provider.
The scheme includes retirement and
disability benefits, as well as provisions for
surviving dependents. An annual certificate
provides an overview of the entitlements an
employee has obtained. When the time
comes for entitlements to be paid out, a
choice is given between pension benefits, a
lump-sum payment and a graduated payment
plan. In the case of disability, the
employee receives a lump-sum payment. For
long-time employees, the company pension
scheme exists in the form of cash payment
commitments.
In the last two years, MTU has improved its
compensation systems and adapted them
to the needs of both the company and its
employees. Today, the compensation element
of human resources management at
MTU is competitive by international standards.
We will continue to scrutinize developments
on the labor markets and compare
our own practices with what we observe,
always making sure our compensation system
rewards performance and remains
attractive.
How comfortable employees tend
to feel at MTU is clearly shown by
how long they stay with the company.
Relations in the workplace were
exceedingly pleasant, friendly and
collegial. Naturally, MTU’s development
over the decades has been a
reflection of the economy: the business
world at MTU has steadily
grown more international and complex
with the passing decades.
Increasing levels of competition have
shaped and changed MTU.
H. Fürst (MTU 1965–95)
48 49
“
”

Extra-Monetary Benefits
The financial crisis and resulting economic
crisis have had an impact on almost every
industry. They have had their effects on
labor markets as well, and the room for
negotiation between companies and their
employees over compensation has shrunk.
The latest studies show that precisely now,
extra-monetary benefits are becoming an
important competitive factor. Whoever labels
them fringe benefits misunderstands their
true value for employees and companies.
When a spot in a private nursery school kilometers
away costs 800 euros or more, the
subsidized day-care center immediately in
front of the MTU factory gates becomes a
cherished asset.
No company can create a sensibly balanced
portfolio of extra-monetary benefits overnight.
Rather, a benefits portfolio must develop
over time, orienting itself by the general
conditions in the company’s society,
region and industry, as well as by many
other factors, and adjusting as conditions
change. The individual components must be
constantly reviewed to make sure they
remain needs-based and valuable to the
company and its employees.
Aside from 20 forms of monetary compensation,
MTU offers a total of 30 extra-monetary
benefits. Each extra-monetary benefit
will have a different value for each employee,
depending on personal priorities, as well as
the phase of life and general situation in
which the employee finds him- or herself.
The focal points of our system of extra-monetary
benefits are work schedules, family
and health.
50 51

“
MTU operates in a formidable,
highly complex and extremely technical
business field requiring strictly
regulated processes in certain areas.
As a new employee, it takes a while
to get adjusted. It helps a lot that the
company is so lively, other employees
so quick to offer support or an
explanation, and everyone so ready
to lend a sympathetic ear. The systematic
integration program, and the
expansive and detailed knowledge of
veteran MTU employees, are a big
help in rapidly gaining a solid foothold.
1934
”
T. Dannerbauer
(with MTU since 2009)
Cafeteria
Our Munich factory has a cafeteria from its
inception. During the 1950s, employees
bring their own dishes in order to keep dishwashing
costs low.
Work Schedules
A practice that began in many companies to
promote family-friendliness is now highly
valued by many employees without children:
flexible work schedules. The working world,
once dominated by rigid regulations, is becoming
flexible in more and more areas,
making private and working lives more compatible.
Work schedules at MTU allow
employees a maximum of independence in
planning their time. Our core working hours
are 10:00 a.m. to 1:00 p.m., framed by our
flex-time hours from 5:15 a.m. to 8:00 p.m.
Additional freedom is granted by options for
telecommuting or part-time employment.
Family
Combining family and career is made easier
at MTU by a whole bundle of benefits.
Employees enjoy the right to a leave of absence
to care for a newborn or an unwell relative,
or for other family reasons, which provides
latitude during phases in life in which
family comes first. A broad service package
is supplied by our external provider of family
assistance, pme. Services it provides our employees
range from debt counseling, to day
care placement, to holiday playschemes, to
counseling on the nursing-care needs of relatives.
