TUI AG: Annual Financial Report - Part 2

Dow Jones received a payment from EQS/DGAP to publish this press release.

 
 
 TUI AG (TUI) 
TUI AG: Annual Financial Report - Part 2 
 
13-Dec-2017 / 08:00 CET/CEST 
Dissemination of a Regulatory Announcement, transmitted by EQS Group. 
The issuer is solely responsible for the content of this announcement. 
 
Financial ­highlights 
 
EUR million             2017    2016     Var. %  Var. % at 
                                restated         ­constant 
                                                 ­currency 
 
Turnover                18,535. 17,153.9 + 8.1   + 11.7 
                        0 
 
Underlying EBITA1 
Hotels & Resorts        356.5   303.8    + 17.3  + 19.2 
Cruises                 255.6   190.9    + 33.9  + 38.0 
Source Markets          526.5   554.3    - 5.0   - 4.0 
Northern Region         345.8   383.1    - 9.7   - 8.4 
Central Region          71.5    85.1     - 16.0  - 15.8 
Western Region          109.2   86.1     + 26.8  + 27.0 
Other Tourism           13.4    7.9      + 69.6  + 124.6 
Tourism                 1,152.0 1,056.9  + 9.0   + 11.2 
All other segments      - 49.9  - 56.4   + 11.5  + 3.4 
TUI Group               1,102.1 1,000.5  + 10.2  + 12.0 
Discontinued operations - 1.2   92.9     n. a. 
Total                   1,100.9 1,093.4  + 0.7 
 
EBITA2, 4               1,026.5 898.1    + 14.3 
 
Underlying EBITDA4      1,541.7 1,379.6  + 11.7 
 
EBITDA4                 1,490.9 1,305.1  + 14.2 
 
Net profit for the      910.9   464.9    + 95.9 
period 
Earnings per share4EUR  1.36    0.61     + 123.0 
 
Equity ratio (30        24.9    22.5     + 2.4 
Sept.)3% 
Net capex and           1,071.9 634.8    + 68.9 
investments (30 Sept.) 
Net cash (30 Sept.)4    583.0   31.8     n. a. 
Net cash (30 Sept.) 5   -       318.0    n. a. 
Employees (30 Sept.)    66,577  66,779   - 0.3 
 
Differences may occur due to rounding 
 
This Annual Report of the TUI Group was prepared for the financial year from 1 October 2016 to 30 September 2017. The 
terms for previous years were renamed accordingly. 
 
Due to the following changes to segmental reporting the prior year's reference figures were restated accordingly: 
 
The main part of the Specialist Group (Travelopia), carried under discontinued operations in previous year, was sold 
June 2017. Prior to that Crystal Ski and Thomson Lakes & Mountains, previously part of the Specialist Group, were 
transferred to the ­segment Northern Region. Blue Diamond Hotels & Resorts lnc., former part of Northern Region was 
reclassified to the Hotels & Resorts segment. Marella Cruises (former Thomson Cruises, Northern Region) was transferred 
to the Cruises segment. 
 
1 In order to explain and evaluate the operating performance by the segments, EBITA adjusted for one-off effects 
(underlying EBITA) is presented. Underlying EBITA has been adjusted for gains/losses on disposal of investments, 
restructuring costs ­according to IAS 37, ancillary acquisition costs and conditional purchase price payments under 
purchase price allocations and other expenses for and income from one-off items. 
 
2 Our definition of EBITA is earnings before net interest result, income tax and impairment of goodwill and excluding 
the result from the measurement of interest hedges. 
 
3 Equity divided by balance sheet total in %, variance is given in percentage points. 
 
4 Continuing operations 
 
5 Discontinuing operations 
 
Letter to our 
Shareholders 
 
Dear shareholders, 
 
2017 was another very good year! We were able to continue our success story. With underlying EBITA up by 12 per cent, 
TUI Group increased its operating result by more than ten per cent for the third time in a row. We are keeping our 
promise. Above all, the strategic alignment for the new TUI is clearly correct. Our focus on hotels and our investment 
in cruise liners is reaping ­rewards. We owe the Group's positive economic performance to our customers, to our 67,000 
employees in over 100 countries and to your loyalty as shareholders of TUI AG. This year too, we want you to share 
in TUI's success with a very attractive dividend. We have therefore proposed to the Annual General Meeting to increase 
the dividend to 65 cents per share for the completed ­financial year. 
 
We operate in a growth industry. People want to travel, regardless of global political events. With the exception of 
2009 at the peak of the financial crisis, our sector has grown faster than gross domestic product every year. These are 
favourable conditions for picking up further market share and continuing to build on our position as the world's 
leading tourism group. That is our goal, and we are devoting our full energy to achieving it. 
 
How are we framing this growth? In this financial year alone, we opened ten new hotels, while our cruise fleet acquired 
two more vessels to make 16. Our own hotels and cruise ships now account for 56 per cent of our earnings. Attaching 
greater weight to these operations in our earnings portfolio brings definite advantages. These businesses generates 
stronger margins and are is much less seasonal. Whereas the earnings contributions from our tour oper­ators are posted 
almost entirely in the last three months, the inflow from our hotel and cruise business is more evenly spread over the 
year and every quarter is positive. This trend has strengthened TUI and makes us more attractive to investors and the 
capital market. 
 
We enhanced our leeway for growth even further during the last ­financial year by selling our specialist travel brands. 
The disposal of Travelopia to the private equity company KKR generated an enterprise value of around 370 million euros. 
We also spun off our remaining stake in Hapag-Lloyd AG. This final exit from container shipping and the sale of 
non-core businesses complete the transformation. TUI is now a pure play tourism group. Our vision 'Think Travel. Think 
TUI.' aptly reflects our aspirations. And our strategic positioning ensures that we can provide every module in the 
tourism value chain from advice and booking to travel, accommodation and destination services. The TUI brand symbolises 
quality and trust. Differentiated product is above all secured by our own hotels, clubs and ships. Brands like TUI 
Blue, Robinson, Riu and TUI Magic Life, Hapag-Lloyd Cruises with the MS Europa and TUI Cruises with the 'Mein Schiff' 
fleet guarantee TUI quality for holidaymakers all over the world. We don't just sell this travel experience; we are 
setting standards, because TUI is at once developer, investor and operator. 
 
So we want to build on the success of our traditional markets and activities. And we want to expand our business into 
regions and countries of the globe where we do not yet have a presence. That includes a number of countries in Southern 
Europe. In Italy and Portugal, the TUI brand is familiar because they are important destinations and many of our 
customers travel there. As a holiday provider, however, we have so far had almost no market visibility. Emerging 
economies like Brazil and China are also shifting further into our focus. Their new middle classes are growing fast and 
­increasingly discovering the joys of travel for themselves. We want to profit from that, but in those markets we do 
not intend to create a dense network of travel agencies. Instead, we will rely exclusively on our online presence and 
on strong local partners. Our goal is ambitious, but we believe in these markets. As part of our strategy programme 
'TUI 2022', the target for this expansion over the next five years is to win one million new customers and generate an 
additional one billion in turnover. This expansion entails big opportunities for our hotel investments in those parts 
of the world, because the demand for capacity will no longer come solely from Europe like now, but also from the 
surrounding region. The Caribbean has set a shining example: our hotels there enjoy excellent occupancy rates - thanks 
to long-haul tourists from Europe combined with guests from the United States and Canada. We can achieve the same in 
South-East Asia. For our new hotels and investments, the occupancy risk is tangibly reduced because our target groups 
are broader, more ­diverse and increasingly international. 
 
I also believe there are major opportunities for TUI in our clear strategy for digitalisation. This digitalisation will 
not only help us tap into new markets like China. It is happening throughout the company. Data enable us to reach out 
to our customers in a better, more personal manner and to market new services. For me, more digital means more service 
- and better service - for the customer, and more efficiency for the company. TUI's use of blockchain has attracted a 
lot of attention. Ever more so because we aren't just talking about the potential, but actually began placing it in the 
service of our hotels in summer 2017. As an integrated tourism group, we accompany our customers right along the value 
chain, from the moment they seek advice and book a holiday to the services they require at the destination and their 
accommodation in the hotel or on board the liner. This teaches us about their likes and preferences, enabling us to 
offer personalised add-ons. Personalised means relevant - products and services that offer these customers genuine 
added value. In recent months, we have rolled out a centralised, efficient ITinfrastructure across the Group. It 
provides the technical basis for TUI to gain a single view of the customer and the customer experience. Our investments 
in IT are easily summed up: more service for our customers and more value for us as a company. It is my firm conviction 
that in this field we are setting the standards for our industry. 
 
TUI is in bouncing good health, and TUI is ready for more growth. Those two factors will enable us to continue to 
outperform the market in the coming years. That is why we are so confident that we can increase underlying EBITA by at 
least 10 per cent a year until 2020. Those are bright prospects for you as shareholders. Thank you for your interest 

and support over the last year. Your trust and encouragement are important to us. Let's take the next steps together. 
 
Kind regards, 
 
Friedrich Joussen 
CEO of TUI AG 
 
Key                         Outlook               out- 
Figures                     Achievement           look 
 
Outlook 2017 1              Actual 2017           2018 
Turnover in EUR bn 
in excess of                19.2 + 11.7 % 2       approximately 
 
3 % 2, 4                                          + 3 % 2, 3 
EBITA (underlying) in EUR m 
at least                    1,121 + 12.0 % 2      at least 
 
+ 10 % 2                                          + 10 % 2 
Adjustments in EUR m 
100 4                       76                     80 
 
costs                       costs                 costs 
Net capex and investments in EUR bn 
1.0 5                       0.9 5                  1.2 6 
Net debt in EUR bn 
broadly                     0.6                   slightly 
                                                  negative 
 
neutral 4                   net cash 
 
1 As published on 8 December 2016, unless otherwise stated 
 
2 Variance year-on-year assuming constant foreign exchange rates are applied to the result in the current and prior 
period and based on the ­current group structure 
 
3 Excluding cost inflation relating to currency movements 
 
4 Target adjusted 
 
5 Excluding aircraft orderbook finance 
 
6 Assuming acquisition of Mein Schiff 1 for Marella Cruises 
 
Report of the 
Supervisory Board 
 
Ladies and Gentlemen, 
 
TUI AG has delivered on its promise! With the completion of financial year 2017, your Company has delivered the 
considerable year-on-year increase in earnings promised in the wake of the merger in 2014 for the third consecutive 
year. This success is the result of major, joint efforts by the Executive Board, employees and Supervisory Board - and 
we are proud of it! In a geopolitical situation characterised by continued uncertainty and risks, TUI AG has sent an 
important signal of reliability to you, its owners, but also to its employees. The trust you placed in the merger 
between TUI AG and TUI Travel PLC was justified. 
 
Today, we can regard the merger and the integration of the two companies and cultures as completed. The Executive Board 
has fully delivered and in some key areas even outperformed the synergies promised in the wake of the merger. As the 
global employee survey carried out for the third consecutive year has shown, TUI's executives and employees show far 
above-average engagement. They trust the work performed by the Executive Board and the strategy, which focuses on the 
transformation from a conventional trading company and tour operator to a vertically integrated content provider. We 
thus continue to be on track. 
 
In financial year 2017, the Supervisory Board supported in particular the further development of key issues of 
relevance to the Company. We intensively discussed the Group's future strategic orientation with the Executive Board. 
Apart from the influence of blockchain technology on today's business model, the situation at TUI fly and the 
ultimately failed negotiations about a European aviation joint venture, we also discussed the Group's strategy in Asia 
and held in-depth discussions about the impact of Brexit on the Company. In order to prepare the strategic debates of 
the Supervisory Board, the Strategy Committee formed in 2016 again proved to be a valuable, focused platform. The 
Committee also discussed, inter alia, TUI Group's airline strategy and its platform strategy (e. g. IT, brand, 
marketing) and the associated Group-wide systems. 
 
Corporate Governance issues were another focus of our work. Apart from features derived from the further development of 
the German and the UK Corporate Governance Codes, we also dealt with a review of the remuneration system for the 
Executive Board. Following the merger, we had deliberately placed the focus on continuity. We merely shifted the 
remuneration for Supervisory Board members to a system of purely fixed remuneration two years ago. Nevertheless, we 
recognise that our shareholders regard the remuneration system applied for a number of years as being in need of 
revision. Following careful review and analysis, we managed, taking into account and weighing up the interests of many 
stakeholders - including cross-border stakeholders - and following intense debates about numerous alternatives, we 
finally succeeded in adopting a remuneration system meeting all legal requirements and manifold recommendations. It 
will be applied with retroactive effect from 1 October 2017, as all Executive Board members have agreed. The new system 
will increase the transparency of the exercise of discretion by the Supervisory Board in individual performance 
assessment through alignment with a target system. Moreover, we have abandoned the possibility of paying discretionary 
bonuses for good. The payment hurdles for the variable remuneration have become significantly more ambitious following 
your legitimate comments, and they offer the Execu­tive Board new opportunities. My colleagues on the Supervisory Board 
and I are convinced that the new, unanimously adopted compensation system for the Executive Board members harmonises 
the sometimes diverging interests of shareholders, employees and Executive Board members in the best possible manner. 
Based on this conviction, we will submit the remuneration system, described concerning its major elements and 
amendments on page 116 of the Annual Report, to the Annual General Meeting 2018 for its approval. 
 
We have also repeatedly dealt with the future composition of the Supervisory Board and its chair, after Peter Long 
announced that he was no longer seeking to assume the role as chairman of the Supervisory Board. Peter Long will remain 
Chairman of the Strategy Committee and successfully continue its work in cooperation with the members. The Supervisory 
Board also plans to elect Mr Long as its second Deputy Chairman when Sir Mike Hodgkinson leaves the Supervisory Board 
at the Annual General Meeting 2018. 
 
Although I have been elected for a term of office that will expire at the Annual General Meeting 2021, I had already 
announced at my re-election in 2016 that I was going to exercise my functions for an appropriate period of time. I 
intend to step down from my offices as at 30 September 2018. Against this backdrop, my activities but also those of the 
Nomination Committee, Presiding Committee and Supervisory Board were devoted in part to the search for a successor. I 
am delighted that the Supervisory Board, at its meeting on 12 December 2017, proposed Dr Dieter Zetsche as a candidate 
for election by the Annual General Meeting 2018 and has announced its intention to elect Dr Zetsche as Chairman of the 
Supervisory Board upon my departure should he be elected by the shareholders. I am convinced that TUI AG has gained a 
high-calibre, experienced entrepreneur with extensive international experience and a far-reaching understanding of 
strategically important issues with Dr Zetsche. 
 
Cooperation between the Executive Board and the Supervisory Board 
 
In a stock corporation under German law, there is a mandatory strict separation of the executive board and the 
supervisory board. While the management of the company is the exclusive task of the executive board, the supervisory 
board is in charge of advising and overseeing the executive board. As the oversight body, the Supervisory Board 
provided on-going advice and supervision for the Executive Board in managing the Company in financial year 2017, as 
required by the law, the articles of association and our own terms of reference. 
 
Its actions were guided by the principles of good and responsible corporate governance. Our monitoring activities 
essentially served to ensure that the management of business operations and the management of the Group were lawful, 
orderly, fit for purpose and commercially robust. The individual advisory and oversight tasks of the Supervisory Board 
are set out in terms of reference. Accordingly, the Supervisory Board is, for instance, closely involved in 
entrepreneurial planning processes and the discussion of strategic projects and issues. Moreover, there is a defined 
list of specific Executive Board decisions requiring the consent of the Supervisory Board, some of which call for 
detailed review in advance and require the analysis of complex facts and circumstances from a supervisory and 
consultant perspective (own business judgement). 
 
TUI AG falls within the scope of the German Industrial Co-Determination Act (MitbestG). Its Supervisory Board is 
therefore composed of an equal number of shareholder representatives and employee representatives. Employee 
representatives within the meaning of the Act include a senior manager (section 5 (3) of the German Works Council 
Constitution Act) and three trade union representatives. All Supervisory Board members have the same rights and 
obligations and they all have one vote in voting processes. In the event of a tie, a second round of voting can take 
place according to the terms of reference for the Supervisory Board, in which case I as Chairman of the Supervisory 
Board have the casting vote. 
 
In written and verbal reports, the Executive Board provided us with regular, timely and comprehensive information at 
our meetings and outside our meetings. The reports encompassed all relevant facts about strategic development, 
planning, business performance and the position of the Group in the course of the year, the risk situation, risk 
management and compliance, but also reports from the capital markets (e. g. from analysts), media reports and reports 
on current events (e. g. crises). The Executive Board discussed with us all key transactions of relevance to the 
Company and the further development of the Group. Any deviations in business performance from the approved plans were 
explained in detail. The Supervisory Board was involved in all decisions of fundamental relevance to the Company in 

good time. We fully discussed and adopted all resolutions in accordance with the law, the Articles of Association and 
our terms of reference. We were comprehensively and speedily informed about specific and particularly urgent plans and 
projects, including those arising between the regular meetings. As Chairman of the Supervisory Board, I was also 
regularly informed about current business developments and key transactions in the Company between Supervisory Board 
meetings. 
 
Deliberations in the Supervisory Board and its Committees 
 
Prior to Supervisory Board meetings, the shareholder representatives on the Supervisory Board and the employees' 
representatives met in separate meetings, which were regularly also attended by Executive Board members. 
 
Apart from the full Supervisory Board, a total of five committees were in place in the completed financial year: the 
Presiding Committee, Audit Committee, Strategy Committee, Nomination Committee and Integration Committee. The Mediation 
Committee formed pursuant to section 27 (3) of the Co-Determination Act did not have to meet. The Chairman of each 
Committee provides regular and comprehensive reports about the work performed by the Committee at the ordinary 
Supervisory Board meetings. 
 
In financial year 2017, we again recorded a gratifyingly high meeting attendance, as we have done for several years. 
Average attendance was 93.8 % (previous year 96.6 %) at plenary meetings and 97.6 % (previous year 90.7 %) at Committee 
meetings. No Supervisory Board member attended fewer than half of the Supervisory Board meetings in financial year 
2017. Members unable to attend a meeting usually participated in the voting through proxies. Preparation of all 
Supervisory Board members was greatly facilitated by the practice of distributing documents in advance in the run-up to 
the meetings and largely dispensing with handouts at meetings. 
 
Attendance at meetings of the Supervisory Board in financial year 2017 
 
Attendance at meetings of the Supervisory Board 2017 
Name       Supervisory Presiding Audit Nomination Strategy Integration 
           Board       ­Committe ­Comm Committee  ­Committ ­Committee 
                       e         ittee            ee 
Prof.      8 (8)       8 (8)1    8 (8) 2 (2)1     6 (6)    1 (1)1 
Klaus 
Mangold 
(Chairman) 
Frank      8 (8)       8 (8)                      6 (6)    1 (1) 
Jakobi 
(Deputy 
Chairman) 
Sir        8 (8)       7 (8)           2 (2)               1 (1) 2 
Michael 
Hodgkinson 
(Deputy 
Chairman) 
Andreas    8 (8)                 8 (8) 
Barczewski 
Peter      7 (8)       7 (8) 
Bremme 
Prof.      8 (8)                 8                         1 (1) 
Edgar                            (8)1 
Ernst 
Wolfgang   8 (8) 
Flinterman 
n 
Angelika   7 (8)                                  6 (6) 
Gifford 
Valerie    7 (8)                                  5 (6)    1 (1) 
Frances 
Gooding 
Dr. Dierk  7 (8)                 8 (8) 
Hirschel 
Janis      8 (8)                 7 (8) 
Carol Kong 
Peter Long 7 (8)                                  6 (6)1 
Coline     7 (8)                 7 (8)                     1 (1) 
Lucille 
McConville 
Alexey A.  6 (8)       6 (8)           2 (2)      6 (6) 
Mordashov 
Michael    8 (8)                 8 (8) 
Pönipp 
Carmen Riu 7 (8)       8 (8)           2 (2) 
Güell 
Carola     8 (8) 
Schwirn 
Anette     8 (8)       8 (8) 
Strempel 
Ortwin     8 (8)       8 (8)     8 (8) 
Strubelt 
Stefan     7 (8) 
Weinhofer 
 
Attendance 93.8        93.8      96.9  100.0      97.2     100.0 
at 
meetings 
in % 
Attendance 97.6 
at 
Committee 
meetings 
in % 
 
(In brackets: number of meetings held) 
1 Chairman of Committee 
 
2 Deputy Chairman of Committee 
 
Key topics discussed by the Supervisory Board 
 
The Supervisory Board held nine meetings focusing on the following issues: 
 
1. At its meeting on 26 October 2016, the Supervisory Board discussed the current business performance. The discussions 
also focused on strategic options for the German TUI fly. In that context, we intensively deliberated on a potential 
joint venture with Etihad. The debate also related to the stake in Hapag-Lloyd AG (HLAG) and the status of the 
divestment process for Specialist Group. The Supervisory Board furthermore approved the budget for financial year 2017 
and the acquisition of a stake in Peakwork Software. 
 
2. At its extraordinary meeting on 23 November 2016, the Supervisory Board intensively discussed the status of 
negotiations and approval for the conclusion of a (non-binding) memorandum of understanding to form a joint venture 
between TUI fly and Etihad. These extensive deliberations focused on essential framework parameters and the future 
alignment of the planned joint venture. 
 
3. At the extraordinary Supervisory Board meting on 1 December 2016, held in the form of a conference call, we adopted 
the personal performance factors for the annual performance bonuses for members of the Executive Board for financial 
year 2016 after due deliberation. Following an in-depth review, we also established the appropriateness of the 
remuneration and pensions for Executive Board members. 
 
4. At its meeting on 7 December 2016, the Supervisory Board discussed in detail the annual financial statements of TUI 
Group and TUI AG, each having received an unqualified audit opinion from the auditors, the combined management report 
for TUI Group and TUI AG, the Report by the Supervisory Board, the Corporate Governance Report and the Remuneration 
Report. The discussions were also attended by representatives of the auditors. Following comprehensive debate of these 
reports and its own review carried out on the previous day by the Audit Committee, the Supervisory Board endorsed the 
findings of the auditors and approved the financial statements prepared by the Executive Board and the combined 
management report for TUI AG and the Group. The annual financial statements for 2016 were thereby adopted. Moreover, 
the Supervisory Board approved the Report by the Supervisory Board, the Corporate Governance Report and the 
Remuneration Report. It also adopted the invitation to the ordinary AGM 2017 and the proposals for resolutions to be 
submitted to the AGM. The Supervisory Board discussed various options relating to aircraft funding and the future 
approach to be adopted by the Group. We also resolved the 2016 declaration of compliance with the German Corporate 
Governance Code and the Corporate Governance Declaration required by the UK's Corporate Governance Code. We moreover 
decided to adjust our targets for the composition of the Supervisory Board (see Corporate Governance Report) and 
considered various reports, including a report on the results of our 2016 TUIgether employee survey, the implementation 
of the female and gender quotas in Germany, the IT strategy and security. In the framework of Executive Board matters, 
Frank Rosenberger was appointed as member of the Executive Board with effect from 1 January 2017 and a new business 
allocation plan reflecting the changes in the allocation of responsibilities to Board members was adopted. The 
Supervisory Board was also given a status report on l'tur and updates on the sales process for Travelopia and the joint 
venture between TUI fly and Etihad. 
 
5. On 13 February 2017, the Supervisory Board mainly discussed TUI AG's interim statement and report for the quarter 
ended 31 December 2016 and prepared the 2017 Annual General Meeting. The Supervisory Board also discussed the structure 
of Executive Board remuneration. We dealt with the sales process for Hotelbeds Group, the business performance and 
future strategy for source market Germany and approved the final initiation of the sales process for Travelopia. The 
Supervisory Board also discussed the expansion of capacity at TUI Cruises GmbH and was given reports about the 
activities of the TUI Foundation and TUI Care Foundation. We were given a comprehensive update on the status of 
negotiations regarding the planned joint venture between TUI fly and Etihad (e. g. economic framework, open issues). We 
also adopted resolutions on transactions requiring the Supervisory Board's consent, including the issue of employee 
shares for financial year 2017 and the further sale of shares in HLAG. We were furthermore given a report on the status 
of the proceedings Erzberger versus TUI AG before the ECJ. 
 
6. On 12 May 2017, we debated TUI AG's interim report for the second quarter ended on 31 March 2017 and the half-year 
financial report. We also resolved to extend the appointment of Sebastian Ebel as an Executive Board member and his 
service contract by a further three years. The Supervisory Board moreover discussed the initial approaches for a reform 
of the Executive Board remuneration system and we were given another status report on the negoti­ations regarding the 
planned joint venture between TUI fly and Etihad. The Supervisory Board was then given another update on a potential 
capacity expansion at TUI Cruises GmbH and the status of the sale of shares in HLAG. We also discussed on-going 
activities to strengthen IT security and various aspects related to the internal and external security structure. The 
Supervisory Board considered various Corporate Governance issues and was given a report on the state of pay regarding 
TUI Group's key litigation cases. The Supervisory Board was also informed about the current business per­formance and 
market in Turkey. We debated and deliberated on the impact of the Brexit referendum on the Group. Moreover, the 
Supervisory Board approved a number of transactions requiring its consent (including the issue of employee shares in 
financial year 2018, the extension of the revolving credit facility ahead of its due date and the sale of Travelopia 
subject to certain conditions). 
 
7. At its extraordinary meeting on 29 June 2017, the Supervisory Board discussed the termination of the negotiations on 
the joint venture between TUI fly and Etihad and engaged in comprehensive and extensive debates with the Executive 

Board on the resulting options for a repositioning of TUI fly. 
 
8. On 30 August 2017 (by written circulation), the Supervisory Board approved the increase in the Company's capital 
stock for the issue of employee shares under the oneShare employee share programme for financial year 2017. 
 
9. During a two-day strategy offsite meeting on 13 and 14 September 2017, we intensively debated the key challenges 
surrounding the business model, growth opportunities, IT trends (e. g. blockchain technology), the Group-wide customer 
value and customer relationship management platform, uniform branding (oneBrand) and the cruise strategy. 
 
We then comprehensively debated the consolidated five-year plan. The discussions also focused on the insolvency of Air 
Berlin. We furthermore deliberated on Executive Board matters and adopted the fundamental structure of the new 
remuneration system for the Executive Board. We were also given reports on crisis management, the Security, Health & 
Safety structure and the security of our customers and employees. We heard a report on the effects of the Transparency 
of Remuneration Act and the implementation of the Act and dealt with succession planning for the Executive Board and 
professional development at the top management level. We also discussed the new CSR reporting (see Management Report) 
and adopted diversity concepts for the composition of the Executive Board and Supervisory Board. We moreover adopted 
the overall competence profile for the full Supervisory Board. We then adopted resolutions regarding transactions 
requiring our consent (including the granting of a guarantee as collateral for a loan). 
 
Meetings of the Presiding Committee 
 
The Presiding Committee takes the lead on various Executive Board issues (including succession planning, new 
appointments, terms and conditions of service contracts, proposals for the remuneration system). It also prepares the 
meetings of the Supervisory Board. In the period under review, the Presiding Committee held nine meetings. 
 
Members of the Presiding Committee: 
 
· Prof. Klaus Mangold   · · Frank Jakobi 
(Chairman) 
                          · Alexey 
· Peter Bremme            Mordashov 
 
· Carmen Riu Güell        · Anette 
                          Strempel 
· Sir Michael 
Hodginson                 · Ortwin 
                          Strubelt 
 
1. At its extraordinary meeting on 12 October 2016, the Presiding Committee intensively discussed the business 
interruption of the German TUI fly against the background of efforts undertaken by the Executive Board to find 
cooperation partners for the airline, which had become public. The Presiding Committee was given a presentation on the 
measures initiated by the Executive Board and the status and timeframe of negotiations relating to the cooperation 
partner project. 
 
2. At its meeting on 26 October 2016, the Presiding Committee discussed Executive Board issues, including deliberations 
on the creation of a new Executive Board function with a focus on IT and new markets. The Committee also discussed 
various topics relating to Executive Board remuneration for the completed financial year and the current financial 
year. 
 
3. At its extraordinary meeting on 23 November 2016, the Presiding Committee discussed the status of the negotiations 
about the joint venture between TUI fly and Etihad. We also deliberated on various Executive Board issues and adopted 
resolutions regarding the variable annual remuneration for financial year 2016. We then reviewed the appropriateness of 
Executive Board remuneration and pensions and discussed the terms and conditions of the service contract for Frank 
Rosenberger. 
 
4. At its meeting on 6 December 2016, after due deliberation, the Presiding Committee recommended the appointment of 
Frank Rosenberger as an Executive Board member to the Supervisory Board and discussed further Executive Board issues. 
 
5. On 13 February 2017, the Presiding Committee again discussed the status of negotiations on the joint venture between 
TUI fly and Etihad as well as the Group's major litigation cases and the divestment process for Travelopia. We then 
formulated approaches for a fundamental revision of the compensation system for the Executive Board. 
 
6. At its meeting on 12 May 2017, the Presiding Committee discussed renewing the appointment of Sebastian Ebel and the 
status of the reform of the remuneration system for the Executive Board. Following the abolition of the Integration 
Committee in December 2016, we were given a report on the merger-related synergies and intercultural integration. 
 
7. At an extraordinary meeting on 13 June 2017, by written circulation, the Presiding Committee granted approval to 
Friedrich Joussen to join the Supervisory Board of Sixt SE / Pullach. 
 
8. At an extraordinary meeting on 30 August 2017, the Presiding Committee intensively discussed the status of the 
reform of the remuneration system for the Executive Board. 
 
9. On 13 September 2017, we discussed Executive Board issues. We were also informed about the remuneration structure 
for the management level below the Executive Board as well as HR development topics. 
 
Audit Committee 
 
Members of the Audit Committee: 
 
· Prof. Edgar Ernst            · · Prof. Klaus 
(Chairman)                       Mangold 
 
· Andreas Barczewski             · Coline McConville 
 
· Dr Dierk Hirschel              · Michael Pönipp 
 
· Janis Kong                     · Ortwin Strubelt 
 
The Audit Committee held eight ordinary meetings in the financial year under review. For the tasks and the advisory and 
resolution-related issues discussed by the Audit Committee, we refer to the comprehensive report on page 15. 
 
Nomination Committee 
 
The Nomination Committee proposes suitable shareholder candidates to the Supervisory Board for its election proposals 
to the Annual General Meeting or appointment by the district court. 
 
Members of the Nomination Committee, which held two meetings: 
 
· Prof. Klaus Mangold (Chairman) 
 
· Carmen Riu Güell 
 
· Sir Michael Hodgkinson 
 
· Alexey Mordashov 
 
1. At its meeting on 11 May 2017, the Nomination Committee discussed the future composition of the shareholder side of 
the Supervisory Board and its committees. 
 
2. At its meeting on 12 September 2017, the Nomination Committee again discussed the future composition of the 
shareholder side of the Supervisory Board. 
 
Strategy Committee 
 
The Strategy Committee was established on 9 February 2016 by resolution of the Supervisory Board. Its task is to advise 
the Executive Board in developing and implementing the corporate strategy. The Committee met six times in the financial 
year under review. Apart from Committee members, the meetings of the Strategy Committee are regularly attended by Sir 
Michael Hodgkinson. 
 
The members of the Strategy Committee, which met six times, are: 
 
· Peter Long            · · Frank Jakobi 
(Chairman) 
                          · Prof. Klaus 
· Angelika Gifford        Mangold 
 
· Val Gooding             · Alexey Mordashov 
 
1. At its meeting on 25 October 2016, the Supervisory Board extensively dealt with the Group's aviation strategy and 
the future positioning of TUI fly. We also discussed various aspects related to Customer Relationship Management (CRM) 
and IT investments. 
 
2. At its meeting on 5 December 2016, the Committee discussed marketing topics, the divestment process for Travelopia 
and the aviation strategy. 
 
3. On 17 February 2017, we deliberated on the growth of the Mein Schiff fleet and discussed the situation in source 
market Germany and the marketing strategy pursued in that market. 
 
4. At its meeting on 11 May 2017, the Committee discussed the growth strategy for new markets with a special focus on 
Asia, in particular China. In that context, we intensively debated the expansion of cooperation schemes as well as 
TUI's own initiatives. 
 
5. At the meeting on 15 August 2017, we again comprehensively debated the aviation strategy following the termination 
of the talks with Etihad on the creation of a joint venture. 
 
6. At its meeting on 12 September 2017, the Strategy Committee discussed the impact of the insolvency of Air Berlin on 
our current business and future implications for our aviation strategy. 
 
Integration Committee 
 
The Integration Committee was established by the Supervisory Board for a period of two years after the completion of 
the merger between TUI Travel PLC and TUI AG (until December 2016). Its task was to advise and oversee the Executive 
Board during the integration process required after the merger. 
 
Members of the Integration Committee: 
 
· Prof. Klaus Mangold    · · Prof. Edgar 
(Chairman)                 Ernst 
 
· Sir Michael              · Valerie Gooding 
Hodgkinson 
(Deputy Chairman)          · Frank Jakobi 
 
                           · Coline 
                           McConville 
 
At its only meeting in the period under review, which was also its last, held on 6 December 2016, the Committee 
discussed the final report on the integration process and the post-merger synergies. Overall, the Committee has 
rendered a valuable contribution to the delivery of the synergies and the success of cultural integration. 
 
Corporate Governance 
 
Due to the primary quotation of the TUI AG share on the London Stock Exchange and the constitution of the Company as a 
German stock corporation, the Supervisory Board naturally also regularly and comprehensively deals with the 
recommendations of German and British corporate governance. Apart from the mandatory observance of the rules of the 
German Stock Corporation Act (AktG), German Industrial Co-Determination Act (MitbestG), the Listing Rules and the 
Disclosure and Transparency Rules, TUI AG had announced in the framework of the merger that the Company was going to 

observe both the German Corporate Governance Code (DCGK) and - as far as practicable - the UK Corporate Governance Code 
(UK GCG). 
 
For the DCGK - conceptually founded, inter alia, on the German Stock Corporation Act - we issued an unqualified 
declaration of compliance for 2017 pursuant to section 161 of the German Stock Corporation Act, together with the 
Executive Board. By contrast, there are some deviations from the UK CGC due for the most part to the different concepts 
underlying a one-tier management system for a public listed company in the UK (one-tier board) and the two-tier 
management system comprised of Executive Board and Supervisory Board in a stock corporation based on German law. 
 
More detailed information on corporate governance, the declaration of compliance for 2017 pursuant to section 161 of 
the German Stock Corporation Act and the declaration on the UK CGC is provided in the Corporate Governance Report in 
the present Annual Report, prepared by the Executive Board and the Supervisory Board (page 99), as well as on TUI AG's 
website. 
 
Conflicts of interest 
 
In the period under review, the Supervisory Board continuously monitored the occurrence of conflicts of interest. In 
the framework of the transactions requiring its consent, the Supervisory Board approved, at its meeting on 12 May 2017, 
the granting of a guarantee by TUI AG as third-party security for Togebi Holdings Limited ('TUI Russia') before a court 
in Turkey to initiate a lawsuit. TUI Russia is indirectly controlled by Alexey Mordashov. Mr Mordashov is a member of 
the Supervisory Board and abstained from voting in order to avoid a conflict of interest. 
 
Audit of the annual and consolidated financial statements of TUI AG and the Group 
 
Deloitte GmbH Wirtschaftsprüfungsgesellschaft, Hanover, audited the annual financial statements of TUI AG prepared in 
accordance with the provisions of the German Commercial Code (HGB), as well as the joint management report of TUI AG 
and TUI Group, and the consolidatedfinancial statements for the 2017 financial year prepared in accordance with the 
provisions of the International Financial Reporting Standards (IFRS), and issued their unqualified audit certificate. 
The above documents, the Executive Board's proposal for the use of the net profit available for distribution and the 
audit reports by the auditors had been submitted in good time to all members of the Supervisory Board. They were 
discussed in detail at the Audit Committee meeting of 11 December 2017 and the Supervisory Board meeting of 12 December 
2017, convened to discuss the annual financial statements, where the Executive Board provided comprehensive 
explanations of these statements. At those meetings, the Chairman of the Audit Committee and the auditors reported on 
the audit findings, having determined the key audit areas for the financial year under review beforehand with the Audit 
Committee. Neither the auditors nor the Audit Committee identified any weaknesses in the early risk detection and 
internal control system. On the basis of our own review of the annual financial statements of TUI AG and TUI Group and 
the joint management report, we did not have any grounds for objections and therefore concur with the Executive Board's 
evaluation of the situation of TUI AG and TUI Group. Upon the recommendation of the Audit Committee, we approve the 
annual financial statements for financial year 2017; the annual financial statements of TUI AG are thereby adopted. We 
comprehensively discussed the proposal for the appropriation of profits with the Executive Board and approved the 
proposal in the light of the current and expected future financial position of the Group. 
 
Executive Board, Supervisory Board and 
committee membership 
 
The composition of the Executive Board and Supervisory Board as at 30 September 2017 is presented in the tables on 
pages 100 - 101 for the Supervisory Board and page 102 for the Executive Board. 
 
In financial year 2017, the composition of the boards did not change. 
 
At the meeting on 7 December 2016, Frank Rosenberger was appointed to the Executive Board with effect from 1 January 
2017 for a period of three years. 
 
At the meeting on 12 May 2017, the appointment of Sebastian Ebel as an Executive Board member was extended by three 
years to 30 November 2020. 
 
In addition, the Supervisory Board extended the appointments of David Burling and Dr Elke Eller. After the extensions 
became effective on 12 December 2017, David Burling is now appointed until 31 May 2021 and Dr Elke Eller is appointed 
until 14 October 2021. 
 
Word of thanks 
 
The Supervisory Board warmly thanks the Executive Board, the managers and all employees for their contribution to the 
very successful financial year 2017. 
 
Hanover, 12 December 2017 
 
On behalf of the Supervisory Board 
 
Prof. Klaus Mangold 
 
Chairman of the Supervisory Board 
 
Audit Committee Report 
 
Dear Shareholders, 
 
as the Audit Committee, it is our job to assist the Supervisory Board in carrying out its monitoring function during 
the financial year, particularly in relation to accounting and financial reporting for the TUI Group, as required by 
legal provisions, the German Corporate Governance Code and the Supervisory Board Terms of Reference. 
 
In addition to these core functions, we are responsible in particular for monitoring the effectiveness and proper 
functioning of internal controls, the risk management system, the Group Auditing department and the legal compliance 
system. 
 
Furthermore, the Audit Committee is responsible for selecting external auditors. The selected auditors are then 
required to be put forward by the Supervisory Board to the Annual General Meeting for appointment. Following the 
appointment by the Annual General Meeting, the Supervisory Board formally commissions the external auditors with the 
task of auditing the annual financial statements and consolidated financial statements and reviewing the quarterly 
interim reports. 
 
The Audit Committee was elected by the Supervisory Board directly after the Annual General Meeting 2016 and consists 
currently of the following eight Supervisory Board members: 
 
· Prof. Edgar Ernst             · · Prof. Klaus 
(­Chairman)                       Mangold 
 
· Andreas Barczewski              · Coline McConville 
 
· Dr Dierk Hirschel               · Michael Pönipp 
 
· Janis Kong                      · Ortwin Strubelt 
 
The membership of the Audit Committee members corresponds to the duration of their appointment to the Supervisory 
Board. There are no personnel changes to report in the composition of this committee since the last election. 
 
Both the Chairman of the Audit Committee and the remaining members of the Audit Committee are seen by the Supervisory 
Board as meeting the criterion of being independent. In addition to the Chairman of the Audit Committee, at least one 
other member is required to have expertise in the field of accounting and experience in the use of accounting 
principles and internal control systems. 
 
The Audit Committee has six regular meetings a year, and additional topic-specific meetings may also be convened. From 
this financial year onwards, these topic-specific meetings have included two meetings in which the Executive Board 
explains to the Audit Committee the key content of the pre-close trading updates published shortly before the reporting 
date of the annual and six-monthly financial statements. The remaining meeting dates and agendas are geared in 
particular towards the Group's reporting cycle and the agendas of the Supervisory Board. 
 
The Chairman of the Audit Committee reports on the work of the Audit Committee and the proposals it has to make in the 
Supervisory Board meeting that follows each Audit Committee meeting. 
 
Apart from the Audit Committee members, the meetings have been attended by the Chairman of the Executive Board, the CFO 
and the following management members, based on the topics covered: 
 
· Director of Group Financial Accounting 
 
· Director of Group Audit 
 
· Director of Group Compliance & Risk 
 
· Director of Group Treasury & Insurance 
 
The external auditors have also been invited to meetings on relevant topics. Wherever required, additional members of 
TUI Group senior management and operational management have been asked to attend Audit Committee meetings, as have 
external consultants. 
 
Where it was deemed necessary to go into further detail on specific topics or cases, the Chairman of the Audit 
Committee held - in addition to Audit Committee meetings - individual meetings with the relevant Executive Board, 
senior management or auditor representatives. The Chairman of the Audit Committee reported on the key findings and 
conclusions from these meetings in the next Audit Committee meeting. 
 
The members took part in the Audit Committee meetings as shown in the table on page 10. 
 
Transfer of the audit mandate for TUI AG 
and the TUI Group 
 
By way of a resolution of the Annual General Meeting of TUI AG dated 14 February 2017, Deloitte GmbH 
Wirtschaftsprüfungsgesellschaft (Deloitte) was elected as the auditor of TUI AG and the TUI Group. We were regularly 
notified about the transfer process of the audit mandate to Deloitte at our meetings during the financial year. 
 
Up to the point of the Annual General Meeting, the mandate was granted to PriceWaterhouseCoopers AG, who were thus 
responsible for the audit of the first quarterly financial statements. This responsibility passed to Deloitte from the 
second quarter onwards. 
 
The transfer process proceeded professionally and smoothly during the financial year. The experience gathered thus far 
with Deloitte as an auditor also confirms that we have gained a reliable partner for the audit in Deloitte. 
 
Reliability of financial reporting and monitoring of accounting process 
 
The Executive Board of a German stock corporation (Aktiengesellschaft) is solely responsible for preparing its Annual 

Report & Accounts (ARA). Section 243(2) of the German Commercial Code (HGB) requires the ARA to be clearly structured 
and to give a realistic overview of the company's financial situation. This is equivalent to the requirement of the UK 
Code for the ARA to be fair, balanced and understandable. Even though the evaluation of this requirement has not been 
transferred to the Audit Committee, the Executive Board is comfortable that the submitted ARA satisfies the 
requirements of both legal systems. 
 
In order to be sure ourselves of the reliability of both the annual financial statements and interim (quarterly) 
reporting, we have requested that the Executive Board inform us in detail about the Group's business performance and 
its financial situation. This was done in the four Audit Committee meetings that took place directly before the 
financial statements in question were published. In these meetings, the relevant reports were discussed and the 
auditors also reported in detail on key aspects of the financial statements and on the findings of their audit or 
review. 
 
In order to monitor accounting, we examined individual aspects in great detail. In addition, the accounting treatment 
of key balance sheet items were reviewed, in particular goodwill, advance payments for tourism services and other 
provisions. In consultation with the auditors, we made certain that the assumptions and estimates underlying the 
balance sheet were appropriate. In addition, any material legal disputes and key accounting issues arising from the 
operating businesses were assessed by the Audit Committee. 
 
In the period under review, we concerned ourselves above all with the following individual subjects: 
 
Owing to the existing geopolitical risks, we stipulated that each of the quarterly financial statements be accompanied 
by a report on the effects on earnings, the risks from guarantee and advance payment mechanisms related to Group and 
third-party hotels in Turkey and North Africa and about the countermeasures being undertaken. 
 
The potential exit of the United Kingdom from the European Union was repeatedly an agenda item at our meetings. In 
particular, we listened to reports about the risks connected to the exit. For instance, effects are expected on the 
British airlines regarding flight rights within the European Union, not to mention the impact of a sustained weakness 
of sterling on the cost structure of the British tour operators. 
 
After the announcement of the plan to set up a European charter airline with the involvement of TUI fly, huge flight 
cancellations resulted due to sickness notifications from pilots and cabin staff. We obtained extensive information on 
the reasons and above all the economic effects of this incident. 
 
Similarly, we gathered information about the large corporate transactions of the financial year. This included not only 
the acquisition of the French Transat Group but also the sale of the Travelopia Group and the shares in Hapag-Lloyd AG. 
Furthermore, we also examined TUI's investing activity in the following areas: Airlines, Hotels & Resorts, Cruises and 
IT. We had the key investments within the Group divisions and the contributions to earnings from these investments 
explained to us. 
 
The Audit Committee also discussed the going concern and viability statement analysis prepared by the company to 
support the statements made in the half-year report and the ARA. 
 
Starting with financial year 2018, the management report must contain information on corporate social responsibility 
(CSR). The management decided to publish the respective information already for this financial year. We had the 
management tell us about the state of implementation and the content of the report as the responsibility for the review 
of the content lies with the Supervisory Board. 
 
In addition, the consistency of the reconciliation from profit before tax to the key figure 'underlying earnings' and 
the material adjustments were discussed for all quarterly reports and for the annual financial statements. 
 
Our evaluation of all discussed aspects of accounting and financial reporting has been in line with that of both 
management and the Group auditors. 
 
Effectiveness of internal controls and the risk ­management system 
 
The Audit Committee recognises that a robust and effective system of internal control is critical to achieving reliable 
and consistent business performance. To fulfil its legal obligation to examine the effectiveness of internal controls 
and the risk management system, the Audit Committee is informed regularly about their current status and also about the 
further development of them. 
 
The Group has continued to evolve its internal control framework which is underpinned by the COSO concept. Regular 
testing by management of the key financial controls is now a matter of routine in the larger businesses, and in our two 
largest Source Markets (UK and Germany) more widespread testing of internal controls is conducted. 
 
Within the Group, the compliance function is further broken down into three areas: Finance, Legal and IT. These teams 
play a crucial role in improving controls across the Group and identifying areas where more focus is required. The 
Group auditors also report to us on any weaknesses they find in the internal control system of individual Group 
companies, and management tracks these items to ensure that they are addressed on a timely basis. 
 
As stated on page 30 of the risk report, the Audit Committee receives regular reports on the performance and 
effectiveness of the risk management system. The Risk Oversight Committee is an important management committee within 
the Group and we are satisfied that there is appropriate, active management of risk throughout the Group. 
 
The Group Audit department ensures the independent monitoring of implemented processes and systems as well as of core 
projects and reports directly to the Audit Committee in each regular meeting. In the period under review, the Audit 
Committee was not provided with any audit findings indicating material weaknesses in internal controls or the risk 
management system. As well as this, talks are held regularly between the Chairman of the Audit Committee and the 
Director of Group Audit for the purposes of closer consultation. 
 
The audits planned by the Group Audit department for the following year were presented to the Audit Committee in 
detail, discussed and approved. The Audit Committee feels that the effectiveness of the Group Audit department is 
ensured through this regular consultation. 
 
The legal compliance system was examined by third-party experts which confirmed the suitability of the compliance 
approach. The Groupwide, uniformly implemented system was presented to us and we received a report about the conducted 
risk analysis and the measures derived from it. In addition to the core elements of the internal control and risk 
management system, the Group's hedging policy was part of the reporting to us during the year. 
 
Whistleblower systems for employees in the event of compliance breaches 
 
Whistleblower systems have been set up across the Group to enable employees to draw attention to potential breaches of 
compliance guidelines. 
 
Reporting on the legal compliance system included information about the groupwide standardisation of these 
whistleblower systems and we were also shown the main findings during the current financial year from this system. 
 
Examination of auditor independence and objectivity 
 
After finalisation of the tender process in the financial year 2016, the Audit Committee recommended to the Supervisory 
Board that it propose Deloitte to the Annual General Meeting as auditors for financial year 2017 as well. Following the 
commissioning of Deloitte as auditors by the Annual General Meeting in February 2017, the Supervisory Board appointed 
Deloitte with the task of auditing the 2017 annual financial statements and reviewing the half-year financial 
statements as per 31 March 2017. 
 
The Chairman of the Audit Committee discussed with Deloitte in advance the audit plan for the annual financial 
statements as at 30 September 2017, including the key areas of focus for the audit and the main companies to be audited 
from the Group's perspective. Based on this, the Audit Committee firmly believes that the audit has taken into account 
the main financial risks to an appropriate degree and is satisfied that the auditors are independent and objective in 
how they conduct their work. 
 
The audit fees were explained in the context of this selection process and we are convinced that the amount of these 
costs is reasonable. Based on the regular reporting by the auditors, we have every confidence in the effectiveness of 
the external audit. 
 
In order to ensure the independence of the auditors, any non-audit services to be performed by the auditors must be 
submitted to the Audit Committee for approval before commissioning. Depending on the amount involved, the Audit 
Committee makes use of the option of delegating the approval to the company. The Audit Committee Chairman is only 
involved in the decision once a specified cost limit has been reached. Insofar as the auditor has performed services 
that do not fall under the Group audit, the nature and extent of these have been explained to the Audit Committee. This 
process complies with the company's existing guideline regarding the approval of non-audit services and it takes into 
account the requirements from the AReG regulations on prohibited non-audit services and on limitations of the scope of 
non-audit services. In financial year 2017, these non-audit services accounted for 7 % of the auditor's overall fee of 
EUR 9.1 million. 
 
I would like to take this opportunity to thank the Audit Committee members, the auditors and the management for their 
hard work over the past financial year. 
 
Hanover, 11 December 2017 
 
Prof. Edgar Ernst 
 
Chairman of the Audit Committee 
 
Business model 
and strategy 
 
Our Business Model 
 

TUI is the world's leading tourism group - an integrated business that operates in all stages of the customer's holiday 
journey. 
 
We deliver the full customer experience from inspiration and booking through the travel journey to the experience in 
the destination. We fulfil this through our own hotel and cruise brands, third party committed and non-committed 
accommodation as well as destination services, such as transfers and excursions. Hence, we set ourselves apart from 
component-only players as we are able to enhance the customer experience throughout the holiday. 
 
Our integrated model allows us to leverage the distribution power of our source markets and to optimise customer 
volumes for our own assets. At the same time, offering differentiated and controlled products, we drive demand in our 
source markets and create entry barriers. Thus, we maximise yields while minimising risk with our integrated approach. 
 
Our Segment Strategy 
 
Sales & Marketing: Market demand, ­digitalisation and diversification 
 
Across three regions (Northern, Central and Western) we use our distribution and fulfilment power to serve 20 m 
customers. Our business model allows our source markets to act with maximum flexibility, allowing them to create 
personalised packages for our customers while optimising yield and minimising risks through combining both owned as 
well as 3rd party aviation, hotel and cruise capacity. 
 
Our in-house aviation with around 150 aircraft allows us to utilise own flight capacity in conjunction with own hotel 
capacity in order to build high profile destinations, such as Cape Verde. In these destinations, we provide unique 
experiences to our customers and create high barriers of entry by managing both hotel capacity and flight availability. 
In addition, our airline allows for flexibility in destination planning, as we are in the position to shift capacities 
and change routes according to our business needs. 
 
Destination Services, our own incoming agency, provides fulfilment services to our customers such as hotel transfers 
but also offers experiences in the destinations such as excursions. 
 
Our Sales and Marketing business is well positioned to benefit from continued tourism market growth. In 2017 we have 
accelerated our digitalisation efforts and inter alia launched two important IT-­initiatives: One CRM and One Inventory 
Base & One Purchasing. 
 
Customer knowledge is key to provide outstanding holiday experiences that result in satisfied and loyal customers. One 
CRM, building on a shared customer data base drives our knowledge of our customers and therefore enables us to build 
direct and personalised relationships. Using automated machine learning and analytical capabilities, we share our 
customer insights with the wider business and enable personalised marketing, sales and services. We are now able to 
provide individualised experiences, which in turn are expected to lead to cross- and up-selling opportunities. Last but 
not least, we develop retention propositions based on our enhanced knowledge, thereby driving emotional loyalty and 
engagement with our brand. 
 
Building on the Blockchain technology, we are striving to centralise our inventory on one database, namely, One 
Inventory / One Purchasing. Own and third party hotel bed capacity is being incorporated in the data base, which is 
accessible for all source markets. An Artificial Intelligence system creates suggestions on the respective bed capacity 
allocation and / or bed swap to the source markets based on customer demand, allowing TUI to optimise yields. 
Blockchain as an underlying technology ensures transparency and trust as well as an immutable tracking of ownership. 
Suppliers can be on-boarded easily, including new partners from all over the world. 
 
Holiday experiences: Grow and diversify 
in the hotel and cruise business 
 
TUI's hotel portfolio entails 380 hotels, operating under a concept, ownership, lease, management or franchise model. 
We differentiate with our own brands Robinson, TUI Magic Life and TUI Blue, as well as with our successful joint 
venture brands, such as Riu. TUI branded hotels show high customer satisfaction and revenue per customer, signalling 
the attractiveness to our customers. 
 
Since the merger we concluded three non-core business disposals, namely Travelopia, Hotelbeds and the shareholding in 
Hapag-Lloyd AG. We intend to reinvest the disposal proceeds mainly into our hotel and cruise business, thereby further 
growing and diversifying our portfolio and pursuing on average a target ROIC of 15 % for new investments. Redeploying 
capital to our holiday experience businesses will enhance our capital return and will reduce the cyclicality of our 
cash flow profile. 
 
On the hotel side, in line with our existing portfolio, we intend to grow predominantly our low capital intensity 
share, i. e. through management contracts or through Joint Verntures. In unique destinations or in destinations with an 
all-year round business, we perceive ownership to be a superior strategy. 
 
Further, we focus on diversifying our portfolio geographically by growing our Caribbean and Asian destinations, while 
strengthening our core destinations in Europe. 
 
In our cruise segment, we operate a fleet of 16 cruise ships under three cruise lines, namely our TUI Cruises Joint 
Venture, Marella Cruises and Hapag-Lloyd Cruises. Each cruise business is dedicated to a specific audience and tailors 
its concept accordingly, with TUI Cruises and Marella Cruises focusing on local mainstream customers and Hapag-Lloyd 
offering luxury and expedition experiences. 
 
The demand in our distinct market segments relevant for our target customers remains very strong. Despite capacity 
growth, occupancy of our cruise ships remains at above 100 % in the mainstream market at stable prices, allowing us to 
further enhance capacity by expanding our fleet. 
 
Summary 
 
Three years after the merger, we are a stronger, integrated and stra­tegically better positioned business. The merger 
synergies are fully delivered. 
 
Looking ahead we continue to expect to deliver double digit annual earnings growth with less seasonality, strong cash 
conversion1 and strong ROIC performance. This will be driven by market demand, digitalisation benefits and disciplined 
expansion of own hotel and cruise content. 
 
We therefore expect to deliver at least 10 % growth in underlying EBITA in financial year 20182 and extend our previous 
guidance of at least 10 % underlying EBITA CAGR to financial year 20201. 
 
The Executive Board and the Supervisory Board are recommending a dividend of 65 cents per share in respect of the 
financial year 2017. Subject to approval at the Annual General Meeting on 13 February 2018, shareholders who held 
relevant shares at close of business on 13 February 2018 will receive the dividend on 16 February 2018. 
 
Further financial targets are achieving a leverage ratio 3.00 to 2.25 times and an interest coverage 5.75 to 6.75 
times. 
 
Our Employees 
 
Qualified and committed employees are a major prerequisite for TUI's long-term success. One of the key elements of our 
global HR strategy, therefore, is to attract and promote people with talent and to retain them by ­offering attractive 
employment conditions. 
 
It is our staff who breathe life into our corporate values 'Trusted', 'Unique' and 'Inspiring'. Alongside our vision 
and our customer promise, they form the basis for our attitudes and actions. 
 
Our employee survey TUIgether, which was carried out in in the period under review is a crucial yardstick, showing us 
our strengths and areas for potential improvements, so that we can improve the corporate performance and make TUI an 
even more attractive employer. The survey measures the Engagement Index of TUI Group, which is 77 in this year's cycle. 
 
Further information about our employees and our sustainability strategy can be found on page 81. 
 
1 We define our cash conversion as the Group's EBITDA less our long-term gross capex target in relation to the Group's 
EBITDA. 
 
2 Assuming constant foreign exchange rates are applied to the result in the current and prior period and based on the 
current Group structure. 
 
Corporate profile 
 
How we do it - Group structure 
 
Sales &          Holiday          Other 
Marketing        Experiences 
 
· Northern       · Hotels &       · Other 
­Region          Resorts          Tourism 
 
· Central        · Cruises        · All other 
Region                            segments 
 
· Western 
­Region 
 
TUI AG parent company 
 
TUI AG is TUI Group's parent company headquartered in Hanover and Berlin. It holds direct or, via its affiliates, 
indirect interests in the principal Group companies conducting the Group's operating business in individual countries. 
Overall, TUI AG's group of consolidated companies comprised 259 direct and indirect subsidiaries at the balance sheet 
date. A further 13 affiliated companies and 28 joint ventures were included in TUI AG's consolidated financial 
statements on the basis of at equity measurement. 
 
For further details on principles and methods of consolidation and TUI Group shareholdings see pages 143 and 233. 
 
Organisation and management 
 
TUI AG is a stock corporation under German law, whose basic principle is dual management by two boards, the Executive 
Board and the Supervisory Board. The Executive and Supervisory Boards cooperate closely in governing and monitoring the 
Company. The Executive Board is responsible for the overall management of the Company. 
 
The appointment and removal of Board members is based on sections 84 et seq. of the German Stock Corporation Act in 
combination with section 31 of the German Co-Determination Act. Amendments to the Articles of Association are effected 
on the basis of the provisions of sections 179 et seq. of the German Stock Corporation Act in combination with section 
24 of TUI AG's Articles of Association. 
 
Executive Board and Group Executive Committee 
 

At the balance sheet date, the Executive Board of TUI AG consisted of the CEO and five other Board members. 
 
For details on Executive Board members see page 102 
 
A Group Executive Committee was set up in order to manage TUI Group strategically and operationally. As at 30 September 
2017, the Committee consisted of twelve members who meet under the chairmanship of CEO Friedrich Joussen. 
 
TUI Group structure 
 
TUI Group's core businesses, Sales & Marketing and Holiday Experiences, are clustered into the segments Northern, 
Central and Western Region, Hotels & Resorts and Cruises. TUI Group also comprises Other Tourism and All other 
segments. 
 
Sales & Marketing 
 
With our three regions Northern, Central and Western Region, we have well positioned sales and marketing structures 
providing more than 20 million customers a year with exceptional holiday experiences. Our sales activities are based on 
online and offline channels that also benefit from TUI's strong market position. The travel agencies include 
Group-owned agencies as well as joint ventures and agencies operated by third parties. Thanks to our direct customer 
access, we are able to build close relationships with our guests, and in future this will allow us to gear their entire 
holiday experience even more closely to their personal wishes and preferences, giving us a crucial advantage over our 
competitors. In order to offer our customers a wide choice of hotels, our Sales & Marketing organisations have access 
to the exclusive portfolio of TUIhotels. They also have access to third-party bed capacity, some of which have been 
contractually committed. 
 
Our own flight capacity continues to play a key role in our integrated business model. A combination of owned and 
third-party flying capacity enables us to offer tailor-made travel programmes for each individual source market region 
and to respond flexibly to changes in customer preferences. Thanks to the balanced management of flight and hotel 
capacity, we are able to develop high-profile destinations and optimise the margins of both service providers. In 
financial year 2017, we continued to deliver our internal efficiency enhancement programme at one Aviation, delivering 
further economies of scale. This has secured the continued competitiveness of our airlines despite challenging market 
conditions. With our fleet of around 150 aircraft, we rank among the top 10 European airlines in terms of size and are 
by far the largest charter company. By introducing 737MAX aircraft in 2018, we will continue our strategy of operating 
a modern, fuel-efficient fleet, which began with the 787 Dreamliner. 
 
Northern Region 
 
The Northern Region segment comprises Sales & Marketing activities and airlines in the UK, Ireland and the Nordics. In 
addition, the Canadian strategic venture Sunwing and the joint venture TUI Russia have been included within this 
segment. In the period under review, the hotel operator Blue Diamond Hotels and Resorts Inc., St. Michael, Barbados, 
previously carried under Northern Region, was integrated into our hotel business and is now carried in Hotels & 
Resorts. Moreover, the British cruise business Marella Cruises (operated under the brand Thomson Cruises until October 
2017), previously also carried under Northern Region, was reclassified to the Cruises segment. 
 
Central Region 
 
The Central Region segment comprises the sales and marketing activities and airlines in Germany and the Sales & 
Marketing activities in Austria, Switzerland and Poland. 
 
Western Region 
 
The sales and marketing activities and airlines in Belgium, the Netherlands and the Sales & Marketing activities in 
France are included within the segment Western Region. 
 
Holiday Experiences 
 
Holiday Experiences comprise our hotel and cruises activities. 
 
Hotels & Resorts 
 
The Hotels & Resorts segment comprises TUI Group's diversified portfolio of Group hotel brands and hotel companies. The 
segment includes ownership in hotels, joint ventures with local partners, stakes in companies giving TUI a significant 
influence, and hotels operated under management contracts. 
 
In financial year 2017, Hotels & Resorts comprised a total of 327 hotels with 238,775 beds. TUI Group also comprised 53 
concept hotels operated by third-parties under the TUI concepts TUI Sensatori, TUI Sensimar and TUI Family Life. 
 
Riu 
 
Riu is the largest hotel company in the portfolio of Hotels & Resorts. The Majorca-based company has a high proportion 
of regular customers and stands out for its professionalism, proven quality and excellent service. Most of the hotels 
are in the premium and comfort segments and they are predominantly located in Spain, Mexico and the Caribbean. 
 
Robinson 
 
Robinson, the leading provider in the German-speaking premium club holiday segment, is characterised by its 
professional sport, entertainment and event portfolio. Moreover, the clubs offer high-quality hotel amenities, 
excellent service and spacious architecture. Most of the hotels are located in Spain, Greece, Turkey, the Maledives and 
Austria. The facilities are also aspirational in terms of promoting sustainable development and signing up to specific 
environmental standards. 
 
Blue Diamond 
 
In the period under review the hotel operator Blue Diamond Hotels and Resorts Inc., St. Michael, Barbados, has been 
integrated into the Hotel & Resorts segment. It was previously carried under Northern Region. Blue Diamond is a fast 
growing resort chain in the Caribbean with a unique approach of tailoring hotels to meet the highest expectations. 
 
Other hotel companies and concept hotels 
 
Other hotel companies include in particular the Group's other core brands TUI Blue and TUI Magic Life, the hotels of 
the Grupotel and Iberotel brands as well as our exclusive hotel concepts TUI Sensimar, TUI Sensatori and TUI Family 
Life. They provide holidays in top locations in our destin­ations and meet high performance, quality and environmental 
standards. 
 
Cruises 
 
The Cruises segment consists of Hapag-Lloyd Cruises and the joint venture TUI Cruises. In the period under review, the 
British cruise business Thomson Cruises, previously managed within Northern Region, was reclassified to the Cruises 
segment. In October 2017 Thomson Cruises was rebranded to Marella Cruises. With their combined fleet of 16 vessels, the 
three cruise lines offer different service concepts to serve different target groups. 
 
Cruise Fleet By Ownership Structure 
                   Owned    Finance      Operating      Total 
                            Lease        Lease 
TUI Cruises (JV)   6        -            -              6 
Marella Cruises*   1        3            2              6 
Hapag-Lloyd        3        -            1              4 
Cruises 
 
As at 30 September 2017 
 
* Previously operated under the brand Thomson Cruises 
 
TUI Cruises 
 
Hamburg-based TUI Cruises is a joint venture formed in 2008 between TUI AG and the US shipping company Royal Caribbean 
Cruises Ltd., in which each partner holds a 50 % stake. With six ships, TUI Cruises is top-ranked in the 
German-speaking high-volume premium market for cruises. The Berlitz Cruise Guide rated Mein Schiff 3, Mein Schiff 4, 
Mein Schiff 5 and Mein Schiff 6 among the world's five best liners in the category 'Large Ships'. 
 
Marella Cruises 
 
Marella Cruises, previously operated under the brand Thomson Cruises, offers voyages for different segments in the 
British market. Its fleet includes the Marella Discovery, named in June 2016, and the Marella Discovery 2, launched in 
May 2017. 
 
Hapag-Lloyd Cruises 
 
Hapag-Lloyd Cruises is based in Hamburg, and it holds a position of leadership in the German-language market with its 
fleet of four liners in the luxury and expedition cruise segments. Its flagships are the vessels Europa and Europa 2, 
which were again awarded the five-star-pluscategory by the Berlitz Cruise Guide and are the world's only ships to be 
recognised in this way. The expedition vessels include the Hanseatic and the Bremen. 
 
Other Tourism 
 
Other Tourism comprises central functions such as IT, one Aviation and the French airline Corsair. This segment also 
includes destination services, catering to the needs of around 12 million customers in about 115 destinations around 
the world. 
 
All other segments 
 
The category 'All other segments' includes our business activities for the new markets, the corporate centre functions 
of TUI AG and the interim holdings, as well as the Group's real estate companies. 
 
The final remaining stake in Hapag-Lloyd AG, container shipping was disposed on 10 July 2017 after some stakes had 
already been sold in the market. 
 
Discontinued operations 
 
In financial year 2017, Specialist Group carried under discontinued operations in previous year, comprised the tour 
operator activities pooled under Travelopia, above all providing expedition trips, luxury travel, trips to sports 
events, student travel and sailing trips. The language travel segment had already been sold in the prior financial 
year. Crystal Ski and Thomson Lakes & Mountains, which had previously also formed part of Specialist Group, were 
reclassified to Northern Region and integrated into TUI UK's business at the beginning of financial year 2017, as they 
have strong synergies and deliver exciting travel experiences. 
 
The sale of Specialist Group (Travelopia) to Kohlberg Kravis Roberts (KKR) was completed on 15 June 2017. 
 
Research and development 
 
As a tourism service provider, the TUI Group does not engage in research and development activities comparable with 
manufacturing companies. This sub-report is therefore not prepared. 
 
How we measure it - value-oriented Group management 
 
Management system and Key Performance 
Indicators 
 
As the world's leading tourism group with one global brand, an attractive hotel portfolio, a growing cruise business, a 
modern and efficient aircraft fleet and direct access to 20 million customers, we aim to secure our vertically 

integrated business model by means of profitable growth and achieve a sustainable increase in the value of the TUI 
Group. 
 
A standardised management system has been created to implement value-driven management across the Group as a whole and 
in its individual business segments. The value-oriented management system is an integral part of consistent Group-wide 
planning and controlling processes. 
 
Key management variables used for regular value analysis are Return On Invested Capital (ROIC) and Economic Value 
Added. ROIC is compared with the segment-specific cost of capital. ROIC is calculated as the ratio of underlying 
earnings before interest, taxes and amortisation of goodwill (underlying EBITA) to average invested interest-bearing 
invested capital (invested capital) for the segment. 
 
Our definition of EBITA is earnings before interest, income tax and impairment of goodwill and excluding the result 
from the measurement of interest hedges. 
 
In order to explain and measure TUI Group's operating performance, we use underlying EBITA. The underlying EBITA has 
been adjusted for gains on disposal of financial investments, expenses in connection with restructuring measures 
according to IAS 37, all effects of purchase price allocations, ancillary acquisition cost and conditional purchase 
price payments and other expenses for and income from one-off items. The one-off items carried as adjustments are 
income and expense items impacting or distorting the assessment of the operating profitability of the segments and the 
Group due to their level and frequency. These one-off items include major restructuring and integration expenses not 
meeting the criteria of IAS 37, major expenses for litigation, profit and loss from the sale of aircraft and other 
material business transactions of a one-off nature. 
 
In the framework of our growth strategy, we aim to achieve an underlying EBITA CAGR of at least 10 % over the years to 
financial year 2020 (on a constant currency basis). 
 
In order to follow the development of the business performance of our segments in the course of the year, we monitor 
the financial indicators turnover and EBITA, but also key non-financial performance indicators, such as customer 
numbers in our Sales & Marketing, and capacity or passenger days, occupancy and average prices in Hotels & Resorts and 
Cruises. In the framework of our sustainability reporting, we have also defined a target indicator for specific CO2 
emissions per passenger kilometre for our airlines. We measure achievement of that indicator on an annual basis. 
 
Information on operating performance indicators is provided in the sections on 'Segmental performance'and 
'Non-financial declaration' and in the Report on Expected Developments 
 
Cost of capital 
 
Cost of capital (WACC) 
                   Hotels   Cruises  Sales &           TUI Group 
                                     ­Marketing 
%                  2017     2017     2017              2017 
Risk-free interest 1.25     1.25     1.25              1.25 
rate 
Risk adjustment    6.23     5.44     5.41              5.64 
Market risk        6.50     6.50     6.50              6.50 
premium 
Beta factor 1      0.9590   0.8373   0.8320            0.8672 
Cost of equity     7.48     6.69     6.66              6.89 
after taxes 
Cost of debt       2.09     2.09     3.52              2.95 
capital before 
taxes 
Tax shield         0.52     0.04     0.81              0.62 
Cost of debt       1.57     2.05     2.71              2.33 
capital after 
taxes 
Share of equity 2  84.70    64.80    63.56             69.46 
Share of debt      15.30    35.20    36.44             30.54 
capital 2 
WACC after taxes 3 6.50     5.00     5.25              5.50 
Cost of equity     9.59     6.80     8.12              8.36 
before taxes 
Cost of debt       2.09     2.09     3.52              2.95 
capital before 
taxes 
Share of equity 2  84.70    64.80    63.56             69.46 
Share of debt      15.30    35.20    36.44             30.54 
capital 2 
WACC before taxes  8.50     5.25     6.50              6.75 
3 
 
1 Segment beta based on peer group, group beta based on weighted segment betas 
 
2 Segment share based on peer group, group share based on weighted segment shares 
 
3 Rounded to 1/4 percentage points 
 
The cost of capital is calculated as the weighted average cost of equity and debt capital (WACC). While the cost of 
equity reflects the return expected by investors from TUI shares, the cost of debt capital is based on the average 
borrowing costs of the TUI Group. The cost of capital always shows pre-tax costs, i.e. costs before corporate and 
investor taxes. The expected return determined in this way corresponds to the same tax level as the underlying earnings 
included in ROIC. 
 
ROIC and Economic Value Added 
 
ROIC is calculated as the ratio of underlying earnings before interest, taxes and amortisation of goodwill (underlying 
EBITA) to the average for invested interest-bearing capital (invested capital) for the relevant segment or sector. 
Given its definition, this performance indicator is not influenced by any tax or financial factors and has been 
adjusted for one-off effects. From a Group perspective, invested capital is derived from liabilities, comprising equity 
(including non-controlling interests) and the balance of interest-bearing liabilities and interest-bearing assets. The 
cumulative amortisations of purchase price allocations are then added to the invested capital. 
 
Apart from ROIC as a relative performance indicator, economic value added is used as an absolute value-oriented 
performance indicator. Economic Value Added is calculated as the product of ROIC less associated capital costs 
multiplied by interest-bearing invested capital. 
 
ROIC and Value added TUI Group 
EUR million                       Notes      2017      2016 
Equity                                       3,533.7   3,248.2 
Subscribed capital                (24)       1,501.6   1,500.7 
Capital reserves                  (25)       4,195.0   4,192.2 
Revenue reserves                  (26)       - 2,756.9 - 3,017.8 
Non-controlling interest          (28)       594.0     573.1 
plus interest bearing financial              3,328.1   3,769.1 
liability items 
Pension provisions and similar    (29)       1,127.4   1,450.9 
obigations 
Non-current financial liabilities (31), (38) 1,761.2   1,503.4 
Current financial liabilities     (31), (38) 171.9     537.7 
Derivative financial instruments  (38)       267.6     277.1 
less financial assets                        3,024.7   3,137.2 
Financial assets available for    (17), (38) 69.5      316.2 
sale 
Derivative financial instruments  (38)       295.3     671.4 
Cash and cash equivalents         (22), (38) 2,516.1   2,072.9 
Other financial assets                       143.8     76.7 
plus purchase price allocation               317.5     300.5 
Invested Capital                             4,154.7   4,180.6 
Invested Capital Prior year                  4,180.6   3,968.1 
Seasonal adjustment1                         500.0     500.0 
? Invested capital2                          4,667.7   4,574.4 
Underlying EBITA                             1,102.1   1,000.5 
ROIC                                         23.61     21.87 
Weighted average cost of capital             6.75      7.50 
(WACC) 
Value added                                  787.0     657.4 
 
1 Adjustment to net debt to reflect a seasonal average cash balance 
 
2 Average value based on balance at beginning and year-end, incl. seasonal adjustment. 
 
For TUI Group, ROIC was 23.6 %, up by 1.7 percentage points compared to the previous year. With the cost of capital of 
6.75 %, this meant positive Economic Value Added of EUR 787.0 m (previous year EUR 657.4 m). 
 
Risk report 
 
Successful management of existing and emerging risks is critical to the long-term success of our business and to the 
achievement of our strategic objectives. In order to seize market opportunities and leverage the potential for success, 
risk must be accepted to a reasonable degree. Risk management is therefore an integral component of the Group's 
Corporate Governance. 
 
The current financial year has seen further maturity of the risk management framework with testing of key controls now 
occurring in our two largest source markets and regular testing of key financial controls occurring across all of our 
larger businesses. Our risk governance framework is set out below. 
 
Risk Governance Framework 
 
Strategic direction and risk appetite 
 
The Executive Board, with oversight by the Supervisory Board, determines the strategic direction of the TUI Group and 
agrees the nature and extent of the risks it is willing to take to achieve its strategic objectives. 
 
To ensure that the strategic direction chosen by the business represents the best of the strategic options open to it, 
the Executive Board is supported by the Group Strategy function. This function exists to facilitate and inform the 
Executive Board's assessment of the risk landscape and development of potential strategies by which it can drive 
long-term shareholder value. On an annual basis the Group Strategy function develops an in-depth fact base in a 
consistent format which outlines the market attractiveness, competitive position and financial performance by division 
and source market. These are then used to facilitate debate as to the level and type of risk that the Executive Board 
finds appropriate in the pursuit of its strategic objectives. The strategy, once fully defined, considered and approved 
by the Executive Board, is then incorporated into the Group's three-year roadmap and helps to communicate the risk 
appetite and expectations of the organisation both internally and externally. 
 
Ultimate responsibility for the Group's risk management rests with the Executive Board. Having determined and 
communicated the appropriate level of risk for the business, the Executive Board has established and maintains a risk 

management system to identify, assess, manage and monitor risks which could threaten the existence of the company or 
have a significant impact on the achievement of its strategic objectives: these are referred to as the principal risks 
of the Group. This risk management system includes an internally-published risk management policy which helps to 
reinforce the tone set from the top on risk, by instilling an appropriate risk culture in the organisation whereby 
employees are expected to be risk aware, control minded and 'do the right thing'. The policy provides a formal 
structure for risk management to embed it in the fabric of the business. Each principal risk has assigned to it a 
member of the Executive Committee as overall risk sponsor to ensure that there is clarity of responsibility and to 
ensure that each of the principal risks are understood fully and managed effectively. 
 
The Executive Board regularly reports to the Audit Committee of the Supervisory Board on the overall risk position of 
the Group, on the individual principal risks and their management, and on the performance and effectiveness of the risk 
management system as a whole. 
 
The Risk Oversight Committee ('ROC') ensures on behalf of the Execu­tive Board that business risks are identified, 
assessed, managed and monitored across the businesses and functions of the Group. Meeting on at least a quarterly 
basis, the ROC's responsibilities include consider­ing the principal risks to the Group's strategy and the risk 
appetite for each of those risks, assessing the operational effectiveness of the controls in place to manage those 
risks and any action plans to further improve controls, and reviewing the bottom-up risk reporting from the businesses 
themselves to assess whether there are any heightened areas of concern. The ROC helps to ensure that risk management is 
embedded into the planning cycle of the Group and has oversight of the stress-testing of cash flow forecasts. 
 
Senior executives from the Group's major businesses are required to attend the ROC on a rotational basis and present on 
the risk and control framework in their business, so that the members of the ROC can ask questions on the processes in 
place, the risks present in each business and any new or evolving risks which may be on their horizon, and also to seek 
confirmation that the appropriate risk culture continues to be in place in each of the major businesses. 
 
Chaired by the Chief Financial Officer, other members of the Committee include the Group Director Controlling and 
Finance Director Tourism, the directors of Compliance & Risk, Financial Accounting, Treasury & Insurance, Group 
Reporting & Analysis, Assurance, M & A, Investor Relations and representatives from the IT and Legal Compliance 
functions and Group HR. The director of Group Audit attends without having voting rights to maintain the independence 
of their function. The ROC reports quarterly to the Executive Board to ensure that it is kept abreast of changes in the 
risk landscape and developments in the management of principal risks, and to facilitate regular quality discussions on 
risks and risk management at the Executive Board. 
 
The Executive Board has also established a Group Risk team to ensure that the risk management system functions 
effectively and that the risk management policy is implemented appropriately across the Group. The Group Risk team 
supports the risk management process by providingguidance, support and challenge to management whilst acting as the 
central point for coordinating, monitoring and reporting on risk across the Group. The Group Risk team is responsible 
for the administration and operation of the risk and control software which underpins the Group's risk reporting and 
risk management process. 
 
