our ideas and concepts for a sustainable future

MTU Aero Engines AG

December 2021 – Investor Relations

Sustainability Presentation

OUR IDEAS AND CONCEPTS FOR A SUSTAINABLE FUTURE

© MTU Aero Engines AG. The information contained herein is proprietary to the MTU Aero Engines group companies.

AGENDA

December 2021 Sustanability Presentation 2021 2

1 Corporate Governance

Conducting Business Responsibility

2 Product Responsibility

Technology Roadmap towards Emission-free Flying

3 Environmental Protection in Manufacturing

and Maintenance

4 Procurement Practices

Responsible Resourcing

5 Responsibility towards Employees

6 Commitment to Society

21

3

4

5

6CORPORATE RESPONSIBILITY STRATEGY


Revenues

€ 1.5 billion**

EBIT adj margin**

20.7%

Revenues

€ 2.7 billion**

EBIT adj margin**

5.4%

MTU is built on excellence in these three pillars

3

Commercial OEM business

• Revenues: € 1.0 billion (26%)**

• Decades of partnerships with OEMs

increasingly include maintenance

• Balanced product portfolio in all thrust categories

• Order volume secures business beyond mid

of this decade

• Approx. 30% of active aircraft with MTU

participation

Military OEM business


• European and U.S. engine programs

• Full system capability

• R&D is typically customer financed

• Leading partner of the German Armed Forces

Commercial MRO business*


• Services: maintenance, leasing and asset mgmt.

• Exposure to highest growth engines

(PW1000G, V2500, CFM56, CF34, GE90)

• Global network with direct customer business,

partner of OEMs and airlines

• More than 1,400 customers, including over

200 airlines

*) MRO = Maintenance, Repair and Overhaul **) Basis: Fiscal year 2020

MTU group fiscal year 2021: Revenue € 4.2 billion EBIT € 468 million EBIT adj. margin 11.2%

Sustanability Presentation 2021 December 2021

CORPORATE

GOVERNANCEResponsible Business Conduct

21

3

4

5

6


Our claims – CR strategy goals for corporate governance until 2025

• Comprehensive sustainability management

• Ensuring the security of information and systems

• Protecting personal data in all areas of the company

• Compliance as part of the corporate culture

• Active commitment to combating corruption in

all business areas

• Ensuring adherence to embargo and export guidelines

• Regular and open dialogue with all stakeholder groups

5

Integrity and responsible business practices

are the cornerstones of our corporate culture.

December 2021 Sustanability Presentation 2021


Our sustainability strategy addresses the global challenges

and stakeholder requirements that MTU’s business faces


Product

Corporate

Governance

Manufacturing

& Maintenance

Procurement

Practices

Employees

Society

OUR CR FIELDS OF ACTION

In doing so, we stand for responsible and

environmentally friendly production,

maintenance and procurement and offer a

safe and attractive working environment.

As a technology leader, we play a decisive role in making aviation sustainable and achieving emissions-free flight through innovative propulsion solutions.


Our CR management team drives sustainability forward within the company


CR Board consist of 7 members from the tier 1 senior management representing the following

division: Corporate Communication, Corporate Quality (Environmental protection & maintenance),

Human Resource, Procurement & Logistics, Finance/Accounting, Development & Technology,

and Legal Department

CR management at MTU Supervisory Board

• Involved in ESG topics via the Non-financial statement and ESG targets

for management compensation

Executive Board

• Overall responsibility for CR management

• Approves sustainability strategy and objectives

• The CEO is in charge of the general operative and strategic direction

• Other Board members are responsible for sustainability in their areas of respective

areas of responsibility

CR Board

• Implementing the sustainability strategy

• Regular reporting to the Executive Board

Central CR coordination is in charge of

• Responsible for group-wide CR activities and management, stakeholder dialog,

CR reporting

CR divisional coordinators

• Responsible for CR measures and strategy in their individual divisions

Overall CR

coordination

CR divisional

coordinators

CR Board

Executive Board

Supervisory Board(Key topics)