Considering the shortage of communal
child day-care services, the day-care
center of the parents’ initiative TurBienchen
e.V. represents an indispensable resource. It
is supported financially by MTU and stands
open to the children of our employees – right
at the entrance to our Munich factory
grounds.
1940
Factory Buses
Factory buses traversing the areas around
Dachau and Pfaffenhofen make commuting
easier on employees of the Munich-Allach
BMW factory.
The regular monitoring of our family-support
benefits by the not-for-profit Hertie Foundation
provides continuous input on how to
make sure these benefits keep pace with
the times. Every three years, the services
we offer undergo an audit and new, ambitious
goals are set. MTU’s successful certification
through the last audit in 2008 confirmed
the high standards of the services
we offer for combining career and family.
Additions to these services are planned over
the next three years. Current work-schedule
options are to be supplemented by more
part-time positions and the promotion of jobsharing
and career-path options. Additional
measures are to be taken to promote acceptance
and improve implementation of our
present family-support offerings.
1945
Milk Rations
Employees who work with dangerous materials
in the chemical laboratory or at testing
stations receive a daily milk ration to prevent
tuberculosis. This is an especially desirable
benefit in light of the food shortage following
the war.
1950
Dormitories
MTU provides its employees with residential
accommodations. At first, employees are
afforded dormitory-style accommodations.
In the 1970s, more than 100 apartments
are made available.
1964
Pension Fund
The Wirtschaftswunder, or economic miracle,
makes possible new employment benefits.
Old-age and disability allowances, widows’
and orphans’ pensions, and an emergency
fund are all established. Over time, these
benefits are gradually expanded and updated.
1965
First-Aid Station
MTU establishes its own first-aid station,
where employees can see MTU’s company
medic or the M.A.N. company doctor on one
of the doctor’s twice-weekly visits.
52 53
Family Day
The family day celebrations held at all our
locations in Germany on the occasion of our
75th anniversary in 2009 became meeting
points for MTU families. In Berlin and
Hanover, numerous attractions and technological
presentations for the whole family
drew crowds – a chance for children to get
to know mom’s or dad’s company and workplace.
At our headquarters in Munich, the
employees themselves presented their work
areas in an accessible and entertaining fashion.
Activities included hunting for Easter
eggs in the X-ray machine, folding T-shirts
using the latest management methods, such
as the Kanban concept or the CIP, and pea
counting in the controlling department.
Music ensembles from brass bands to rock
groups created the appropriate atmosphere.
A time-travel expedition guided visitors
through the history of aviation and the
company history of MTU.

1970
Flex-Time
The introduction of flexible work schedules
applies at first to the research and development
department only, but later to other
divisions of the company as well.
Health Management
At MTU, commitment to the health of our
employees is a tradition. While the distribution
of daily milk rations to prevent tuberculosis
is long since history, efforts to guard
the health and productive capacity of our
employees have continued. Over the decades,
the company doctor’s dispensary
has been expanded into a full health service
with social counseling.
The health service supplies direct medical
attention and preventative health care. This
encompasses the provision of occupational,
general, emergency, environmental and preventative
medical care, as well as the task
of promoting good health within the company.
Social counseling focuses on supporting
the social, communicational and mental
abilities that our employees require in order
to be active and productive in their professional
and private spheres. Social counseling
services include everything from counseling
for personal problems to life coaching, and
1975
Company Sports
MTU’s company athletic association in
Munich offers a diverse array of activities;
employees’ spouses and children may also
participate.
from help learning to master the demands
of the workplace to support for management
personnel dealing with problems among
employees.
Disease patterns change with changes in
society and the working world. It remains a
central task of the health service to sustain
the productive capacities of our employees.
