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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.
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