Each division and source market within the Group is required to adopt the Group Risk Management policy. In order to do 
this, each either has their own Risk Committee or includes risk as a regular agenda item at their Board meetings to 
ensure that it receives the appropriate senior management attention within their business. In addition, the divisions 
and source markets each appoint a Risk Champion, who promotes the risk management policy within their business and 
ensures its effective application. The Risk Champions are necessarily in close contact with the Group Risk team and 
they are critical both in ensuring that the risk management system functions effectively and in implementing a culture 
of continuous improvement in risk management and reporting. 
 
Risk Management Process 
 
The Group Risk team applies a consistent risk methodology across all key areas of the business. This is underpinned by 
risk and control software which reinforces clarity of language, visibility of risks, controls and actions and 
accountability of ownership. Although the process of risk identification, assessment and response is continuous and 
embedded within the day-to-day operations of the divisions and source markets, it is consolidated, reported and 
reviewed at varying levels throughout the Group on at least a quarterly basis. 
 
Risk Identification: On a quarterly basis, line management closest to the risks identify the risks relevant to the 
pursuit of the strategy within their business area in the context of four types of risk: 
 
· longer-term strategic and emerging threats; 
 
· medium-term challenges associated with business change programmes; 
 
· short-term risks triggered by changes in the external and regulatory environment; and 
 
· short-term risks in relation to internal operations and control. 
 
A risk owner is assigned to each risk, who has the accountability and authority for ensuring that the risk is 
appropriately managed. 
 
Risk Descriptions: The nature of the risk is articulated, stating the underlying concern the risk gives arise to, 
identifying the possible causal factors that may result in the risk materialising and outlining the potential 
consequences should the risk crystallise. This allows the divisions / 
source markets and the Group to assess the interaction of risks and potential triggering events and / or aggregated 
impacts before developing appropriate mitigation strategies to target causes and / or consequences. 
 
Risk Assessment: The methodology used is to initially assess the gross risk. The gross risk is essentially the worst 
case scenario, being the product of the impact together with the likelihood of the risk materialising if there were no 
controls in place to manage, mitigate or monitor the risk. The key benefit of assessing the gross risk is that it 
highlights the potential risk exposure if controls were to fail completely or not be in place at all. Both impact and 
likelihood are scored on a rating of 1 to 5 using the criteria outlined below. 
 
The next step in the process is to assess the controls which are currently in place and which help to reduce the 
likelihood of the risk materialising and / or its impact if it does. The details of the controls including the control 
owners are documented. Consideration of the controls in place then enables the current or net risk score to be 
assessed, which is essentially the reasonably foreseeable scenario. This measures the impact and likelihood of the risk 
with the current controls identified in operation. The key benefit of assessing the current risk score is that it 
provides an understanding of the current level of risk faced today and the reliance placed on the controls currently in 
operation. 
 
Impact Assessment 
               insignificant   minor     moderate   major    catastrophic 
quantitative   < 3 % EBITA*    3 - < 5   5 - < 10   10 - <   >= 15 % 
               (< EUR 30 m)    %         % EBITA*   15 %     EBITA* 
                               EBITA*               EBITA* 
 
                                         (50 - <             ( >= EUR 160 
                               ( 30 -    EUR 105    (105 -   m) 
                               < EUR     m)         < EUR 
                               50 m)                160 m) 
Qualitative    Minimal         Limited   Short      Medium   Detrimental 
               impact on       impact    term       term     impact on 
                               on        impact     impact 
                                         on         on 
 
               · Global      · ·       · ·        · ·      · · Global 
               reputation      Globa     Global     Glob     reputation 
                               l         reputa     al 
               · Programme     reput     tion       repu     · 
               delivery        ation                tati     Programme 
                                         ·          on       delivery 
               ·               ·         Progra 
               Technology      Progr     mme        ·        · 
               reliability     amme      delive     Prog     Technology 
                               deliv     ry         ramm     reliabilit 
               · Health &      ery                  e        y 
               Safety                    ·          deli 
               ­standards      ·         Techno     very     · Health & 
                               Techn     logy                Safety 
                               ology     reliab     ·        ­standards 
                               relia     ility      Tech 
                               bilit                nolo 
                               y         ·          gy 
                                         Health     reli 
                               ·         &          abil 
                               Healt     Safety     ity 
                               h &       ­stand 
                               Safet     ards       · 
                               y                    Heal 
                               ­stan                th & 
                               dards                Safe 

                                                    ty 
                                                    ­sta 
                                                    ndar 
                                                    ds 
 
* Budgeted underlying EBITA for the financial year ended 30 September 2017 
 
Likelihood Assessment 
         rare       unlikely     possible     likely      almost 
                                                          certai 
                                                          n 
 
         < 10 %     10 - <       30 - <       60 - < 
         Chance     30 %         60 %         80 % 
                    Chance       Chance       Chance      >= 80 
                                                          % 
                                                          Chance 
 
Risk Response: If management are comfortable with the current risk score, then the risk is accepted and therefore no 
further action is required. The controls in place continue to be operated and management monitor the risk, the controls 
and the risk landscape to ensure that the risk score stays stable and in line with management's tolerance of the risk. 
 
If, however, management assesses that the current risk score is too high, then an action plan will be drawn up with the 
objective of introducing new or stronger controls which will reduce the impact and / or likelihood of the risk to an 
acceptable, tolerable and justifiable level. This is known as the target risk score and is the parameter by which 
management can ensure the risk is being managed in line with the Group's overall risk appetite. The risk owner will 
normally be the individual tasked with ensuring that this action plan is implemented within an agreed timetable. 
 
Each division / source market will continue to review their risk register on an ongoing basis through the mechanism 
appropriate for their business e. g. local Risk Committee. The risk owner will be held to account if action plans are 
not implemented within the agreed delivery timescales. 
 
This bottom-up risk reporting is considered by the ROC alongside the Group's principal risks. New risks are added to 
the Group's principal risk register if deemed to be of a significant nature so that the ongoing status and the 
progression of key action plans can be managed in line with the Group's targets and expectations. 
 
Ad hoc risk reporting 
 
Whilst there is a formal process in place aligned to reporting on risks and risk management on a quarterly basis, the 
process of risk identification, assessment and response is continuous and therefore if required risks can be reported 
to the Executive Board outside of the quarterly process if events dictate that this is necessary and appropriate. 
Ideally such ad hoc reporting is performed by the business or function which is closest to the risk, but it can be 
performed by the Group Risk team if necessary. The best example of ad hoc risk reporting in the year was an assessment 
of the risks posed by the insolvency of Air Berlin. 
 
Risk maturity & culture 
 
During the current financial year, the Risk Champions and the Group Risk team have continued to work together on risk 
management actions plans for the businesses as part of the culture of continuous improvement. Periodically we ask the 
businesses to formally assess the risk maturity and culture of their business, primarily through the Risk Champions 
completing self-assessment questionnaires, validating this with their local boards and then discussing their responses 
with the Group Risk team. 
 
We regularly conduct a Group-wide employee survey, and the feedback received from our employees often leads to a number 
of initiatives being taken. The survey is a key yardstick for us, indicating where we stand and facilitating the 
reinforcement of our vision and values into ourcorporate culture. 
 
Entity scoping 
 
A robust exercise is conducted each year to determine the specific entities in the Group which need to be included 
within the risk and control software and therefore be subject to the full rigour of the risk management process. The 
scoping exercise starts with the entities included within the Group's consolidation system, and applies materiality 
thresholds to a combination of revenue, profit and asset benchmarks. From the entities this identifies, the common 
business management level at which those entities are managed is identified to dictate the entities which need to be 
set in the risk and control software itself to facilitate completeness of bottom-up risk reporting across the Group. 
This ensures that the risks and controls are able to be captured appropriately at the level at which the risks are 
being managed. 
 
Effectiveness of risk management system 
 
The Executive Board regularly reports to the Audit Committee of the Supervisory Board on the performance and 
effectiveness of the risk management system, supported by the ROC and the Group Risk team. The results of control 
testing in the UK&I and German businesses and the financial control testing undertaken across a number of our larger 
businesses forms a key part of the effectiveness oversight. Additionally, the Audit Committee receives assurance from 
Internal Audit through its programme of audits over a selection of principal risks and business transformation 
initiatives most critical to the Group's continued success. 
 
The conclusion from all of the above assurance work is that the risk management system has functioned effectively 
throughout the year and there have been no significant failings or weaknesses identified. Of course there is always 
room for improvement and as noted earlier, the Risk Champions and the Group Risk team have continued to work together 
on risk management actions plans for the businesses. Broadly this concerns ensuring consistency of approach in 
assessing risk scores, clearer identification of controls currently in place as well as any action plans to introduce 
further controls, and ensuring that risk identification has considered the four risk categories. 
 
Finally, in accordance with Section 317 (4) HGB (German Commercial Code), the auditor of TUI AG has reviewed the 
Group's early detection system for risks in place as required by Section 91 (2) AktG (German Stock Corporation Act) to 
conclude, if the system can fulfill its duties. 
 
Principal Risks 
 
There are some principal risks which are inherent to the tourism sector and necessarily face all businesses in the 
sector. For these inherent risks we have controls, processes and procedures in place as a matter of course which serve 
to mitigate each risk to either minimise the likelihood of the event occurring and / or minimise the impact if it does 
occur. These risks are on our risk radar and we regularly monitor the risk, the controls and the risk landscape to 
ensure that the risk score stays stable and in line with our risk appetite in each case. 
 
Furthermore, the tourism industry is fast-paced and competitive, with the emergence of new market participants 
operating new business models, combined with consumer tastes and preferences evolving all the time. As a result as a 
business we always have to adapt to the changing environment, and it is this process of constant change which generally 
gives rise to a number of principal risks which we have to actively manage in order to bring the risk into line with 
our overall risk appetite. We have action plans in place to increase controls around each of these risks and reduce the 
current net risk score to the target level indicated in the heat map overleaf. 
 
In the heat map the assessment criteria used are shown on page 33. Note that the quantitative impact assessment is 
based on the budgeted underlying EBITA for the financial year ended 30 September 2017. 
 
If the risk detail in the subsequent tables does not suggest otherwise, the risks shown below relate to all segments of 
the Group. The risks listed are the principal risks to which we are exposed and are not exhaustive. They will 
necessarily evolve over time due to the dynamic nature of our business. 
 
Principal risks - Inherent to the sector 
 
Nature of Risk 
 
DESTINATION DISRUPTION 
 
Providers of holiday and travel services are exposed to the inherent risk of incidents affecting some countries or 
destinations within their operations. This can include natural catastrophes such as hurricanes or tsunamis; outbreaks 
of disease such as Ebola; political volatility as has been seen in Egypt and Greece in recent years; the implications 
of war in countries close to our source markets and destinations; and terrorist events such as the tragic incident in 
Tunisia last year. 
 
There is the risk that if such an event occurs which impacts on one or more of our destinations that we could 
potentially suffer significant operational disruption and costs in our businesses. We may possibly be required to 
repatriate our customers and / or the event could lead to a significant decline in demand for holidays to the affected 
destinations over an extended period of time. 
 
Mitigating Factors 
 
· Whilst we are unable to prevent such events from occurring, we have well defined crisis management procedures and 
emergency response plans which are implemented when an event of this nature occurs, with the focus being on the 
welfare of our customers. 
 
· Where the appropriate course of action is to bring customers home immediately, our significant fleet of aircraft 
allows us to do this smoothly and efficiently. 
 
· Our policy is to follow foreign office advice in each of our source markets with regards to non-essential travel. 
This serves to minimise the exposure of our customers to turbulent regions. 
 
· Due to our presence in all key holiday regions, when a specific destination has been impacted by an external event, 
we are able to offer alternative destinations to our customers and to remix our destination portfolio away from the 
affected area in future seasons if necessary. 
 

· We always assume some level of destination disruption each year when setting financial plans and targets, so that 
we are able to cope with a 'normal' level of disruption without it jeopardising achievement of our targets. 
 
Nature of Risk 
 
MACROECONOMIC RISKS 
 
Spending on travel and tourism is discretionary and price sensitive. The economic outlook remains uncertain with 
different source markets at different points in the economic cycle. Furthermore, terrorist incidents in source markets 
can influence the overall demand for overseas travel in those markets. Consumers are also waiting longer to book their 
trips in order to assess their financial situation. 
 
There is the risk that fluctuations in macroeconomic conditions in our source markets will impact on the spending power 
of our customers which could impact on our short-term growth rates and lead to margin erosion. 
 
Furthermore, changes in macroeconomic conditions can have an impact on exchange rates which, particularly for the GBP / 
EUR rate, has a direct impact on the translation of non-euro source market results into euros, the reporting currency 
of our Group. 
 
Mitigating Factors 
 
· Many consumers prioritise their spending on holidays above other discretionary items. 
 
· Creating unique and differentiated holiday products which match the needs of our customers. 
 
· Leveraging our scale to keep costs down and prices competitive. 
 
· Having a range of source markets so that we are not over exposed to one particular economic cycle. 
 
· Expressing our key profit growth target in constant currency terms so that short term performance can be assessed 
without the distortion caused by exchange rate fluctuations. 
 
· Promoting the benefits of travelling with a recognised and leading tour operator to increase consumer confidence 
and peace of mind. 
 
Nature of Risk 
 
COMPETITION & CONSUMER PREFERENCES 
 
The tourism industry is fast-paced and competitive with the emergence of new market participants operating new business 
models, combined with consumer tastes and preferences evolving all the time. 
 
In recent years there has been an emergence of successful substitute business models such as web-based travel and hotel 
portals which allow end users to combine the individual elements of a holiday trip on their own and book them 
separately. 
 
Consumer tastes and preferences have evolved in recent years as well, with more consumers booking their holidays online 
and via mobiles and tablets, and booking closer to the time of travel. 
 
There is the risk that if we do not respond adequately to such business model disruption or if our products and 
services fail to meet changing customer demands and preferences, that our turnover, market share and profitability will 
suffer as a result. 
 
Mitigating Factors 
 
· Our outstanding market position as a leading tourism group, the strength of our brands and our integrated business 
model enables us to respond robustly to competitive threats. 
 
· The TUI Group is characterised by the continuous development of unique and exclusive holidays, developing new 
concepts and services which match the needs and preferences of our customers. 
 
· Our integrated business model offers end-to-end customer services, from consultation and booking of holidays via 
flights with the Group's own airlines through to Group-owned or operated hotels, resorts and cruise ships. 
Integration thus facilitates the development and marketing of individual, tailored holiday offerings for customers 
which it is difficult for competitors to replicate. 
 
· Building strong and lasting relationships with our key hotel partners, which further reinforces our ability to 
develop new concepts exclusive to the TUI Group which competitors struggle to match. 
 
· Focusing on being online throughout the whole of the customer journey - from inspiration, to booking, to the 
holiday itself, as well as returning and sharing experiences through social media. 
 
Nature of Risk 
 
INPUT COST VOLATILITY 
 
A significant proportion of operating expenses are in non-local currency and / or relate to aircraft fuel which 
therefore exposes the business to changes in both exchange rates and fuel prices. 
 
There is the risk that if we do not manage adequately the volatility of exchange rates, fuel prices and other input 
costs, then this could result in increased costs and lead to margin erosion, impacting on our ability to achieve profit 
targets. 
 
There is also the risk that if our hedging policy is too rigid, we may find ourselves unable to respond to competitive 
pricing pressures during the season without it having a direct detrimental impact on our market position and / or 
profitability. 
 
Mitigating Factors 
 
· Ensuring that the appropriate derivative financial instruments are used to provide hedging cover for the underlying 
transactions involving fuel and foreign currency. 
 
· Maintaining an appropriate hedging policy to ensure that this hedging cover is taken out ahead of source market 
customer booking profiles. This provides a degree of certainty over input costs when planning pricing and capacity, 
whilst also allowing some flexibility in prices so as to be able to respond to competitive pressures if necessary. 
 
· Tracking the foreign exchange and fuel markets to ensure the most up-to-date market intelligence and the ongoing 
appropriateness of our hedging policies. 
 
· Detailed information on currency and fuel hedges can be found in the Notes to the consolidated financial statements 
in section Financial instruments. 
 
Nature of Risk 
 
SEASONAL CASH FLOW PROFILE 
 
Tourism is an inherently seasonal business with the majority of profits earned in the European summer months. Cash 
flows are similarly seasonal with the cash high occurring in the summer as advance payments and final balances are 
received from customers, with the cash low occurring in the winter as liabilities have to be settled with many 
suppliers after the end of the summer season. 
 
There is the risk that if we do not adequately manage cash balances through the winter low period this could impact on 
the Group's liquidity and ability to settle liabilities as they fall due whilst ensuring that financial covenants are 
maintained. 
 
Mitigating Factors 
 
· As our business is spread across a number of source markets within the Tourism division there are some 
counter-cyclical features e. g. winter is a more important season for the Nordic and Canadian source markets. Some 
brands, such as the UK ski brand Crystal, have a different seasonality profile which helps to temper the overall 
profile. 
 
· Our content-focussed strategy is also helping to reduce the seasonality risk, as hotels and cruises have a more 
evenly distributed profit and cash profile across the year. This is highlighted by the fact that in the current 
financial year, the Group made an underlying operating profit for the first time over the nine months to 30 June. 
 
· The business produces regularly both short term and long term cash forecasts during the year which the Treasury 
team use to manage cash resources effectively. 
 
· We have implemented a financial policy which has led to an improvement in our credit rating and makes it easier to 
maintain financing facilities at suitable levels. 
 
· Existing financing facilities are considered to be more than sufficient for our requirements and provide ample 
headroom. 
 
· We continue to maintain high-quality relationships with the Group's key financiers and monitor compliance with the 
covenants contained within our financing facilities. 
 
· Raising additional finance from the Capital Markets, should it be required, remains an option. 
 
Nature of Risk 
 
LEGAL & REGULATORY COMPLIANCE 
 
Most providers of holiday and travel services operate across a number of economies and jurisdictions which therefore 
exposes them to a range of legal, tax and other regulatory laws which must be complied with. 
 
As the TUI Group is the world's leading tourism business operating from multiple source markets and providing holidays 
in more than 100 destin­ations, we are exposed to a range of laws and regulations with which we must comply or else 
risk incurring fines or other sanctions from regulatory bodies. 
 
Mitigating Factors 
 
· Communication and strong tone from the top concerning compliance with laws and regulations. 
 
· Legal Compliance Committee established to ensure appropriate oversight, monitoring and action plans and to further 
drive the compliance culture across the Group. 
 
· Embedded legal and tax expertise in all major businesses responsible for maintaining high quality relationships 
with the relevant regulators and authorities. 
 
· Ongoing review conducted by the Group Legal Compliance team to centrally monitor compliance with regulations and 
provide expert advice to local teams on specific areas. 
 
Nature of Risk 
 
HEALTH & SAFETY 
 
For all providers of holiday and travel services, ensuring the health and safety of customers is of paramount 
importance. This is especially so for TUI as we are the world's leading tourism group selling holidays to over 20 
million customers per annum. 
 
There is the risk of accidents or incidents occurring causing illness, injury or death to customers or colleagues 
whilst on a TUI holiday. This could result in reputational damage to the business and / or financial liabilities 
through legal action being taken by the affected parties. 
 
Mitigating Factors 
 
· Health and safety functions are established in all businesses in order to ensure there is appropriate focus on 
health and safety processes as part of the normal course of business. 
 
· Ongoing monitoring is conducted by the Group Security, Health & Safety function to ensure compliance with minimum 
standards. 
 
· Appropriate insurance policies are in place for when incidents do occur. 
 
Nature of Risk 
 
SUPPLY CHAIN RISK 
 

Providers of holiday and travel services are exposed to the inherent risk of failure in their key suppliers, 
particularly hotels. This is further heightened by the industry convention of paying in advance ('prepayment') to 
secure a level of room allocation for the season. 
 
There is the risk that we do not adequately manage our financial exposure should demand drop either for individual 
hotels and / or for the destin­ation in which the hotels are located and to which the tour operator still has a level 
of prepayment outstanding which could result in financial losses. 
 
Mitigating Factors 
 
· Owned and joint venture partner hotels form a substantial part of our programme which reduces our inherent risk in 
this area. 
 
· Established and embedded a robust prepayment authorisation process to both limit the level of prepayments made and 
ensure that they are only paid to trusted, credit-worthy counterparties. 
 
· Where prepayments are made to external hoteliers this is to secure access to unique and differentiated product for 
which demand is inherently higher and more resilient to external events than for commodity product. 
 
· Prepayments are monitored on a timely and sufficiently granular basis to manage our financial exposure to 
justifiable levels. 
 
Nature of Risk 
 
JOINT VENTURE PARTNERSHIPS 
 
It is common for tourism groups to use joint venture partnerships in some of their operations in order to reduce the 
risk of new ventures or to gain access to additional expertise. TUI has three significant joint ventures - Riu, TUI 
Cruises and Sunwing. 
 
There is the risk that if we do not maintain good relations with our key partners that the ventures' objectives may not 
remain consistent with that of the Group which could lead to operational difficulties and jeopardise the achievement of 
financial targets. 
 
Mitigating Factors 
 
· Good working relationships exist with all of our main joint venture partners and they are fully aligned with and 
committed to the growth strategy of TUI Group. 
 
Actively managed principal risks - Strategic and emerging and business change 
 
Nature of Risk 
 
IT DEVELOPMENT & STRATEGY 
 
Our focus is on enhancing customer experience by providing engaging, intuitive, seamless and continuous customer 
service through delivery of leading digital solutions, core platform capabilities, underlying technical infrastructure 
and IT services required to support the Group's overall strategy for driving profitable top-line growth. 
 
There is a risk that we fail to keep up with or outpace the market and evolving consumer preferences, we do not 
concentrate our activities on the correct areas for overall business success, do not address legacy inefficiencies and 
complexities of our existing infrastructure, do not ensure continuity of service for critical IT systems and / or do 
not ­execute our strategy and developments in line with expectations. 
 
If we are ineffective in our strategy or technology development this could impact on our ability to provide leading 
technology solutions in our markets thereby impacting on our competitiveness, our ability to provide a superior 
customer experience and associated impact on quality and operational efficiency. This would ultimately impact on our 
customer numbers, revenue and profitability. 
 
Mitigating Factors 
 
· Developed and communicated (in conjunction with Executives, Business & IT Leadership Teams) the Group's IT Strategy 
which is clearly aligned to our overall business objectives and considers external factors such as the pace of 
technology change and internal factors such as the underlying quality required throughout IT. 
 
· Continuing to implement our online platform in order to enhance customer experience and drive higher conversion 
rates. 
 
· Implementing a SAP-based central customer platform to collate all information on our customers across their journey 
to provide a single view of the customer alongside an eCRM platform which will support strategic marketing. 
 
· Placing increased focus on ensuring continuity plans for critical IT systems are in place and regularly tested. 
 
· Cascaded clear technology standards and associated delivery roadmaps which are linked to Group wide and source 
market objectives 
 
· Adopting API, Big Data and Cloud architecture to drive improved speed, productivity and efficiency. 
 
· Experimenting with Blockchain technology to be ahead of the competition. 
 
Nature of Risk 
 
BRAND CHANGE 
 
Our strategy is to migrate our many local tour operating brands in to one global brand, with the aim of strengthening 
and enhancing our competitive positon, particularly in the online world. We are aiming to capitalise on the strength of 
the TUI brand on a global scale whilst ensuring we maintain local roots. 
 
There is an inherent risk when executing such a large scale global brand strategy that we may not be able to maintain 
the benefits of local brand equity throughout the process and we recognise that such a large programme should take 
place with respect for the interests of all our stakeholders and existing contractual obligations. 
 
If we do not successfully deliver against our strategy this could result in a decline in brand awareness and loyalty 
with associated decline in customer demand or it could impact on our ability to maximise on the opportunities 
facilitated by having one brand on a global scale. 
 
Mitigating Factors 
 
· Undertaken detailed market research in each source market to assess current brand positioning and likely impact of 
the brand change. 
 
· Approved incremental marketing spend to raise the profile of the TUI brand locally in order to promote the benefits 
and to manage the expectations of our customers in relation to the future of our ­enhanced products and services. 
 
· Established a 'One Brand' programme team responsible for coord­inating and monitoring the brand change activity 
across all source markets, with KPIs identified and tracked on a regular basis by both local and group colleagues and 
prompt corrective action taken to address issues as they arise. 
 
· Taking a phased and focussed approach to the brand change by implementing in one source market at a time. This 
minimises the risk at a given point in time and allows us to gain learnings from the source markets undergoing 
transition and implement those learnings in the next source market. Our first brand transition successfully occurred 
in the Netherlands in the prior financial year 2016, with Nordics and Belgium source markets successfully 
transitioned in financial year 2017. The major brand transition in the UK&I of ­Thomson to TUI is now well underway 
in financial year 2018. 
 
· Communicating both internally and externally across multiple media channels to drive brand awareness, with 
increased awareness through consistent marketing in key destination airports and changing of the livery on our 
aircraft in order to support greater awareness of the TUIBrand. 
 
Nature of Risk 
 
GROWTH STRATEGY 
 
We have set ourselves a medium-term target of achieving at least 10 % growth in underlying EBITA at constant currency 
rates (see page 48). This will be driven by growth in own hotel and cruises content, and top line and efficiency 
improvements. 
 
Additionally we have broadened our offering to customers by introducing extra flexibility into our packages, and 
expanded our long-haul offering by taking advantage of the capabilities of the 787s which we have and are due to 
receive via our order book. Note that availability of aircraft finance is a key assumption of our business model. 
 
Whilst managing this expansion, we must continue to adapt to changes in consumer tastes and booking profiles, and we 
must continue to match our capacity to consumer demand. Asset utilisation - of aircraft, cruise ships and hotels - is 
critical to our financial success particularly when in a growth phase. 
 
There is a risk that we could be unsuccessful in maximising opportunities to execute our expansion strategy. This could 
mean that we fail to achieve some of the initiatives we have embarked upon, which could result in us falling short 
against the overall growth targets we have set for the business. 
 
Mitigating Factors 
 
· The Executive Board is very focussed on the strategy and mindful of the risks, so there is strong direction and 
commitment from the top. 
 
· The Group Tourism Board plays an important role in coordinating, executing and monitoring the various growth 
initiatives. 
 
· There are a number of initiatives underway to achieve growth which reduces the risk through diversification. 
 
· Each of the business teams tasked with achieving an element of the growth strategy are still required to maintain 
sound financial discipline. The Group's investment criteria and authorisation processes must still be adhered to as 
we are not prepared to be reckless in the pursuit of growth. 
 
· We continue to maintain strong relationships with the providers of aircraft finance. 
 
· Monitoring of overall market conditions continues to occur so that plans can be adapted or contingency plans 
invoked if required. 
 
Nature of Risk 
 
INTEGRATION & RESTRUCTURING OPPORTUNITIES 
 
Our key strategic rationale for TUI Group is to act 'as one' wherever it makes sense to do so, whilst maintaining local 
differences where the benefit of that differentiation is greater than that of harmonisation. 
 
There are a number of restructuring projects underway across the Group as a result to enable us to achieve these 
opportunities. Furthermore our continuous review of our own businesses and competitors means that we do have an active 
programme of business disposals (e. g. Travelopia in financial year 2017) and acquisitions with associated integration 
projects. 
 
There is an inherent risk with any large restructuring or integration programme that we face challenges in managing the 

complexities associated with further integrating our business, and reducing overlapping activities in order to develop 
a more lean and streamlined operating model. 
 
If we are not successful in leveraging and optimising the identified opportunities this could have a significant impact 
on our ability to deliver the identified benefits in line with expectations and enhance shareholder value. 
 
Mitigating Factors 
 
· Strong project management structures exist for all of the major restructuring and disposal programmes which are 
underway to ensure that they are managed effectively. 
 
· Project reporting tool ensures enhanced visibility of the progress of major projects as a matter of routine. 
 
· Regular reporting by the major projects to the Executive Board to ensure swift resolution of any issues or to 
enhance coordination across the Group where required. 
 
Nature of Risk 
 
CORPORATE & SOCIAL RESPONSIBILITY 
 
For TUI Group, economic, environmental and social sustainability is a fundamental management principle and a 
cornerstone of our strategy for continually enhancing the value of our Company. This is the way we create the 
conditions for long-term economic success and assumeresponsibility for sustainable development in the tourism sector. 
 
Our focus is to reduce the environmental impact of our holidays and promote responsible social policies and outcomes 
both directly through our own business and indirectly via our influence over our supply chain partners, thereby 
creating positive change for people and communities and being a pioneer of sustainable tourism across the world. 
 
There is a risk that we are not successful in driving forecast social and environmental improvements across our 
operations, that our suppliers do not uphold our corporate and social responsibility standards and we fail to influence 
destinations to manage tourism more sustainably. 
 
If we do not maximise our positive impact on destinations and minimise the negative impact to the extent that our 
stakeholders expect, this could result in a decline in stakeholder confidence, reputational damage, reduction in demand 
for our products and services and loss of competitiveadvantage. 
 
Furthermore, if TUI Group falls short of achieving its sustainable development targets and at the same time the 
objectives of the UN Paris Climate Change Agreement (December 2015) are not met, this could lead to sustained long-term 
damage to certain of the TUI Group's current and future destinations, which could also have a material adverse effect 
on demand for our products and services. 
 
Mitigating Factors 
 
· Early adoption of EU Directive 2014/95/EU requiring increased disclosure of Corporate and Social Responsibility 
initiatives. 
 
· Developed and launched in 2015 the 'Better Holidays, Better World' 2020 sustainability strategy framework which 
includes specific targets for key sustainability indicators. 
 
· Established a dedicated sustainability team to work closely with the business and other stakeholders to implement 
the sustainability strategy. 
 
· Operating the most carbon efficient airlines in Europe with continued investment in new, more efficient aircraft 
(e. g. Boeing 787 Dreamliner & 737 MAX) and cruise ships (e. g. the new Mein Schiff 1 & 2). 
 
· Implemented an environmental management system with five of our airlines having achieved ISO 14001 certification. 
 
· Increased measures to influence accommodation suppliers to achieve third party sustainability certification 
recognised by the Global Sustainable Tourism Council (GSTC). 
 
· TUI Care Foundation expanded to focus on the achievement of 2020 target for charitable donations and sustainability 
projects, with particular emphasis on sustainable tourism, environmental protection and the welfare of children. 
 
Nature of Risk 
 
INFORMATION SECURITY 
 
Our responsibility is to protect the confidentiality, integrity and avail­ability of the data we have and the services 
we provide to our customers, our employees, our suppliers and service delivery teams. 
 
This is a dynamic risk due to increased global cyber-crime activity and new regulations. At the same time our 
consolidation under the TUI brand and our increasing dependence on online sales and customer care channels (web / 
mobile) increases our exposure and susceptibility to cyber-attacks and hacks. 
 
If we do not ensure we have the appropriate level of security controls in place across the Group, this could have a 
significant negative impact on our key stakeholders, associated reputational damage and potential for financial 
implications. 
 
Mitigating Factors 
 
· Continued commitment from the Executive Board in support of key initiatives to ensure all existing and future IT 
systems are secure by design, that exposure to vulnerability is managed effectively, user access is sufficiently 
controlled and colleagues are made aware of information security risks through appropriate training. 
 
· Launch of a company-wide Information Security awareness campaign to promote secure behaviours amongst our 
colleagues. Overall goal is to make information security part of everyone's job. 
 
· Continuous review and testing of all external devices and ongoing monitoring of logs in order to identify any 
potential threats as and when they arise. 
 
· Continuous improvement through lessons learned from real or simulated cyber incidents. 
 
Nature of Risk 
 
BREXIT 
 
With the UK government formally triggering Article 50 of the Treaty on European Union of Lisbon on 29th March 2017, 
Brexit has become an active principal risk facing TUI Group. Brexit has an impact both on ­existing principal risks (e. 
g. Macroeconomic risks and Input Cost Volatility, through the uncertainty it has introduced to prospects for future 
growth rates in the UK economy and the sustained depreciation of sterling since the referendum result in 2016) as well 
as introducing a new class of principal risk due to the direct potential impact it could have on specific areas of our 
business model. 
 
Our main concern is whether or not all of our airlines would continue to have access to EU airspace as now. If we were 
unable to continue to fly intra-EU routes, such as from Germany to Spain, this would have a significant operational and 
financial impact on TUI Group. Other areas of uncertainty include the status of our UK employees working in the EU and 
vice versa, and the potential for customer visa requirements for holidays from the UK to the EU. 
 
Mitigating Factors 
 
· The Group has established a Brexit Steering Committee to monitor developments as the political negotiations take 
place, assess any impacts on TUI Group's business model and devise suitable mitigation strategies. 
 
· In addition we continue to lobby relevant UK and EU ministers, officials and regulators to stress the continued 
importance of a liberalised and deregulated aviation market across Europe to protect consumer choice in both regions. 
 
Risks with no impact on underlying EBITA 
 
Impairment risk related to the investment in container shipping (Hapag-Lloyd AG). During the current financial year, 
TUI Group disposed of all of its investment in the container shipping company, Hapag-Lloyd AG, and therefore this risk 
no longer exists. 
 
German trade tax risk. As noted in prior years, the German tax authorities have issued guidance on how certain items of 
expenditure should be treated for the purposes of German trade tax. The Group continues to disagree with the German tax 
authorities' interpretation of this matter and it is possible that the issue will have to be litigated through the 
German tax courts which could take a considerable amount of time to bring it to a resolution. There was no change to 
this risk during the ­financial year 2017, however the provision on the balance sheet at 30 September 2017 was 
increased to EUR 50 m (2016: EUR 44 m), primarily due to the interest effects. 
 
Overall risk assessment 
 
With the UK government formally triggering Article 50 of the Treaty on European Union of Lisbon on 29th March 2017, 
Brexit has become an active principal risk facing TUI Group. Brexit has an impact both on existing principal risks (e. 
g. Macroeconomic risks and Input Cost Volatility, through the uncertainty it has introduced to prospects for future 
growth rates in the UK economy and the sustained depreciation of sterling since the referendum result in 2016) as well 
as introducing a new class of principal risk due to the direct potential impact it could have on specific areas of our 
business model. 
 
Our main concern is whether or not all of our airlines would continue to have access to EU airspace as now. Other areas 
of uncertainty include the status of our UK employees working in the EU and vice versa, and the potential for customer 
visa requirements for holidays from the UK to the EU. If we were unable to continue to fly intra-EU routes, such as 
from Germany to Spain, this would have a significant operational and financial impact on TUI Group. It is for this 
reason that we currently give Brexit the highest possible risk score using the impact and likelihood assessment 
criteria detailed on page 33, with the expectation that this score will decline over time as either political 
negotiations lead to confirmation of continued access to EU airspace, or as our mitigation strategies begin to be 
implemented. 
 
Macroeconomic risk we view as being materially unchanged compared to last year, with Brexit and the UK election result 
in June continuing to create some degree of uncertainty over prospects for future growth rates in the UK economy. The 
sustained depreciation of sterling since last year's UK Brexit referendum has a cost impact through making foreign 
denominated input costs in the UK business more expensive in sterling terms. Whilst the standard hedging policy we 
follow meant that the UK Source Market had already hedged a significant proportion of its foreign currency requirements 

for the current financial year ahead of the Brexit referendum, the unhedged portion resulted in higher costs which 
impacted the UK business in the second half of this year. Assuming the Pound Sterling does not strengthen, this will 
remain the case through to the Summer 2018 season. Normal business practice is to increase holiday prices to offset 
these higher input costs and protect margins, however competitive pressures may prevent prices from rising to the full 
extent required. Whilst the business continues to focus strongly on efficiency, which assists to offset against this we 
view the input cost volatility risk as having increased compared to last year. 
 
The other risk we see as having increased over the course of the current year is Information Security, of which cyber 
security is a major component, due to increased global cyber-crime activity as highlighted by well-publicised events 
such as the Wannacry incident. To address this increasing risk we have launched a Group-wide Information Secur­ity 
awareness campaign to promote secure behaviours amongst our colleagues. The overall goal is to make information 
security part of everyone's job. 
 
Destination disruption is an inherent risk to which all providers of holiday and travel services are exposed. This 
disruption can take place in many forms such as natural catastrophes (e. g. recent hurricane activity in the 
Caribbean), outbreaks of diseases, social unrest, terrorist attacks and the implications of war in countries close to 
our source markets and destinations. General customer concerns over safety and security in eastern Mediterranean 
destinations (particularly Turkey) has continued to depress demand across all our source markets for these 
destinations, although there has been some improvement in demand compared to last year. Due to our geographic reach, we 
are able to offer our customers alternative destinations such as Spain, Canary Islands, Cape Verde etc. Despite this 
continued shift in demand, Turkey remains an important destination for our Group. Our general policy in respect of 
destinations remains to follow foreign office advice in each of our source markets relating to non-essential travel to 
specific destinations. Overall, we consider this risk to be materially unchanged compared to the prior year. 
 
Our brand change programme has seen further successful brand changes in the current financial year in our Nordic and 
Belgian businesses and the major brand transition in the UK&I of Thomson to TUI is now well underway in financial year 
2018. Overall therefore we see this risk as having declined over the year. Similarly the progress made with our 
sustainable development initiatives leads us to view the Corporate & Social Responsibility risk as having declined 
compared to last year. 
 
Two risks have dropped out of our Principal Risk register compared to last year. Achievement of our merger synergy 
targets means that this programme has now ceased and therefore the Corporate Streamlining risk drops out of our risk 
register completely. Similarly, we have successfully navigated our way through the initial period of post-merger 
concern with regards to retaining key talent and we now have standardised processes in place for managing key talent in 
the Group, and therefore Talent Management risk is viewed as now being a 'Business As Usual' risk which is overseen by 
the Group HR team. 
 
Finally, during the current financial year TUI Group disposed of all of its investment in the container shipping 
company, Hapag-Lloyd AG, and therefore the impairment risk highlighted in previous years no longer exists. 
 
Other than the items noted above, the Executive Board is of the opinion that there has been no other significant change 
to the risk landscape of the Group. 
 
Viability statement 
 
In accordance with provision C2.2 of the 2014 revision of the UK Corporate Governance Code, the Executive Board has 
assessed the prospect of the Company over a longer period than the twelve months required by the 'Going Concern' 
provision. The Executive Board considers annually and on a rolling-basis a three year strategic plan for the business 
as outlined earlier in the 'Strategic direction and risk appetite' section. The latest three year plan was approved in 
October 2017 and covers the period to 30 September 2020. A three year horizon is considered appropriate for a 
fast-moving competitive environment such as tourism, and it is noted that the Group's current EUR 1,535.0 m revolving 
credit limit, which is used to manage the seasonality of the Group's cash flows and liquidity, matures in July 2022 
which is beyond the timeframe of the three year horizon. The three year plan considers cash flows as well as the 
financial covenants which the credit facility requires compliance with. Key assumptions underpinning the three year 
plan and the associated cash flow forecast is that aircraft and cruise ship finance will continue to be readily 
available, and that the terms of the UK leaving the EU are such that all of our airlines continue to have access to EU 
airspace as now. 
 
The Executive Board has conducted a robust assessment of the principal risks facing the company, including those that 
would threaten its business model, future performance, solvency or liquidity. Sensitivity analysis is applied to the 
cash flow to model the potential effects should certain principal risks actually occur, individually or in unison. This 
includes modelling the effects on the cash flow of significant disruption to a major destination in the summer season. 
 
Taking account of the company's current position, principal risks and the aforementioned sensitivity analysis, the 
Executive Board has a reasonable expectation that the company will be able to continue in operation and meet its 
liabilities as they fall due over the three year period of the assessment. 
 
Key features of the internal control and risk 
management system in relation to the (Group) 
accounting process (sections 289 (5) and 315 (2) 
no 5 of the German Commercial Code HGB) 
 
1. Definition and elements of the internal control and risk management system in the TUI Group 
 
The TUI Group's internal control system comprises all the principles, processes and measures that are applied to secure 
effective, efficient and accurate accounting which is compliant with the necessary legal requirements. 
 
In the completed financial year, the TUI Group's existing internal control system was further developed, drawing on the 
internationally recognised framework of COSO (Committee of Sponsoring Organizations of the Treadway Commission), which 
forms the conceptual basis for the internal control system. 
 
The TUI Group's internal control system consists of internal controls and the internal monitoring system. The Executive 
Board of TUI AG, in exercising its function of managing business operations, has entrusted responsibility for the 
internal control system in the TUI Group to specificGroup functions. 
 
The elements of the internal monitoring system in the TUI Group comprise both measures integrated into processes and 
measures performed independently. Besides manual process controls, e. g. the 'four-eyes principle', another key element 
of the process-related measures are automated IT process controls. Process-related monitoring is also secured by bodies 
such as the Risk Oversight Committee of TUI AG and by specific Group functions. 
 
The Supervisory Board of TUI AG, in particular its Audit Committee, as well as the Group Auditing department at TUI AG 
are incorporated into the TUI Group's internal monitoring system through their audit activities performed independently 
from business processes. On the basis of section 107 (3) of the German Stock Corporation Act, the Audit Committee of 
TUI AG deals primarily with the auditing of the annual financial statements, monitoring the accounting process and the 
effectiveness of the internal control and risk management system. In the Audit Committee Report the reliability of the 
financial reporting and the monitoring of the financial accounting process as well as the effectiveness of the internal 
control and risk management system are described. 
 
Audit Committee Report see from page 15 
 
The Group's auditors have oversight of the TUI Group's control environment. The audit of the consolidated financial 
statements by the Group auditor and the audit of the individual financial statements of Group companies included in the 
consolidated financial statements, in particular,constitute a key non-­process-related monitoring measure with regard 
to Group accounting. 
 
In relation to Group accounting, the risk management system, introduced as an Enterprise Risk Management System (ERM 
System) as a component of the internal control system, also addresses the risk of misstatements in Group bookkeeping 
and external reporting. Apart from operational risk management, which includes the transfer of risks to insurance 
companies by creating cover for damage and liability risks and also hedging transactions to limit foreign currency and 
fuel price risks, the TUI Group's risk management system embraces the systematic early detection, management and 
monitoring of risks across the Group. A more detailed explanation of the risk management system is provided in the 
section on the Risk Governance Framework in the Risk Report. 
 
2. Use of IT systems 
 
Bookkeeping transactions are captured in the individual financial statements of TUI AG and of the subsidiaries of TUI 
AG, through local accounting systems such as SAP or Oracle. As part of the process of preparing their individual 
financial statements, subsidiaries complete standardized reporting packages in the Group's Oracle Hyperion Financial 
Management 11.1.2.4 (HFM) reporting system. HFM is used as the uniform reporting and consolidation system throughout 
the Group so that no add­itional interfaces exist for the preparation of the consolidated financial statements. 
 
All consolidation processes used to prepare the consolidated financial statements of TUI AG, e. g. capital 

consolidation, assets and liabilities consolidation and expenses and income elimination including at equity 
measurement, are generated and fully documented in HFM. All elementsof TUI AG's consolidated financial statements, 
including the disclosures in the Notes, are developed from the HFM consolidation system. HFM also provides various 
modules for evaluation purposes in order to prepare complementary information to explain TUI AG's consolidated 
financial statements. 
 
The HFM reporting and consolidation system has an in-built workflow process whereby when businesses promote their data 
within the system, to signal that their reporting package is complete, they are then locked out from making any further 
changes to that data. This ensures data integrity within the system and also facilitates a strong audit trail enabling 
changes to a reporting package to be identified. This feature of the HFM system has been checked and validated by the 
TUI AG Group Audit department on several occasions since the system was introduced. 
 
At their own discretion, TUI AG's Group auditors select certain individual financial statements from the financial 
statements entered in the HFM reporting and consolidation system by the Group companies, which are then reviewed for 
the purposes of auditing the consolidated financial statements. 
 
3. Specific risks related to Group Accounting 
 
Specific risks related to Group accounting may arise, for example, from unusual or complex business transactions, in 
particular at critical times towards the end of the financial year. Business transactions not routinely processed also 
entail special risks. The discretion necessarily granted to employees for the recognition and measurement of assets and 
liabilities may result in further Group accounting-related risks. The outsourcing and transfer of accounting-specific 
tasks to service com­panies may also give rise to specific risks. Accounting-related risks from derivative financial 
instruments are outlined in the Notes to the consoli­dated financial statements. 
 
4. Key regulation and control activities to ensure proper and reliable (Group) Accounting 
 
The internal control measures aimed at securing proper and reliable Group accounting ensure that business transactions 
are fully recorded in a timely manner in accordance with legal requirements and the Articles of Association. This also 
ensures that assets and liabilities are properly recognised, measured and presented in the consolidated ­financial 
statements. The control operations also ensure that bookkeeping records provide reliable and comprehensive information. 
 
Controls implemented to secure proper and reliable accounting include, for instance, analysis of facts and developments 
on the basis of specific indicators. Separation of administrative, execution, settlement and authorization functions 
and the implementation of these functions by different persons reduces the potential for fraudulent operations. 
Organisational measures also aim to capture any corporate or Group-wide restructuring or changes in sector business 
operations rapidly and appropriately in Group accounting. They also ensure, for instance, that bookkeeping transactions 
are correctly recognised in the period in which they occur in the event of changes in the IT systems used by the 
accounting departments of Group companies. The internal control system likewise ensures that changes in the TUI Group's 
economic or legal environment are mapped and that new or amended accounting standards are correctly applied. 
 
The TUI Group's accounting policies together with the International Financial Reporting Standards (IFRS) in compliance 
with EU legislation, govern the uniform accounting and measurement principles for the German and foreign companies 
included in TUI's consolidated financial statements. They include general accounting principles and methods, policies 
concerning the statement of financial position, income statement, notes, management report, cash flow statement and 
segment reporting. 
 
The TUI Group's accounting policies also govern specific formal requirements for the consolidated financial statements. 
Besides defining the group of consolidated companies, they include detailed guidance on the reporting of financial 
information by those companies via the group reporting system HFM on a monthly, quarterly and year end basis. TUI's 
accounting policies also include, for instance, specific instructions on the initiating, reconciling, accounting for 
and settlement of transactions between group companies or determination of the fair value of certain assets, especially 
goodwill. 
 
At Group level, specific controls to ensure proper and reliable Group accounting include the analysis and, where 
necessary, correction of the individual financial statements submitted by the Group companies, taking account of the 
reports prepared by the auditors and meetings to discussthe financial statements which involve both the auditors and 
local management. Any further content that requires adjusting can be isolated and processed downstream. 
 
The control mechanisms already established in the HFM consolidation system minimize the risk of processing erroneous 
financial statements. Certain parameters are determined at Group level and have to be applied by Group companies. This 
includes parameters applicable to the measurement of pension provisions or other provisions and the interest rates to 
be applied when cash flow models are used to calculate the fair value of certain assets. The central implementation of 
impairment tests for goodwill recognized in the financial statements secures the application of uniform and 
standardized evaluation criteria. 
 
5. Disclaimer 
 
With the organisational, control and monitoring structures established by the TUI Group, the internal control and risk 
management system enables company-specific facts to be captured, processed and recognized in full and properly 
presented in the Group's accounts. 
 
However, it lies in the very nature of the matter that discretionary decision-making, faulty checks, criminal acts and 
other circumstances, in particular, cannot be ruled out and will restrict the efficiency and reliability of the 
internal control and risk management systems, so that even Group-wide application of the systems cannot guarantee with 
absolute certainty the accurate, complete and timely recording of facts in the Group's accounts. 
 
Any statements made relate exclusively to TUI AG and to subsidiaries according to IFRS 10 included in TUI AG's 
consolidated financial statements. 
 
Overall assessment by the Executive Board and report on expected developments 
 
Actual business performance 2017 compared with our forecast 
 
In the third financial year following the merger, TUI Group's per­­form­ance again exceeded our original forecast, 
despite a challenging ­geopolitical framework. TUI Group's underlying EBITA rose by 10.2 % to EUR 1,102.1 m in 
financial year 2017. On a constant currency basis for the reporting period and the prior year reference period, this 
equates to an improvement of 12.0 %. In financial year 2017 we have thus met our guidance, which envisaged an increase 
in our operating result of at least 10 % on a constant currency basis (financial year 2016). 
 
Due to our sound operating performance and lower net one-off adjustments, the Group also delivered growth in its EBITA 
from continuing operations, which climbed 14.3 % to EUR 1,026.5 m. 
 
Turnover by TUI Group likewise outperformed expectations, up 11.7 % on the previous year on a constant currency basis. 
The Group's net cash capex and financial investments (excluding down payment on aircraft orders) fell slightly below 
the target of EUR 1 bn euros at EUR 0.9 bn. The net cash of EUR 0.6 bn reported as at year-end 2017 surpassed our last 
guidance, taking account of the cash inflows from the sale of Travelopia and the remaining stake in Hapag-Lloyd AG. 
This was primarily due to a positive development in working capital in Q4 of the period under review, which typically 
delivers strong turnover. 
 
Expected changes in the economic framework 
 
Expected development of 
gross domestic product 
Var. %   2018     2017 
World    3.7      3.6 
Eurozone 1.9      2.1 
Germany  1.8      2.0 
France   1.8      1.6 
UK       1.5      1.7 
US       2.3      2.2 
Russia   1.6      1.8 
Japan    0.7      1.5 
China    6.5      6.8 
India    7.4      6.7 
 
Source: International Monetary Fund (IMF), World Economic Outlook, October 2017 
 
Macroeconomic situation 
 
In the course of calendar year 2017, the growth trend of the global economy continued to consolidate and is expected to 
remain strong for the foreseeable future. The International Monetary Fund (IMF, World Economic Outlook, October 2017) 
expects gross domestic product to grow by 3.6 % in 2017. For 2018, the IMF expects the global economy to grow by 3.7 %. 
For the first time in a long while, the economy is gaining momentum across almost all major economies but will 
gradually slow down in the course of the next two years. 
 
Market trend in tourism 
 
UNWTO expects international tourism to continue growing globally in this decade. For the next few years, average 
weighted growth of around 3 % per annum has been forecast (source: UNWTO, Tourism Highlights, 2017 edition). In the 
first six months of 2017, international arrivals grew by 6.4 %. UNWTO expects growth of 3 % to 4 % for the full 
calendar year 2017 (source: UNWTO, World Tourism Barometer, August 2017). 
 
Effects on TUI Group 
 
As the world's leading tourism group, TUI Group depends on the development of consumer demand in the large source 
markets in which we operate with our sales and marketing activities and hotel and cruises brands. Our budget is based 
on the assumptions used as a basis by the IMFto predict the future development of the global economy. 
 
Apart from the development of consumer sentiment, political stability in the destinations is a further crucial factor 

affecting demand for holiday products. In our view, our business model is sufficiently flexible to compensate for the 
currently identifiable challenges. 
 
The expected turnover growth assumed for our Source Markets in our budget for financial year 2018 is in line with 
UNWTO's long-term forecast. Our strategic focus is to create unified branding for our Sales & Marketing activities, 
broaden our portfolio of Group hotels and expand our cruise business. 
 
Expected development of Group turnover and earnings 
 
TUI Group 
 
The translation of the income statements of foreign subsidiaries in our consolidated financial statements is based on 
average monthly exchange rates. TUI Group generates a considerable proportion of consolidated turnover and large 
earnings and cash flow contributions in non-euro currencies, in particular GBP, $ and SEK. Taking account of the 
seasonality in tourism, the development of these currencies against the euro in the course of the year therefore 
strongly impacts the financial indicators carried in TUI Group's consolidated financial statements. The comments on the 
expected development of our Group in financial year 2018 provided below are based on the assumption of constant 
currencies for the completed financial year 2017. 
 
Expected development of Group turnover, underlying EBITA and 
adjustments 
                   Expected development vs. PY 
EUR million        2017                 2018* 
Turnover           18,535               around 3 % growth 
Underlying EBITA   1,102                at least 10 % growth 
Adjustments        76                   approx. EUR 80 m cost 
 
* Variance year-on-year assuming constant foreign exchange rates are applied to the result in the current and prior 
period and based on the current group structure; guidance relates to continuing operations 
 
Turnover 
 
We expect turnover to grow by around 3 % in financial year 2018 at constant currency, excluding cost inflation relating 
to currency movements. Further growth may result from passing on higher input costs to our customers. 
 
Underlying EBITA 
 
TUI Group's underlying EBITA in financial year 2018 is expected to grow by at least 10 % at constant currency as we 
deliver our growth roadmap. Risks relate to the development of customer numbers against various social and political 
effects, which impact our customers' booking behaviour as well as demand for Group hotels and cruise ships. 
 
See Business Model and strategy section from page 20 
See Risk Report from page 30 
 
Adjustments 
 
For financial year 2018, we expect purchase price allocations and net one-off costs of around EUR 80 m, to be carried 
as adjustments. 
 
ROIC and Economic Value Added 
 
Due to the enhanced operating result, we expect ROIC to improve slightly in financial year 2018; depending on the 
development of TUI Group's capital costs, this is also expected to result in an increase in economic value added. 
 
Development in the segments in 
financial year 2018 
 
The expected development outlined below is based on current trading, our growth roadmap and the relative performance of 
our segments during financial year 2017. Future development depends on demand in our source markets and customer 
segments, input cost curves, as well as the potential impact of exogenous events beyond our control such as terrorism. 
Whilst these may influence the mix of segmental results compared with the outlook below, in our view, our balanced 
portfolio of markets and destinations still leave us well placed to deliver underlying EBITAgrowth of at least 10 % for 
TUI Group as a whole (at constant currency rates and based on the current Group structure). 
 
Hotels & Resorts 
 
Based on our expectations for the development of our hotel portfolio (including new hotels opening in the coming 
financial year and the annualisation of profits from hotels which opened in financial year 2017) as well as the 
continued overall strong performance of our existing hotel portfolio, we expect underlying EBITA growth of more than 10 
% in financial year 2018. 
 
Cruises 
 
Based on the two planned cruise launches financial year 2018 (for TUI Cruises and Marella Cruises) and continued 
overall strong perform­ance of the existing fleet, we expect underlying EBITA growth of more than 10 % in financial 
year 2018. 
 
Source Markets 
 
We have strong market leading positions in our Source Markets, and expect a good portfolio result in financial year 
2018 as a result of the combination of further top line (market driven) growth and operational efficiency. Based on 
these factors and current trading, we therefore expect the Source Markets to deliver a performance broadly in line with 
Group underlying EBITA guidance. 
 
Expected development of financial position 
 
Expected development of Group financial position 
                             Expected development vs. PY 
EUR million                  2017              2018 
Net cash capex and           1,071.9           around EUR 1.2 bn 
investments 
Net cash / net debt          583.0             slightly negative 
 
Net capex and investments 
 
In the light of investment decisions already taken and projects in the pipeline, we expect TUI Group's net funding 
requirements to be around EUR 1.2 bn for financial year 2018. This includes expected down payments on aircraft orders 
and proceeds from the sale of fixed assets. Capex mainly relates to the launch of new production and booking systems 
for our Sales & Marketing, maintenance and expansion of our hotel portfolio and the acquisition of a cruise ship. 
 
Net financial position 
 
At the balance sheet date, the Group's net cash amounted to EUR 583.0 m. Due to the planned increase in net 
investments, we expect TUI Group's net debt to be slightly negative at financial year-end 2018. 
 
Sustainable development 
 
Climate protection and emissions 
 
Greenhouse gas emissions and the impact of these emissions on climate change pose one of the major global challenges 
for the tourism sector. The goals we set ourselves in our sustainability strategy 'Better Holidays, Better World', 
launched in September 2015, include operating Europe's most carbon-efficient airline by 2020 and defending this top 
position. Specific carbon emissions (g CO2 / PKM) are to be reduced by 10 % by 2020. We also aim to reduce the carbon 
intensity of our global oper­ations by 10 % by 2020 (against the baseline of 2014). 
 
Overall Executive Board assessment of 
TUI Group's current situation and expected 
development 
 
At the date of preparation of the Management Report (11 December 2017), we uphold our positive assessment of TUI 
Group's economic situation and outlook for financial year 2018. With its finance profile, strong brand and services 
portfolio, TUI Group is well positioned in the market. In the first few weeks of the new financial year 2018, the 
overall business performance has matched expectations. 
 
As against the prior year reference period, we expect TUI Group's underlying operating result to grow by at least 10 % 
year-on-year on a constant currency basis, driven by improved operating performance in the segments. 
 
In the light of our growth roadmap, we have updated our medium-term guidance, aiming to deliver at least 10 % 
underlying EBITA CAGR in the next three financial years to 2020. Our long-term target for TUI Group's gross capex 
remains at 3 to 3.5 % of consolidated turnover. 
 
Outlook for TUI AG 
 
The future business performance of TUI AG is essentially subject to the same factors as those impacting TUI Group. Due 
to the business ties between TUI AG and its Group companies, the outlook, opportunities and risks presented for TUI 
Group largely reflect the expectations regarding TUI AG. The comments made for TUI Group therefore also apply to TUI 
AG. 
 
Opportunity Report 
 
TUI Group's opportunity management follows the Group strategy for core business Tourism. Responsibility for 
systematically identifying and taking up opportunities rests with the operational management of the source markets and 
the TUI Hotels & Resorts and Cruises segments. Market scenarios and critical success factors for the individual sectors 
are analysed and assessed in the framework of the Group-wide planning and control process. The core task of the Group's 
Executive Board is to secure profitable growth for TUI Group by optimising the shareholding portfolio and developing 
the Group structure over the long term. 
 
Overall, TUI Group is well positioned to benefit from opportunities resulting from the main trends in its markets. 
 
Opportunities from the development of the overall framework 
 
Should the economy perform better than expected, TUI Group and its segments would benefit from the resulting increase 
in demand in the travel market. Moreover, changes in the competitive environment could create opportunities for TUI 
Group in individual markets. 
 
Corporate strategy 
 
We see opportunities for further organic growth in particular by expanding our hotel portfolio and cruise business. As 
market leader, we also intend to benefit in the long term from demographic change and the resulting expected increase 
in demand for high-quality travel at an attract­iveprice / performance ratio. 
 
Operational opportunities 
 
We intend to improve our competitive position further by offering unique product and further expanding controlled 
distribution in the source markets, in particular online distribution. 
 
Business review 
 
Why we do it - macroeconomic industry and market framework 
 
Macroeconomic development 
 
Development of gross domestic product 
Var. %          2017            2016 
World           3.6             3.2 
Eurozone        2.1             1.8 
Germany         2.0             1.9 
France          1.6             1.2 
UK              1.7             1.8 
US              2.2             1.5 
Russia          1.8             - 0.2 
Japan           1.5             1.0 
China           6.8             6.7 
India           6.7             7.1 
 
Source: International Monetary Fund (IMF), World Economic Outlook, October 2017 
 

In calendar year 2017, the global upswing in economic activity gathered strength. In its outlook (IMF, World Economic 
Outlook, October 2017), the International Monetary Fund projects global growth to rise to 3.6 % in 2017. In advanced 
economies, the growth pick-up was broad-based, with indicators suggesting a persistently positive baseline outlook. In 
the Eurozone, the recovery gained momentum: higher employment, growing order books and the positive business sentiment 
suggest that the momentum will remain intact. 
 
Key exchange rates and commodity prices 
 
TUI Group companies operate on a worldwide scale. This presents financial risks for TUI Group, arising from changes in 
exchange rates and commodity prices. The essential financial transaction risks from operations relate to euros and US 
dollars. They mainly result from foreign exchange items in the individual Group companies, for instance aircraft fuel 
and bunker oil invoices, ship handling costs or products and services sourced by hotels. The parity of sterling against 
the euro is of relevance for the translation of results generated in the UK market in TUI's consolidated financial 
statements. Following the UK vote for Brexit, the currency fluctuations continued. They impacted the translation of 
results from our UK business. 
 
The average exchange rate of sterling against the euro fell considerably in the course of the financial year under 
review but returned to 0.88 GBP / EUR, i.e. roughly the level recorded at the beginning of the year, as at 30 September 
2017. In financial year 2017, the average exchange rate of the US dollar against the euro declined by around 5.4 % from 
1.12 $ / EUR to 1.18 $ / EUR. Changes in commodity prices above all affect TUI Group when procuring fuels such as 
aircraft fuel and bunker oil. The price of Brent oil stood at $ 57.54 per barrel as at 30 September 2017, up by around 
13.1 % year-on-year. 
 
In tourism, most risks relating to changes in exchange rates and price risks from fuel sourcing are hedged by 
derivatives. Information on hedging strategies and risk management as well as financial transactions and the scope of 
such transactions at the balance sheet date is provided in the sections Financial Position and Risk Report in the 
Management Report and the section Financial Instruments in the Notes to the consolidated financial statements. 
 
Financial Position see from page 66, Risk Report see from page 30, Financial Instruments see Notes page 209 
 
Market environment and competition in Tourism 
 
Since the merger between TUI AG and TUI Travel PLC in December 2014, TUI Group has been the world's leading tourism 
group. The development of the international leisure tourism market impacts all businesses in TUI Group. 
 
Tourism remains stable growth sector 
 
According to the United Nations World Tourism Organization (UNWTO), tourism comprises the activities of persons 
travelling to and staying in places outside their usual environment for not more than one consecutive year for leisure, 
business and other purposes. The key tourism indicators to measure market size are the number of international tourist 
arrivals, and international tourism receipts. With international tourism receipts amounting to $ 1,220 bn and 
international arrivals amounting to 1.24 bn in 2016, the tourism industry remains one of the most important sectors in 
the global economy, outpacing the growth of world trade in the past five years. Over the past six decades, tourism has 
experienced continued expansion and diversification to become one of the largest and fastest-­growing economic sectors 
in the world. International tourist arrivals worldwide are expected to increase by around 3 % a year between 2010 and 
2030, reaching 1.8 bn per annum by 2030 (UNWTO Tourism Highlights 2017 Edition). 
 
Change of international tourist arrivals vs. prior year 
Var. %                       2017*            2016 
World                        + 6.4            + 3.9 
Europe                       + 7.7            + 2.1 
Asia and the Pacific         + 5.7            + 8.6 
Americas                     + 3.0            + 3.6 
Afrika                       + 7.6            + 8.0 
Middle East                  + 8.9            - 3.4 
 
Source: UNWTO World Tourism Barometer, August 2017 
* Period January till June 
 
In the first half of calendar year 2017, the growth trend continued, with international tourist arrivals growing by 6.4 
% during that period. This was the strongest H1 increase in seven years. Travel for holidays, recreation and other 
forms of leisure accounted for just over half of all international tourist arrivals (UNWTO, Tourism Highlights, 2017 
Edition). 
 
At plus 6.3 %, TUI Group customer numbers matched this growth trend in financial year 2017, with all source markets 
reporting growth. 
 
Business performance in the source markets see page 61 
 
Europe remained the largest and most mature tourism market in the world, accounting for 49.9 % of international tourist 
arrivals and 36.7 % of tourism receipts in 2016. Five European countries (France, Spain, Italy, the United Kingdom and 
Germany) figured in the top ten inter­national tourism destinations in 2016. Three of our main source markets - 
Germany, UK and France - were in the top five of all source markets worldwide measured by international tourism 
spending. 
 
Germany continues to be the third largest source market in the world with international tourism expenditure of 
approximately $ 79.8 bn in 2016, after China ($ 261.1 bn) and the US ($ 123.6 bn). In terms of expenditure per capita, 
Germany ranks fourth globally, with approximately $ 946 spent by the average German tourist in 2016 (Source: UNWTO, 
Tourism Highlights, 2017 Edition). Key operators in the German tourism market are TUI Deutschland, Thomas Cook, DER 
Touristik, FTI and Aida Cruises (FVW, Dossier, Deutsche Veranstalter, December 2016). 
 
The United Kingdom is the fourth largest source market in the world, with approximately $ 63.6 bn spent on tourism 
activities in 2016 and on average $ 970 spent per capita over the same period (source: UNWTO, Tourism Highlights, 2017 
Edition). The British tourism market is characterised by a high degree of concentration around two key operators: TUI 
Group and Thomas Cook. 
 
France was the fifth largest source market in 2016, with international tourism expenditure of approximately $ 40.5 bn 
(source: UNWTO, Tourism Highlights, 2017 Edition). Thanks to the recent buying of Transat France, TUI is now the leader 
on the French tourism market with its main tour operator brands: Club Marmara and Club Lookea on the French Club 
market, and Circuits Nouvelles Frontieres and Vacances Transat on the packaged tours market. This buying is to enable 
TUI France to achieve robust profitability. The French tourism market has been highly fragmented in the past but has 
undergone a slow consolidation in recent months. TUI France will continue to expand its market position and market 
shares, while growing TUI brand awareness among French people. In 2016, France remained the world's top destination 
with 82.6 million arrivals, despite a decline in international tourist arrivals of 2.2 %. 
 
Hotel market 
 
Global hotel value sales reached EUR 470 bn at fixed exchange rate in 2016. Over the period 2016 - 2022, hotel value 
sales are expected to register a CAGR of 2.8 % at constant 2017 prices, according to Euromonitor International Travel 
2018 edition. The hotel market is divided between business and leisure travel. A number of characteristics 
differentiate leisure travel hotels from business hotels, including longer average lengths of stay for guests in 
leisure hotels. Locations, amenities and service requirements also differ. From a demand perspective, the leisure hotel 
market in Europe is divided into several smaller submarkets which cater to the individual needs and demands of 
tourists. These submarkets include premium, comfort, budget, family / apartment, and club or resort-style hotels. Hotel 
companies may offer a variety of hotels for different submarkets, often defined by price range, star ratings, 
exclusivity, or available facilities. 
 
Hotel operations can generally be divided into the following models: asset owners whose primary business is to own real 
estate assets; brand owners and operators who typically manage hotel assets themselves or enter into franchising 
arrangements with independent operators who, in turn, manage the hotel property assets; and independent operators 
combining the roles of asset owners, brand owners and operators by managing diverse assets under different brands, 
often through franchise agreements. 
 
The upper end of the leisure hotel market is characterised by a high degree of sophistication and specialisation, with 
the assets managed by large international companies and investors. There are also many small, often family-run 
businesses, particularly in Europe, not quite so upscale and with fewer financial resources. Most family-owned and 
operated businesses are not branded. Given the variety of models for owning and operating leisure hotels and the 
fragmented competition landscape which, at least in Europe, is not dominated by large hotel chains, conditions differ 
greatly between locations. 
 
Cruise market 
 
The global cruise industry generated an estimated revenue of around $ 39.6 bn in 2016 (Cruise Market Watch website, 
www.cruisemarketwatch.com/market-share, September 2016). Overall, an estimated 24.7 million guests undertook an ocean 
cruise worldwide in calendar year 2016. For 2017, their number is expected to total 25.8 million (CLIA, Year in Review 
2016, CLIA, Cruises Industry Outlook 2017). The North American market is by far the largest and most mature cruise 
market in the world, with a strong penetration rate of 3.6 % of the total population taking a cruise in 2016 (Cruise 
Industry Source Market Report, CLIA 2016). 
 
The European cruise markets recorded approximately 6.7 million European passengers in 2016, with penetration rates 

varying significantly from country to country, but considerably lower overall (Mintel, Cruises - International, June 
2016; CLIA Statistics & Markets, March 2017). In 2015, the global cruise market grew by around 2.4 %. 
 
Germany, the United Kingdom & Ireland and France are among the five largest cruise markets in Europe (CLIA Statistics & 
Markets, March 2017). Germany is Europe's largest cruise market, with 2.0 million passengers in 2016. Germany has thus 
witnessed average passenger growth of 8.3 % over the period from 2011 to 2015. At 2.5 % in 2016, its penetration rate 
was lower than in the United Kingdom & Ireland. The United Kingdom & Ireland is the second largest cruise market in 
Europe, with approximately 1.9 million cruise passengers in 2016. The market thus grew by 2.1 % on average over the 
period from 2011 to 2015. It shows the strongest penetration rate in Europe: in 2016, 3.0 % of the total British 
population took a cruise. (Mintel, Cruises - International, June 2016; Cruise Industry Source Market Report, CLIA 
2016). 
 
The European cruise market is divided into submarkets that cater to a variety of customers: budget, discovery / 
expedition, premium and luxury. Cruise operators utilise different cruise formats to target these submarkets and the 
specific demands of their customers. In addition to traditional formats, operators offer club ship cruises and also 
more contemporary-style cruises in the premium submarket. As a cruise ship is often perceived as a destination in 
itself, cruise companies, especially in the luxury and premium cruise submarkets, compete with other destinations such 
as leading hotels and resorts. 
 
Brand 
 
Strong TUI brand 
 
Our brand with the 'smile' - the smiling logo formed by the three letters of our brand name TUI - stands for a 
consistent customer experience, digital presence and competitive strength. In 2017, TUI and the previous local power 
brand Thomson in the UK were among the best-known travel brands in core European countries with a brand awareness rate 
of almost 90 %. The red 'TUI smile' is a clear recognition feature and plays in the Champions League of international 
brands in almost all markets. 
 
We are aiming to create one global branding and a consistent brand experience in order to further leverage the appeal 
and strength of our core brands and tap the associated growth potential. To achieve that goal, our core brand TUI is 
being rolled out in our European source markets to replace the big local tour operator brands. Following the successful 
rollout of the TUI brand in the Netherlands in 2016, the local brands in Belgium and the Nordics were replaced by the 
TUI brand in 2017, where TUI has also rapidly become one of the strongest travel brands in terms of brand awareness and 
preference. In financial year 2017, the TUI brand was also rolled out in France. Brand migration in the UK followed in 
October 2017. 
 
In Germany, travel products have been offered under the TUI brand for more than 45 years. In a survey carried out in 
2017, TUI was again rated as Germany's most trusted travel brand (Source: Reader's Digest Trusted Brands 2017). 
 
Changes in the legal framework 
 
In financial year 2017, there were no changes in the legal framework with material impacts on TUI Group's business 
performance. 
 
Group earnings 
 
Comments on the consolidated income statement 
 
Financial year 2017 brought a markedly positive development in the TUI Group's earnings position. The operating result 
(underlying EBITA) of TUI Group's continuing operations improved by 10.2 % to EUR 1,102.1 m in the period under review, 
or by 12.0 % year-on-year on a constant currency basis. This growth was driven in particular by the continued good 
performance in the segments Hotels & Resorts and Cruises. 
 
Income Statement of the TUI Group for the period from 1 Oct 
2016 to 30 Sep 2017 
EUR million                        2017      2016      Var. % 
Turnover                           18,535.0  17,153.9  + 8.1 
Cost of sales                      16,535.5  15,247.4  + 8.4 
Gross profit                       1,999.5   1,906.5   + 4.9 
Administrative expenses            1,255.8   1,216.9   + 3.2 
Other income                       12.5      36.3      - 65.6 
Other expenses                     1.9       7.4       - 74.3 
Financial income                   229.3     58.5      + 292.0 
Financial expenses                 156.2     345.9     - 54.8 
Share of result of joint ventures  252.3     187.2     + 34.8 
and associates 
Earnings before income taxes       1,079.7   618.3     + 74.6 
Income taxes                       168.8     153.4     + 10.0 
Result from continuing operations  910.9     464.9     + 95.9 
Result from discontinued           - 149.5   687.3     n. a. 
operations 
Group profit for the year          761.4     1,152.2   - 33.9 
Group profit for the year          644.8     1,037.4   - 37.8 
attributable to shareholders of 
TUI AG 
Group profit for the year          116.6     114.8     + 1.6 
attributable to non-controlling 
interest 
 
Turnover and cost of sales 
 
Turnover 
EUR million                    2017     2016     Var. % 
                                        restated 
Hotels & Resorts               679.0    618.6    + 9.8 
Cruises                        815.0    703.1    + 15.9 
Source Markets                 16,143.2 14,997.2 + 7.6 
Northern Region                6,601.5  6,564.4  + 0.6 
Central Region                 6,039.5  5,562.9  + 8.6 
Western Region                 3,502.2  2,869.9  + 22.0 
Other Tourism                  677.0    669.3    + 1.2 
Tourism                        18,314.2 16,988.2 + 7.8 
All other segments             220.8    165.7    + 33.3 
TUI Group                      18,535.0 17,153.9 + 8.1 
TUI Group at constant currency 19,156.5 17,153.9 + 11.7 
Discontinued operations        829.0    2,321.6  - 64.3 
Total                          19,364.0 19,475.5 - 0.6 
 
In financial year 2017, turnover of TUI Group climbed by 8.1 % to EUR 18.5 bn. On a constant currency basis, turnover 
grew by 11.7 % on a year-on-year increase in customer numbers of 6.3 % in the source markets. Turnover is presented 
alongside the cost of sales, which was up 8.4 % in the period under review. 
 
Gross profit 
 
Gross profit, i.e. the difference between turnover and the cost of sales, increased by 4.9 % to around EUR 2.0 bn in 
financial year 2017. 
 
Administrative expenses 
 
Administrative expenses rose by EUR 38.9 m year-on-year to EUR 1,255.8 m. 
 
Financial result 
 
The financial result improved by EUR 360.5 m to EUR 73.1 m. The increase was essentially due to the profit generated in 
the financial year under review from the disposal of the remaining stake in Hapag-Lloyd AG. 
 
Share of results of joint ventures and associates 
 
The result from joint ventures and associates comprises the proportionate net profit for the year of the companies 
measured at equity and where appropriate impairments of goodwill for these companies. In the period under review, the 
at equity result totalled EUR 252.3 m. The significant increase of EUR 65.1 m partly resulted from the improvement in 
the 
 
operating performance of Riu hotels and a higher profit contribution by TUI Cruises. 
 
Result from continuing operations 
 
The result from continuing operations improved by EUR 446.0 m to EUR 910.9 m in financial year 2017. 
 
Result from discontinued operation 
 
The result from discontinued operation shows the after-tax result of Travelopia, classified as a discontinued 
operation, until it was sold. In the prior year, this item also included in particular the gain on disposal from the 
sale of Hotelbeds Group. 
 
Group profit 
 
Group profit decreased by EUR 390.8 m year-on-year to EUR 761.4 m in financial year 2017. 
 
Share in Group profit attributable to TUI AG ­shareholders 
 
The share in Group profit attributable to the TUI AG shareholders declined from EUR 1,037.4 m in the prior year to EUR 
644.8 m in financial year 2017. On a sound operating performance, the decline is attributable to the gain on disposal 
from the sale of Hotelbeds Group included in the prior year's result. 
 
Non-controlling interests 
 
Non-controlling interests in Group profit for the year totalled EUR 116.6 m. They mainly related to RIUSA II Group. 
 
Earnings per share 
 
The interest in Group profit for the year attributable to TUI AG shareholders after deduction of non-controlling 
interests totalled EUR 644.8 m (previous year EUR 1,037.4 m) in 2017. Basic earnings per share therefore amounted to 
EUR 1.10 (previous year EUR 1.78) in financial year 2017. 
 
EBITA, underlying EBITA und underlying earnings per share 
 
Key indicators used to manage the TUI Group are EBITA and underlying EBITA. We consider EBITA to be the most suitable 
performance indicator for explaining the development of the TUI Group's operating performance. Our definition of EBITA 
is earnings before net interest result, income tax and impairment of goodwill excluding the result from the measurement 
of interest hedges. 
 
Reconciliation to underlying EBITA 
EUR million                        2017      2016      Var. % 
Earnings before income taxes       1,079.7   618.3     + 74.6 
plus: Profit on sale of financial  - 172.4   -         n. a. 
investment in Container Shipping 
plus: Loss on measurement of       -         100.3     n. a. 
financial investment in Container 
Shipping 
plus: Net Interest expense and     119.2     179.5     - 33.6 
expense from the measurement of 
interest hedges 
EBITA                              1,026.5   898.1     + 14.3 
Adjustments: 
less: Gain on disposals            - 2.2     0.8       n. a. 
plus: Restructuring expense        23.1      12.0      + 92.5 
plus: Expense from purchase price  29.2      41.9      - 30.3 
allocation 
plus: Expense from other one-off   25.5      47.7      - 46.5 
items 
Underlying EBITA                   1,102.1   1,000.5   + 10.2 
 
Reported earnings (EBITA) of TUI Group rose by EUR 128.4 m to EUR 1,026.5 m due to a strong operating performance in 
financial year 2017. 
 
EBITA 

EUR million             2017     2016     Var. % 
                                 restated 
Hotels & Resorts        353.7    301.5    + 17.3 
Cruises                 255.6    190.9    + 33.9 
Source Markets          456.3    498.8    - 8.5 
Northern Region         309.6    362.7    - 14.6 
Central Region          67.3     64.0     + 5.2 
Western Region          79.4     72.1     + 10.1 
Other Tourism           15.7     - 2.9    n. a. 
Tourism                 1,081.3  988.3    + 9.4 
All other segments      - 54.8   - 90.2   + 39.2 
TUI Group               1,026.5  898.1    + 14.3 
Discontinued operations - 22.1   14.7     n. a. 
Total                   1,004.4  912.8    + 10.0 
 
In order to explain and evaluate the operating performance of the segments, earnings adjusted for special one-off 
effects (underlying EBITA) are presented below. Underlying EBITA has been adjusted for gains on disposal of financial 
investments, restructuring expenses according to IAS 37, all effects from purchase price allocations, ancillary 
acquisition costs and conditional purchase price payments and other expenses for and income from one-off items. 
 