Given the comprehensive, high-quality health
care infrastructure in the area of our Munich
headquarters, it is not our intent to build up
a parallel health care system. Having the
company doctor at hand is often a time-saving
convenience, but making the whole
palette of medical and social health care
services available within our company is
hardly prudent. Instead, our health service
is at present focusing on treatment and prevention
of certain complex, widespread
societal illnesses that are too often tacitly
accepted. It wishes to institute active, targeted
measures to break the vicious circles
by which these illnesses take root.
1980s
Part-Time
The introduction of part-time work schedules
shows support for families by making it
easier for employees to combine work and
family life. As an important means to
achieving work-life balance, part-time
schedules remain indispensable today,
even among the many types of schedule
we now offer.
Health Management
Health Service
Occupational Medicine
Promoting Health within the Company
Emergency Medicine
General Medicine
Environmental Medicine
MTU employees suffering from extended illnesses
are offered targeted support from
our health service. Employees who fall ill
and wish to accept the support of our health
service receive assistance in finding and
undertaking the appropriate course of medical
diagnosis and treatment. This assistance
takes the form of counseling conversations,
medical examinations and referrals to the
company’s proven medical and therapeutic
partners.
MTU’s health service has available a supplemental
network of medical and therapeutic
partners to help in cases of psychic or mental
illness. This network comprises those
therapists, psychiatrists, psychosocial counseling
centers and university institutes
which have proven themselves through their
past cooperation in cases of complex illness.
The health service is presently realizing a
pilot project to build up a similar network of
health professionals who address disorders
of the spine and the musculoskeletal system.
With this project, MTU does not consider
itself to be competing with employees’ general
practitioners, but rather compensating
for some of the budget and time limitations
general practitioners face.
Social Counseling and Addiction
Prevention
The addition of social counseling and addiction
prevention to our factory medical services
is an important step in the development
of our health management system. In conjunction
with physical health, mental stability
is today more than ever the basis for an
employee’s occupational fitness and motivation.
Social Counseling
Working Fitness and Productivity
Working Climate and Cooperation
Management Skills
54 55
1989
1994
Mental Health
Events promoting health-conscious behavior
give MTU’s employees frequent suggestions
for looking after their own well-being. In
2008, for example, employees of our
Hanover location were informed during the
course of an addiction prevention week on
the dangers associated with the daily consumption
of alcohol, tobacco, pills or other
drugs. In the following year, a health week
was organized offering nutrition counseling,
cardio screening, chances to donate bone
marrow and many other health-related
activities.
Balancing self-reliance with support is especially
crucial with regard to health care. The
actions of a company like MTU can support
an employee’s health-conscious lifestyle, but
never compensate for the lack of it. All aspects
of our approach to health management
at MTU are constantly reviewed to ensure
that they enable our employees to maintain
their good health through a timely and suitable
balance of self-reliance and support.
Family Service
Our external family services provider pme
offers MTU employees an extensive benefits
package, including counseling on everything
from managing debt to securing nursing
care for a relative.
2000
Family Leave
Since work and family life should be compatible,
an MTU employee can choose to
take a period of family leave within ten
years of the birth of his or her first child.

2000
Company Doctor
The MTU company doctor’s dispensary is
converted into a modern medical practice
with a reception area, consulting rooms,
medical equipment and even a medical
laboratory.
Preventing and Treating Addiction
Dealing with addiction problems is a challenge
in the workplace as it is in private life.
Risk behaviors with respect to legal and illegal
drugs are influenced by the working and
family environment in which they take place.
The march into addiction is often accompanied
by the illusion of self-control, and it can
take a great deal of time for a person to
admit to having a problem. MTU is addressing
the problem of addiction in order prevent
addictions before they start. Considering the
high demands for quality and safety in the
aviation industry, this measure is important
to our customers as well. A company agreement
addressing all the central aspects of
addiction prevention and treatment was concluded
in 2009. The agreement commits all
MTU employees and managers to concrete
behavioral rules with regard to policies
designed to provide the earliest possible
preventative support to employees on the
verge of addiction problems, while also
averting any hazard to working or product
safety.