MTU is committed to the UN Sustainable Development Goals and contributes to 8 goals

8

17MTU is convinced

that the world-wide

challenges should

be addressed in

partnerships only

13Climate action through

sustainable engine

technologies and energy-

efficient production sites

9Advancing sustainable

aviation – MTU makes

major contributions to

industry, innovation and

infrastructure beyond

national boundaries

5MTU is committed to

diversity and equality of

opportunity (important

focus on promotion of

women)

4MTU is committed

to high-quality education

& training

8Decent working

conditions are a top

priority at MTU

12MTU is committed to

responsible and

ecofriendly production

16Good corporate

governance practice

(group-wide

Code of Conduct)



Sustainability ratings and rankings – MTU well ranked in some important CR ratings


MSCI

ISS ESG CDP MSCI ESG Research

MTU Aero Engines is rated Prime

Status (C+) in the overall rating.

MTU is leader in the A&S sector.

(from A+ to D-)

In this global carbon accounting of the

annual climate footprint, MTU received

a score of B in 2020.

(from A to D-)

MTU Aero Engines is rated AA.

(from AAA to CCC)


A company-wide compliance system ensures ethical and correct conduct


Compliance Board consists of 3 members from the tier 1 senior management: Controlling, Human

Resources, Legal Department

The compliance Officer’s duties include conducting preventive measures, investigating incidents

of white-collar crime, and collaborating closely with the compliance Board in further developing

the compliance system. Compliance officer provides quarterly updates to the Executive Board

and the Supervisory Board’s Audit Committee.

• CEO is overall responsible for the company’s business ethics and anti-corruption policy

• Compliance Board and compliance officer are group-wide responsible for ensuring

ethical and correct conduct

• Compliance Board holds regular (4× a year) and ad-hoc meetings

• The Supervisory Board’s Audit Committee overseas the Executive Boards’ compliance

activities

• Managing directors of MTU sites must ensure that compliance is embedded in their

local organization

• Global whistleblower system (iTrust)

• A corporate audit unit examines the legal conformity of business processes and

compliance

• Mandatory group-wide anti-corruption training for managers and for employees

in specific functions

• Data protection and IT Security

• Code of Conduct for employees and suppliers

• Since 2009 member of the Trace International

MTU’s compliance organization


Revised risk analysis implemented in 2021 to identify potential CR risks even earlier


General CR Risk management

• Internal CR risks are integrated into our opportunity and risk

management system acc. COSO II Enterprise Risk management

Framework

• CR Risks with an impact on third parties are assessed separately

according to CR-specific criteria, time horizons and likelihoods

• Compliance risks are separately assessed and reported by the

compliance Officer

• CR Board is responsible for the CR risk evaluation and reporting:

Potential CR risks are compiled and evaluated on a quarterly

basis

Significant CR risks are reported (via the risk board) to the

Executive Board

No material CR risks identified in 2020

Revised risk analysis implemented in 2021

• Risk assessment with focus on the present and the future

• Covers longer time periods than traditional risk management,

e.g., to better assess risks from climate change

• Identification of CR risks at an even earlier stage

• CR risks are assessed using the gross method, i.e. before

any risk mitigations are made.


Executive management Board


Reiner WinklerChief Executive Officer

• CEO since Jan. 2014; joined MTU in 2001;

• Appointed until 30 Sept. 2024

• Born in 1961; citizenship: German

Peter KameritschChief Financial Officer & Chief Information Officer

• CFO and CIO since Jan. 2018; joined MTU in 1999

• Appointed until 31 Dec. 2025

• Born in 1969; citizenship: German / Austrian

Michael SchreyöggChief Program Officer

• Executive member since July 2013; joined MTU in 1990

• Appointed until 30 Jun 2026

• Born in 1966; citizenship: German

Lars WagnerChief Operating Officer

• COO since Jan. 2018; joined MTU in July 2015

• Appointed until 31 Dec 2025

• Born in 1975; citizenship: German* STI = Short term incentive

Entire Executive Board is responsible for sustainability

• Approves sustainability strategy and objectives

Variable compensation (STI*) is linked to the achievement

of specific sustainability targets

• Supervisory Board defines explicit targets and corridors

• Non-financial ESG targets taken into account as part of the STI via

a multiplier from 0.8 to 1.2

• The specific targets for each fiscal year and the resulting target

achievement are published ex-post in the compensation report

In 2017 the Supervisory Board set a target quota of 25%

for female members of the Executive Board, to be achieved

by 2022.