One-off items carried here include adjustments for income and expense items that reflect amounts and frequencies of 
occurrence rendering an evaluation of the operating profitability of the segments and the Group more difficult or 
causing distortions. These items include in particular major restructuring and integration expenses not meeting the 
criteria of IAS 37, material expenses for litigation, gains and losses from the sale of aircraft and other material 
business transactions with a one-off character. 
 
TUI Group's underlying EBITA rose by EUR 101.6 m to EUR 1,102.1 m in financial year 2017. 
 
Underlying EBITA 
EUR million                    2017     2016     Var. % 
Hotels & Resorts               356.5    303.8    + 17.3 
Cruises                        255.6    190.9    + 33.9 
Source Markets                 526.5    554.3    - 5.0 
Northern Region                345.8    383.1    - 9.7 
Central Region                 71.5     85.1     - 16.0 
Western Region                 109.2    86.1     + 26.8 
Other Tourism                  13.4     7.9      + 69.6 
Tourism                        1,152.0  1,056.9  + 9.0 
All other segments             - 49.9   - 56.4   + 11.5 
TUI Group                      1,102.1  1,000.5  + 10.2 
TUI Group at constant currency 1,120.7  1,000.5  + 12.0 
Discontinued operations        - 1.2    92.9     n. a. 
Total                          1,100.9  1,093.4  + 0.7 
 
In financial year 2017, adjustments worth EUR 25.8 m were carried for income, compared with adjustments on underlying 
expenses amounting to EUR 72.2 m, without taking account of the expenses for purchase price allocations. They mainly 
related to the following items and circumstances: 
 
Gains on disposal 
 
In financial year 2017, gains on disposal worth EUR 2.2 m had to be adjusted for. They related in particular to 
disposals of subsidiaries. 
 
Restructuring costs 
 
In financial year 2017, restructuring costs of EUR 23.1 m had to be adjusted for. They included an amount of around EUR 
24 m for the merger of TUI's French tour operators following the acquisition of Transat. Adjustments also included 
expenses worth around EUR 4 m for the merger of the Nordic and UK airlines. Income resulted from the release of a 
restructuring provision no longer required in Central Region. 
 
Expenses for purchase price allocations 
 
In financial year 2017, expenses for purchase price allocations worth EUR 29.2 m were adjusted for; they related in 
particular to scheduled amort­isation of intangible assets from acquisitions made in previous years. 
 
One-off items 
 
Net expenses for one-off items of EUR 25.5 m included in particular an amount of EUR 18 m relating to IT projects in 
Northern Region and around EUR 8 m for the merger of the Nordic and UK airlines. Further expenses of EUR 17 m related 
to reorganisation schemes in the regions and destination agencies. An opposite effect resulted from the adjustment of 
EUR 13 m for the release of a provision at Corsair no longer required in the financial year under review. 
 
Pro forma underlying earnings per share 
 
The table below presents TUI Group's pro forma earnings per share to provide a basis for comparison. The calculation is 
based on the issued share capital at the balance sheet date. It therefore adjusts for the impact of conversions of 
stock option plans during the year. 
 
Pro forma underlying earnings per share TUI Group 
EUR million                               2017     2016 
EBITA (underlying)                        1,102.1  1,000.5 
less: Net interest expense                - 119.2  - 179.5 
Underlying profit before tax              982.9    821.1 
Income taxes (underlying)                 196.6    205.3 
Underlying Group profit                   786.3    615.8 
Minority interest                         116.6    111.5 
Underlying Group profit attributable to   669.7    504.3 
TUI shareholders of TUI AG 
Number of shares (pro forma)No. million   587.0    587.0 
Pro forma underlying earnings per share   1.14     0.86 
 
Reconciliation to EBITDA 
EUR million                           2017     2016     Var. % 
EBITA                                 1,026.5  898.1    + 14.3 
Amortisation (+) / write-             464.4    407.0    + 14.1 
backs (-) of other ­intangible assets 
and depreciation (+) / 
write-backs (-) of property, plant 
and equipment and ­current assets 
EBITDA                                1,490.9  1,305.1  + 14.2 
 
EBITDA and underlying EBITDA 
             EBITDA                    Underlying EBITDA 
EUR million  2017    2016     Var. %   2017    2016     Var. % 
                     restated                  restated 
Hotels &     484.5   396.5    + 22.2   485.2   394.4    + 23.0 
Resorts 
Cruises      312.9   236.8    + 32.1   312.9   236.8    + 32.1 
Source       568.2   614.4    - 7.5    619.3   650.9    - 4.9 
Markets 
Northern     378.6   430.3    - 12.0   402.7   437.3    - 7.9 
Region 
Central      87.6    86.3     + 1.5    89.8    105.3    - 14.7 
Region 
Western      102.0   97.9     + 4.2    126.8   108.3    + 17.1 
Region 
Other        102.3   58.2     + 75.8   100.0   69.0     + 44.9 
Tourism 
Tourism      1,467.9 1,306.0  + 12.4   1,517.4 1,351.1  + 12.3 
All other    23.0    - 0.9    n. a.    24.3    28.5     - 14.7 
segments 
TUI Group    1,490.9 1,305.1  + 14.2   1,541.7 1,379.6  + 11.7 
Discontinued - 22.1  85.6     n. a.    - 1.2   139.2    n. a. 
operations 
Total        1,468.8 1,390.7  + 5.6    1,540.5 1,518.8  + 1.4 
 
Segmental performance 
 
Current and future trading in Tourism 
 
In Tourism, travel products are booked on a seasonal basis with different lead times. The release of bookings for 
individual seasons takes place at different points in time, depending on the design of the booking and re­ser­vation 
systems in each source market. Moreover, load factor management ensures that the tour operator capacity available for 
bookings is seasonally adjusted to actual and expected demand. 
 
At the end of financial year 2017, current trading by source market for Winter 2017 / 18 compared as follows with the 
previous year: 
 
Current Trading* 
                      Winter 2017 / 18 
Var. %                Revenue  Total     Total    Programme sold 
                               customers ASP 
Northern Region       + 6      -         + 6      + 63 
UK & I                + 3      - 4       + 8      + 57 
Memo: UK & I incl.    + 7      - 3       + 10     + 59 
Cruise 
Nordics               + 10     + 7       + 3      + 74 
Central Region        + 7      + 8       - 1      + 64 
Germany               + 9      + 9       + 1      + 63 
Western Region        + 3      -         + 3      + 65 
Benelux               + 4      + 2       + 2      + 65 
Total Source Markets  + 6      + 3       + 3      + 63 
Memo: Total Source    + 7      + 3       + 3      + 64 
Markets incl. UK 
Cruise 
 
* These statistics are up to 3 December 2017, shown on a constant currency basis and relate to all customers whether 
risk or non-risk 
 
For the 2018 Summer season, as usual for this point in the booking cycle, only the UK is more than 20 % booked. UK 
booked revenue (excluding Marella Cruises) is up 2 % and average selling prices up 4 % (November 2017). 
 
Trading by the Hotels & Resorts segment largely mirrors customer volumes in the source markets, as a high proportion of 
the Group-owned hotel beds are taken up by TUI tour operators. In the Cruises segment, advance bookings were up 
year-on-year at the balance sheet date with sound demand levels, primarily due to continued fleet expansion and 
modernisation by TUI Cruises and Marella Cruises in the period under review. 
 
Disclosures on current trading are regularly published on TUI's website in the framework of TUI Group's quarterly 
reporting. 
 
See www.tuigroup.com/en-en/investors 
 
Hotels & Resorts 
 
Hotels & Resorts 
EUR million                           2017     2016     Var. % 
                                               restated 
Total turnover                        1,366.2  1,278.4  + 6.9 
Turnover                              679.0    618.6    + 9.8 
Underlying EBITA                      356.5    303.8    + 17.3 
Underlying EBITA at constant currency 362.0    303.8    + 19.2 
Capacity hotels total 1, 4 in '000    39,163   37,306   + 5.0 
Riu                                   17,942   17,396   + 3.1 
Robinson                              3,115    3,081    + 1.1 
Blue Diamond                          2,859    2,275    + 25.6 
Occupancy rate hotels total 2         79       78       + 1 
in %, variance in % points 
Riu                                   90       90       - 
Robinson                              66       67       - 1 
Blue Diamond                          83       85       - 3 
Average revenue per bed               63       60       + 5.5 
hotels total 3 in EUR 
Riu                                   64       60       + 6.0 
Robinson                              91       90       + 0.8 

Blue Diamond                          112      92       + 22.5 
 
Turnover includes fully consolidated companies, all other KPI's incl. companies measured at equity 
 
1 Group owned or leased hotel beds multiplied by opening days per year 
 
2 Occupied beds divided by capacity 
 
3 Arrangement revenue divided by occupied beds 
 
4 Previous year's KPIs restated 
 
Hotels & Resorts delivered a significant increase in underlying EBITA this year, driven by new hotel openings and a 
strong underlying trading performance, with an increase in occupancy rate to 79 % and 6 % increase in average revenue 
per bed. Financial year 2017 also marks the fourth consecutive year of increasing ROIC for Hotels & Resorts, to 13.2 % 
(versus WACC 8.5 %). This demonstrates the attractiveness of our portfolio of hotel and club brands, the strength of 
our distribution capabilities, and our disciplined approach to investment. 
 
· Overall, the increase in Hotels & Resorts earnings was driven by strong performances in the Western Mediterranean 
and Caribbean, as well as an improvement in earnings in Turkey and North Africa where demand in general has been 
recovering. This includes the removal of travel restrictions for Russian customers on travel to Turkey, as well as 
improved Source Market demand for Egypt. The high level of hurricane activity in the Caribbean at the end of 
Financial year 2017 resulted in damage to some hotels. However, taking into account our insurance coverage, the 
hurricanes did not result in a significant impact on the Hotels & Resorts result. 
 
· The continued high occupancy rate demonstrates the strength of our portfolio of brands and destinations, as well as 
the success of the integrated model as a significant proportion of rooms are sold is via our Source Markets. This 
also provides a significant de-risk when introducing new hotels. 
 
· In line with our strategy of disciplined growth in own hotel content, ten new hotels were opened this year, 
bringing the total since the merger to 28. Hotels were opened in Jamaica, St Lucia ,Tenerife, Italy and Croatia by 
Riu, Blue Diamond and TUI Blue. In addition, two hotels in Germany and Austria were repositioned as TUI Blue. 
 
· Riu continues to deliver a very high occupancy rate of 90 %, with an increase in average revenue per bed of 6 %. 
Performance was particularly strong in Spain and Mexico, and the result also reflects the opening of the Riu Reggae 
in Jamaica in November 2016. Robinson delivered a 1 % increase in average revenue per bed and a stable earnings 
performance. Demand for Robinson clubs in Turkey (which comes mainly from our German customer base) continues to 
relatively subdued versus other destinations. Blue Diamond earnings increased as a result of hotel openings in the 
Caribbean, with a continued high level of occupancy despite these new openings. 
 
Cruise 
 
Cruises 
EUR million                           2017     2016     Var. % 
                                               restated 
Turnover1                             815.0    703.1    + 15.9 
Underlying EBITA                      255.6    190.9    + 33.9 
Underlying EBITA at constant currency 263.5    190.9    + 38.0 
Occupany 
in %, variance in % points 
TUI Cruises                           101.9    102.6    - 0.7 
Marella Cruises4                      101.7    100.6    + 1.1 
Hapag-Lloyd Cruises                   76.7     76.8     - 
Passenger days in '000 
TUI Cruises                           4,483    3,482    + 28.7 
Marella Cruises4                      2,720    2,081    + 30.7 
Hapag-Lloyd Cruises                   349      355      - 1.7 
Average daily rates 2 in EUR 
TUI Cruises                           173      171      + 1.2 
Marella Cruises3, 4                   131      121      + 8.3 
Hapag-Lloyd Cruises                   594      579      + 2.6 
 
1 No turnover is carried for TUI Cruises as the joint venture is consolidated at equity 
 
2 Per day and passenger 
 
3 Inclusive of transfers, flights and hotels due to the integrated nature of Marella Cruises, in GBP. 
 
4 Thomson Cruises until October 2017 
 
· Cruise delivered strong earnings growth as a result of new ship launches in Germany and UK, with continued high 
occupancy and average daily rates across the fleets. Overall, the segment delivered a strong ROIC performance of 19.9 
% (versus WACC 5.25 %), reflecting our equity participation in TUI Cruises as well as excellent performances by our 
UK and Hapag-Lloyd Cruises subsidiaries. 
 
· TUI Cruises (our joint venture with Royal Caribbean for the German speaking market) delivered the first Winter of 
operations for Mein Schiff 5 and launched Mein Schiff 6 in June 2017. Fleet and average daily rate increased versus 
prior year, driven by the continued strength of demand for TUI Cruises' premium, all inclusive offering. 
 
· Marella Cruises (our UK brand, previously Thomson Cruises) de­livered the first Winter of operations for the 
Marella Discovery and launched Marella Discovery 2 in May. Fleet occupancy and average daily rate increased versus 
prior year, as we continue to deliver our modernisation programme and expansion in line with the UK cruise market. 
 
· Hapag-Lloyd Cruises (our luxury and expedition brand) delivered a strong performance and increase in earnings, with 
increased average daily rate and a good operational performance offsetting the lower number of operating days. 
 
Source Markets 
 
Source Markets 
EUR million                           2017     2016     Var. % 
                                               restated 
Turnover                              16,143.2 14,997.2 + 7.6 
Underlying EBITA                      526.5    554.3    - 5.0 
Underlying EBITA at constant currency 532.1    554.3    - 4.0 
Net Promoter Score1                   50       49       + 1 
in %, variance in % points 
Customer satisfaction                 8.59     8.56     + 0.03 
holiday overall 2 
Direct distribution3                  73       72       + 1 
in %, variance in % points 
Online distribution4                  46       43       + 3 
in %, variance in % points 
Customers in '000                     20,184   18,986   + 6.3 
 
1 NPS is measured in customer satisfaction questionnaires completed post-holiday. It is based on the question 'On a 
scale of 0 to 10 where 10 is extremely likely and 0 is not at all likely, how likely is it that you would recommend the 
brand to a friend, colleague or relative?' and is calculated by taking the percentage of promoters (9s and 10s) less 
the percentage of detractors (0s through 6s) 
 
2 Customer satisfaction for holiday overall is measured in customer satisfaction questionnaires completed post-holiday, 
based on a customer rating on a scale of 0 to 10. 
 
3 Share of sales via own channels (retails and online) 
 
4 Share of online sales 
 
Source Markets delivered a strong portfolio performance, thanks to their geographic diversity, market leading 
positions, popular range of holiday products and focus on efficiency. Having completed the TUI rebrand in all major 
markets, we have grown customer volumes and delivered higher levels of direct and online distribution, and will be able 
to market the brand more efficiently in the future. We also continue to leverage our market leading distribution 
capability to both maximise occupancy in TUI Group hotels and support strong relationships with third party hoteliers. 
 
Northern Region 
EUR million                           2017     2016     Var. % 
Turnover                              6,601.5  6,564.4  + 0.6 
Underlying EBITA                      345.8    383.1    - 9.7 
Underlying EBITA at constant currency 351.1    383.1    - 8.4 
Direct distribution1                  92       92       - 
in %, variance in % points 
Online distribution2                  63       62       + 1 
in %, variance in % points 
Customers in '000                     7,391    7,142    + 3.5 
 
1 Share of sales via own channels (retails and online) 
 
2 Share of online sales 
 
Northern Region comprises TUI's sales and marketing subsidiaries in UK and Nordics and joint ventures in Canada and 
Russia. Overall, Northern Region delivered strong growth in turnover and customer volumes this year with continued high 
levels of direct and online distribution, despite a significant impact at the end of the financial year from 
repatriation and cancellation costs associated with the hurricanes in Florida and the Caribbean. 
 
· As expected, although UK demand for holidays abroad remains strong, margins across the package holiday market are 
normalising, particularly as a result of the weaker Pound Sterling. This is reflected to some extent in our financial 
year 2017 result. Nonetheless, our margins remain healthy and we are well positioned competitively. TUI is the clear 
market leader with a strong net promoter score of 55, high levels of direct (93 %) and online (59 %) distribution, 
and a highly integrated and efficient business model. 
 
· In Nordics, both turnover and earnings performance improved compared with prior year. This was driven by a 
particularly strong Summer, following the TUI rebrand and successful remix to destin­ations such as Spain, Cyprus, 
Bulgaria and Croatia, as demand for Turkey continued to be more subdued. With a new management team in place, 
Nordics' operations are becoming more efficient, having implemented the same yield management system as UK this year, 
as well as delivering overhead savings. 
 
· Earnings in Canada increased this year as a result of strong trading, including for Group hotels such as Blue 
Diamond and Riu. Earnings in Russia decreased slightly due to the non-repeat of prior year provision releases. 
 
Central Region 
EUR million                           2017     2016     Var. % 
                                               restated 
Turnover                              6,039.5  5,562.9  + 8.6 
Underlying EBITA                      71.5     85.1     - 16.0 
Underlying EBITA at constant currency 71.7     85.1     - 15.7 

Direct distribution1                  49       47       + 2 
in %, variance in % points 
Online distribution2                  19       15       + 4 
in %, variance in % points 
Customers in '000                     7,151    6,828    + 4.7 
 
1 Share of sales via own channels (retails and online) 
 
2 Share of online sales 
 
Central Region comprises TUI's sales and marketing operations in Germany and Austria (operated as one market), 
Switzerland and ­Poland. Turnover for the segment increased by 9 % in financial year 2017, driven by higher volumes in 
all markets, and with an increase in direct and online distribution. 
 
· Germany and Austria delivered 2 % increase in customer volumes and further increase in market share, with a good 
performance and improvement in trading margin particularly in the second half of the year. Demand increased in 
particular for Greece, Spain, Egypt and long haul, which helped to offset the continued subdued demand for Turkey in 
the year. 
 
· As previously communicated this was offset by EUR 24 m impact from the sickness incident in TUI fly at the start of 
the year. 
 
· We remain focussed on growing the proportion of direct and online distribution in Germany, currently at 47 % and 18 
% The increase in direct distribution, coupled with our ongoing cost savings programme, have also benefitted the 
result this year. 
 
· Switzerland and Poland both delivered a good performance this year, with an increase in customer volumes, turnover 
and earnings. 
 
· The Central Region result also includes an adverse variance to prior year of c. EUR 15 m following the Air Berlin 
insolvency, relating to receivables for aircraft and crew leased to Air Berlin in financial year 2017 on which the 
latter defaulted. 
 
Western Region 
EUR million                           2017     2016     Var. % 
Turnover                              3,502.2  2,869.9  + 22.0 
Underlying EBITA                      109.2    86.1     + 26.8 
Underlying EBITA at constant currency 109.3    86.1     + 26.9 
Direct distribution1                  71       70       + 1 
in %, variance in % points 
Online distribution2                  54       52       + 2 
in %, variance in % points 
Customers in '000                     5,642    5,016    + 12.5 
 
1 Share of sales via own channels (retails and online) 
 
2 Share of online sales 
 
Western Region comprises TUI's sales and marketing operations in Benelux and France. Turnover for the segment increased 
by 22.0 % in financial year 2017, driven by the acquisition of Transat's French tour operating business at the start of 
the financial year, as well as higher volumes in Benelux. Direct and online distribution also increased, in part aided 
by the TUI rebrand in all markets. 
 
· Following the terrorist incident at Brussels Airport in 2016, Benelux delivered a strong trading performance, 
particularly in the second half. Having completed the TUI rebrand in Netherlands in 2016, the Belgium rebrand was 
completed in 2017. In addition, the airline operational issues experienced in Netherlands in the first half were 
dealt with effectively ahead of the Summer, resulting in an improved performance. 
 
· In France, the integration of Transat's operations is on track. Disappointingly, however, the French result overall 
has not improved compared with prior year, mainly as a result of competitive pressures in late Summer trading. 
Nonetheless, we anticipate that the syn­ergies from the Transat deal will be delivered in the next few years, in line 
with our previously announced plans. 
 
Other Tourism 
 
Other Tourism 
EUR million                           2017     2016     Var. % 
                                               restated 
Turnover                              677.0    669.3    + 1.2 
Underlying EBITA                      13.4     7.9      + 69.6 
Underlying EBITA at constant currency 17.8     7.9      + 125.3 
 
Other Tourism includes the turnover and profits of our Destination Services business (which looks after TUI customers 
in resort), result for the French scheduled airline Corsair, as well as the costs of central functions supporting the 
Tourism businesses. 
 
· Destination Services' turnover and earnings increased in the year, due to good underlying trading and the final 
delivery of merger synergies in the year. As the main contact in resort, Destination Services are a key part of 
holiday experience for our Source Market customers, and continue to improve their service and offering as a result of 
our IT and CRM initiatives. 
 
All Other Segments 
 
All Other Segments 
EUR million                           2017     2016     Var. % 
                                               restated 
Turnover                              220.8    165.7    + 33.3 
Underlying EBITA                      - 49.9   - 56.4   + 11.5 
Underlying EBITA at constant currency - 54.5   - 56.4   + 3.4 
 
· This segment comprises the business operations for new markets and in particular the central corporate functions 
and interim holdings of TUI Group and the Group's real estate companies. 
 
· The reduction in cost in the year is driven by the final delivery of corporate streamlining merger synergies. 
 
Net assets 
 
Development of the Group's asset structure 
EUR million               30 Sep 2017 30 Sep 2016 Var. % 
Fixed assets              9,067.0     8,345.0     + 8.7 
Non-current receivables   800.6       786.8       + 1.8 
Non-current assets        9,867.6     9,131.8     + 8.1 
Inventories               110.2       105.2       + 4.8 
Current receivables       1,682.0     2,218.2     - 24.2 
Cash and cash equivalents 2,516.1     2,072.9     + 21.4 
Assets held for sale      9.6         929.8       - 99.0 
Current assets            4,317.9     5,326.1     - 18.9 
Assets                    14,185.5    14,457.9    - 1.9 
Equity                    3,533.7     3,248.2     + 8.8 
Liabilities               10,651.8    11,209.7    - 5.0 
Equity and liabilities    14,185.5    14,457.9    - 1.9 
 
The Group's balance sheet total decreased by 1.9 % as against 30 September 2016 to EUR 14.2 bn. 
 
Vertical structural indicators 
 
Non-current assets accounted for 69.6 % of total assets, compared with 63.2 % in the previous year. The capitalisation 
ratio (ratio of fixed assets to total assets) increased from 57.7 % to 63.9 %. 
 
Current assets accounted for 30.4 % of total assets, compared with 36.8 % in the previous year. The Group's cash and 
cash equivalents increased by EUR 443.2 m year-on-year to EUR 2,516.1 m. They thus accounted for 17.7 % of total 
assets, as against 14.3 % in the previous year. 
 
Horizontal structural indicators 
 
At the balance sheet date, the ratio of equity to non-current assets was 35.8 %, as against 35.6 % in the previous 
year. The ratio of equity to fixed assets was 39.0 % (previous year 38.9 %). The ratio of equity plus non-current 
financial liabilities to fixed assets was 58.4 %, compared with 56.9 % in the previous year. 
 
Structure of the Group's non-current assets 
EUR million                 30 Sep 2017 30 Sep 2016  Var. % 
Goodwill                    2,889.5     2,853.5      + 1.3 
Other intangible assets     548.1       545.8        + 0.4 
Property, plant and         4,253.7     3,714.5      + 14.5 
equipment 
Companies measured at       1,306.2     1,180.8      + 10.6 
equity 
Financial assets available  69.5        50.4         + 37.9 
for sale 
Fixed assets                9,067.0     8,345.0      + 8.7 
Receivables and assets      476.9       442.1        + 7.9 
Deferred tax claims         323.7       344.7        - 6.1 
Non-current receivables     800.6       786.8        + 1.8 
Non-current assets          9,867.6     9,131.8      + 8.1 
 
Development of the Group's non-current assets 
 
Goodwill 
 
Goodwill rose by EUR 36.0 m to EUR 2,889.5 m. The increase in the carrying amount is essentially due to the acquisition 
of Transat's French tour operating business. An opposite effect was driven by the translation of goodwill not managed 
in the TUI Group's functional currency into euros. In the period under review, no adjustments were required as a result 
of impairment tests. 
 
Property, plant and equipment 
 
Property, plant and equipment increased to EUR 4,253.7 m in the period under review, primarily driven by the 
acquisition of the cruise ship Marella Discovery 2, investments in hotel facilities, down payments on aircraft orders 
and the delivery of two aircraft. Property, plant and equipment also comprised leased assets in which Group companies 
held economic ownership. At the balance sheet date, these finance leases had a carrying amount of EUR 1,158.1 m, down 
5.8 % year-on-year. 
 
Development of property, plant and equipment 
EUR million            30 Sep 2017   30 Sep 2016   Var. % 
Hotels incl. land      1,040.8       978.9         + 6.3 
Other buildings and    165.1         155.4         + 6.2 
land 
Aircraft               1,207.2       1,202.0       + 0.4 
Cruise ships           860.1         674.3         + 27.6 
Other plant, operating 361.2         335.5         + 7.7 
and ­office quipment 
Assets under           619.3         368.4         + 68.1 
construction, payments 
on accounts 
Total                  4,253.7       3,714.5       + 14.5 
 
Companies measured at equity 
 
Thirteen associated companies and 28 joint ventures were measured at equity. At EUR 1,306.2 m, their value increased by 
10.6 % year-on-year as at the balance sheet date. 
 
Structure of the Group's current assets 
EUR million                30 Sep 2017 30 Sep 2016 Var. % 
Inventories                110.2       105.2       + 4.8 
Financial assets available -           265.8       n. a. 
for sale 
Trade accounts receivable  1,583.3     1,864.7     - 15.1 
and other assets* 
Current tax assets         98.7        87.7        + 12.5 
Current receivables        1,682.0     2,218.2     - 24.2 
Cash and cash equivalents  2,516.1     2,072.9     + 21.4 
Assets held for sale       9.6         929.8       - 99.0 
Current assets             4,317.9     5,326.1     - 18.9 
 

* Incl. receivables from derivative financial instruments 
 
Development of the Group's current assets 
 
Financial assets available for sale 
 
As at 30 September 2016, the financial assets available for sale comprised the remaining interests in Hapag-Lloyd AG. 
In the financial year under review, TUI AG sold its stake in Hapag-Lloyd AG at a purchase price less costs of disposal 
of EUR 406.4 m. The resulting profit of EUR 172.4 m is carried under Financial income. 
 
Current receivables 
 
Current receivables comprise trade accounts receivable and other receivables, current income tax assets and claims from 
derivative financial instruments. At EUR 1,682.0 m, current receivables decreased by 24.2 % year-on-year. 
 
Cash and cash equivalents 
 
At EUR 2,516.1 m, cash and cash equivalents increased by 21.4 % year-on-year. 
 
Assets held for sale 
 
Assets held for sale decreased by EUR 920.2 m to EUR 9.6 m. The decline is primarily attributable to the disposal of 
Travelopia. 
 
Unrecognised assets 
 
In the course of their business operations, Group companies used assets of which they were not the economic owner 
according to the IASB rules. Most of these assets were aircraft, hotel complexes or ships for which operating leases, 
i. e. rental, lease or charter agreements, were concluded under the terms and conditions customary in the sector. 
 
Operating rental, lease and charter contracts 
EUR million                   30 Sep     30 Sep 2016 Var. % 
                              2017 
Aircraft                      1,461.1    1,886.3     - 22.5 
Hotel complexes               728.4      731.9       - 0.5 
Travel agencies               217.1      229.1       - 5.2 
Administrative buildings      233.8      271.2       - 13.8 
Ships, Yachts and motor boats 29.2       204.6       - 85.7 
Other                         107.8      114.3       - 5.7 
Total                         2,777.4    3,437.4     - 19.2 
 
Further explanations as well as the structure of the remaining terms of the financial liabilities from operating 
rental, lease and charter agreements are provided in the section Other financial liabilities in the Notes to the 
consolidated financial statements. 
 
Information on other intangible, non-recognised assets in terms of brands, customer and supplier relationships and 
organisational and process benefits is provided in the section on TUI Group Corporate Profile; relationships with 
investors and capital markets are outlined in the section TUI Share. 
 
TUI Group Corporate Profile see page 20; TUI Share from page 91 
 
Financial position of the Group 
 
Principles and goals of financial management 
 
Principles 
 
TUI Group's financial management is centrally operated by TUI AG, which acts as the Group's internal bank. Financial 
management covers all Group companies in which TUI AG directly or indirectly holds an interest of more than 50 %. It is 
based on policies covering all cash flow-oriented aspects of the Group's business activities. In the framework of a 
cross-­national division of tasks within the organisation, TUI AG has outsourced some of its financial activities to 
First Choice Holidays Finance Ltd, a British Group company. However, these financial activities are carried out on a 
coordinated and centralised basis. 
 
Goals 
 
TUI's financial management goals include ensuring sufficient liquidity for TUI AG and its subsidiaries and limiting 
financial risks from fluctuations in currencies, commodity prices and interest rates. 
 
Liquidity safeguards 
 
The Group's liquidity safeguards consist of two components: 
 
· In the course of the annual Group planning process, TUI draws up a multi-annual finance budget, from which 
long-term financing and refinancing requirements are derived. This information and financial market observation to 
identify refinancing opportunities create a basis for decision-making, enabling appropriate financing instruments for 
the long-term funding of the Company to be adopted at an early stage. 
 
· TUI uses syndicated credit facilities and bilateral bank loans as well as its liquid funds to secure sufficient 
short-term cash reserves. Through intra-Group cash pooling, the cash surpluses of individual Group companies are used 
to finance the cash requirements of other Group companies. Planning of bank transactions is based on a monthly 
rolling liquidity planning system. 
 
Limiting financial risks 
 
The Group companies operate on a worldwide scale. This gives rise to financial risks for the TUI Group, mainly from 
changes in exchange rates, commodity prices and interest rates. 
 
The key operating financial transaction risks relate to the euro, US dollar and pound sterling and changing fuel 
prices. They mainly result from cost items in foreign currencies held by individual Group companies, e. g. hotel 
sourcing, aircraft fuel and bunker oil invoices or ship handling costs. 
 
The Group has entered into derivative hedges in various foreign currencies in order to limit its exposure to risks from 
changes in exchange rates for the hedged items. Changes in commodity prices affect the TUI Group, in particular in 
procuring fuels such as aircraft fuel and bunker oil. These price risks related to fuel procurement are largely hedged 
with the aid of derivative instruments. Where price increases can be passed on to customers due to contractual 
agreements, this is also reflected in our hedging behaviour. In order to control risks related to changes in interest 
rates arising on liquidity procurement in the international money and capital markets and investments of liquid funds, 
the Group uses derivative interest hedges on a case-by-case basis as part of its interest management system. 
 
The use of derivative hedges is based on underlying transactions; the derivatives are not used for speculation 
purposes. 
 
More detailed information on hedging strategies and risk management as well as financial transactions and the scope of 
such transactions at the balance sheet date is provided in the Risk Report and the section Financial instruments in the 
Notes to the consolidated financial statements. 
 
See from page 30 and from page 209 
 
Capital structure 
 
Capital structure of the Group 
EUR million                     30 Sep 2017 30 Sep 2016 Var. % 
Non-current assets              9,867.6     9,131.8     + 8.1 
Current assets                  4,317.9     5,326.1     - 18.9 
Assets                          14,185.5    14,457.9    - 1.9 
Subscribed capital              1,501.6     1,500.7     + 0.1 
Reserves including net profit   1,438.1     1,174.4     + 22.5 
available for distribution 
Non-controlling interest        594.0       573.1       + 3.6 
Equity                          3,533.7     3,248.2     + 8.8 
Non-current financial           1,896.1     2,213.3     - 14.3 
liabilities 
Current provisions              382.6       415.4       - 7.9 
Provisions                      2,278.7     2,628.7     - 13.3 
Non-current liabilities         1,761.2     1,503.4     + 17.1 
Current financial liabilities   171.9       537.7       - 68.0 
Financial liabilities           1,933.1     2,041.1     - 5.3 
Other non-current financial     459.8       272.7       + 68.6 
­liabilities 
Other current financial         5,980.2     5,794.9     + 3.2 
­liabilities 
Other financial liabilities     6,440.0     6,067.6     + 6.1 
Debt related to assets          -           472.3       n. a. 
held for sale 
Liabilities                     14,185.5    14,457.9    - 1.9 
 
Capital ratios 
EUR million                     30 Sep 2017 30 Sep 2016 Var. % 
Non-current capital             7,650.8     7,237.6     + 5.7 
Non-current capital in relation 53.9        50.1        + 3.8* 
to balance sheet total% 
Equity ratio%                   24.9        22.5        + 2.4* 
Equity and non-current          5,294.9     4,751.6     + 11.4 
­financial liabilities 
Equity and non-current          37.3        32.9        + 4.4* 
­financial liabilities in 
relation 
to balance sheet total% 
Gearing%                        17.2        41.9        - 24.7* 
 
* Percentage points 
 
Overall, non-current capital decreased by 5.7 % to EUR 7,650.8 m. As a proportion of the balance sheet total, it 
amounted to 53.9 % (previous year 50.1 %). 
 
The equity ratio was 24.9 % (previous year 22.5 %). Equity and non-­current financial liabilities accounted for 37.3 % 
(previous year 32.9 %) of the balance sheet total at the reporting date. 
 
The gearing, i.e. the ratio of average net debt to average equity, moved to 17.2 %, down from the previous year (41.9 
%). 
 
Equity 
 
Composition of equity 
EUR million              30 Sep 2017 30 Sep 2016 Var. % 
Subscribed capital       1,501.6     1,500.7     + 0.1 
Capital reserves         4,195.0     4,192.2     + 0.1 
Revenue reserves         - 2,756.9   - 3,017.8   + 8.6 
Non-controlling interest 594.0       573.1       + 3.6 
Equity                   3,533.7     3,248.2     + 8.8 
 
Subscribed capital and the capital reserves rose slightly year-on-year. The increase of 0.1 % each was driven by the 
issue of employee shares. Revenue reserves rose by EUR 260.9 m to EUR - 2,756.9 m. Non-controlling interests accounted 
for EUR 594.0 m of equity. 
 
Provisions 
 
Provisions mainly comprise provisions for pension obligations and provisions for typical operating risks classified as 
current or non-current, depending on expected occurrence. At the balance sheet date, they accounted for a total of EUR 
2,278.7 m, up by EUR 350.0 m or 13.3 % year-on-year. 
 
Financial liabilities 
 
Composition of liabilities 
EUR million                    30 Sep 2017 30 Sep 2016 Var. % 
Bonds                          295.8       306.5       - 3.5 
Liabilites to banks            381.3       410.8       - 7.2 
Liabilites from finance leases 1,226.5     1,231.7     - 0.4 
Other financial liabilities    29.5        92.1        - 68.0 
Financial liabilities          1,933.1     2,041.1     - 5.3 
 
Structural changes in financial liabilities 
 

The Group's financial liabilities decreased by a total of EUR 108.0 m to EUR 1,933.1 m. There were no significant 
changes in the structure of liabilities. 
 
Overview of TUI's listed bonds 
 
The tables below list the maturities, nominal volumes and annual interest coupons of listed bonds. 
 
On 26 October 2016, TUI AG issued bonds with a nominal value of EUR 300.0 m with a 5-year period to maturity. On 18 
November 2016, the proceeds from this bond issuance were used to repay the five-year bond issued in September 2014 with 
a nominal value of EUR 300.0 m. 
 
Listed bonds 
Capital  Issuance     Maturity     Amount   Amount      Interest 
measures                           initial  outstanding rate 
                                   EUR      EUR million % p. a. 
                                   million 
Senior   October 2016 October 2021 300.0    300.0       2.125 
Notes 
2016 / 
21 
 
Bank loans and other liabilities from finance leases 
 
Apart from the bonds worth EUR 300.0 m, used for general corporate finan­cing, the Hotels & Resorts and Cruises 
segments, in particular, took out separate bank loans, primarily in order to finance investments by these companies. 
Most liabilities from finance lease contracts are attributable to aircraft as well as one cruise ship. 
 
More detailed information, in particular on the remaining terms, is provided under Financial liabilities in the Notes 
to the consolidated financial statements. 
 
See section on Financial liabilities in the Notes, page 202 
 
Other financial liabilities 
 
Other liabilities totalled EUR 6,440.0 m, up by EUR 372.4 m or 6.1 % year-on-year. 
 
Off-balance sheet financial instruments and key credit facilities 
 
Operating Leases 
 
The development of operating rental, leasing and charter contracts is presented in the section Net assets in the 
Management Report. 
 
See page 65 
 
More detailed explanations and information on the structure of the remaining terms of the associated financial 
liabilities are provided in the section Other financial liabilities in the Notes to the consolidated financial 
statements. There were no contingent liabilities related to special-­purpose vehicles. 
 
Syndicated credit facilities of TUI AG 
 
TUI AG signed a syndicated credit facility worth EUR 1.75 bn in September 2014. This syndicated credit facility is 
available for general corpor­ate financing purposes (in particular in the winter months). It carries a floating 
interest rate which depends on the short-term interest rate level (EURIBOR or LIBOR) and TUI's credit rating plus a 
margin. The bond was to mature in December 2020, but in the financial year under review, its maturity was extended 
ahead of the due date to July 2022. At the balance sheet date, an amount of EUR 115.9 m from this credit facility had 
been taken up in the form of bank guarantees. 
 
Bilateral guarantee facilities of TUI AG with ­insurance companies and banks 
 
TUI AG has concluded several bilateral guarantee facilities with various insurance companies with a total volume of GBP 
92.5 m and EUR 130.0 m. These guarantee facilities are required in the framework of the delivery of tourism services in 
order to ensure that Group companies are able to meet, in particular, the requirements of European oversight and 
regulatory authorities on the provision of guarantees and warranties. The guarantees granted usually have a term of 12 
to 18 months. They give rise to a commission in the form of a fixed percentage of the maximum guarantee amount. At the 
balance sheet date, an amount of GBP 32.9 m and EUR 50.0 m from these guarantee facilities had been used. 
 
TUI AG also concluded bilateral guarantee facilities with a total volume of EUR 45.0 m with banks to provide bank 
guarantees in the framework of ordinary business operations. Some of the guarantees have a term of several years. The 
guarantees granted give rise to a commission in the form of a fixed percentage of the maximum guarantee amount. At the 
balance sheet date, an amount of EUR 15.5 m from these guarantee facilities had been used. 
 
Commitments from finance leases 
 
The EUR 300.0 m bond from October 2016 and the credit and guarantee facilities of TUI AG contain a number of 
obligations. 
 
TUI AG has a duty to comply with certain financial covenants (as defined in the respective contracts) from its 
syndicated credit facility worth EUR 1.75 bn and a number of bilateral guarantee lines. These require (a) compliance 
with an EBITDAR-to-net interest expense ratio measuring TUI Group's relative charge from the interest result and the 
lease and rental expenses; and (b) compliance with a net debt-to-EBITDA ratio, calculating TUI Group's relative charge 
from financial liabilities. The EBITDAR-to-net interest expense ratio must have a coverage multiple of at least 1.5; 
net debt must not exceed 3.0 times EBITDA. The financial covenants are determined every six months. They restrict, 
inter alia, TUI's scope for encumbering or selling assets, acquiring other companies or shareholdings, or effecting 
mergers. 
 
The bond worth EUR 300.0 m from October 2016 and the credit and guarantee facilities of TUI AG also contain additional 
contractual clauses typical of financing instruments of this type. Non-compliance with these obligations awards the 
lenders the right to call in the facilities or terminate the financing schemes for immediate repayment. 
 
Ratings by Standard & Poor's und Moody's 
 
TUI AG ratings 
         2012   2013    2014    2015    2016    2017    Outlook 
Standard B -    B       B+      BB-     BB-     BB      stable 
& Poor's 
Moody's  B3     B3      B2      Ba3     Ba2     Ba2     stable 
 
In the light of improved metrics and a resilient business profile, Standard & Poor's upgraded the corporate rating from 
'BB-' to 'BB' in February 2017. 
 
TUI AG's bonds worth EUR 300.0 m from October 2016 are assigned a 'BB' rating by Standard & Poor's and a 'Ba2' rating 
by Moody's. TUI AG's syndicated credit facility worth EUR 1.75 bn is assigned a 'BB' rating by Standard & Poor's. 
 
Financial stability targets 
 
TUI considers a stable credit rating to be a prerequisite for the further development of the business. In response to 
the structural improvements resulting from the merger between TUI AG and TUI Travel and the operating performance 
observed over the past few years and the strengthening of the business model despite a challenging environment, 
Standard & Poor's lifted their TUI ratings. We are seeking further improvements in the rating so as to ensure better 
access to the debt capital markets even in difficult macroeconomic situations, apart from achieving better financing 
terms and conditions. The financial stability ratios we have defined are leverage ratio and coverage ratio, based on 
the following basic definitions: 
 
Leverage ratio = (gross financial liabilities + discounted value of financial commitments from lease, rental and 
leasing agreements + pension provisions and similar obligations) / (reported EBITDA + long-term leasing and rental 
expenses) 
 
Coverage ratio = (reported EBITDA + long-term leasing and rental expenses) / (net interest expense + ? of long-term 
leasing and rental expenses) 
 
These basic definitions are subject to specific adjustments in order to reflect current circumstances. For the 
completed financial year, the ­leverage ratio was 2.5(x), while the coverage ratio was 6.1(x). We aim to achieve a 
leverage ratio 3.00(x) to 2.25(x) and a coverage ratio 5.75(x) to 6.75(x) for financial year 2018. 
 
Interest and financing environment 
 
In the period under review, short-term interest rates remained at an extremely low level compared with historical 
rates. In some currency areas, the interest rate was even negative, with corresponding impacts on returns from money 
market investments but also on reference interest rates for floating-rate debt. 
 
Quoted credit margins (CDS levels) for corporates in the sub-investment trade area remained almost flat year-on-year. 
On overall weak demand for CDS titles, quotations were on a very low level for TUI AG. Refinancing options were 
available against the backdrop of the receptive capital market environment, and TUI AG took advantage of this in 
October 2016 by issuing bonds worth EUR 300.0 m. 
 
In the period under review, TUI also took advantage of the sound condition of the syndicated credit market in order to 
extend the maturity of TUI AG's syndicated credit facility worth EUR 1.75 bn to July 2022 ahead of the due date. 
 
In addition to the bond issue of EUR 300.0 m refinancings of aircrafts in the completed financial year included one new 
Boeing B787-9 aircraft by means of finance lease based on a sale-and-lease-back agreement and one used Boeing B737-800 
aircraft with a bank loan. 
 
Liquidity analysis 
 
Liquidity reserve 
 
In the completed financial year, the TUI Group's solvency was secured at all times by means of cash inflows from 
operating activities, liquid funds, and bilateral and syndicated credit agreements with banks. 
 
At the balance sheet date, TUI AG, the parent company of TUI Group, held cash and cash equivalents worth EUR 1,039.0 m. 
 
Restrictions of the transfer of liquid funds 
 
At the balance sheet date, there were restrictions worth around EUR 0.3 bn on the transfer of liquid funds within the 
Group that might significantly impact the Group's liquidity, such as restrictions on capital movements and restrictions 
due to credit agreements concluded. 
 
Change of control 
 
Significant agreements taking effect in the event of a change of control due to a takeover bid are outlined in the 
chapter on Information required under takeover law. 
 
See chapter Information required under takeover law 
 
Cash flow statement 
 
Summary cash flow statement 
EUR million                              2017        2016 
Net cash inflow from operating           + 1,583.1   + 1,034.7 
activities 
Net cash out- / inflow from investing    - 687.7     + 239.0 
activities 
Net cash outflow from financing          - 733.8     - 662.1 
activities 

Change in cash and cash equivalents with + 161.6     + 611.6 
cash effects 
 
The cash flow statement shows the flow of cash and cash equivalents with cash inflows and outflows presented separately 
for operating, investing and financing activities. The effects of changes in the group of consolidated companies are 
eliminated. 
 
Net cash inflow from operating activities 
 
In the financial year under review, the cash inflow from operating activities amounted to EUR 1,583.1 m (previous year 
EUR 1,034.7 m). The year-on-year increase was mainly driven by the positive operating performance and improvements in 
the working capital as well as the one-off payment to pension funds in the UK effected in the prior year. 
 
Net cash outflow/inflow from investing activities 
 
In the financial year under review, the cash outflow from investing activities including the payments received for the 
sale of Travelopia Group and the remaining shares in Hapag-Lloyd AG totalled EUR 687.7 m (previous year cash inflow of 
EUR 239.0 m). The cash outflow for capital expenditure related to property, plant and equipment and financial 
investments amounted to EUR 1,171.6 m. The cash inflow from the sale of the stake in Hapag-Lloyd AG amounted to EUR 
406.4 m. The cash outflow for capital expenditure related to property, plant and equipment and intangible assets and 
the cash inflow for corresponding sales do not match the additions and disposals shown in the development of fixed 
assets, as these also include the non-cash investments and disposals. 
 
Net cash outflow from financing activities 
 
In the period under review, the cash outflow from financing activities increased by EUR 71.7 m year-on-year to EUR 
733.8 m. 
 
In October 2016, TUI AG recorded a cash inflow worth EUR 294.9 m from the issue of bonds. Other TUI Group companies 
took out financial liabilities worth EUR 34.9 m. In the completed financial year, a cash outflow of EUR 306.8 m was 
recorded for the redemption of a bond originally maturing on 1 October 2019, cancelled by TUI AG. Further material cash 
outflows resulted from the redemption of financing lease obligations (EUR 97.8 m) and other financial liabilities (EUR 
108.8 m) as well as interest payments (74.8 m) and dividend payments to TUI AG shareholders (368.2 m) and minority 
shareholders (EUR 88.6 m). 
 
Change in cash and cash equivalents 
EUR million                        2017           2016 
Cash and cash equivalents at the   + 2,403.6      + 1,682.2 
beginning of period 
Changes due to changes in exchange - 49.1         + 105.8 
rates 
Change in cash and cash            -              + 4.0 
equivalents due 
to changes in the group of 
consolidated ­companies 
Cash changes                       + 161.6        + 611.6 
Cash and cash equivalents at the   + 2,516.1      + 2,403.6 
end 
of period 
 
Cash and cash equivalents comprise all liquid funds, i.e. cash in hand, bank balances and cheques. 
 
The detailed cash flow statement and additional explanations are provided in the consolidated financial statements and 
in the section Notes to the cash flow statement in the Notes to the consolidated financial statements. 
 
See page 140 and 223 
 
Analysis of investments 
 
The development of fixed assets, including property, plant and equipment, intangible assets and shareholdings and other 
investments is presented in the section on Net assets in the Management Report. Additional explanatory information is 
provided in the Notes to the consolidated financial statements. 
 
Additions to property, plant and equipment 
 
The table below lists the cash investments in intangible assets and property, plant and equipment. This indicator does 
not include financing processes such as the taking out of loans and finance leases. 
 
Net capex and investments 
EUR million                           2017     2016     Var. % 
Cash gross capex 
Hotels & Resorts                      223.0    262.3    - 15.0 
Cruises                               281.4    45.6     + 517.1 
Source Markets                        111.8    93.7     + 19.3 
Northern Region                       58.5     51.5     + 13.6 
Central Region                        22.3     20.6     + 8.3 
Western Region                        31.0     21.6     + 43.5 
Other Tourism                         115.2    101.0    + 14.1 
Tourism                               731.4    502.6    + 45.5 
All other segments                    41.2     20.8     + 98.1 
TUI Group                             772.6    523.4    + 47.6 
Discontinued operations               28.6     82.2     - 65.2 
Total                                 801.2    605.6    + 32.3 
Net pre delivery payments on aircraft 202.5    48.7     + 315.8 
Financial investments                 122.6    75.7     + 62.0 
Divestments (without proceeds from    - 54.4   - 95.2   + 42.9 
Hotelbeds sale) 
Net capex and investments             1,071.9  634.8    + 68.9 
 
Investments in other intangible assets and property, plant and equipment totalled EUR 801.2 m in the period under 
review, up 32.3 % year-on-year. 
 
In the period under review, investments mainly related to the acquisition and renovation of Marella Discovery 2, the 
construction of hotels, in particular in the Caribbean, Mexico and the Mediterranean, the launch and harmonisation of 
IT platforms and down payments on ordered aircraft. Investments were also effected for renovation and maintenance in 
all areas. 
 
The table below shows a reconciliation of investments to additions to TUI Group's other intangible assets and property, 
plant and equipment. 
 
Reconciliation of capital expenditure 
EUR million                        2017           2016 
Capital expenditure                801.2          605.6 
Debt financed investments          136.0          315.5 
Finance lease                      247.8          91.8 
Additions to the group of          - 28.6         - 20.6 
consolidated ­companies 
Additions to discontinued          3.5            - 
operations 
Additions to other intangible      1,159.9        992.3 
assets and property, plant and 
equipment 
 
Amortisation (+) / write-backs (-) of other 
intangible assets and depreciation (+) / 
write-backs (-) of property, plant and equipment 
and current assets 
EUR million             2017      2016      Var. % 
Hotels & Resorts        130.8     95.0      + 37.7 
Cruises                 57.3      45.9      + 24.8 
Source Markets          111.9     115.7     - 3.3 
Northern Region         69.0      67.6      + 2.1 
Central Region          20.3      22.3      - 9.0 
Western Region          22.6      25.8      - 12.4 
Other Tourism           86.6      61.1      + 41.7 
Tourism                 386.6     317.7     + 21.7 
All other segments      77.8      89.3      - 12.9 
TUI Group               464.4     407.0     + 14.1 
Discontinued operations -         70.9      n. a. 
Total                   464.4     477.9     - 2.8 
 
Investment obligations 
 
Order commitments 
 
Due to agreements concluded in financial year 2017 or in prior years, order commitments for investments totalled EUR 
4,164.5 m; this total includes an amount of EUR 733.0 m for scheduled deliveries in financial year 2018. 
 
At the balance sheet date, order commitments for aircraft comprised 74 planes (four B787s and 70 B737s), to be 
delivered by the end of financial year 2023. Delivery of seven aircraft (five B737 Max and two B787-9s) has been 
scheduled for financial year 2018. 
 
More detailed information is provided in the section Other financial liabilities in the Notes to the consolidated 
financial statements. 
 
Non-financial Group 
declaration 
 
pursuant to the CSR Directive Implementation Act 
 
For TUI Group, economic, environmental and social sustainability is a fundamental management principle and a 
cornerstone of our strategy for continually enhancing the value of our Company. This is the way we create the 
conditions for long-term economic success and assume responsibility for sustainable development in the tourism sector. 
 
In the following section we report on sustainability issues which support better understanding of our business's 
operations, context and future development, in line with recent CSR reporting legislation. In compliance with Section 
315b, paragraph 1, clause 3 German Commercial Code (HGB) we also refer to relevant aspects of non-financial disclosure 
found in other parts of the Group management report. 
 
In particular, we report on our risk management system and principles risks linked with our business activities, 
business relations and services in our Risk Report from page 30 on. 
 
This non-financial Group statement has been reviewed by the Supervis­ory Board with regard to aspects of legality, 
regularity and relevance. 
 
Our reporting covers the United Nations Global Compact principles and we have also started to review our activities 
against the United Nations Sustainable Development Goals (SDGs). The goals are a helpful 'big ­picture' way to view our 
impact and the contributions we make to a better world. 
 
Sustainability reporting methodology document: 
www.tuigroup.com/en-en/sustainability/reporting-downloads 
 
Business model 
 
TUI Group's business model as defined in HGB section 289b is outlined from page 20 in this report. 
 
Sustainability strategy and implementation 
 
Our 'Better Holidays, Better World' 2015 - 2020 strategy is built around the following core pillars: 
 
· Step Lightly, where we commit to operate the most carbon-efficient airlines in Europe and cut the carbon intensity 
of our operations by 10 % by 2020. 
 
· Make a Difference, where we commit to deliver 10 million 'greener and fairer'* holidays per year by 2020, enabling 
more local people to share in the benefits of tourism. 
 
· Lead the Way, where we commit to invest EUR 10 m per year by 2020, to support good causes and enhance the positive 
impacts of tourism, using the TUI Care Foundation to support this work. 
 
· Care More, where we commit to achieve a colleague engagement score of over 80. 
 

* Measured by the number of customers we take to hotels with credible sustainability ­certification - defined as those 
recognised or approved by the Global Sustainable Tourism Council (GSTC). 
 
Materiality 
 
TUI Group carried out a formal materiality assessment as part of developing the Better Holidays, Better World 2015 - 
2020 strategy. Using qualitative and quantitative methods, the business invited feedback from a wide range of 
stakeholders on the issues shown in the matrix below. In addition to detailed interviews with top-tier stakeholders, 
the process included a shorter feedback mechanism asking participants from five European markets to prioritise from a 
list of 24 material issues. 
 
Managing Sustainability 
 
TUI Group has an experienced team of sustainability professionals, working in close collaboration with senior 
management at Group and at divisional level to help ensure that TUI's business and sustainability strategies are 
aligned. Our sustainability colleagues' role is to drive uptake of more sustainable business practices across the TUI 
Group and along its supply chain, and to advise the TUI Care Foundation on destin­ation project proposals and 
implementation. 
 
Sustainability indices 
 
TUI AG is represented in the sustainability indexes FTSE4Good, STOXX Global ESG Leaders Index and on the Ethibel 
Investment Register. In 2017 TUI was included in the RobecoSam Sustainability Yearbook with a 'Gold Class' distinction. 
TUI AG has been recognised as a Leader by CDP Climate Change for implementing current best practices on climate change 
issues. 
 
The environment 
 
Respecting the environment in our products, services and processes is an essential feature of our quality standards. We 
place priority on climate protection and resource efficiency. Conserving natural resources and mitigating negative 
environmental impacts is not only of interest to our business but also to the future success of travel and tourism. 
 
We face additional environmental challenges at a local level. Fresh water, for example, is likely to become 
increasingly scarce in the coming years in some destinations - and the waste generated by tourism needs to be managed 
to ensure it does not create a problem for destinations. 
 
As a company with a substantial carbon footprint - a total of 7,556,457 tonnes of carbon dioxide in 2017 - we 
acknowledge the necessity to transition to a lower carbon economy and we will continue to strive to reduce the carbon 
intensity of our operations. In the long term, combating climate change will be critical for our industry as a whole. 
We need to continue to sell quality holiday experiences, which rely on beautiful and biodiverse destinations, thriving 
communities and stable weather systems. All of these are threatened by climate change. 
 
Carbon dioxide emissions (CO2) 
tons                   2017      2016      Var. % 
Airlines & Aviation    6,115,492 5,842,427 + 4.7 
Hotels                 507,230   510,719   - 0.7 
Cruises                815,582   686,791   + 18.8 
Major Premises / Shops 29,511    32,617    - 9.5 
Ground Transport       15,388    17,751    - 13.3 
Scope 3 (Other)        73,254    71,713    + 2.1 
Group                  7,556,457 7,162,018 + 5.5 
 
In financial year 2017, TUI Group's total emissions increased year-on-year in absolute terms, primarly due to growth in 
its airline and aviation segment. The increase in absolute carbon emissions in Cruises of 18.8 % is mainly driven by 
launching additional vessels - Mein Schiff 6 (operated by TUI Cruises) and Marella Discovery 2 (operated by Marella 
Cruises, former Thomson Cruises). Furthermore the vessels Mein Schiff 5 and Marella Discovery were included for the 
full financial year. 
 
Emissions from offices and retail shops declined, due energy efficiencies, restructuring and divestment. Ground 
transport emissions declined significantly, driven by more efficient energy use and divestment in the specialist 
businesses. 
 
Energy usage by business area 
MWh                    2017 
Airlines & Aviation    24,940,489 
Hotels                 1,420,438 
Cruises                3,077,062 
Major premises / shops 91,422 
Ground transport       61,697 
Total                  29,591,108 
 
To expand the scope of TUI's environmental reporting we have included a breakdown of energy usage by business area. 
Airlines and Aviation represents more than 84 % of the total energy used. 
 
Our carbon management programme covers aviation, hotels, cruise, offices, retail shops and ground transport emissions. 
 
· Our headline goal: We will operate Europe's most carbon-efficient airlines and reduce the carbon intensity of our 
operations by 10 % by 2020. 
 
Climate protection and resource efficiency 
by TUI Airlines 
 
We already operate one of Europe's most carbon-efficient airlines and we aim to continuously improve. In the atmosfair 
Airline Index 2017 TUI Airways (former Thomson Airways) and TUIfly Germany ranked #1 and #2 most efficient charter 
airlines. 
 
TUI Airlines have numerous measures in place to further enhance carbon efficiency. Apart from the continuous renewal of 
our aircraft fleet, we have implemented the following measures to support our efficiency goals: 
 
· Process optimisation, e. g. single-engine taxing in and out, acceleration altitude reduction and wind uplinks 
 
· Weight reduction, e. g. introduction of carbon brakes and water uplift optimisation 
 
· Flight planning optimisation, e. g. Alternate Distance Optimisation and Minimum Fuel Optimisation 
 
· Implementation of fuel management system to improve fuel analysis, identify further opportunities and track savings 
 
TUI's airlines play a pioneering role in introducing environmental management systems based on the internationally 
recognised ISO 14001 standard. In the period under review, each of our five tour operator airlines and hence 95 % of 
our aircraft achieved ISO 14001 certification. 
 
TUI Aviation Environment & Fuel Team is responsible for an alignment of the fuel and environment practices and 
activities, integrating them into a single TUI Airlines operating policy, procedures and performance tools. The team 
drives best practice in fuel and environment management, providing end-to-end delivery of initiatives and projects in 
order to deliver the TUI Group sustainability objectives. 
 
TUI Airlines - Fuel consumption and CO2 emissions 
                             2017        2016        Var. % 
Specific fuel  l / 100 rpk*  2.65        2.65        - 0.1 
consumption 
Carbon dioxide t             5,571,719   5,277,065   + 5.6 
(CO2) - total 
Carbon dioxide kg / 100 rpk* 6.67        6.68        - 0.1 
(CO2) - 
specific 
 
* rpk=revenue passenger kilometer 
 
TUI Airlines - Carbon intensity 
                        2017     2016     Var. %   g CO2e / rpk* 
TUI        g CO2 / rpk* 66.7     66.8     - 0.1    67.4 
Airline 
fleet 
Corsair    g CO2 / rpk* 84.3     82.4     + 2.3    85.1 
Internatio 
nal 
TUI        g CO2 / rpk* 63.4     63.8     - 0.6    64.0 
Airways 
TUIfly     g CO2 / rpk* 71.5     71.4     + 0.1    72.2 
Belgium 
TUIfly     g CO2 / rpk* 63.5     64.4     - 1.4    64.1 
Germany 
TUIfly     g CO2 / rpk* 65.2     64.1     + 1.7    65.9 
Netherland 
s 
TUIfly     g CO2 / rpk* 61.3     61.4     - 0.2    62.0 
Nordic 
 
* rpk=revenue passenger kilometer 
 
We have requested PwC Netherlands to provide assurance on the carbon intensity metrics displayed in the table 'TUI 
Airlines - Carbon Intensity' above. To read our airline carbon data methodology document and PwC's Assurance report in 
full, please visit www.tuigroup.com/en-en/sustainability/reporting-downloads 
 
Relative carbon emissions across our airlines decreased by 0.1 % in the financial year 2017. As a scheduled longhaul 
operator Corsair International's payload consists of both passengers and cargo. Cargo transportation results in higher 
fuel burn and carbon emissions as is reflected in Corsair's carbon intensity performance. 
 
To enhance the information content, specific emissions are also shown in the form of CO2 equivalents (CO2e). Apart from 
carbon dioxide (CO2), they include the other five greenhouse gases impacting the climate as listed in the Kyoto 
Protocol: methane (CH4), nitrous oxide (N2O), hydro-­fluorocarbons (HFCs), perfluorocarbons (PFCs) and Sulphur 
hexafluoride (SF6). 
 
Climate protection and resource management 
in Cruises 
 
In 2017, TUI Cruises launched Mein Schiff 6. The newbuild ships in the fleet save fuel through a combination of the 
latest technologies. A smart energy management system, efficient air conditioning, innovative lighting controls and the 
use of waste heat from the engines all contributeto a significantly reduced carbon footprint. 
 
TUI Cruises Environment Report: 
www.tuicruises.com/nachhaltigkeit/­umweltbericht/ 
 
Sulphur emissions from the newbuilds in the fleet are also up to 99 % lower thanks to new systems that treat exhaust 
fumes before releasing them. Moreover, the average sulphur content of fuel was considerably reduced year-on-year. In 
the period under review, it stood at 1.25 %. 
 
The ships are fitted with advanced emission purification systems, which operate around the clock worldwide - not only 
in the designated special emission control areas of the North and Baltic Seas, the English Channel and North America 
but also in the other areas that TUI Cruises travels to, such as the Mediterranean, Orient, Caribbean and Central 
America. 
 
In financial year 2017, TUI Cruises focussed on the issue of food waste through the launch of a project supported by 
the industry initiative Futouris entitled 'Reduction of food waste on cruise ships'. The aim of the pilot project is to 
make efforts to tackle the amount of food waste within the cruise industry. During the project the causes of food waste 
on board the TUI Cruises fleet will be identified and processes relevant for reducing food waste will be optimised. 
 
Hapag-Lloyd Cruises continues to equip its vessels with new zodiacs. These motor-driven rubber boats are equipped with 

Torqueedo electric motors in order to reduce air and noise emissions. Hapag-Lloyd Cruises is the first provider of 
expedition cruises to use this environmentally friendly technology. All Hapag-Lloyd Cruises ships have Tributyltin-free 
underwater coatings, seawater desalination systems for water treatment purposes as well as a biological sewage 
treatment system for wastewater. Waste is separated on board in an environmentally-friendly manner prior to disposal on 
land by specialized companies in accordance with international regulations (MARPOL). 
 
Marella Cruises (former Thomson Cruises) has introduced a range of more efficient procedures and technology including 
single engine running, or drifting on passage, where speeds allow; so that the engines can run at their most efficient 
speed and installing new equipment on board, from the laundry to air conditioning plant - cutting the demand for energy 
produced by the ship. In the financial year 2017 the vessel Marella Dream retrofitted digital engine lubricating oil 
control units which lead to a decrease of 20 % lubricating oil consumption. 
 
Cruises - carbon intensity 
                                2017     2016     Var. % 
kg CO2 / Cruise passenger night 108.0    109.6    - 1.5 
 
In financial year 2017, relative carbon emissions in Cruises decreased by 1.5 % mainly driven by the on-going 
re-fleeting programme, more efficient energy use and technological improvements. 
 
To expand the scope of TUI's environmental reporting in Cruises we included waste and water KPIs for the period under 
review. Per Cruise passenger night 14.7 litres of waste were measured and 161.8 litres of fresh water consumed. 
 
Climate protection and resource management 
by hotels 
 
Together with our hotel partners we constantly work on improving our sustainability performance. We have found that our 
most sustainably-­managed hotels deliver higher quality and customer satisfaction. 
 
We have included a sustainability clause in contracts with our accommodation suppliers outlining minimum expectations 
and the requirement to work towards credible sustainability certification recognised by the Global Sustainable Tourism 
Council (GSTC). TUI is supporting its hotel partners by providing guidance and testing online tools to enable our hotel 
partners to prepare for certifications. 
 
TUI hotels were involved in numerous sustainability projects and initiatives in 2017 including the following: 
 
In March 2017 the 'Il Castelfalfi - TUI Blue Selection' was opened in Tuscany - regenerating the historic Tuscan estate 
of Castelfalfi keeping as much of the original architecture as possible while introducing modern systems and 
technologies. The resort has installed a biomass plant, which will consume about 3.5 tonnes of biomass each year from 
the hotel and its grounds and is expected to reduce fuel requirements by 95 %, making the resort practically 
self-sufficient with only a small reserve of fuel kept for emergencies. 
 
TUI's Product & Purchasing team carried out a full review of two reconstructed and refurbished units in Croatia. The 
aim was to understand how environmental and social sustainability considerations can be incorporated during planning, 
design, build and launch phases of refurbishment and newbuild projects as well as ongoing operations. The work 
identified best practices to share with other accommodation partners and highlighted areas for improvement in all 
future new-build or refurbishment projects. 
 
Hotels - carbon intensity 
                     2017     2016     Var. % 
kg CO2 / guest night 9.4      10.1     - 6.3 
 
Relative carbon emissions across our TUI Hotels & Resorts and Inter­national Concepts decreased by 6.3 % due to a focus 
on effciency measures. 
 
Effective waste management aims to conserve resources and reduce environmental impacts and costs through recycling 
practices. Our owned and partner hotels implement various measures to reduce waste, for example through a stronger 
focus on local procurement and reducing packaging via buying in bulk. Per guest night 2.3 kg of waste were measured in 
financial year 2017. 
 
Hotels - relative water consumption* 
                2017        2016        Var. % 
l / guest night 531         544         - 2.3 
 
* Includes water for domestic, pool and irrigation purposes 
 
Water is one of the most precious resources in the world. Beyond measures to control usage, hotels are finding 
innovative ways to address fresh water supply problems. For instance, desalination projects can make a big impact in 
destinations where they are in operation. 
 
Social issues and destination collaboration 
 
Tourism can be a real force for good, generating the transfer of wealth, promoting cultural understanding and 
tolerance. But we know that travel and tourism can also have unintended negative consequences. 
 
We rely on thriving communities to welcome our customers in destin­ations. That means it's important that the benefits 
of tourism reach the local community, in the form of jobs and educational opportunities and human rights are protected 
along our value chain. 
 
· Our headline goal: We will deliver 10 m 'greener and fairer' holidays a year by 2020, enabling more local people to 
share in the benefits of tourism 
 
One of our key areas of focus is the hotel - the largest component of the holiday experience. Our expectation of hotels 
that work with us is that they will commit to social and environmental good practice. 
 
Certification is central to our commitment to offer 'greener and fairer' holidays. It is a credible way of showing 
whether our hotels go further than others when it comes to social and environmental issues. We encourage our hotels to 
aim for certification that is GSTC (Global Sustainable Tourism Council) recognised and we are strong supporters of the 
certification programme Travelife. 
 
TUI Collection is a set of exclusive excursions that have been developed by TUI and tailored to give customers a true 
taste of the destination. They were launched in 2014 and are now offered by the majority of our tour operators. Each 
excursion in the Collection must be exclusive to TUI and meet specific criteria for sustainability, showing that it is 
bringing benefit to local people and minimising its impact on the environment. Our customers went on 1,024,000 TUI 
Collection excursions in financial year 2017, up 21 % on 2016. 
 
Greener and fairer holidays 
                                     2017      2016     Var. % 
Number of customer (millions)        8.3       6.3      + 31.1 
staying at accommodations certified 
to GSTC-recognised standard 
Number of hotels certified to        1,220     1,170    + 4.3 
GSTC-recognised standard 
% of hotels certified to             76        74       + 2* 
GSTC-recognised standard (TUI 
Hotels) 
Number of TUI Collection ­excursions 1,024,000 846,000  + 21.07 
 
* Variance is given in percentage points 
 
In financial year 2017, the number of customers staying in a hotel which is certified according to a GSTC recognised 
standard increased by 31.1 % to 8.3 Mio. This increase reflects improved and adjusted reporting processes, including 
the consolidation of Riu's customer numbers from non-TUI tourism businesses, as well as the increase in the number of 
accommodation suppliers who achieved certification to GSTC-recognised standards, by 4.3 % to 1,220 hotels. 
 
Dialogue 
 
Stakeholders in destinations have a significant role to play in sustainable tourism management. We work closely with 
communities, local and national governments, non-governmental organisations and trade associations to support the 
sustainable management of destinations. 
 
TUI Care Foundation 
 
We are involved in projects all around the world that support communities and reduce negative environmental impacts. 
Where we can, we focus on those destinations where we send the most customers and where we believe we can make the 
greatest difference. 
 
· Our headline goal: We will invest EUR 10 m per year by 2020, to support good causes and enhance the positive 
impacts of tourism, using the TUI Care Foundation to support this work 
 
Read more about TUI Care Foundation in the Magazine, page 54 / 55 and on www.tuicarefoundation.com 
 
Within the financial year 2017 the independent TUI Care Foundation has evolved its broader commitments and collaborated 
with destinations in three specific areas: education and training initiatives for young people; protection of the 
natural environment; and sustainable livelihoods in thriving destinations where local communities can benefit from 
tourism. 
 
Multi-stakeholder destination projects 
 
During the last year, TUI Care Foundation through its implementation partners has engaged with several community 
programmes in holiday destinations such as Croatia and Cape Verde. 
 
Tourism in Croatia is growing rapidly and accounts for more than one-fifth of annual GDP. To support the sustainable 
growth of tourism in Croatia, TUI became part of a local stakeholder project that brought together the Travel 
Foundation (a TUI Care Foundation partner), local residents and industry partners in the Split-Dalmatia county, where 
two refurbished four-star hotels have opened for Western European tourists. To address local stakeholder concerns about 
the impact of redevelopment, a training programme was run to help 20 local businesses benefit from the opportunity (of 
which the majority have made changes to their products to meet hotel customer expectations). TUI colleagues 
participated in this project and further opportunities to align the hotels with local community needs are being 
explored. 
 
In Cape Verde, tourism is extremely important to the economy, employing 38 % of the working population and accounting 
for 40 % of GDP. With rapid growth, however, comes a challenge to protect the environment, ensure that local businesses 
and communities can benefit from tourism and help local entrepreneurs and craftspeople to offer authentic excursions 

and handicrafts to the influx of new guests. A Destination Council was set up in 2013 by the Travel Foundation with the 
support of TUI, to allow organisations to work together to better manage tourism's impacts. TUI Care Foundation is now 
supporting specific projects relating to water, waste, clean beaches and local crafts. 
 
Empowering youth in Morocco 
 
To generate future opportunities for young Moroccans and promote a green way of mobility, TUI Care Foundation and Dutch 
NGO Pikala joined forces in 2017. Pikala are working to train 90 young Moroccans to become bike tour guides in their 
home city, to gain in-depth knowledge of bike mechanics and learn the basics of how to run their own bike tour business 
eventually. During the project 36 of the participants will be employed and a special focus will be put on including 
young women in the program. 
 
Investments into projects and good causes 
EUR million               2017         2016         Var. % 
Amount raised for         7.3          6.6          + 10.0 
sustainability projects / 
good causes 
 
The amount raised for sustainability projects and good causes reached EUR 7.3 million in financial year 2017, an 
increase by 10.0 %. This increase is largely due to the consolidation of Riu's charitable contributions into our 
reported figures in financial year 2017. 
 
Human Rights 
 
TUI Group respects all internationally proclaimed human rights as speci­fied in the International Bill of Human Rights 
and expects the same of our suppliers and business partners. Modern slavery and its components of forced labour and 
human trafficking are of particular concern given their egregious nature and increasing prevalence. 
 
Modern Slavery Act Statement on 
http://www.tuigroup.com/en-en/sustainability/msa 
 
In accordance with applicable law, conventions and regulation TUI is committed to respecting human rights throughout 
its worldwide operations. We have a number of policies and initiatives in place to monitor, identify, mitigate and 
prevent human rights impacts in line with the UNGuiding Principles on Business and Human Rights, and will take remedial 
action where necessary. 
 
In September 2014, TUI signed up to the UN Global Compact, committing the Group to 10 universally accepted principles 
in the areas of human rights, labour, environment and anticorruption. In 2012, TUI signed the UN World Tourism 
Organisation's (UNWTO) Global Code of Ethics- further underlining our commitment to respecting human rights. 
 
We have established a working group on human rights, drawing on senior management from major departments across our 
business to help with the continuous process of analysing potential human rights risks. In April 2017 TUI Group 
published the 'Modern Slavery Act Statement', under the requirement of UK law. 
 
Codes of conduct and supply chain 
 
The employee Code of Conduct commits us to respect and observe human rights. TUI Group employees are also encouraged to 
report any wrongdoing to the 'Speak Up' Line. All employees wherever they are in the world have access to a 
confidential reporting channel which allows them to report concerns about illegal or unethical behaviour directly to a 
group function free from reprisal. Employees are specifically encouraged to report concerns about, among other things, 
potential human rights issues. Group Legal Compliance closely monitors the hotline and ensures ongoing employee 
awareness through e-mails, newsletter updates, websites, e-learning and posters in prominent areas. 
 
Our Supplier Code of Conduct sets out the minimum standards that we expect from suppliers and their employees, 
sub-contractors, agents and subsidiaries when working on our behalf. Among other things the code includes guidance on 
human rights and labour laws, bribery and corruption, environmental impacts and support for local communities. TUI was 
the first major player in the Travel and Tourism sector to introduce supplier codes of conduct in order to mandate 
standards and stipulate requirements of third party business partners, ensuring their alignment to TUI's expectations 
for responsible and ethical business practices. 
 
The TUI Supplier Code of Conduct prohibits the use of forced and involuntary labour and requires that suppliers do not: 
 
· employ anyone against their will; 
 
· traffic in persons or use any form of slave, forced or bonded labour; 
 
· require workers to surrender any government-issued identification, passports, or work permits as a condition of 
employment; or 
 
· require workers to undergo excessive indebted labour: that is, where workers are required to pay a fee in 
connection with obtaining employment, expenses associated with recruitment, processing, or placement of both direct 
and contract workers, Suppliers shall be responsible for payment of fees and expenses in excess of an affordable 
portion of a worker's salary (a guide being one month of the worker's anticipated net wages). 
 
The Code also provides detail on the following areas; general rights of workers, child labour, child protection from 
sexual exploitation, trafficking, anti-discrimination, working times and remuneration. 
 
The TUI tour operating businesses have incorporated environmental and social requirements into contracts for our 
biggest supplier group - accommodation partners - Sustainability Requirements for Accommodation Suppliers. We have 
reviewed these requirements to make sure that they adequately cover human rights, in particular forced labour and human 
trafficking. These requirements are also outlined in our agreements with contracted Destination Management Companies. 
We are currently in the process of adapting these requirements for other areas of our procurement. 
 
We also require our hotel suppliers to implement credible sustainability 3rd party certifications recognised or 
approved by the Global Sustainable Tourism Council (GSTC). Schemes approved and / or recognised by GSTC mandate the 
highest standards of human rights, child protection and social welfare in the tourism industry. 
 
Travelife is the certification body we work most closely with and we were involved in developing new, stricter 
criteria. One of the revisions has been the inclusion of the principles of the Ethical Trading Base Code to strengthen 
the human rights components of the audit process, including modern slavery aspects. 
 
For more information on certified hotels see page 79 
 
Child protection training 
 
We conduct regular child protection training for colleagues working for TUI Destination Services to ensure they 
understand child protection and how to react and proceed when an incident occurs. We are in the process of training 
specific groups of colleagues about human rights and modern slavery, such as holiday representatives and purchasers 
working in high risk destinations. 
 
Child protection training 
                                              2017 
Colleagues trained on child protection issues 2,585 
 
All TUI Airways (former Thomson Airways) crew receive Vulnerable ­Children & Trafficking Training during their 
inductions, where they learn about how to spot trafficking and what to do. Other TUI airlines are planning to roll out 
similar trainings. 
 
Our employees 
 
Qualified and engaged employees are a major prerequisite for TUI's long-term success. One of the key elements of our 
global HR strategy, therefore, is to attract and promote people with talent and to retain them by offering attractive 
employment conditions. 
 
It is our staff who breathe life into our corporate values 'Trusted', 'Unique' and 'Inspiring'. Alongside our vision 
and our customer promise, they form the basis for our attitudes and actions. In the completed financial year, we 
implemented a number of measures to embed our corporate values further in our day-to-day activities. 
 
Starting in the completed financial year, HR has been a fixed component and strategic pillar of TUI Group's 
sustainability strategy. Under the heading 'Better Holidays, Better World', TUI's sustainability efforts comprise four 
major ambitions: Beside 'step lightly', 'make a difference' and 'lead the way' now 'care more' is included. 
 
Our strategic key areas in HR were already defined last year. In the period under review, TUI continued to work 
consistently towards implementing them. 15 strategic projects were initiated within the five key areas (Engagement, 
Leadership, People Development, Organisational Effectiveness and HR Function Development), including oneShare, Employer 
Branding, Diversity@TUI, TUIgether and Global 60. So that we can measure the progress and success of these projects 
going forward, we defined corresponding KPIs in the financial year and are currently working on a reporting process. 
The goal is to report the current status and longterm objectives of the projects to the Management and Supervisory 
Board as well as to formulate appropriate measures. 
 
HR strategy projects 
 
oneShare 
 
oneShare offers employees in 18 European countries the opportunity to subscribe to shares from a joint employee share 
programme, and this option will be rolled out globally in the long term. This far, there have been two separate stock 
programmes in the UK and Germany. In the wake of the launch, TUI offered its employees the opportunity to participate 
in the success of the company twice in the reporting period. Overall, the rate of participation was 12.7 %, 
significantly exceeding our expectation in the year the programme began. This shows that our employees are placing 
their trust in TUI's long-term future. 
 