2000
Nursing Leave
Employees may take a nursing vacation of
up to twelve months or a nursing leave of
up to 24 in order to take care of a close
relative at home. This option represents yet
another important measure to help employees
combine work and family life.
A Wide Selection of Sports and
Fitness Activities
The fitness center and company athletic
association at our headquarters in Munich
offer a broad variety of athletic activities. It
is a program for anyone and everyone. The
fitness center located directly on our
Munich factory grounds is open from 6:00
a.m. to midnight and costs 25 € per month.
Under such conditions, there is no excuse
for brushing off responsibility for one’s
health. A team of trainers under the direction
of an experienced sports science professional
offers a broad spectrum of activities
for strength and stamina training, body
sculpting, rehabilitation and weight loss.
Information about the current program is
available on the company intranet and on
the Internet under:
www.gesundheitszentrum-mtu.de
2002
Career & Family Audit
The Career & Family audit performed by the
Hertie Foundation provides regular monitoring
as we continue to improve our benefits.
Daimler & Friends
Beyond the central areas of work schedules,
family and health, we offer diverse services
including a pension fund and consulting on
private insurance choices. In the past, the
chance to lease a car from the Daimler
Corporation on special conditions was an
especially popular benefit. The contract for
special conditions, born out of MTU’s former
affiliation with the Daimler Corporation,
expired in 2009, but a new agreement was
concluded in the same year, allowing us to
offer a benefit comparable to the previous
one. MTU employees can lease vehicles
from Mercedes and Smart under favorable
conditions for one year at a time.
In coming years, we intend to continuously
reconsider, and scrutinize the timeliness of,
the supplemental benefits MTU offers its
employees. Employees’ criticisms and valuations
will continue to indicate reliably
where we need to revise our offering. Each
benefit is an investment and should help
support our company and its employees
both now and in the future.
TurBienchen
The kindergarten in close proximity to our
company is open to children between six
months and six years of age Monday to
Friday from 7:30 a.m.
56 57
2002
2005
Fitness Center
In the fitness center on company grounds,
exercise equipment helps build strength
and stamina and health programs provide
necessary balance.
2009
Health Management
A network of medical and therapeutic partners
supplements our health service for the
diagnosis and treatment of psychic or mental
illnesses and musculoskeletal disorders.

Standards of
Human Resources Work
A company like MTU can be seen from distinct
perspectives. Employees, shareholders,
customers, suppliers, neighbors – each
group has its own expectations. Each division
of our company is geared toward a certain
contact group whose demands it must
accommodate. In addition to the complex
internal considerations involved in enabling
our employees to work to the best of their
abilities, the interests of investors and job
applicants are central criteria of our human
resources work.
Human Resources Controlling
The task of orienting our company toward
shareholder value, which in turn translates to
company value, lays out many challenging
targets for us to pursue in the highly complex
and dynamic world of capital markets.
To better address capital-market demands,
MTU has assembled a store of expert knowledge
and anchored it within the company. In
the field of human resources, this knowledge
is embodied by human resources controlling.
Human resources controlling designs and
applies special systems and instruments to
support and influence decision-making as
regards economic questions functionally
related to the tasks of planning, coordinating
and monitoring the human resources component
of our business activities. By this
process, internal divisions of the human
resources center are supplied with the information
necessary for providing optimal support
to our functional departments. Human
resources controlling necessitates a degree
of standardization, but at the same time
requires flexibility in order to meet a variety
of demands. It also requires continuous
improvement of its processes, systems and
instruments.
Benchmarks
Benchmarks are one instrument for achieving
continuous improvement. By compiling
and monitoring informative and substantial
human resources statistics, we are able to
establish benchmarks comparing us with
other companies, even those in other industries.
Such comprehensive comparisons are
particularly important for purposes of human
resources management. They provide clues
as to what other companies are emphasizing
in their human resources work and what
unexplored possibilities and instruments
might deserve consideration in our own task
setting. Conducting benchmark surveys
commits great resources to data collection,
but the results provide a valuable viewpoint
beyond the perspectives otherwise available.