Supervisory Board structure (as of 2021)


1

2

1

2

0 other company 1 other company 2 other companies 3 other companies

33%Female

66%Male

21

3

3

2

1

1-5 years 6-10 years > 10 years

12 Supervisory Board Members

6 Shareholder

Representatives

elected by the Annual General

Meeting

6 Employee

Representatives

elected by MTU Aero Engines

employees

Gender

Average Tenure today ~7.9 years

• Shareholder Representative average tenure 9.8 years

• Employee Representative average tenure 6 years

Employee

Representative

Shareholder

Representative

Mandates – Shareholder Representatives


Supervisory Board tenures – Staggered terms of shareholder representatives


Year of

election

Year of

termination

AGM

election

Clear milestones for change of long-term Supervisory Board Members; Reduced terms for new members: 4 years

PRODUCT

RESPONSIBILITY Technology Roadmap towards

emission-free flying

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3

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Our claims – CR strategy goals for product responsibility until 2025


• Highest priority for product quality and flight safety

• Reducing the climate impact of products

• Minimizing the health effects of product use

(exhaust and noise emissions)

The company’s most significant contribution

towards sustainable development are eco-efficient

engine technologies


To reach the ambitious goals of the Paris climate agreement aviation must reach climate

neutrality by 2050

17December 2021 Sustanability Presentation 2021

• In the future, the focus will be on the entire climate

impact.

• MTU is committed to the goals of the Paris Agreement,

which aim to limit global warming to well below 2°C.

• MTU is currently revising its CLAIRE *) agenda with

faster development of new propulsion concepts and

implementation of emission-free concepts (CLAIRE

update available in 2021)

Reducing all climate impacting effects (CO2, NOX and

contrails) is a joint aviation effort:

CO2

Contrails

NOx

* CLAIRE – Clean Air Engine

• In the past, targets in the aviation sector mainly concentrated on

the impact of CO2 emissions.

• CLAIRE*) roadmap was focused on reducing CO2 and noise

emissions

• 1st generation of the GTF engines achieved significant reduction

in CO2 emissions and noise levels

MTU’s approach CLAIRE | Clean Air Engine

Vision 2020 and Flightpath 2050 targets

CO2 emissions

Noise emissions


Geared turbofan engines are setting new economical standards


16%reduction in

fuel burn

MRO cost savings

25% fewer stages, 45% fewer blades,

lower operating temperature

75%reduction of noise

footprint

Fewer emissions

CO2/NOX

Source: P&W

First geared turbofan (GTF) engine generation GTF engine highlights*

* Source: https://pwgtf.com/family – GTF Fast Facts March/April 2022

1.100+ aircrafts in service

11 million+ Flight hours

2 billion+ Gallons of fuel saved

6 million+Metric tonnes of

CO2 avoided


CO2 NOxContrails

-100% -100% -100%

New concepts

Gen2 GTF WET Engine Flying fuel cell

CO2 NOxContrails

-10%

SAF -100%

CO2 NOxContrails

-20% -80%

SAF -100% -80%

Evolutionary Revolutionary



Strategy for sustainable aero engines



Sustainable aviation fuels are essential for timely reductions of aviation-related greenhouse

gas emissions on a significant scale


• SAF is the key technology to reach climate neutral aviation

• SAF can be used as drop-in in the current fleet: no need to

modify the engine or aircraft

• Current maximum volume blending limit of 50% 40% less

CO2 and 50 – 70% less soot and particulates, lower levels of

contrails

• Only minimal quantities used today

• Currently 2 to 5 times more expensive than fossil fuels

• SAF market needs to be scaled up on industrial levels

immediately

Sustainable Aviation Fuels (SAF)