Employer branding 
 
One of the projects developed as part of our HR strategy during the recent financial year was a new Employer Branding 
campaign. It will successively be rolled out in a total of 14 markets. Germany was the first source market to fully 
implement the campaign in summer 2017. TUIGroup uses illustrations describing the future of travel for a uniform 
employer brand. The redesigned branding presents TUI Group as an ideal employer for anyone who wants to help shape the 

future of travel. The motto of the new branding: 'Our employees make us number one'. A special focus in the redesigned 
branding was placed on digitalisation. All the channels through which future job applicants can find out about TUI 
Group vacancies have been revamped. Apart from conventional advertisements in newspapers and magazines, they now 
include posters, social ads on Xing, LinkedIn, or Facebook. 
 
Diversity@TUI 
 
One of the cornerstones of our Diversity activities is to increase the proportion of women in managerial functions. 
Group wide, the proportion of women in the overall headcount was almost flat year-on-year at 56.6 % on the balance 
sheet date. By contrast, women's share of managerial functions grew from 29.4 % to 34.1 %. 
 
The proportion of women on our German supervisory bodies also continued to rise in the period under review. On 30 
September 2017, women accounted overall for almost 40 % of members, up by around 2 percentage points year-on-year. 
 
In Germany, advantage was taken of the self-commitment mechanism provided for under the German Stock Corporation Act 
(AktG) and the Act on Limited Liability Companies (GmbHG) to fix specific targets for TUI AG, TUI Deutschland and TUI 
fly in financial year 2015. In financial year 2017, implementation of these targets made good progress at almost all 
levels, and nearly all targets were achieved. 
 
Also see declaration in Corporate Governance Report on page 110 
 
Proportion of women in managerial positions 
%                 30 Sep 2017 30 Sep     30 Jun 2017 Target 
                              2016                   value 
                                                     30 Jun 
                                                     2017 
TUI AG 
Supervisory Board 35          35         35          30 
Executive Board   1 female    1 female   1 female    at least 1 
                                                     female 
First management  18          10         19          20 
level ­below 
Executive Board 
Second management 24          22         24          30 
level below 
Executive Board 
TUI Deutschland 
Supervisory Board 50          50         50          30 
Executive Board   25          20         25          20 
First management  36          36         38          30 
level ­below 
Executive Board 
Second management 39          40         39          40 
level below 
Executive Board 
TUI fly 
Supervisory Board 33          25         33          30 
Executive Board   0           0          0           20 
First management  43          40         43          30 
level ­below 
Executive Board 
Second management 42          44         41          40 
level below 
Executive Board 
 
A further focus is on reconciliation of family and work life. TUI offers its employees a number of attractive schemes 
to reconcile the demands on their professional and private lives. They include flexible working time models such as 
flexitime, part-time work, sabbaticals but also mobile working. We also support our employees when they are caring for 
children or other family members. All TUI's activities in this field are in line with local requirements and 
circumstances. 
 
TUIgether employee survey 
 
A significant element of the HR strategy process and of our cultural integration is our employee survey 'TUIgether', 
which was carried out in 16 languages in the period under review. The survey is an important indicator where we stand, 
where we are good and where we should improve with the aim to improve business performance and to make TUI an even more 
attractive employer. 
 
From an initial response rate of 66 % in 2015, which had already risen to 77 % in 2016, 78 % of all employees invited 
to take part submitted their feedback in the completed financial year. We have thus moved closer to our goal of an 80 % 
response rate. The survey measures the Engagement Index of TUI Group, which is 77 in this year's cycle and therefore 
steady compared to the previous year. It is also above the Kantar TNS Global norm - our external survey provider - 
which is 71. This is particularly due to a clearly defined follow-up process, which is supported and backed at all 
levels right through to management, and to the accompanying design of communication. 
 
This year, seven new questions were added: which, together with 13 existing questions, will enable us to analyse the 
leadership style of TUI Group's managers going forward, and this year to set a baseline measure for our leadership 
model 'VIBE', which is currently being rolled out across the Group. 
 
Global 60 
 
TUI aims to encourage more international careers and promote employees with international experience. To speed up the 
progress, within one year 60 TUI employees are given the opportunity to make their next career move in another country 
and gain some experience there. This target was exceeded in year one with 64 participants. 
 
Staff indicators 
 
TUI Group's total headcount was steady year-on-year. The movements within the segments partly offset each other. 
 
Personnel by segment 
                        30 Sep 2017 30 Sep 2016 Var. % 
                                    restated 
Hotels & Resorts        26,313      24,363      + 8.0 
Cruises*                316         298         + 6.0 
Northern Region         14,196      14,891      - 4.7 
Central Region          10,276      10,183      + 0.9 
Western Region          6,523       5,631       + 15.8 
Other Tourism           7,228       6,131       + 17.9 
Tourism                 64,852      61,497      + 5.5 
All other segments      1,725       1,744       - 1.1 
TUI Group               66,577      63,241      + 5.3 
Discontinued operations -           3,538       n. a. 
Total                   66,577      66,779      - 0.3 
 
* Excludes TUI Cruises (JV) employees. Cruises employees are primarily hired by external crew management agencies. 
 
Hotels & Resorts 
 
Due to the continued growth strategy in Hotels & Resorts, the headcount rose by 8.0 % to 26,313 employees. The launch 
of new hotel resorts and the inclusion of additional destinations resulted in staff increases. Riu Group reported an 
increase in its headcount of 12.2 % to 12,091. The number of employees working for Robinson grew by 8.4 % to 3,888. 
Moreover, the rollout of the TUI Blue brand continued in the period under review. The number of employees working for 
Northern Hotels grew slightly by 4.2 % to 9,597. On the other hand, the other hotels reported a decline in their 
headcount by 6.8 % to 737, primarily driven by staff reductions in Turcotel Group in Turkey. 
 
Cruises 
 
The headcount in the Cruises segment grew by 6.0 % year-on-year to 316. The increase was primarily attributable to the 
new build projects in the expedition segment and the build-up in staff numbers working for Marella Cruises. 
 
Northern Region 
 
Northern Region recorded a year-on-year decline in its headcount of 4.7 % to 14,196 as at the balance sheet date. It 
mainly resulted from the organisational transfer of TUI Nordic staff to TUI Destination Services. On the other hand, 
Retail and the UK airline reported slight increases in staff numbers. 
 
Central Region 
 
The headcount in Central Region was flat year-on-year at 10,276 as at the balance sheet date. In Germany and Austria, 
staffing numbers remained constant. While Switzerland reported a decline in its headcount, Poland recorded higher staff 
numbers. 
 
Western Region 
 
The year-on-year increase in employee numbers in Western Region of 15.8 % to 6,523 was primarily due to the acquisition 
of Transat in France and additional recruitment at the Belgian airline. Moreover, the headcount of the Dutch tour 
operator declined slightly. 
 
Other Tourism 
 
The Other Tourism segment reported an increase in its headcount of 17.9 % to 7,228, mainly driven by TUI Destination 
Services and the increase in the headcount of TUI Service AG due to the organisational transfer of TUI Nordic staff. In 
IT, the number of employees was 554, up 27.6 % year-on-year due to the transfer and a general expansion of IT 
employees. 
 
All other segments 
 
All other segments remained virtually flat year-on-year at 1,725 employees. The headcount in the corporate centre rose 
by 23.4 % to 290, as Group functions were combined and new functions were built up. By contrast, the Head Office 
functions in UK cut its staffing levels by 18.5 % to 286. In Future Markets, the headcount was constant on the prior 
year at 690. 
 
Personnel by region* 
                        30 Sep 2017 30 Sep 2016 Var. % 
                                    restated 
Germany                 10,274      10,132      + 1.4 
Great Britain           13,354      13,409      - 0.4 
Spain                   9,607       8,967       + 7.1 
Other EU                20,911      19,933      + 4.9 
North and South America 4,535       3,768       + 20.4 
Other regions           7,896       7,032       + 12.3 
TUI Group               66,577      63,241      + 5.3 
Discontinued operation  -           3,538       n. a. 
Total                   66,577      66,779      - 0.3 
 
* By domicile of company 
 
As a global player, TUI Group and its employees operate in more than 100 destinations worldwide. The Group's headcount 
in Europe accounted for 81 % at the balance sheet date, with around 20 % of the total employed in the UK. The number of 
employees working in Germany amounted to around 15 %, followed by Spain with around 14 %. The increase in the number of 
employees working in North and South America, other regions and Spain is primarily due to the new openings and 
extensions of hotels in Hotels & Resorts. The increase reported for the rest of Europe is attributable to the 
acquisition of Transat and the increase in staffing numbers at the Belgian airline. 
 
Other employee indicators 
                 TUI Group               Germany 
in %             30 Sep 2017 30 Sep 2016 30 Sep 2017 30 Sep 2016 
                             restated                restated 
Employment 
structure 
Number of        66,577      66,779      10,274      10,132 
employees 

Employees,       56.6        56.0        68.4        68.5 
female 
Females in       34.1        29.4        33.9        32.8 
managerial 
positions 
Employees in     17.3        18.8        37.9        36.4 
part-time, total 
Employees in     26.2        28.8        47.8        46.2 
part-time, 
female 
Employees,       30.0        33.1        14.2        15.6 
fixed-term 
employment 
contract 
Age structure 
Employees up to  5.1         5.3         3.1         2.9 
20 years 
Employees 21 -   30.1        30.1        20.1        20.0 
30 years 
Employees 31 -   26.4        27.1        22.9        24.2 
40 years 
Employees 41 -   23.7        23.9        30.8        31.5 
50 years 
Employees more   14.7        13.6        23.1        21.4 
than 50 years 
Company 
affiliation 
up to 5 years    54.0        54.3        33.6        33.0 
6 - 10 years     14.9        15.8        12.8        13.3 
11 - 20 years    20.8        20.2        30.8        31.9 
21 - 30 years    8.3         7.6         17.9        17.0 
more than 30     2.0         2.1         4.9         4.8 
years 
Vocational 
training in 
Germany 
Number of        -           -           571         569 
trainees 
Trainees, female -           -           79.0        79.3 
Training rate    -           -           5.6         5.7 
Number of        -           -           193         183 
trainees gained 
certification in 
financial year 
Hiring rate      -           -           73.1        70.5 
 
Personnel costs 
EUR million                   2017     2016     Var. % 
Wages and salaries            1,896.4  1,846.7  + 2.7 
Social security contributions 298.9    286.3    + 4.4 
Pension costs                 161.7    139.0    + 16.3 
Total                         2,357.0  2,272.0  + 3.7 
 
The pay package offered by TUI Group is made up of various components, reflecting the framework conditions in different 
countries and companies. Depending on the function concerned, a fixed basic salary may go hand in hand with variable 
components. TUI Group uses these variable factors to honour individual performance and to enable employees to 
participate in the Company's strategic and long-term success. The pay package also reflects the appropriateness of 
compensation and customary market rates. Moreover, senior management have share options and are thus able to benefit 
directly when the Company grows in value. 
 
In the period under review, the TUI Group's personnel costs increased by 3.7 % to EUR 2,357.0 m. The year-on-year 
increase in expenses for wages and salaries was mainly attributable to higher staff numbers in operating areas, pay 
rises and higher expenses for restructuring measures associated with the acquisition of the French tour operator 
Transat. 
 
Other HR issues 
 
Pension schemes 
 
Many TUI Group companies offer their employees pension schemes in the form of direct insurance contracts and individual 
or direct commitments to build up a private pension, or they pay additional contributions to pension schemes for their 
employees. In Germany, for instance, collective contracts have been concluded. These schemes were devised to take 
advantage of fiscal and social security opportunities for employee-funded company pension schemes through a direct 
insurance. 
 
Part-time early retirement 
 
To further increase the flexibility of their company HR and succession planning, Group companies in Germany are able to 
make use of the opportunities provided under the German Part-Time Early Retirement Act, enabling people to shift 
gradually from employment to retirement. This opportunity is partly supported by current collective bargaining 
contracts and company agreements, and is increasingly being taken up. At the balance sheet date, EUR 9.4 m was provided 
through a capital investment model for the 210 employees working under part-time early retirement contracts in order to 
hedge their accrued assets against employer insolvency. 
 
Employee representatives 
 
TUI attaches importance to national and international employee representative bodies. TUI has a large number of 
co-determination bodies, both at a company and supra-company level. They include local works councils, company works 
councils and the Group works council. The members of these bodies represent the interests of our Group's employees in 
Germany. Through their statutory rights of participation and initiative, they ensure representation of the interests of 
employees on all issues and projects of relevance to staff members and compliance with employee rights, e. g. during 
the implementation of restructuring activities. 
 
The Group works council is the top-level body for representing the inter­ests of employees in German companies in 
accordance with legislation on industrial relations. In financial year 2017, it had 27 members from 22 companies. 
 
A major success for the Group was the judgment handed down by the European Court of Justice on 18 July 2017 in the 
matter Erzberger ./. TUI AG (CJEU case no. C-566 / 15). The reference for a preliminary ruling had been made by the 
Berlin appellate court. The ECJ had been asked, at the request of a TUI AG shareholder, to determine whether the German 
Industrial Co-Determination Act was in conformity with EU law as this law only grants German Group employees the right 
to vote and stand as a candidate in elections of workers' representatives to the Supervisory Board, while employees 
working for the Group's companies abroad are deprived of these rights. After proceedings lasting almost two years, the 
ECJ has endorsed TUI's legal interpretation. According to this ruling, the German Industrial Co-Determination Act does 
not violate the principle of non-discrimination, nor does it constitute an inadmissible impediment to their freedom of 
movement. 
 
At a European level, TUI's Europe Forum ensures a proper process of information and consultation on cross-border issues 
affecting the interests of employees in at least two member states of the European Economic Area. These above-mentioned 
bodies primarily serve the interests of employees, but at least indirectly also serve the interests of the Group and 
its companies, as co-determination contributes to the stability and sustainability of entrepreneurial decisions and 
processes. In financial year 2017, 43 employee representatives from 16 countries were delegated to the Forum. 
 
Material risks 
 
Our success depends on our ability to attract and retain suitable skilled experts and managers. Apart from the launch 
of a new Employer Branding campaign, we are now extending our talent and performance management approach 'Great Place 
to Grow' throughout the Group, supported by the global IT solution 'TUI People'. These activities are rounded off by 
efforts to build our pipeline of leadership talent through the Group-wide International Graduate Leadership Programme 
and the professional development for managers by means of our established global programmes 'Global High Performance 
Leadership', 'Horizons' and 'Perspectives'. In addition, a variety of measures are implemented at local level to 
develop employee and managerial skills. 
 
High-potential talents have to be identified and talent pools must be built, even across national borders. Semi-annual 
succession planning processes are in place for all critical business roles and key functions. We also promote strong 
employee engagement and motivation through employee dialogue, career development plans and corresponding processes. In 
the run-up to the launch of 'Great Place to Grow' in Germany in the forthcoming financial year, around 3,500 employees 
were invited to participate in face-to-face training sessions and accompanying e-learning sessions in the period under 
review. 
 
Security, Health & Safety 
 
The Group Security, Health & Safety (Group SHS) was established in mid-2016. The Group now has an SHS team in place 
that integrates and further develops all previous corporate mechanisms in the areas of Security, Occupational Health & 
Safety. The focus is on a holistic, Group-wide safety concept for customers and employees. The team members are experts 
in crisis and risk management with comprehensive experience gained from working in security agencies or companies. This 
interdiscip­linary diversity provides the basis for professional safety management in line with needs and requirements. 
The development of this new department continues. 
 
The period under review saw the development and implementation of standardised, Group-wide frameworks such as 
guidelines, standard processes and sample documents. They ensure fast and pertinent responses to safety-critical events 
and pro-active protection from risks. Examples include guidelines for safety measures in Hotels & Resorts, for business 
travel and for event and crisis management. 
 
These frameworks are based on a holistic risk analysis, taking account of natural phenomena, nature-related, social and 
political developments in the destinations, health-related information as well as safety-relevant information from 
government bodies, as a basis for providing advice, e. g. in the form of safety training sessions or advisory 
discussions, measures or planning documents. Dialogue with scientific research institutions has been established, 
especially on nature-related situations, e. g. impacts of climate change. 
 
The frameworks are applicable to TUI AG and to all companies majority-­owned, directly or indirectly, by TUI AG, 
whether domestic or foreign and to other shareholdings in each case insofar as management control directly or 
indirectly lies with TUI AG. Shareholdings in which management control does not lie with TUI AG, including joint 
ventures, are recommended to implement the frameworks. As far as the Group Manual and supporting documents are 
referenced by contract, Group Manuals can also apply to TUI contractors. 
 
On this basis, the corporate bodies dealing with security and safety issues (e. g. in Destination Services) cooperate 
within a network coordinated by Group SHS. This ensures coverage of the entire Group and a coordinated approach in 

safety-related issues tailored to the needs of the relevant area. 
 
Implementation of this safety level is ensured by regular advice and evaluation trips to the destinations in our Hotels 
& Resorts. In the period under review, Group SHS carried out eight evaluation trips to destinations. Apart from the 
safety audits firmly embedded in the quality assurance system, we also launched security audits for Hotels & Resorts. 
More than 60 of these audits have meanwhile been implemented. 
 
Apart from safety-related advice, training and awareness-building for our own staff plays a particularly important 
role. We offered relevant training modules in Destination Services, in particular, and around 11,700 employees were 
trained in this manner. 
 
The Group-wide processes for dealing with extreme situations during event and crisis management were successfully 
applied, for instance, in connection with the hurricanes in September and security-relevant incidents such as the one 
in Barcelona at the end of August 2017. Apart from analysing the local situation, our event management mechanisms 
include compiling data on the number of guests and employees affected and their need for support as well as 
coordinating with local government bodies, European bodies and other partners. 24 / 7 control centres form the basis 
for fast and pertinent responses to critical events. 
 
TUI Group's protection concept integrates security, health & safety and covers the entire process under our control, 
including journeys by our customers. 
 
Anti-corruption and anti-bribery / Compliance 
 
Details of TUI Group's anti-corruption and anti-bribery measures are presented in the Corporate Governance section on 
Compliance from page 112 in the present Annual Report. 
 
Annual financial statements of TUI AG 
 
Condensed version according to German Commercial Code (HGB) 
 
Earnings position of TUI AG 
 
The annual financial statements of TUI AG were prepared in accordance with the provisions of the German Commercial Code 
(HGB), taking account of the complementary provisions of the German Stock Corpor­ation Act (AktG), and audited by 
Deloitte GmbH Wirtschaftsprüfungsgesellschaft, Hanover. They are published in the electronic federal gazette. The 
annual financial statements have been made permanently available on the Internet at www.tuigroup.com and can be 
requested in print from TUI AG. 
 
In the present Annual Report, the Management Report of TUI AG has been combined with the Management Report of TUI 
Group. 
 
Income statement of TUI AG 
EUR million                 2017     2016     Var. % 
Turnover                    45.4     -        n. a. 
Other operating income      392.6    637.0    - 38.4 
Cost of materials           7.6      -        n. a. 
Personnel costs             49.9     50.3     - 0.8 
Depreciation                1.0      0.5      + 100.0 
Other operating expenses    500.4    762.9    - 34.4 
Net income from investments 933.3    353.4    + 164.1 
Write-downs of investments  58.1     3.7      n. a. 
Net interest                8.7      - 24.6   n. a. 
Taxes on income and profit  15.7     6.7      + 134.3 
Profit after taxes          747.3    141.7    + 427.4 
Other taxes                 5.6      1.8      + 211.1 
Net profit for the year     741.7    139.9    + 430.2 
 
The earnings position of TUI AG, the Group's parent company, is primarily determined by the appropriation of profits by 
its Group companies, either directly associated with TUI AG via profit and loss transfer agreements or distributing 
their profits to TUI AG based on relevant resolutions. 
 
Turnover and Other operating income 
 
In the financial year under review, turnover resulted from the reclassification of income in the framework of the 
first-time application of the Accounting Directive Implementation Act (BilRUG). Apart from effects resulting from the 
first-time application of BilRUG, the decline in Other operating income was mainly driven by a year-on-year decrease in 
gains on exchange. This income was offset by expenses for exchange losses of a similar amount, carried in Other 
operating expenses. Apart from the gains on exchange, Other operating income primarily included income from the 
elimination of intercompany services, carried alongside expenses of almost the same amount passed on to TUI AG from 
other Group companies, also shown in Other operating expenses. 
 
Expenses 
 
In the wake of the first-time application of BilRUG to financial year 2017, the expenses carried alongside the turnover 
were carried under expenses for purchased services. 
 
Personnel costs declined slightly in financial year 2017. The decrease in personnel costs in this financial year was 
nearly offset by an increase in expenses from transfers to pension provisions. 
 
Other operating expenses mainly comprised the cost of financial and monetary transactions, charges, fees, services, 
transfers to impairments, other administrative costs as well as expenses for exchange losses and the intercompany 
elimination of services. Other operating expenses declined in particular due to the decrease in expenses for exchange 
losses. 
 
Net income from investments 
 
In the financial year under review, TUI AG's net income from investments was driven by the distribution of profits by 
TUI Travel Ltd and TUI Cruises GmbH and the profit transfer from TUI-Hapag Beteiligungs GmbH. Net income from 
investments also included income from profit transfers from hotel companies and companies allocable to central 
operations. It also comprised expenses for loss transfers from Group companies, resulting in a corresponding reduction 
in net income from investments. Loss transfers declined significantly year-on-year. 
 
Write-downs of investments 
 
In the period under review, write-downs of investments mainly related to write-downs of a subsidiary allocated to 
central operations as well as an investment in a Turkish hotel. 
 
Interest result 
 
The interest result improved as a result of lower interest expenses driven by the refinancing of bonds and lower use of 
the syndicated credit facility. Interest income also rose due to an increase in non-current loans to Group companies by 
TUI AG. 
 
Taxes 
 
In the period under review, taxes related to income taxes and other taxes. They did not include any deferred taxes. 
 
Net profit for the year 
 
For financial year 2017, TUI AG posted a net profit for the year of EUR 741.7 m. 
 
Net assets of TUI AG 
 
TUI AG's net assets and financial position as well as its balance sheet structure reflect its function as the TUI 
Group's parent company. The balance sheet total rose by 6.7 % to EUR 9.8 bn in financial year 2017. 
 
Abbreviated balance sheet of TUI AG 
(financial statement according to German Commercial Code) 
EUR million            30 Sep 2017   30 Sep 2016   Var. % 
Intangible assets /    19.4          17.5          + 10.9 
property, plant and 
equipment 
Investments            7,078.9       6,784.8       + 4.3 
Fixed assets           7,098.3       6,802.3       + 4.4 
Receivables / Trade    1,644.4       1,724.4       - 4.6 
securities 
Cash and cash          1,039.0       637.0         + 63.1 
equivalents 
Current assets         2,683.4       2,361.4       + 13.6 
Prepaid expenses       0.7           0.8           - 12.5 
Assets                 9,782.4       9,164.5       + 6.7 
Equity                 5,192.7       4,812.1       + 7.9 
Special non-taxed      0.1           0.1           - 
items 
Provisions             462.5         480.8         - 3.8 
Bonds                  300.0         306.7         - 2.2 
Other liabilities      3,827.1       3,564.8       + 7.4 
Liabilities            4,127.1       3,871.5       + 6.6 
Liabilities            9,782.4       9,164.5       + 6.7 
 
Fixed assets 
 
At the balance sheet date, fixed assets almost exclusively consisted of investments. The increase in investments was 
mainly attributable to the acquisition of Canada Holdings Inc. and a Greek hotel company as well as the issue of 
non-current loans to subsidiaries. An opposite effect was driven by the repayment of the capital reserves of TUI 
Hapag-­Beteiligungs GmbH. 
 
Current assets 
 
The increase in current assets of 13.6 % to EUR 2,683.4 m was mainly driven by the increase in cash and cash 
equivalents, caused by dividend payments by subsidiaries and above all the sale of the stake in Hapag-Lloyd 
Aktiengesellschaft. 
 
Moreover, liquid funds were invested in short-term money market funds. 
 
TUI AG's capital structure 
 
Equity 
 
TUI AG's equity increased by EUR 380.6 m to EUR 5,192.7 m. The subscribed capital of TUI AG consists of no-par value 
shares, each representing an equal portion in the capital stock. The proportionate share in the capital stock per share 
is around EUR 2.56. At the end of financial year 2017, the subscribed capital of TUI AG rose due to the issue of 
employee shares. At the end of the financial year under review, subscribed capital comprised 587,386,900 shares. 
 
In financial year 2017, capital reserves rose by EUR 6.1 m due to the issue of employee shares and share-based 
payments. Revenue reserves exclusively consisted of other revenue reserves. The Articles of Association do not contain 
any provisions concerning the formation of reserves. 
 
The profit for the year amounted to EUR 741.7 m. Taking account of the profit carried forward of EUR 454.1 m, net 
profit available for distribution totalled EUR 1,195.8 m. A proposal will be submitted to the Annual General Meeting to 
use the net profit available for distribution for the financial year under review to distribute a dividend of EUR 0.65 
per no-par value share and to carry the amount of EUR 814.0 m, remaining after deduction of the dividend total of EUR 
381.8 m, forward on new account. The equity ratio rose to 53.1 % (previous year 52.5 %) in financial year 2017. 
 
Provisions 
 
Provisions decreased by EUR 18.3 m to EUR 462.5 m. They consisted of pension provisions worth EUR 136.0 m (previous 
year EUR 134.8 m), tax provisions worth EUR 196.1 m (previous year EUR 176.1 m) and other provisions worth EUR 130.4 m 

(previous year EUR 169.9 m). 
 
While pension provisions remained largely flat year-on-year, tax provisions increased versus the prior year. An 
opposite effect arose from the decline in provisions for invoices outstanding, personnel costs and other risks. 
 
Liabilities 
 
TUI AG's liabilities totalled EUR 4,127.1 m, up by EUR 255.6 m or 6.6 %. 
 
In October 2016, TUI AG issued an unsecured bond worth EUR 300.0 m maturing in October 2021. TUI AG used the proceeds 
from the issue of this bond to cancel and repay a bond issued in September 2014 ahead of its maturity date. 
 
The increase in liabilities was mainly driven by the transactions of the TUI AG subsidiaries included in its cash pool. 
 
TUI's net financial position (cash and cash equivalents as well as marketable securities less bonds) improved 
year-on-year, amounting to a clearly positive position of EUR 1,138.8 m in the period under review. 
 
Capital authorisation resolutions 
 
Information on new or existing resolutions concerning capital authorisation, adopted by Annual General Meetings, is 
provided in the chapter on Information Required under Takeover Law. 
 
TUI share 
 
TUI share delivers significant outperformance post-merger 
 
Since the announcement of the merger with TUI Travel in June 2014, the TUI share price has increased substantially. The 
share's Total Shareholder Return (TSR) has risen by a total of 36 % within that period, clearly outperforming the FTSE 
100 and DAX 30 indices. In a challenging market environment characterised by macroeconomic and geopolitical turbulence, 
TUI Group fully delivered the announced merger synergies of EUR 100 m by the end of the completed financial year and 
successfully completed the disposal of all non-core businesses. Moreover, almost EUR 1,175 m (incl. dividend proposal 
for the current financial year) worth of dividends were distributed to TUI shareholders. Three and a half years after 
the merger, the medium-term share price performance reflects TUI's stronger post-merger integration and enhanced 
strategic positioning. 
 
TUI share price continues to rise in 
financial year 2017 
 
The TUI share continued to deliver an overall pleasing performance in financial year 2017. After starting off well, 
however, the TUI share was temporarily unable to escape the challenging market environment. At the end of October, it 
declined to its low for the financial year, reflecting,inter alia, the expectations regarding future monetary policies 
on both sides of the Atlantic and lowered earnings guidances by other companies in the travel sector. During that 
period, our share price performance was also affected by the unexpectedly high number of TUI fly crew members calling 
in sick, resulting in flight cancellations. Due to the very good trading performance and quarterly results and the 
successful disposal of Travelopia, however, the share price picked up again in the course of the year and delivered 
substantial growth by mid-February. 
 
Following the dividend payment, TUI's share price showed higher overall volatility until the end of June 2017, although 
on average it remained largely flat. During that time, the publication of operating results or geopolitical events only 
triggered short-term price reactions. 
 
The TUI share subsequently gained momentum again, benefiting in particular from good quarterly results, a pleasing 
trading performance and the successful disposal of the remaining stake in Hapag-Lloyd AG. The share delivered a good 
performance throughout the period under review. While TUI's Total Shareholder Return grew by around 19 %, FTSE 100 and 
DAX 30 grew by 11 % and 22 %, respectively. This demonstrates once again that we are very well positioned thanks to our 
differentiated portfolio, our growth strategy focused on hotels and cruises and our integrated business model. 
 
TUI share data 
30 September 2017 
WKN                         TUAG00 
ISIN                        DE000TUAG000 
Stock exchange centres      London, Xetra, Hannover 
Reuters / Bloomberg         TUIGn.DE / TUI1.GR (Frankfurt); 
                            TUIT.L / TUI:LN (London) 
Stock category              Registered ordinary shares 
Capital stockEUR            1,501,630,765 
Number of shares            587,386,900 
Market capitalisationbn EUR 8.4 
Market capitalisationbn GBP   7.4 
 
Long-term development of the TUI share (Xetra) 
EUR            2013      2014      2015      2016      2017 
High           10.86     6.97      17.71     17.21     14.90 
Low            3.68      3.14      9.84      10.17     11.46 
Year-end share 3.88      6.70      16.35     12.69     14.38 
price 
 
Quotations, indices and trading 
 
The TUI share has its primary listing in the Premium segment of the Main Market of the London Stock Exchange and is 
included in FTSE's UK Index Series including FTSE 100, the UK's major share index. It also has a secondary listing in 
the electronic trading system Xetra and at the Hanover Stock Exchange. 
 
TUI is also listed in the sustainability indices FTSE4Good, STOXX Global ESG Leaders Index and Ethibel Investment 
Register. TUI has been recognised as a Leader by Carbon Disclosure Project (CDP) Climate Change for implementing 
current best practices on climate change issues. 
 
In financial year 2017 the average daily trading volume at the London Stock Exchange was around 1.2 million shares, 
while around 0.6 million shares were traded on Xetra. Across all trading platforms, the trading volume in the UK 
amounted to around 2.8 million shares, with around 2.0 million shares traded in Germany. Both the sterling and the euro 
line therefore recorded strong liquidity in trading by institutional and private investors. 
 
Analyst recommendations 
 
Analysis and recommendations by financial analysts are a key decision-­making factor for institutional and private 
investors. In the financial year under review, more than 20 analysts regularly published studies on TUI Group. In 
September 2017, 73 % of analysts issued a recommendation to 'buy' the TUI share, with 23 % recommending 'hold'. One 
analyst ­recommended 'sell'. 
 
Shareholder structure 
 
The current shareholder structure and the voting right notifications pursuant to section 26 of the German Securities 
Trading Act are available online at: www.tuigroup.com/en-en/investors/news 
 
At the end of financial year 2017, around 77 % of TUI shares were in free float. Around 7 % of all TUI shares were held 
by private shareholders, around 67 % by institutional investors and financial institutes and around 26 % by strategic 
investors. Analysis of the shareholders shows that over half of shares were held by investors from EU countries. 
 
Dividend policy 
 
Development of dividends and earnings of the TUI share 
EUR            2013      2014      2015      2016      2017 
Earnings per   - 0.14    + 0.26    + 0.64    + 1.78    + 1.10 
share 
Dividend       0.15      0.33      0.56      0.63      0.65 
 
In the framework of the merger with TUI Travel, TUI Group defined a dividend policy under which the dividend increases 
in line with the growth in underlying EBITA a constant currency. A proposal will therefore be submitted to the Annual 
General Meeting to distribute a dividend of EUR 0.65 per no-par value share to the shareholders for financial year 
2017. 
 
Investor Relations 
 
Open and continuous dialogue and transparent communication form the basis for our Investor Relations work with our 
private shareholders, institutional investors, equity and credit analysts and lenders. In the completed financial year, 
many discussions were held, centring on the growth strategy for the integrated tourism group and the development of 
business in the various segments, enabling stakeholders to make a realistic assessment of TUI Group's future 
development. In this context, TUI's management team sought dialogue with investors at roadshows and conferences in 
London, Edinburgh, Frankfurt, Berlin, Munich, ­Zurich, Lugano, Vienna, Milan, Madrid, Amsterdam, Brussels, Paris, Oslo, 
Copenhagen, New York, Boston and Toronto. Questions from analysts and investors were also answered at the conference 
calls held upon publication of interim reports and in the framework of analysts' meetings. 
 
TUI's Investor Relations team also makes every effort to engage in direct contact with private investors. TUI Group's 
IR team sought dialogue with this target group on many occasions, such as events organised by shareholder associations. 
Another key platform for exchanges with private shareholders was the IR stall at TUI's Annual General Meeting. TUI also 
uses its website to address its private investors with a broad range of information. All IR conference calls and the 
Full year Review were likewise transmitted live and in full on the website. 
 
More details about Investor Relations online at: www.tuigroup.com/en-en/investors 
 
Information required under takeover law 
 
pursuant to sections 289 (4) and 315 (4) of the German Commercial Code (HGB) and explanatory report 
 
Composition of subscribed capital 
 
The subscribed capital of TUI AG consists of no-par value shares, each representing an equal share of the capital 
stock. As a proportion of the capital stock, the value of each share is around EUR 2.56. 
 
The subscribed capital of TUI AG, registered in the commercial registers of the district courts of 
Berlin-Charlottenburg and Hanover, consisted of 587,386,900 shares at the end of financial year 2017 (previous year 
587,038,187 shares) and totalled EUR 1,501,630,765.46. Each share confers one vote at the Annual General Meeting. 
 
Restrictions on voting rights and share transfers 
 
The Executive Board of TUI AG is not aware of any restrictions on voting rights or the transfer of shares. 
 
Equity interests exceeding 10 % of the voting rights 
 
The Executive Board of TUI AG has been notified of the following direct or indirect equity interests reaching or 
exceeding 10 % of the voting rights: 
 
Alexey Mordashov, Russia, notified us on 15 December 2016 pursuant to section 21 (1) of the German Securities Trading 

Act that the voting shares in TUI AG, Hanover, Germany, attributable to him exceeded the 20 % threshold on 12 December 
2016. As per that date, voting shares totalling 20.01 % (or 117,484,579 voting rights) were attributable to Alexey 
Mordashov pursuant to section 22 (1) sentence 1 no. 1 of the German Securities Trading Act. On the basis of the 
notifications pursuant to section 19 of the MAR, the voting shares in TUI AG attributable to him amounted to 23.0 % as 
at 30 September 2017. 
 
At the end of financial year 2017, around 77 % of TUI shares were in free float. Around 7 % of all TUI shares were held 
by private shareholders, around 67 % by institutional investors and financial institutions, and around 26 % by 
strategic investors. According to a shareholder analysis, over half of shares are held by investors in the European 
Union. 
 
Shares with special rights conferring powers of control 
 
No shares with special rights conferring powers of control have been issued. 
 
System of voting right control of any employee share scheme where the control rights are not 
exercised directly by the employees 
 
Where TUI AG grants shares to employees under its employee share programme, the shares are directly transferred to the 
employees with a lock-up period. Beneficiaries are free to directly exercise the control rights to which employee 
shares entitle them, in just the same way as other shareholders, in line with legal requirements and the provisions of 
the Articles of Association. 
 
Appointment and removal of Executive Board members and amendments to the Articles of 
Association 
 
The appointment and removal of Executive Board members is based on sections 84 et seq. of the German Stock Corporation 
Act in combination with section 31 of the German Codetermination Act. Amendments to the Articles of Association are 
based on the provisions of sections 179 et seq. of the German Stock Corporation Act in combination with section 24 of 
the Articles of Association of TUI AG. 
 
Powers of the Executive Board to issue or buy back shares 
 
The Annual General Meeting of 14 February 2017 authorised TUI AG's Executive Board to acquire own shares of up to 5 % 
of the capital stock. The authorisation will expire on 13 August 2018. To date, the option to acquire own shares has 
not been used. 
 
The Annual General Meeting of 9 February 2016 adopted a resolution to create conditional capital of EUR 150.0 m for the 
issue of bonds. The authorisation to issue bonds with conversion options or warrants as well as profit-sharing rights 
and income bonds (with or without fixed terms) of up to a nominal amount of EUR 2.0 bn will expire on 8 February 2021. 
 
The Annual General Meeting of 13 February 2013 adopted a resolution to create authorised capital for the issue of 
employee shares worth EUR 10.0 m. The Executive Board of TUI AG is authorised to use this approved capital by 12 
February 2018 in one or several transactions by issuing employee shares against cash contribution. In the completed 
financial year, 348,713 new employee shares were issued, so that the authorised capital totalled around EUR 7.4 m at 
the balance sheet date. 
 
The Annual General Meeting of 28 October 2014 adopted a resolution to create authorised capital for the issue of new 
shares against cash contribution worth EUR 18.0 m in order to be able to fulfil claims for shares in TUI Travel granted 
by TUI Travel to its employees in the form of new shares in TUI AG. This authorisation is no longer required and will 
therefore be revoked ahead of its expiry date. 
 
The Annual General Meeting of 9 February 2016 adopted a resolution to create authorised capital for the issue of new 
registered shares against cash contribution worth a maximum of EUR 150.0 m. The authorisation will expire on 8 February 
2021. 
 
The Annual General Meeting on 9 February 2016 also adopted a resolution to create authorised capital for the issue of 
new shares of EUR 570.0 m against cash contributions or contributions in kind. The issue of new shares against 
contributions in kind has been limited to EUR 300.0 m. The authorisation will expire on 8 February 2021. 
 
Significant agreements taking effect in the event 
of a change of control of the Company following a takeover bid, and the resulting effects 
 
Some of TUI AG's outstanding financing instruments contain change of control clauses. A change of control occurs in 
particular if a third partly directly or indirectly acquires control over at least 50 % or the majority of the voting 
shares in TUI AG. 
 
In the event of a change of control, the holders of the fixed-interest bond worth EUR 300.0 m issued in October 2016 
must be offered a buyback. For the syndicated credit line worth EUR 1.75 bn, of which EUR 115.9 m had been used via 
bank guarantees as at the balance sheet date, a right of termination by the lenders has been agreed in the event of a 
change of control. This also applies to several bilateral guarantee lines with a total volume of GBP 92.5 m, concluded 
with various insurance companies. At the balance sheet date, an amount of 32.9 m pounds had been used. Beyond this, 
there are no agreements in guarantee, leasing, option or other financial contracts that might cause material early 
redemption obligations that would be of significant relevance for the Group's liquidity. 
 
Apart from the financing instruments mentioned above, a framework agreement between the Riu family and TUI AG includes 
a change of control clause. A change of control occurs if a shareholder group represents a predefined majority of AGM 
attendees or if one third of the shareholder representatives on the Supervisory Board are attributable to a shareholder 
group. In the event of a change of control, the Riu family is entitled to acquire at least 20 % and at most all shares 
held by TUI in RIUSA II S.A. 
 
A similar agreement concerning a change of control at TUI AG has been concluded with the El Chiaty Group. Here, too, a 
change of control occurs if a shareholder group represents a predefined majority of AGM attendees or if one third of 
the shareholder representatives on the Supervisory Board are attributable to a shareholder group. In that case, the El 
Chiaty Group is entitled to acquire at least 15 % and at most all shares held by TUI in the joint hotel companies in 
Egypt and the United Arab Emirates. 
 
A change of control agreement has also been concluded for the joint venture TUI Cruises between Royal Caribbean Cruises 
Ltd and TUI AG for the event that a change of control occurs in TUI AG. The agreement gives the partner the right to 
demand termination of the joint venture and to purchase the stake held by TUI AG at a price which is lower than the 
selling price of their own stake. 
 
Compensation agreements have not been concluded between the Company and Executive Board members or employees in the 
event of a takeover bid. 
 
Executive Board and ­Supervisory Board 
 
Supervisory Board 
Name     Function /    Location              Initial Appointed Other Board Memberships2     Number 
         Occupation                          Appoint until AGM                              of TUI 
                                             ment                                           AG 
                                                                                            shares 
                                                                                            (direc 
                                                                                            t and 
                                                                                            indire 
                                                                                            ct)2 
Prof. Dr Chairman of   Stuttgart             7 Jan   2021      a) Continental AG b) Alstom  0 
Klaus    the                                 2010                                S.A. 
Mangold  Supervisory 
         Board of TUI 
         AG 
                                                                                 Baiterek 
                                                                                 Holding 
                                                                                 JSC 
         Chairman of 
         the 
         Supervisory 
         Board of                                                                Ernst & 
         Rothschild                                                              Young 
         GmbH                                                                    Global 
                                                                                 Ltd. 
 
                                                                                 Rothschild 
                                                                                 GmbH 3 
Frank    Deputy        Hamburg               15 Aug  2021                                   590 
Jakobi1  Chairman of                         2007 
         the 
         Supervisory 
         Board of TUI 
         AG 
 
         Travel Agent 
Sir      Deputy        London                11 Dec  2021      b) Keolis (UK)               7,980 
Michael  Chairman fo                         2014              Limited 3 
Hodgkins the 
on       Supervisory 
         Board of TUI 
         AG                                                    Keolis Amey 
                                                               Docklands Ltd. 
 
                                                               World Airport 
                                                               Partners GmbH 
Andreas  Aircraft      Hanover               10 May  2021      a) TUIfly GmbH4              0 
Barczews Captain                             2006 
ki1 
Peter    Regional Head Hamburg               2 Jul   2021      a) TÜV Nord             0 
Bremme1  of the                              2014              AG 
         Special 
         Services 
         Division 
 
         of ver.di - 
         Vereinte 
         Dienstleistun 
         gsgewerkschaf 
         t 

Prof. Dr President of  Bonn                  9 Feb   2021      a) Deutsche                  0 
Edgar    Deutsche                            2011              Postbank AG 
Ernst    Prüfstelle 
         für 
         Rechnungslegu 
         ng (DPR)                                              Metro AG 
 
                                                               VONOVIA SE3 
                                                               (interim) 
Wolfgang Director      Großburgwedel    13 Jun  2021      a) Deutscher                 188 
Flinterm Group                               2016              Reisepreis- 
ann1     Financial 
         Accounting & 
         Reporting, 
         TUI AG                                                Sicherungsverein 
                                                               VVaG 
Angelika Vice          Kranzberg             26 Mar  2021      a) ProSiebenSat1  b)         4,100 
Gifford  President and                       2012              Media SE          Rothschild 
         General                                                                 & Co 
         Manager DACH 
         Microfocus 
         GmbH 
Valerie  Member of     Weybridge             11 Dec  2020      b) Vodafone Group            994 
Frances  supervisory                         2014              PLC 
Gooding  bodies in 
         different 
         companies 
Dr Dierk Business unit Berlin                16 Jan  2021      a) DZ-Bank AG                0 
Hirschel manager of                          2015 
1        the 
         trade-unition 
         ver.di - 
         Vereinte 
         Dienstleistun 
         gsgewerkschaf 
         t 
Janis    Member of     London                11 Dec  2020      b) Bristol        South West 5,985 
Kong     supervisory                         2014              Airport Ltd.      Airports 
         bodies in                                                               Ltd. 
         different 
         companies 
                                                               Copenhagen 
                                                               Airport           Roadis 
                                                                                 Transporta 
                                                                                 tion 
                                                                                 Holding 
                                                               Portmeirion Group S.L.U. 
                                                               PLC 
Peter    Chairman      London                9 Feb   2021      b) Royal Mail     Parques    10,317 
Long     Royal Mail                          2016              Group PLC3        Reunidos 
         Group PLC                                                               Servicios 
                                                                                 Centrales 
                                                                                 S.A. 
                                                               Countrywide PLC 
Coline   Member of     London                11 Dec  2020      b) Fevertree      Travis     0 
McConvil supervisory                         2014              Drinks PLC        Perkins 
le       bodies in                                                               PLC 
         different 
         companies 
                                                               Inchape PLC 
Alexey   Chairman      Moscow                9 Feb   2021      b) AO "Severstal  Nordgold   135,01 
Mordasho Board of                            2016              Management"3      S.E.       8,584 
v        Directors of 
         PAO Severstal 
 
                                                               OAO "Power 
                                                               Machines"3 
Michael  Hotel Manager Hanover               17 Apr  2021      a) TUI                       292 
Pönipp1                                      2013              Deutschland GmbH 
 
                                                               MER-Pensionskasse 
                                                               VVaG. 
Carmen   Managing      Palma de Mallorca     14 Feb  2021      b) Hotel San      Riu Hotels 19,854 
Riu      Director                            2005              Francisco S.A.    S.A.       ,616 
Güell    RIUSA II S.A. 
 
                                                               Productores       RIUSA II 
                                                               Hoteleros         S.A. 
                                                               Reunidos S.A. 
Carola   Department    Berlin                1 Aug   2021                                   0 
Schwirn1 Coordinator                         2014 
         in the 
         Transportatio 
         n Division of 
 
         ver.di - 
         Vereinte 
         Dienstleistun 
         gsgewerkschaf 
         t 
Anette   Travel Agent  Hemmingen             2 Jan   2021                                   1,468 
Strempel                                     2009 
1 
Ortwin   Travel Agent  Hamburg               3 Apr   2021                                   4,131 
Strubelt                                     2009 
1 
Stefan   International Vienna                9 Feb   2021                        b) TUI     0 
Weinhofe Employee                            2016                                Austria 
r1       Relations                                                               Holding 
         Coordinator                                                             GmbH 
         at TUI AG 
 
1 Representative of the employees 
 
2 Information refers to 30 September 2017 or date of resignation from the Supervisory Board of TUI AG in financial year 
2017. 
 
3 Chairman 
 
4 Deputy Chairman 
 
a) Membership in supervisory boards within the meaning of section 125 of the German Stock Corporation Act (AktG) 
 
b) Membership in comparable German and non-German bodies of companies within the meaning of section 125 of the German 
Stock Corporation Act (AktG) 
 
Executive Board 
Name       Department Other Board Memberships1         Number of 
                                                       TUI AG 
                                                       shares 
                                                       (direct 
                                                       and 
                                                       indirect) 
                                                       1 
Friedrich  CEO        a) Sixt SE2                      278,081 
Joussen 
 
(Age 54) 
 
Member of 
the 
Executive 
Board 
since 
 
October 
2012 
 
CEO of the 
Executive 
Board from 
 
February 
2013 
 
Joint-CEO 
since 
December 
2014 
 
CEO since 
February 
2016 
 
Current 
appointmen 
t until 
October 
2020 
Horst      Finance                     b) RIUSA II     40,717 
Baier                                  S.A.2 
 
(Age 60)                               TUI Canada 
                                       Holdings Inc. 
 
Member of 
the                                    Sunwing Travel 
Executive                              Group Inc. 
Board 
since 
 
November 
2007 
 
Current 
appointmen 
t until 
November 
2018 
David      Northern   b) TUI Travel    Thomson Travel  16,300 
Burling    Region     Holdings Ltd.    Group 
                                       (Holdings) Ltd 
 
(Age 49)   Airlines   TUI Travel Ltd. 
                                       TUI Travel 
                                       Overseas 
                                       Holdings Ltd. 
Member of  Hotel      First Choice 
the        Purchasing Holidays Ltd. 
Executive 
Board                                  TUI Canada 
since                                  Holdings Inc. 
                      First Choice 
                      Holidays & 
                      Flights Ltd. 
June 2015                              TUI Northern 
                                       Europe Ltd. 
 
                      Sunwing Travel 
Current               Group Inc. 
appointmen                             TUI Travel 
t until                                Group 
May 2021                               Management 
                      First Choice 
                      Olympic Ltd. 
 
                                       Services Ltd. 
 
                      TUI Sverige AB 
 
                                       TUI UK 
                                       Transport Ltd. 
                      TUI Travel 
                      Holdings 
 
                      Sweden AB 
 
                      TUI Nordic 
                      Holding AB 
Sebastian  Central    a) TUI           b) RIUSA II     250 
Ebel       Region     Deutschland GmbH S.A. 
                      2 
 
(Age 54)   Hotels                      TUI Spain S.A. 
                      TUI Cruises GmbH 
 
Member of  Cruises                     TUI Suisse 
the                   TUIfly GmbH 2    Ltd.2 
Executive 
Board 
since      TUI 
           Destinatio BRW Beteiligungs 
           n Services AG 
 
December 
2014 
                      Eintracht 
                      Braunschweig 
 
Current 
appointmen 
t until               GmbH & Co KG2 
November 
2020 
 
                      Eves Information 
                      Technology AG2 
Dr Elke    HR,        a) Nord LB       b) TUI          12,545 
Eller                                  Nederland N.V. 
 
           Labour     TUI Deutschland 
(Age 55)   Director   GmbH             TUI Belgium 
                                       N.V. 
 
Member of             TUIfly GmbH 
the 
Executive 
Board 
since 
 
October 
2015 
 
Current 
appointmen 
t until 
October 
2021 
Frank      IT and New a) TUI 
Rosenberge Markets    Deutschland GmbH 
r 
 
                      peakwork AG 
(Age 49) 
 
Member of 
the 
Executive 
Board 
since 
 
January 
2017 
 
Current 
appointmen 
t until 
December 
2019 
 

1 Information refers to 30 September 2017 or date of resignation from the Excecutive Board in financial year 2017. 
 
2 Chairman 
 
a) Membership in Supervisory Boards required by law within the meaning of section 125 of the German Stock Corporation 
Act (AktG) 
 
b) Membership in comparable Boards of domestic and foreign companies within the meaning of section 125 of the German 
Stock Corporation Act (AktG) 
 
Corporate Governance ­Report 
 
Statement on Corporate Governance (as part of the Management Report) 
 
The actions of TUI AG's management and oversight bodies are determined by the principles of good and responsible 
corporate governance. 
 
The Executive Board and the Supervisory Board comprehensively discussed Corporate Governance issues in financial year 
2017. In this chapter, the Executive Board and the Supervisory Board provide their report on Corporate Governance in 
the Company pursuant to sub-section 3.10 of the German Corporate Governance Code and section 289a of the German 
Commercial Code (HGB) as well as Disclosure and Transparency Rule (DTR) 7.2 and Listing Rule (LR) 9.8.7R. 
 
1. Declaration of Compliance pursuant to section 161 of the German Stock Corporation Act (AktG) 
 
As a stock corporation company under German law, TUI AG's Executive Board and Supervisory Board are obliged to submit a 
declaration of compliance with the German Corporate Governance Code pursuant to section 161 of the German Stock 
Corporation Act. 
 
www.dcgk.de/en/code.html 
 
In December 2017, the Executive Board and the Supervisory Board jointly submitted the declaration of compliance for 
2017 pursuant to section 161 of the German Stock Corporation Act. The declaration was made permanently accessible to 
the general public on TUI AG's website in December 2017. 
 
www.tuigroup.com/de-de/investoren/corporate-governance 
 
WORDING OF THE DECLARATION OF COMPLIANCE FOR 2017 
 
'In accordance with section 161 of the German Stock Corporation Act, the Executive Board and Supervisory Board of TUI 
AG hereby declare: 
 
Since the last annual declaration of compliance was submitted in December 2016, the recommendations of the German 
Corporate Governance Code in the version dated 5 May 2015 have been fully observed. The recommendations of the Code in 
the version dated 7 February 2017 have been and will be fully observed since its entry into force.' 
 
2. Declaration of Compliance pursuant to 
DTR 7.2 and LR 9.8.7R 
 
At the time of the merger TUI AG had announced it would comply with the UK Corporate Governance Code (the UK Code) 
 
https://www.frc.org.uk/getattachment/ca7e94c4-b9a9-49e2-a824- 
ad76a322873c/UK-Corporate-Governance-Code-April-2016.pdf 
 
to the extent practicable. In many respects, the requirements of the German Code and the UK Code are similar. However, 
there are certain aspects which are not compatible (in some cases due to the different legal regimes for German and UK 
companies). Therefore some deviations from best practice in the UK have been necessary. 
 
Under the German Stock Corporation Act, the legislation applicable to TUI AG, a two-tier board system is mandatory (see 
below section 'Functioning of the Executive and Supervisory Board' on page 108). The two-tier board structure is 
different to the UK unitary board structure on which the UK Code is based. Some of the principles of composition and 
operation of the boards of a German stock corporation also differ from those of a UK company (for example, there is no 
Company Secretary). For this reason, the Executive Board and the Supervisory Board have set out below in which areas 
the UK Code is not complied with and explained the reasons for the deviations. In addition, the Executive Board and the 
Supervisory Board have also explained those instances where they consider TUI AG not to be compliant with the UK Code 
in the literal sense but where it lives up to the spirit and meaning of the respective regulation. 
 
Sub-headings refer to sections of the UK Code for ease of reference for investors. 
 
Pursuant to DTR 7.2 and LR 9.8.7R, the Executive Board and the Supervisory Board therefore declare as follows: 
 
WORDING OF THE UK CORPORATE GOVERNANCE STATEMENT 
 
'Throughout the reporting period, TUI AG has complied with the provisions of the UK Code, including its main 
principles, except as set out and explained below. 
 
IDENTIFICATION OF SENIOR INDEPENT DIRECTOR 
(A1.2, A4.1) 
 
Under German law and the German Code, there is no concept of a 'Senior Independent Director'. Instead, shareholders may 
raise any issues at the Annual General Meeting (AGM). In this forum, the Executive Board and the Chairman of the 
Supervisory Board are available to address any issues and are legally obliged to provide adequate responses. 
 
Outside the AGM, shareholders may approach the Executive Board, in particular the CEO or the CFO, or, for topics 
relating to Supervisory Board matters, the Chairman of the Supervisory Board or any of his Deputies. Sir Michael 
Hodgkinson, who was the Deputy Chairman and Senior Independent Director of TUI Travel PLC before the merger, was 
re-elected as additional Deputy Chairman of the Supervisory Board of TUI AG in February 2016 alongside Frank Jakobi 
(First Deputy Chairman who, under the German Co-­Determination Act, must be an Employee Representative). 
 
DIVISION OF RESPONSIBILITIES - CHAIRMAN & CHIEF ­EXECUTIVE (A2.1) 
 
The separation of the roles of the Chairman of the Supervisory Board (Prof. Klaus Mangold) and the CEO (Friedrich 
Joussen) is clearly defined under German law as part of the two-tier board structure. Therefore, no further division of 
responsibilities is required and both the Executive Board and the Supervisory Board consider that TUI AG lives up to 
the spirit and meaning of the UK Code. 
 
INDEPENCE OF SUPERVISORY BOARD MEMBERS (B1.1) 
 
Under the UK Code, the Board must identify in the annual report each non-executive director it considers to be 
'independent' for the purposes of the UK Code. Based on the responsibilities assigned to the Supervisory Board by the 
German Stock Corporation Act, the members of the Supervisory Board are considered to be non-executive directors for the 
purposes of the UK Code. Under the UK Code, persons are 'independent' if they are independent in character and 
judgement and if there are no relationships or circumstances which are likely to affect, or could appear to affect, 
their judgement. TUI AG does not, however, extend its independence disclosures to employee representatives on the 
Supervisory Board (for a detailed explanation of shareholder and employee representatives and the underlying 
considerations, please see below). 
 
The Supervisory Board has determined that six of its nine shareholder representative members (excluding the Chairman, 
as required by the UK Code) are independent for the purposes of the UK Code. The shareholder representatives of the 
Supervisory Board considered to be independent are: Prof. Edgar Ernst, Valerie Gooding, Sir Michael Hodgkinson, Janis 
Kong, Coline McConville and Angelika Gifford. The Chairman was independent on election in 2011 and re-election in 
February 2016 and is still considered independent (Prof. Mangold also was independent when he was elected to the 
Supervisory Board in January 2010). 
 
The members of the Supervisory Board not considered to be independent for the purposes of the UK Code are Carmen Riu 
Güell, Alexey Mordashov and Peter Long. 
 
In reaching its determination, the Supervisory Board has considered, in particular, the factors set out below. 
 
SHAREHOLDER AND EMPLOYEE REPRESENTATIVES 
 
The Supervisory Board of TUI AG consists of ten members who are elected by shareholders at AGM (the 'Shareholder 
Representatives') and ten members who represent the employees of TUI AG (the 'Employee Representatives'). This differs 
from UK practice where only those board members representing major shareholders are typically referred to as 
'Shareholder Representatives' and are not considered independent ­under the UK Code because of their link to a 
significant shareholder. 
 
In TUI AG, only the shareholder representatives Carmen Riu Güell (Riu Hotels, approx. 3.4 % of the voting rights) and 
Alexey Mordashov (approx. 23 % of the voting rights via Unifirm Ltd., majority controlled by himself) are connected to 
significant shareholders or are shareholders themselves. It should also be noted that joint ventures exist between TUI 
AG and both Riu Hotels S. A. and TUI Russia & CIS (in which a majority controlling interest is held by Mr Mordashov) 
(for further details see page 96 of the Annual Report). Until his election to the ­Supervisory Board in February 2016, 
Peter Long was Joint-CEO of TUI AG from December 2014 to February 2016. Prior to that, he was a member of the Executive 
Board of TUI AG from 2007 and CEO of TUI Travel PLC. Therefore, neither Ms Riu Güell nor Mr Mordashov nor Mr Long are 
considered independent for the purposes of the UK Code. 
 
Seven of the ten employee representatives of the Supervisory Board are elected by the employees of TUI Group entitled 
to vote. Three employee representatives are nominated by a German trade union (ver.di). 
 
Under the UK Code, directors who are or have been employees of the Group in the last five years or who participate in 
the Group's pension arrangements would generally not be considered independent. In the UK, directors with an employment 
relationship are normally current or former executives. By contrast, under German law, employee representatives of the 
Supervisory Board must be employees of the Group, and must be elected by the employees without any involvement of the 
Executive or Supervisory Boards. Furthermore, the employment contract of employee representatives may only be 
terminated in exceptional cases. 
 
The employee representatives may also participate in Group pension schemes as is normal for employees and in their 
capacity as employees. 
 
Trade union representatives are nominated, and employed by, the trade union but are still classified as employee 

representatives. They can only be removed from the Supervisory Board by their respective union and neither the 
Executive nor the Supervisory Board has any role in their appointment or removal. 
 
HALF THE BOARD SHOULD BE INDEPENT NON-EXECUTIVE DIREC TORS (B1.2) 
 
Since, for the purpose of the UK Code, only the shareholder represen­tatives on the Supervisory Board are taken into 
account, with six independent members (excluding the Chairman of the Supervisory Board) more than half of its members 
are considered independent. 
 
NOMINATION COMMITTEE - COMPOSITION AND ­RESPONSIBILITIES (B2.1) 
 
The role of the Nomination Committee in a typical UK company is fulfilled in TUI AG by two Committees of the 
Supervisory Board: 
 
Under the Rules of Procedure for the Supervisory Board and its Committees (which are equivalent to the Terms of 
Reference of a British corporation) the Nomination Committee considers and proposes suitable candidates as shareholder 
representatives to the Supervisory Board for its election proposals to the AGM. The Presiding Committee determines the 
requirements and remuneration for any new appointments to the Executive Board and recommends suitable candidates to the 
Supervisory Board. On that basis, the Supervisory Board appoints Executive Board members. This approach is different 
from the UK where all director appointments are approved by shareholders at the AGM. 
 
However, as is common practice in Germany, at each AGM shareholders are asked to decide whether they approve the 
actions of the Executive Board and Supervisory Board members during the past financial year. Since the AGM 2015, in the 
light of UK practice, TUI AG has changed its procedure to allow a separate vote on each individual Executive Board and 
Supervisory Board member, as it is customary in the UK. TUI AG ­intends to continue this practice. Accordingly, the 
Supervisory Board considers that TUI AG lives up to the spirit and meaning of the UKCode to the extent practicable. 
 
There is no requirement under German law or the German Corporate Governance Code for the majority of the Nomination 
Committee members to be independent. Of the four members of the Nomination Committee, two are either significant 
shareholders themselves or associated with significant shareholders (Carmen Riu Güell and Alexey Mordashov) and 
therefore not independent for the purposes of the UK Code. The remaining two members are Sir Michael Hodgkinson and 
Prof. Klaus Mangold (Chairman) who are both independent. Therefore TUI AG is not compliant with the UK Code which 
requires a majority of the Nomination Committee to be independent. However, TUI AG considers that the current 
membership of the Nomination Committee provides a strong and experienced pre-selection of Supervisory Board shareholder 
representation members, while keeping the Committee to a manageable size. 
 
A publication of the Rules of Procedure for the Supervisory Board, its committees (including the Audit Committee) and 
for the Executive Board is not provided for under German law and the German Corporate Governance Code. Therefore TUI AG 
is not compliant with this provision of the UK Code. 
 
NOMINATION COMMITTEE SECTION IN THE ANNUAL 
REPORT & ACCOUNTS (B2.4) 
 
For the activities of the Nomination Committee, see page 13 which is part of the Chairman's letter to shareholders. 
 
During the year, a personnel consultancy (Spencer Stuart) has been used to search a Supervisory Board member as 
successor to the chairman of the Supervisory Board. This personnel consultancy has no further connection to the 
company. Succession planning for management members below Executive Board level is carried out by the Executive Board. 
The Presiding Committee is responsible for succession planning for the Executive Board. 
 
TERMS & CONDITIONS OF APPOINTMENTS OF NON-EXECUTIVE DIRECTORS (B3.2) 
 
The terms and conditions of Supervisory Board members' appointments follow the provisions of the German Stock 
Corporation Act and the Articles of Association of TUI AG. The Articles of Association are available on the website at 
www.tuigroup.com/en-en/investors/corporate-­governance. 
 
ADVICE AND SERVICES OF THE COMPANY SECRETARY (B5.2) 
 
There is no specific role of Company Secretary in German companies. However, Executive and Supervisory Board members 
have access to the Board Office of TUI AG if they need any advice or services. The Board Office acts as an interface in 
corporate matters for the Executive and Supervisory Board members and is responsible for ensuring that the requisite 
processes and procedures are in place governing all Executive and Supervisory Board meetings (i.e. preparation of 
agendas, minuting of meetings and ensuring compliance with German and UK law, as appropriate, and with recommendations 
for corporate governance). The Board Office also supports the Chairman, the CEO, the CFO and the Chairmen of the Audit 
Committee and the Strategy Committee. Executive and Supervisory Board members also have access to legal advice via the 
Group Legal Director and the Board Office. The Supervisory Board can also approach the Executive Board directly for 
specific advice on any matters. Accordingly, the Executive Board and the Supervisory Board consider that TUI AG lives 
up to the spirit and meaning of the UKCode. 
 
BOARD PERFORMANCE EVALUATION (B6) 
 
The performance of each individual Executive Board member is evaluated annually by the Supervisory Board for the annual 
performance-based remuneration. In this context, the Supervisory Board also reviews the individual member's overall 
performance as part of the Executive Board. However, no external performance evaluation is done for the Executive 
Board. 
 
It is not customary to conduct annual reviews of the Supervisory Board's efficiency. Each Supervisory Board member can 
give feedback to the Chairman, the Deputy Chairmen or the Supervisory Board as a whole as and when appropriate or 
required. 
 
External evaluation, which includes the work of the Chairman of the Supervisory Board, is performed by means of 
individual interviews and anonymous reviews. Executive Board members are invited to contribute to the process. 
Consolidated results are shared with the entire Supervisory Board and appropriate actions are suggested and discussed 
as appropriate. The last external review of the Supervisory Board was undertaken in 2015 by Board Consultants 
International. Board Consultants International has no other connection with TUI AG. 
 
ANNUAL RE-ELECTION BY SHAREHOLDERS AT THE AGM (B7.1) 
 
None of the Executive or Supervisory Board members is re-elected annually. However, as noted above, in light of the UK 
Code and UK best practice, TUI AG voluntarily puts individual resolutions approving the actions of each Executive and 
Supervisory Board member to the AGMresolving on the annual financial statements for the previous year. TUI AG intends 
to continue this practice. 
 
The end of appointment periods for Supervisory Board members are dis­closed in the table from page 100. Current 
curricula vitae of all Executive and Supervisory Board members are published at 
www.tuigroup.com/en-en/investors/corporate-­governance. 
 
FAIR, BALANCED AND UNDERSTANDABLE ANNUAL REPORT AND ACCOUNTS (C1.1) 
 
In a German stock corporation the Executive Board is responsible for drafting the Annual Report & Accounts (ARA). 
According to section 243 (2) of the German Commercial Act (HGB) the ARA must be clearly arranged and should present a 
realistic picture of the Company's economic situation. This is equivalent to the UK Code requirement for the ARA to be 
fair, balanced and understandable. Although this assessment has not been delegated to the Audit Committee (C3.4), the 
Executive Board is convinced that this ARA satisfies both requirements. 
 
ESTABLISHMENT AND OPERATION OF REMUNERATION ­COMMITTEE (D2), REMUNERATION (D1) 
 
In the German governance structure there is no separate Remuneration Committee. The remuneration of the Executive Board 
is under involvement of the employee representatives monitored and agreed by the Supervisory Board based on 
recommendations from the Presiding Committee, which is governed by the Supervisory Board Rules of Procedure, as 
referred to above. 
 
Supervisory Board remuneration and the remuneration of Board Committee members is governed by the Articles of 
Association as resolved on by the shareholders at the AGM. 
 
There are no clawback or malus provisions in the service contracts of Executive Board members. Such provisions would be 
unusual (and probably unenforceable) in Germany. However, there are different contractual and statutory provisions that 
may allow for a reduction or forfeiture of remuneration components or allow TUI AG to claim damages from Executive 
Board members. First, the service contracts of Executive Board members provide for forfeiture of the annual bonus and 
the LTIP if TUI AG terminates the service contract for cause without notice before the end of the one year performance 
period in the case of the annual bonus or before the end of the respective performance period of the LTIP. Second, 
according to section 87 (2) German Stock Corporation Act (AktG) the Supervisory Board may, under certain exceptional 
circumstances, reduce Executive Board compensation in case of a deterioration of the economic situation of TUI AG. 
Third, Executive Board members may be liable for damages under the German Stock Corporation Act in case of a breach of 
their duties of care or fiduciary duties. 
 
See the Directors' Remuneration Report from page 116 for full details on Executive and Supervisory Board member's 
remuneration. 
 
NOTICE PERIODS FOR EXECUTIVE DIRECTORS (D1.5) 
 
In accordance with the customary practice in Germany members of the Executive Board are appointed for a term of three 
to five years. This does not comply with the UK Code recommendation which stipulates that notice or contract periods 
should be set at one year or less. However, the contracts include maximum limits on the amounts payable on termination. 
 

See Remuneration Report from page 116 
 
DIALOGUE WITH SHAREHOLDERS (E1) 
 
It was not common practice in German companies for Supervisory Board members to make themselves available for meetings 
with major shareholders. However, the German Corporate Governance Code in the version dated 7 February 2017 now 
stipulates in section 5.2 that the Chairman of the Supervisory Board should be willing to meet with investors in an 
appropriate manner to discuss Supervisory Board matters. Shareholders made use of this option in financial year 2017. 
 
The table below provides an overview of all meetings with shareholders, in some of which also employees of Investor 
Relations participated. 
 
Dialogue with shareholders 
Date           Meeting                              Participants 
October 2016   Roadshow Brussels                    HB 
               Roadshow Paris                       HB 
December 2016  Roadshow UK                          FJ, HB 
January 2017   Commerzbank German Investment        HB 
               Seminar 
               Roadshow US                          HB 
               UniCredit / Kepler Cheuvreux German  HB 
               Corporate Conference 
February 2017  Roadshow Paris                       HB 
March 2017     Barclays Select Leisure & Transport  HB 
               Corporate Day 
April 2017     Morgan Stanley Roundtable            HB 
May 2017       BAML Investor Dinner London          FJ, HB 
 
               Roadshow UK                          FJ, HB 
               Roadshow Frankfurt                   FJ, HB 
               Berenberg European Conference USA    HB 
               Roadshow US                          HB 
               Roadshow Copenhagen                  HB 
June 2017      Roadshow Oslo                        HB 
 
               Roadshow Zurich                      HB 
               Roadshow Netherlands                 HB 
               dbAccess German, Swiss and Austrian  HB 
               ­Conference 
               Goldman Sachs Travel & Leisure       HB 
               Symposium 
               Credit Suisse Leisure Sector         HB 
               Conference 
Juli 2017      Governance Meetings                  KM, SMH 
August 2017    MainFirst Travel and Transport Days  HB 
September 2017 Bernstein Strategic Decisions        HB 
               Conference 
               Berenberg & Goldman Sachs GCC        HB 
               Conference 
 
Key: Prof. Dr Klaus Mangold (KM), Sir Michael Hodgkinson (SMH), Friedrich Joussen (FJ), 
Horst Baier (HB) 
 
Key topics discussed at meetings between shareholders and Executive Board members included: 
 
· Exogenous impacts on the business model 
 
· Growth strategy of the integrated tourism group 
 
· Business development in the individual company sectors 
 
The Supervisory Board receives feedback from the Chairman and Deputy Chairman (shareholder representative) and 
Executive Board members following meetings with major shareholders or investors. Additionally, a monthly Investor 
Relations Report and event-driven assessments of brokers are forwarded to the Executive Board and the Supervisory 
Board. They contain updates on the share price development, analyses by sellers and feedback and assessments from 
investors. 
 
The Executive Board and the Supervisory Board consider that TUI AG lives up to the spirit and meaning of the UK Code. 
 
AGM RESOLUTION ON FINANCIAL STATEMENTS AND ­CONSOLIDATED FINANCIAL STATEMENTS (E2.1) 
 
It is not common practice in Germany to pass a resolution at the AGM to approve the financial statements and 
consolidated financial statements. Therefore, this was not done at the AGM in 2017 and it is not intended to do so at 
the AGM in 2018. However, as required by German law, the first item on the agenda of TUI AG's AGM is the presentation 
of the financial statements and consolidated financial statements to the AGM. Under this item, the Executive Board will 
explain the financial statements and consolidated financial statements and the Chairman will explain, in particular, 
the report of the Supervisory Board (including this UK Corporate Governance Statement). Shareholders will have the 
opportunity to raise questions. Questions are typically raised, as is normal in the AGMs of German companies, and, as a 
general rule, answers must be provided under German law. 
 
This is the standard practice for a German company and is in full compliance with the German Code. While the lack of a 
resolution to approve the Annual Report & Accounts is not in compliance with the UK Code, TUI AG considers that the 
arrangements afford shareholders with sufficient opportunity to raise any questions or concerns that they may have in 
relation to the Annual Report & Accounts, and to receive answers, in the AGM. Accordingly, the Executive Board and the 
Supervisory Board consider that TUI AG lives up to the spirit and meaning of the UK Code to the extent practicable. 
 
CIRCULATION OF AGM DOCUMENTATION TO SHAREHOLDERS (E2.4) 
 
The 2017 AGM of TUI AG was held on 14 February 2017. As required by German law, the notice convening TUI AG's 2017 AGM 
(including the agenda and the voting proposals of the Executive Board and the Supervisory Board) was published in the 
Federal Gazette in Germany on 4 January 2017. Shareholders then had the right under German law to request additional 
agenda items at any time up to 30 days before the AGM. In accordance with German practice, once this deadline had 
expired the combined invitation and explanatory notes relating to the AGM were sent to shareholders on 19 January 2017, 
which was less than the 20 working days before the AGM recommended in the UK Code (but more than the 21 days' notice 
required by German law). However, in addition to the original publication of the Invitation in the Federal Gazette in 
Germany, the combined invitation and explanatory notes relating to the AGM was published on TUI AG's website on 4 
January 2017. As no additional agenda items were requested by shareholders, this was in the same form as the final 
combined invitation and explanatory notes relating to the AGM later sent to shareholders. Furthermore, TUI AG's Annual 
Report and Accounts for the financial year ending 30 September 2016 was published on 8 December 2016, significantly 
more than 20 working days before the 2017 AGM. Accordingly, the Executive Board and the Supervisory Board consider that 
TUI AG lives up to the spirit and meaning of the UK Code requirements. A similar timetable will be followed in relation 
to the 2018 AGM." 
 
3. Further information on Corporate Governance 
 
FUNCTIONING OF THE EXECUTIVE AND SUPERVISORY BOARDS 
 
TUI AG is a company under German law. One of the fundamental principles of German stock corporation law is the dual 
management system involving two bodies, the Executive Board in charge of managing the company and the Supervisory Board 
in charge of monitoring the company. TUI AG's Executive Board and Supervisory Board cooperate closely and in a spirit 
of trust in managing and overseeing the Company, with strict separation between the two bodies in terms of their 
membership and competences. Both bodies are obliged to ensure the continued existence of the Company and sustainable 
creation of added value in harmony with the principles of the social market economy. 
 
TUI AG's Executive Board comprised six members as at the closing date 30 September 2017. The Executive Board is 
responsible for managing the Company's business operations in the interests of the Company. The allocation of functions 
and responsibilities to individual Board members is presented in a separate section. 
 
For functions, see tables 'Supervisory Board and Executive Board' on page 100 et seq. 
 
In accordance with the law and the Articles of Association, the Supervisory Board had 20 members at the balance sheet 
date, i. e. 30 September 2017. The Supervisory Board advises and oversees the Executive Board in the management of the 
Company. It is involved in strategic and planning decisions and all decisions of fundamental importance to the Company. 
When the Executive Board takes decisions on major transactions, such as the annual budget, major acquisitions or 
divestments, it is required by its terms of reference to seek the approval of the Supervisory Board. The Chairman of 
the Supervisory Board coordinates the work in the Supervisory Board, chairs its meetings and represents the concerns of 
the body externally. The Supervisory Board and the Audit Committee have adopted terms of reference for their own work. 
In the run-up to the Supervisory Board meetings, the representatives of shareholders and employees meet separately. 
 
The Executive Board provides the Supervisory Board at regular meetings and in writing with comprehensive, up-to-date 
information about the strategy, the budget, business performance and the situation of the Group, including risk 
management and compliance. The Executive Board works on the basis of terms of reference issued by the Supervisory 
Board. 
 
TUI AG has taken out a D&O insurance policy with an appropriate deductible for all members of the Executive Board and 
Supervisory Board. The deductible amounts to 10 % of the loss up to the amount of one and a half times the fixed annual 
compensation. 
 
COMPOSITION OF THE SUPERVISORY BOARD 
 
As at the balance sheet date, 30 September 2017, the Supervisory Board of TUI AG comprised 20 members. The composition 
of the Supervisory Board in financial year 2017 ensured that its members as a group had the knowledge, ability and 
expert experience required to properly complete their tasks. The goals set by the Supervisory Board itself for its 
compos­ition include in particular comprehensive industry knowledge, at least five independent shareholder 
representatives, at least five members with international experience, and diversity (see also the diversity concepts 
for the Supervisory Board and the Executive Board from page 110 of this report). 
 
Twelve members of the Supervisory Board had considerable international experience. Due to the different professional 

experiences of its members, the composition of the Supervisory Board overall reflects a great diversity of relevant 
experience, ability and industry knowhow. None of the shareholder representatives on the Supervisory Board had any 
commercial or personal relationship with the Company, its Executive Board or third parties that might cause a material 
clash of interests. Seven shareholder representatives are independent (including the Chairman of the Supervisory Board, 
who can be included in the count according to the German Corporate Governance Code). 
 
In accordance with the recommendations of the German Corporate Governance Code, the original shareholder 
representatives were individually elected for five-year terms of office during elections to the Supervisory Board at 
the relevant General Meetings (October 2014, February 2016). Only Prof. Klaus Mangold and Sir Michael Hodgkinson were 
older than 68 years when they were elected as members of the Supervisory Board. In both cases, the Supervisory Board 
deemed it appropriate to deviate from the regular age limit in order for the Company to benefit from Prof. Klaus 
Mangold's and Sir Michael Hodgkinson's extensive experience in order to complete the integration process and in order 
to ensure continuity. With Peter Long, a former member of the Executive Board has been a Supervisory Board member since 
the Annual General Meeting 2016 held on 9 February 2016. 
 
COMMITTEES OF THE SUPERVISORY BOARD AND THEIR ­COMPOSITION 
 
At 30 September 2017, the balance sheet date, the Supervisory Board had established four committees from among its 
members to support its work: the Presiding Committee, the Audit Committee, the Nomination Committee and the Strategy 
Committee. In addition, the Integration Committee existed until December 2016. 
 
A Mediation Committee was furthermore established in accordance with section 27 (3) of the German Co-Determination Act. 
 
The Presiding Committee and Audit Committee have eight members each, with an equal number of shareholder 
representatives (including the respective chairpersons of the committees) and employee representatives. The Presiding 
Committee prepares, in particular, the appointment of Executive Board members, including the terms and conditions of 
service contracts and remuneration proposals. The Audit Committee's task is to support the Supervisory Board in 
exercising its oversight function. The Chairman of the Audit Committee is an independent financial expert and has 
particular knowledge and experience in the application of accounting principles and internal control methods from his 
own professional practice. 
 
The Nomination Committee consists exclusively of shareholder representa­tives, in keeping with the recommendation in 
the German Corporate Governance Code. The task of its four members is to suggest suitable candidates for the 
Supervisory Board to propose to the Annual General Meeting. 
 
The Integration Committee was set up following the merger for two years. Its responsibilities were to advise and 
supervise the Executive Board during the integration process following the completion of the merger. The Integration 
Committee drafted recommendations for resolutions for the Supervisory Board, but had no authority to make decisions on 
behalf of the Supervisory Board. It consisted of five shareholder representatives and one employee representative. As 
planned, the Integration Committee had its last meeting in December 2016. 
 
