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“ 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
Page 1 and 2: MTU Aero Engines Holding AG Dachaue
Page 3 and 4: Foreword Dear Sirs and Madams, Dear
Page 5 and 6: Business Strategy In 2009, the mark
Page 7 and 8: Strategic Growth This and last year
Page 9 and 10: An Interface Between the Works Coun
Page 11: Corporate Culture MTU and its subsi
Page 15 and 16: “ MTU has completed an impressive
Page 17 and 18: Training Turning, machining, drilli
Page 19 and 20: 1981 New Performance Evaluation Sys
Page 21 and 22: Human Resources Development Determi
Page 23 and 24: Training with >profession A broad p
Page 25 and 26: Refining Performance-Based Compensa
Page 27 and 28: “ MTU operates in a formidable, h
Page 29 and 30: 2000 Company Doctor The MTU company
Page 31 and 32: MTU Image Rankings The solid statis
Page 33: Campus 2009 German Locations 2009 E

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