• Green hydrogen means zero CO2

• 3 ways of usage:

Direct burn in a GTF engine

As basis for SAF

Hydrogen in combination with a fuel cell

• Limited modifications on GTF engine necessary

(H2 direct burn)

• Redesign of aircraft H2 needs 4 times more tank volume

and must be carried in liquid state (-253º Celsius)

• Corresponding hydrogen infrastructure required

Hydrogen (H2)


Innovation and sustainable solutions will strengthen our competitiveness

and future success


Research and Development spending

in m€ and in % to sales

~100 research partners Universities, research institutions, companies, participation

in aviation research programs

• ~90% of R&D investment targeted at reducing emissions

• Long-term focus is on emission-free flight

• Currently ~150 technology projects in the research

pipeline

• ~400 patent applications every year

• Strong research network

200 201

214

186

2017 2018 2019 2020

5,1%

4,4%

4,6%

4,7%

Total R&D R&D ratio

ENVIRONMENTAL

PROTECTION IN

MANUFACTURING

AND MAINTENANCE

2

1

3

4

5

6


Our claims – CR strategy goals for manufacturing and maintenance until 2025


• Reducing CO2 emissions at all production sites

(scope 1 and 2)

• Continuously improving resource efficiency

• Efficient management processes have been established

• Advanced procedures in site and plant operations

• Raising employee awareness of climate protection in

production

With our new ecoRoadmap we support the Paris Climate

Agreement.


All MTU sites aim to be highly efficient in the use of energy and resources,

limit emissions and avoid environmental risks

25

10.0 million Euros

investments for environmental

protection in 2020

0 fines

for environmental incidents

77.3%waste recycling rate in 2020

89.5%of MTU production activities certified

to an external standard in terms of

energy use

Target: 60% less CO2 (scope 1 & 2) by 2030

at our Munich site (ecoRoadmap)

~70%off all engine blades get a second

or third lease on life



• Committed to Paris Climate Agreement

• EcoRoadmap aims significant CO2

reduction *)

• CLAIR-IS successor program underway *)

• Participation in different climate protection

initiatives (e.g. UN Global Compact)

• Reporting scope 1 and 2

• Reporting on Scope 3 (supply chain and

airline customers) not available yet, partly

possible

• MRO follows “Repair instead of replace”

approach

• Aiming for high material efficiency in

production (e.g. additive manufacturing)

• Authorized and limited use of REACh**)-

listed materials projects for

replacement ongoing

• High recycling rates for waste

• Enshrined in the global Code of Conduct

• Responsibility at the Executive Board

• Environmental management system in

place

• Environmental Certifications for German

sites (e.g. ISO 14001, EMAS)***)

• Annual reviews by external auditors

• Employee training

• Environmental protection efforts extended

to suppliers

MTU places high priority on an environment-friendly production


*) CLAIR-IS ( = Clean Air Industrial Site) project only at Munich site

**) REACh = Registration, Evaluation, Authorisation and Restriction

of Chemicals; e.g. chromium trioxide***) only at German sites

Environmental management Conservation of Resources Emissions


New ecoRoadmap aims to make MTU Munichʼs operations to be balance sheet – climate

neutral by late 2021


* Baseline year 2019

Reduction of CO2 emission by 60% by 2030* in Munich

• 1st step is MTU Munich facility to be balance sheet – climate neutral by late

2021

• An annual CO2 reduction of 6% on average is aimed for the Munich site

• Baseline year is 2019 with 41,000 metric tons of CO2 emissions (scope 1 & 2)

How to achieve CO2 reduction at our Munich site

• Sustainable operational measures:

Reduction in consumption

Improve energy efficiency

Use of high-quality, emission-free energy (green electricity, bio-methane,

photovoltaic system, deep geothermal energy)

• Unavoidable emissions are offset with high-quality carbon offset certificates

Similar projects will follow at our other German and international sites in the near future

PROCUREMENT

PRACTICES Responsible Sourcing

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1

3

4

5

6


Our claims – CR strategy goals for procurement practices until 2025


• Human and employee rights are central components

of our business relationships

• In our cooperation with suppliers, we pay attention to a

resource- and environment-friendly value chain

• CSR is embedded in our contracts and sourcing

decisions. In this way, we ensure social and ecological

standards.

