Corporate governance
MTU’s Sustainability Program
Our goals 2025+
Corporate governance
|
|
Goals 2025 |
|
Comprehensive sustainability management |
MTU’s forward-looking corporate responsibility strategy is implemented in the MTU strategy, and the fields of action are synchronized across all departments, with the goals integrated into MTU’s processes. |
|
A Group-wide climate strategy has been adopted. |
|
|
Change mindset sustainability in the Group is being strengthened. |
|
|
MTU is perceived as a company that operates sustainably and carries out impressive sustainability activities. |
|
|
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 |
Consistent refinements to existing processes and regulations continue to ensure ongoing compliance with applicable legal requirements and the security of our data, information and systems in all areas of the company. |
|
These take into account regulatory changes as well as technical developments. |
|
|
MTU’s Code of Conduct, the rules and regulations derived from them, and the “Tone from the Top” continue to help anchor compliance as part of MTU’s corporate culture. |
|
|
Raising employee awareness through MTU’s training program, reviewing relevant business processes through regular audits, and a zero-tolerance policy will continue to complement this compliance approach at MTU in the future. |
|
|
Regular and open dialogue with all stakeholder groups |
More transparent reporting and improvement in ratings and stakeholder dialogue through a material increase in sustainability management. |
|
MTU is taking up current formats for the sustainability dialogue with its employees and stakeholders. |
Product
|
|
Goals 2025 |
||
|
Highest priority for product quality and flight safety |
Our vision is “Zero Defects.” In this, we stand for future-oriented quality management: Implementation of innovative and at the same time recognized standards Commitment to refining state-of-the-art standards High degree of employee training and support with current enablers such as digitalization Recognized and standardized methods for systematic defect prevention, analysis and sustainable remediation |
||
|
Compile the MTU Group’s key Scope 3 activities |
Goals 2030 |
|
|
|
|
Compile, analyze and evaluate the MTU Group’s key Scope 3 activities |
|
|
|
Reduce the climate impact of products |
Goals 2025 |
Goals 2035 |
Goals 2050 |
|
|
up to -60%* climate impact with current generation of turbofans |
up to -65%* climate impact with the next generation of turbofan up to -80%* climate impact with the WET concept up to -95%* climate impact with the flying Fuel Cell |
up to -70%* climate impact with the subsequent generation of turbofans up to -85%* climate impact with the WET concept up to -95%* climate impact with the flying Fuel Cell |
|
Reduce the energy consumption of products during operation |
Goals 2025 |
Goals 2035 |
Goals 2050 |
|
|
up to −17%* energy consumption with current generation of turbofans |
up to −25%* energy consumption with the next generation of turbofans up to −35%* energy consumption with the WET concept up to −5%* energy consumption with the flying fuel cell |
up to −30%* energy consumption with the subsequent generation of turbofans up to −40%* energy consumption with the WET concept up to −10%* energy consumption with the flying fuel cell |
|
Minimize the health effects of product use (exhaust and noise emissions) |
Goals 2025 |
Goals 2035 |
Goals 2050 |
|
|
up to −10 EPNdB noise (cumulative) with the current generation of turbofans compared to predecessor products reduction in particulate emissions through the use of sustainable aviation fuels |
further reduction in noise through the next generation of turbofans and the flying fuel cell up to −80%* NOx emissions through the WET concept avoid CO, UHC and particulate emissions by using hydrogen in the flying fuel cell and potentially in turbofans significantly reduce particulate emissions through the use of sustainable aviation fuel and the WET concept |
further reduction in noise through the subsequent generation of turbofans and the flying fuel cell avoid CO, UHC and particulate emissions by using hydrogen in the flying fuel cell and potentially in turbofans and in the WET concept in additional application |
*compared to an engine from the year 2000
Procurement practices
|
|
Goals 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 |
The new CR requirements for the supply chain resulting from Germany’s Due Diligence Act are consistently implemented |
|