At MTU, benchmarks have confirmed
the competitive status of the benefits we
offer our personnel. In 2008, MTU cooperated
on a benchmark comparison with other
technology companies in the Munich area.
In 2009, we participated in the benchmark
comparison process of the German Association
for Personnel Management.
58 59

MTU Image Rankings
The solid statistics produced by controlling
and benchmarks are indispensable. However,
they say little about how employee
benefits are subjectively judged among
potential recruits. A company’s image among
potential recruits is formed by different factors,
and what was a central criterion of
employer attractiveness ten years ago may
be ascribed considerably less importance
today. The extra-monetary benefits included
in a compensation package take on greater
importance in times of economic difficulty,
when little room is left for salary increments.
In many companies, extra-monetary benefits
make up more than a third of total compensation.
Today, special importance is placed
on flexible work schedules, salary continuation,
child day care, health benefits and
opportunities for further training.
MTU’s great attractiveness as an employer is
demonstrated by its repeated inclusion in the
yearly ranking “Germany’s TOP Employers.”
This ranking of German employers is performed
by the jobs magazine “karriere,”
which is produced by the renowned business
publisher Handelsblatt in cooperation with
the geva-institut for psychological management
consulting. The ranking is based on a
more than100-page questionnaire that deals
with all aspects of human resources policy
and is continuously revised to reflect the latest
standards of human resources work in
Europe. A company’s questionnaire results
are then verified through extensive individual
interviews with that company’s employees
– from those who have joined the company
only recently to executives. The high
marks awarded to MTU in the individual
evaluation categories show that even in
comparison with much larger companies,
MTU does not merely offer solid competition,
but sets standards. In the 2010 ranking,
MTU was certified as one of “Germany’s
TOP Employers” for the fourth consecutive
time and received the highest possible
marks in the categories of human resources
development and compensation and benefits.
Evaluation Results
Compensation
Market Leadership
Work-Life Balance
Job Security
Development
Climate + Corporate Culture
That this sort of publicity boosts MTU’s general
reputation and also finds its way to
potential recruits, was shown in a study
done by trendence in 2009. The survey
respondents were university graduates of a
technical, business or IT program. The
result: MTU has a good name among these
high-potential graduates. When trendence
asked respondents to freely name their first
choice for a potential employer, MTU was
selected repeatedly. MTU enjoys especially
high esteem among graduates who studied
one of the so-called MINT subjects: Mathematics,
Information technology, Natural sciences
and Technology. Given a list of 125
companies and asked for which they would
most like to work, these graduates ranked
MTU17.
These outstanding evaluation results from
professionals and potential recruits speak
eloquently of MTU’s attractiveness as an
employer. Over the decades, MTU has transformed
itself according to the demands of
the day and has time and again met the
challenges it has faced. While MTU has
always distinguished itself through its
exceptional technical capacities, human
resources management has now become an
additional, strategically important competitive
factor. From knowledge management
policy to the company mission statement,
and from human resources development to
needs-based human resources planning –
the forward-looking, timely human resources
concepts in use at MTU are a good basis for
further development as we take on the tasks
of the future.
Our superior organization and systematization
of processes is a reflection
of the high level at which we are
working here. At the same time,
there is great openness to new ideas
and constructive criticism. MTU is a
traditional company in the best
sense of the phrase, with clear-cut
lines of responsibility and friendly,
positive interpersonal relationships
among colleagues.