• Responsible handling of conflict minerals is ensured

A binding Code of Conduct for Suppliers is in place

since 2014.


MTUʼs commitment to responsible sourcing includes environmental and social aspects as

well as transparency in the supply chain


CR efforts are concentrated on tier 1 suppliers

MTU suppliers 2020 by region

(production and non-production material)

Conflict minerals – transparency in the supply chain

• MTU strives for a sustainable and transparent value chain that

excludes the use of conflict minerals (tantalum, tin, tungsten and gold).

• The company does not procure minerals directly but they enter

production and pre-production via the global, multi-step supply chain.

• Following the Dood Frank Act, U.S. partners and U.S. customers

require MTU to disclose the origin of the minerals used in its

components (Conformant Smelters and Refiners List).

• MTU’s relevant suppliers are contractually obliged to provide

information about the source of minerals in accordance with EICC/

GeSi Conflict Minerals Reporting Template.

• In 2020, no infractions of the Dodd-Frank Act came to the

knowledge of MTU.

Global, extensive and complex supply chain

Code of Conduct for Suppliers since 2014

• Fixed element of the contracts with suppliers

• Based on UN Global Compact and the core labor standards

of the International Labour Organization (ILO)

• Binding for all direct suppliers and sub-suppliers

• Covers 95.9% of the purchase volume

• Focus on Human Rights


Outlook 2025

• We intend to integrate the enhanced version of our

supplier risk analysis into our existing process for

analyzing supplier risk and, in the next step, we plan

to review key suppliers to check their compliance with

sustainability criteria. This development is currently in

the concept phase.

• CR assessments of suppliers are incorporated into

sourcing decisions.

We want to create sustainable products with the cooperation of our suppliers in long-term

relations based on trust


Risk management and assessment

• Suppliers are vetted before accepted to MTU’s supply chain

• ISO 14001 for environmental aspects required

• ISO 9001 for quality management aspects required

• Binding self-disclosure and Code of Conduct compliance

• Regular training for MTU’s purchasers on compliance and Code

of Conduct topics

• Annual risk analysis of all key suppliers

No violation of Code of Conduct in 2020 and previous years

RESPONSIBILITY

TOWARDS

EMPLOYEES

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1

3

4

5

6


Our claims – CR strategy goals for employee responsibility until 2025


• Ensuring compliance with human rights at our own sites

• Providing active and targeted employee development at all

hierarchical levels

• Promoting ongoing diversity & equality of opportunity for the workforce

• Enabling a work-life balance for all employees

• Ensuring health and safety in the workplace

• Promoting mutual employer/employee dialogue

• Continuously increasing internal and external employer attractiveness

• Trust-based leadership

• Ensuring a high level of employee satisfaction

We create an innovative and respectful working environment in which

our employees can develop in the long term and deliver the best

results for MTU. Good collaboration and reliable leadership are

important pillars of our success.


MTU’s employees are its most valuable resource Page 1 / 2

December 2021 34

• Regular employee surveys are an important

yardstick for successful teamwork and

leadership.

• In 2020, MTU conducted two surveys in the

form of “Pulse Checks” at its German

locations

• “Pulse Checks” to continue in 2021

• Group-wide MTU Leadership Values

(“We transform, We empower, We create

trust”) introduced in 2018 are a common

set of values and principles for managers

• Development Center as key instrument to

identify and support talented employees to

take over management positions

• Numerous group wide initiatives to develop

and support MTU managers

• Change Leadership as a key leadership skill

to give the company a stronger basis for the

future.