The Strategy Committee began its work after the Annual General Meeting 2016. Its task is to comprehensively advise and 
oversee the Executive Board in developing and implementing the corporate strategy. It prepares the annual strategy 
offsite meeting for the Supervisory Board, but does not have a mandate to take any decisions on behalf of the 
Supervisory Board. It comprises five shareholder representatives and one employee representative. 
 
CONFLICTS OF INTEREST 
 
Executive and Supervisory Board members have a duty to act in TUI AG's best interests. In the completed financial year 
2017, there were no conflicts of interest requiring disclosure to the Supervisory Board. None of the Executive Board or 
Supervisory Board members has a board role or a consultancy contract with one of TUI's competitors. 
 
SPECIFICATIONS PURSUANT TO SECTIONS 76 (4), 111 (5) 
OF THE GERMAN STOCK CORPORATION ACT 
 
At least 30 % of the Supervisory Board members were women and at least 30 % were men at the balance sheet date. The 
Supervisory Board was therefore compliant with section 96 (2) sentence 1 of the German Stock Corporation Act. Neither 
the shareholder nor the employee representatives on the Supervisory Board objected to overall compliance in accordance 
with section 96 (2) sentence 2 of the German Stock Corporation Act. 
 
The Supervisory Board resolved, in keeping with section 111 (5) of the German Stock Corporation Act, that until 31 
October 2020 one woman is required to be a member of the Executive Board. This goal was achieved in the reporting 
period with Dr Elke Eller's membership in the Executive Board. 
 
In turn, the Executive Board resolved, in keeping with section 76 (4) of the German Stock Corporation Act, that women 
should account for 20 % of executives at the level immediately below the Executive Board and 30 % at the level below 
this. Both targets were to be achieved by 30 June 2017. For this reason, TUI AG has implemented various measures over 
the past two years aimed at increasing the proportion of women on a long-term and sustainable basis. This includes, 
among other things, the promotion of women in talent programmes and specifically addressing them in the recruitment 
process. As a result of these measures, the proportion of women at TUI AG increased from 13 % to 19 % at the first 
management level below the Executive Board and from 20 % to 24 % at the second management level below the Executive 
Board as of 30 June 2017. At these levels, however, staff turnover is very low. As a result, the proportion of women 
could only be increased slowly. Despite all the measures taken, the suitability and qualification of candidates for 
filling vacant positions are still of primary importance. In accordance with section 76 (4) of the German Stock 
Corporation Act (AktG), the Executive Board confirmed the target figures for the proportion of women of 20 % at the 
first management level below the Executive Board and 30 % at the second management level below the Executive Board, and 
decided that both targets should be achieved by 30 September 2020. 
 
SHAREHOLDERS AND ANNUAL GENERAL MEETING 
 
TUI AG shareholders exercise their co-determination and monitoring rights at the Annual General Meeting, which takes 
place at least once a year. The AGM takes decisions on all statutory matters, and these are binding on all shareholders 
and the Company. For voting on resolutions, each share confers one vote. 
 
All shareholders registering in due time are entitled to participate in the Annual General Meeting. Shareholders who 
are not able to attend the AGM in person are entitled to have their voting rights exercised by a bank, a shareholder 
association, one of the representatives provided by TUI AG and acting on the shareholders' behalf in accordance with 
their instructions, or some other proxy of their own choosing. Shareholders also have the opportunity of authorising 
the representative provided by TUI AG via the web in the run-up to the AGM. Shareholders can, moreover, register for 
electronic dispatch of the AGM documents. 
 
The invitation to the AGM and the reports and information required for voting are published in accordance with the 
provisions of the German Stock Corporation Act and provided in German and English on TUI AG's website. During the AGM, 
the presentations by the chairman of the Supervisory Board and the Executive Board members can be followed live over 
the Internet. 
 
RISK MANAGEMENT 
 
Good corporate governance entails the responsible handling of commercial risks. The Executive Board of TUI AG and the 
management of the TUI Group have comprehensive general and company-specific reporting and monitoring systems available 
to identify, assess and manage these risks. These systems are continually developed, adjusted to match changes in 
overall conditions and reviewed by the auditors. The Executive Board regularly informs the Supervisory Board about 
existing risks and changes to these risks. The Audit Committee deals in particular with monitoring the accounting 
process, including reporting, the effectiveness of the internal control and risk management systems and the internal 
auditing system, compliance and audit of the annual financial statements. 
 
More detailed information about risk management in the TUI Group is presented in the Risk Report. It also contains the 
report on the accounting-related internal control and risk management system required in accordance with the German 
Commercial Code (sections 289 (5), 315 (2) no. 5 HGB). 
 
Risk Report see page 30 
 
TRANSPARENCY 
 
TUI provides immediate, regular and up-to-date information about the Group's economic situation and new developments to 
capital market participants and the interested public. The Annual Report and the Interim Reports are published within 
the applicable timeframes. The Company publishes press releases and ad hoc announcements, if required, on topical 
events and any new developments. Moreover, the company website at www.tuigroup.com provides comprehensive information 
on TUI Group and the TUI share. 
 
The scheduled dates for the principal regular events and publications - such as the AGM, Annual Report and Interim 
Reports - are set out in a financial calendar. The calendar is published well in advance and made permanently 
accessible to the public on TUI AG's website. 
 
DIRECTORS' DEALINGS 
 
The Company was informed by Alexey Mordashov (via Sungrebe Ltd. and Unifirm Ltd.), Peter Long and David Burling of 
notifiable purchase and sale transactions of TUI AG shares or related financial instruments by directors (directors' 

dealings or managers' transactions) concerning financial year 2017. Details are provided on the Company's website. 
 
Purchase and sales transactions by members of the boards were governed by the TUI Share Dealing Code, adopted by the 
Executive Board, alongside corresponding statutory provisions. The TUI Share Dealing Code stipulates above all an 
obligation to receive a permission for transactions with TUI AG's financial instruments. 
 
ACCOUNTING AND AUDITING 
 
TUI AG prepares its consolidated financial statements and consolidated interim financial statements in accordance with 
the provisions of the International Financial Reporting Standards (IFRS) as applicable in the European Union. The 
statutory annual financial statements of TUI AG, which form the basis for the dividend payment, are prepared in 
accordance with the German Commercial Code (HGB). The consolidated financial statements are prepared by the Executive 
Board, audited by the auditors and approved by the Supervisory Board. The interim report is discussed between the Audit 
Committee and the Executive Board prior to publication. The consolidated financial statements and the financial 
statements of TUI AG were audited by Deloitte GmbH Wirtschafts­prüfungsgesellschaft, Hannover, the auditors elected by 
the 2017 Annual General Meeting. The audit was based on German auditing rules, taking account of the generally accepted 
auditing standards issued by the German Auditors' Institute as well as the International Standards on Auditing. It also 
covered the risk detection system and the compliance with reporting requirements on corporate governance pursuant to 
section 161 of the German Stock Corporation Act and Listing Rule 9.8.10. 
 
See audit opinion by the auditors on page 242 
 
The condensed consolidated interim financial statement and management report as at 31 March 2017 was reviewed by the 
auditors. 
 
In add­ition, a contractual agreement was concluded with the auditors to the effect that the auditors will immediately 
inform the Supervisory Board of any grounds for disqualification or partiality as well as of all findings and events of 
importance arising during the performance of the audit. There were no grounds to provide such information in the 
framework of the audit of financial year 2017. 
 
Diversity concepts for the composition of the 
Executive Board and Supervisory Boards 
 
Diversity concept for the composition of the 
Executive Board 
 
The diversity concept for the composition of the Executive Board takes into account the following diversity aspects: 
 
(a) Age 
 
As a rule, the employment contracts of members of the Executive Board end once the standard retirement age for 
statutory retirement insurance has been reached (currently 67). 
 
(b) Gender 
 
The Executive Board should include one woman. 
 
(c) Educational / professional background 
 
The necessity for a variety of educational and professional backgrounds already arises from the obligation to manage 
the company in accordance with the law, the company's articles of association and its terms of reference. In addition, 
the Executive Board as a whole, through its individual members, should possess the following essential background 
qualities: 
 
· management experience, some of which ideally has been acquired abroad, and intercultural competence for successful 
management and motivation of global teams 
 
· in-depth practical experience in stakeholder dialogue (i.e. with managers and employees, including their 
representative bodies, with shareholders and the public) 
 
· experience in IT management and an understanding of digitalisation of vertically integrated value chains 
 
· profound experience in value-driven, KPI-based strategy development and implementation and corporate governance 
 
· profound knowledge of the intricacies and requirements of the capital market (shareholder management) 
 
· knowledge of accounting and financial management (controlling, financing) 
 
· in-depth understanding of and experience with change management. 
 
Goals of the diversity concept for the composition of the Executive Board 
 
The standard retirement age on the one hand enables incumbent members of the Executive Board to contribute their 
professional and life experience for the good of the company for as long a time as possible. On the other hand, 
adherence to the standard retirement age is intended to promote regular rejuvenation of the board. 
 
Inclusion of both genders in Executive Board work is on the one hand an expression of the conviction of the Supervisory 
Board that mixed-gender teams lead to the same or better outcomes as teams with representation from only one gender. 
But it is also the logical continuation of the gender diversity measures implemented by the Executive Board within the 
wider company, which aim to increase the proportion of women in leadership roles. These measures are only to be applied 
and implemented in a credible manner if the Executive Board does not consist solely of male members ('proof of 
concept'). 
 
A variety of professional and educational backgrounds is necessary on the one hand to properly address the tasks and 
obligations of the law, the company's articles of association and its terms of reference. In addition, it is the view 
of the Supervisory Board that they are a guarantee of ensuring diverse perspectives on the challenges and associated 
approaches to overcoming them that are faced in the day-to-day work of the company. International management experience 
is of particular importance. Without such skill and experience with integrating, leading and motivating global teams, 
it is impossible to take into consideration the different cultural backgrounds of managerial staff and the workforce as 
a whole. 
 
Method of implementation of the diversity concept for the composition of the Executive Board 
 
A key aspect of applying the diversity concept to the composition of the Executive Board is inclusion of the 
Supervisory Board within the cor­porate organisation, as is prescribed by law, the company's articles of association 
and its terms of reference. This ensures the Supervisory Board is familiar with the strategic, economic and actual 
situation of the company. 
 
In its role as overseer of the management of the Executive Board, the Supervisory Board of TUI AG makes decisions on 
the allocation of business responsibilities within the Executive Board, appointments to the Executive Board and thus 
also workforce and succession planning within the Executive Board. As part of that workforce and succession planning, 
the Presiding Committee or the Supervisory Board itself regularly meets with the Executive Board or its members to 
discuss suitable internal succession candidates for Executive Board positions (emergency,medium-term and long-term 
scenarios). As part of these Supervisory Board and Committee meetings, or in preparation for them, members of the 
Supervisory Board have the opportunity to meet up with so-called high potentials within the Group in a professional and 
personal setting. The Presiding Committee and Supervisory Board make their own deliberations about these matters and 
also discuss them in the absence of the Executive Board. This includes evaluation and possible inclusion of external 
candidates for Executive Board positions in the selection process.In all of these deliberations, the above-mentioned 
diversity aspects of Executive Board appointments play a part in the decision-making of the Supervisory Board. The 
Supervisory Board also asks the Executive Board to report twice a year on current progress and implementation of 
family-friendly concepts (e. g. flexible work times and locations via, for instance, video- conferencing, part-time 
options, cultural change) and concrete measures for promotion of women (e. g. at least one woman on the final shortlist 
for any new or replacement appointments to roles within the senior leadership team). 
 
Results achieved in financial year 2017 
 
With effect from 1 January 2017, Mr Frank Rosenberger was appointed (deputy) member of the Executive Board. The 
Supervisory Board resolved on 12 May 2017 a three-year extension of the appointment of Mr Sebastian Ebel. In addition, 
the appointments of Dr Elke Eller and Mr David Burling were extended for a further three years each by the respective 
Supervisory Board resolutions and the signing of the corresponding contracts in December 2017 (see overview of the 
Executive Board on page 102). It is the view of the Supervisory Board that Mr Rosenberger, Mr Ebel, Mr Burling and Dr 
Eller, by virtue of their diverse professional histories and individual backgrounds, will contribute to the diversity 
of the Executive Board. For anyone interested in further information, the CVs of these and all other members of the 
Executive Board are available on the company website, as well as further details communicated about the appointment 
decisions of the Supervisory Board. 
 
Diversity concept for the composition of the 
Supervisory Board 
 
The diversity concept for the composition of the Supervisory Board takes into account the following diversity aspects: 
The terms of reference of the Supervisory Board of TUI AG stipulate a standard age limit of 68 for elections to the 
Supervisory Board. Furthermore, the Supervisory Board has determined a standard limit for membership of the Supervisory 
Board in accordance with the recommendation in point 5.4.1.(3) of the German Corporate Governance Code. As well as the 
statutory gender quota (section 96(2)(1) of the German Stock Corporation Act, (AktG) the Supervisory Board has set 
itself further goals in relation to its composition. These include e. g. the kind of international character and sector 
experience that diverse educational and professional backgrounds provide. Application of the law about the 
codetermination rights of employees also contributes greatly to ensuring diverse educational and professional 
backgrounds within the Supervisory Board of TUI AG. 
 

Goals of the diversity concept for the composition of the Supervisory Board 
 
The Supervisory Board is convinced that the diversity of its own composition sends an important signal both inside and 
outside the company. The age limit and standard membership term have the goal on the one hand of finding and retaining 
suitable candidates. Members of the board must possess sufficient professional experience and personal suitability for 
the position and have the necessary time available to perform the role. After familiarisation with the business model 
and the peculiarities of a vertically integrated company, the Supervisory Board considers the stability of board 
composition in the sense of continuity of corporate development to be equally important. On the other hand, the 
Supervisory Board should be looking at new approaches and new ideas on a regular basis, in order to further the 
continual development of the company and the business model. The Supervisory Board considers the age limit and standard 
membership term to be worthwhile instruments for achieving both goals. 
 
Other goals in relation to composition (including international character and sector experience) reflect the demands 
placed on the advisory and oversight body and its role within a globally active Group of companies operating in a 
challenging competitive environment. Multicultural and international experience of corporate integration is equally as 
import­ant for this as knowledge of the value drivers and success levers of the sector. In all of this, the effect and 
cultural features of the so-called stakeholder approach of a social market economy must be taken into account, which is 
also ensured on the Supervisory Board by the codetermination of employee representatives. 
 
Method of implementation of the diversity concept for the Supervisory Board 
 
Implementation of the goals pursued by the diversity concept is assured by the anchoring of its key components in law 
and in the company's terms of reference as well as the requirement for a Declaration of ­Compliance in accordance with 
section 161 of the German Stock Corpor­ation Act (AktG) on Corporate Governance within the company. As far as the 
shareholder side of the Supervisory Board is concerned, the Nomination Committee ensures that the binding and voluntary 
targets for the composition of the Supervisory Board are met. As part of regularly conducted efficiency audits, the 
Supervisory Board also undertakes a self-evaluation process, which includes aspects of its composition. 
 
Results achieved in financial year 2017 
 
In the current financial year, no changes have been made to the diversity concept or the composition of the Supervisory 
Board. In accordance with the recommendation in point 5.4.1 (2) of the German Corporate Governance Code (version dated 
7 February 2017) the Supervisory Board in its resolution of 14 September 2017 issued a competency profile for the 
composition of the board as a whole. 
 
From the point of view of the Supervisory Board, there is currently no further need for action in relation to 
diversity. On the shareholder side, both genders are equally represented, (50:50), and in terms of the board as whole, 
the proportion of women of 35 % is in excess of the statutory quota. With six different nationalities represented on 
the ­Supervisory Board, its composition can be described as international. The diversity of professional and 
educational backgrounds of the individual members of the board is also evident from the yearly updated CVs of 
Supervisory Board members published on the corporate website. 
 
Anti-corruption and anti-bribery / Compliance 
 
TUI Group's Compliance Management System is a fundamental compon­ent in our commitment to entrepreneurial, 
environmental and socially responsible operations and management. It is underlined by our membership in the UN Global 
Compact and therefore forms an indispensable part of TUI Group's corporate culture and our corporate governance 
activities. 
 
The strategic goal of TUI Group's Compliance Management System is to prevent misconduct and avoid liability risks for 
the Company, its legal representatives, executives and employees and protect the reputation of the Company. 
 
Compliance Management System 
 
TUI Group's Compliance Management System is based on a risk management approach and is built around three pillars: 
prevention, discovery and response, which, in turn, comprise a large number of internal measures and processes. 
 
Compliance Management Processes 
 
Prevention                Exposure                Reaction 
 
· Compliance     ·        · Reporting    ·        · 
Policies and                                      Implementati 
Group Policies            · Leads                 on of 
                                                  Process 
· Compliance              ·                       Controls 
Training                  Investigatio 
                          ns                      · Exchange 
· Compliance                                      with 
Communication                                     Management 
                                                  and 
· Compliance                                      local 
Information                                       Compliance 
                                                  Officers 
· Compliance 
Risk                                              · 
Identification                                    Disciplinary 
and                                               Measures 
Risk 
Assessment 
 
TUI Group's Compliance Management System focuses on the legal sub-areas anti-corruption, competition and anti-trust 
law, data protection, export controls and anti-money laundering. It defines the related pilot and standard operation of 
the Compliance Management System and the documentation of the roles, responsibilities and processes in these areas. 
 
The Compliance Management System applies to TUI AG and all German and foreign companies in which TUI AG directly or 
indirectly holds an interest of more than 50 % as well as other stakes directly or indirectly controlled by TUI AG 
(so-called 'managed Group companies'). Implementation of the Compliance Management System is recommended for 
investments not controlled by TUI AG (so-called 'non-managed Group companies'). 
 
In financial year 2016, TUI Group's Compliance Management System was subjected to a design audit by a leading auditing 
firm in accordance with auditing standard PS 980 published by the German Institute of Auditors. The audit confirmed 
that TUI Group's Compliance ManagementSystem has been designed to meet the requirements of that certification standard. 
In the run-up to the audit, the Group-wide Compliance Management System had been readjusted and compliance processes 
had been harmonised across the Group. 
 
Compliance structure 
 
TUI Group's Compliance structure supports those responsible in the task of communicating the values and rules and 
anchoring them in the Group. It ensures that Compliance requirements are implemented throughout the Group in different 
countries and cultures. TUI Group's decentralised Compliance structure includes Head Compliance Officers whose role is 
to implement and support the requirements of Group Legal Compliance. Under the aegis of the Chief Legal Compliance 
Officer, Group Legal Compliance work with the decentralised Compliance Officers to perform the following tasks at 
different management levels: 
 
· Raising awareness of Compliance and the technical issues allocated to Legal Compliance 
 
· Achieving the goals of the Code of Conduct and the Compliance Rules 
 
· Providing training 
 
· Advising managers and employees 
 
· Securing the necessary exchange of information 
 
· Monitoring national and international legislative initiatives 
 
· Providing regular quarterly reports to the Board and annual reports to the Audit Committee of the Supervisory Board 
 
In addition, the Group has a Compliance Committee headed by the CFO and consisting of the HR Director, the Heads of 
Group External Affairs and Communications, Chief Legal Compliance Officer, Group Audit and representatives of the Group 
Works Council and the TUI Europe Forum. The committee meets on a regular basis as well as ad hoc in order to monitor 
implementation of the Compliance Management System and obtain reports about key indicators in this area. 
 
Compliance culture 
 
The Compliance culture forms the basis for an appropriate, effective Compliance Management System. It reflects 
management's fundamental attitude and conduct and the role of the supervisory body. It is expressed in our corporate 
value 'Trusted', appealing to our employees' personal responsibility and their honesty and sincerity in handling 
customers, stakeholders and employees. 
 
Code of Conduct/Suppliers' Code of Conduct 
 
The Code of Conduct, drawn up for the entire TUI Group, is a further embodiment of our Compliance culture and enshrines 
guiding principles for everyone to follow, from the Board members, executives and senior management to every Group 
employee. It defines minimum standards aimed at assisting our employees in their everyday work and providing 
orientation in conflict situations. TUI's Code of Conduct covers anti-­corruption, avoiding conflicts of interest and 
handling invitations and gifts appropriately. 
 
The Suppliers' Code of Conduct forms the counterpart to TUI's Code of Conduct. It details our ethical, social and legal 
expectations of our business partners. 
 
Moreover, business partners are required by contract to observe all national and international anti-corruption laws 
applicable to the supplier relationship. This places our business relationship with our partners on a solid legal and 
social basis. 
 
Compliance Rules 
 
In addition, the principles set out in the Code of Conduct are detailed in various policies and rules reflecting the 

legal requirements. This is supported by our Group-wide policy management, developing the standards for Group-wide 
policies and coordinating incorporation of the relevant internal stakeholder groups, e. g. other departments or the 
works council. This approach is designed to provide TUI Group with a set of policies which are as complete and 
comprehensible as possible without seeking overregulation. TUI Group's Compliance Rules offer guidance on appropriate 
conduct regarding gifts and invitations, data protection and compliance with trade sanctions. All groups of employees 
have thus been acquainted with policies of relevance to their everyday work. 
 
Compliance risk analysis 
 
In the financial year under review, the Compliance Programme focused on various issues including anti-corruption 
measures, protecting free and fair competition, data protection and the handling of trade sanctions including 
anti-money laundering. A software is used, above all for the above topics, to facilitate risk identification based on 
self-disclosure by TUI Group companies, with risks evaluated according to likelihood of occurrence and potential damage 
(including reputational damage). The results of the self-assessment are discussed with the companies affectedand are 
included in a Group-wide risk evaluation process. The results of the compliance risk identification process are used to 
derive corres­ponding risk-minimising measures, which are included in the annual plan of Group Legal Compliance and 
agreed with the relevant bodies. Monitoring of the implementation of the measures is automated. 
 
Risk analysis and prevention also includes the annual survey among 1,570 legal representatives and executives of TUI 
Group to identify potential clashes of interests. In the framework of the survey, they have to provide information on 
any interests held in TUI Group competitors or key business partners as well as other issues of relevance to 
Compliance. The survey carried out in the financial year under review was completed by 98.3 % of the respondents. No 
indications were found suggesting that there were any conflicts of interests. 
 
Preparations for the EU General Data Protection 
Regulation (GDPR) 
 
In the run-up to the EU GDPR, data protection, which was already a key priority for TUI Group, was intensified further 
in the financial year under review. Many measures were initiated, e. g. the structured coordination of all data 
protection specialist functions within the Company and the appointment of Data Protection Officers in nearly all 
relevant TUI Group companies (data protection governance). 
 
Compliance training 
 
Compliance training is a key element of TUI's Compliance Management System, with its focus on preventing misconduct, 
and a crucial component of TUI Group's Compliance culture. It is carried out according to a graded concept: managers 
and staff at TUI have all benefited from face-to-face teaching and online programmes. This enables all our executives 
and employees to acquaint themselves with Compliance and the underlying corporate values, regardless of their position 
in the company hierarchy and their geographical location. In the completed financial year, the online training 
programme was extended to include a refresher course on TUI's Code of Conduct, which has since been rolled out in the 
Group companies. In addition, TUI companies and sectors offered training schemes with their own specific focus, e. g. 
anti-corruption or appropriate handling of gifts and invitations, to raise awareness of the challenges they might face. 
 
Whistleblower system 
 
In agreement with various stakeholder groups TUI offers its managers and employees a Group-wide whistleblower system to 
enable serious infringements of the corporate values anchored in TUI's Code of Conduct to be reported anonymously and 
without reprisals. This whistleblowing system is currently available to staff in 47 countries. All reports are followed 
up in the interests of all stakeholders and the Company. Our top priority is to ensure confidentiality and handle 
information discreetly. Any incidents resulting from the use of the whistleblower system are reviewed by Group Legal 
Compliance in conjunction with Group Audit. Infringements are fully investigated in the interests of all our staff and 
the Company itself. 
 
In the completed financial year, a total of 57 reports were received through the SpeakUp Line. Apart from the SpeakUp 
Line, employees also used the opportuity to directly report infringements to their line managers or the Compliance 
contact in charge. A further 33 reports were received through these channels. They were followed up whenever there were 
any indications suggesting potential infringements of internal policies or the law. Out of the 90 reports submitted in 
total, 49 cases initially involved a suspected Compliance infringement, causing further investigations which in 16 
cases resulted in disciplinary measures all the way to termin­ations of employment contracts. 
 
In the financial year under review, there were no infringements of a severe nature that would have given rise to a 
publication of such infringement. 
 
Business partner review (due diligence processes) 
 
The risk analysis carried out by Compliance shows that there is a risk of active and passive corruption because we 
operate in countries with a high corruption index. Moreover, the risk of TUI business partners being subject to trade 
sanctions or similar sanctions lists cannot be ruled out. 
 
TUI Group therefore carries out software-based screenings of selected business partners at regular intervals. The 
process involves checking the names of the business partners against international sanctions, terrorist and wanted 
persons lists. In the event of a match, we launch a range of measures, in extreme cases terminating the business 
relationship. 
 
In financial year 2017, we used this process to check around 26,500 business partners against Compliance criteria. The 
screening software initially flagged 1,258 of these business partners as potential 'hits' as their names were identical 
with or similar to names included in sanctions lists. These potential 'hits' were then further investigated. 
Ultimately, the business organisation cooperating with the corresponding business associates was informed in two cases, 
and in one case the business relationship was terminated. 
 
Remuneration Report 
 
A. Introduction 
 
The remuneration report outlines the remuneration of the members of the Executive Board of TUI AG as well as the 
remuneration of the members of its Supervisory Board in accordance with the articles of association. The remuneration 
report is based, in particular, on the recommendations of the German Corporate Governance Code (GCGC), the requirements 
of the German Commercial Code (Handelsgesetzbuch) and the German Stock Corporation Act (Aktiengesetz) and, to the 
extent practicable, the requirements of the UK Corporate Governance Code (UK-CGC). 
 
TUI AG is a German stock corporation that is also listed on the London Stock Exchange (LSE). Where mandatory provisions 
regarding the governance of or legal requirements for a German stock corporation are affected, these are disclosed in 
this report and placed in context with the UK-CGC, as required. 
 
B. Remuneration of the Executive Board 
 
I. Approval of the remuneration scheme by ­shareholders 
 
A new remuneration scheme was proposed for Executive Board members in financial year 2010 and approved by the 
shareholders of TUI AG at the Annual General Meeting on 17 February 2010. The scheme is designed to create incentives 
for sustained growth and robust financial performance in the TUI Group. 
 
Although common practice at many of the companies applying the UK-CGC, the shareholders of TUI AG do not vote on the 
remuneration policy on an annual basis. This also reflects the practice at most German stock corporations and is in 
compliance with the German Stock Corporation Act. 
 
II. General principles 
 
Following a recommendation from the Presiding Committee, the Supervisory Board determines in accordance with section 
87(1) sentence 1 German Stock Corporation Act the remuneration of the individual Executive Board members. It also 
regularly reviews the remuneration scheme for the Executive Board. 
 
For further remits of the Presiding Committee, please see the report of the Supervisory Board from page 12 
 
The following principles, in particular, are taken into account in this regard: 
 
· Clarity and transparency 
 
· Economic position, performance and sustainable development of the company 
 
· Tying shareholder interest to value increase and distribution of profits (e. g. total shareholder return indicator) 
with corresponding incentives for Executive Board members 
 
· Ability to be competitive on the market for highly qualified Executive Board members 
 
· Appropriateness and conformity with tasks, responsibilities and success of each individual Executive Board member, 
including in the relevant environment of comparable international firms, and taking into account standard practice at 
other major German companies 
 
· Tying a material portion of total remuneration to the achievement of ambitious, long-term performance targets 
 
· Appropriate correlation between the levels of fixed remuneration and performance-based remuneration 
 
· Appropriateness in horizontal and vertical comparison (see page 126) 
 
The remuneration scheme does not contain any malus or clawback terms. This position will continue to be monitored. 
 
III. Remuneration of the Executive Board in financial year 2017 
 
In financial year 2017, the remuneration for the members of the Executive Board comprises: (1) a fixed remuneration; 
(2) an annual performance-based remuneration (Jahreserfolgsvergütung - JEV); (3) virtual shares of TUI AG in accordance 
with the Long-Term Incentive Plan (LTIP); (4) fringe benefits; (5) pension entitlements; and (6) a potential additional 
remuneration in cash or in virtual shares (additional remuneration). 
 

Details are set out below: 
 
1. Fixed remuneration 
 
Purpose and link to company strategy 
 
Highly-qualified Executive Board members who are needed to develop and implement company strategy are to be attracted 
and retained. 
 
The remuneration should be commensurate with the abilities, experience and tasks of the individual Executive Board 
member. 
 
Procedure 
 
In determining the fixed remuneration the Supervisory Board takes into account, in particular, the relevant general 
principles. 
 
The fixed remuneration is paid in twelve equal instalments at the end of each month. If the service agreement begins or 
ends in the course of the financial year relevant for payment of the remuneration, the fixed annual remuneration will 
be paid pro rata for that year. 
 
The remuneration is generally reviewed when service agreements of Executive Board members are extended, and can be 
adjusted or revised for the term of the new service agreement. A review of the remuneration can also take place during 
the term of a service agreement in particular if there is a change with respect to the tasks or responsibility of an 
Executive Board member. 
 
2. Annual performance-based remuneration (JEV) 
 
Purpose and link to company strategy 
 
The JEV is intended to motivate Executive Board members to achieve ambitious and challenging financial, operational and 
strategic targets throughout the financial year. The targets are reflective of the company strategy and aimed at 
increasing corporate value. 
 
Procedure 
 
The JEV is calculated on the basis of a group performance indicator and the individual performance of the Executive 
Board member. The perform­ance reference period is the financial year of TUI AG. 
 
An individual target amount (Target Amount) is agreed for each Executive Board member in their service agreement. Since 
1 October 2010 the performance target has been the reported earnings before interest, tax and amortisation of goodwill 
(Reported Group EBITA). The target value for the one-year performance reference period for the reported group EBITA 
performance target is set each year by the Supervisory Board. 
 
To measure performance, the target value will be compared with the corresponding actual value of the reported group 
EBITA as reported in the audited consolidated accounts of TUI AG to be prepared in accordance with the accounting rules 
in force at the time. The degree of target achievement is determined as follows: 
 
· If the actual value of the reported group EBITA achieved is below the target value by 50 % or more, this is 
equivalent to a target achievement of 0 % 
 
· If the value achieved corresponds to the target value, this is equivalent to a target achievement of 100 % 
 
· If the value achieved exceeds the target value by 50 % or more, this is equivalent to a target achievement of 187.5 
% 
 
Between 50 % below target value and target value, linear interpolation between 0 % and 100 % will be used to determine 
the degree of target achievement. Between target value and 50 % above target value, linear interpolation between 100 % 
and 187.5 % will be used to determine the degree of target achievement. The degree of target achievement will be 
rounded to two decimal places, as is customary in commercial practice. 
 
At the discretion of the Supervisory Board, the degree of target achievement for the performance target can be 
multiplied by a factor of between 0.8 and 1.2, based on the Executive Board member's achievement of individual 
performance targets and other performance indicators such as customer satisfaction and / or employee satisfaction 
metrics. 
 
The value resulting from the multiplication of the target amount by the degree of target achievement for the reported 
group EBITA and the discretionary multiplier will be paid out in cash in the month in which the Supervisory Board 
approves the annual accounts of TUI AG for the respective financial year. If the service agreement begins or ends in 
the course of the relevant financial year, the claims for payment of the JEV will generally be pro rata. 
 
Cap 
 
The JEV is capped annually and individually for each Executive Board member; for the figures, see the table on page 
121. 
 
In accordance with section 87(1) sentence 3 German Stock Corporation Act, the Supervisory Board is entitled to limit 
the amount of the JEV to allow for extraordinary circumstances (e. g. takeover of the company, sale of parts of the 
company, uncovering of hidden reserves, external influences). 
 
3. Virtual shares according to the Long-Term ­Incentive Plan (LTIP) 
 
3.1 Calculation method 
 
Purpose and link to company strategy 
 
The long-term objective is to increase corporate and shareholder value by defining ambitious goals that are closely 
linked to the company's earnings, share price performance and dividends. 
 
Procedure 
 
The LTIP is a performance share plan based on virtual shares and is assessed over a period of four years (Performance 
Reference Period). Virtual shares are granted in annual tranches, 
 
For Executive Board members, an individual target amount (Target Amount) is agreed in the service agreement. At the 
beginning of each financial year a provisional number of virtual shares, commensurate with the target amount, will be 
set. This will constitute the basis for the determination of the final performance-based payment for the tranche in 
question at the end of the respective performance reference period. To set this number, the target amount will be 
divided by the average Xetra price of TUI AG shares over the 20 trading days prior to the beginning of the performance 
reference period (1 October of each year). The claim to a payment only arises upon expiry of the performance reference 
period and depends on whether or not the respective performance target is achieved. 
 
The performance target for determining the amount of the final payout at the end of the performance reference period is 
the development of the total shareholder return (TSR) of TUI AG relative to the development of the TSR of the Dow Jones 
Stoxx 600 Travel & Leisure (Index), whereby the ranking of the TUI AG TSR in relation to the index companies will be 
monitored over the entire performance reference period. The TSR is the aggregate of all share price increases plus the 
gross dividends paid over the performance reference period. Data from a reputable data provider (e. g. Bloomberg, 
Thomson Reuters) will be used for the purpose of establishing the TSR values for TUI AG and the index. The reference 
for the purpose of determining the rankings is the composition of the index on the last day of the performance 
reference period. The values for companies that were not listed over the entire performance reference period will be 
factored in on a pro rata basis. The level of target achievement is established as follows depending on the ranking of 
the TSR of TUI AG relative to the TSR values of the index companies over the performance reference period: 
 
· a TSR value of TUI AG equivalent to the bottom and second to bottom value of the index corresponds to a target 
achievement of 0 % 
 
· a TSR value of TUI AG equivalent to the third to bottom value of the index corresponds to a target achievement of 
25 % 
 
· a TSR value of TUI AG equivalent to the median of the index corres­ponds to a target achievement of 100 % 
 
· a TSR value of TUI AG equivalent to the third to top, second to top or top value of the index corresponds to a 
target achievement of 175 % 
 
For performance between the third to bottom and the third to top rank, linear interpolation will be used to determine 
the level of target achievement at between 25 % and 175 %. The degree of target achievement will be rounded to two 
decimal places, as is customary in commercial practice. 
 
To determine the final number of virtual shares, the degree of target achievement will be multiplied by the provisional 
number of virtual shares on the final day of the performance reference period. The payout is determined by multiplying 
the final number of virtual shares by the average Xetra price of TUI AG shares over the 20 trading days prior to the 
end of the performance reference period (30 September of each year). The payout which is calculated in this way will be 
due in the month of the approval of the annual accounts of TUI AG for the fourth financial year of the performance 
reference period and is paid out in cash. If the service agreement begins or ends in the course of the financial year 
relevant for the grant of the LTIP, the claims for payment of the same will generally be pro rata. 
 
Cap 
 
The LTIP is capped annually and individually for each Executive Board member; for the figures, see the table on page 
121. 
 
3.2 Development of aggregate virtual shares of ­current Executive Board members in financial year 2017 
 
On 30 September 2017, former Executive Board members held no virtual shares in TUI AG (previous year: no virtual 
shares) that were granted after the merger of TUI AG and TUI Travel PLC (TUI Travel) in December 2014 (the Merger). 
 
                                 Number 
Granting in financial year 2017 
Friedrich Joussen                119,741 
Horst Baier                      54,612 
David Burling                    40,453 
Sebastian Ebel                   40,453 
Dr Elke Eller                    33,981 
Frank Rosenberger                18,204 
Decrease in financial year 2017* 
Friedrich Joussen                56,164 
Horst Baier                      53,743 
 
* Decrease corresponds to amounts paid for LTIP-tranches that ended in financial year 2017 (see table on remuneration 
paid acc. to DCGK) 
 
3.3 Expenditure for the LTIP of current Executive Board members acc. to IFRS 2 
 
Expenditure for granting of virtual shares 
in financial year 2017 acc. to IFRS 2 
EUR '000          Part of total Part of total 
                  expenditure   expenditure 
                  FY 2017       FY 2016 
Friedrich Joussen 1,830.0       4,364.9 
Horst Baier       495.1         2,954.4 
David Burling     296.2         418.2 

Sebastian Ebel    381.3         608.8 
Dr Elke Eller     252.4         242.8 
Frank Rosenberger 238.3 
Total             3,493.2       8,589.1 
 
The table shows the individual amounts of the total expenditure arising from the addition to the provisions to be 
formed pro rata acc. to IFRS 2 for all of the LTIP tranches to be granted during the term of the respective service 
agreements. Acc. to IFRS 2, there are provisions totalling EUR 8,585.0 thousand (previous year: EUR 6,693.1 thousand) 
to cover entitlements under TUI AG's LTIP for current Executive Board members. 
 
Acc. to the German Commercial Code, there are provisions totalling EUR 4,625.8 thousand (previous year: EUR 3,299.2 
thousand) for LTIP tranches currently in the lock-up period. 
 
There are liabilities in accordance with IFRS and the German Commercial Code totalling EUR 1,604.6 thousand (previous 
year: EUR 1,896.0 thousand). 
 
4. Fringe benefits 
 
Purpose and link to company strategy 
 
Fringe benefits offered should be competitive on the market for highly qualified Executive Board members. 
 
Procedure 
 
Executive Board members receive the following fringe benefits: 
 
· Reimbursement of business travel expenses in accordance with TUI AG's applicable general business travel guidelines 
 
· Twice a year, free of charge, a holiday from within the World of TUI range, without any limitation as to tour 
operator, type of holiday, category or price. Spouses / partners are granted a 50 % discount on the catalogue price 
for the aforementioned vacations, and children still in education or training a 100 % discount. Apart from that, a 
reduction of 75 % (spouses / partners children still in education or training 50 %) is granted for flights 
 
· A suitable company car with driver or alternatively a car allowance of EUR 1.5 thousand gross per month 
 
· Insurance cover is provided in line with the agreements applicable in Germany and the United Kingdom. This is 
offered as follows: 
 
TUI AG provides insurance cover for accidents to the customary extent for Mr Joussen, Dr Eller, Mr Baier, Mr Ebel and 
Mr Rosenberger and will pay the corresponding insurance contributions for the terms of their service agreements. The 
coverage amounts to EUR 1,500.0 thousand for death and EUR 3,000.0 thousand for disablement. Furthermore, Mr Joussen, 
Dr Eller, Mr Baier, Mr Ebel and Mr Rosenberger receive an allowance towards health and long-term care insurance in the 
amount payable if the respective Executive Board member were an employee, but no more than half of each insurance 
premium. 
 
Insofar as this is permitted by law, Mr Burling will remain a beneficiary, at the expense of TUI AG, of the UK term 
life, vocational disability and health insurance programmes. 
 
TUI AG also takes out criminal law protection insurance that provides cover for the Executive Board members regarding 
criminal and misdemeanour proceedings, if these proceedings are based on an act or a failure to act in the exercise of 
their duties for TUI AG. TUI AG also takes out a suitable financial liability insurance policy (D&O insurance) coverage 
for the Executive Board members to cover possible claims brought under private law on the basis of statutory liability 
provisions against one or more of the Executive Board members by a third party or the company for damages for a breach 
of duty committed in the exercise of their duties. The D&O insurance provides for a deductible of 10 % of the damage up 
to 150 % of the fixed annual remuneration. 
 
Amount 
 
The value of the company car, free holidays and insurance benefits received annually by an individual Executive Board 
member normally does not exceed EUR 150.0 thousand. The fringe benefits are taken into account within the scope of the 
maximum remuneration listed on page 121. 
 
5. Pension benefits 
 
5.1 Operating principles 
 
Purpose and link to company strategy 
 
Highly-qualified Executive Board members who are needed to develop and implement company strategy are to be acquired 
and retained. 
 
The pension benefits should be competitive on the market for highly qualified Executive Board members and should 
provide them with a corresponding level of benefits in their retirement. 
 
Procedure 
 
Benefits in the form of pensions are paid to former Executive Board members if they reach the predefined age limit or 
are permanently incapacitated. The Executive Board members are not entitled to receive transition payments upon leaving 
the Executive Board, with the exception of Mr Ebel who has an acquired right to receive transition payments under a 
legacy contract. 
 
With regard to pension entitlements, different principles apply to Mr Joussen, Dr Eller, Mr Baier, Mr Ebel and Mr 
Rosenberger on the one hand and Mr Burling on the other hand due to the legacy systems in Germany and the UK. 
 
Mr Joussen, Dr Eller, Mr Baier, Mr Ebel and Mr Rosenberger are entitled to pensions according to the pension 
commitments granted to Executive Board members of TUI AG (TUI AG Pension Scheme). These Executive Board members 
receive, on an annual basis, a contractually agreed amount that is paid into an existing pension account for the 
respective Executive Board member. The contributions to the company pension scheme of Mr Joussen, Dr Eller, Mr Baier 
and Mr Ebel carry an interest rate established in the pension commitment. The interest rate stands at 5 % p.a. The 
annual interest for Mr Rosenberger's contributions to the company pension scheme is established by the company at its 
reasonable discretion in such a way that it does not exceed 5 %. The beneficiary may choose between a one-off payment, 
payment by instalments or pension payments. The amounts agreed on in the service agreements of the aforementioned 
Executive Board members are: 
 
· Mr Joussen: EUR 454.5 thousand per year. Mr Joussen becomes eligible for payment of the pension upon reaching the 
age of 62 
 
· Dr Eller: EUR 230.0 thousand per year. Dr Eller becomes eligible for payment of the pension upon reaching the age 
of 63 
 
· Mr Baier: EUR 267.75 thousand per year. Mr Baier becomes eligible for payment of the pension upon reaching the age 
of 60 
 
· Mr Ebel: EUR 207.0 thousand per year. Mr Ebel becomes eligible for payment of the pension upon reaching the age of 
62 
 
· Mr Rosenberger: EUR 112.5 thousand per year in financial year 2017. This amount takes into account Mr Rosenberger 
having taken up office on 1 January 2017. Mr Rosenberger becomes eligible for payment of the pension upon reaching 
the age of 63 
 
Should Mr Joussen, Dr Eller, Mr Baier, Mr Ebel and Mr Rosenberger retire from TUI AG before the normal retirement date 
due to an ongoing occupational disability, they will receive an occupational disability pension until they are able to 
work again, but at most until they reach the normal retirement date. 
 
Under certain circumstances, spouses, partners or cohabitants of the Executive Board members will, should the 
respective Executive Board member die, receive a survivor's pension worth 60 % of the pension for their lifetime or 
until remarriage. Children of Executive Board members will, should the respective Executive Board member die, receive 
an orphan's pension, paid no longer than until they reach the age of 27 at the latest. Children who have lost one 
parent will receive 20 % of the pension, and those who have lost both parents will receive 25 %. This claim is subject 
to the prerequisite that the child meets the requirements set out in section 32(3), (4), sentence 1 nos. 1 to 3 and (5) 
German Income Tax Act (Einkommensteuergesetz). 
 
Mr Burling receives a fixed annual amount of EUR 225.0 thousand paid out in cash for his pension. 
 
5.2 Pension provisions for the current Executive Board members under the TUI AG pension ­commitments 
 
At 30 September 2017, pension obligations for current Executive Board members totalled EUR 19,731.2 thousand (previous 
year balance sheet date: EUR 19,055.8 thousand) according to IAS 19. This includes EUR 4,501.3 thousand (previous year 
balance sheet date: EUR 5,317.8 thousand) for claims earned by Mr Ebel during the course of his work for the TUI Group 
up until 31 August 2006. The remaining claims can be broken down as follows: 
 
Pension of current Executive Board members below TUI AG 
Pension scheme 
           Addition to / reversal from   Net present value 
           pension provision 
EUR '000   2017           2016           30 Sep 2017 30 Sep 2016 
Friedrich  200.0          1,130.2        3,206.9     3,006.9 
Joussen 
Horst      89.7           966.8          9,109.8     9,020.1 
Baier 
Sebastian  118.7          490.7          1,394.1     1,275.4 
Ebel 
Dr Elke    277.6          435.6          713.2       435.6 
Eller 
Frank      805.9          0.0            805.9       0.0 
Rosenberge 
r 
Total      1,491.9        3,023.3        15,229.9    13,738.0 
 
According to commercial law provisions, the pension obligations for current Executive Board members amounted to EUR 
15,738.4 thousand (previous year balance sheet date: EUR 13,404.8 thousand); this includes EUR 2,925.0 thousand 
(previous year balance sheet date: EUR 2,659.6 thousand) for claims earned by Mr Ebel during the course of his work for 
the TUI Group up until 31 August 2006. 
 
Where the above table shows a corresponding amount, the pension obligations for beneficiaries are funded via the 
conclusion of pledged reinsurance policies. 
 
6. Potential additional remuneration in cash or in virtual shares (Additional Remuneration) 
 
Purpose and link to company strategy 
 
The additional remuneration is intended to compensate exceptional performance by Executive Board members. 
 
Procedure 
 
The Supervisory Board may grant additional remuneration in cash or in virtual shares in the case of special 
circumstances or exceptional performance such as an extraordinarily heavy workload due to major projects like 
transactions or the long-term takeover of other Executive Board departments, in the case of special successes in 

connection with the strategic further development of the business model as well as successful crisis management. The 
Supervisory Board determines whether and in what amount such additional remuneration will be paid. 
 
Cap 
 
The additional remuneration is capped annually and individually for each Executive Board member; for the figures, see 
table below. 
 
7. Remuneration caps 
 
The following caps apply to the remuneration (remuneration components and total remuneration) payable to Executive 
Board members for a financial year: 
 
Remuneration caps 
EUR '000   Fixed     JEV      LTIP    Additional   Maximum total 
           remunerat                  remuneration remuneration3 
           ion2 
Friedrich  1,100.0   2,070.0  4,440.0 920.0        7,500.0 
Joussen 
Horst      740.0     1,012.5  2,025.0 450.0        4,200.0 
Baier 
David      600.0     900.0    1,500.0 400.0        3,450.0 
Burling 
Sebastian  680.0     720.0    1,500.0 320.0        3,380.0 
Ebel 
Dr Elke    680.0     675.0    1,260.0 300.0        3,100.0 
Eller 
Frank      500.0     630.0    900.0   280.0        1,875.0 
Rosenberge 
r1 
 
1 Full-year values (12 months), possibly pro rated caps: see table on p. 123 
 
2 Fixed amount, no cap applied 
 
3 Contractually agreed cap for total remuneration (incl. fixed remuneration, JEV, LTIP, pension, additional 
remuneration and fringe benefits) 
 
IV. Payments in case of premature departure of an Executive Board member 
 
The payments to be made to an Executive Board member on the premature termination of his service agreement without good 
cause have in principle been limited in the service agreements of Messrs. Joussen and Baier to an amount equal to twice 
their annual remuneration. It has been agreed in the service agreements of Dr Eller, Mr Ebel, Mr Burling and Mr 
Rosenberger that payments to be made on the premature termination of their Executive Board membership without good 
cause may not - in the case of premature termination during the first year after the coming into force of the service 
agreement - exceed an amount equal to twice their annual remuneration and - in the case of premature termination after 
the end of the first year of the service agreement - an amount equal to their annual remuneration (severance pay cap). 
Payments upon premature termination shall not cover more than the remaining term of the service agreement for any 
member of the Executive Board. The severance pay cap is calculated on the basis of the target direct remuneration 
(fixed remuneration, target JEV and target LTIP) for the last expired financial year and, if relevant, the expected 
target direct compensation for the current financial year. If the service agreement is terminated extraordinarily 
without notice, no payments will be made to Executive Board members. 
 
In cases of premature termination of the service agreement, the annual performance-based remuneration (JEV) and 
payments according to the LTIP will be managed as follows: 
 
· JEV 
 
· If the company terminates the service agreement without notice before the end of the one-year performance 
reference period for good cause attributable to the beneficiary or if the beneficiary terminates the service 
agreement without good cause, the claim to the JEV for the performance reference period in question will be 
forfeited and no alternative remuneration or compensation will be paid. 
 
· In all other cases of premature termination of the service agreement before the end of the one-year performance 
reference period, the JEV will be paid on a pro rata basis. 
 
· LTIP: 
 
· If the company terminates the service agreement without notice before the end of the respective performance 
reference period for good cause attributable to the Executive Board member, or if the Executive Board member 
terminates the service agreement without good cause, all claims under the LTIP will lapse for all tranches not yet 
paid and no alternative remuneration or compensation will be paid. 
 
· If the service agreement ends before the expiry of the performance reference period for other reasons, the claims 
under the LTIP will be maintained for tranches not yet paid. The tranche of the current financial year will be 
reduced on a pro rata basis. The payout will be calculated in the same way as in the case of a continuation of the 
service agreement. 
 
The service agreements of the Executive Board members do not contain change of control clauses. 
 
V. Other payments/benefits for Executive Board members who left the board in financial year 2017 
 
No members left the Executive Board of TUI AG in financial year 2017, so no benefits were granted or paid out. 
 
VI. Pension payments made to past Executive Board members 
 
In financial year 2017, the pension payments to former Executive Board members and their surviving dependants totaled 
EUR 13,497.1 thousand (previous year: EUR 4,933.2 thousand). 
 
Pension provisions for former members of the Executive Board and their dependants amounted as at the balance sheet date 
to EUR 64,683.5 thousand (previous year: EUR 78,976.5 thousand) as measured according to IAS 19, not including Mr 
Ebel's claims in the amount of EUR 4,501.3 thousand (previous year: EUR 5,317.7 thousand) which he earned before 31 
August 2006 during the course of his work for the TUI Group. 
 
According to commercial law provisions, the pension obligations for former members of the Executive Board and their 
dependants amounted to EUR 55,074.1 thousand (previous year: EUR 62,846.3 thousand), not including Mr Ebel's claims in 
the amount of EUR 2,925.0 thousand (previous year: EUR 2,659.6 thousand) which he earned before 31 August 2006 during 
the course of his work for the TUI Group. 
 
VII. Overview: Individual Remuneration of Executive Board members 
 
1. Individual Remuneration of Executive Board members for financial year 2017 
(pursuant to section 314(1), no. 6(a) German Commercial Code) 
 
Remuneration of individual Executive Board members granted 
by TUI AG for financial year 2017 
(acc. to section 314, paragraph 6 lit a of the German 
Commercial Code) 
EUR '000  Fixed   JEV      Additional   LTIP5   Total   Total 
          remuner          remuneration         2017    2016 
          ation1 
Friedrich 1,232.3 1,096.0  920.0        0.0     3,248.3 3,035.6 
Joussen 
Horst     760.0   536.1    450.0        0.0     1,746.1 1,890.5 
Baier 
David     707.9   476.5    400.0        0.0     1,584.4 1,463.9 
Burling 
Sebastian 698.0   381.2    320.0        1,500.0 2,899.2 1,355.5 
Ebel2 
Dr Elke   714.3   357.4    300.0        0.0     1,371.6 2,552.3 
Eller 
Frank     416.4   250.2    210.0        1,389.5 2,266.0 0.0 
Rosenberg 
er3 
Total     4,528.8 3,097.4  2,600.0      2,889.5 13,115. 
                                                7 
Previous  4,942.8 3,319.2  2,569.6      1,269.9 12,101. 
year4                                           5 
 
1 Incl. fringe benefits (without insurances under Group coverage). 
 
2 Disclosure of LTIP due to prolongation of service agreement until 30 November 2020 
 
3 Pro rated disclosure of all remuneration components from 1 January 2017 
 
4 Previous year's values include remuneration of Peter Long and William Waggott 
 
5 Based on share price of the TUI AG share as at 4 October 2016 this corresponds for Mr Ebel to 116,369 virtual shares 
and for Mr Rosenberger to 107,797 virtual shares. 
 
For the purpose of setting the discretionary multiplier of between 0.8 and 1.2 used to calculate the JEV (procedure 
description see page 117) and the additional remuneration (procedure description see page 120) the Supervisory Board 
exercises its discretion within the framework of the service agreements of the members of the Executive Board. 
 
The basis for the Supervisory Board's decision regarding the discretionary multiplier for calculating the JEV was, 
among other things, the level of employee satisfaction (engagement index on Group level) determined as part of the 
TUIgether employee survey for the financial year 2017, which, compared with the previous financial year, remained at a 
consistently high level with a higher response rate. This outcome can be attributed to the fact that the members of the 
Executive Board have consistently implemented and achieved their own packages of measures defined on the basis of the 
results from the previous year, and have also steadily advanced the implementation of the measures through the 
management level below the Executive Board. In addition to that, the Supervisory Board also took into account, among 
other things, the successful introduction of the Global 60 Initiative that encourages employees to follow an 
international career, the huge progress in delivering a Group airline platform, and the promising efforts to initiate a 
solution for the German airline. The successful completion of the cultural integration as well as the realisation of 
synergies as a result of the merger were taken into account in the Supervisory Board's decision to set the 
discretionary multiplier at 1.1 when calculating the JEV for each member of the Executive Board. 
 
In terms of the additional remuneration, the Supervisory Board con­sidered the exceptional achievements of each and 
every member of the Executive Board, especially in light of the geopolitical challenges. The successful management of 
the shift in demand from the eastern to the western Mediterranean due to, inter alia, the consistently low level of 
bookings for Turkey and coupled with a significant increase in hotel prices there, is the result of an excellent board 
performance. Moreover, management succeeded in compensating the Brexit-related slowdown in bookings and the price hike 
resulting from the depreciation of the British pound in the UK source market by means of extraordinarily good results 
in other source markets and in particular the hotels and resorts, and cruise business units. Last but not least, the 
Supervisory Board's decision recognizes the clear rise in the stock price in the period under review which is the 

result of, among other things, the perception in the capital markets of TUI AG's business model as being stable and 
robust owing to the consistent and highly successful expansion of its content portal as well as the sound financing. 
 
The LTIP amount disclosed in the table headed 'Individual Remuneration of Executive Board members for the financial 
year 2017' corresponds to the fair value at grant date (acc. to IFRS 2). This amount takes into account all allocations 
accumulated over the entire contract period. The table of the 'remuneration awarded' according to the GCGC shows the 
amount allocated in the respective financial year. 
 
As in the prior year, the members of the Executive Board did not receive any loans or advances in financial year 2017. 
 
Dr Eller received EUR 12.1 thousand from Nord / LB for her activities - which were approved by the Supervisory Board 
during her Executive Board membership in financial year 2017 - in supervisory boards or comparable domestic and foreign 
corporate supervisory bodies to be set up in accordance with section 125 German Stock Corporation Act, which activities 
were not carried out on the basis of a shareholding of TUI AG in the companies concerned. Mr Joussen acquired a claim 
for EUR 27.9 thousand for his seat on the supervisory board of SIXT SE in financial year 2017 that will become due and 
payable following the end of SIXT SE's financial year. This remuneration was not counted towards the remuneration paid 
to her by TUI AG as an Executive Board member. 
 
Pursuant to 4.2.5, attachment tables 1 and 2 GCGC, the two tables below (remuneration awarded and remuneration paid) 
show the benefits granted by TUI AG and the payments received. 
 
2. Remuneration awarded 
 
Remuneration awarded 
           Friedrich Joussen         Horst Baier 
           CEO,                      CFO, 
           since 14 February         since 8 November 2007 
           20131 
EUR '000   2016  2017  2017   2017   2016   2017   2017   2017 
                       (min.) (max.)               (min.) (max.) 
Fixed      1,100 1,100 1,100. 1,100. 803.0  740.0  740.0  740.0 
remunerati .0    .0    0      0 
on 
Fringe     45.4  132.3 132.3  132.3  18.7   20.0   20.0   20.0 
benefits 
Total      1,145 1,232 1,232. 1,232. 821.7  760.0  760.0  760.0 
           .4    .3    3      3 
JEV        920.0 920.0 -      2,070. 450.0  450.0  -      1,012. 
                              0                           5 
Additional 920.0 920.0 -      920.0  450.0  450.0  -      450.0 
remunerati 
on 
LTIP       1,494 1,494 -      4,440. 681.8  681.8  -      2,025. 
           .8    .8           0                           0 
LTIP (2016 1,494                     681.8 
- 2019)    .8 
LTIP (2017       1,494 -      4,440. -      681.8  -      2,025. 
- 2020)          .8           0                           0 
Total      4,480 4,567 1,232. 8,662. 2,403. 2,341. 760.0  4,247. 
           .2    .1    3      3      5      8             5 
Pension /  726.0 625.7 625.7  625.7  22.3   -      -      - 
service 
costs2 
Total      5,206 5,192 1,858. 7,500. 2,425. 2,341. 760.0  4,200. 
remunerati .2    .8    0      0      8      8             0 
on3 
 
Remuneration awarded 
           David Burling             Sebastian Ebel 
           Member of the             Member of the Executive 
           Executive Board,          Board, 
           since 1 June 2015         since 12 December 2014 
EUR '000   2016  2017  2017   2017   2016   2017   2017   2017 
                       (min.) (max.)               (min.) (max.) 
Fixed      600.0 600.0 600.0  600.0  680.0  680.0  680.0  680.0 
remunerati 
on 
Fringe     42.1  107.9 107.9  107.9  18.0   18.0   18.0   18.0 
benefits 
Total      642.1 707.9 707.9  707.9  698.0  698.0  698.0  698.0 
JEV        400.0 400.0 -      900.0  320.0  320.0  -      720.0 
Additional 400.0 400.0 -      400.0  320.0  320.0  -      320.0 
remunerati 
on 
LTIP       505.0 505.0 -      1,500. 505.0  505.0  -      1,500. 
                              0                           0 
LTIP (2016 505.0                     505.0 
- 2019) 
LTIP (2017 -     505.0 -      1,500. -      505.0  -      1,500. 
- 2020)                       0                           0 
Total      1,947 2,012 707.9  3,507. 1,843. 1,843. 698.0  3,238. 
           .1    .9           9      0      0             0 
Pension /  225.0 225.0 225.0  225.0  328.5  286.1  286.1  286.1 
service 
costs2 
Total      2,172 2,237 932.9  3,450. 2,171. 2,129. 984.1  3,380. 
remunerati .1    .9           0      5      1             0 
on3 
 
Remuneration awarded 
           Dr Elke Eller             Frank Rosenberger 
           Member of the             Deputy member of the 
           Executive Board /         Executive Board, 
           Labour Director,          since 1 January 2017 
           since 15 October 2015 
EUR '000   2016  2017  2017   2017   2016   2017   2017   2017 
                       (min.) (max.)               (min.) (max.) 
Fixed      654.2 680.0 680.0  680.0         375.0  375.0  375.0 
remunerati 
on 
Fringe     23.8  34.3  34.3   34.3          41.4   41.4   41.4 
benefits 
Total      678.0 714.3 714.3  714.3         416.4  416.4  416.4 
JEV        288.6 300.0 -      675.0         210.0         472.5 
Additional 300.0 300.0 -      300.0         210.0         210.0 
remunerati 
on 
LTIP       408.1 424.2 -      1,260.        227.3         675.0 
                              0 
LTIP (2016 408.1 
- 2019) 
LTIP (2017 -     424.2 -      1,260.        227.3  -      675.0 
- 2020)                       0 
Total      1,674 1,738 714.3  2,949.        1,063. 416.4  1,773. 
           .8    .5           3             6             9 
Pension /  405.0 345.1 345.1  345.1         382.6  382.6  382.6 
service 
costs2 
Total      2,079 2,083 1,059. 3,100.        1,446. 799.0  1,406. 
remunerati .8    .6    4      0             2             3 
on3 
 
1 Joint-CEO until 9 February 2016; member of the Executive Board since 15 October 2012 
 
2 For Mr Joussen, Mr Baier, Mr Ebel, Mrs Dr Eller and Mr Rosenberger service acosts acc. to IAS19; for Mr Burling 
payment for pension contribution 
 
3 When contractually agreed cap for total remuneration to be paid is exceeded, LTIP is reduced proportionally. 
 
3. Remuneration paid 
 
Remuneration paid 
           Friedrich         Horst Baier       David Burling 
           Joussen           CFO,              Member of the 
           CEO,              since 8 November  Executive Board, 
           since 14          2007              since 1 June 
           February 20131                      2015 
EUR '000   2016     2017     2016     2017     2016     2017 
Fixed      1,100.0  1,100.0  803.0    740.0    600.0    600.0 
remunerati 
on 
Fringe     45.4     132.3    18.7     20.0     42.1     107.9 
benefits 
Total      1,145.4  1,232.3  821.7    760.0    642.1    707.9 
JEV        970.2    1,096.0  474.6    536.1    421.8    476.5 
Additional 920.0    920.0    450.0    450.0    400.0    400.0 
remunerati 
on 
LTIP       820.0    820.0    1,220.2  784.6 
Cash                         144.2 
deferral 
(FY 2014) 
LTIP (2013 820.0             1,076.0 
- 2016) 
LTIP (2014          820.0             784.6 
- 2017) 
Others     -        - 
Total      3,855.6  4,068.3  2,966.5  2,530.7  1,463.9  1,584.4 
Pension /  726.0    625.7    22.3     -        225.0    225.0 
service 
costs2 
Total      4,581.6  4,694.0  2,988.8  2,530.7  1,688.9  1,809.4 
remunerati 
on 
 
Remuneration paid 
           Sebastian Ebel    Dr Elke Eller     Frank 
           Member of the     Member of the     Rosenberger 
           Executive Board,  Executive Board   Deputy member of 
           since 12          /                 the 
           December 2014     Labour Director,  Executive Board, 
                             since 15 October  since 1 January 
                             2015              2017 
EUR '000   2016     2017     2016     2017     2016     2017 
Fixed      680.0    680.0    654.2    680.0             375.0 
remunerati 
on 
Fringe     18.0     18.0     23.8     34.3              41.4 
benefits 
Total      698.0    698.0    678.0    714.3             416.4 
JEV        337.5    381.2    304.4    357.4             250.2 
Additional 320.0    320.0    300.0    300.0             210.0 
remunerati 
on 
LTIP 
Cash 
deferral 
(FY 2014) 
LTIP (2013 
- 2016) 
LTIP (2014 
- 2017) 
Others 
Total      1,355.5  1,399.2  1,282.4  1,371.6           876.5 
Pension /  328.5    286.1    405.0    345.1             382.6 
service 
costs2 
Total      1,684.0  1,685.3  1,687.4  1,716.7           1,259.1 
remunerati 
on 
 
1 Joint CEO until 9 February 2016; member of the Executive Board since 15 October 2012 
 
2 For Mr Joussen, Mr Baier, Mr Ebel, Mrs Dr Eller and Mr Rosenberger service costs acc. to IAS19; for Mr Burling 
payments for pension contribution 
 
The remuneration paid for the last expired financial year shows the LTIP cash payment for the performance reference 
period 'LTIP 2014 - 2017' for Mr Joussen and Mr Baier. 
 
In his service agreement of 30 July 2012, a contractual advance payment of EUR 1,280.0 thousand was agreed with and 
paid to Mr Joussen for the performance reference period 'LTIP 2014 - 2017'. The payment was deducted from the 
entitlement for the entire performance reference period 'LTIP 2014 - 2017' that actually arose upon expiry of financial 
year 2017. In this respect, only the remaining difference of EUR 820 thousand is shown in the aforementioned table as 
remuneration paid. 
 
VII. Review of appropriateness of the remuneration and pensions of Executive Board members 
 
Following the end of financial year 2017, the Supervisory Board carried out the annual review of the remuneration and 
pensions of Executive Board members for financial year 2017. It concluded that these are appropriate in accordance with 
section 87(1) German Stock Corporation Act. 
 
The Supervisory Board also regularly makes use of external advisors when assessing the appropriateness of the 
remuneration and pensions of Executive Board members. This involves, firstly, assessing from an outside perspective the 

level and structure of the remuneration of Executive Board members in relation to the remuneration of senior management 
and the workforce as a whole (vertical comparison). In addition to a status quo review, the vertical comparison also 
takes into account how this relationship changes over time. Secondly, the remuneration level and structure are assessed 
on the basis of a positioning of TUI AG in a peer market made up of a combination of DAX and MDAX companies that are 
similar to TUI AG in terms of size and complexity of business (horizontal comparison). In addition to the fixed 
remuneration, the horizontal comparison also covers the short- and long-term remuneration components as well as the 
amount of company pension. For financial year 2017, the Supervisory Board commissioned the consultancy company hkp 
Group AG to prepare an expert report on the appropriateness of the remuneration level for Executive Board members. The 
partner of hkp Group AG commissioned by the Supervisory Board and responsible for carrying out the assessment is 
independent of the Executive Board of TUI AG and the company. The finding of the external advisor supported the 
judgment of the Supervisory Board that the level of remuneration of Executive Board members complies with section 87(1) 
German Stock Corporation Act as well as the recommendations of the GCGC. 
 
VIII. Remuneration of the Supervisory Board 
 
The provisions and remuneration of members of the Supervisory Board follow from section 18 of TUI AG's Articles of 
Association, which have been made permanently accessible to the public on the internet. The remuneration of the 
Supervisory Board is reviewed at appropriate intervals. In this regard the expected time required for the relevant 
duties and experience in companies of a similar size, industry and complexity are taken into account. 
 
Purpose and link to company strategy 
 
Highly-qualified Supervisory Board members are to be acquired and retained. 
 
Procedure 
 
Besides reimbursement of their expenses, the members of the Super­visory Board receive a fixed remuneration of EUR 90.0 
thousand per financial year, payable upon completion of the financial year. The chairman shall receive three times, and 
his deputies twice, the fixed remuneration of a Supervisory Board member. 
 
An additional fixed remuneration of EUR 42.0 thousand is paid for membership of committees (e. g. the presiding 
committee, the audit committee, the strategy committee and the integration committee that was dissolved in December 
2016, but not the nomination committee). The chairman of the audit committee shall receive three times, and the 
chairman of the strategy committee twice, this remuneration. This remuneration is also paid out at the end of the 
respective financial year. 
 
The members of the Supervisory Board receive no further remuneration components and no fringe benefits. In all cases 
the remuneration relates to a full financial year. For parts of a financial year and for short financial years the 
remuneration shall be paid on a pro rata basis. 
 
The members of the Supervisory Board and the committees receive an attendance fee of EUR 1.0 thousand per meeting, 
regardless of the form the meeting takes. 
 
Moreover, the members of the Supervisory Board are included in any financial liability insurance policy (D&O insurance) 
taken out in an appropriate amount by the company in its own interests. The relevant insurance premiums are paid by the 
company. In line with the recommendation of the GCGC, there is a deductible for which the Supervisory Board members can 
take out their own private insurance. 
 
Cap 
 
There is no need to set a cap because the remuneration for the Supervisory Board members consists solely of fixed 
components. 
 
On 9 February 2016 the Annual General Meeting of TUI AG passed a resolution to change the remuneration of the 
Supervisory Board to fixed remuneration only as well as to adjust the amount of the fixed remuneration components. The 
new remuneration model applied retroactively as of 1 October 2015, which meant that the variable remuneration granted 
in accordance with the provisions of the articles of association applicable until 9 February 2016 and based on the 
long-term success of the company was no longer paid. This variable remuneration was based on the average undiluted 
earnings per share (EPS) carried in the consolidated financial statements for the respective last three financial 
years. At the time of redemption, the members of the Supervisory Board were still entitled to the long-term 
remuneration granted in financial years 2014 and 2015 because of the three-year vesting period. These entitlements were 
redeemed on the basis of EPS planned values for financial years 2016 and 2017. Reducing the remuneration of the members 
of the Supervisory Board for past and current financial years is not permitted under stock corporation law. For this 
reason it needed / needs to be checked, also upon completion of financial years 2016 and 2017, whether this has taken 
place with the change to the remuneration model by taking the EPS planned value for the relevant financial years as a 
basis. If using the EPSvalues actually achieved were to lead to higher long-term incentives than taking into account 
the planned values, the corresponding difference is to be paid to the relevant members of the Supervisory Board upon 
the close of the Annual General Meeting that will vote on the ratification of the acts of the Supervisory Board for the 
respective financial year. 
 
For the remuneration component granted in financial year 2014, it was found that, upon the close of the Annual General 
Meeting 2017, the actual EPS value of financial year 2016, EUR 1.78, was above the EPS planned value of EUR 0.81 taken 
as a basis for the redemption. The resulting difference was paid to the relevant members of the Supervisory Board 
accordingly and is shown in the following tables. Upon the close of the Annual General Meeting 2018 it will be 
determined whether, for the variable remuneration component granted in financial year 2015, a difference will have to 
be paid to the relevant members of the Supervisory Board based on the comparison of EPS planned values and actual EPS 
values of financial years 2016 and 2017. 
 
In addition, regarding the remuneration granted in financial year 2016, it will be reviewed - upon the close of the 
Annual General Meeting 2019 - whether applying the remuneration model valid until 9 February 2016 would have resulted 
in higher remuneration than applying the new model did. If this is the case, the corresponding difference has to be 
paid to the members of the Supervisory Board upon the close of the Annual General Meeting 2019. 
 
IX. Remuneration of the Supervisory Board 
as a whole 
 
Remuneration of the Supervisory Board 
EUR '000                             2017          2016 
Fixed remuneration                   2,160.0       2,141.8 
Long-term variable remuneration      176.1         1,108.7 
Remuneration for committee           1,096.2       1,166.6 
memberships 
Attendance fee                       321.0         283.0 
Remuneration for TUI AG Supervisory  3,753.3       4,700.1 
Board mandate 
Remuneration for Supervisory Board   41.4          20.5 
mandates in the Group 
Total                                3,794.7       4,720.6 
 
In addition, travel and other expenses totalling EUR 507.6 thousand (previous year: EUR 461.0 thousand) were 
reimbursed. Total remuneration of the Supervisory Board members, including reimbursement of travel and other expenses, 
thus amounted to EUR 4,302.2 thousand (previous year: EUR 5,181.6 thousand). 
 
X. Remuneration of individual Supervisory Board members for financial year 2017 
 
Remuneration of individual Supervisory Board members for financial year 
2017 
EUR '000 Fixed        Ex-post      Remuneration Attendance Remuneration Total 
         remuneration adjustment   for          fee        for 
                      of long-term committee               Supervisory 
                      variable     memberships             Board 
                      remuneration                         mandates in 
                                                           the Group 
Prof. Dr 270.0        46.2         133.7        33.0                    482.9 
Klaus 
Mangold 
(Chairma 
n) 
Frank    180.0        21.5         91.7         23.0                    316.2 
Jakobi 
(Deputy 
Chairman 
) 
Sir      180.0                     49.7         18.0                    247.7 
Michael 
Hodgkins 
on 
(Deputy 
Chairman 
) 
Andreas  90.0         15.4         42.0         16.0       23.0         186.3 
Barczews 
ki 
Peter    90.0         11.5         42.0         14.0                    157.5 
Bremme 
Prof. Dr 90.0         15.4         133.7        17.0                    256.1 
Edgar 
Ernst 
Wolfgang 90.0                      0.0          8.0                     98.0 
Flinterm 
ann 
Angelika 90.0                      42.0         13.0                    145.0 
Gifford 
Valerie  90.0                      49.7         13.0                    152.7 
Gooding 
Dr Dierk 90.0                      42.0         15.0                    147.0 
Hirschel 
Janis    90.0                      42.0         15.0                    147.0 
Kong 
Peter    90.0                      84.0         13.0                    187.0 
Long 
Coline   90.0                      49.7         15.0                    154.7 
McConvil 
le 
Alexey   90.0                      84.0         20.0                    194.0 
Mordasho 
v 
Michael  90.0         15.4         42.0         16.0       18.4         181.8 
Pönipp 
Carmen   90.0         8.8          42.0         17.0                    157.8 
Riu 
Güell 
Carola   90.0         11.1         0.0          8.0                     109.1 
Schwirn 
Anette   90.0         15.4         42.0         16.0                    163.4 
Strempel 
Ortwin   90.0         15.4         84.0         24.0                    213.4 
Strubelt 
Stefan   90.0                      0.0          7.0                     97.0 
Weinhofe 
r 

Total    2,160.0      176.1        1,096.2      321.0      41.4         3,794 
                                                                        .7 
 
Apart from the work performed by the employees' representatives pursuant to their contracts, none of the members of the 
Supervisory Board provided any personal services such as consultation or agency services for TUI AG or its subsidiaries 
in financial year 2017 and thus did not receive any additional remuneration arising out of this. 
 
The new remuneration scheme for the Executive Board as from 
financial year 2018 
 
A. Background 
 
Over recent years shareholders and proxy advisors - in particular from the UK - have repeatedly commented on the 
existing remuneration scheme for the Executive Board of TUI AG (existing remuneration scheme). They expressed the view, 
inter alia, that the target achievement corridors for variable remuneration (JEV and LTIP) were not ambitious enough. 
The discretionary elements and decisions anchored in the existing remuneration scheme allegedly lacked traceability and 
transparency. 
 
Although the existing remuneration scheme meets all statutory requirements and also results in appropriate 
compensation, the Supervisory Board believes, following the successful integration of TUI AG and former TUI Travel PLC, 
that the time has come to take the next step. The comments and requests from our - in some cases longstanding - UK 
shareholders and proxy advisors to revise the existing remuneration scheme are largely shaped by the environment of the 
Anglo-Saxon judicial area. As a result, the aforementioned positions reflect the recommendations of the UK-CGK and a 
different market practice as applied in the UK. Against this background and in view of current developments in how 
remuneration is structured in Germany, the Supervisory Board of TUI AG has unanimously adopted a new remuneration 
scheme for the Executive Board of TUI AG (new remuneration scheme), which it believes takes both perspectives into 
account. It shall apply retroactively with effect from the beginning of financial year 2018 to all Executive Board 
members with whom a new service agreement has been concluded on account of the changes to the remuneration scheme. 
 
B. Key remuneration components and changes 
 
In the following the key components of the new remuneration scheme and the changes to the existing remuneration scheme 
will be described. 
 
I. More transparent design of discretionary ­decisions and no more discretionary bonuses 
 
The new remuneration scheme does away entirely with the Supervisory Board's previous option of granting additional 
remuneration on a discretionary basis (re. the option under the existing remuneration scheme: see p. 120 of the Annual 
Report). 
 
As before, the JEV depends on an individual performance factor in addition to target achievement in respect to group 
performance indicators (see below [B. III. 1. and IV. 1.]). Under the new remuneration scheme; the Supervisory Board 
shall determine the individual performance factor for the JEV for each Executive Board member (0.8 to 1:2) based on the 
achievement of three target categories: In addition to individual performance targets, this includes targets for the 
overall performance of the Executive Board and stakeholder targets. The Supervisory Board will establish the targets 
from these three categories and their relative weighting for each Executive Board member and financial year. 
 
II. Fixed remuneration 
 
The structure of fixed remuneration will remain unchanged. 
 
III. New group performance indicators for variable remuneration 
 
The annual variable remuneration (JEV) and multi-annual variable remuneration (LTIP) will take additional stakeholder 
relevant group performance indicators into account and there will be changes to per­formance criteria used so far. 
 
1. JEV 
 
The JEV will remain a variable remuneration related to the respective financial year. In future, the JEV will include 
three group performance indicators as opposed to previously one (Reported Group EBITA). 
 
1.1 Earnings before taxes (EBT) replaces Reported Group EBITA 
 
The previous group performance indicator Reported Group EBITA will be replaced by EBT on a constant currency basis with 
a weighting of 50 %. This change in group performance indicators permits inclusion of the net financial result in the 
calculation. The adjustment for currency effects makes it possible to measure the actual management perform­ance 
without distortion from currency-induced translation effects. 
 
1.2 Return on invested capital (ROIC) as additional group performance indicator 
 
The newly introduced group performance indicator ROIC will be included in the JEV with a weighting of 25 %. The 
Reported Group EBITA and the average invested interest-bearing capital for the financial year will be weighed against 
each other to establish the ROIC of the TUI Group used to calculate the JEV. By applying the average assessment 
previously used in the Annual Report, seasonal fluctuations and differences in capital intensity of the business model 
specific segments of TUI AG can be taken into account and a return on equity target can be included in the annual 
variable remuneration. 
 
1.3 Cash flow as an additional group performance indicator 
 
A cash flow component will also be included in the calculation as a third group performance indicator with a weighting 
of 25 %. For this purpose the cash flow will be determined using a simplified method, which is based on the management 
cash flow calculation and covers the liquidity parameters directly controlled by the Executive Board (depreciation, 
Working Capital, income from investments and dividends, net investments) on the basis of Reported Group EBITA, which 
will also be adjusted for foreign exchange effects for this purpose. 
 
2. LTIP 
 
The LTIP shall remain a multi-annual variable remuneration on the basis of virtual shares of TUI AG with a four-year 
performance reference period. 
 
2.1 Earnings per share (EPS) as an additional group performance indicator 
 
In future the LTIP will take into account average EPS development p. a. as an additional group performance indicator, 
which will be included with a weighting of 50 %. Average assessment over the four-year performance reference period is 
based on pro forma underlying earnings per share from continuing operations, as already reported in the Annual Report. 
 
