Employees and society

Education is the future – also for our company

Employee development

Our success depends on the skills and expertise of our workforce. That’s why we believe our employees should be given every opportunity to give their best. In this time of social change and in the current crisis, we want to remain innovative and sustainable, to continue promoting life-long learning and to actively support our managers as they lead MTU through the pandemic and to a successful future.


We support our managers in their work with their teams to successfully transition MTU into the new decade and shape sustainable technological change.

Innovative strength and competitiveness are key factors for success in the aviation industry. We firmly believe that continuous, intensive employee development is essential for MTU. This is why we are investing specifically in the training and development of our talent. We have never wavered from this, not even during the coronavirus pandemic. In many areas in which we are active, aviation authorities prescribe additional qualification measures, such as mandatory training on human factors (failure through human error). The opportunities for personal and professional development of our employees also make us an attractive employer for new minds and our own talented individuals.

In addition to industry-specific vocational training and dual work-study programs aimed at building up knowledge over the long term, we support and promote the development of all our employees—this is a key principle of corporate social responsibility as defined in the company’s Code of Conduct. Promoting vocational training opportunities and avenues for personal development for employees and managers is also enshrined in the MTU Principles and Group-wide HR strategy.

The head of human resources is responsible for the training and development of employees Group-wide. The Executive Board receives an annual update on training indicators and discusses selected training initiatives.

Our contribution to SDG 4

We actively support SDG 4 on “Quality education” as an important goal for sustainable development. High-quality employee development featuring attractive training opportunities continues to play a key role in securing our long-term position as a technology leader. In addition, we contribute to the SDG by training young people in various professions—ensuring they have reliable career opportunities especially in this time of uncertainty.

Quality education

→ Learn more about our contribution to the SDGs of the UN’s 2030 Agenda

The huge significance of training and development is reflected in the scale of opportunities we offer and how much we invest in them. This is based on our Group-wide works agreement in Germany, which guarantees access to training for all employees and requires management to conduct an interview with each employee once a year to discuss their development opportunities (training interview). The directive applies to 84.4% of the total workforce. At our three sites in Germany, the works council is also involved in employee training in accordance with the German Works Constitution Act (Betriebsverfassungsgesetz) and has a say in the annual training and development program. International sites have their own regulations; at MTU Aero Engines North America, for example, all employees receive an annual development plan.

million euros

That is how much we invested in employee training in 2020. Last year, it was important for us to ensure that skilled workers at all levels continued to receive training. To this end, we made increased use of digital and hybrid learning formats.

A welcome-on-board program provides new employees with important information about working at MTU. In the spirit of life-long learning, we then continue to support them in widening their know-how and developing their potential. The broad spectrum of opportunities reflects the various aspects of the world of work and MTU’s business. We establish training requirements annually in a standard process (training interview or divisional / company-level interviews). Employees evaluate training courses they have completed in a personal meeting with their manager, or in some cases via a feedback form. A training history documents completed training and development courses. Training officers are on hand to answer questions relating to needs-focused training.

An online learning portal gives employees the opportunity to organize their own development in consultation with their manager. Featuring multilingual training content in German, English and Polish, it is the cornerstone of multimedia learning, which in the current climate has become even more important. In Rzeszów, Poland, we have established an “MTU positive thinking & action” platform that provides links to free webinars, courses, specialist articles and podcasts relating to various aspects of training and development.

Are you ready?

In October 2020, we launched the Future Readiness Program (#FRP) to guide our employees into MTU’s digital future, in particular to show them the possibilities and opportunities digitalization has to offer. There are all kinds of offers available. For instance, employees can discuss specific topics such as machine learning with MTU experts and connect with colleagues at other locations. In addition, the #FRP provides insights into new applications that MTU already uses or are hot topics outside the company. The aim is to continuously promote a digital mindset among the workforce.

In 2020, we continued our extensive investment in employee training—despite the coronavirus pandemic and the resultant suspension of operations in spring. We invested EUR 3.0 million in training schemes Group-wide (2019: EUR 5.4 million; costs for internal and external training, excluding vocational training). The drop in training costs is due to the cancellation of many face-to-face courses and to the rapid development and increased uptake of online training and e-learning opportunities. In the first half of the year we first had make the tools ready for use so that they could almost entirely replace face-to-face training in the second half. As a result, the total number of training days was 17,717, which was lower than the previous year (2019: 27,174) and is also due to the upswing in digital short formats. This means that each employee completed an average of 1.6 training days in 2020.