The Code of Conduct reflects the contents of the Due Diligence Act, is a binding part of the contract, and compliance with it is regularly reviewed. |
|
|
Risk management is implemented in our processes. |
|
|
Supporting IT systems are implemented. |
|
|
CR is embedded in our contracts and sourcing decisions. In this way, we ensure social and ecological standards |
CR assessments of suppliers are incorporated into sourcing decisions. |
|
Our employees have been trained in CR and suppliers’ awareness has been raised. |
|
|
Responsible handling of conflict minerals is ensured. |
Automated queries ensure compliance with and verification of contractual requirements. |
|
A balance sheet of CO 2 emissions scope 3 upstream is prepared |
Recording, analysis and evaluation of the main Scope 3 activities |
Manufacturing and maintenance
|
|
Goals 2025 |
Goals 2030 |
Goals 2045 |
|
Reduce CO 2 emissions at the fully consolidated sites (Scope 1-3) |
Reduction of CO 2 emissions at all production sites (Scope 1&2) based on the Paris Agreement Compile, analyze and evaluate the MTU Group's main Scope 3 activities upstream and downstream |
Reduce CO 2 emissions (Scope 1&2) at all production sites, based on the Paris Agreement Evaluate and manage all Scope 3 activities at fully consolidated sites |
The long term goal is carbon-neutral production (Scope 1&2) at all sites |
|
Continuously improve resource efficiency |
Continuous improvement of resource efficiency (e.g. energy, water, raw materials, and consumables and supplies), specifications by site managers |
||
|
Efficient management processes have been established. |
Efficient management processes have been established at the sites to reduce adverse environmental impact |
||
|
Advanced procedures in site and plant operations. |
Improvements in climate protection achieved through advanced procedures in site and plant operations. |
||
|
Raising employee awareness of climate protection in production |
Regular external and internal communication as well as raising of employees’ awareness |
||
Employees
|
|
Goals 2025 |
|
Ensure compliance with human rights at our own sites |
Human rights continue to be fully respected at all of our own sites |
|
Provide active and targeted employee development at at all hierarchical levels |
Employees find a framework in which they can develop and contribute in a meaningful way. |
|
Promote ongoing diversity & equality of opportunity for the workforce |
Diversity and equality of opportunity are perceived as added value and promoted. |
|
Enable a work-life balance for all employees |
It is possible for all employees to achieve a work-life balance. |
|
Ensure a high level of health and safety in the workplace |
Accident figures are well below the industry average, awareness-raising measures are in place, and the TOP principle is applied. |
|
Promote mutual employer/employee dialogue |
The dialogue between employees and employers is open and constructive. |
|
Continuously increase internal and external employer attractiveness |
The working environment (rooms, tools, job security, ergonomics) and conditions (remuneration, social benefits, working time flexibility, participation, personal responsibility) are oriented to the needs of the employees and are attractive. |
|
Trust-based leadership |
Leadership is valued for its confident handling of new forms of collaboration and employee diversity. |
|
Ensure a high level of employee satisfaction |
Employees are highly committed due to their high level of satisfaction. |
Society
|
|
Goals 2025 |
|
Research collaborations for joint knowledge building |
Our research collaborations play a significant part in the further development of technology for aviation and beyond. |
|
MTU uses its collaborations to promote young scientists. |
|
|
Through research collaborations and participation in European research programs, we are shaping propulsion technologies in line with the goals of the Paris Agreement on climate action. |
|
|
Corporate citizenship: MTU is part of society and a good neighbor |
MTU enters into targeted partnerships within the industry and at its locations in order to jointly achieve further sustainability goals. |
|
MTU’s established donations policy provides targeted support for sustainability projects with a local connection or thematic link to its business. |
|
|
Employees use the knowledge they have acquired at MTU to play a responsible role in society |
MTU raises its employees’ awareness of sustainability issues beyond the boundaries of the plant. |