2.2 Relative total shareholder return (TSR) with ­altered ranking 
 
In future, a percentile ranking will be applied to the TSR which has already been relevant so far. The relative TSR 
will be included with a weighting of 50 %. 
 
IV. Ambitious target achievement structure for ­variable remuneration (JEV and LTIP)/Capping ­maximum target 
achievement 
 
The target achievement corridors for the group performance indicators in the variable remuneration components JEV and 
LTIP will be more ambitious than before. 
 
1. JEV 
 
1.1 EBT 
 
The EBT component of the JEV must reach a threshold of at least 90 % of the earnings target (on a constant currency 
basis) (equals target achievement of 50 %), in order to be relevant for bonus purposes. Anything in excess of 110 % (on 
a constant currency basis) of the earnings target (corresponds to a target achievement of 180 %) is not included. 
 
1.2 ROIC 
 
The ROIC component of the JEV will only be included in the JEV where the return on investment is no more than 3 % 
points below the defined target (corresponds to a target achievement of 50 %). In order to reach maximum target 
achievement of 180 % the target must be exceeded by 3 % points or more. 
 
1.3 Cash flow 
 
The cash flow component of the JEV must reach a threshold of at least 90 % of the liquidity target (adjusted for 
foreign exchange effects) (corresponds to a target achievement of 50 %), in order to be relevant for bonus purposes. 
Anything in excess of 110 % of the liquidity target (corresponds to a target achievement of 180 %) is not included. 
 
1.4 Cap 
 
The annual JEV is limited to 180 % (before taking the individual per­formance factor into account). 
 
2. LTIP 
 
2.1 Relative TSR 
 
Where TUI AG achieves a percentile below the median value of the relevant benchmark group, the TSR target shall be 
factored into the LTIP at 0 %. A percentile on the median shall be deemed to correspond to a target achievement of 100 
%. Where the percentile is equivalent to the maximum value 175 % of the TSR target is deemed to be achieved. 
 
2.2 EPS 
 
If, during the four-year performance reference period, the EPS increases by less than 3 % p.a. in relation to the value 
of the last financial year before commencement of the performance reference period, this shall correspond to a target 
achievement of 0 %. An average increase p. a. of 3 % corresponds to a target achievement of 25 %. The maximum target 
achievement of 175 % is reached in the event of an average increase p. a. of 10 %. 
 
2.3 Cap 
 
The maximum LTIP payment is limited to 240 % of the individual target amount per performance reference period 
(previously 300 %). 
 
V. Fringe benefits and company car 
 
The fringe benefits granted so far as well as the provisions on company cars shall essentially remain unchanged. 
 
VI. Payments in case of premature termination of ­Executive Board membership 
 
The provisions governing payments to Executive Board members in case of premature termination of Executive Board 
membership shall remain unchanged. 
 
VII. Pension benefits 
 
Previous pension commitments shall be continued unchanged. 
 
C. Suggestions not implemented in the new ­remuneration scheme 
 
I. Clawback or malus provisions 
 
The Supervisory Board generally acknowledges stakeholders' desire to introduce clawback or malus provisions that permit 
an adjustment of variable remuneration. 
 
However, such provisions are still largely uncommon within the German judicial area. They only recently became 
mandatory for certain financial institutions. So far it has yet to be clarified at the highest judicial level which 

principles (e. g. transparency and appropriateness of clawback / 
malus criteria) need to be satisfied by clawback and malus provisions in order for them to be valid and enforceable. 
 
The Supervisory Board has therefore refrained from introducing clawback and malus clauses under the new remuneration 
scheme. It will also review in future whether clawback and malus clauses are to be included in the remuneration scheme 
for the Executive Board. 
 
II. Share Ownership Requirements 
 
The new remuneration scheme does not provide for any obligation to acquire company shares. Not least due to the limited 
time frame for trading in TUI financial instruments, the Supervisory Board believes ­voluntary solutions to be 
preferable. In order to protect the capital market but also its corporate bodies and staff, TUI AG is bound by trading 
bans that are far stricter than those prescribed by law (e. g. four regular closed periods of up to 60 days, 
application of a restrictive TUI Share Dealing Manual). Recent cases demonstrate how difficult it is to determine a 
legally permissible and economically viable time for the acquisition of shares. Many Executive Board members of TUI AG 
voluntarily hold a relevant number of company shares. 
 
D. Procedure 
 
The Chairman of the Supervisory Board of TUI AG guided and managed drafting of the new remuneration scheme. The many 
stakeholder interests were incorporated into the process in a number of ways. The Supervisory Board Chairman and his 
Deputy Chairman (Sir Michael Hodgkinson) discussed suggestions from shareholders with large institutional investors at 
numerous meetings over the course of recent years. Members of the Supervisory Board with longstanding expertise as 
chairpersons or members of remuneration committees and / or non-executive directors in companies in the UK and other 
English-speaking countries played an important part in designing the new remuneration scheme. The chairman of the audit 
committee, with his expertise in performance indicators, and employee representatives on the Supervisory Board's 
executive committee were also involved. External remuneration and legal advisors introduced their suggestions into the 
process and reviewed the scheme. The external remuneration advisors conducted simulations of remuneration scenarios for 
the past and the future. Proposals from Execu­tive Board members on the new remuneration scheme were intensely debated 
and appropriately considered by the Supervisory Board. The new service agreements will be concluded on 12 December 2017 
and ­retroactively take effect on 1 October 2017. They were the subject of intense discussion with the Executive Board 
members. 
 
The Supervisory Board and the Executive Board will present the new remuneration scheme to the Annual General Meeting 
2018 for approval. The new remuneration scheme will also be described in the invitation to the Annual General Meeting 
2018 in detail. 
 
Consolidated financial statements 
 
Income statement of the TUI Group for the period from 1 Oct 
2016 to 30 Sep 2017 
EUR million                        Notes     2017      2016 
Turnover                           (1)       18,535.0  17,153.9 
Cost of sales                      (2)       16,535.5  15,247.4 
Gross profit                                 1,999.5   1,906.5 
Administrative expenses            (2)       1,255.8   1,216.9 
Other income                       (3)       12.5      36.3 
Other expenses                               1.9       7.4 
Financial income                   (4)       229.3     58.5 
Financial expenses                 (5)       156.2     345.9 
Share of result of joint ventures  (6)       252.3     187.2 
and associates 
Earnings before income taxes                 1,079.7   618.3 
Income taxes                       (7)       168.8     153.4 
Result from continuing operations            910.9     464.9 
Result from discontinued           (8)       - 149.5   687.3 
operations 
Group profit                                 761.4     1,152.2 
Group profit attributable to       (9)       644.8     1,037.4 
shareholders of TUI AG 
Group profit attributable to       (10)      116.6     114.8 
non-controlling interest 
 
Earnings per share 
EUR                          Notes    2017     2016 
Basic earnings per share     (11)     1.10     1.78 
from continuing operations            1.36     0.61 
from discontinued operations          - 0.26   1.17 
 
Diluted earnings per share   (11)     1.10     1.77 
from continuing operations            1.36     0.60 
from discontinued operations          - 0.26   1.17 
 
Statement of comprehensive income of TUI Group for the period 
from 1 Oct 2016 to 30 Sep 2017 
EUR million                        Notes     2017      2016 
Group profit                                 761.4     1,152.2 
Remeasurements of defined benefit            280.7     - 593.3 
obligations and related fund 
assets 
Income tax related to items that   (12)      - 66.9    157.9 
will not be reclassified 
Items that will not be                       213.8     - 435.4 
reclassified to profit or loss 
Foreign exchange differences                 - 17.9    52.4 
Foreign exchange differences                 - 89.3    32.7 
outside profit or loss 
Reclassification / adjustments               71.4      19.7 
Financial instruments available              - 31.8    31.8 
for sale 
Changes in the fair value                    147.8     31.8 
Reclassification / adjustments               - 179.6   - 
Cash flow hedges                             - 263.6   546.1 
Changes in the fair value                    - 635.4   505.7 
Reclassification / adjustments               371.8     40.4 
Changes in the measurement of                19.3      - 32.0 
joint ventures and associates 
Changes in the measurement outside           28.0      - 32.0 
profit or loss 
Reclassification / adjustments               - 8.7     - 
Income tax related to items that   (12)      46.9      - 80.9 
may be reclassified 
Items that may be reclassified to            - 247.1   517.4 
profit or loss 
Other comprehensive income                   - 33.3    82.0 
Total comprehensive income                   728.1     1,234.2 
attributable to shareholders of              620.0     1,141.8 
TUI AG 
attributable to non-controlling              108.1     92.4 
interest 
 
Allocation of share of 
shareholders of TUI AG of total 
comprehensive income 
Continuing operations                        705.7     404.2 
Discontinued operations                      - 85.7    737.6 
 
Financial position of the TUI Group as at 30 Sep 2017 
EUR million         Notes          30 Sep 2017    30 Sep 2016 
Assets 
Goodwill            (13)           2,889.5        2,853.5 
Other intangible    (14)           548.1          545.8 
assets 
Property, plant and (15)           4,253.7        3,714.5 
equipment 
Investments in      (16)           1,306.2        1,180.8 
joint ventures and 
associates 
Financial assets    (17), (38)     69.5           50.4 
available for sale 
Trade receivables   (18), (38)     211.8          156.5 
and other assets 
Touristic payments  (19)           185.2          158.8 
on account 
Derivative          (38)           79.9           126.8 
financial 
instruments 
Deferred tax assets (20)           323.7          344.7 
Non-current assets                 9,867.6        9,131.8 
 
Inventories         (21)           110.2          105.2 
Financial assets    (17), (38)     -              265.8 
available for sale 
Trade receivables   (18), (38)     794.5          754.7 
and other assets 
Touristic payments  (19)           573.4          565.4 
on account 
Derivative          (38)           215.4          544.6 
financial 
instruments 
Income tax assets   (20)           98.7           87.7 
Cash and cash       (22), (38)     2,516.1        2,072.9 
equivalents 
Assets held for     (23)           9.6            929.8 
sale 
Current assets                     4,317.9        5,326.1 
Total assets                       14,185.5       14,457.9 
 
Financial position of the TUI Group as at 30 Sep 2017 
EUR million            Notes         30 Sep 2017   30 Sep 2016 
Equity and liabilities 
Subscribed capital     (24)          1,501.6       1,500.7 
Capital reserves       (25)          4,195.0       4,192.2 
Revenue reserves       (26)          - 2,756.9     - 3,017.8 
Equity before                        2,939.7       2,675.1 
non-controlling 
interest 
Non-controlling        (28)          594.0         573.1 
interest 
Equity                               3,533.7       3,248.2 
 
Pension provisions and (29)          1,094.7       1,410.3 
similar obligations 
Other provisions       (30)          801.4         803.0 
Non-current provisions               1,896.1       2,213.3 
Financial liabilities  (31), (38)    1,761.2       1,503.4 
Derivative financial   (38)          50.4          27.5 
instruments 
Income tax liabilities               150.2         22.2 
Deferred tax           (20)          109.0         62.9 
liabilities 
Other liabilities      (32), (38)    150.2         160.1 
Non-current                          2,221.0       1,776.1 
liabilities 
Non-current provisions               4,117.1       3,989.4 
and liabilities 
 
Pension provisions and (29)          32.7          40.6 
similar obligations 
Other provisions       (30)          349.9         374.8 
Current provisions                   382.6         415.4 
Financial liabilities  (31), (38)    171.9         537.7 
Trade payables         (38)          2,653.3       2,476.9 
Touristic advance                    2,446.4       2,301.3 
payments received 
Derivative financial   (38)          217.2         249.6 
instruments 
Income tax liabilities               65.3          196.0 
Other liabilities      (32), (38)    598.0         571.1 
Current liabilities                  6,152.1       6,332.6 
Liabilities related to (33)          -             472.3 
assets held for sale 
Current provisions and               6,534.7       7,220.3 
liabilities 
Total provisions and                 14,185.5      14,457.9 
liabilities 
 

Statement of changes in Group equity of the TUI Group for the period from 1 Oct 2016 to 30 Sep 2017 
EUR million     Subscribed Capital Other Foreign   Financial Cash  Revaluation Revenue Equity Non-controlling Total 
                capital    reserve reven ­exchan   ­instrume flow  ­reserve    ­reserv before interest 
                (24)       s       ue    ge        nts       ­hedg             es      non-co (28) 
                           (25)    reser ­differ   ­availabl es                (26)    ntroll 
                                   ves   ences     e for                               ing 
                                                   sale                                ­inter 
                                                                                       est 
Balance as at 1 1,499.6    4,187.7 -     -         -         -     19.8        -       1,913. 503.9           2,417 
Oct 2015                           2,460 1,129.2             204.1             3,773.9 4                      .3 
                                   .4 
Dividends       -          -       -     -         -         -     -           - 327.0 -      - 13.6          - 
                                   327.0                                               327.0                  340.6 
Share-based     -          -       4.3   -         -         -     -           4.3     4.3    -               4.3 
payment schemes 
Issue of        1.1        4.5     -     -         -         -     -           -       5.6    -               5.6 
employee shares 
Acquisition of  -          -       -     -         -         -     -           - 56.3  - 56.3 -               - 
own shares                         56.3                                                                       56.3 
Deconsolidation -          -       -     -         -         -     0.2         0.2     0.2    - 10.0          - 9.8 
Effects on the  -          -       - 6.9 -         -         -     -           - 6.9   - 6.9  0.4             - 6.5 
acquisition of 
non-controlling 
interests 
Group profit    -          -       1,037 -         -         -     -           1,037.4 1,037. 114.8           1,152 
                                   .4                                                  4                      .2 
Foreign         -          -       61.0  34.0      -         -     - 0.6       75.0    75.0   - 22.6          52.4 
exchange                                                     19.4 
differences 
Financial       -          -       -     -         31.8      -     -           31.8    31.8   -               31.8 
instruments 
available for 
sale 
Cash flow       -          -       -     -         -         545.8 -           545.8   545.8  0.3             546.1 
hedges 
Remeasurements  -          -       -     -         -         -     -           - 593.3 -      -               - 
of defined                         593.3                                               593.3                  593.3 
benefit 
obligations and 
related fund 
assets 
Changes in the  -          -       -     -         -         -     -           - 32.0  - 32.0 -               - 
measurement of                     32.0                                                                       32.0 
joint ventures 
and associates 
Taxes           -          -       157.9 -         -         -     -           77.1    77.1   - 0.1           77.0 
attributable to                                              80.8 
other 
comprehensive 
income 
Other           -          -       -     34.0      31.8      445.6 - 0.6       104.4   104.4  - 22.4          82.0 
comprehensive                      406.4 
income 
Total           -          -       631.0 34.0      31.8      445.6 - 0.6       1,141.8 1,141. 92.4            1,234 
comprehensive                                                                          8                      .2 
income 
Balance as at   1,500.7    4,192.2 -     -         31.8      241.5 19.4        -       2,675. 573.1           3,248 
30 Sep 2016                        2,215 1,095.2                               3,017.8 1                      .2 
                                   .3 
Dividends       -          -       -     -         -         -     -           - 368.2 -      - 87.2          - 
                                   368.2                                               368.2                  455.4 
Share based     -          -       - 1.0 -         -         -     -           - 1.0   - 1.0  -               - 1.0 
payment schemes 
Issue of        0.9        2.8     -     -         -         -     -           -       3.7    -               3.7 
employee shares 
Acquisition of  -          -       -     -         -         -     -           - 22.3  - 22.3 -               - 
own shares                         22.3                                                                       22.3 
Disposal of own -          -       32.4  -         -         -     -           32.4    32.4   -               32.4 
shares 
Deconsolidation -          -       1.8   -         -         -     - 1.8       -       -      -               - 
Group profit    -          -       644.8 -         -         -     -           644.8   644.8  116.6           761.4 
Foreign         -          -       132.2 - 142.4   -         2.8   - 2.1       - 9.5   - 9.5  - 8.4           - 
exchange                                                                                                      17.9 
differences 
Financial       -          -       -     -         - 31.8    -     -           - 31.8  - 31.8 -               - 
Instruments                                                                                                   31.8 
available for 
sale 
Cash flow       -          -       -     -         -         -     -           - 263.5 -      - 0.1           - 
hedges                                                       263.5                     263.5                  263.6 
Remeasurements  -          -       280.7 -         -         -     -           280.7   280.7  -               280.7 
of defined 
benefit 
obligations and 
related fund 
assets 
Changes in the  -          -       19.3  -         -         -     -           19.3    19.3   -               19.3 
measurement of 
companies 
measured at 
equity 
Taxes           -          -       -     -         -         46.9  -           - 20.0  - 20.0 -               - 
attributable to                    66.9                                                                       20.0 
other 
comprehensive 
income 
Other           -          -       365.3 - 142.4   - 31.8    -     - 2.1       - 24.8  - 24.8 - 8.5           - 
comprehensive                                                213.8                                            33.3 
income 
Total           -          -       1,010 - 142.4   - 31.8    -     - 2.1       620.0   620.0  108.1           728.1 
comprehensive                      .1                        213.8 
income 
Balance as at   1,501.6    4,195.0 -     -         -         27.7  15.5        -       2,939. 594.0           3,533 
30 Sep 2017                        1,562 1,237.6                               2,756.9 7                      .7 
                                   .5 
 
Cash flow statement 
EUR million                 Notes    2017      2016     Var. 
Group profit                         761.4     1,152.2  - 390.8 
Depreciation, amortisation           517.8     578.5    - 60.7 
and impairment (+) / 
write-backs (-) 
Other non-cash expenses (+)          - 239.6   - 164.6  - 75.0 
/ income (-) 
Interest expenses                    141.8     202.3    - 60.5 
Dividends from joint                 118.2     82.2     + 36.0 
ventures and associates 
Profit (-) / loss (+) from           - 100.7   - 802.5  + 701.8 
disposals of non-current 
assets 
Increase (-) / decrease (+)          - 18.5    - 9.5    - 9.0 
in inventories 
Increase (-) / decrease (+)          169.5     324.7    - 155.2 
in receivables and other 
assets 
Increase (+) / decrease (-)          - 84.6    - 234.2  + 149.6 
in provisions 
Increase (+) / decrease (-)          317.8     - 94.4   + 412.2 
in liabilities (excl. 
financial liabilities) 
Cash inflow from operating  (40)     1,583.1   1,034.7  + 548.4 
activities 
Payments received from               79.5      115.3    - 35.8 
disposals of property, 
plant and equipment and 
intangible assets 
Payments from disposals of           - 14.3    876.7    - 891.0 
consolidated companies 
(less disposals of cash and 
cash equivalents due to 
divestments) 
Payments received from the           418.7     12.1     + 406.6 
disposals of other 
non-current assets 
Payments made for                    - 1,049.0 - 697.4  - 351.6 
investments in property, 
plant and equipment and 
intangible assets 
Payments made for                    - 66.0    - 10.5   - 55.5 
investments in consolidated 
companies 
(less cash and cash 
equivalents received due to 
acquisitions) 
Payments made for                    - 56.6    - 57.2   + 0.6 
investments in other 
non-current assets 
Cash outflow / inflow from  (41)     - 687.7   239.0    - 926.7 
investing activities 
Payments made for                    - 22.3    - 56.2   + 33.9 
acquisition of own shares 
Payments received from the           3.7       2.0      + 1.7 
issuance of employee shares 
Payments made for interest           -         - 8.0    + 8.0 
increase in consolidated 
companies 
Dividend payments 
TUI AG                               - 368.2   - 327.0  - 41.2 
subsidiaries to                      - 88.6    - 14.1   - 74.5 
non-controlling interest 
Payments received from the           329.8     108.8    + 221.0 
issue of bonds and the 
raising 
of financial liabilities 
Payments made for                    - 513.4   - 275.3  - 238.1 
redemption of loans and 
financial liabilities 
Interest paid                        - 74.8    - 92.3   + 17.5 
Cash outflow from financing (42)     - 733.8   - 662.1  - 71.7 
activities 
Net change in cash and cash          161.6     611.6    - 450.0 
equivalents 
 

Development of cash and     (43) 
cash equivalents 
Cash and cash equivalents            2,403.6   1,682.2  + 721.4 
at beginning of period 
Change in cash and cash              - 49.1    105.8    - 154.9 
equivalents due to exchange 
rate ­fluctuations 
Change in cash and cash              -         4.0      - 4.0 
equivalents due to changes 
in the group of 
consolidated companies 
Net change in cash and cash          161.6     611.6    - 450.0 
equivalents 
Cash and cash equivalents            2,516.1   2,403.6  + 112.5 
at end of period 
of which included in the             -         330.7    - 330.7 
balance sheet as assets 
held for sale 
 
Notes 
 
Principles and methods underlying the 
Consolidated Financial Statements 
 
General 
 
The TUI Group with its major subsidiaries and shareholdings operates in tourism. 
 
TUI AG, based in Karl-Wiechert-Allee 4, Hanover is the TUI Group's parent company and a listed corporation under German 
law. The Company is registered in the commercial registers of the district courts of Berlin-Charlottenburg (HRB 321) 
and Hanover (HRB 6580). The shares in the company are traded on the London Stock Exchange and the Hanover and Frankfurt 
Stock Exchanges. 
 
These consolidated financial statements of TUI AG were prepared for the financial year 2017 comprising the period from 
1 October 2016 to 30 September 2017. Where any of TUI's subsidiaries have different financial years, financial 
statements were prepared as at 30 September in order to include these subsidiaries in TUI AG's consolidated financial 
statements. 
 
The Executive Board and the Supervisory Board have submitted a Declaration of Compliance with the German Corporate 
Governance Code required pursuant to section 161 of the German Stock Corporation Act (AktG) and made it permanently 
available to the general public on the Company's website (www.tuigroup.com). 
 
The consolidated financial statements are prepared in euros. Unless stated otherwise, all amounts are indicated in 
million euros (EURm). 
 
The consolidated financial statements were approved for publication by TUI AG's Executive Board on 11 December 2017. 
 
Accounting principles 
 
Declaration of compliance 
 
Pursuant to Regulation EEC No. 1606/2002 of the European Parliament and Council, TUI AG's consolidated financial 
statements as at 30 September 2017 were prepared in accordance with the International Financial Reporting Standards 
(IFRS) as applicable in the European Union. Moreover, the commercial-law provisions listed in section 315a (1) of the 
German Commercial Code (HGB) were also observed in preparing the consolidated financial statements. 
 
The accounting and measurement methods and the explanatory information and Notes to these annual financial statements 
for financial year 2017 are generally consistent with those followed in preparing the previous consolidated financial 
statements for financial year 2016. 
 
Newly applied standards 
 
Since the beginning of the financial year 2017 the following standards amended or newly issued by the IASB became 
mandatorily applicable for the first time to TUI Group: 
 
Newly applied standards in financial year 2017 
Standard            Applicable     Amendments      Impact on 
                    from                           financial 
                                                   ­statements 
IFRS 11             1 Jan 2016     The amendments  No material 
Accounting for                     specify how to  impact 
Acquisitions of                    account for the 
Interests in Joint                 acquisition of 
­Operations                        an interest in 
                                   a Joint 
                                   Operation that 
                                   constitutes a 
                                   'business' (as 
                                   defined in IFRS 
                                   3). 
                                   Accordingly, 
                                   the acquirer 
                                   has to measure 
                                   identifiable 
                                   assets and 
                                   liabilities at 
                                   fair value, 
                                   recognise 
                                   acquisition-rel 
                                   ated costs as 
                                   expenses, 
                                   recognise 
                                   deferred tax 
                                   assets and 
                                   liabilities and 
                                   capitalise any 
                                   residual 
                                   amounts as 
                                   goodwill. 
                                   Furthermore, 
                                   the disclosure 
                                   requirements of 
                                   IFRS 3 apply. 
                                   The amendments 
                                   are to be 
                                   applied 
                                   prospectively. 
IAS 16 & IAS 38     1 Jan 2016     The amendment   No impact 
Clarification of                   clarifies when 
Acceptable Methods                 a method of 
of Depreciation and                depreciation or 
Amortisation                       amortisation 
                                   based on 
                                   revenue may be 
                                   appropriate. 
                                   According to 
                                   it, 
                                   depreciation of 
                                   an item of 
                                   property, plant 
                                   and equipment 
                                   based on 
                                   revenue 
                                   generated by 
                                   using the asset 
                                   is not 
                                   appropriate, 
                                   amortisation 
                                   based on 
                                   revenue for 
                                   intangible 
                                   assets only in 
                                   exceptional 
                                   cases. The 
                                   amendments are 
                                   to be applied 
                                   prospectively. 
IAS 16 & IAS 41     1 Jan 2016     Bearer plants   No impact 
Agriculture: Bearer                that bear 
Plants                             biological 
                                   assets for more 
                                   than one period 
                                   without being 
                                   an agricultural 
                                   product 
                                   themselves, 
                                   such as grape 
                                   vines or olive 
                                   trees, have 
                                   this far been 
                                   measured at 
                                   fair value. In 
                                   future, bearer 
                                   plants will be 
                                   treated as 
                                   property, plant 
                                   and equipment 
                                   in scope of IAS 
                                   16 and are to 
                                   be measured at 
                                   amortised cost. 
                                   By contrast, 
                                   the produce 
                                   growing on 
                                   bearer plants 
                                   will continue 
                                   to be measured 
                                   at fair value 
                                   in accordance 
                                   with IAS 41. 
Various             1 Jan 2016     The amendments  No material 
Improvements to                    from the Annual impact 
IFRS (2012- 2014)                  Improvements 
                                   Project 
                                   comprise 
                                   changes to four 
                                   standards: IAS 
                                   19, IAS 34, 
                                   IFRS 5 and IFRS 
                                   7. The 
                                   amendments 
                                   introduce minor 
                                   changes to the 
                                   content as well 
                                   as 
                                   clarifications 
                                   regarding 
                                   recognition, 
                                   presentation 
                                   and 
                                   measurement. 
IAS 1               1 Jan 2016     The amendments  No material 
Disclosure                         address the     impact 
Initiative                         application of 
                                   materiality 
                                   when presenting 
                                   the components 
                                   of financial 
                                   statements. The 
                                   standard no 
                                   longer 
                                   prescribes a 
                                   particular 
                                   order of the 
                                   notes so that 
                                   the order of 

                                   the notes may 
                                   reflect the 
                                   individual 
                                   relevance for 
                                   the company. 
                                   The amendments 
                                   clarify that 
                                   immaterial 
                                   disclosures are 
                                   not required. 
                                   This also 
                                   applies if 
                                   disclosure is 
                                   required by 
                                   another 
                                   standard. 
                                   Furthermore, 
                                   the 
                                   presentation of 
                                   an entity's 
                                   share of other 
                                   comprehensive 
                                   income of 
                                   equity-accounte 
                                   d associates 
                                   and joint 
                                   ventures in the 
                                   statement of 
                                   comprehensive 
                                   income is 
                                   clarified. 
 
Going concern reporting according to the UK Corporate Governance Code 
 
The Executive Board remains satisfied with the Group's funding and liquidity position. At 30 September 2017, the main 
sources of debt funding included: 
 
· an external revolving credit facility of EUR 1,535.0 m maturing in July 2022, used to manage the seasonality of the 
Group's cash flows and liquidity, 
 
· 2016 / 21 bonds with a nominal value of EUR 300.0 m, issued by TUI AG, maturing in October 2021, 
 
· EUR 1,226.5 m of finance lease obligations, and 
 
· bank liabilities of EUR 381.3 m, primarily for loans used to acquire property, plant and equipment. 
 
The credit facility requires compliance with certain financial covenants, which were fully complied with at the balance 
sheet date. 
 
In accordance with provision C1.3 of the UK Corporate Governance Code, the Executive Board confirms that it considers 
it appropriate to adopt the going concern basis of accounting in preparing the financial statements. 
 
Principles and methods of consolidation 
 
Principles 
 
The consolidated financial statements include all significant subsidiaries directly or indirectly controlled by TUI AG. 
Control exists where TUI AG has power over the relevant activities, is exposed to variable returns or has rights to the 
returns, and has the ability to affect those variable returns through its power over the investee. 
 
As a rule, the control is exercised by means of a direct or indirect majority of voting rights. If the TUI Group holds 
less than the majority of voting rights in a shareholding, it may exercise control due to contractual agreements or 
similar arrangements. 
 
In assessing control, the existence and effect of potential voting rights that are currently exercisable or convertible 
are taken into account. Consolidation of subsidiaries starts from the date TUI gains control. When TUI ceases to 
control the corresponding companies, they are removed from the group of consolidated companies. 
 
The consolidated financial statements are prepared from the separate or single-entity financial statements of TUI AG 
and its subsidiaries, drawn up on the basis of uniform accounting, measurement and consolidation methods and usually 
audited or reviewed by auditors. 
 
Associates for which the TUI Group is able to exert significant influence over the financial and operating policy 
decisions within these companies are accounted for using the equity method. As a rule, significant influence is assumed 
if TUI AG directly or indirectly holds voting rights of 20 to less than 50 per cent. 
 
Stakes in joint ventures are also measured using the equity method. A joint venture is a company managed jointly by the 
TUI Group with one or several partners based on a contractual agreement, in which the parties that jointly exercise 
control have rights to the company's net assets. Joint ventures also include companies in which the TUI Group holds a 
majority or minority of voting rights but in which decisions about the relevant activities may only be taken on an 
unanimous basis due to contractual agreements. 
 
The dates as of which associates and joint ventures are included in or removed from the group of companies measured at 
equity are determined in a manner consistent with that applied to subsidiaries. At equity measurement in each case is 
based on the last annual financial statements available or the interim financial statements as at 30 September if the 
balance sheet dates differ from TUI AG's balance sheet date. This affects 34 companies with a financial year from 1 
January to 31 December and two companies with a financial year from 1 April to 31 March of the following year. 
 
Group of consolidated companies 
 
In financial year 2017, the consolidated financial statements included a total of 259 subsidiaries. The table below 
presents changes in the number of companies since 1 October 2016. 
 
Development of the group of consolidated companies* 
and the Group companies measured at equity 
                  Consolidated     Associates     Joint ventures 
                  subsidiaries 
Balance at 30 Sep 417              13             27 
2016 
Additions         9                -              2 
Incorporation     6                -              - 
Acquisition       3                -              2 
Disposals         167              -              1 
Liquidation       21               -              - 
Sale              134              -              - 
Merger            7                -              1 
Termination of    5                -              - 
business 
operations 
Balance at 30 Sep 259              13             28 
2017 
 
* Excl. TUI AG 
 
TUI AG's direct and indirect subsidiaries, associates and joint ventures are listed under Other Notes - TUI Group 
Shareholdings. 
 
58 subsidiaries were not included in the consolidated financial statements. Even when taken together, these companies 
are of minor significance to the presentation of a true and fair view of the financial position and performance of the 
Group. 
 
The effects of the changes in the group of consolidated companies in financial year 2017 on financial years 2017 and 
2016 are outlined below. While the value of companies deconsolidated in financial year 2017 posted in the statement of 
financial position is carried as per the closing date for the previous period, items in the income statement are also 
shown for financial year 2017 due to prorated effects. Developments already reported in the items Result from 
discontinued operations, Assets held for sale or Liabilities related to assets held for sale are not included in the 
tables below but are shown in the section on 'Discontinued operations'. 
 
Impact of changes in the group of consolidated 
companies on the statement of financial position 
                          Additions     Disposals 
EUR million               30 Sep 2017   30 Sep 2016 
Non-current assets        74.3          6.0 
Current assets            9.0           0.3 
Current other liabilities 51.3          0.2 
 
Impact of changes in the group of consolidated companies 
on the consolidated income statement 
                Additions                Disposals 
EUR million     2017                     2017        2016 
Turnover with   424.5                    -           1.5 
third parties 
Cost of sales   427.2                    -           1.3 
and 
administrative 
expenses 
Other income /  1.3                      0.4         - 
other expenses 
Share of result - 1.4                    -           - 
of joint 
ventures and 
associates 
Earnings before - 2.8                    0.4         0.2 
income taxes 
Income taxes    -                        -           - 
Group profit    - 2.8                    0.4         0.2 
 
Acquisitions - divestments - discontinued operations 
 
Acquisitions 
 
In financial year 2017, the trade and assets of 20 travel agencies were acquired. Further, TUI acquired 99.99 % of the 
shares in French tour operator Transat France S.A., Ivry-sur-Seine, France (Transat) on 31 October 2016. The aim of the 
acquisition is to increase market presence in France. The acquisition included the purchase of the majority stakes in 
Transat Développement SAS, Ivry-sur-Seine, France, and in Tourgreece Tourism Enterprise A.E., Athens, Greece. The 
latter was sold again by the reporting date. The consideration transferred by TUI Group for all acquisitions consists 
exclusively of cash and totals EUR 64.0 m for Transat and EUR 3.9 m for the travel agencies. 
 
The difference of EUR 74.9 m, including EUR 72.2 m for Transat, between the consideration transferred and the acquired, 
revalued net assets was carried as goodwill. This goodwill essentially contributes to future earnings and cost savings 
potential. 
 
Statement of financial position of Transat Group as at the date 
of first-time consolidation 
EUR million                   Fair value at date of first-time 
                              consolidation 
Other intangible assets       19.2 
Property, plant and equipment 8.0 
Fixed assets                  27.2 
Trade receivables             18.7 
Other assets                  14.2 
Cash and cash equivalents     17.7 
Deferred tax liabilities      6.7 
Other provisions              5.8 
Other Liabilities             73.5 
Equity                        - 8.2 
 
At the time of acquisition, the gross amount of trade receivables amounted to EUR 19.2 m, the value adjustments to EUR 
0.5 m. The gross amount of other assets amounted to EUR 17.2 m, the value adjustment to EUR 3.0 m. 
 

Measurement of the acquired assets and liabilities in the framework of the purchase price allocation for the 
acquisition of Transat Group was completed in financial year 2017. 
 
From November 2016 to September 2017, Transat generated turnover of EUR 422.4 m and a profit contribution of EUR 0.3 m. 
If Transat had already been consolidated on 1 October 2016, TUI Group's turnover would have been EUR 26.1 m higher and 
the after-tax result EUR 1.2 m lower in the reporting period. 
 
In the present financial statements, the purchase price allocations for the 18 travel agencies acquired in financial 
year 2016 and for Aeolos Group were finalised within the twelve-month period provided under IFRS 3 without a major 
impact on the consolidated statement of financial position. 
 
Divestments 
 
The divestment of Specialist Group is explained in the section on Discontinued operations. The effects of further 
divestments on TUI Group's net assets, financial position and results of operations were not material. 
 
Discontinued operations 
 
The result from discontinued operations includes subsequent expenses of EUR 2.0 m and income of EUR 6.7 m as well as 
income taxes of EUR 2.5 m from discontinued operations sold in the prior year. 
 
In the prior year, the result from discontinued operations comprised the result of Hotelbeds Group, sold on 12 
September 2016, and LateRooms Group, sold on 6 October 2015. 
 
In the prior year, TUI AG had decided to sell the Specialist Group as there was limited linkage to TUI Group's 
remaining business and thus very little potential for integration into the Group's strategy. In the reporting period, 
the Specialist Group only comprised the tour operators combined under the Travelopia brand, offering in particular 
expedition travel, luxury tours, sporting events, student travel and sailing trips. The language schools business was 
sold in financial year 2016. 
 
The sale of Travelopia to Kohlberg Kravis Roberts & Co. L.P. was completed on 15 June 2017. The result from the sale is 
calculated as follows: 
 
Result from the sale of the Specialist Group 
EUR million                              2017 
Purchase price                           444.6 
 
Carrying amount of net assets sold       - 441.7 
Reclassification of fx differences       - 71.1 
Reclassifications of hedging reserves    - 2.0 
Costs of disposal, additional charges    - 15.1 
and guarantees 
Profit on sale                           - 85.3 
 
The purchase price comprises the cash received for the shares in the companies of Travelopia as well as the price for 
two loans granted to Travelopia. 
 
The result from the discontinued operation Specialist Group generated until the date of disposal is reported separately 
from the income and expenses of continuing operations in the consolidated income statement, shown in a separate line as 
'Result from discontinued operations'. As the Specialist Group was already classified as discontinued operation in the 
prior year, there is no restatement of the prior year income statement. 
 
Income statement of the discontinued operation Specialist 
Group 
EUR million                                2017       2016 
Turnover                                   829.0      1,371.4 
Cost of sales                              738.0      1,217.1 
Gross profit                               91.0       154.3 
Administrative expenses                    98.6       177.0 
Other income                               0.1        7.0 
Other expenses                             0.2        20.7 
Impairment of goodwill                     47.4       - 
Financial income                           0.2        0.6 
Financial expenses                         1.2        1.1 
Earnings before income taxes from the      - 56.1     - 36.9 
discontinued operation Specialist Group 
Income taxes                               10.3       - 2.7 
Operating result from the discontinued     - 66.4     - 34.2 
operation Specialist Group 
Result from the sale of the discontinued   - 85.3     - 
operation Specialist Group 
Result from the discontinued operation     - 151.7    - 34.2 
Specialist Group 
Result from the discontinued operation     - 151.7    - 34.1 
Specialist Group attributable 
to shareholders of TUI AG 
Result from the discontinued operation     -          - 0.1 
Specialist Group attributable to 
non-controlling ­interest 
 
While the prior-year reference period comprised the full financial year, the income statement for the completed 
financial year only comprises the period until 15 June 2017. The turnover generated in the prior-year reference period 
comprises the turnover from language travel until the date of disposal of these activities and the turnover generated 
in connection with the rugby and cricket world championships held last year. The carve-out of Travelopia from TUI 
Group's distribution activities resulted in a further decrease in turnover in the financial year. The overall cost of 
sales declined accordingly. On the other hand, turnover from sailing trips in particular increased. A further 
improvement in the result was driven by the suspension of depreciation since 30 September 2016 in line with IFRS 5. 
 
The measurement of the discontinued operation with the agreed purchase price less costs of disposal as at 31 March 2017 
leaded to an impairment of EUR 47.4 m, shown in the income statement of the Specialist Group as impairment of goodwill. 
 
The consolidated cash flow statement shows the cash flows of the overall Group including the discontinued operations. 
The table below provides a separate presentation of the cash flows of the discontinued operation Specialist Group. Cash 
flows from intercompany relationships, in particular financing schemes, dividends, business transfers and sales of 
companies, are not taken into account. The cash outflow from investing activities includes the cash of EUR 423.6 m, 
which was held by the Specialist Group on disposal. 
 
Condensed cash flow statement of the discontinued operation 
Specialist Group 
EUR million                           2017         2016 
Cash inflow from operating activities 55.9         42.1 
Cash outflow from investing           - 453.1      - 80.6 
activities 
Cash outflow from financing           - 4.2        - 3.9 
activities 
 
Foreign exchange translation 
 
Transactions in foreign currencies are translated into the functional currency at the foreign exchange rates at the 
date of the transaction. Any gains and losses resulting from the execution of such transactions and the translation of 
monetary assets and liabilities denominated in foreign currencies at the foreign exchange rate at the date of the 
transaction are shown in the income statement, with the exception of gains and losses to be recognised in equity as 
qualifying cash flow hedges. 
 
The annual financial statements of companies are prepared in the respective functional currency. The functional 
currency of a company is the currency of the primary economic environment in which the company operates. With the 
exception of a small number of companies, the functional currencies of all subsidiaries correspond to the currency of 
the country of incorporation of the respective subsidiary. 
 
Where subsidiaries prepare their financial statements in functional currencies other than the Euro, being the Group's 
reporting currency, the assets, liabilities and notes to the statement of financial position are translated at the rate 
of exchange applicable at the balance sheet date (closing rate). Goodwill allocated to these companies and adjustments 
of the fair value arising on the acquisition of a foreign company are treated as assets and liabilities of the foreign 
company and also translated at the rate of exchange applicable at the balance sheet date. The items of the income 
statement and hence the result for the year shown in the income statement are translated at the average rate of the 
month in which the respective transaction takes place. 
 
Differences arising on the translation of the annual financial statements of foreign subsidiaries are reported outside 
profit and loss and separately shown as foreign exchange differences in the consolidated statement of changes in 
equity. When a foreign company or operation is sold, any foreign exchange differences previously included in equity 
outside profit and loss are recognised as a gain or loss from disposal in the income statement through profit and loss. 
 
Translation differences relating to non-monetary items with changes in their fair values eliminated through profit and 
loss (e. g. equity instruments measured at their fair value through profit and loss) are included in the income 
statement. In contrast, translation differences for non-monetary items with changes in their fair values taken to 
equity (e. g. equity instruments classified as available for sale) are included in revenue reserves. 
 
The TUI Group did not hold any subsidiaries operating in hyperinflationary economies in the completed financial year, 
nor in the previous year. 
 
The translation of the financial statements of foreign companies measured at equity follows the same principles for 
adjusting carrying amounts and translating goodwill as those used for consolidated subsidiaries. 
 
Net investment in a foreign operation 
 
Monetary items receivable from or payable to a foreign operation, the settlement of which is neither planned nor likely 
in the foreseeable future, essentially constitute part of a net investment in this foreign operation. Foreign exchange 
differences from the translation of these monetary items are recognised in other comprehensive income. TUI Group has 
granted loans of this type in particular to hotel companies in Turkey and North Africa. 
 
Exchange rates of currencies of relevance to the TUI Group 
                 Closing rate           Annual average rate 
1 EUR equivalent 30 Sep 2017 30 Sep     2017         2016 
                             2016 
Sterling         0.88        0.86       0.87         0.78 
US dollar        1.18        1.12       1.07         1.11 

Swiss franc      1.15        1.09       1.08         1.09 
Swedish krona    9.65        9.62       9.69         9.35 
 
Consolidation methods 
 
The recognition of the net assets of acquired businesses is based on the acquisition method. Accordingly all 
identifiable assets and all liabilities assumed are measured at fair value as of the acquisition date. Subsequently, 
the consideration for the stake is measured at fair value and eliminated against the acquiree's revalued equity 
attributable to the acquired share. As in the prior year, the option to measure the non-controlling interests at their 
fair value (full goodwill method) was not used. 
 
Any excess of acquisition costs over net assets acquired is capitalised as goodwill and recognised as an asset for the 
acquired subsidiary in accordance with IFRS 3. Any negative goodwill is recognised immediately in profit and loss and 
presented as other income. 
 
When additional shares are purchased after obtaining control, the difference between the purchase price and the 
carrying amount of the stakes acquired is recognised directly in equity. The effects from sales of stakes not entailing 
a loss of control are also recognised directly in equity. By contrast, when control is obtained or lost, gains or 
losses are recognised in profit and loss. In the case of business combination achieved in stages (where the acquirer 
held an equity interest before he obtained control), the equity stake previously held in the acquired company is 
revalued at the fair value applic­able at the acquisition date and the resulting gain or loss is recognised in profit 
or loss. For transactions involving a loss of control, the profit or loss does not only comprise the difference between 
the carrying amounts of the disposed stakes and the consideration received but also the result from the revaluation of 
the remaining shares. 
 
On loss of control of a subsidiary the gain or loss on derecognition will be calculated as the difference of the fair 
value of the consideration plus the fair value of any investment retained in the former subsidiary less the share of 
the book value of the net assets of the subsidiary. Any gains or losses previously recognised in equity from currency 
translations or the valuation of financial assets and liabilities will be reclassified to the income statement. When a 
subsidiary is sold, any goodwill allocated to the respective subsidiary is taken into account in the calculation of the 
profit or loss of disposal. 
 
The Group's associates and joint ventures are measured at equity and included at the cost to purchase as at the 
acquisition date. The Group's stake in associates and joint ventures includes the goodwill arising from the respective 
acquisition. 
 
The Group's share in profits and losses of associates and joint ventures is carried in the income statement as from the 
date of acquisition (Share of result from joint ventures and associates), while the Group's share in the total other 
comprehensive income is shown in its revenue reserves. The accumulated changes arising after the acquisition are shown 
in the carrying amount of the shareholding. When the share in the loss of an associated company or joint venture equals 
or exceeds the Group's original stake in this company, including other unsecured receivables, no further losses are 
recognised. Any losses exceeding that stake are only recognised to the extent that obligations have been assumed or 
payments have been made for the associated company or joint venture. 
 
Where the accounting and measurement methods applied by associates and joint ventures differ from the uniform 
accounting rules applied in the Group, the differences are adjusted. 
 
Intercompany receivables and payables or provisions are eliminated, as are intercompany turnover, other income and the 
corresponding expenses. Intercompany results from intercompany deliveries and services are reversed through profit and 
loss, taking account of deferred taxes. However, intercompany losses are an indicator that an asset may be impaired. 
Intercompany profits from transactions with companies measured at equity are eliminated in relation to the Group's 
stake in the company. Intercompany profits from transactions with companies measured at equity are eliminated in 
relation to the Group's stake in the companies unless these intercompany profits result from the usual deliveries 
effected or services rendered between Group companies. Intercompany transactions are provided at arm's length. 
 
Accounting and measurement methods 
 
The consolidated financial statements were prepared according to the historical cost principle, with the exception of 
certain financial instruments such as financial assets and derivatives held for trading or available for sale as well 
as plan assets from externally funded defined-benefit obligations held at fair value at the balance sheet date. 
 
The financial statements of the consolidated subsidiaries are prepared in accordance with uniform accounting and 
measurement principles. The amounts recognised in the consolidated financial statements are not determined by tax 
regulations but solely by the commercial presentation of the financial position and performance as set out in the rules 
of the IASB. 
 
Turnover recognition 
 
Turnover and other income is recognised upon delivery of the service or assets and hence upon transfer of the risk. 
 
The commission fees received by travel agencies for package tours are recognised once the travel agencies have 
performed their contractual obligations towards the tour operator. As a rule, this condition is met upon payment by the 
customers or, at the latest, at the date of departure. The services of tour operators mainly consist in organising and 
coordinating package tours. Turnover from the organisation of tours is therefore recognised in full when the customer 
departs. Turnover from individual travel modules booked by the customer directly with airlines, hotel companies or 
incoming agencies is recognised when the customers use the services concerned. Income from non-completed cruises is 
recognised according to the proportion of contract performance at the balance sheet date. The percentage of completion 
is determined as the ratio between travel days completed by the balance sheet date and overall travel days. 
 
Goodwill and other intangible assets 
 
Acquired intangible assets are carried at cost. Internally-generated intangible assets are capitalised at cost where an 
inflow of future economic benefits for the Group is probable and can be reliably measured. The cost to produce 
comprises direct costs and directly allocable overheads. Intangible assets with a finite service life are amortised 
over the expected useful life. 
 
Intangible assets acquired as a result of business combinations, such as customer base or trademark rights, are 
included at their fair value as at the date of acquisition and are amortised on a straight-line basis. 
 
Useful lives of intangible assets 
                                    Useful lives 
Brands, licences and other rights   15 to 20 years 
Transport- and leasing contracts    12 to 20 years 
Computer Software                   3 to 10 years 
Customer base as at acquisiton date 7 to 15 years 
 
If there are any events or indications suggesting potential impairment, the amortised carrying amount of the intangible 
asset is compared with the recoverable amount. Any losses in value going beyond wear-and-tear depreciation are taken 
into account through the recognition of impairment charges. 
 
Depending on the functional area of the intangible asset, amortisation and impairment charges are included under cost 
of sales or administrative expenses. 
 
Intangible assets with indefinite useful lives are not amortised but are tested for impairment at least annually. In 
addition, impairment tests are conducted if there are any events or indications suggesting potential impairment. The 
TUI Group's intangible assets with an indefinite useful life consist exclusively of goodwill. 
 
Impairment tests for goodwill are conducted on the basis of cash generating units. 
 
Impairment charges are recognised where the carrying amount of the tested units plus the allocated goodwill exceeds the 
recoverable amount. The recoverable amount is the higher of fair value less costs of disposal and the present value of 
future cash flows based on continued use (value in use). The fair value less costs of disposal corresponds to the 
amount that could be generated between knowledgeable, willing, independent business partners after deduction of the 
costs of disposal. 
 
Impairment of goodwill is shown separately in the consolidated income statement. 
 
Property, plant and equipment 
 
Property, plant and equipment are measured at amortised cost. The costs to purchase include costs to bring the asset to 
a working condition. The costs to produce are determined on the basis of direct costs and directly attributable 
indirect costs and depreciation. 
 
Borrowing costs directly associated with the acquisition, construction or production of qualifying assets are included 
in the costs to acquire or produce these assets until the assets are ready for their intended use. 
 
To the extent that funds are borrowed specifically for the purpose of obtaining a qualifying asset, the underlying 
capitalisation rate is determined on the basis of the specific borrowing cost; in all other cases the weighted average 
of the borrowing costs applicable to the borrowings outstanding is applied. 
 
Depreciation of property, plant and equipment is based on the straight-line method, based on the customary useful 
lives. The useful economic lives are as follows: 
 
Useful lives of property, plant and equipment 
                                 Useful lives 
Hotel buildings                  30 to 40 years 
Other buildings                  25 to 50 years 
Cruise ships                     30 to 40 years 
Aircraft 
Fuselages and engines            22 to 25 years 
Engine overhaul                  depending on intervals, up to 

                                 12 years 
Major overhaul                   depending on intervals, up to 
                                 12 years 
Spare parts                      up to 12 years 
Operating and business equipment 3 to 10 years 
 
Moreover, the level of depreciation is determined by the residual values recoverable at the end of the useful life of 
an asset. The residual value assumed in first-time recognition for cruise ships and hotel complexes is up to 35 % of 
the acquisition costs. The determination of the depreciation of aircraft fuselages and aircraft engines in first-time 
recognition is based on a residual value of a maxium of 5 % of the cost of acquisition. The payments made under a power 
by the hour arrangement relating to maintenance overhauls are capitalised as PPE under construction up to a maintenance 
event at which point the cost is transferred to the appropriate PPE category. 
 
Both the useful lives and residual values are reviewed on an annual basis when preparing the Group financial 
statements. The review of the residual values is based on comparable assets at the end of their useful lives as at the 
current point in time. Any adjustments required are recognised as a correction of depreciation over the remaining 
useful life of the asset. The adjustment of depreciation is recognised retrospectively for the entire financial year in 
which the review has taken place. Where the review results in an increase in the residual value so that it exceeds the 
remaining net carrying amount of the asset, depreciation is suspended. In this case, the amounts are not written back. 
 
Any losses in value going beyond wear-and-tear depreciation are taken into account through the recognition of 
impairment losses. If there are any events or indications suggesting impairment, the required impairment test is 
performed to compare the carrying amount of an asset with the recoverable amount. 
 
Investment grants received are shown as reductions in the costs to purchase or produce items of property, plant or 
equipment where these grants are directly allocable to individual items. Where a direct allocation of grants is not 
possible, the grants and subsidies received are included as deferred income under other liabilities and reversed in 
accordance with the use of the investment project. 
 
Leases 
 
Finance leases 
 
In accordance with IAS 17, leased property, plant and equipment in which the TUI Group assumes substantially all the 
risks and rewards of ownership is capitalised. Capitalisation is based on the fair value of the asset or the present 
value of the minimum lease payments, if lower. Depreciation is charged over the useful life or the lease term, if 
shorter, on the basis of the depreciation method applicable to comparable purchased or manufactured assets. Every lease 
payment is broken down into an interest portion and a redemption portion so as to produce a constant periodic rate of 
interest on the remaining balance of the liability. The interest portion is disclosed in the income statement through 
profit or loss. 
 
Financial instruments 
 
Financial instruments are contractual rights or obligations that will lead to an inflow or outflow of financial assets 
or the issue of equity rights. They also comprise derivative rights or obligations derived from primary assets. 
 
In accordance with IAS 39, financial instruments are broken down into financial assets or liabilities to be measured at 
fair value through profit and loss, loans and receivables, financial assets available for sale, financial assets held 
to maturity and other financial liabilities measured at amortised cost using the effective interest method (financial 
liabilities at amortised cost). 
 
In terms of financial instruments measured at fair value through profit and loss, the TUI Group holds derivative 
financial instruments mainly to be classified as held for trading as they do not meet the criteria as hedges in the 
framework of a hedging relationship according to IAS 39. The fair value option is not exercised. In addition, the TUI 
Group holds financial assets in the loans and receivables and available for sale categories. However, the present 
financial statements do not include any financial assets held to maturity. 
 
In financial year 2017 as well as in the prior year, no significant reclassifications were made within the individual 
measurement categories. 
 
Primary financial assets and financial liabilities 
 
Primary financial assets are recognised at the value as at the trading date on which the Group commits to buy the 
asset. Primary financial assets are classified as loans and receivables or as financial assets available for sale when 
recognised for the first time. Loans and receivables as well as financial assets available for sale are initially 
recognised at fair value plus transaction costs. 
 
Where objective information indicates that impairment charges are required, e. g. substantial financial difficulties of 
the counterparty, payment delays or adverse changes in regional industry conditions expected to impact the solvency of 
the Group's borrowers in the light of past experience, impairment charges are recognised at an amount corresponding to 
the expected loss. Impairment charges and reversals of impairment charges are included under cost of sales, 
administrative expenses or financial expenses, depending on the nature of the transaction. 
 
Financial assets available for sale are non-derivative financial assets either individually expressly assigned to this 
category or not allocable to any other category of financial assets. Within the TUI Group, they consist of investments 
in affiliated, non-consolidated subsidiaries, trade investments and other securities. They are allocated to non-current 
assets unless management intends to sell them within twelve months of the balance sheet date. 
 
Financial assets available for sale are measured at their fair value upon initial recognition. Changes in the fair 
value are included directly in equity until the disposal of the assets. If there is objective evidence of impairment, 
an impairment loss is taken through profit and loss. Objective evidence may, in particular, be substantial financial 
difficulties of the counterparty and significant changes in the technological, market, legal or economic environment. 
 
Moreover, for equity instruments held, a significant or prolonged decline in the fair value below its cost is also 
objective evidence of impairment. The TUI Group concludes that a significant decline exists if the fair value falls by 
more than 20 % below cost. A decline is assessed as prolonged if the fair value remains below cost for more than twelve 
months. In the event of subsequent reversal of the impairment, the impairment included in profit or loss is not 
reversed for equity instruments but recognised in other comprehensive income. Where a listed market price in an active 
market is not available for shares held in companies and other methods to determine an objective market value are not 
applicable, these equity instruments are measured at cost. 
 
As a matter of principle, the foreign exchange differences resulting from the translation of trade accounts payable are 
reported as a correction of the cost of sales. Foreign exchange differences from the translation of liabilities not 
resulting from normal operating processes are reported under other income / other expenses, financial expenses / income 
or administrative expenses, depending on the nature of the underlying liability. 
 
A derecognition of assets is primarily recognised as at the date on which the rights for payments from the asset expire 
or are transferred and therefore as at the date essentially all risks and rewards of ownership are transferred. 
 
Primary financial liabilities are included in the consolidated statement of financial position if an obligation exists 
to transfer cash and cash equivalents or other financial assets to another party. First-time recognition of a primary 
liability is recognised at its fair value. For loans taken out, the nominal amount received is reduced by discounts 
obtained and borrowing costs paid. In the framework of follow-up measurement, primary financial liabilities are 
measured at amortised cost based on the effective interest method. 
 
Derivative financial instruments and hedging 
 
At initial measurement, derivative financial instruments are measured at the fair value attributable to them on the 
date the contract is entered into. Subsequent re-measurement is also recognised at the fair value applicable at the 
respective balance sheet date. Where derivative financial instruments are not part in the framework of IAS 39 of a 
hedge in connection with hedge accounting, they are classified as held for trading. 
 
The method used to recognise profits and losses depends on whether the derivative financial instrument has been 
classified as a hedge and on the type of underlying hedged item. Changes in the fair values of derivative financial 
instruments are recognised in profit and loss unless they are classified as a hedge in accordance with IAS 39. If they 
are classified as an effective hedge in accordance with IAS 39, the transaction is recognised as a hedge. 
 
The TUI Group applies the hedge accounting provisions relating to hedging of balance sheet items and future cash flows. 
Depending on the nature of the underlying transaction, the Group classifies derivative financial instruments either as 
fair value hedges against exposure to changes in the fair value of assets or liabilities or as cash flow hedges against 
variability in cash flows from highly probable future transactions. 
 
Upon conclusion of the transaction, the Group documents the hedge relationship between the hedge and the underlying 
item, the risk management goal and the underlying strategy. In addition, a record is kept of the assessment, both at 
the beginning of the hedge relationship and on a continual basis, as to whether the derivatives used for the hedge are 

highly effective in compensating for the changes in the fair values or cash flows of the underlying transactions. 
 
Changes in the fair value of derivatives used as fair value hedges for the recognised assets or liabilities are 
recognised through profit and loss. Moreover, the carrying amounts of the underlying transactions are adjusted through 
profit and loss for the gains or losses resulting from the hedged risk. 
 
The effective portion of changes in the fair value of derivatives forming cash flow hedges is recognised in equity. Any 
ineffective portion of such changes in the fair value, by contrast, is recognised immediately in the income statement 
through profit and loss. Amounts taken to equity are reclassified to the income statement and included as income or 
expenses in the period in which the hedged item has an effect on results. 
 
If a hedge expires, is sold or no longer meets the criteria of IAS 39 for hedge accounting, the cumulative gain or loss 
remains in equity and is only recognised in the income statement through profit and loss when the originally hedged 
future transaction occurs. If the future transaction is no longer expected to take place, the cumulative gains or 
losses recognised directly in equity are recognised immediately through profit and loss. 
 
Inventories 
 
The measurement method applied to similar inventory items is the weighted average cost formula. 
 
Cash and cash equivalents 
 
Cash and cash equivalents comprise cash, call deposits, other current highly liquid financial assets with an original 
term of a maximum of three months and current accounts. Overdrawn current accounts are shown as liabilities to banks 
under current financial liabilities. 
 
Equity 
 
Ordinary shares are classified as equity. Costs directly allocable to the issue of new shares or conversion options are 
taken to equity on a net after-tax basis as a deduction from the issuance proceeds. 
 
Own shares 
 
The group's holdings in its own equity instruments are shown as deductions from shareholders' equity at cost, including 
directly attributable transaction costs. No gain or loss is recognised in the income statement on the purchase or sale 
of shares. Any difference between the proceeds from sale and the original cost are taken to reserves. 
 
Pension Provisions 
 
The pension provision recognised for defined benefit plans corresponds to the net present value of the defined benefit 
obligations (DBOs) as at the balance sheet date less the fair value of the plan assets. If the value of the plan assets 
exceeds the value of the DBO, the excess amount is shown within other assets. Measurement of such an asset is limited 
to the net present value of the value in use in the form of reimbursements from the plan or reductions in future 
contribution payments. The DBOs are calculated annually by independent actuaries using the projected unit credit 
method. 
 
For defined contribution plans, the Group pays contributions to public or private pension insurance plans on the basis 
of a statutory or contractual obligation or on a voluntary basis. The Group does not have any further payment 
obligations on top of the payment of the contributions. The contributions are recognised under staff costs when they 
fall due. 
 
Other Provisions 
 
Other provisions are formed when the Group has a current legal or constructive obligation as a result of a past event, 
where in addition it is probable that assets will be impacted by the settlement of the obligation and the level of the 
provision can be reliably determined. 
 
Where a large number of similar obligations exist, the probability of a charge over assets is determined on the basis 
of this group of obligations. A provision is also recognised if the probability of a charge over assets is low in 
relation to an individual obligation contained in this group. 
 
Provisions are measured at the present value of the expected expenses, taking account of a pre-tax interest rate, 
reflecting current market assessments of the time value of money and the risks specific to the liability. Risks already 
taken into account in estimating future cash flows do not affect the discount rate. Increases in provisions due to 
accretion of interest are recognised as interest expenses through profit or loss. 
 
Deferred taxes 
 
Expected tax savings from the use of tax losses carried forward assessed as recoverable in the future are recognised as 
deferred tax assets. Regardless of the unlimited ability to carry German tax losses forward which continues to exist, 
the annual utilisation is limited by the minimum taxation. Foreign tax losses carried forward frequently have to be 
used within a given country-specific time limit and are subject to restrictions concerning the use of these losses 
carried forward for profits on ordinary activities, which are taken into account accordingly in the measurement. 
 
Income tax is directly charged or credited to equity if the tax relates to items directly credited or charged to equity 
in the same period or some other period. 
 
Deferred tax assets are recognised to the extent that it is probable that future taxable profits will be available 
against which the temporary difference or an unused tax loss can be utilised. 
 
Deferred taxes are measured at the tax rates and tax provisions applicable at the balance sheet date or adopted by law 
and expected to be applicable at the date of recognition of the deferred tax asset or the payment of the deferred tax 
liability. 
 
Current income taxes 
 
Deferred and current income tax liabilities are offset against the corresponding tax assets if they exist in the same 
fiscal territory and have the same nature and maturity. 
 
Share-based payments 
 
All share-based payment schemes in the Group are cash-settled or equity-settled. 
 
For cash-settled transactions, the resulting liability for the Group is charged to expenses at its fair value as at the 
date of the performance of the service by the beneficiary. Until settlement of the liability, the fair value of the 
liability is re-measured at every closing date and all changes in the fair value are recognised through profit and 
loss. 
 
For equity-settled transactions the fair value of the awards granted is recognised under staff costs with a 
corresponding direct increase in equity. The fair value is determined at the point when the awards are granted and 
spread over the vesting period during which the employees become entitled to the awards. The method for the calculation 
of the granted awards is described in Note 37. 
 
Summary of selected accounting and measurement methods 
 
The table below lists the key accounting and measurement methods used by the TUI Group. 
 
Summary of selected measurement bases 
Item in the statement of          Measurement base 
financial position 
Assets 
Goodwill                          At cost (subsequent 
                                  measurement: impairment test) 
Other intangible assets with      At amortised cost 
definite useful lives 
Property, plant & equipment       At amortised cost 
Joint ventures an associates      At the Group's share of the 
                                  net assets of the joint 
                                  ventures and 
                                  associates 
Financial assets 
Loans and receivables             At amortised cost 
Held to maturity                  Not applicable 
Held for trading / Derivatives    At fair value 
Available for sale                Fair value (with gains or 
                                  losses recognised within other 
                                  comprehensive income) or at 
                                  cost 
Inventory                         Lower of cost and net 
                                  realisable value 
Trade and other receivables       At amortised cost 
Cash and cash equivalents         At cost 
Assets held for sale              Lower of cost and fair value 
                                  less cost of disposal 
 
Liabilities and Provisions 
Loans and borrowings              At amortised cost 
Provision for pensions            Projected unit credit method 
Other provisions                  Present value of the 
                                  settlement amount 
Financial liabilities 
Non-derivative financial          At amortised cost 
liabilities 
Derivative financial liabilities  At fair value 
Payables, trade and other         At amortised cost 
liabilities 
 
Key estimates and judgements 
 
The presentation of the assets, liabilities, provisions and contingent liabilities shown in the consolidated financial 
statements is based on estimates and judgements. Any uncertainties are appropriately taken into account in determining 
the values. 
 
All estimates and judgements are based on the conditions and assessments as at the balance sheet date. In evaluating 
the future development of business, reasonable assumptions were made regarding the expected future economic environment 
in the business areas and regions in which the Group operates. 
 
Estimates and judgements that may have a material impact on the amounts reported as assets and liabilities in the TUI 
Group are mainly related to the following balance sheet-related facts and circumstances: 
 
· Establishment of assumptions for impairment tests, in particular for goodwill, 
 
· Determination of the fair values for acquisitions of companies and determination of the useful lives of acquired 
intangible assets, 
 
· Determination of useful lives and residual carrying amounts of property, plant and equipment, 
 
· Determination of actuarial assumptions to measure pension obligations, 
 
· Recognition and measurement of other provisions, 
 
· Recoverability of future tax savings from tax losses carried forward and tax-deductible temporary differences 
 
· Measurement of tax risks 
 
· Recoverable amounts of touristic prepayments. 
 
Despite careful preparation of the estimates, actual results may differ from the estimate. In such cases, the 

assumptions and the carrying amounts of the assets and liabilities concerned, if necessary, are adjusted accordingly. 
As a matter of principle, changes in estimates are taken into account in the financial year in which the changes have 
occurred and in future periods. 
 
Goodwill 
 
The goodwill reported as at 30 September 2017 has a carrying amount of EUR 2,889.5 m (previous year EUR 2,853.5 m). The 
determination of the recoverable amount of a Cash Generating Unit (CGU) for the annual impairment test requires 
estimates and judgement with regard to the methodology used and the assumptions, which may have a considerable effect 
on the recoverable amount and the level of a potential impairment. They relate, in particular, to the weighted average 
cost of capital (WACC) after income taxes, used as the discounting basis, the growth rate in perpetuity and the 
forecasts for future cash flows including the underlying budget assumptions based on corporate planning. Changes in 
these assumptions may have a substantial impact on the recoverable amount and the level of a potential impairment. 
 
Acquisition of companies and intangible assets 
 
In accounting for business combinations, the identifiable assets, liabilities and contingent liabilities acquired have 
to be measured at their fair values. In this context, cash flow-based methods are regularly used. Depending on the 
assumptions underlying such methods, different results may be produced. In particular, some judgement is required in 
estimating the economic useful lives of intangible assets and determining the fair values of contingent liabilities. 
 
Detailed information on acquisitions of companies or useful lives of intangible assets is provided in the section 
'Acquisitions - divestments - discontinued operation' in the note on 'Principles and methods of consolidation' and in 
the section on 'Goodwill and other intangible assets' of the note 'Accounting and measurement methods'. 
 
Property, plant and equipment 
 
The measurement of wear-and-tear to property, plant and equipment items entails estimates. The carrying amount of 
property, plant and equipment as at 30 September 2017 totals EUR 4,253.7 m (previous year EUR 3,714.5 m). In order to 
review the amounts carried, an evaluation is carried out on a regular basis to assess whether there are any indications 
of a potential impairment. These indications relate to a number of areas and factors, e. g. the market-related or 
technical environment but also physical condition. If any such indication exists, management must estimate the 
recoverable amount on the basis of expected cash flows and appropriate interest rates. Further, essential estimates and 
judgements include the definition of economic useful lives and the residual values of items of property, plant and 
equipment which may be recovered. 
 
More detailed information on the useful lives and residual values of property, plant and equipment items is provided in 
the section 'Property, plant and equipment' in the note 'Accounting and measurement methods'. 
 
Pension provisions 
 
As at 30 September 2017, the carrying amount of provisions for pensions and similar obligations totals EUR 1,127.4 m 
(previous year EUR 1,450.9 m). For those pension plans where the plan assets exceed the obligation, other assets 
amounting to EUR 57.0 m are shown as at 30 September 2017 (prior year EUR 36.2 m). 
 
In order to determine the obligations under defined benefit pension schemes, actuarial calculations are used which rely 
on underlying assumptions concerning life expectancy and the discount rate. 
 
At the balance sheet date, the fair value of the plan assets totals EUR 2,631.3 m (previous year EUR 2,740.0 m). As 
assets classified as plan assets are never available for short-term sale, the fair values of these plan assets may 
change significantly up to the realisation date. 
 
Detailed information on actuarial assumptions is provided under Note 29. 
 
Other provisions 
 
As at 30 September 2017, other provisions of EUR 1,151.3 m (previous year EUR 1,177.8 m) are reported. When recognising 
and measuring provisions, assumptions are required about probability of occurrence, maturity and level of risk. 
 
Determining whether a current obligation exists is usually based on review by internal or external experts. The amount 
of provision is based on expected expenses, and is either calculated by assessing the specific case in the light of 
empirical values, outcomes from comparable circumstances, or else estimated by experts. Due to the uncertainties 
associated with assessment, actual expenses may deviate from estimates so that unexpected charges may result. 
 
More detailed information on other provisions is provided in the Notes to the statement of financial position in Note 
30. 
 
Deferred tax assets 
 
As at 30 September 2017, deferred tax assets totalling EUR 323.7 m (previous year EUR 344.7 m) were recognised. Prior 
to offsetting against deferred tax liabilities, deferred tax assets total EUR 646.5 m, included an amount of EUR 198.1 
m (previous year EUR 211.5 m) for recognised losses carried forward. The assessment of the recoverability of deferred 
tax assets is based on the ability of the respective Group company to generate sufficient taxable income. TUI therefore 
assesses at every balance sheet date whether the recoverability of expected future tax savings is sufficiently probable 
in order to recognise deferred tax assets. The assessment is based on various factors including internal forecasts 
regarding the future tax asset situation of the Group company. If the assessment of the recoverability of future 
deferred tax assets changes, impairment charges may be recognised, if necessary, on the deferred tax assets. 
 
More detailed information on deferred tax assets is available in the Notes to the statement of financial position in 
Note 20. 
 
Income taxes 
 
The Group is liable to pay income taxes in various countries. Key estimates are required when determining income tax 
liabilities, including the probability, the timing and the size of any amounts that may become payable. For certain 
transactions and calculations the final tax charge cannot be determined during the ordinary course of business. After 
taking appropriate external advice, the Group makes provisions or discloses contingencies for uncertain tax positions 
based on the probable or possible level of additional taxes that might be incurred. The level of obligations for 
expected tax audits is based on an estimation of whether and to what extent additional income taxes will be due. 
Judgements are corrected, if necessary, in the period in which the final tax charge is determined. 
 
Recoverable Amounts of touristic prepayments 
 
At 30 September 2017, the carrying amount of touristic prepayments totals EUR 758.6 m (previous year EUR 724.2 m). The 
assessment of the recoverable amounts of touristic prepayments made to hoteliers requires judgement about the volume of 
future trading with hoteliers and the credit worthiness of those hoteliers. To assess the recoverability of touristic 
prepayments, TUI considers the financial strength of those hoteliers, the quality of the hotels as well as the demand 
for each hotel and the relevant destination during the past and in coming seasons. 
 
Changes in estimates 
 
Until the end of financial year 2016, new aircraft and engines were depreciated to a projected residual value in line 
with market terms over a period of up to 18 years. 
 
In the framework of an adjusted fleet strategy, the expected useful lives of aircraft and engines used by TUI Group 
have changed. Aircraft and engines will therefore be depreciated over a period of up to 25 years to a residual value of 
a maximum of 5 per cent, depending on the aircraft type, with effect from 1 October 2016. 
 
In line with IAS 8, the adjustment of the useful lives and associated residual values was carried out on a prospective 
basis as the revision of an accounting estimate. Retroactive changes of prior reporting periods were therefore not 
recognised. 
 
Due to the revision of the accounting estimate relating to useful lives, scheduled depreciation declined by EUR 20.3 m 
in financial year 2017. In line with the Group's plans, the adjustments of useful lives and residual values will result 
in a decline in depreciation of around EUR 25 m in the next three financial years. 
 
Segment reporting 
 
Notes on the segments 
 
The identification of operating segments is based on the internal organisational and reporting structure primarily 
built around the different products and services as well as a geographical structure within the TUI Group. Allocation 
of individual organisational entities to operating segments is exclusively based on economic criteria, irrespective of 
the participation structure under company law. The segments are independently managed by those in charge, who regularly 
receive separate financial information for each segment. They regularly report to the Group Executive Committee, which 
consists of six Executive Board members and six other executives. The legally binding decision regarding the use of 
resources is taken by the Executive Board. The TUI Group Executive Board has therefore been identified as the Chief 
Operating Decision Maker (CODM) in accordance with IFRS 8. 
 
The Northern Region segment comprises the tour operators and airlines in the UK, Ireland and the Nordic countries and 
the stake in the tour operation business of the Canadian company Sunwing as well as the joint venture TUI Russia. This 
segment also includes the tour operators Crystal Ski and TUI Lakes & Mountains, formerly Thomson Lakes & Mountains, 
which play a major role in securing the load factor for our aircraft fleet in the UK, especially in winter. The hotel 
operator Blue Diamond Hotels & Resorts Inc., St Michael, Barbados, which had also been carried under this segment in 
the prior year, was integrated into the Hotels & Resorts segment in the reporting period and is now carried under that 

segment. Moreover, the UK cruise business Marella Cruises, formerly Thomson Cruises, was transferred from the Northern 
Region segment to the Cruises segment in financial year 2017. The prior year's numbers have been restated to reflect 
the changes in the segments. 
 
The Central Region segment comprises the tour operators and airlines in Germany and tour operators in Austria, Poland 
and Switzerland. 
 
The Western Region segment comprises the tour operators and airlines in Belgium and the Netherlands and tour operators 
in France. 
 
The Hotels & Resorts segment comprises all Group-owned hotels and hotel shareholdings of TUI Group. 
 
The Cruises segment consists of Hapag-Lloyd Cruises and the joint venture TUI Cruises as well as the British cruise 
business Marella Cruises. 
 
The Other Tourism segment comprises the French scheduled airline Corsair, the incoming agencies and, in particular, 
central tourism functions such as the TUI Group's aviation management and information technology. 
 
Apart from the above segments forming the Tourism business, the recognised items also include 'All other segments'. 
This segment comprises the business operations for new markets and in particular the central corporate functions and 
interim holdings of TUI Group and the Group's real estate companies. 
 
In the financial year 2017, discontinued operations include the turnover and profit contributions of Specialist Group 
until it was sold on 15 June 2017. In the prior year, this item had also included Hotelbeds Group and LateRooms Group. 
For more detailed explanations of discontinued operations, we refer to the section Discontinued operations in the note 
'Acquisitions - Divestments - Discontinued Operations'. 
 
Notes to the segment data 
 
The selection of segment data presented is based on the regular internal reporting of segmented financial indicators to 
the Executive Board. Segment reporting discloses in particular the performance indicators EBITA and underlying EBITA, 
since these indicators are used for value-oriented corporate management and thus represent the consolidated performance 
indicator within the meaning of IFRS 8. 
 
The TUI Group defines EBITA as earnings before interest, income taxes and goodwill impairment. EBITA includes 
amortisation of other intangible assets. EBITA does not include measurement effects from interest hedges and the 
proportionate result and measurement effects from container shipping, as the stake in Hapag-Lloyd AG, held until its 
sale on 10 July 2017, is a financial investment and not an operative stake from TUI AG's perspective. 
 
In contrast to EBITA, the underlying EBITA has been adjusted for gains on disposal of financial investments, expenses 
in connection with restructuring measures according to IAS 37, all effects of purchase price allocations, ancillary 
acquisition cost and conditional purchase price payments and other expenses for and income from one-off items. The 
one-off items carried as adjustments are income and expense items impacting or distorting the assessment of the 
operating profitability of the segments and the Group due to their level and frequency. These one-off items include 
major restructuring and integration expenses not meeting the criteria of IAS 37, major expenses for litigation, profit 
and loss from the sale of aircraft and other material business transactions of a one-off nature. 
 
Alongside this indicator, segment reporting is extended to include EBITDA and EBITDAR. In the TUI Group EBITDA is 
defined as earnings before interest, income taxes, goodwill impairment and amortisation and write-ups of other 
intangible assets, depreciation and write-ups of property, plant and equipment, investments and current assets. The 
amounts of amortisation and depreciation represent the net balance including write-backs. For the reconciliation from 
EBITDA to the indicator EBITDAR, long-term leasing and rental expenses are eliminated. 
 
Internal and external turnover, depreciation and amortisation, impairment on other intangible assets (excluding 
goodwill), property, plant and equipment and investments as well as the share of result of joint ventures and 
associates are likewise shown for each segment, as these amounts are included when measuring EBITA. As a rule, 
inter-segment business transactions are based on the arm's length principle, as applied in transactions with third 
parties. No single external customer accounts for 10 % or more of turnover. 
 
Assets and liabilities per segment are not included in the reporting to the Executive Board and are therefore not shown 
in segment reporting. The only asset-related segmental indicator reported to the Executive Board is capital 
expenditure, which therefore is also disclosed in the segment reporting. The amounts shown represent cash capital 
expenditure on intangible assets and property, plant and equipment in line with the indicator reported internally. 
Financing transactions such as financing loans and finance lease agreements are not included in this indicator. 
Therefore the amount of the capital expenditure does not coincide with the additions to intangible assets and property, 
plant and equipment in the fixed assets and intangible assets movements. A reconciliation of the investments is 
presented in a separate table. 
 
Depreciation, amortisation, impairment and write-backs relate to non-current and current assets that are split 
geographically and do not include goodwill impairment. 
 
The non-current assets, which are split geographically, contain other intangible assets, property, plant and equipment 
and other non-current assets that do not meet the definition of financial instruments. 
 