U. Schröder-Peitz
(with MTU since 2009)
60 61
“
”

Human Resources Statistics
Workforce:
Salaried Employees
+ Wage Workers
= Permanent Workforce
+ Limited-Contract Employees (Salaried Employees and Wage Workers)
= Active Workforce
+ Trainees (Industrial and Commercial Trainees + University of Cooperative Education Students)
+ Work-Placement Students and Vacation-Period Workers
+ Interns / Licentiate-Degree Candidates / Doctoral Students
+ Limited-Contract, Part-Time Employees on Parental Leave
+ Fractionally Employed Staff
= Total Workforce
Active Workforce
+ Workers on Loan (Employment Agencies, Intra-Company Loan, Erding Cooperative Model)
= Personnel Capacity
Not included:
– Inactive work contracts (Bundeswehr, civil service, parental leave, partial retirement, leave of absence)
Head Count – Total Workforce
2008–2009 End-of-Year Figures
Consolidated MTU Group
Totals
MTU Aero Engines GmbH
MTU Maintenance Hannover GmbH
MTU Maintenance Berlin-Brandenburg GmbH
German Locations
MTU Maintenance Canada Ltd.
MTU Aero Engines North America Inc.
Vericor Power Systems LLC.
MTU Aero Engines Polska
MTU Maintenance Zhuhai Co. Ltd. (50%)
International Total
Consolidated MTU Group
Non-Consolidated Affiliate
Totals
MTU Maintenance Zhuhai Co. Ltd. (50%)
Airfoil Services Sdn. Bhd.
Ceramic Coating Center S.A.S.
CSC Europe GmbH
CSC South Africa
Non-Consolidated Affiliates
MTU Group Total
2008 2009
Total % of Total % of
Whole
Whole
4,547 60.3% 4,579 59.7%
1,633 21.7% 1,708 22.3%
553 7.3% 593 7.7%
6,733 89.3% 6,880 89.8%
173 2.3% 166 2.2%
186 2.5% 63 0.8%
34 0.5% 37 0.5%
167 2.2% 243 3.2%
244 3.2% 276 3.6%
804 10.7% 785 10.2%
7,537 100% 7,665 100%
2008 2009
Total % of Total % of
Whole
Whole
244 34.8% 276 38.8%
377 53.8% 386 54.4%
34 4.9% 34 4.8%
15 2.1% 14 2.0%
31 4.4% – –
701 100% 710 100%
8,237 8,374
Head Count – Active Workforce
2008–2009 End-of-Year Figures
Consolidated MTU Group
Totals
MTU Aero Engines GmbH
MTU Maintenance Hannover GmbH
MTU Maintenance Berlin-Brandenburg GmbH
German Locations
MTU Maintenance Canada Ltd.
MTU Aero Engines North America Inc.
Vericor Power Systems LLC.
MTU Aero Engines Polska
MTU Maintenance Zhuhai Co. Ltd. (50%)
International Total
Consolidated MTU Group
Non-Consolidated Affiliate
Totals
MTU Maintenance Zhuhai Co. Ltd. (50%)
Airfoil Services Sdn. Bhd.
Ceramic Coating Center S.A.S.
CSC Europe GmbH
CSC South Africa
Non-Consolidated Affiliates
MTU Group Total
Management Structure
German Location Totals
2008–2009 End-of-Year Figures
Executive Board
Senior Management
Management
Extended Management
Master Craftspeople
Total Management Personnel
Total Workforce
Trainees
German Locations
2008–2009 End-of-Year Figures
MTU Aero Engines GmbH
MTU Maintenance Hannover GmbH
MTU Maintenance Berlin-Brandenburg GmbH
Totals
* Trainee percentage = trainees/(permanent workforce + trainees)
2008 2009
Total % of Total % of
Whole
Whole
4,161 60.4% 4,206 60.2%
1,456 21.1% 1,516 21.7%
479 7.0% 502 7.2%
6,096 88.5% 6,224 89.0%