Employee training GRI 404-1





Training days (total)




Training days per employee (Group-wide)




Training days according to employee category (Germany) per manager




Training per employee category (Germany) per employee included in collective bargaining agreements




Proportion of women in training courses (Group-wide)




Figures exclude Vericor (USA); we started recording training days by employee category in 2019 for Germany, 2020: Group.


Supporting managers to develop – now more than ever

A focus in our employee development is on anchoring sustainable leadership skills in management. We are constantly providing our managers with orientation and inspiration through offers such as the “Forum Leadership” blog, which is updated every two weeks, as well as through regular online short formats, or “virtual leadership nuggets.” These offers address current challenges such as remote leadership, virtual teamwork and resilience in times of crisis. Change leadership has become one of the most important management skills. It follows that developing “managers of change” should be an integral part of our understanding of leadership with a view to strengthening MTU’s performance for the future.

We also offer development opportunities and programs across all levels in order to identify and best cultivate new talent, while supporting our existing managers in their professional development. A key tool is the Development Center, which, by way of exercises and interviews, supports talented employees in honing their individual development plan for assuming a management position. The process defined as part of the Development Center is designed to objectively evaluate talented individuals and promote their visibility throughout the company. Some 74% of new managers with leadership responsibilities appointed in 2020 had participated in Development Center activities. In the reporting year, Development Center activities could not go ahead as planned due to the coronavirus pandemic.

There are also special development programs for new managers: a Leadership Exploration Program for departmental managers as well as a First Leadership Program for managers at the team leader level. These offers were supplemented by the Leadership Curriculum 2020, for which training was held either online or in person in small groups.

MTU also offers new and experienced managers the opportunity to receive management transition or pit-stop coaching with optional reflection and sparring components.

Our programs

We have numerous Group-wide initiatives that we use to develop our managers and support them both professionally and personally:

We also offer programs for managers that are specific to the individual sites:


Knowledge management for the future

To ensure we offer our employees sustainable training, we are currently examining what new skills are needed most. As part of a preliminary study on the new Future Skills project, MTU is aiming to identify future essential skills for employees in production and assembly—in particular as relates to digitalization—by May 2021. In 2020, we successfully completed a knowledge management development project at our locations in Germany by producing an initial prototype. This project provided valuable insights for our next steps in designing New Work and sustainable knowledge management at MTU.

At MTU Aero Engines North America, our U.S. engineering facility, we have a program for entry-level engineering graduates that rotates them through a variety of departments focusing on different areas of engineering. Moreover, we cover a certain portion of tuition fees for employees there who return to university to pursue a master’s degree as part of their development plan.


We are committed to training continuity

At MTU, training is a central component of securing promising young employees. We offer young people in Germany a solid grounding in ten different trades as part of a dual work-study approach, while the places we offer for students taking dual-track courses of study offer different specializations. We pursue a holistic approach that goes beyond specialist topics to also cover social and ecological aspects, for instance through health and environment days or through corporate social responsibility. → For examples, see the section about Corporate social responsibility. Despite the economic crisis, we have continued training in Germany at the usual level, allowing some 100 young people to start their apprenticeships in 2020. According to the latest OECD education report, this correlates with good career prospects. In the study, vocational training in Germany following the dual-track approach was well-received.

Apprentices have made up a constant proportion of MTU’s workforce for many years; last year they accounted for 3.1% of the total workforce (2019: 2.8%); in Germany, where most of our apprenticeships take place, the share was 3.6%. As of the end of the year, MTU employed a total of 324 apprentices (2019: 293). In addition, we offer practical courses of study in collaboration with selected vocational academies.

For the new location in Eastern Europe, MTU Maintenance Serbia d.o.o, we are establishing a training concept based on the dual system used in Germany. MTU has signed an initial cooperation agreement with the Aviation Academy in Belgrade for this purpose.

Education initiatives in which MTU participates

In an effort to attract potential recruits early on, numerous MTU sites take part in educational initiatives including:


Additional concepts for hybrid events are being prepared, e-learning and face-to-face training courses are to become more interlinked, and new, web-based training courses for Germany, Poland and the location under development in Serbia are in the pipeline.

When it comes to talent management, MTU is working to further improve the process to promote the visibility of talented employees across departments and locations and harness their potential.

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