Segment indicators 
 
Turnover by segment 
              2017                    2016 
EUR million   External Group   Total  External Group    Total 
                                      restated restated restated 
Hotels &      679.0    687.2   1,366. 618.6    659.8    1,278.4 
Resorts                        2 
Cruises       815.0    0.1     815.1  703.1    0.4      703.5 
Northern      6,601.5  35.2    6,636. 6,564.4  50.5     6,614.9 
Region                         7 
Central       6,039.5  22.8    6,062. 5,562.9  43.1     5,606.0 
Region                         3 
Western       3,502.2  35.6    3,537. 2,869.9  18.9     2,888.8 
Region                         8 
Other Tourism 677.0    314.4   991.4  669.3    292.8    962.1 
Consolidation -        -       -      -        - 995.8  - 995.8 
                       1,049.7 1,049. 
                               7 
Tourism       18,314.2 45.6    18,359 16,988.2 69.7     17,057.9 
                               .8 
All other     220.8    55.0    275.8  165.7    44.1     209.8 
segments 
Consolidation -        - 100.6 -      -        - 113.8  - 113.8 
                               100.6 
Continuing    18,535.0 0.0     18,535 17,153.9 -        17,153.9 
operations                     .0 
Discontinued  829.0    -       829.0  2,321.6  108.9    2,430.5 
operations 
Total         19,364.0 0.0     19,364 19,475.5 108.9    19,584.4 
                               .0 
 
EBITA and underlying EBITA by segment 
                       EBITA             Underlying EBITA 
EUR million            2017     2016     2017       2016 
                                restated            restated 
Hotels & Resorts       353.7    301.5    356.5      303.8 
Cruises                255.6    190.9    255.6      190.9 
Northern Region        309.6    362.7    345.8      383.1 
Central Region         67.3     64.0     71.5       85.1 
Western Region         79.4     72.1     109.2      86.1 
Other Tourism          15.7     - 2.9    13.4       7.9 
Tourism                1,081.3  988.3    1,152.0    1,056.9 
All other segments     - 54.8   - 90.2   - 49.9     - 56.4 
Continuing operations  1,026.5  898.1    1,102.1    1,000.5 
Discontinued           - 22.1   14.7     - 1.2      92.9 
operations 
Total                  1,004.4  912.8    1,100.9    1,093.4 
 
In order to enhance comparability, EBITA from the discontinued operations does not include the result from the sale of 
Hotelbeds Group in financial year 2016 or the sale of the Specialist Group in the completed financial year. 
 
Reconciliation to earnings before income taxes of the 
continuing 
operations of the TUI Group 
EUR million                              2017        2016 
Underlying EBITA of continuing           1,102.1     1,000.5 
operations 
Result on disposal*                      2.2         - 0.8 
Restructuring expense*                   - 23.1      - 12.0 
Expense from purchase price allocation*  - 29.2      - 41.9 
Expense from other one-off items*        - 25.5      - 47.7 
EBITA of continuing operations           1,026.5     898.1 
Profit on sale of financial investment   172.4       - 
in Container Shipping 
Loss on measurement of financial         -           - 100.3 
investment in Container Shipping 
Net interest expense and expense from    - 119.2     - 179.5 
measurement of interest hedges 
Earnings before income taxes of          1,079.7     618.3 
continuing operations 
 
* For a description of the adjustments please refer to the management report page 58 
 
EBITDA and EBITDAR by segment 
              EBITDA          Long-term         EBITDAR 
                              leasing and 
                              rental expenses 
EUR million   2017   2016     2017    2016      2017    2016 
                     restated         restated          restated 
Hotels &      484.5  396.5    117.4   110.1     601.9   506.6 
Resorts 
Cruises       312.9  236.8    57.0    39.8      369.9   276.6 
Northern      378.6  430.3    332.3   338.3     710.9   768.6 
Region 
Central       87.6   86.3     145.8   147.8     233.4   234.1 
Region 
Western       102.0  97.9     175.2   153.5     277.2   251.4 
Region 
Other Tourism 102.3  58.2     37.5    40.3      139.8   98.5 
Consolidation -      -        - 5.0   - 7.5     - 5.0   - 7.5 
Tourism       1,467. 1,306.0  860.2   822.3     2,328.1 2,128.3 
              9 
All other     23.0   - 0.9    377.1   376.8     400.1   375.9 
segments 

Consolidation -      -        - 487.3 - 454.7   - 487.3 - 454.7 
Continuing    1,490. 1,305.1  750.0   744.4     2,240.9 2,049.5 
operations    9 
Discontinued  - 22.1 85.6     38.8    65.1      16.7    150.7 
operations 
Total         1,468. 1,390.7  788.8   809.5     2,257.6 2,200.2 
              8 
 
Other segmental information 
             Amortisation (+),  Thereof        Thereof 
             depreciation (+),  impairment     amortisation / 
             impairment (+)     (+)            depreciation of 
             and write-backs    of intangible  intangible 
             (-) of other       assets         assets and 
             ­intangible        and property,  property, 
             assets, property,  plant          plantand 
             plant and          and equipment  equipment 
             equipment, 
             investments and 
             current assets 
EUR million  2017     2016      2017  2016     2017    2016 
                      restated        restated         restated 
Hotels &     130.8    95.0      36.4  2.3      98.5    93.1 
Resorts 
Cruises      57.3     45.9      -     -        57.3    45.9 
Northern     69.0     67.6      11.2  -        64.5    68.7 
Region 
Central      20.3     22.3      0.3   -        21.7    22.2 
Region 
Western      22.6     25.8      -     6.4      22.2    19.2 
Region 
Other        86.6     61.1      25.2  7.8      61.4    53.3 
Tourism 
Tourism      386.6    317.7     73.1  16.5     325.6   302.4 
All other    77.8     89.3      -     0.8      77.4    88.3 
segments 
Continuing   464.4    407.0     73.1  17.3     403.0   390.7 
operations 
Discontinued -        70.9      -     16.4     -       54.0 
operations 
Total        464.4    477.9     73.1  33.7     403.0   444.7 
 
Other segmental information 
              Share of result of joint    Capital expenditure 
              ­ventures and associates 
EUR million   2017          2016          2017        2016 
                            restated                  restated 
Hotels &      91.2          74.1          223.0       262.3 
Resorts 
Cruises       135.9         100.1         281.4       45.6 
Northern      13.2          6.0           58.5        51.5 
Region 
Central       3.7           3.1           22.3        20.6 
Region 
Western       0.4           0.6           31.0        21.6 
Region 
Other Tourism 7.9           3.3           115.2       101.0 
Tourism       252.3         187.2         731.4       502.6 
All other     -             -             41.2        20.8 
segments 
Continuing    252.3         187.2         772.6       523.4 
operations 
Discontinued  -             0.3           28.6        82.2 
operations 
Total         252.3         187.5         801.2       605.6 
 
Reconciliation of capital expenditure 
EUR million                        2017           2016 
Capital expenditure                801.2          605.6 
Finance leases                     136.0          315.5 
Advance payments                   247.8          91.8 
Additions to discontinued          - 28.6         - 20.6 
operations 
Other non-cash changes             3.5            - 
Additions to other intangible      1,159.9        992.3 
assets and property, plant and 
equipment 
 
Key figures by region 
        External     Thereof        Non-current    Thereof 
        turnover by  external       assets         non-current 
        ­customer    turnover from                 assets from 
        location     discontinued                  discontinued 
                     ­operations                   ­operations 
EUR     2017   2016  2017    2016   2017    2016   2017   2016 
million 
Germany 5,513. 5,125 9.0     87.2   720.9   615.2  -      0.3 
        8      .4 
Great   5,983. 6,356 316.0   641.8  2,340.3 2,000. -      178.0 
Britain 6      .6                           3 
Spain   147.2  232.3 0.9     112.6  479.7   470.0  -      - 
Other   6,861. 6,276 62.2    342.8  522.4   456.3  -      55.7 
Europe  0      .1 
North   591.1  1,038 372.3   835.8  449.9   401.5  -      71.5 
and            .6 
South 
America 
Rest of 267.3  477.2 68.6    301.4  490.2   488.3  -      48.2 
the 
world 
Total   19,364 19,50 829.0   2,321. 5,003.4 4,431. -      353.7 
        .0     6.2           6              6 
 
Notes to the consolidated income statement 
 
TUI Group's financial position showed considerable growth in financial year 2017. The growth was primarily driven by 
the continued sound business performance of Northern Region, Hotels & Resorts and Cruises. However, Group profit 
declined year-on-year as losses from the sale of Travelopia Group had to be carried in the completed financial year, 
while high profits on disposal from the sale of Hotelbeds Group were recognised last year. 
 
(1) Turnover 
 
Group turnover is mainly generated from tourism services. A breakdown of turnover by segment and region is shown under 
segment reporting. 
 
(2) Cost of sales and administrative expenses 
 
Cost of sales relates to the expenses incurred in the provision of tourism services. In addition to the expenses for 
personnel, depreciation, amortisation, rental and leasing, it includes in particular all costs incurred by the Group in 
connection with the procurement and delivery of airline services, hotel accommodation, cruises and distribution costs. 
 
Administrative expenses comprise all expenses incurred in connection with activities by the administrative functions 
and break down as follows: 
 
Administrative expenses 
EUR million                               2017      2016 
Staff cost                                710.9     697.6 
Rental and leasing expenses               62.5      60.5 
Depreciation, amortisation and impairment 92.6      64.3 
Others                                    389.8     394.5 
Total                                     1,255.8   1,216.9 
 
The cost of sales and administrative expenses include the following expenses for personnel, depreciation / 
amortisation, rent and leasing: 
 
Staff costs 
EUR million                   2017     2016 
Wages and salaries            1,896.4  1,846.7 
Social security contributions 298.9    286.3 
Pension costs                 161.7    139.0 
Total                         2,357.0  2,272.0 
 
Pension costs include service cost for defined benefit obligations and contributions to defined contribution pension 
schemes. 
 
The year-on-year increase in staff costs in financial year 2017 mainly results from salary increases and a higher 
number of employees in operating areas. It also reflects restructuring expenses incurred in connection with the 
acquisition of the French tour operator Transat. 
 
The average annual headcount (excluding trainees) evolved as follows: 
 
Average annual headcount in the financial year (excl. 
trainees) 
                              2017             2016 
                                               restated 
Hotels & Resorts              21,987           20,877 
Cruises                       312              290 
Northern Region               14,166           14,474 
Central Region                10,175           10,281 
Western Region                6,119            5,370 
Other Tourism                 5,742            5,340 
Tourism                       58,501           56,632 
All other segments            1,760            1,598 
TUI Group                     60,261           58,230 
Discontinued operations       1,741            10,410 
Total                         62,002           68,640 
 
The average annual headcount was in contrast to the prior year calculated this year on a quarterly headcount basis. 
 
Depreciation / amortisation / impairment 
EUR million                        2017           2016 
Depreciation and amortisation of   403.0          390.7 
other intangible assets and 
property, plant and equipment 
Impairment of other intangible     73.1           17.3 
assets and property, plant and 
equipment 
Total                              476.1          408.0 
 
The increase in depreciation and amortisation is driven by the acquisition of a cruise ship in the prior year and 
investments in hotels and software. The additional depreciation resulting from the acquisition of aircraft was offset 
by adjustments to the useful lives of aircraft in the completed financial year. 
 
Impairment charges related to hotels, especially due to damage by hurricanes in the Caribbean, impairment of software 
and other property, plant and equipment of Tenuta di Castelfalfi S.p.A. 
 
In the prior year, impairment charges on property, plant and equipment mainly related to impairment of brands and 
software. 
 
Rental and leasing expenses 
EUR million                 2017        2016 
Rental and leasing expenses 838.5       817.0 
 
Where rental and leasing expenses for operating leases are directly related to revenue-generating activities, these 
expenses are shown within cost of sales. However, where rental and leasing expenses are incurred in respect of 
administrative buildings, they are shown under administrative expenses. 
 
(3) Other income 
 
In financial year 2017, other income results from the sale of two subsidiaries and an investment. Income was also 
generated from the sale of commercial real estate owned by Preussag Immobilien GmbH, Salzgitter, the sale of aircraft 
spare parts not required, and the sale of vehicles owned by incoming agencies. 
 
Other income recognised in the prior year mainly resulted from the sale of a Riu Group hotel, from the sale of a joint 
venture and from the sale of the cruise ship Island Escape. Income was also generated from the sale of plots of 
commercial real estate owned by Preussag Immobilien GmbH, Salzgitter, and from the sale of vehicles owned by incoming 
agencies. 
 
(4) Financial income 
 
Financial income 
EUR million                                    2017     2016 
Bank interest income                           11.0     7.9 
Other interest and similar income              8.5      11.6 
Income from the measurement of hedges          2.2      1.0 
Interest income                                21.7     20.5 

Income from investments                        175.9    2.4 
Income from the measurement of other financial 30.6     4.1 
instruments 
Foreign exchange gains on financial            1.1      31.5 
instruments 
Total                                          229.3    58.5 
 
The increase in financial income by EUR 170.8 m to EUR 229.3 m is mainly due to the disposal of the remaining stake in 
Hapag-Lloyd AG. Details regarding that transaction are presented under Note 17. 
 
(5) Financial expenses 
 
Financial expenses 
EUR million                                    2017     2016 
Bank interest payable on loans and overdrafts  10.2     14.5 
Finance lease charges                          46.2     36.2 
Net interest expenses from defined benefit     15.7     27.6 
pension plans 
Unwinding of discount on provisions            3.7      6.7 
Other interest and similar expenses            57.2     102.5 
Expenses relating to the measurement of hedges 7.9      12.5 
Interest expenses                              140.9    200.0 
Expenses relating to the measurement of the    -        100.3 
investment in Hapag-Lloyd AG 
Expenses relating to the measurement of other  5.0      4.0 
financial instruments 
Foreign exchange losses on financial           10.3     41.6 
instruments 
Total                                          156.2    345.9 
 
The decline in financial expenses in financial year 2017 mainly results from the impairment of the investment in 
Hapag-Lloyd AG amounting to EUR 100.3 m in the previous year. This impairment resulted from the fair value measurement 
of the investment over the course of the year at the closing price of the Hapag-Lloyd share as of March 31, 2016 on the 
principal market Xetra of EUR 16.10 per share (Level 1 valuation). The subsequent increase in the fair value due to the 
increase in the price of the Hapag-Lloyd share was recognized directly in equity in accordance with IAS 39 until the 
shares were sold. For more detailed information, we refer to the comments in Note 17 'Financial assets available for 
sale'. 
 
Other interest and similar expenses declined by EUR 45.3 m to EUR 57.2 m, primarily from the refinancing of the bonds 
issued in 2014 and lower utilisation of non-current credit facilities. For more detailed information, we refer to Note 
31. 
 
In addition, expenses on financial instruments due to changes in foreign exchange rates fell by EUR 31.3 m to EUR 10.3 
m. 
 
(6) Share of result of joint ventures and associates 
 
The share of result of joint ventures and associates of EUR 252.3 m (previous year EUR 187.2 m) comprises the net 
profit for the year attributable to the associated companies and joint ventures. 
 
For the development of the results of the material associates and joint ventures please refer to Note 16 'Investments 
in joint ventures and associates'. 
 
(7) Income taxes 
 
As in the prior year, the German TUI Group companies have to pay trade tax of 15.7 % and corporation tax of 15.0 % plus 
a 5.5 % solidarity surcharge on corporation tax. 
 
The calculation of foreign income taxes is based on the laws and provisions applicable in the individual countries. The 
income tax rates applied to foreign companies vary from 0.0 % to 39.0 %. 
 
Breakdown of income taxes 
EUR million                   2017        2016 
Current tax expense 
in Germany                    17.3        39.5 
abroad                        115.9       125.1 
Deferred tax expense / income 35.6        - 11.2 
Total                         168.8       153.4 
 
In financial year 2016, current income tax expenses in Germany reflected the reassessment of the trade tax risk in 
hotel purchasing, which resulted in tax expenses of EUR 35.1 m related to prior periods in the prior year reference 
period. The deferred tax expenses in the completed financial year largely arose abroad, outside of Germany. Current tax 
income related to prior periods amounts to EUR 4.6 m (previous year tax expense of EUR 9.9 m) in financial year 2017. 
 
In financial year 2017, total income taxes of EUR 168.8 (previous year EUR 153.4 m) are derived as follows from an 
'expected' income tax expense that would have arisen if the statutory income tax rate of parent company TUI AG 
(aggregate income tax rate) had been applied to earnings before tax. 
 
Reconciliation of expected to actual income taxes 
EUR million                                  2017      2016 
Earnings before income taxes                 1,079.7   618.3 
Expected income tax (current year 31.5 %,    340.1     194.8 
previous year 31.5 %) 
Variation from the difference between actual - 61.9    - 27.0 
and expected tax rates 
Changes in tax rates and tax law             - 1.5     - 26.1 
Income not taxable                           - 207.5   - 114.6 
Expenses not deductible                      102.7     101.8 
Effects from loss carryforwards              - 16.4    31.3 
Temporary differences for which no deferred  - 4.4     - 1.0 
taxes were recognised 
Deferred and current income tax relating to  20.2      - 11.1 
other periods (net) 
Other differences                            - 2.5     5.3 
Income taxes                                 168.8     153.4 
 
The increase in income not taxable primarily results from the tax-free sale of the shares in the participation in Hapag 
Llyod AG and the year-on-year increase in the equity result. 
 
(8) Result from discontinued operation 
 
The result from discontinued operations shows the after-tax result of the Specialist Group including the result from 
disposal until it was sold on 15 June 2017. It also includes net income from the discontinued operations sold in the 
prior year worth EUR 2.2 m. In the prior year, this item had included the after-tax results of Hotelbeds Group and 
LateRooms Group. For further information, please refer to the section Discontinued operations in the chapter on 
Acquisitions - Divestments - Discontinued operations. 
 
(9) Group profit attributable to shareholders of TUI AG 
 
In financial year 2017, the share in Group profit attributable to TUI AG shareholders declined from EUR 1,037.4 m in 
the prior year to EUR 644.8 m. The decline is primarily due to the proceeds from the sale of the Hotelbeds Group the 
previous year. 
 
(10) Group profit attributable to non-controlling interest 
 
In the Hotels & Resorts segment, the Group profit attributable to non-controlling interest primarily relates to RIUSA 
II Group with EUR 115.5 m (previous year EUR 110.7 m). 
 
(11) Earnings per share 
 
In accordance with IAS 33, basic earnings per share are calculated by dividing the Group profit for the year 
attributable to TUI AG shareholders by the weighted average number of registered shares outstanding during the 
financial year. The average number of shares is derived from the total number of shares at the beginning of the 
financial year (587,038,187 shares) and the employee shares issued on a pro rata temporis basis (15,328 new shares). 
The prorated effect of the own shares held by an employee benefit trust of 2,643,389 shares was deducted. 
 
Earnings per share 
                                         2017        2016 
Group profit for the year attributable   644.8       1,037.4 
to shareholders of TUI AGEUR million 
= Adjusted Group profit for the year     644.8       1,037.4 
attributable to shareholders of TUI 
AGEUR million 
Weighted average number of shares        584,410,126 584,118,509 
Basic earnings per shareEUR              1.10        1.78 
- Basic earnings per share from          1.36        0.61 
continuing operationsEUR 
- Basic earnings per share from          - 0.26      1.17 
discontinued operationsEUR 
 
Diluted Earnings per share 
                                         2017        2016 
Adjusted Group profit for the year       644.8       1,037.4 
attributable to shareholders of TUI 
AGEUR million 
Weighted average number of shares        584,410,126 584,118,509 
Diluting effect from assumed exercise of 52,514      1,522,934 
share awards 
Weighted average number of shares        584,462,640 585,641,443 
(diluted) 
Diluted earnings per shareEUR            1.10        1.77 
- Diluted earnings per share from        1.36        0.60 
continuing operationsEUR 
- Diluted earnings per share from        - 0.26      1.17 
discontinued operationsEUR 
 
As a rule, a dilution of earnings per share occurs when the average number of shares increases due to the addition of 
the issue of potential shares from conversion options. In the completed financial year, these effects resulted from 
employee shares. The share-based remuneration plans from prior years have fully expired. 
 
(12) Taxes attributable to other comprehensive income 
 
Tax effects relating to other comprehensive income 
               2017                         2016 
EUR million    Gross     Tax         Net    Gross  Tax    Net 
                         effect                    effect 
Foreign        -         -           - 17.9 52.4   -      52.4 
exchange       17.9 
differences 
Available for  -         -           - 31.8 31.8   -      31.8 
sale financial 31.8 
­instruments 
Cash flow      -         46.9        -      546.1  - 80.9 465.2 
hedges         263.6                 216.7 
Remeasurements 280.7     - 66.9      213.8  -      157.9  - 
of benefit                                  593.3         435.4 
­obligations 
and related 
fund assets 
Changes in the 19.3      -           19.3   - 32.0 -      - 32.0 
measurement of 
companies 
measured at 
equity outside 
profit or loss 
Other          -         - 20.0      - 33.3 5.0    77.0   82.0 
comprehensive  13.3 
income 
 
In addition, deferred income tax worth EUR - 11.5 m (previous year EUR - 11.4 m) and corporate income tax worth EUR - 
2.6 m (previous year EUR 2.0 m) were generated in the reporting period and recognised directly in equity. 
 
Notes on the consolidated statement of financial position 
 
(13) Goodwill 
 
Goodwill 
EUR million                              2017     2016 
Historical cost 
Balance as at 1 Oct                      3,286.7  3,678.8 
Exchange differences                     - 42.5   - 234.3 

Additions                                74.9     9.2 
Reclassification as assets held for sale -        - 167.0 
Balance as at 30 Sep                     3,319.1  3,286.7 
 
Impairment 
Balance as at 1 Oct                      - 433.2  - 458.4 
Exchange differences                     3.6      25.0 
Reclassification as assets held for sale -        0.2 
Balance as at 30 Sep                     - 429.6  - 433.2 
 
Carrying amounts as at 30 Sep            2,889.5  2,853.5 
 
The increase in the carrying amount is mainly attributable to the acquisition of Transat France S.A. Detailed 
information on the acquisitions is presented in the section on Consolidation principles and methods. A reduction was 
caused by the translation of goodwill not carried in TUIGroup's reporting currency into euros. 
 
In accordance with IAS 21, goodwill allocated to the individual segments and sectors was recognised in the functional 
currency of the subsidiaries and subsequently translated when preparing the consolidated financial statements. As with 
the treatment of other differences from the translation of annual financial statements of foreign subsidiaries, 
differences due to exchange rate fluctuations between the exchange rate at the date of acquisition of the subsidiary 
and the exchange rate at the balance sheet date are taken directly to equity and disclosed as a separate item. In 
financial year 2017, a decrease in the carrying amount of goodwill of EUR 38.9 m (previous year decrease of EUR 209.3 
m) resulted from foreign exchange differences. 
 
The following table presents a breakdown of goodwill by cash generating unit (CGU) at carrying amounts: 
 
Goodwill per cash generating unit 
EUR million          30 Sep 2017  30 Sep 2016 
Northern Region      1,217.0      1,545.1 
Central Region       510.2        507.7 
Western Region       411.2        338.8 
Destination Services 86.0         94.3 
Riu                  351.7        351.7 
Marella Cruises      289.2        - 
Other                24.2         15.9 
Total                2,889.5      2,853.5 
 
The hotel company Blue Diamond Hotels & Resorts Inc., St Michael, Barbados, which was carried in the Northern Region 
segment in the prior year, was integrated into and is now carried in the Hotels & Resorts segment in the completed 
financial year. Moreover, the British cruise business Marella Cruises was reclassified from the Northern Region segment 
to the Cruises segment in financial year 2017. Accordingly, the prorated goodwill was transferred to these businesses 
from Northern Region. 
 
In the financial year, goodwill was tested for impairment at the level of CGUs as at 30 June 2017. 
 
For all CGUs, the recoverable amount was determined on the basis of fair value less costs of disposal. The fair value 
was determined by means of discounting the expected cash inflows. This was based on the Q4 forecast for the financial 
year and on the medium-term plan for the entity under review, prepared as at 30 September 2017, following deduction of 
income tax payments. Budgeted turnover and EBITA margins are based on empirical values from prior financial years and 
expectations with regard to the future development of the market. 
 
The discount rates are calculated as the weighted average cost of capital, taking account of country-specific risks of 
the CGU and based on external capital market information. The cost of equity included in the determination reflects the 
return expected by investors. The cost of borrowing is derived from the long-term financing terms of comparable 
companies in the peer group. 
 
The table below provides an overview of the parameters underlying the determination of the fair values per CGU. It 
shows the timeframe for the cash flow forecast, the growth rates used to extrapolate the cash flow forecast, the 
discount rates and the relevant valuation hierarchy according to IFRS 13. The table lists the CGUs to which goodwill 
has been allocated. The below stated EBITA margin p.a. is adjusted for reasonable discounts for centrally incurred 
cost. The prior year's negative EBITA p.a. margin related to a new business segment being established. 
 
Assumptions for calculation of fair value in financial 
year 2017 
            Planning Growth EBITA-­Margin Growth WACC   Level 
            ­period  rate   in % p. a.    rate   in % 
            in years revenu               after 
                     es                   planni 
                     in %                 ng 
                     p. a.                period 
                                          in % 
Northern    3.25     5.6    3.9           1.0    5.25   3 
Region 
Central     3.25     4.5    1.1           1.0    5.25   3 
Region 
Western     3.25     6.4    3.0           1.0    5.25   3 
Region 
Destination 3.25     5.5    8.8           1.0    5.25   3 
Services 
RIU         3.25     4.9    33.1          1.0    6.25   3 
Marella     3.25     11.7   17.5          1.0    5.25   3 
Cruises 
Other       3.25     17.3   3.7 to 19.7   1.0    6.25   3 
                     to                          to 
                     79.1                        7.00 
 
Assumptions for calculation of fair value in financial 
year 2016 
            Planning Growth     EBITA-­Margin Growth WACC Level 
            ­period  rate       in % p. a.    rate   in % 
            in years revenues   (restated)    after 
                     in % p. a.               planni 
                     (restated)               ng 
                                              period 
                                              in % 
Northern    3.25     10.7       6.1           0.5    6.75 3 
Region 
Central     3.25     7.9        1.1           0.5    6.75 3 
Region 
Western     3.25     7.8        2.8           0.5    6.75 3 
Region 
Destination 3.25     5.0        6.1           0.5    6.75 3 
Services 
RIU         3.25     3.7        26.3          0.5    5.75 3 
Other       3.25     24.4 to    - 4.7 to +    0.5    5.75 3 
                     93.1       15.7 
 
Goodwill was tested for impairment as at 30 June 2017. The test did not result in a requirement to recognise any 
further impairment. Neither an increase in WACC by 50 basis points nor a reduction by 50 basis points in the growth 
rate after the detailed planning period would have led to an impairment of goodwill. The same applies to a reduction of 
the discounted free cash flow in the growth rate of perpetuity of 10 %. 
 
(14) Other intangible assets 
 
The development of the line items of other intangible assets in financial year 2017 is shown in the following table. 
 
Other intangible assets 
                  Brands Computer software*  Transport Customer Intangible Total 
                  ,                          and       base     assets in 
                  ­licen                     leasing            the course 
                  ses                        contracts          of 
                  and                                           ­construct 
                  other                                         ion and 
                  rights                                        Payments 
                  *                                             on 
                                                                ­account* 
EUR million              internally acquired 
                         generated 
Historical cost 
Balance as at 1   1,270. 223.5      -        110.5     255.6    0.5        1,861 
Oct 2015          9                                                        .0 
Exchange          - 90.6 - 20.0     -        - 10.4    - 6.5    -          - 
differences                                                                127.5 
Additions due to  0.7    -          -        -         0.4      -          1.1 
changes in the 
group of 
consolidated 
companies 
Additions         146.7  6.1        -        -         0.3      2.5        155.6 
Disposals         -      - 4.6      -        -         - 1.6    -          - 
                  104.5                                                    110.7 
Reclassification  -      - 33.6     -        - 7.1     - 199.0  -          - 
as assets held    408.5                                                    648.2 
for sale 
Rebookings        -      128.8      -        -         -        - 0.5      - 
                  128.3 
Balance as at 30  686.4  300.2      -        93.0      49.2     2.5        1,131 
Sep 2016                                                                   .3 
Exchange          - 2.0  - 6.2      - 6.4    - 1.5     - 0.5    3.0        - 
differences                                                                13.6 
Additions due to  8.1    0.2        0.2      -         11.3     0.9        20.7 
changes in the 
group 
of consolidated 
companies 
Additions         1.3    11.0       16.6     -         -        100.6      129.5 
Disposals         - 2.2  - 7.1      - 5.1    -         - 1.2    - 9.2      - 
                                                                           24.8 
Rebookings        - 0.1  48.1       20.8     -         -        - 70.0     - 1.2 
Reclassifications -      -          247.0    -         -        62.3       - 
                  309.3 
Balance as at 30  382.2  346.2      273.1    91.5      58.8     90.1       1,241 
Sep 2017                                                                   .9 
 
Amortisation and 
impairment 
Balance as at 1   -      - 106.0    -        - 44.5    - 140.6  -          - 
Oct 2015          658.4                                                    949.5 
Exchange          43.6   6.6        -        5.4       4.0      -          59.6 
differences 
Amortisation for  - 74.1 - 31.4     -        - 4.7     - 11.1   -          - 
the current year                                                           121.3 
Impairment for    - 22.9 - 8.0      -        -         -        -          - 
the current year                                                           30.9 
Disposals         100.0  4.3        -        -         1.6      -          105.9 

Reclassification  210.1  19.5       -        5.2       115.9    -          350.7 
as assets held 
for sale 
Rebookings        11.0   - 6.3      -        - 4.7     -        -          - 
Balance as at 30  -      - 121.3    -        - 43.3    - 30.2   -          - 
Sep 2016          390.7                                                    585.5 
Exchange          - 0.5  1.2        1.8      1.0       0.4      - 0.2      3.7 
differences 
Amortisation for  - 16.0 - 37.8     - 35.0   - 4.5     - 4.8    -          - 
the current year                                                           98.1 
Impairment for    -      - 27.3     - 0.3    -         -        - 9.0      - 
the current year                                                           36.6 
Disposals         1.2    7.0        4.0      -         1.3      9.2        22.7 
Reclassifications 159.1  -          - 159.1  -         -        -          - 
Balance as at 30  -      - 178.2    - 188.6  - 46.8    - 33.3   -          - 
Sep 2017          246.9                                                    693.8 
 
Carrying amounts  295.7  178.9      -        49.7      19.0     2.5        545.8 
as at 30 Sep 2016 
Carrying amounts  135.3  168.0      84.5     44.7      25.5     90.1       548.1 
as at 30 Sep 2017 
 
* The acquired computer software, which was previously reported within brands, licences and other rights, will from now 
on be presented together with the internally generated computer software. In addition the intangible assets under 
construction are no longer reported as part of brands, ­licences and other rights but will be presented together with 
the payments on accounts. The opening balances have been reallocate accordingly. 
 
Internally-generated computer software consists of computer programs for tourism applications exclusively used 
internally by the Group. 
 
Transport contracts relate to landing rights at airports in the UK purchased and measured during the acquisition of 
First Choice Holidays Plc in 2007. 
 
The lease contracts relate to intangible assets from the measurement of aircraft leases in connection with the 
acquisition of First Choice Holidays Plc in 2007. The assets are amortised in line with the length of the lease. 
 
Payments on account made totalled EUR 1.9 m as at 30 September 2017. 
 
The year-on-year changes also include the changes relating to Specialist Group, which was only classified as a 
discontinued operation according to IFRS 5 as at the end of financial year 2016. 
 
Additions to consolidation mainly relate to the acquisition of Transat France S.A. For details, refer to the section on 
Acquisitions. 
 
In financial year 2017, a financial software was partly impaired and an Internet platform in the Northern Region 
segment was fully impaired. 
 
The prior year's impairment charges related to brands of the Specialist Group and of the Western Region segment as well 
as software in the Specialist Group and a module of an Internet platform in the Other tourism segment. 
 
(15) Property, plant and equipment 
 
The table below presents the development of the individual items of property, plant and equipment in financial year 
2017. 
 
Property, plant and equipment 
EUR million       Hotels Other Aircraft   Cruise Other Assets Payments Total 
                  incl.  build            ships  plant under  on 
                  land   ings                    ,     ­const account 
                         and                     ­oper ructio 
                         land                    ating n 
                                                 and 
                                                 ­offi 
                                                 ce 
                                                 equip 
                                                 ment* 
Historical cost 
Balance as at 1   1,401. 281.5 1,734.4    1,110. 1,283 55.0   175.8    6,042 
Oct 2015          5                       1      .8                    .1 
Exchange          - 32.5 -     - 24.1     - 61.5 -     - 2.8  - 9.2    - 
differences              17.6                    29.3                  177.0 
Additions due to  -      -     -          -      1.6   -      -        1.6 
changes in the 
group of 
consolidated 
companies 
Additions         48.1   55.8  145.4      228.0  103.6 157.7  98.1     836.7 
Disposals         - 5.6  -     - 43.4     -      -     - 1.7  - 43.1   - 
                         25.7             156.2  113.3                 389.0 
Reclassification  -      -     - 5.7      -      -     - 2.0  -        - 
as assets held           67.3             246.0  90.8                  411.8 
for sale 
Reclassifications 25.4   4.7   28.5       20.1   -     - 48.1 - 11.5   2.3 
                                                 16.8 
Balance as at 30  1,436. 231.4 1,835.1    894.5  1,138 158.1  210.1    5,904 
Sep 2016          9                              .8                    .9 
Exchange          - 19.0 - 0.7 - 68.0     - 16.6 -     25.7   - 21.0   - 
differences                                      24.1                  123.7 
Additions due to  15.8   4.9   -          -      3.4   -      -        24.1 
changes in the 
group of 
consolidated 
companies 
Additions         51.8   15.2  182.1      8.4    101.3 376.8  294.8    1,030 
                                                                       .4 
Disposals         - 4.9  - 3.5 - 29.5     - 4.7  -     -      - 45.5   - 
                                                 56.5                  144.6 
Reclassification  - 21.1 - 0.7 - 57.6     0.2    - 0.5 -      -        - 
as assets held                                                         79.7 
for sale 
Reclassifications 92.8   - 5.9 15.7       247.6  32.9  -      - 13.2   3.2 
                                                       366.7 
Balance as at 30  1,552. 240.7 1,877.8    1,129. 1,195 193.9  425.2    6,614 
Sep 2017          3                       4      .3                    .6 
 
Depreciation and 
impairment 
Balance as at 1   -      -     - 568.4    -      -     -      -        - 
Oct 2015          430.3  111.3            403.4  891.9                 2,405 
                                                                       .3 
Exchange          10.4   - 0.9 21.0       14.1   19.8  -      -        64.4 
differences 
Depreciation for  - 37.7 - 5.7 - 123.4    - 58.7 -     -      -        - 
the current year                                 98.1                  323.6 
Impairment for    -      - 1.3 -          -      - 1.4 -      -        - 2.7 
the current year 
Disposals         4.4    17.4  37.7       144.8  107.2 -      -        311.5 
Reclassification  -      28.4  0.6        82.7   56.0  -      -        167.7 
as assets held 
for sale 
Reclassifications - 4.8  - 2.6 - 0.6      0.3    5.1   0.2    -        - 2.4 
Balance as at 30  -      -     - 633.1    -      -     0.2    -        - 
Sep 2016          458.0  76.0             220.2  803.3                 2,190 
                                                                       .4 
Exchange          3.7    0.7   - 9.7      2.7    16.3  -      -        13.7 
differences 
Depreciation for  - 45.6 - 4.2 - 107.9    - 56.4 -     -      -        - 
the current year                                 90.8                  304.9 
Impairment for    - 19.9 - 8.0 -          -      - 8.5 -      -        - 
the current year                                                       36.4 
Disposals         4.7    2.9   27.0       4.6    54.1  -      -        93.3 
Reclassification  10.6   -     53.1       -      0.4   -      -        64.1 
as assets held 
for sale 
Reclassifications - 7.0  9.0   -          -      - 2.3 -      -        - 0.3 
Balance as at 30  -      -     - 670.6    -      -     0.2    -        - 
Sep 2017          511.5  75.6             269.3  834.1                 2,360 
                                                                       .9 
 
Carrying amounts  978.9  155.4 1,202.0    674.3  335.5 158.3  210.1    3,714 
as at 30 Sep 2016                                                      .5 
Carrying amounts  1,040. 165.1 1,207.2    860.1  361.2 194.1  425.2    4,253 
as at 30 Sep 2017 8                                                    .7 
 
* Now also comprises the assets formerly shown in column Machinery and fixtures. By the end of the prior financial year 
the accumulated historical costs amounted to EUR 304.6 m, the depreciation and impairment to EUR 220.1 m 
 
The additions from changes in the group of consolidated companies mainly relate to the acquisition of Transat France 
S.A. For details, please refer to the section on Acquisitions. 
 
In the financial year, advance payments worth EUR 33.2 m were made for the acquisition of cruise ships, with EUR 252.4 
m worth of advance payments (previous year EUR 91.8 m) on the acquisition of aircraft. 
 
In the reporting period, the cruise ship Marella Discovery 2 was added at a carrying amount of EUR 228.6 m, initially 
as assets under construction. Following its commissioning, the cruise ship was reclassified accordingly. In the prior 
year, the amount carried for cruise ships included an amount of EUR 182.9 m for the introduction of Marella Discovery. 
Both ships are used in the segment cruises. Further additions to assets under construction include an amount of EUR 
92.1 m (previous year EUR 100.9 m) for investments in hotels in the Hotels & Resorts segment. 
 
In the reporting period, two aircraft have been capitalised at an amount of in total EUR 145.6 m. 
 
In the course of the year, two hotel complexes were reclassified to assets held for sale. One hotel was sold before the 
end of the financial year. Moreover, an aircraft was classified as held for sale and reclassified accordingly. 
 
In financial year 2017, borrowing costs of EUR 4.0 m (previous year EUR 2.1 m) were capitalised. The capitalisation 
rate of capitalised borrowing costs is 3.75 % p.a. for financial year 2017 and 3.25 % p.a. for the prior year. 
 
The impairment charges include an amount of EUR 21.3 m for hotel facilities in the Caribbean hit by hurricanes. These 

impairment charges went hand in hand with insurance claims recognized within trade receivables and other assets. 
Further impairment charges of EUR 15.0 m were recognised for impairment of buildings and technical equipment at Tenuta 
di Castelfalfi S.p.A. in the Hotels & Resorts segment. 
 
The carrying amount of property, plant and equipment subject to ownership restrictions or pledged as collateral 
totalled EUR 553.8 m (previous year EUR 613.1 m). 
 
Finance leases 
 
Property, plant and equipment also comprise leased assets in which Group subsidiaries have assumed the risks and 
rewards of ownership of the assets (finance leases). 
 
Composition of finance leased assets 
                                   Net carrying amounts 
EUR million                        30 Sep 2017    30 Sep 2016 
Other buildings and land           16.4           14.8 
Aircraft                           906.6          955.0 
Cruise ships                       209.0          232.5 
Other plant, operating and office  26.1           27.7 
equipment 
Total                              1,158.1        1,230.0 
 
The leasing contracts for aircraft include repurchase options for the lessee at fixed residual values. 
 
Total payment obligations resulting from future lease payments total EUR 1,420.6 m (previous year EUR 1,450.1 m). Group 
companies have not granted any guarantees for the residual values of the leased assets, as in the prior year. 
 
Reconciliation of future lease payments to liabilities 
from finance leases 
            30 Sep 2017              30 Sep 2016 
            Remaining term           Remaining term 
EUR million up to 1- 5  more   Total up to  1- 5   more   Total 
            1     years than 5       1 year years  than 5 
            year        years                      years 
Total       128.2 513.1 779.4  1,420 125.7  462.4  862.0  1,450 
future                         .7                         .1 
lease 
payments 
Interest    32.0  107.8 54.4   194.2 33.5   113.4  71.5   218.4 
portion 
Liabilities 96.2  405.3 725.0  1,226 92.2   349.0  790.5  1,231 
from                           .5                         .7 
finance 
leases 
 
(16) Investments in joint ventures and associates 
 
The table below presents all joint arrangements and associates of relevance to TUI Group. All joint arrangements and 
associates are listed as TUI Group Shareholdings in Note 49. All joint arrangements are joint ventures. There are no 
joint operations within the meaning of IFRS 11. 
 
Significant associates and joint ventures 
                     Capital share in %   Voting rights share 
                                          in % 
Name and    Nature   30 Sep     30 Sep    30 Sep     30 Sep 2016 
headquarter of       2017       2016      2017 
of company  business 
Associates 
Sunwing     Tour     49.0       49.0      25.0       25.0 
Travel      operator 
Group Inc., & 
Toronto,    Hotel 
Canada      operator 
Joint 
ventures 
Riu Hotels  Hotel    49.0       49.0      49.0       49.0 
S.A.,       operator 
Palma de 
Mallorca, 
Spain 
TUI Cruises Cruise   50.0       50.0      50.0       50.0 
GmbH,       ship 
Hamburg,    operator 
Germany 
Togebi      Tour     25.0       25.0      25.0       25.0 
Holdings    operator 
Limited, 
Nicosia, 
Cyprus 
 
All companies presented above are measured at equity. 
 
The financial year of Sunwing Travel Group Inc., Toronto / Canada (Sunwing) corresponds to TUI Group's financial year. 
The financial years of the joint ventures listed above deviate from TUI Group's financial year, ending on 31 December 
of any one year. In order to update the at equity measurement as at TUI Group's balance sheet date, interim financial 
statements for the period ending 30 September are prepared for these companies. 
 
Significant associates 
 
In 2009, Sunwing entered into a partnership with TUI Group. Sunwing is a vertically integrated travel company 
comprising tour operation, an airline and retail shops. Since the transfer of the hotel operation and development 
company Blue Diamond Hotels & Resorts Inc., St Michael / Barbados, to Sunwing in September 2016, Sunwing has also 
included the hotel operation business with a chain of luxury beach resorts and hotels in the Caribbean and Mexico. 
Sunwing's hotel operation business is carried in the Hotels & Resorts segment, while the tour operation business is 
carried in the Northern Region segment. The company has different classes of shares. TUI Group holds 25 % of the voting 
shares. 
 
Significant joint ventures 
 
Riu Hotels S.A. is a hotel company owning and operating hotels in the 4- to 5-star segments. The hotels of the company 
established in 1976 are mainly located in Spain and Central America. 
 
TUI Cruises is a joint venture with the US shipping line Royal Caribbean Cruises Ltd established in 2008. The 
Hamburg-based company offers German-speaking cruises for the premium market. Since the launch of Mein Schiff 6 in June 
2017, TUI Cruises has operated six cruise ships. 
 
Togebi Holdings Limited (TUI Russia) is a joint venture between TUI and Oscrivia Limited, a subsidiary of Unifirm 
Limited. Unifirm Limited is a subsidiary of OOO Sever Group, owned by a large shareholder and Supervisory Board member 
of TUI AG. The business purpose of this joint venture, established in 2009, is to develop the tour operation business, 
in particular in Russia and Ukraine. The company owns tour operation subsidiaries and retail chains in these countries. 
In the prior year, contractual agreements on the reorganisation of the equity of TUI Russia were concluded with 
Oscrivia Limited. The parties agreed a capital increase in which TUI Group participated by paying a net amount of USD 3 
m, while Oscrivia Limited paid a net amount of USD 17 m. TUI Group's share in TUI Russia declined from 49 % to 25 % and 
Oscrivia Limited increased its share to 75 %. Existing loans and guarantees of the shareholders were adjusted to 
reflect the new stakes. Furthermore, the joint venture agreement was amended to reflect the new voting rights 
proportions. The relevant activities of TUI Russia continue to be jointly determined by TUI Group and Oscrivia Limited, 
so that TUI Russia remains classified as a joint venture. 
 
Financial information on associates and joint ventures 
 
The tables below present summarised financial information for the significant associates and joint ventures of the 
Group. The amounts shown reflect the full amounts presented in the consolidated financial statements of the relevant 
associates and joint ventures (100 %); they do not represent TUI Group's share of those amounts. 
 
Combined financial information of material associates 
                             Sunwing Travel Group Inc., 
                             Toronto, Canada 
EUR million                  30 Sep 2017 /     30 Sep 2016 / 
                             2017              2016 
Non-current assets           1,061.9           736.5 
Current assets               471.9             491.5 
Non-current provisions and   570.4             386.3 
liabilities 
Current provisions and       511.7             421.9 
liabilities 
 
Revenues                     2,022.6           1,432.6 
Profit / loss*               67.7              11.6 
Other comprehensive income   - 35.8            4.5 
Total comprehensive income   31.9              16.1 
 
* Solely from continuing operations 
 
Combined financial information of material joint ventures 
             Riu Hotels S.    TUI Cruises      Togebi Holdings 
             A.,              GmbH,            Limited, ­ 
             Palma de         Hamburg,         Nicosia, Cypres 
             Mallorca, Spain  Germany 
EUR million  30 Sep  30 Sep   30 Sep   30 Sep  30 Sep   30 Sep 
             2017 /  2016 /   2017 /   2016 /  2017 /   2016 / 
             2017    2016     2017     2016    2017     2016 
Non-current  757.1   739.8    2,542.5  2,049.0 3.5      3.9 
assets 
Current      129.8   79.5     193.7    193.1   57.1     27.1 
assets 
thereof cash 67.4    26.8     109.4    105.5   10.7     3.4 
and cash 
equivalents 
Non-current  18.1    13.3     1,393.0  1,143.4 102.0    117.3 
provisions 
and 
liabilities 
thereof      5.6     9.0      1,392.5  1,142.7 102.0    114.6 
financial 
liabilities 
Current      106.4   148.3    657.6    519.2   75.1     27.2 
provisions 
and 
liabilities 
thereof      42.3    82.2     200.0    92.1    49.3     18.6 
financial 
liabilities 
 
Turnover     316.7   305.7    1,052.5  807.3   259.8    129.5 
Depreciation 22.7    21.1     71.8     58.1    1.5      1.3 
/ 
amortisation 
of 
intangible 
assets and 
­property, 
plant and 
equipment 
Interest     0.3     0.2      -        -       -        - 
income 
Interest     0.8     1.7      32.3     16.2    5.3      4.7 
expenses 
Income taxes 32.3    36.7     - 0.1    0.3     -        0.1 
Profit /     105.5   92.5     271.8    200.2   - 10.5   9.2 
loss* 
Other        25.1    - 36.4   14.0     - 37.8  -        - 
comprehensiv 
e income 
Total        130.6   56.1     285.8    162.4   - 10.5   9.2 
comprehensiv 
e income 
 
* Solely from continuing operations 
 
In financial year 2017, TUI Group received dividends of EUR 90.0 m from TUI Cruises and EUR 12.7 m from Riu Hotels. In 
total, dividends of EUR 117.5 m (previous year EUR 79.4 m, including EUR 12.2 m from Riu Hotels and EUR 60.0 m from TUI 
Cruises) were paid by joint ventures to TUIGroup. In financial year 2017, TUI Group did not receive any dividends from 
Sunwing Travel Group, as in the prior year. In total, TUI Group received dividends of EUR 2.0 m from its associates 
(previous year EUR 1.1 m). 
 
In addition to TUI Group's significant associates and joint ventures, TUI AG has interests in other associates and 
joint ventures measured at equity, which individually are not considered to be of material significance. The tables 
below provide information on TUI Group's share of the earnings figures shown for the major associates and joint 
ventures as well as the aggregated amount of the share of profit / loss, other comprehensive income and total 

comprehensive income for the immaterial associates and joint ventures. 
 
Share of financial information of material and other 
associates 
         Sunwing Travel Group  Other            Associates 
         Inc., ­Toronto,       immaterial       Total 
         Canada                associates 
EUR      2017       2016       2017     2016    2017    2016 
million 
TUI's 
share of 
Profit / 33.2       5.7        2.5      19.5    35.7    25.2 
loss 
Other    - 17.5     4.5        - 2.8    -       - 20.3  4.5 
comprehe 
nsive 
income 
Total    15.7       10.2       - 0.3    19.5    15.4    29.7 
comprehe 
nsive 
income 
 
Share of financial information of material and other 
joint ventures 
       Riu       TUI Cruises  Togebi     Other      Joint 
       Hotels    GmbH,        Holdings   immateria  ventures 
       S. A.,    ­Hamburg,    Limited,   l          Total 
       Palma de  Germany      Nicosia,   joint 
       Mallorca               Cypres     ventures 
       , Spain 
EUR    2017 2016 2017  2016   2017 2016  2017 2016  2017  2016 
millio 
n 
TUI's 
share 
of 
Profit 51.7 45.3 135.9 100.1  -    -     29.0 16.6  216.6 162.0 
/ loss 
Other  12.4 -    7.0   - 18.7 -    -     -    -     -     - 36.8 
compre      18.1                         45.2       25.8 
hensiv 
e 
income 
Total  64.1 27.2 142.9 81.4   -    -     -    16.6  190.8 125.2 
compre                                   16.2 
hensiv 
e 
income 
 
Net assets of the material associates 
EUR million                  Sunwing Travel Group Inc., 
                             ­Toronto, Canada 
Net assets as at 1 Oct 2015  201.4 
Profit / loss                11.6 
Other comprehensive income   9.2 
Dividends                    - 
Capital increase             - 
Foreign exchange effects     0.9 
Consolidation effects        196.7 
Net assets as at 30 Sep 2016 419.8 
Profit / loss                67.7 
Other comprehensive income   - 9.3 
Dividends                    - 
Capital increase             - 
Foreign exchange effects     - 26.6 
Consolidation effects        - 
Net assets as at 30 Sep 2017 451.6 
 
Reconciliation to the carrying amount of the associates in 
the Group balance sheet 
EUR million     Sunwing Travel  Other           Associates total 
                Group Inc.,     immaterial 
                ­Toronto,       ­associates 
                Canada 
Share of TUI in 49.0            -               - 
% as at 30 Sep 
2016 
TUI's share of  205.7           50.9            256.6 
the net assets 
as at 30 Sep 
2016 
Goodwill as at  51.3            4.0             55.3 
30 Sep 2016 
Carrying value  257.0           54.9            311.9 
as at 30 Sep 
2016 
 
Share of TUI in 49.0            -               - 
% as at 30 Sep 
2017 
TUI's share of  221.3           49.3            270.6 
the net assets 
as at 30 Sep 
2017 
Goodwill as at  51.4            4.0             55.4 
30 Sep 2017 
Carrying value  272.7           53.3            326.0 
as at 30 Sep 
2017 
 
Net assets of the material joint ventures 
EUR million      Riu Hotels S.   TUI Cruises     Togebi Holdings 
                 A., Palma de    GmbH, Hamburg,  ­Limited, 
                 Mallorca, Spain Germany         Nicosia, Cypres 
Net assets as at 637.7           536.8           - 168.5 
1 Oct 2015 
Profit / loss    92.5            200.2           9.2 
Other            - 36.4          - 37.8          - 0.2 
comprehensive 
income 
Dividends        - 25.0          - 120.0         - 
Capital increase -               -               48.3 
Foreign exchange - 12.5          -               - 2.3 
effects 
Net assets as at 656.3           579.2           - 113.5 
30 Sep 2016 
Profit / loss    105.5           271.9           - 10.5 
Other            38.2            14.3            - 
comprehensive 
income 
Dividends        - 26.0          - 180.0         - 
Capital increase -               -               - 
Foreign exchange - 13.0          -               7.5 
effects 
Net assets as at 761.0           685.4           - 116.5 
30 Sep 2017 
 
Reconciliation to the carrying amount of the joint ventures 
in the Group balance sheet 
EUR million   Riu       TUI       Togebi     Other     Joint 
              Hotels S. Cruises   Holdings   immateria ventures 
              A., Palma GmbH,     ­Limited,  l         total 
              de        Hamburg,  Nicosia,   joint 
              Mallorca, Germany   Cypres     ventures 
              Spain 
Share of TUI  49.0      50.0      25.0       -         - 
in % as at 30 
Sep 2016 
TUI's share   321.6     289.6     - 28.4     228.4     811.2 
of the net 
assets as at 
30 Sep 2016 
Unrecognised  -         -         6.5        -         6.5 
share of 
losses 
Goodwill as   1.7       -         21.9       27.6      51.2 
at 30 Sep 
2016 
Carrying      323.3     289.6     -          256.0     868.9 
value as at 
30 Sep 2016 
 
Share of TUI  49.0      50.0      25.0       -         - 
in % as at 30 
Sep 2017 
TUI's share   372.9     342.7     - 29.2     246.5     932.9 
of the net 
assets as at 
30 Sep 2017 
Unrecognised  -         -         8.5        -         8.5 
share of 
losses 
Goodwill as   1.7       -         20.7       16.4      38.8 
at 30 Sep 
2017 
Carrying      374.6     342.7     -          262.9     980.2 
value as at 
30 Sep 2017 
 
Unrecognised losses by joint ventures 
 
Unrecognised accumulated losses increased by EUR 2.0 m to EUR 8.5 m. They relate to the joint venture TUI Russia, 
operating in source markets Russia and Ukraine. Due to the recognition of prorated losses in previous years, the 
carrying amount of the joint venture was already fully written off in financial year 2014. Recognition of further 
losses would have reduced the carrying amount of the joint ventures to below zero. 
 
Risks associated with the stakes in associates and joint ventures 
 
Contingent liabilities of EUR 33.9 m (previous year EUR 0.0 m) existed in respect of associates as at 30 September 
2017, with contingent liabilities of EUR 73.2 m (previous year EUR 106.2 m) in respect of joint ventures. Moreover, 
financial liabilities from investments of EUR 613.2 m (previous year EUR 613.2 m) and from lease, charter and rental 
agreements worth EUR 56.2 m (previous year EUR 8.4 m) are in place in respect of joint ventures. 
 
(17) Financial assets available for sale 
 
Financial assets available for sale 
                30 Sep 2017             30 Sep 2016 
EUR million     Remaining term Total    Remaining term Total 
                more than 1             more than 1 
                year                    year 
Shares in       2.0            2.0      2.1            2.1 
non-consolidate 
d Group 
companies 
Investments     55.3           55.3     36.3           302.1 
Other           12.2           12.2     12.0           12.0 
securities 
Total           69.5           69.5     50.4           316.2 
 
In the completed financial year, TUI AG sold its remaining stake in Hapag-Lloyd AG (previous year EUR 265.8 m) at a 
purchase price less costs of disposal of EUR 406.4 m. On derecognition the cumulative positive changes in the stake's 
fair value since 31 March 2016 previously recognised in other comprehensive income of EUR 179.6 m (thereof previous 
year EUR 31.8 m) were reclassified to profit or loss in accordance with IAS 39. The resulting profit on disposal of EUR 
172.4 m is carried under financial income. 
 
There was no impairment of available for sale financial assets to be included in financial expenses in the consolidated 
income statement for the reporting period (previous year EUR 101.0 m). In the prior year, the fair value measurement of 
the stake at the closing rate of the Hapag-Lloyd AG share as at 31 March 2016 in the principal market Xetra of EUR 
16.10 per share resulted in impairment charges totalling EUR 100.3 m (level-1 measurment). 
 
(18) Trade receivables and other assets 
 
Trade receivables and other assets 
              30 Sep 2017              30 Sep 2016 
EUR million   Remaining term  Total    Remaining term  Total 
              more than 1              more than 1 
              year                     year 
Trade         0.0             431.4    0.0             429.5 
receivables 
Advances and  97.9            142.7    61.7            107.8 
loans 
Other         113.9           432.2    94.8            373.9 
receivables 
and assets 
Total         211.8           1,006.3  156.5           911.2 
 
Ageing structure of the financial instruments included in 
trade receivables and other assets 
                            of which not impaired and 
                            overdue in the following periods 
EUR       Carrying of which less     between  between   more 
million   amount   not      than     30 and   91 and    than 180 
          of       impaired 30 days  90 days  180 days  days 
          ­financi but 
          al       overdue 
          ­instrum 
          ents 
Balance 
as at 30 
Sep 2017 
Trade     431.4    159.3    112.3    30.5     12.0      4.5 
receivabl 
es 
Advances  142.3    19.1     19.0     -        -         0.1 
and loans 
Other     171.4    25.6     6.1      9.9      1.7       7.9 
receivabl 
es and 
assets 
Total     745.1    204.0    137.4    40.4     13.7      12.5 
 
Balance 
as at 30 
Sep 2016 
Trade     429.5    176.0    119.3    24.3     15.7      16.7 
receivabl 
es 
Advances  75.5     18.5     17.4     0.1      -         1.0 
and loans 
Other     184.7    21.2     11.4     2.7      1.1       6.0 
receivabl 
es and 
assets 
Total     689.7    215.7    148.1    27.1     16.8      23.7 
 
For financial assets which are neither past due nor impaired, TUI Group assumes that the counter party has a good 
credit standing. 
 
As at 30 September 2017, trade accounts receivable and other receivables worth EUR 76.0 (previous year EUR 62.7 m) were 
impaired. The table below provides a maturity analysis of impairment. 
 
Ageing structure of impairment of financial instruments 
included in trade receivables and other assets 
        30 Sep 2017                     30 Sep 2016 
EUR     Gross     Impairment     Net    Gross  Impairment Net 

million value                    value  value             value 
Trade 
receiva 
bles 
and 
other 
assets 
Not     559.4     18.3           541.1  478.8  4.8        474.0 
overdue 
Overdue 151.1     13.7           137.4  149.9  1.8        148.1 
up to 
30 days 
Overdue 48.5      8.1            40.4   30.1   3.0        27.1 
30 - 90 
days 
Overdue 15.7      2.0            13.7   18.8   2.0        16.8 
90 - 
180 
days 
Overdue 46.4      33.9           12.5   74.8   51.1       23.7 
more 
than 
180 
days 
Total   821.1     76.0           745.1  752.4  62.7       689.7 
 
Impairment of trade receivables and other assets developed as follows: 
 
Impairment on assets of the trade receivables and other 
assets category according to IFRS 7 
EUR million                        2017          2016 
Balance at the beginning of period 62.7          99.7 
Additions                          26.4          10.5 
Disposals                          12.4          23.1 
Other changes                      - 0.7         - 24.4 
Balance at the end of period       76.0          62.7 
 
As in the previous year, in financial year 2017, no material cash inflow was recorded from impaired interest-bearing 
trade receivables and other assets. 
 
(19) Touristic payments on account 
 
Touristic payments on account mainly relate to customary advance payments on future tourism services, in particular 
advance payments made by tour operators for future hotel services. 
 
(20) Deferred and income tax assets 
 
Individual items of deferred tax assets and liabilities 
recognised in the financial position 
                30 Sep 2017                 30 Sep 2016 
EUR million     Asset             Liability Asset     Liability 
Finance lease   2.2               -         2.2       - 
transactions 
Recognition and 50.6              210.1     67.6      231.9 
measurement 
differences for 
property, plant 
and equipment 
and other 
non-current 
assets 
Recognition     60.5              114.8     23.1      62.4 
differences for 
receivables and 
other assets 
Measurement of  22.3              22.5      21.4      64.5 
financial 
instruments 
Measurement of  183.3             5.6       253.5     0.1 
pension 
provisions 
Recognition and 71.2              17.0      63.1      32.0 
measurement 
differences for 
other 
provisions 
Other           58.3              61.8      85.1      54.8 
transactions 
Capitalised tax 198.1             -         211.5     - 
savings from 
recoverable 
losses carried 
forward 
Netting of      - 322.8           - 322.8   - 382.8   - 382.8 
deferred tax 
assets and 
liabilities 
Balance sheet   323.7             109.0     344.7     62.9 
amount 
 
Deferred tax assets include an amount of EUR 311.6 m (previous year EUR 328.7 m) expected to be realised after more 
than twelve months. Deferred tax liabilities include an amount of EUR 57.3 m (previous year EUR 49.2 m) expected to be 
realised after more than twelve months. 
 
No deferred tax assets are recognised for deductible temporary differences of EUR 315.7 m (previous year EUR 157.3 m). 
 
No deferred tax liabilities are carried for temporary differences of EUR 58.6 m (previous year EUR 58.6 m) between the 
net assets of subsidiaries and the respective taxable carrying amounts of subsidiaries since these temporary 
differences are not expected to be reversed in the near future. 
 
Recognised losses carried forward and time limits for 
non-recognised losses carried forward 
EUR million                          30 Sep 2017   30 Sep 2016 
Recognised losses carried forward    998.2         1,041.0 
Non-recognised losses carried        4,654.5       4,654.5 
forward 
of which losses carried forward      3.8           4.4 
forfeitable within one year 
of which losses carried forward      89.8          83.0 
forfeitable within 2 to 5 years 
of which losses carried forward      -             1.8 
forfeitable within more than 5 years 
(excluding non-forfeitable loss 
carryforwards) 
Non-forfeitable losses carried       4,560.9       4,565.3 
forward 
Total unused losses carried forward  5,652.7       5,695.5 
 
Losses carried forward for German companies comprise the cumulative amount of trade tax and corporation tax as well as 
interest carried forward in relation to the German interest barrier. Potential tax savings totalling EUR 900.1 m 
(previous year EUR 981.7 m) were not capitalised since the underlying losses carried forward are unlikely to be 
utilised within the planning period. 
 
In financial year 2017, the use of losses carried forward previously assessed as non-recoverable and for which no 
deferred tax asset had been recognised as at 30 September 2016 led to tax reductions of EUR 0.4 m (previous year EUR 
10.7 m). As in the prior year, no tax reductions were realised by means of losses carried back. 
 
Development of deferred tax assets from losses carried forward 
EUR million                              2017        2016 
Capitalised tax savings at the beginning 211.5       239.4 
of the year 
Use of losses carried forward            - 38.7      - 15.3 
Capitalisation of tax savings from tax   27.9        6.7 
losses carried forward 
Write-down of capitalised tax savings    - 2.9       - 13.7 
from tax losses carried forward 
Reclassification to discontinued         -           - 4.8 
operation 
Exchange adjustments and other items     0.3         - 0.8 
Capitalised tax savings at financial     198.1       211.5 
year-end 
 
Capitalised deferred tax assets from temporary differences and losses carried forward that are assessed as recoverable 
of EUR 4.0 m (previous year EUR 4.9 m) are covered by expected future taxable income even for companies that generated 
losses in the reporting period or the prior year. 
 
(21) Inventories 
 
Inventories 
EUR million                            30 Sep 2017 30 Sep 2016 
Airline spares and operating equipment 32.1        24.9 
Real estate for sale                   33.4        39.0 
Consumables used in hotels             17.2        16.1 
Other inventories                      27.5        25.2 
Total                                  110.2       105.2 
 
In financial year 2017, inventories of EUR 541.1 m (previous year EUR 552.8 m) were recognised as an expense. 
 
(22) Cash and cash equivalents 
 
Cash and cash equivalents 
EUR million              30 Sep 2017 30 Sep 2016 
Bank deposits            2,486.1     2,037.6 
Cash in hand and cheques 30.0        35.3 
Total                    2,516.1     2,072.9 
 
At 30 September 2017, cash and cash equivalents of EUR 261.0 m were subject to restrictions (previous year EUR 128.6 
m). 
 
On 30 September 2016, TUI AG entered into an agreement to close the gap between the obligations and the fund assets of 
defined benefit pension plans in the UK in the long run. At the balance sheet date an amount of EUR 142.9 m is 
deposited as security on a bank account. Until their disposal in financial year 2017, the shares in Hapag-Lloyd AG held 
by TUI AG were assigned as collateral. TUI Group can only use that cash and cash equivalents if it presents alternative 
collateral. 
 
Further, an amount of EUR 116.5 m (previous year EUR 116.4 m) was deposited with a Belgian subsidiary without 
acknowledgement of debt by the Belgian tax authorities in financial year 2013 respect of long-standing litigation over 
VAT refunds for the years 2001 to 2011. The purpose was to suspend the accrual of interest for both parties. In order 
to collateralise a potential repayment, the Belgian government was granted a bank guarantee. Due to the bank guarantee, 
TUI's ability to dispose of the cash and cash equivalents has been restricted. The other restrictions relate to cash 
and cash equivalents to be deposited due to legal or regulatory requirements. 
 
(23) Assets held for sale 
 
Assets held for sale 
EUR million                             30 Sep 2017 30 Sep 2016 
Property and hotel facilities           5.0         - 
Aircraft and engines                    4.6         - 
Discontinued Operation Specialist Group -           928.9 
Other assets                            -           0.9 
Total                                   9.6         929.8 
 
In the prior year, the Specialist Group segment was reclassified to assets held for sale as a discontinued operation. 
The sale took place on 15 June 2017. For further information, reference is made to the section 'Discontinued 
operations'. 
 
(24) Subscribed capital 
 
The fully paid subscribed capital of TUI AG consists of no-par value shares, each representing an identical share in 
the capital stock. The proportionate share in the capital stock per no-par value share is around EUR 2.56. As the 
capital stock consists of registered shares, the owners are listed by name in the share register. 
 
The subscribed capital of TUI AG has been registered in the commercial registers of the district courts of 
Berlin-­Charlottenburg and Hanover. In the financial year, it rose by a total of 348,713 employee shares. It thus 
comprised 587,386,900 shares (previous year 587,038,187 shares) as at the end of the financial year. It rose by EUR 0.9 
m to EUR 1,501.6 m. 
 
As at 30 September 2017, no TUI AG shares were held by the Employee Benefit Trust of TUI Travel Limited (previous year 
2,664,194), as these were entirely sold during the financial year. 
 
The Annual General Meeting on 14 February 2017 authorised the Executive Board of TUI AG to acquire own shares of up to 
5 % of the capital stock. The authorisation will expire on 13 August 2018. The authorisation to acquire own shares has 
not been used to date. 
 
Conditional capital 
 
The Annual General Meeting on 9 February 2016 had created conditional capital of EUR 150.0 m and authorised the Company 
to issue bonds. The conditional capital authorisation to acquire bonds with conversion or option rights and profit 
participation (with or without a fixed maturity) is limited to a nominal amount of EUR 2.0 bn and expires on 8 February 
2021. 
 
Overall, TUI AG had total conditional capital of EUR 150.0 m as at 30 September 2017, unchanged to the prior financial 
year end. 
 
Authorised capital 
 

The Annual General Meeting on 13 February 2013 resolved to create additional authorised capital of EUR 10.0 m for the 
issue of employee shares. The Executive Board of TUI AG has been authorised to use this authorised capital in one or 
several transactions to issue employee shares against cash contribution by 12 February 2018. 348,713 new employee 
shares were issued in the completed financial year so that authorised capital totals around EUR 7.4 m at balance sheet 
date. 
 
The General Meeting on 28 October 2014 resolved to create authorised capital to issue new shares against non-cash 
contribution of EUR 18.0 m in order to be able to service TUI Travel PLC share awards granted by TUI Travel PLC to its 
employees with new shares in TUI AG. The authorisation for this authorised capital has not been used to date and will 
be revoked ahead of its expiry date as no outstanding share awards remain. 
 
The Annual General Meeting on 9 February 2016 resolved an authorisation to issue new registered shares against cash 
contribution for up to a maximum of EUR 150.0 m. This authorisation will expire on 8 February 2021. 
 
The Annual General Meeting on 9 February 2016 also resolved to create authorised capital for the issue of new shares 
against cash or non-cash contribution of up to EUR 570.0 m. The issue of new shares against non-cash contribution is 
limited to a maximum of EUR 300.0 m. The authorisation for this authorised capital will expire on 8 February 2021. 
 
On the balance sheet date, the accumulated authorised capital that had not yet been taken up amounted to EUR 745.4 m 
(previous year EUR 746.3 m). 
 
(25) Capital reserves 
 
The capital reserves comprise transfers of premiums. They also comprise amounts entitling the holders to acquire shares 
in TUI AG in respect of bonds issued with conversion options and warrants. Premiums from the issue of shares due to the 
exercise of conversion options and warrants are also transferred to the capital reserve. 
 
Capital reserves rose by EUR 2.8 m (previous year EUR 4.5 m) due to the issue of employee shares in the completed 
financial year. 
 
(26) Revenue reserves 
 
In financial year 2017, TUI AG paid a dividend of EUR 0.63 per no-par value share to its shareholders; the total amount 
paid was EUR 368.2 m (previous year EUR 327.0 m). The share of non-controlling interests declined by EUR 87.2 m in 
financial year 2017 due to the issue of dividends (previous year EUR 13.6 m). The year-on-year variation is essentially 
based on the payment of dividends to non-Group shareholders of RIUSA II S.A. of EUR 87.0 m. 
 
The ongoing measurement of existing equity-settled stock option plans resulted in a decrease in equity of EUR 1.0 m in 
the reporting period. Disclosures on these long-term incentive programmes are outlined in the note on 'Share-based 
payments in accordance with IFRS 2' in Note 37. 
 
Further, the Employee Benefit Trust of TUI Travel Ltd acquired shares in TUI AG in the first half of 2017 in order to 
use them for its stock option plans. The shares held by the Employee Benefit Trust were fully sold in the second half 
of the year. As the amounts paid and received were offset against revenue reserves as an acquisition or sale of own 
shares, equity rose by a total of EUR 10.1 m. 
 
In the previous year, non-controlling interests were acquired for a consideration of EUR 6.5 m. The carrying amount of 
these interests was EUR 0.4 m. This is essentially attributable to the acquisition of non-controlling interests in 
Atraveo GmbH, Düsseldorf. 
 
Foreign exchange differences comprise differences from the translation of the financial statements of foreign 
subsidiaries as well as differences from the translation of goodwill denominated in foreign currencies. They also 
comprise reclassification amounts totalling EUR- 71.1 m to be recognised through profit or loss from the sale of 
Specialist Group in the completed financial year. 
 
Movements of EUR - 31.8 m in financial instruments available for sale carried outside profit and loss comprise the 
increase in value from a rise in Hapag-Lloyd's share price and the subsequent full sale of these shares in financial 
year 2017. More detailed information on the development of fair values is presented in the section 'Financial assets 
available for sale' in Note 17. 
 
The proportion of gains and losses from hedges used as effective hedges of future cash flows is carried directly in 
equity at EUR 263.6 m (pre-tax). A reversal of this provision through profit and loss takes place in the same period in 
which the hedged item has an effect on profit and loss or is no longer assessed as probable. The significant decrease 
in financial year 2017 is primarily attributable to changes in exchange rates and fuel prices. 
 
The revaluation of pension obligations (in particular actuarial gains and losses) is also carried directly in equity. 
 
The revaluation reserve formed in accordance with IAS 27 (old version) in the framework of step acquisitions of 
companies is retained until the date of deconsolidation of the company concerned. The sale of the Specialist Group 
resulted in a reclassification of an amount of EUR 1.8 m to other revenue reserves. 
 
(27) Use of Group profit available for distribution 
 
In accordance with the German Stock Corporation Act, the Annual General Meeting decides the use of the profit available 
for distribution carried in TUI AG's commercial-law annual financial statements. TUI AG's profit for the year amounts 
to EUR 741.7 m (previous year EUR 139.9 m). Taking account of profit carried forward of EUR 454.1 m (previous year EUR 
682.4 m), TUI AG's profit available for distribution totals EUR 1,195.8 m (previous year EUR 822.3 m). A proposal will 
be submitted to the Annual General Meeting to use the profit available for distribution for the financial year to pay a 
dividend of EUR 0.65 per no-par value share and carry the amount of EUR 814.0 m remaining after deduction of the 
dividend total of EUR 381.8 m forward on account. The final dividend total will depend on the number of 
dividend-bearing no-par value shares at the date on which the resolution regarding the use of Group profit available 
for distribution is adopted by the Annual General Meeting. 
 
(28) Non-controlling interest 
 
Non-controlling interests mainly relate to RIUSA II S.A. based in Palma de Mallorca, Spain. TUI's capital share in this 
hotel operator stands at 50.0 %, as in the prior year. 
 
The financial year of RIUSA II S.A. ends on 31 December and thus deviates from TUI Group's financial year. This 
reporting date was fixed when the company was founded. In order to include the RIUSA II Group in TUI Group's 
consolidated financial statements as at 30 September, the RIUSA II Group prepares sub-group financial statements as at 
30 September, the balance sheet date. 
 
RIUSA II Group, allocated to the Hotels & Resorts segment, operates owned and leased hotels and hotels operated under 
management contracts in tourism destinations of TUI Group. Due to the contractual agreements between the shareholders 
and the framework agreements with TUIGroup as well as the considerable importance of tour operation for the economic 
success of RIUSA II Group, TUI Group is able to exercise a controlling influence on decisions about the most relevant 
activities and consequently the amount of returns. TUI Group is subject to variable returns from RIUSA II Group, in 
particular due to dividend payments and fluctuations in the value of the stake itself. RIUSA II Group is therefore 
fully consolidated although TUI Group only holds a 50 % equity stake. 
 
The table below provides summarised financial information on RIUSA II S.A., Palma de Mallorca, Spain - the subsidiary 
for which material non-controlling interests exist. It presents the consolidated financial statements of the sub-group. 
 
Summarised financial information on RIUSA II S.A., Palma de 
Mallorca, Spain* 
EUR million                          30 Sep 2017 / 30 Sep 2016 / 
                                     2017          2016 
Current assets                       272.7         336.3 
Non-current assets                   1,400.8       1,296.5 
Current liabiities                   110.1         113.9 
Non-current liabilities              29.3          22.1 
 
Revenues                             852.5         796.1 
Profit / loss                        231.0         221.4 
Other comprehensive income           - 19.8        - 42.4 
 
Cash inflow / outflow from operating 251.7         292.4 
activities 
Cash inflow / outflow from investing - 147.5       - 166.8 
activities 
Cash inflow / outflow from financing - 181.7       - 85.6 
activities 
 
Accumulated non-controlling interest 591.2         572.6 
Profit / loss attributable to        115.5         110.7 
non-controlling interest 
Dividends attributable to            87.0          11.0 
non-controlling interest 
 
* Consolidated Subgroup 
 
(29) Pension provisions and similar obligations 
 
A number of defined contribution and defined benefit pension plans are operated for Group employees. Pension 
obligations vary, reflecting the different legal, fiscal and economic conditions in each country of operation, and 
usually depend on employees' length of service and pay levels. 
 
All defined contribution plans are funded by the payment of contributions to external insurance companies or funds. 
German employees enjoy benefits from a statutory defined contribution plan paying pensions as a function of employees' 
income and the contributions paid in. Several additional industry pension organisations exist for TUI Group companies. 
Once the contributions to the state-run pension plans and private pension insurance organisations have been paid, the 
Company has no further payment obligations. One major private pension fund is Aegon Levensverzekering N.V., operating 
the defined contribution pension plans for the main Dutch subsidiaries of TUI Group. Contributions paid are expensed 
for the respective period. In the reporting period, the expenses for all defined contribution plans totalled EUR 85.4 m 

(previous year EUR 81.9 m). 
 
Apart from these defined contribution pension plans, the TUI Group operates defined benefit plans, which usually entail 
the formation of provisions within the Company or investments in funds outside the Company. 
 
Within this group, MER-Pensionskasse VVaG, a private pension fund in which German companies of the tourism industry are 
organised, represents a multi-employer plan classified as a defined benefit plan. In accordance with the statues of the 
plan, the plan participants and the employers pay salary-based contributions into the plan. There are no further 
obligations pursuant to the statutes of the plan; an additional funding obligation of the participating companies is 
explicitly excluded. The paid-in contributions are invested in accordance with the policies of the pension plan unless 
they are used in the short term to deliver benefits. As the investments are pooled and are not kept separately for each 
participating employer, an allocation of plan assets to individual participating employers is not possible. The 
investment risk and the mortality risk are jointly shared by all plan participants. Moreover, the pension fund does not 
provide any information to participating companies that would allow the allocation of any over- or underfunding or 
TUI's participation in the plan. For this reason, accounting for the plan in accordance with the requirements of IAS 19 
is not possible, and the plan is therefore classed as a defined contribution plan. In the reporting period, 
contributions to MER-Pensionskasse VvaG totalled EUR 5.9 m (previous year EUR 5.9 m). For the next financial year, 
contributions are expected to remain at that level. 
 
TUI Group's major pension plans recognised as defined benefit plans exist in Germany and the UK. By far the largest 
pension plans are operated by the Group's tour operators in the UK. They accounted for 72.6 % (previous year 73.5 %) of 
TUI Group's total obligations at the balance sheet date. German plans account for a further 22.5 % (previous year 22.5 
%). 
 
In the UK, the following major pension plans linking pension payments to final salary and length of service are 
operated. The final remuneration to be taken into account is capped. 
 
Material defined benefit 
plans in Great Britain 
Scheme name   Status 
BAL Scheme    closed 
TUI UK Scheme closed 
TAPS Scheme   closed 
 
Almost all defined benefit plans in the UK are funded externally. Under UK law, the employer is obliged to ensure 
sufficient funding so that plan assets cover the pension payments to be made and the administrative costs of the funds. 
The pension funds are managed by independent trustees. The trustees comprise independent members but also beneficiaries 
of the plan and employer representatives. The trustees are responsible for the investment of fund assets, taking 
account of the interests of plan members, but they also negotiate the level of the contributions to the fund to be paid 
by the employers, which constitute minimum contributions to the funds. To that end, actuarial valuations are made every 
three years by actuaries commissioned by the trustees. The annual contributions to be paid to the funds in order to 
cover any shortfalls were last defined in September 2016. On top of a fixed annual contribution, a certain percentage 
of the pensionable remuneration of plan members has to be paid into the plan. 
 
By contrast, defined benefit plans in Germany are unfunded. The company assumes the obligation for payments of company 
pensions when the beneficiaries reach the legal retirement age. The amount of the pension paid usually depends on the 
remuneration received by the staff members at the retirement date. Pension obligations usually include surviving 
dependants' benefits and invalidity benefits. 
 
Material defined benefit plans in Germany 
Scheme name                                Status 
Versorgungsordnung TUI AG                  open 
Versorgungsordnung Hapag-Lloyd             open 
Fluggesellschaft GmbH 
Versorgungsordnung TUI Deutschland GmbH    closed 
Versorgungsordnung TUI Beteiligungs GmbH   closed 
Versorgungsordnung Preussag Immobilien     closed 
GmbH 
 
In the reporting period, defined benefit pension obligations created total expenses of EUR 90.0 m. 
 