• Wide range of measures to support the

professional development of women

• Safeguarding company‘s know-how by

investing in training and development

of talented employees

• Training and development of employees

is enshrined in the Code of Conduct, MTU

Principles and HR strategy

• Ongoing development of training and

knowledge management to align it to future

requirements (e.g. focus on digitalization)

Employee Development & Knowledge management Leadership & Commitment Employee Survey

Sustanability Presentation 2021


MTU’s employees are its most valuable resource Page 2 / 2

December 2021 35

• A diverse workforce bolsters our innovative

capabilities and collaborative culture, which

in turn ensures our competitiveness

• Diversity officer has been officially appointed

• Zero-tolerance principle for human rights

violations

• MTU is committed to respecting the

individuality and dignity of every individual,

maintaining equality of opportunity in the

workplace and preventing discrimination

• Fair working conditions (e.g. legally binding

employment contracts, appropriate

remuneration, freedom of association,

collective agreement)

• Guidelines: Code of Conduct, MTU

Principles, General Act on Equal Treatment

• MTU places high value on occupational

safety and health management

• Occupational safety is decentralized at

MTU sites

• Part of MTU’s integrated management

system (IMS)

• Regular workplace risk assessments

• Mandatory regular safety training for all

employees and temporary workers across

the Group

• Additional health service offers (e.g.

company doctor, counseling, fitness center)

Occupational Safety & Health management

Human rights & Fair Working Conditions Diversity

Sustanability Presentation 2021


We do believe that a diverse workforce is a good basis for the company’s future success

As a globally active company,

we consider internationalization

to be a key indicator of diversity

Intercultural cooperation is

valued and promoted at all MTU

sites

• 55 different employee

nationalities are working

together in Germany

Cultural

We are committed to equality

of leadership and gender.

Proportion of women in 2020

(group wide):

• of total workforce

15.1% (14.7%2)

• in management positions

11.3% (11.5%2)

Goal by 2022:

• 13% women in manage-

ment positions (in Germany)

• 25% female members

of Executive Board

Currently 33% women

on the Supervisory Board

Gender & Equality

Cross-generational collabo-

ration makes it possible to

combine valuable experiences

and new impulses in a pro-

ductive way.

Age groups in 20201:

• < 30 year olds

16.4% (18.2%2)

• 30 – 50 year olds

53.7% (52.8%2)

• > 50 year olds

29.9% (29.0%2)

Young & Old side by side

At our locations in Germany, we

have elected representatives for

employees with severe

disabilities as well as dedicated

inclusion officers who act as

points of contact for issues

relating to disability.

Proportion of employees with

disabilities at MTU’s German

locations in 2020:

• of total workforce

5.1% (5.1%2)

Disability & Inclusion

Equality of opportunity

regardless of gender, ethnic

origin, age, religion, disability

or sexual orientation is the

foundation for a respectful

corporate culture, which we

strengthen and develop through

a variety of specific measures.

Sexual Orientation & Identity

1Based on active workforce 2Year 2019



Getting the next generation passionate about science and technology


• Apprentices accounted for 3.1% (2.7% in 2019) of total workforce

in 2020

• Numerous educational projects and initiatives for young people

• Multilayered training concept: trainee programs, dual vocational

training, work placements for high school students, work experience

for students and opportunities for writing bachelor’s/master’s/doctoral

theses

• MTU “Studienstiftung” foundation to support highly talented young

women studying scientific and technical disciplines

• Collaboration/sponsorship schemes with different universities

• At our new site in Serbia, we establish a local training program

for aviation industry specialists

324 (3.1%) Apprentices in 2020


MTU received several attractive employer awards


TOP Employer British

Columbia (Canada)

Women’s Career

Index

TOP Employer in

Germany every year

since 2006

Rank “25” in 2020

Universum

Young Profes-

sional Ranking

Progress Index

Compatibility

“Success Factor

Family”