173 2.5% 166 2.4%
184 2.7% 62 0.9%
34 0.5% 37 0.5%
166 2.4% 243 3.5%
236 3.4% 261 3.7%
793 11.5% 769 11.0%
6,889 100% 6,993 100%
2008 2009
Total % of Total % of
Whole
Whole
236 36.2% 261 40.9%
342 52.5% 331 52.0%
31 4.8% 31 4.9%
15 2.3% 14 2.2%
28 4.3% – –
652 100% 637 100%
7,541 7,629
2008 2009
Total % of Total % of
Whole
Whole
4 0.1% 4 0.1%
22 0.3% 23 0.3%
114 1.7% 115 1.7%
520 7.7% 531 7.7%
50 0.7% 52 0.8%
710 10.5% 725 10.5%
6,733 100% 6,880 100%
62 63
Permanent
Workforce
4,104
1,333
424
5,861
2008 2009
Trainees % of Permanent Trainees
Whole* Workforce
145 3.4% 4,159 155
107 7.4% 1,384 109
49 10.4%
467 59
301 4.9% 6,010 323
% of
Whole*
3.6%
7.3%
11.2%
5.1%

Campus 2009
German Locations
2009 End-of-Year Figures
Total Workforce
Total Training Days
Total Training Days per Employee
Total Training Investment
Training Investment as % of Earnings
Average Age of Workforce
German Location Totals
2008–2009 End-of-Year Figures
Age
18-25
26-30
31-35
36-40
41-45
46-50
51-55
56-60
>60
Total
in Days
in Days
in €
in %
Munich
4,579
14,240
3.1
2,516,608
0.17
2008 2009
Permanent % of Whole Permanent
Workforce
Workforce
308
5.3%
340
496
8.5%
514
673
11.5%
663
743
12.7%
747
1,035
17.7%
961
1,113
19.0%
1,149
855
14.6%
897
556
9.5%
641
82
1.4%
98
5,861 100.0%
6,010
Overall average at German locations: 43.0 years (2008)/43.3 years (2009)
Years with MTU
German Location Totals
2008–2009 End-of-Year Figures
Years
0-5
6-10
11-15
16-20
21-25
26-30
31-35
>35
Total
2008 2009
Permanent % of Whole Permanent
Workforce
Workforce
703
12.0%
839
1,435
24.5%
1,195
493
8.4%
760
780
13.3%
604
1,024
17.5%
1,120
713
12.2%
657
405
6.9%
452
308
5.3%
383
5,861 100.0%
6,010
Overall average at German locations: 17.4 years (2008)/17.6 years (2009)
Hanover
1,708
6,759
4.0
798,046
0.11
Berlin
593
1,938
3.3
410,843
0.21
% of Whole
5.7%
8.6%
11.0%
12.4%
16.0%
19.1%
14.9%
10.7%
1.6%
100.0%
% of Whole
14.0%
19.9%
12.6%
10.0%
18.6%
10.9%
7.5%
6.4%
100.0%
Health Rate of Active Workforce
German Locations
2008–2009 Yearly Averages
64 65
Munich
Hanover
Berlin
Total
Salaried Employees
Wage Workers
Total
Salaried Employees
Wage Workers
Total
Salaried Employees
Wage Workers
Total
Salaried Employees
Wage Workers
Total
Accidents
German Locations
2008–2009 End-of-Year Figures
Munich
Hanover
Berlin
Total
Accidents per 1000 Salaried Employees
Accidents per 1000 Wage Workers
Accidents per 1000 Salaried Employees
Accidents per 1000 Wage Workers
Accidents per 1000 Salaried Employees
Accidents per 1000 Wage Workers
Accidents per 1000 Salaried Employees
Accidents per 1000 Wage Workers
Outpatient Contacts
Munich
2008–2009 End-of-Year Figures
2008 2009
97.3%
93.3%
95.6%
96.0%
93.2%
94.1%
97.0%
95.3%
96.0%
97.1%
93.4%
95.2%
4
9
1
1
0
0
5
10
97.0%
93.5%
95.5%
96.7%
93.4%
94.5%
97.0%
94.6%
95.5%
97.0%
93.6%
95.3%
2008 2009
2008 2009
Total 20,241 19,277
(Occupational and general medical examinations, medical check-ups, health-promotion measures and
social counseling)
4
9
0
0
0
0
4
9