Rank “25” in 2021

Universum

Student Ranking

Employer Awards Employee Benefits at MTU

Occupational health management

(e.g. company doctor, company sport programs, fitness center)

Occupational pensions financed by MTU

Employee participation

(e.g. employee stock option program, profit-sharing)

Employee mobility (e.g. plant buses, commuter buses)

Balance work and family life (e.g. flexible working hours, childcare)

Compensation based on the collective agreement for the

metal sector

Insurance (e.g. retirement or private insurance coverage)

Flexible working hours

(e.g. ~50 different working hour models, sabbatical, mobile working)

TOP Employer in

Poland every year

since 2014


Motivated and skilled employees are the key for our success

39

10,313 employees at MTU

143 million euros

investment in social benefits

(e.g. company pension scheme)

2.1 accidents

per 1,000 employees (MTU group)

3.0 million euros

invested in employee training

4.2% staff turnover

45%Mobile working


94.8% health rate

in Germany

1.6 training days

per employee

As of year-end 2020

COMMITMENT

TO SOCIETY

2

1

3

4

5

6


Our claims – CR strategy goals for commitment to society until 2025


• Research collaborations for joint knowledge building

• Corporate citizenship: MTU is part of society and a good

neighbor

• Employees use the knowledge they have acquired at MTU

to play a responsible role in society

In all that we do to contribute to social development, our

focus is on research and education. In addition, we support

social projects that have a local impact close to our

locations.


Our strong technology network is a key part of fulfilling our responsibility to society

and safeguards our capacity for innovation


Centers of competence Coop. with universities Research institutes

• Collaboration with universities and research institutes

• MTU is co-founder of Bauhaus Luftfahrt e.V. , an internationally

oriented think tank, which aims to develop innovative approaches

for future air transport systems.

• MTU Aero Engines is a founding member of the Aviation Initiative

for Renewable Energy in Germany (aireg).

• The German Aerospace Center (DLR) is building an Institute of Test

and Simulation for Gas Turbines in Augsburg. MTU contributed ideas

and was deeply involved in the conceptual design, and it will make

intensive use of the institute’s facilities.

• Collaboration with various Fraunhofer Institutes throughout Germany

is a further focal point of MTU’s cooperative ventures -particularly when

it comes to production and materials technologies

Germany as a research location:

6 Competence centers with own research focus

University of Stuttgart

Turbine testing and

thermodynamics

University & LZ Hannover

Turbine and maintenance

repair and overhaul

RWTH Aachen

Compressor and

manufacturing

TU Munich

Structural design

UniBW Munich

Military propulsion systems

DLR Cologne

Propulsion systems

aireg

Bauhaus

Luftfahrt e.V.


• ~60 projects, institutions or organizations have been

supported in 2020

• Support of various charity organizations with a social focus

• Corporate Communication department is in the

responsibility to approve sponsoring and donations acc.

to an internal guideline

Corporate citizenship – MTU supports local and regional associations, organizations and

institutions near company’s sites


Donations and sponsorship in 2020 (distribution in %)

In 2020, the Bavarian network

of emergency responders

“Helfernetz Bayern” named MTU as

a “rescuer-friendly company.”

Examples:

• Funding of the parent-run initiative day-care center

TurBienchen e.V., Munich

• External rescue operations carried out by MTU’s on-site fire

brigade and company doctor, Munich

• Participation in Munich Business Climate Pact

• MTU encourages corporate volunteering, e.g. flood in 2021


Useful Links

Appendix


• Reporting standard GRI G4

• Non-financial statement (see Annual

Report 2021) with a limited

assurance by independent auditor

• A materiality matrix defines the most

important CR topics according to

their relevance for MTU and their

impact on third parties

• Implementation of TCFD

recommendation on its way

Sustainability

report

https://www.mtu.de/company/c

orporate-

responsibility/sustainability-

reports/

Non Financial

Statement in the

annual report 2021

(pages: 92 – 108)

https://www.mtu.de/investor-

relations/publications-

events/financial-

reports/financial-reports-

archive/

Sustainability

on the website

https://www.mtu.de/company/c

orporate-responsibility/

Executive Board

https://www.mtu.de/company/e

xecutive-board/

Supervisory Board

https://www.mtu.de/company/s

upervisory-board/

Corporate Governance

https://www.mtu.de/investor-

relations/corporate-

governance/

https://www.mtu.de/company/corporate-responsibility/sustainability-reports/

https://www.mtu.de/company/corporate-responsibility/sustainability-reports/

https://www.mtu.de/investor-relations/publications-events/financial-reports/financial-reports-archive/

https://www.mtu.de/investor-relations/publications-events/financial-reports/financial-reports-archive/

https://www.mtu.de/company/corporate-responsibility/

https://www.mtu.de/company/corporate-responsibility/

https://www.mtu.de/company/executive-board/

https://www.mtu.de/company/executive-board/

https://www.mtu.de/company/supervisory-board/

https://www.mtu.de/company/supervisory-board/

https://www.mtu.de/investor-relations/corporate-governance/

https://www.mtu.de/investor-relations/corporate-governance/


Any securities referred to herein have not been and will not be registered under the U.S. Securities Act of

1933, as amended (the “Securities Act”), and may not be offered or sold without registration thereunder or

pursuant to an available exemption therefrom. Any public offering of securities of MTU Aero Engines to be

made in the United States would have to be made by means of a prospectus that would be obtainable from

MTU Aero Engines and would contain detailed information about the issuer of the securities and its

management, as well as financial statements.

Neither this document nor the information contained herein constitutes an offer to sell or the solicitation of

an offer to buy any securities.

These materials do not constitute an offer of securities for sale in the United States; the securities may not

be offered or sold in the United States absent registration or an exemption from registration.

No money, securities or other consideration is being solicited, and, if sent in response to the information

contained herein, will not be accepted.

Proprietary NoticeThis document contains proprietary information of the MTU Aero Engines AG group companies. The

document and its contents shall not be copied or disclosed to any third party or used for any purpose other

than that for which it is provided, without the prior written agreement of MTU Aero Engines AG.

Cautionary Note Regarding Forward-Looking Statements

45

Certain of the statements contained herein may be statements of future expectations and other forward-

looking statements that are based on management’s current views and assumptions and involve known and

unknown risks and uncertainties that could cause actual results, performance or events to differ materially

from those expressed or implied in such statements. In addition to statements that are forward-looking by

reason of context, the words “may,” “will,” “should,” “expect,” “plan,” “intend,” “anticipate,” “forecast,”

“believe,” “estimate,” “predict,” “potential,” or “continue” and similar expressions identify forward-looking

statements.

Actual results, performance or events may differ materially from those in such statements due to, without

limitation, (i) competition from other companies in MTU’s industry and MTU’s ability to retain or increase its

market share, (ii) MTU’s reliance on certain customers for its sales, (iii) risks related to MTU’s participation

in consortia and risk and revenue sharing agreements for new aero engine programs, (iv) the impact of non-

compete provisions included in certain of MTU’s contracts, (v) the impact of a decline in German or other

European defense budgets or changes in funding priorities for military aircraft, (vi) risks associated with

government funding, (vii) the impact of significant disruptions in MTU’s supply from key vendors, (viii) the

continued success of MTU’s research and development initiatives, (ix) currency exchange rate fluctuations,

(x) changes in tax legislation, (xi) the impact of any product liability claims, (xii) MTU’s ability to comply with

regulations affecting its business and its ability to respond to changes in the regulatory environment, (xiii)

the cyclicality of the airline industry and the current financial difficulties of commercial airlines, (xiv) our

substantial leverage and (xv) general local and global economic conditions. Many of these factors may be

more likely to occur, or more pronounced, as a result of terrorist activities and their consequences.

The company assumes no obligation to update any forward-looking statement.


our ideas and concepts for a sustainable future

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