Pension costs for defined benefit obligations 
EUR million                    2017             2016 
Current service cost for       76.3             57.1 
employee service in the period 
Curtailment gains              1.8              - 
Net interest on the net        15.7             27.6 
defined benefit liability 
Past service cost              - 0.2            - 1.7 
Total                          90.0             83.0 
 
Provisions for pension obligations are established for benefits payable in the form of retirement, invalidity and 
surviving dependants' benefits. Provisions are exclusively formed for defined benefit schemes under which the Company 
guarantees employees a specific pension level, including arrangements for early retirement and temporary assistance 
benefits. 
 
Defined benefit obligation recognised on the balance sheet 
EUR million                              30 Sep 2017 30 Sep 2016 
                                         Total       Total 
Present value of funded obligations      2,892.3     3,249.9 
Fair value of external plan assets       2,631.3     2,740.0 
Deficit of funded plans                  261.0       509.9 
Present value of unfunded pension        809.4       904.8 
obligations 
Defined benefit obligation recognised on 1,070.4     1,414.7 
the balance sheet 
of which 
Overfunded plans in Other assets         57.0        36.2 
Provisions for pensions and similar      1,127.4     1,450.9 
obligations 
of which current                         32.7        40.6 
of which non-current                     1,094.7     1,410.3 
 
For funded pension plans, the provision carried only covers the shortfall in coverage between plan assets and the 
present value of benefit obligations. 
 
Where plan assets exceed funded pension obligations, taking account of a difference due to past service cost, and where 
at the same time there is an entitlement to reimbursement or reduction of future contributions to the fund, the excess 
is recognised in conformity with the cap defined by IAS 19. As at 30 September 2017, other assets include excesses of 
EUR 57.0 m (previous year EUR 36.2 m). 
 
Development of defined benefit obligations 
EUR million            Present      Fair value of    Total 
                       value        plan assets 
                       of 
                       obligation 
Balance as at 1 Oct    4,154.7      - 2,740.0        1,414.7 
2016 
Current service cost   76.3         -                76.3 
Past service cost      - 0.2        -                - 0.2 
Curtailments and       - 6.3        4.5              - 1.8 
settlements 
Interest expense (+) / 79.0         - 63.3           15.7 
interest income (-) 
Pensions paid          - 152.6      118.9            - 33.7 
Contributions paid by  -            - 107.6          - 107.6 
employer 
Contributions paid by  1.4          - 1.4            - 
employees 
Remeasurements         - 405.2      124.5            - 280.7 
due to changes in      - 289.2      -                - 289.2 
financial assumptions 
due to changes in      - 1.0        -                - 1.0 
demographic 
assumptions 
due to experience      - 115.0      -                - 115.0 
adjustments 
due to return on plan  -            124.5            124.5 
assets not included in 
group profit for the 
year 
Exchange differences   - 78.3       62.2             - 16.1 
Other changes          32.9         - 29.1           3.8 
Balance as at 30 Sep   3,701.7      - 2,631.3        1,070.4 
2017 
 
Development of defined benefit obligations 
EUR million            Present      Fair value of    Total 
                       value        plan assets 
                       of 
                       obligation 
Balance as at 1 Oct    3,498.6      - 2,366.9        1,131.7 
2015 
Current service cost   57.1         -                57.1 
Past service cost      - 1.7        -                - 1.7 
Curtailments and       -            -                - 
settlements 
Interest expense (+) / 110.2        - 82.6           27.6 
interest income (-) 
Pensions paid          - 163.6      128.3            - 35.3 
Contributions paid by  -            - 300.2          - 300.2 
employer 
Contributions paid by  1.7          - 1.7            - 
employees 
Remeasurements         1,076.8      - 483.5          593.3 
due to changes in      1,083.3      -                1,083.3 
financial assumptions 
due to changes in      - 1.1        -                - 1.1 
demographic 
assumptions 
due to experience      - 5.4        -                - 5.5 
adjustments 
due to return on plan  -            - 483.5          - 483.4 
assets not included in 
group profit for the 
year 
Exchange differences   - 420.8      363.8            - 57.0 
Other changes          - 3.6        2.8              - 0.8 
Balance as at 30 Sep   4,154.7      - 2,740.0        1,414.7 
2016 
 
In the reporting period, the present value of the pension obligations decreased by EUR 453.0 m to EUR 3,701.7 m, mainly 
due to the increase in interest rates in the Eurozone and the UK. 
 
The Group's fund assets decreased by EUR 108.7 m in the same period and is split into asset categories as shown in the 
table below. 
 
Composition of fund assets at the balance sheet date 
            30 Sep 2017                   30 Sep 2016 
            Quoted market price           Quoted market price 
            in an active market           in an active market 
EUR million yes                 no        yes         no 
Fair value  1,981.3             650.0     1,734.6     1,005.4 
of fund 
assets at 
end of 
period 
of which    346.8               -         727.5       - 
equities 
of which    41.9                -         104.9       - 
government 
bonds 
of which    216.4               -         301.8       - 
corporate 
bonds 
of which    707.3               -         489.2       - 
liability 
driven 

investments 
of absolute 517.4               -         -           - 
return 
bonds 
of which    108.9               14.9      100.7       7.5 
property 
of which    -                   143.1     -           83.3 
growth 
funds 
of which    -                   119.7     -           137.2 
insurance 
policies 
of which    -                   136.0     -           65.6 
insurance 
linked 
securities 
of which    -                   180.7     -           - 
loans 
of which    -                   30.0      -           585.2 
cash 
of which    42.6                25.6      10.5        126.6 
other 
 
At the balance sheet date, as in the prior year, fund assets did not comprise any direct investments in financial 
instruments issued by TUI AG or its consolidated subsidiaries or any property owned by the Group. For funded plans, 
investments in passive index tracker funds may entail a proportionate investment in Group-owned financial instruments. 
 
Pension obligations are measured on the basis of actuarial calculations based on country-specific parameters and 
assumptions. The obligations under defined benefit plans are calculated on the basis of the internationally accepted 
projected unit credit method, taking account of expected future increases in salaries and pensions. 
 
Actuarial assumptions 
             30 Sep 2017 
Percentage   Germany           Great Britain          Other 
p.a.                                                  countries 
Discount     1.8               2.6                    1.3 
rate 
Projected    2.5               2.8                    1.3 
future 
salary 
increases 
Projected    1.8               3.4                    1.2 
future 
pension 
increases 
 
             30 Sep 2016 
Percentage   Germany           Great Britain          Other 
p.a.                                                  countries 
Discount     1.0               2.3                    1.4 
rate 
Projected    2.5               2.7                    1.4 
future 
salary 
increases 
Projected    1.8               3.6                    1.3 
future 
pension 
increases 
 
The interest rate applicable in discounting the provision for pensions is based on an index for corporate bonds 
adjusted for securities already downgraded and under observation by rating agencies as well as subordinate bonds in 
order to meet the criterion for high quality bonds (rated AAor higher) required under IAS 19. In order to cover a 
correspondingly broad market, an index partly based on shorter-term bonds is used (e. g. iBoxx EUR Corporates AA 7-10 
for the Eurozone). The resulting yield structure is extrapolated on the basis of the yield curves for almost risk-free 
bonds, taking account of an appropriate risk mark-up reflecting the term of the obligation. 
 
Apart from the parameters described above, a further key assumption relates to life expectancy. In Germany, the Heubeck 
reference tables 2005 G are used to determine life expectancy, as in the prior year. In the UK, the S1NxA base tables 
are used, adjusted to future expected increases on the basis of the Continuous Mortality Investigation (CMI) 2015. The 
pension in payment escalation formulae depend primarily on the pension plan concerned. Apart from fixed rates of 
increase, there are also a number of inflation-linked pension adjustment mechanisms in different countries. 
 
Changes in the key actuarial assumptions mentioned above would lead to the changes in defined benefit obligations 
presented below. The methodology used to determine sensitivity corresponds to the method used to calculate the defined 
benefit obligation. The assumptions were amended in isolation each time; actual interdependencies between the 
assumptions were not taken into account. The effect of the increase in life expectancy by one year is calculated by 
means of a reduction in mortality due to the use of the Heubeck tables 2005 G for pension plans in Germany. In the UK, 
an extra year is added to the life expectancy determined on the basis of the mortality tables. 
 
Sensitivity of the defined benefit obligation due to 
changed actuarial assumptions 
           30 Sep 2017                   30 Sep 2016 
EUR        + 50               - 50 Basis + 50 Basis  - 50 Basis 
million    Basis              points     points      points 
           points 
Discount   - 320.8            + 368.2    - 415.5     + 484.7 
rate 
Salary     + 26.9             - 25.6     + 32.2      - 30.7 
increase 
Pension    + 106.9            - 109.6    + 144.8     - 137.3 
increase 
           + 1 year                      + 1 year 
Life       + 142.3            -          + 172.9     - 
expectancy 
 
The weighted average duration of the defined benefit obligations totalled 19.5 years (previous year 21.7 years) for the 
overall Group. In the UK, the weighted duration was 20.7 years (previous year 23.5 years), while it stood at 16.0 years 
(previous year 16.6 years) in Germany. 
 
Fund assets are determined on the basis of the fair values of the funds invested as at 30 September 2017. The interest 
rate used to determine the interest income from the assets of external funds is identical with the discount rate used 
for the defined benefit obligation. 
 
For the forthcoming financial year, the companies of TUI Group are expected to contribute around EUR 183.1 m (previous 
year EUR 109.6 m) to pension funds and pay pensions worth EUR 32.7 m (previous year EUR 40.6 m) for unfunded plans. The 
year-on-year increase is primarily driven by a one-off payment of GBP 50.0 m agreed with the trustees to reduce the 
existing coverage shortfall. For funded plans, payments to the recipients are fully made from fund assets so that TUI 
Group does not record a cash outflow as a result. 
 
TUI Group's defined benefit plans entail various risks; some of which may have a substantial effect on the Company. 
 
Investment risk 
 
The investment risk plays a major role, in particular for the large funded plans in the UK. Although shares usually 
outperform bonds in terms of producing higher returns, they also entail stronger volatility of balance sheet items and 
the risk of short-term shortfalls in coverage. In order to limit this risk, the trustees have built a balanced 
investment portfolio to limit the concentration of risks. 
 
Interest rate risk 
 
The interest rate influences in particular unfunded schemes in Germany as a decline in interest rates leads to an 
increase in the defined benefit obligations. Accordingly, an increase in the interest rate leads to a reduction in the 
defined benefit obligations. Funded plans are less strongly affected by this development as the performance of the 
interest-bearing assets included in plan assets regularly dampens the effects. 
 
Inflation risk 
 
An increase in the inflation rate normally increases the obligation in pension schemes linked to the final salary of 
beneficiaries as inflation causes an increase in the projected salary increases. At the same time, inflation-based 
pension increases included in the plan also rise. The inflation risk is reduced through the use of caps and collars. 
Moreover, the large pension funds in the UK hold inflation-linked assets, which also partly reduce the risk from a 
significant rise in inflation. 
 
Longevity risk 
 
An increasing life expectancy increases the expected benefit duration of the pension obligation. This risk is countered 
by using regularly updated mortality data in calculating the present values of the obligation. 
 
Currency risk 
 
For the TUI Group, the pension schemes entail a currency risk as most pension schemes are operated in the UK and 
therefore denominated in sterling. The risk is limited as the currency effects on the obligation and the assets partly 
offset each other. The currency risk only relates to the excess of pension obligations over plan assets. 
 
(30) Other provisions 
 
Development of provisions in the financial year 2017 
EUR million   Balance Changes Usage  Reversal Additions Balance 
              as at   with no                           as at 30 
              30 Sep  effect                            Sep 2017 
              2016    on 
                      profit 
                      and 
                      loss* 
Maintenance   613.6   - 6.8   83.9   27.2     119.7     615.4 
provisions 
Risks from    31.0    1.8     3.8    3.3      17.9      43.6 
onerous 
contracts 
Restructuring 24.0    - 0.6   14.6   11.2     30.2      27.8 
provisions 
Provisions    35.6    -       10.3   -        15.5      40.8 
for other 
personnel 
costs 
Provisions    32.5    - 2.2   0.5    0.1      5.5       35.2 
for other 
taxes 
Provisions    41.7    -       1.6    3.9      7.7       43.9 
for 
environmental 
protection 
Provisions    79.3    11.0    19.1   15.7     25.5      81.0 
for 
Litigation 
Miscellaneous 320.1   4.5     118.1  38.0     95.1      263.6 
provisions 
Other         1,177.8 7.7     251.9  99.4     317.1     1,151.3 
provisions 
 
* Reclassifications, transfers, exchange differences and changes in the group of consolidated companies. 
 
Provisions for external maintenance primarily relate to contractual maintenance, overhaul and repair requirements for 
aircraft, engines and other specific components arising from aircraft operating lease contracts. Measurement of these 
provisions is based on the expected cost of the next maintenance event, estimated on the basis of current prices, 
expected price increases and manufacturers' data sheets. In line with the terms of the individual contracts and the 
aircraft model concerned, additions are recognised on a prorated basis in relation to flight hours, the number of 
flights or the length of the complete maintenance cycle. 
 
Provisions for onerous contracts principally relate to unfavourable lease contracts. The increase in financial year 
2017 is mainly driven by aircraft leases. 
 
Restructuring provisions comprise severance payments to employees and payments for the early termination of lease 
agreements. They primarily relate to restructuring projects in France and the UK for which detailed, formal 

restructuring plans have been drawn up and communicated to the parties concerned. The restructuring provisions included 
at the balance sheet date of EUR 27.8 m (previous year EUR 24.0 m) largely relate to benefits for employees in 
connection with the termination of employment contracts. 
 
Provisions for personnel costs comprise provisions for jubilee benefits and provisions for cash-settled share-based 
payment schemes in accordance with IFRS 2. Information on these long-term incentive programmes is presented under Note 
37 in the section 'Share-based payments in accordance with IFRS 2'. 
 
Provisions for environmental protection measures primarily relate to statutory obligations to remediate sites 
contaminated with legacy waste from former mining and metallurgical activities. 
 
Provisions for litigation are established in relation to existing lawsuits. Taken individually, none of the lawsuits 
has a significant influence on TUI Group's economic position. 
 
Changes in other provisions outside profit and loss primarily relate to changes in the group of consolidated companies, 
foreign exchange differences and reclassifications within other provisions. 
 
Where the difference between the present value and the settlement value of a provision is material for the measurement 
of a non-current provision as at the balance sheet date, the provision is recognised at its present value in accordance 
with IAS 37. The discount rate to be applied should take account the specific risks of the provision and of future 
price increases. This criterion applies to some items contained in TUI Group's other provisions. Additions to other 
provisions comprise an interest portion of EUR 3.7 m (previous year EUR 6.7 m), recognised as an interest expense. 
 
Terms to maturity of other provisions 
                 30 Sep 2017             30 Sep 2016 
EUR million      Remaining     Total     Remaining     Total 
                 term more               term more 
                 than 1 year             than 1 year 
Maintenance      523.5         615.4     534.8         613.6 
provisions 
Risks from       13.4          43.6      18.2          31.0 
onerous 
contracts 
Restructuring    0.2           27.8      -             24.0 
provisions 
Provisions for   23.7          40.8      24.3          35.6 
other personnel 
costs 
Provisions for   28.6          35.2      24.3          32.5 
other taxes 
Provisions for   39.4          43.9      37.6          41.7 
environmental 
protection 
Provisions for   55.8          81.0      51.1          79.3 
litigation 
Miscellaneous    116.8         263.6     112.7         320.1 
provisions 
Other provisions 801.4         1,151.3   803.0         1,177.8 
 
(31) Financial liabilities 
 
Financial liabilities 
            30 Sep 2017              30 Sep 2016 
            Remaining term           Remaining term 
EUR million up to 1- 5  more   Total up to  1- 5   more   Total 
            1     years than 5       1 year years  than 5 
            year        years                      years 
Bonds       -     295.8 -      295.8 306.5  -      -      306.5 
Liabilities 46.2  180.4 154.7  381.3 47.0   169.4  194.4  410.8 
to banks 
Liabilities 96.2  405.3 725.0  1,226 92.2   349.0  790.5  1,231 
from                           .5                         .7 
finance 
leases 
Other       29.5  -     -      29.5  92.0   0.1    -      92.1 
financial 
liabilities 
Total       171.9 881.5 879.7  1,933 537.7  518.5  984.9  2,041 
                               .1                         .1 
 
Non-current financial liabilities increased year-on-year by EUR 257.8 m to EUR 1,761.2 m as at the balance sheet date. 
This decline was mainly driven by the issuance of a bond with a carrying amount of EUR 295.8 m in October 2016. 
 
Current financial liabilities declined by EUR 365.8 m to EUR 171.9 m year-on-year as at 30 September 2017. The decrease 
is primarily attributable to the redemption of a bond issued in September 2014 with a carrying amount of EUR 306.5 m. 
 
Fair values and carrying amounts of the bonds issued 30 Sep 2017 
      30 Sep 2017                                               30 Sep 2016 
EUR   Issuer   Nominal   Nominal   Interest   Stock    Carrying Stock Carrying 
milli          value     ­value    rate       market   amount   ­mark amount 
on             initial   ­outsta   % p. a.    value             et 
                         nding                                  ­valu 
                                                                e 
2014  TUI AG   -         -         4.500      -        -        308.3 306.5 
/ 19 
bond 
2016  TUI AG   300.0     300.0     2.125      314.0    295.8    -     - 
/ 21 
bond 
Total                                         314.0    295.8    308.3 306.5 
 
The fixed-interest bond with a nominal value of EUR 300.0 m issued in October 2016 has a coupon of 2.125 % p. a. The 
bond will mature on 26 October 2021. It can be redeemed ahead of its maturity date any time at its value as at the 
redemption date. In addition, a 100 % redemption option exists as per 26 July 2021. 
 
(32) Other liabilities 
 
Other liabilities 
         30 Sep 2017                  30 Sep 2016 
         Remaining term               Remaining term 
EUR      up to 1  1- 5 years Total    up to 1  1- 5     Total 
million  year                         year     years 
Other    238.7    22.8       261.5    237.8    17.1     254.9 
liabilit 
ies 
relating 
to 
employee 
s 
Other    49.4     -          49.4     45.7     -        45.7 
liabilit 
ies 
relating 
to 
social 
security 
Other    26.6     -          26.6     27.8     -        27.8 
liabilit 
ies 
relating 
to other 
taxes 
Other    239.4    44.0       283.4    221.7    69.9     291.6 
miscella 
neous 
liabilit 
ies 
Deferred 43.9     83.4       127.3    38.1     73.1     111.2 
income 
Other    598.0    150.2      748.2    571.1    160.1    731.2 
liabilit 
ies 
 
(33) Liabilities related to assets held for sale 
 
In the prior year, the liabilities of the discontinued operation Specialist Group were presented in this line. For more 
detailed information, reference is made to the section 'Discontinued operations'. 
 
(34) Contingent liabilities 
 
As at 30 September 2017, contingent liabilities amounted to EUR 156.1 m (previous year EUR 326.1 m). Contingent 
liabilities are reported at an amount representing the best estimate of the potential expenditure that would be 
required to meet the potential obligation as at the balance sheet date. Contingent liabilities decreased by EUR 170.0 m 
year-on-year. This primarily resulted from the repayment by Hapag-Lloyd AG of a bank loan guaranteed by TUI. Contingent 
liabilities as at 30 September 2017 are mainly attributable to the granting of guarantees for the benefit of cruise and 
hotel activities. 
 
(35) Litigation 
 
TUI AG and its subsidiaries are involved in several pending or foreseeable court or arbitration proceedings, which do 
not have a significant impact on their economic position as at 30 September 2017 or future periods. This also applies 
to actions claiming warranty, repayment or any other compensation in connection with the divestment of subsidiaries and 
business units over the past few years. As in previous years, the Group recognised adequate provisions, partly covered 
by expected insurance benefits, to cover all financial charges from court or arbitration proceedings. 
 
(36) Other financial commitments 
 
Financial commitments from operating lease and rental contracts 
               30 Sep 2017                   30 Sep 2016 
               Remaining term                Remaining term 
EUR million    up to 1- 5  5- 10 more  Total up to 1- 5  5- 10 more  Total 
               1     years years than        1     years years than 
               year              10          year              10 
                                 years                         years 
Aircraft       365.2 866.2 229.7 -     1,461 391.7 1,125 368.9 -     1,886 
                                       .1          .7                .3 
Hotel          237.9 413.6 66.9  10.0  728.4 242.3 411.9 67.7  10.0  731.9 
complexes 
Travel         62.8  117.3 28.7  8.3   217.1 67.9  124.8 30.4  6.0   229.1 
agencies 
Administrative 37.2  102.1 54.2  40.3  233.8 43.4  108.7 64.7  54.4  271.2 
­buildings 
Ships, Yachts  27.1  2.1   -     -     29.2  99.6  104.7 0.3   -     204.6 
and 
­Motorboats 
Other          20.3  27.4  8.7   51.4  107.8 22.5  26.1  8.9   56.8  114.3 
Total          750.5 1,528 388.2 110.0 2,777 867.4 1,901 540.9 127.2 3,437 
                     .7                .4          .9                .4 
 
The commitments from lease, rental and charter agreements exclusively relate to leases that do not transfer all risks 
and rewards of ownership of the assets to the TUI Group companies in accordance with IFRS rules (operating leases). The 
average basic lease term is around 9 years. 
 
The decrease in liabilities as against 30 September 2016 results above all from lower lease obligations for aircraft. 
Higher lease obligations due to the commissioning of new aircraft were more than offset by the lease payments made in 
the financial year. The lease obligations for ships, yachts and motor boats are down year-on-year as the obligations 
were significantly reduced due to the sale of Travelopia. A further decline was driven by foreign exchange effects for 
liabilities denominated in foreign currencies. 
 
Order commitments in respect of capital expenditure and 
other financial commitments 
       30 Sep 2017                  30 Sep 2016 
       Remaining term               Remaining term 
EUR    up to 1 1- 5  more    Total  up to  1- 5   more   Total 
millio year    years than 5         1 year years  than 5 
n                    years                        years 
Order  733.0   2,769 662.1   4,164. 657.1  2,929. 1,199. 4,786.7 
commit         .4            5             7      9 
ments 
in 
respec 
t of 
­capit 
al 
expend 
iture 
Other  49.6    46.3  -       95.9   68.1   45.9   -      114.0 
financ 
ial 
commit 
ments 

Total  782.6   2,815 662.1   4,260. 725.2  2,975. 1,199. 4,900.7 
               .7            4             6      9 
 
As at 30 September 2017, order commitments in respect of capital expenditure relating almost exclusively to Tourism 
declined by EUR 622.2 m year-on-year. This was due to various factors including the delivery of Marella Discovery and 
an aircraft. Further declines resulted from additional down payments for aircraft and aircraft equipment as well as 
foreign exchange effects for liabilities denominated in non-functional currencies, which were partly offset by new 
order commitments for aircraft. 
 
(37) Share-based payments in accordance with IFRS 2 
 
As at 30 September 2017, all existing awards except oneShare are recognized as cash-settled share-based payment 
schemes. 
 
The following share-based payment schemes are in effect within TUI Group as at 30 September 2017. 
 
Multi-Annual bonus payment (MEV) 
 
The long-term incentive programme for Board members is based on phantom shares. In each financial year, a new period of 
performance measurements commences, spanning the current plus the following three financial years. As a result, each 
performance measurement period has a general term of four years. All Board members have their individual target amount 
defined in their service contract. This is translated at the beginning of each performance measurement period into 
phantom shares based on the average price of TUI AG shares ('preliminary number of phantom shares'). The average share 
price is calculated based on the share prices during the 20 days prior to the beginning of any financial year. The 
entitlement under the long-term incentive programme arises upon completion of the four-year performance period. 
 
Upon the completion of the four-year performance period, the preliminary number of phantom shares is multiplied by the 
degree of target achievement. This degree is determined by the rank achieved by TUI AG when comparing the total 
shareholder return (TSR) of companies listed in the 'Dow Jones Stoxx 600 Travel & Leisure' index. The rank is 
subsequently translated into a percentage, which is the degree of target achievement. If the degree of target 
achievement is less than 25 %, no preliminary phantom shares are remunerated. If the degree of target achievement 
exceeds 25 %, it is multiplied by the number of preliminary phantom shares granted, subject to a cap of 175 %. At the 
end of the four-year performance period, the number of phantom shares determined in this way is multiplied by the 
average price (20 trading days) of TUI AG shares, and the resulting amount is paid out in cash. The maximum amount 
payable under the long-term incentive programme has been capped for each individual. 
 
If the conditions mentioned above are met, upon expiry of the performance period, the awards are automatically 
exercised. If the conditions are not met, the awards are forfeited. The service period will be restricted to the end of 
the employment period if plan participants leave the Company, as long as employment is not terminated due to a 
significant reason within the sphere of responsibility of the participant or by the participant without cause. 
 
Performance Share Plan (PSP) 
 
The PSP details the share-based payments for entitled Group executives who are not part of the Board. The scheme 
conditions are harmonized with the Multi-Annual bonus plan of the Board members with the notable exception of a three 
year performance period instead of four years. Target amounts and grant frequency are subject to individual contractual 
agreements. 
 
Since MEV and PSP follow common scheme principles, the following development of awarded phantom shares under the 
programs are shown on a aggregated basis. 
 
Development of phantom shares awarded 
                          Number of shares Present value 
                                           EUR million 
Balance as at 30 Sep 2015 730,841          12.0 
Phantom shares awarded    254,023          3.8 
Phantom shares exercised  - 322,613        - 4.0 
Phantom shares forfeited  -                - 
Measurement results       -                - 3.6 
Balance as at 30 Sep 2016 662,251          8.2 
Phantom shares awarded    931,575          11.7 
Phantom shares exercised  - 219,368        - 3.2 
Phantom shares forfeited  - 117,604        - 1.5 
Measurement results       -                3.1 
Balance as at 30 Sep 2017 1,256,854        18.3 
 
Employee share program 'oneShare' 
 
Eligible employees can acquire TUI AG shares under preferential conditions when participating in the oneShare program. 
The preferential conditions include a discount on 'investment' shares bought during a twelve month investment period 
plus one 'matching' share per three held investment shares, after a lock up period of two years. Investment shares are 
created via capital increase, while matching shares are bought on the open market. Eligible employees decide once a 
year about their participation in oneShare. In the financal year 2017, two oneShare tranches commenced, the first with 
a short investment period of four months, the second with a regularised twelve month period. Going forward, one tranche 
will be commenced per annum. 
 
Since investment and matching shares are equity instruments of TUI AG, oneShare is accounted for as an equity-settled 
share-based payment scheme in line with IFRS 2. Once all eligible employees have decided upon or against their yearly 
particpiation, the fair value of the equity instrument granted is calculated one time on the basis of the proportional 
shares price at grant date taking into consideration the discounted estimated dividends. 
 
The development of acquired investment and estimated matching shares, as well as the parameters used for the 
calculation of the fair value are as follows: 
 
Overview oneShare tranches 
                    Tranche 1 (2017 / Tranche 2 (2017 / Total 
                    3)                7) 
Investment period   1 Apr 2017 -      1 Aug 2017 -      - 
                    31 Jul 2017       31 Jul 2018 
Matching date       30 Sep 2019       30 Sep 2020       - 
Acquired investment 349,941           53,097            403,038 
shares 
Forfeited           1,228             -                 1,228 
investment shares 
Initially estimated 116,647           17,699            134,346 
matching shares 
Forfeited matching  409               -                 409 
shares 
Share price at      12.99             13.27             - 
grant datein EUR 
Fair value:         2.60              2.02              - 
Discount per 
investment sharein 
EUR 
recognised          -                 0.63              - 
estimated 
dividendin EUR 
Fair value:         11.65             11.15             - 
matching sharein 
EUR 
recognised          1.34              2.11              - 
discounted 
estimated 
dividendin EUR 
 
Closed share-based payment schemes 
 
The following share-based payment schemes are closed, no new awards are granted. Awards made in the past remain valid 
and will vest according to the respective plan conditions. 
 
TUI AG Stock option plan 
 
The stock option plan for entitled Group executives below Board level was closed during financial year 2016. The last 
tranche was granted in February 2016 and will vest in February 2018. 
 
Bonuses were granted to Group executives entitled to receive a bonus; the bonuses were translated into phantom shares 
in TUI AG on the basis of an average share price. The phantom shares were calculated on the basis of Group earnings 
before interest, taxes and amortisation of goodwill (EBITA). The translation into phantom shares was based on the 
average share price of the TUI share on the 20 trading days following the Supervisory Board meeting at which the annual 
financial statements were approved. The number of phantom shares granted in a financial year was, therefore, only 
determined in the subsequent year. Following a lock-up period of two years, the individual beneficiaries are free to 
exercise their right to cash payment from this bonus within three years. Following significant corporate news, the 
entitlements have to be exercised within defined timeframes. The lock-up period is not applicable if a beneficiary 
leaves the Company; in that case, the entitlements have to be exercised in the next time window. The level of the cash 
payment depends on the average share price of the TUI share over a period of 20 trading days after the exercise date. 
There are no absolute or relative return or share price targets. A cap has been agreed for exceptional, unforeseen 
developments. Since the strike price is EUR 0.00 and the incentive programme does not entail a vesting period, the fair 
value corresponds to the intrinsic value and hence the market price at the balance sheet date. Accordingly, the fair 
value of the obligation is determined by multiplying the number of phantom shares with the share price at the 
respective reporting date. 
 
From the stock option plan which closed during the financial year 2016, as at 30 September 2017 153,760 share options 
are outstanding, thereof 61,008 share options (valued at EUR 0.9 m) have vested. Since the plan is closed, no new 
grants were made, 298,040 options were exercised (total value of EUR 3.9 m) and no options were forfeited. 
 
share-based payment schemes of former TUI Travel PLC 
 
The three principal schemes below were all closed to new participants during the financial year 2016. The last two 
tranches will vest in December 2017 and December 2018 with cash settlement. 
 
The share option awards of these remuneration schemes will only vest if the average annual return on invested capital 
(ROIC) is at least equal to the average weighted average cost of capital (WACC) over a period of three years. If this 
condition is fulfilled, the number of vesting awards is determined as a function of the fulfilment of the following 
performance conditions. 
 
Performance share plan (PSP) 
 
Up to 50 % of these awards granted will vest based on growth in the Group's reported earnings per share (EPS) relative 

to the UK Retail Price Index. Up to 25 % of the awards will vest based on the Group's total shareholder return (TSR) 
performance relative to an average of the TSRperformance of an index of other capital market-orientated travel and 
tourism companies. Likewise, up to 25 % of the awards vest if the Group's average return on invested capital (ROIC) 
meets predefined targets. 
 
Deferred annual bonus scheme (DABS) 
 
The awards granted under this scheme vest upon completion of a three-year period at the earliest. Up to 50 % of the 
granted awards will vest based on growth in earnings per share (EPS) relative to the UK Retail Price Index (RPI). 25 % 
of the awards will vest based on total shareholder return (TSR) performance relative to the TSR performance of other 
capital market-oriented travel and tourism companies. Likewise, up to 25 % of the awards will vest if the average 
return on invested capital (ROIC) meets certain targets. 
 
Deferred annual bonus long-term incentive scheme (DABLIS) 
 
The Deferred Annual Bonus Long-Term Incentive Scheme (DABLIS), for executive staff (except for the Executive Board) 
requires a 25 % conversion of any annual variable compensation into share options. Some eligible staff have been 
awarded further (matching) share option awards as additional bonuses. Matching share options are limited to four times 
the converted amount. The earliest point for the share options to be eligible for release is at the end of a three-year 
period. Up to 50 % of the awards will vest based on achievement of certain EBITA targets. Up to 25 % of awards will 
vest based on the earnings per share (EPS) performance relative to the UK Retail Price Index and up to 25 % based on 
the total shareholder return (TSR) performance in relation to the TSR performance of other capital market-oriented 
travel and tourism companies. 
 
The development of awards granted under DABS, DABLIS and the closed PSP of the former TUI Travel PLC schemes is as 
follows: 
 
Development of phantom shares options awarded 
                               Number           Present value 
                               of shares        EUR million 
Balance as at 30 Sep 2015      1,604,386        26.7 
Phantom share options awarded  829,786          13.5 
Phantom share options          402,039          6.5 
exercised 
Phantom share options          292,200          4.8 
forfeited 
Measurement results            -                - 6.7 
Balance as at 30 Sep 2016      1,739,933        22.2 
Phantom share options awarded  -                - 
Phantom share options          171,351          2.2 
exercised 
Phantom share options          210,912          2.7 
forfeited 
Measurement results            -                2.2 
Balance as at 30 Sep 2017      1,357,670        19.5 
 
All other outstanding equity-settled awards of subsidiaries were compensated during the financial year 2017. 
 
Development of share options granted 
                                    Number of shares 
Balance as at 30 Sep 2015           5,026,498 
Granted during the financial year   - 
Exercised during the financial year 3,208,179 
Forfeited during the financial year 677,243 
Balance as at 30 Sep 2016           1,141,076 
Granted during the financial year   - 
Exercised during the financial year 924,247 
Forfeited during the financial year 216,829 
Balance as at 30 Sep 2017           - 
 
The weighted average TUI AG share price was EUR 12.32 at exercise date (previous year EUR 14.76). 
 
Accounting for share-based payment schemes 
 
As at 30 September 2017, all existing awards except oneShare are recognized as cash-settled share-based payment schemes 
and are granted with an exercise price of EUR 0.00. The personnel expense is recognized upon actual delivery of service 
according to IFRS 2 and is, therefore, spread over a period of time. According to IFRS 2, all contractually granted 
entitlements have to be accounted for, irrespective of whether and when they are actually awarded. Accordingly, phantom 
shares granted in the past are charged on a pro rata basis upon actual delivery of service. 
 
In the financial year 2017, personnel expenses due to cash-settled share-based payment schemes of EUR 11.1 m (previous 
year EUR 14.1 m) were recognised through profit and loss. 
 
As at 30 September 2017 provisions relating to entitlements under these long-term incentive programmes totaled EUR 32.9 
m and further EUR 1.6 m were included as liabilities (previous year provisions of EUR 25.9 m and EUR 1.9 m 
liabilities). 
 
In financial year 2017, personnel expenses due to equity-settled share-based payment schemes of EUR 1.9 m (previous 
year EUR 6.2 m) were recognised through profit and loss. 
 
(38) Financial instruments 
 
Risks and risk management 
 
Risk management principles 
 
Due to the nature of its business operations, the TUI Group is exposed to various financial risks, including market 
risks (consisting of currency risks, interest rate risks and market price risks), credit risks and liquidity risks. 
 
In accordance with the Group's financial goals, financial risks have to be mitigated. In order to achieve this, 
policies and procedures have been developed to manage risk associated with financial transactions undertaken. 
 
The rules, responsibilities and processes as well as limits for transactions and risk positions have been defined in 
policies. The trading, processing and control have been segregated in functional and organisational terms. Compliance 
with the policies and limits is continually monitored. All hedges by the TUI Group are consistently based on recognised 
or forecasted underlying transactions. Standard software is used for assessing, monitoring, reporting, documenting and 
reviewing the effectiveness of the hedging relationships for the hedges entered into. In this context, the fair values 
of all derivative financial instruments determined on the basis of the Group's own systems are regularly compared with 
the fair value confirmations from the external counterparties. The processes, the methods applied and the organisation 
of risk management are reviewed for compliance with the relevant regulations on at least an annual basis by the 
internal audit department and external auditors. 
 
Within the TUI Group, financial risks primarily arise from cash flows in foreign currencies, fuel requirements (jet 
fuel and bunker oil) and financing via the money and capital markets. In order to limit the risks from changes in 
exchange rates, market prices and interest rates for underlying transactions, the TUI Group uses over-the-counter 
derivative financial instruments. These are primarily fixed-price transactions. In addition, the TUI Group also uses 
options and structured products. Use of derivative financial instruments is confined to internally fixed limits and 
other policies. The transactions are concluded on an arm's length basis with counterparties operating in the financial 
sector, whose counterparty risk is regularly monitored. Foreign exchange translation risks from the consolidation of 
Group companies not preparing their accounts in euros are not hedged. 
 
Market risk 
 
Market risks result in fluctuations in earnings, equity and cash flows. In order to limit or eliminate these risks, the 
TUI Group has developed various hedging strategies, including the use of derivative financial instruments. 
 
IFRS 7 requires the presentation of a sensitivity analysis showing the effects of hypothetical changes in relevant 
market risk variables on profit or loss and equity. The effects for the period are determined by relating the 
hypothetical changes in risk variables to the portfolio of primary and derivative financial instruments as at the 
balance sheet date. It is assured that the portfolio of financial instruments as at the balance sheet date is 
representative for the entire financial year. 
 
The analyses of the TUI Group's risk reduction activities outlined below and the amounts determined using sensitivity 
analyses represent hypothetical and thus uncertain risks. Due to unforeseeable developments in the global financial 
markets, actual results may deviate substantially from the disclosures provided. The risk analysis methods used must 
not be considered a projection of future events or losses, since the TUI Group is also exposed to risks of a 
non-financial or non-quantifiable nature. These risks primarily include sovereign, business and legal risks not covered 
by the following presentation of risks. 
 
Currency risk 
 
The business operations of the TUI Group's companies generate payments or receipts denominated in foreign currencies, 
which are not always matched by payments or receipts with equivalent terms in the same currency. Using potential 
netting effects (netting of payments made and received in the same currency with identical or similar terms), the TUI 
Group enters into appropriate hedges with external counterparties in order to protect its profit margin from exchange 
rate-related fluctuations. 
 
Within the TUI Group, risks from exchange rate fluctuations are hedged, with the largest hedging volumes relating to US 
dollars, euros and pound sterling. The Eurozone limits the currency risk from transactions in the key tourist 
destinations to Group companies whose functional currency is not the euro. The tourism business operations are mainly 
affected by changes in the value of the US dollar and the euro, the latter predominantly affecting the TUI tour 
operators in the UK and the Nordic countries. In tourism operations, payments in US dollars primarily relate to the 
procurement of services in non-European destinations, purchases of jet and ship fuel and aircraft and cruise ship 
purchases or charter. 
 
The tourism companies use financial derivatives to hedge their planned foreign exchange requirements. They aim to cover 
80 % to 100 % of the planned currency requirements at the beginning of the tourism season. In this regard, account is 
taken of the different risk profiles of the TUIGroup companies. The hedged currency volumes are adjusted in line with 

changes in planned requirements based on reporting by business units. 
 
Currency risks within the meaning of IFRS 7 arise from primary and derivative monetary financial instruments issued in 
a currency other than the functional currency of a company. Exchange rate-related differences from the translation of 
financial statements into the Group's presentation currency are not taken into account. Taking account of the different 
functional currencies within the TUI Group, the sensitivity analyses of the currencies identified as relevant risk 
variables are presented below. A 10 % strengthening or weakening of the respective functional currencies, primarily 
euro and pound sterling, against the other currencies would cause the following effects on the revaluation reserve and 
earnings after income tax: 
 
Sensitivity analysis - currency risk 
EUR million      30 Sep 2017                30 Sep 2016 
Variable:        + 10 %            - 10 %   + 10 %     - 10 % 
Foreign exchange 
rate 
Exchange rates 
of key 
currencies 
EUR / US dollar 
Revaluation      - 108.3           + 109.4  - 123.4    + 124.0 
reserve 
Earnings after   - 2.3             + 0.9    - 6.5      + 6.7 
income taxes 
Pound sterling / 
EUR 
Revaluation      + 197.4           - 190.9  + 176.0    - 176.0 
reserve 
Earnings after   - 8.9             - 2.2    - 8.4      + 3.5 
income taxes 
Pound sterling / 
US dollar 
Revaluation      - 138.9           + 133.4  - 114.3    + 114.3 
reserve 
Earnings after   + 18.8            - 13.3   + 10.0     - 10.0 
income taxes 
EUR / Swedish 
krona 
Revaluation      + 31.7            - 31.7   - 0.7      + 0.7 
reserve 
Earnings after   -                 -        -          - 
income taxes 
 
Interest rate risk 
 
The TUI Group is exposed to interest rate risks from floating-rate primary and derivative financial instruments. Where 
interest-driven cash flows of floating-rate primary financial instruments are converted into fixed cash flows using 
derivative hedges, they are not exposed to an interest rate risk. No interest rate risk exists for fixed-interest 
financial instruments carried at amortised cost. 
 
Changes in market interest rates mainly impact floating-rate primary financial instruments and derivative financial 
instruments entered into in order to reduce interest-induced cashflow fluctuations. 
 
The table below presents the equity and earnings effects of an assumed increase or decrease in the market interest rate 
of 50 base points as at the balance sheet date. 
 
Sensitivity analysis - interest rate risk 
EUR million      30 Sep 2017                30 Sep 2016 
Variable:        + 50              - 50     + 50 basis - 50 
Interest rate    basis             basis    points     basis 
level for        points            points              points 
floating 
interest-bearing 
debt 
Revaluation      + 2.9             - 2.9    -          - 
reserve 
Earnings after   + 2.4             - 2.4    + 2.6      - 2.6 
income taxes 
 
Fuel price risk 
 
Due to the nature of its business operations, the TUI Group is exposed to market price risks from the purchase of fuel, 
both for the aircraft fleet and the cruise ships. 
 
The tourism companies use financial derivatives to hedge their exposure to market price risks for the planned 
consumption of fuel. At the beginning of the touristic season the target hedging ratio is at least 80 %. The different 
risk profiles of the Group companies operating in different source markets are taken into account, including the 
possibility of levying fuel surcharges. The hedging volumes are adjusted for changes in planned consumption as 
identified by the Group companies. 
 
If the commodity prices, which underlie the fuel price hedges, increase or decrease by 10 % on the balance sheet date, 
the impact on equity and on earnings after income taxes would be as shown in the table below. 
 
Sensitivity analysis - fuel price risk 
EUR million      30 Sep 2017                30 Sep 2016 
Variable: Fuel   + 10 %            - 10 %   + 10 %     - 10 % 
prices for 
aircraft and 
ships 
Revaluation      + 84.1            - 83.9   + 81.2     - 80.8 
reserve 
Earnings after   - 0.2             + 0.2    - 0.3      - 
income taxes 
 
Other price risks 
 
Apart from the financial risks that may result from changes in exchange rates, commodity prices and interest rates, the 
TUI Group is not exposed to significant price risks at the balance sheet date. 
 
Credit risk 
 
The credit risk in non-derivative financial instruments results from the risk of counterparties defaulting on their 
contractual payment obligations. 
 
Maximum credit risk exposure corresponds to the total of the recognised carrying amounts of the financial assets 
(including derivative financial instruments with positive market values). It also relates to the granting of financial 
guarantees for the discharge of liabilities. Details concerning the guarantees at the balance sheet date are presented 
in Note 22. Where legally enforceable, financial assets and liabilities are netted. Credit risks are reviewed closely 
on conclusion of the contract and continually monitored thereafter in order to swiftly respond to potential impairment 
in a counterparty's solvency. Responsibility for handling the credit risk is held by the Group company holding the 
receivable. 
 
Since the TUI Group operates in many different business areas and regions, significant credit risk concentrations of 
receivables from and loans to specific debtors or groups of debtors are not to be expected. A significant concentration 
of credit risks related to specific countries is not to be expected either. As in the previous year, at the balance 
sheet date, there is no material collateral held, or other credit enhancements that reduce the maximum credit risk. 
Collateral held in the prior period relates exclusively to financial assets of the category Trade receivable and other 
assets. The collateral mainly comprises collateral for financial receivables granted and maturing in more than one year 
and / or with a volume of more than EUR 1 m. Rights in rem, directly enforceable guarantees, bank guarantees and 
comfort letters are used as collateral. 
 
Identifiable credit risks of individual receivables are subject to provisions for bad debts. In addition, portfolios 
are impaired based on observed values. An analysis of the aging structure of the category Trade receivables and other 
assets is presented in Note 18. 
 
Credit management also covers the TUI Group's derivative financial instruments. The maximum credit risk for derivative 
financial instruments entered into is limited to the total of all positive market values of these instruments since in 
the event of counterparty default asset losses would only be incurred up to that amount. Since derivative financial 
instruments are concluded with different debtors, credit risk exposure is reduced. The specific credit risks of 
individual counterparties are taken into account in determining the fair values of derivative financial instruments. In 
addition, the counterparty risk is continually monitored and controlled using internal bank limits. 
 
Liquidity risk 
 
Liquidity risks arise from the TUI Group being unable to meet its short term financial obligations and the resulting 
increases in funding costs. TUI has established an internal liquidity management system to secure TUI Group's liquidity 
at all times and consistently comply with contractual payment obligations. To that end, TUI Group's liquidity 
management system uses the opportunities of physical and virtual cash pooling for more efficient liquidity pooling. It 
also uses credit lines to compensate the seasonal fluctuations in liquidity resulting from the tourism business. The 
core credit facility is a syndicated revolving credit facility with banks with a volume of EUR 1,535 m as a cash line. 
 
As in the previous year, no material assets were deposited as collateral for liabilities. Moreover, the Group companies 
participating in the cash pool are jointly and severally liable for financial liabilities from cash pooling agreements. 
 
The tables provided below list the contractually agreed (undiscounted) cash flows of all primary financial liabilities 
and derivative financial instruments as at the balance sheet date. Planned payments for future new liabilities were not 
taken into account. Where financial liabilities have a floating interest rate, the forward interest rates fixed at the 
balance sheet date were used to determine future interest payments. Financial liabilities cancellable at any time are 
allocated to the earliest maturity band. 
 
Cash flow of financial instruments - financial liabilities (30 Sep 2017) 
            Cash outflow until 30 Sep 
            up to 1 year         1 - 2 years        2 - 5 years        more than 5 years 
EUR million repayment   interest repayment interest repayment interest repayment interest 
Financial 
liabilities 
Bonds       -           - 6.4    -         - 6.4    - 300.0   - 19.3   -         - 
Liabilities - 46.2      - 11.6   - 42.2    - 10.3   - 138.2   - 22.6   - 154.7   - 10.4 
to banks 
Liabilities - 96.2      - 32.0   - 100.2   - 32.5   - 305.1   - 75.3   - 725.0   - 54.4 
from 
finance 
leases 
Other       - 29.5      - 0.1    -         -        -         -        -         - 
financial 
liabilities 
Trade       - 2,653.3   -        -         -        -         -        -         - 
payables 
Other       - 185.5     - 28.6   - 20.7    -        - 22.2    -        -         - 
liabilities 
 
Cash flow of financial instruments - financial liabilities (30 Sep 2016) 
            Cash outflow until 30 Sep 
            up to 1 year         1 - 2 years        2 - 5 years        more than 5 years 
EUR million repayment   interest repayment interest repayment interest repayment interest 
Financial 
liabilities 
Bonds       -           - 13.5   -         - 13.5   - 300.0   - 20.3   -         - 
Liabilities - 47.0      - 12.0   - 47.6    - 12.4   - 121.8   - 32.2   - 194.4   - 31.6 
to banks 
Liabilities - 92.2      - 33.5   - 91.2    - 31.6   - 257.8   - 81.8   - 790.5   - 71.5 
from 
finance 

leases 
Other       - 92.0      - 0.1    - 0.1     -        -         -        -         - 
financial 
liabilities 
Trade       - 2,476.9   -        -         -        -         -        -         - 
payables 
Other       - 175.7     - 19.8   - 8.4     -        -         -        -         - 
liabilities 
 
Cash flow of derivative financial instruments (30 Sep 2017) 
               Cash in- / outflow until 30 Sep 
EUR million    up to 1 year 1 - 2 years 2 - 5 years more than 5 
                                                    years 
Derivative 
financial 
instruments 
Hedging        + 6,449.2    + 1,621.7   + 196.3     - 
transactions - 
inflows 
Hedging        - 6,487.6    - 1,602.5   - 198.8     - 0.7 
transactions - 
outflows 
Other          + 1,108.9    + 127.0     + 12.2      - 
derivative 
financial 
instruments - 
inflows 
Other          - 1,108.2    - 123.2     - 12.2      - 
derivative 
financial 
instruments - 
outflows 
 
Cash flow of derivative financial instruments (30 Sep 2016) 
               Cash in- / outflow until 30 Sep 
EUR million    up to 1 year 1 - 2 years 2 - 5 years more than 5 
                                                    years 
Derivative 
financial 
instruments 
Hedging        + 7,362.3    + 1,587.1   + 345.3     - 
transactions - 
inflows 
Hedging        - 7,062.0    - 1,531.3   - 316.0     - 
transactions - 
outflows 
Other          + 1,688.0    + 44.4      + 0.7       - 
derivative 
financial 
instruments - 
inflows 
Other          - 1,714.5    - 43.0      - 0.8       - 
derivative 
financial 
instruments - 
outflows 
 
Derivative financial instruments and hedges 
 
Strategy and goals 
 
In accordance with the TUI Group's policy, derivatives are allowed to be used if they are based on underlying 
recognised assets or liabilities, firm commitments or forecasted transactions. Hedge accounting based on the rules of 
IAS 39 is applied to forecasted transactions. In the completed financial year, hedges consisted of cash flow hedges. 
 
Derivative financial instruments in the form of fixed-price transactions and options as well as structured products are 
used to limit currency, interest rate and fuel risks. 
 
Cash Flow Hedges 
 
As at 30 September 2017, hedges existed to manage cash flows in foreign currencies with maturities of up to four years 
(previous year up to five years). The fuel price hedges had terms of up to four years (previous year up to four years). 
Hedges to protect variable interest payment obligations have terms of up to fourteen years (previous year none). 
 
In accounting for cash flow hedges, the effective portion of the cumulative change in market value is carried in the 
revaluation reserve outside profit and loss until the hedged item occurs. It is carried in the income statement through 
profit and loss when the hedged item is executed. In the completed financial year, income of EUR 371.8 m (previous year 
income of EUR 40.4 m) for currency hedges and derivative financial instruments used as price hedges were carried in the 
cost of sales. As in the previous year, there was no result from interest hedges. Expenses of EUR 4.5 m (previous year 
income of EUR 1.6 m) was carried for the ineffective portion of the cash flow hedges. 
 
Nominal amounts of derivative financial instruments used 
           30 Sep 2017                30 Sep 2016 
           Remaining term             Remaining term 
EUR        up to 1  more     Total    up to 1  more     Total 
million    year     than 1            year     than 1 
                    year                       year 
Interest 
rate 
hedges 
Caps       150.0    115.6    265.6    -        150.0    150.0 
Swaps      -        255.4    255.4    -        25.2     25.2 
Currency 
hedges 
Forwards   7,010.8  1,854.6  8,865.4  8,924.1  2,006.3  10,930.4 
Options    -        -        -        -        -        - 
Structured 113.5    -        113.5    63.0     10.9     73.9 
instrument 
s 
Commodity 
hedges 
Swaps      754.3    407.9    1,162.2  779.9    476.6    1,256.5 
Options    19.9     -        19.9     20.7     -        20.7 
 
The nominal amounts correspond to the total of all purchase or sale amounts or the contract values of the transactions. 
 
Fair values of derivative financial instruments 
 
The fair values of derivative financial instruments generally correspond to the market value. The market price 
determined for all derivative financial instruments is the price that would be received to sell an asset or paid to 
transfer a liability in an orderly transaction between market participants at the measurement date. A description of 
the determination of the fair values of derivative financial instruments is provided with the classification of 
financial instruments measured at fair value. 
 
Positive and negative fair values of derivative financial 
instruments shown as receivables or liabilities 
         30 Sep 2017                     30 Sep 2016 
EUR      Receivables         Liabilities Receivables Liabilities 
million 
Cash 
flow 
hedges 
for 
currency 168.6               217.4       480.7       104.0 
risks 
other    91.2                11.1        59.0        115.0 
market 
price 
risks 
interest -                   0.7         -           - 
rate 
risks 
Hedging  259.8               229.2       539.7       219.0 
Other    35.5                38.4        131.7       58.1 
derivati 
ve 
financia 
l 
instrume 
nts 
Total    295.3               267.6       671.4       277.1 
 
Financial instruments which are entered into in order to hedge a risk position according to operational criteria but do 
not meet the criteria of IAS 39 to qualify for hedge accounting are shown as other derivative financial instruments. 
They include foreign currency transactions entered into in order to hedge against foreign exchange-exposure to changes 
in the value of balance sheet items and foreign exchange fluctuations from future expenses in Tourism. 
 
Financial instruments - Additional disclosures 
 
Carrying amounts and fair values 
 
Where financial instruments are listed in an active market, e. g. shares held and bonds issued, the fair value or 
market value is the respective quotation in this market at the balance sheet date. For over-the-counter bonds, 
liabilities to banks, promissory notes and other non-current financial liabilities, the fair value is determined as the 
present value of future cash flows, taking account of yield curves and the respective credit spread, which depends on 
the credit rating. 
 
Due to the short remaining terms of cash and cash equivalents, current trade receivables and other assets, current 
trade payables and other payables, the carrying amounts are taken as realistic estimates of the fair value. 
 
The fair values of non-current trade receivables and other assets correspond to the present values of the cash flows 
associated with the assets, taking account of current interest parameters which reflect market- and 
counter­party-related changes in terms and expectations. There are no financial investments held to maturity. 
 
Carrying amounts and fair values according to classes 
and measurement categories as at 30 Sep 2017 
                     Category under IAS 
                     39 
EUR million Carrying At    At   Fair  Fair Values Carrying Fair 
            amount   amort cost value valu ­accor amount   value 
                     ised       with  e    ding   of       of 
                     cost       no    thro to IAS ­financi finan 
                                effec ugh  17     al       cial 
                                t on  prof (­leas ­instrum ­inst 
                                profi it   es)    ents     rumen 
                                t and and                  ts 
                                loss  loss 
Assets 
Available   69.5     -     43.5 26.0  -    -      69.5     69.5 
for sale 
financial 
assets 
Trade       1,006.3  745.1 -    -     -    -      745.1    745.1 
receivables 
and other 
­assets 
Derivative 
financial 
instruments 
Hedging     259.8    -     -    259.8 -    -      259.8    259.8 
Other       35.5     -     -    -     35.5 -      35.5     35.5 
derivative 
financial 
­instrument 
s 
Cash and    2,516.1  2,516 -    -     -    -      2,516.1  2,516 
cash                 .1                                    .1 
equivalents 
Liabilities 
Financial   1,933.1  706.6 -    -     -    1,226. 706.6    714.0 
liabilities                                5 
Trade       2,653.3  2,652 -    -     -    -      2,652.4  2,652 
payables             .4                                    .4 
Derivative 
financial 
instruments 
Hedging     229.2    -     -    229.2 -    -      229.2    229.2 
Other       38.4     -     -    -     38.4 -      38.4     38.4 
derivative 
financial 
­instrument 
s 
Other       748.2    95.2  -    -     -    -      95.2     95.2 
liabilities 
 
Carrying amounts and fair values according to classes and 
measurement categories as at 30 Sep 2016 
                     Category under IAS 
                     39 
EUR million Carrying At    At   Fair  Fair  Values Carrying Fair 
            amount   amort cost value value ­accor amount   value 
                     ised       with  throu ding   of       of 
                     cost       no    gh    to IAS ­financi finan 
                                effec profi 17     al       cial 
                                t on  t and (­leas ­instrum ­inst 
                                profi loss  es)    ents     rumen 
                                t and                       ts 
                                loss 
Assets 
Available   316.2    -     44.4 271.8 -     -      316.2    316.2 
for sale 
financial 
assets 
Trade       911.2    689.7 -    -     -     -      689.7    689.7 
receivables 
and other 
assets 
Derivative 
financial 
instruments 
Hedging     539.7    -     -    539.7 -     -      539.7    539.7 
Other       131.7    -     -    -     131.7 -      131.7    131.7 
derivative 
financial 
­instrument 
s 
Cash and    2,072.9  2,072 -    -     -     -      2,072.9  2,072 

cash                 .9                                     .9 
equivalents 
Liabilities 
Financial   2,041.1  809.4 -    -     -     1,231. 809.4    818.0 
liabilities                                 8 
Trade       2,476.9  2,476 -    -     -     -      2,476.4  2,476 
payables             .4                                     .4 
Derivative 
financial 
instruments 
Hedging     219.0    -     -    219.0 -     -      219.0    219.0 
Other       58.1     -     -    -     58.1  -      58.1     58.1 
derivative 
financial 
­instrument 
s 
Other       731.2    134.2 -    -     -     -      134.2    134.2 
liabilities 
 
The financial investments classified as financial assets available for sale include an amount of EUR 43.5 m (previous 
year EUR 44.4 m) for stakes in partnerships and corporations for which an active market does not exist. The fair value 
of these non-listed stakes is not determined using a measurement model since the future cash flows cannot be reliably 
determined. The stakes are carried at acquisition cost. In the reporting period and in the previous year, there were no 
major disposals of stakes in partnerships and corporations measured at acquisition cost. The TUI Group does not intend 
to sell or derecognise the stakes in these partnerships and corporations in the near future. 
 
Aggregation according to measurement categories under IAS 
39 as at 30 Sep 2017 
                            Fair value 
EUR       At       At cost  with no  through  Carrying  Fair 
million   amortise          effect   profit   amount    value 
          d cost            on       and loss Total 
                            profit 
                            and loss 
Loans and 3,261.2  -        -        -        3,261.2   3,261.2 
receivabl 
es 
Financial 
assets 
available -        43.5     26.0     -        69.5      69.5 
for sale 
held for  -        -        -        35.5     35.5      35.5 
trading 
Financial 
liabiliti 
es 
at        3,454.2  -        -        -        3,454.2   3,461.6 
amortised 
cost 
held for  -        -        -        38.4     38.4      38.4 
trading 
 
Aggregation according to measurement categories under IAS 
39 as at 30 Sep 2016 
                           Fair value 
EUR       At       At cost with no  through   Carrying  Fair 
million   amortise         effect   profit    amount    value 
          d cost           on       and loss  Total 
                           profit 
                           and loss 
Loans and 2,762.6  -       -        -         2,762.6   2,762.6 
receivabl 
es 
Financial 
assets 
available -        44.4    271.8    -         316.2     316.2 
for sale 
held for  -        -       -        131.7     131.7     131.7 
trading 
Financial 
liabiliti 
es 
at        3,420.0  -       -        -         3,420.0   3,428.6 
amortised 
cost 
held for  -        -       -        58.1      58.1      58.1 
trading 
 
Fair value measurement 
 
The table below presents the fair values of recurring, non-recurring and other financial instruments measured at fair 
value in line with the underlying measurement level. The individual measurement levels have been defined as follows in 
line with the inputs: 
 
· Level 1: (unadjusted) quoted prices in active markets for identical assets or liabilities. 
 
· Level 2: inputs for the measurement other than quoted market prices included within Level 1 that are observable in 
the market for the asset or liability, either directly (as quoted prices) or indirectly (derivable from quoted 
prices). 
 
· Level 3: inputs for the measurement of the asset or liability not based on observable market data. 
 
Classification of fair value measurement of financial 
instruments as of 30 Sep 2017 
                                  Fair value hierarchy 
EUR million              Total    Level 1    Level 2   Level 3 
Assets 
Available for sale       26.0     -          20.1      5.9 
financial assets 
Derivative financial 
instruments 
Hedging transactions     259.8    -          259.8     - 
Other derivative         35.5     -          35.5      - 
financial instruments 
 
Liabilities 
Derivative financial 
instruments 
Hedging transactions     229.2    -          229.2     - 
Other derivative         38.4     -          38.4      - 
financial instruments 
 
Classification of fair value measurement of financial 
instruments as of 30 September 2016 
                                  Fair value hierarchy 
EUR million              Total    Level 1    Level 2   Level 3 
Assets 
Available for sale       271.8    265.8      -         6.0 
financial assets 
Derivative financial 
instruments 
Hedging transactions     539.7    -          539.7     - 
Other derivative         131.7    -          131.7     - 
financial instruments 
 
Liabilities 
Derivative financial 
instruments 
Hedging transactions     219.0    -          219.0     - 
Other derivative         58.1     -          58.1      - 
financial instruments 
 
At the end of every reporting period, TUI Group checks whether there are any reasons for reclassification to or from 
one of the measurement levels. Financial assets and financial liabilities are generally transferred out of Level 1 into 
Level 2 if the liquidity and trading activity no longer indicate an active market. The opposite situation applies to 
potential transfers out of Level 2 into Level 1. In the reporting period, there were no transfers between Level 1 and 
Level 2. 
 
Reclassifications from Level 3 to Level 2 or Level 1 are effected if observable market price quotations become 
available for the asset or liability concerned. TUI Group records transfers to and out of Level 3 as at the date of the 
obligating event or occasion triggering the transfer. There were no transfers from or to level 3 in the reporting 
period. 
 
The stake in Hapag-Lloyd AG listed in Level 1 in the financial year 2016 was fully sold on 10 July 2017. 
 
Level 1 Financial instruments 
 
The fair value of financial instruments for which an active market exists is based on quoted prices at the reporting 
date. An active market exists if quoted prices are readily and regularly available from an exchange, dealer, broker, 
pricing service or regulatory agency and these prices represent actual and regularly occurring market transactions on 
an arm's length basis. These financial instruments are classified as Level 1. The fair values correspond to the nominal 
amounts multiplied by the quoted prices at the reporting date. Level 1 financial instruments primarily comprise shares 
in listed companies classified as available for sale and bonds issued classified as financial liabilities at amortised 
cost. 
 
Level 2 Financial instruments: 
 
The fair values of financial instruments not traded in an active market, e. g. over-the-counter (OTC) derivatives, are 
determined by means of valuation techniques. These valuation techniques make maximum use of observable market data and 
minimise the use of Group-specific assumptions. If all essential inputs for the determination of the fair value of an 
instrument are observable, the instrument is classified as Level 2. 
 
If one or several key inputs are not based on observable market data, the instrument is classified as Level 3. 
 
The following specific valuation techniques are used to measure financial instruments: 
 
· For over-the-counter bonds, liabilities to banks, promissory notes and other non-current financial liabilities, the 
fair value is determined as the present value of future cash flows, taking account of yield curves and the respective 
credit spread, which depends on the credit rating 
 
· The fair value of over-the-counter derivatives is determined by means of appropriate calculation methods, e. g. by 
discounting the expected future cash flows. The forward prices of forward transactions are based on the spot or cash 
prices, taking account of forward premiums and discounts. The calculation of the fair values of options concluded for 
currency options is based on the Black & Scholes model and the Turnbull & Wakeman model for optional fuel hedges. The 
fair values determined on the basis of the Group's own systems are periodically compared with fair value 
confirmations of the external counterparties. 
 
· Other valuation techniques, e. g. discounting future cash flows, are used to determine the fair values of other 
financial instruments. 
 
Level 3 Financial instruments: 
 
The table below presents the fair values of the financial instruments measured at fair value on a recurring basis, 
classified as Level 3: 
 
Financial assets measured at fair value in level 3 
EUR million                     Available for sale ­financial 
                                assets 
Balance as at 1 October 2015    340.7 
Disposals 
conversion                      334.9 
Total gains or losses for the   0.2 
period 
recognised througt profit or    0.2 
loss 
recogniseed in other            - 
comprehensive income 
Balance as at 30 September 2016 6.0 
 
Balance as at 1 October 2016    6.0 
Total gains or losses for the   - 0.1 
period 
recognised througt profit or    - 
loss 
recognised in other             - 0.1 
comprehensive income 
Balance as at 30 September 2017 5.9 
 
Further information on Level 3 is not presented for materiality reasons. 
 
Effects on results 
 
The effects of the measurement of financial assets available for sale outside profit and loss and the effective 
portions of changes in fair values of derivatives designated as cash flow hedges are listed in the statement of changes 
in equity. 
 
The net results of the financial instruments by measurement category according to IAS 39 are as follows: 
 
Net results of financial instruments 
          2017                            2016 
EUR       from       other        net     from   other   net 
million   ­int       net          result  ­inter net     result 
          eres       results              est    results 
          t 
Loans and -          332.8        330.1   - 6.4  263.1   256.7 
receivabl 2.7 
es 
Available -          173.3        173.3   -      - 99.2  - 99.2 
for sale 
financial 
assets 

Financial -          20.0         17.5    - 0.6  - 9.2   - 9.8 
assets    2.5 
and 
liabiliti 
es held 
for 
trading 
Financial -          - 50.5       - 72.7  - 44.2 - 25.5  - 69.7 
liabiliti 22.2 
es at 
amortised 
cost 
Total     -          475.6        448.2   - 51.2 129.2   78.0 
          27.4 
 
In addition to interest income and interest expenses, the other net result of available-for-sale financial assets 
mainly consists of the result from participations, capital gains and losses, the effects of the fair value measurement 
and value adjustments. Details on the sale of the shares in Hapag-Lloyd AG are listed under Note 17. 
 
Financial instruments measured at fair value outside profit and loss did not give rise to any commission expenses in 
financial year 2017, just as in the previous year. 
 
Netting 
 
The following financial assets and liabilities are subject to contractual netting arrangements: 
 
Offsetting - financial assets 
                                    Related amounts 
                                    not set off 
                                    in the balance 
                                    sheet 
EUR        Gross   Gross    Net     Financial   Cash    Net 
million    Amounts amounts  amounts liabilities Collate Amount 
           of      of       of                  ral 
           financi ­financi financi             receive 
           al      al       al                  d 
           ­assets ­liabili ­assets 
                   ties     present 
                   set off  ed in 
                            the 
                            ­balanc 
                            e sheet 
Financial 
assets as 
at 30 Sep 
17 
Derivative 295.3   -        295.3   87.5        -       207.8 
financial 
assets 
Cash and   6,222.3 3,706.2  2,516.1 -           -       2,516.1 
cash 
equivalent 
s 
Financial 
assets as 
at 30 Sep 
16 
Derivative 671.4   -        671.4   277.1       -       394.3 
financial 
assets 
Cash and   4,917.8 2,844.9  2,072.9 -           -       2,072.9 
cash 
equivalent 
s 
 
Offsetting - financial assets 
                                     Related amounts 
                                     not set off 
                                     in the balance 
                                     sheet 
EUR        Gross    Gross    Net     Financial Cash     Net 
million    Amounts  amounts  amounts ­assets   Collater Amount 
           of       of       of                al 
           financia ­financi financi           granted 
           l        al       al 
           ­assets  ­liabili ­liabil 
                    ties     ities 
                    set off  present 
                             ed in 
                             the 
                             balance 
                             sheet 
Financial 
liabilitie 
s as at 30 
Sep 17 
Derivative 267.6    -        267.6   87.5      -        180.1 
financial 
liabilitie 
s 
Financial  5,639.3  3,706.2  1,933.1 -         -        1,933.1 
liabilitie 
s 
Financial 
liabilitie 
s as at 30 
Sep 16 
Derivative 277.1    -        277.1   277.1     -        - 
financial 
liabilitie 
s 
Financial  4,886.0  2,844.9  2,041.1 -         -        2,041.1 
liabilitie 
s 
 
Financial assets and financial liabilities are only netted in the balance sheet if a legally enforceable right to 
netting exists and the Company intends to settle on a net basis. 
 
The contracts for financial instruments are based on standardised master agreements for financial derivatives 
(including ISDA Master Agreement, German master agreement for financial derivatives), creating a conditional right to 
netting contingent on defined future events. Under the contractual agreements all derivatives contracted with the 
corresponding counterparty with positive or negative fair values are netted in that case, resulting in a net receivable 
or payable in the amount of the balance. As this conditional right to netting is not enforceable in the course of 
ordinary business transactions, the derivative financial assets and liabilities are carried at their gross amounts in 
the balance sheet at the reporting date. 
 
Financial assets and liabilities in the framework of the cash pooling scheme are shown on a net basis if there is a 
right to netting in ordinary business transactions and the Group intends to settle on a net basis. 
 
(39) Capital risk management 
 
One of the key performance indicators in the framework of capital risk management is the IFRS-based gearing, i.e. the 
relationship between the Group's net debt and Group equity. From a risk perspective, a balanced relation between net 
debt and equity is sought. 
 
In order to exert active control over the capital structure, the TUI Group's management may change dividend payments to 
the shareholders, repay capital to the shareholders, issue new shares or issue hybrid capital. The management may also 
sell assets in order to reduce Group debt. 
 
Gearing calculation 
EUR million                      2017      2016 
Average financial debt           2,032.6   2,396.3 
Average cash and cash equivalent 1,506.3   1,425.8 
Average Group net debt           526.3     970.5 
Average Group equity             3,055.6   2,314.8 
Gearing%                         17.2      41.9 
 
Notes on the cash flow statement 
 
The cash flow statement shows the flow of cash and cash equivalents on the basis of a separate presentation of cash 
inflows and outflows from operating, investing and financing activities. The effects of changes in the group of 
consolidated companies are eliminated. The cash flows are shown for continuing operations and the discontinued 
operation. 
 
In the reporting period, cash and cash equivalents rose by EUR 112.5 m to EUR 2,516.1 m. The item Assets held for sale 
does not include any cash or cash equivalents. 
 
(40) Cash inflow from operating activities 
 
Based on the Group result after tax, the cash flow from operating activities is derived using the indirect method. In 
the completed financial year, the cash inflow from operating activities amounted to EUR 1,583.1 m (previous year EUR 
1,034.7 m). 
 
In the reporting period, the cash inflow included interest of EUR 17.7 m and dividends of EUR 121.7 m. Income tax 
payments resulted in a cash outflow of EUR 146.1 m. By contrast, tax payments of EUR 2.5 m on the gains on disposal 
from the sale of Hotelbeds Group in the prior year were carried under cash outflows from investing activities. 
 
(41) Cash outflow / inflow from investing activities 
 
In financial year 2017, the cash outflow from investing activities totalled EUR 687.7 m (previous year EUR 239.0 m 
inflow). The cash flow from investing activities includes a cash outflow for capital expenditure related to property, 
plant and equipment and intangible assets of EUR 1,049.0 m, including EUR 4.0 m for interest capitalised as borrowing 
costs. The Group also recorded a cash inflow of EUR 79.5 m from the sale of property, plant and equipment and 
intangible assets. The item also includes a cash outflow of EUR 122.6 m in connection with the acquisition of 
consolidated companies and the acquisition and capital increase of joint ventures as well as a stake in a technology 
provider for tourism. The Group recorded a cash inflow of EUR 11.7 m from the sale of joint ventures in prior years. In 
the reporting period, the sale of Travelopia Group and the redemption of financial liabilities by the acquirer resulted 
in a cash inflow after deduction of income tax payments and consultancy costs and after deduction of the cash and cash 
equivalents of the consolidated companies sold (EUR 423.6 m) of EUR 4.3 m. A part of the expenses (EUR- 23.0 m) in 
connection with the sale of Hotelbeds Group in the prior year were only payable in the current financial year. The sale 
of another three consolidated and one non-consolidated companies caused a cash inflow of EUR 5.0 m for TUI Group after 
deduction of cash and cash equivalents (EUR 0.4 m). The Group recorded a cash inflow of EUR 406.4 m from the sale of 
shares in Hapag-Lloyd AG in the reporting period. 
 
(42) Cash outflow from financing activities 
 
The cash outflow from financing activities totals EUR 733.8 m (previous year EUR 662.1 m). The amounts drawn from the 
external revolving credit facility to manage the seasonality of the Group's cash flows and liquidity in the completed 
financial year have meanwhile been fully repaid. In October 2016, TUI AG recorded a cash inflow of EUR 294.9 m from the 
issue of a bond. Other TUI Group companies took out further financial liabilities worth EUR 34.9 m. In September 2014, 
TUI AG had issued an unsecured bond maturing on 1 October 2019. This bond was cancelled as at 18 November 2016. An 
amount of EUR 306.8 m was spent to redeem this bond. A further cash outflow of EUR 206.6 m related to the redemption of 
other financial liabilities, including EUR 97.8 m for finance lease obligations. An amount of EUR 74.8 m was used for 
interest payments, while a cash outflow of EUR 368.2 m related to dividend payments to TUI AG shareholders and a 
further outflow of EUR 88.6 m related to dividend payments to minority shareholders. The Employee Benefit Trust of TUI 
Travel Ltd acquired TUI AG shares worth EUR 22.3 m to be used for stock option plans. A cash inflow of EUR 3.7 m 
related to the issue of employee shares. 
 
(43) Development of cash and cash equivalents 
 
Cash and cash equivalents comprise all liquid funds, i.e. cash in hand, bank balances and cheques. 
 
The change in cash and cash equivalents driven by changes in the group of consolidated companies shows the increase in 
the Group's cash and cash equivalents triggered by the merger of a previously non-consolidated with a consolidated 
company. 
 
Other notes 
 
(44) Services of the auditors of the consolidated financial statements 
 
TUI AG's consolidated financial statements have been audited by Deloitte GmbH Wirtschaftsprüfungsgesellschaft for the 
first time in the current year following the election of the auditors effected at the Annual General Meeting of 14 

February 2017. Dr Hendrik Nardmann is the auditor in charge. In the prior year and for the review of the interim 
financial statements as at 31 December 2016, PricewaterhouseCoopers AG Wirtschaftsprüfungsgesellschaft had been TUI 
AG's auditors. Total expenses for the services provided by the auditors of the consolidated financial statements in 
financial year 2017 are as follows: 
 
Services of the auditors of the consolidated financial 
statements 
EUR million                              2017        2016 
                                                     restated 
Audit fees for TUI AG and subsidiaries   2.9         3.0 
in Germany 
Audit fees                               2.9         3.0 
Review of interim financial statements   1.1         2.5 
Other audit related services             -           0.1 
Other certification and measurement      1.1         2.6 
services 
Consulting fees                          -           0.7 
Tax advisor services                     0.1         0.2 
Other services                           0.1         0.9 
Total                                    4.1         6.5 
 
(45) Remuneration of Executive and Supervisory Board members acc. to § 314 HGB 
 
In the completed financial year, the remuneration paid to Executive Board members totalled EUR 3,794.7 thousand 
(previous year EUR 4,720.6 thousand). 
 
Pension payments for former Executive Board members or their surviving dependants totalled EUR 13,497.1 thousand 
(previous year EUR 4,933.2 thousand) in the completed financial year. Pension obligations for former Executive Board 
members and their surviving dependants amounted to EUR 64,683.5 thousand (previous year EUR 78,976.5 thousand) at the 
balance sheet date. 
 
Disclosures of the relevant amounts for individual Board members and further details on the remuneration system are 
provided in the Remuneration Report included in the Management Report. 
 
(46) Use of exemption provision 
 
The following German subsidiaries fully included in consolidation made use of the exemption provision in accordance 
with section 264 (3) of the German Commercial Code (HGB): 
 
Use of exemption provisions 
 
Atraveo GmbH, Düsseldorf                 TUI 4 U GmbH, Bremen 
Berge & Meer Touristik GmbH, Rengsdorf   TUI aqtiv GmbH, 
                                         Hanover 
DEFAG Beteiligungsverwaltungs GmbH I,    TUI Aviation GmbH, 
Hanover                                  Hanover 
DEFAG Beteiligungsverwaltungs GmbH III,  TUI Beteiligungs GmbH, 
Hanover                                  Hanover 
FOX-TOURS Reisen GmbH, Rengsdorf         TUI Business Services 
                                         GmbH, Hanover 
Hapag-Lloyd Executive GmbH, Langenhagen  TUI Customer 
                                         Operations GmbH, 
                                         Hanover 
Hapag-Lloyd Kreuzfahrten GmbH, Hamburg   TUI Deutschland GmbH, 
                                         Hanover 
Last-Minute-Restplatzreisen GmbH,        TUI Group Services 
Baden-Baden                              GmbH, Hanover 
Leibniz Service GmbH, Hanover            TUI-Hapag Beteiligungs 
                                         GmbH, Hanover 
L'tur tourismus Aktiengesellschaft,      TUI Hotel 
Baden-Baden                              Betriebsgesellschaft 
                                         mbH, Hanover 
MEDICO Flugreisen GmbH, Baden-Baden      TUI Immobilien 
                                         Services GmbH, Hanover 
MSN 1359 GmbH, Hanover                   TUI InfoTec GmbH, 
                                         Hanover 
Preussag Beteiligungsverwaltungs GmbH    TUI Leisure Travel 
IX, Hanover                              Service GmbH, Neuss 
ProTel Gesellschaft für Kommunikation    TUI Magic Life GmbH, 
mbH, Rengsdorf                           Hanover 
Robinson Club GmbH, Hanover              TUIfly GmbH, 
                                         Langenhagen 
TCV Touristik-Computerverwaltungs GmbH,  TUIfly Vermarktungs 
Baden-Baden                              GmbH, Hanover 
TICS GmbH Touristische Internet und Call Wolters Reisen GmbH, 
Center Services, Baden-Baden             Stuhr 
 
(47) Related parties 
 
Apart from the subsidiaries included in the consolidated financial statements, TUI AG, in carrying out its ordinary 
business activities, maintains indirect or direct relationships with related parties. Related parties controlled by the 
TUI Group or over which the TUI Group is able to exercise a significant influence are shown in the list of 
shareholdings published in the Federal Gazette (www.bundesanzeiger.de). Apart from pure equity investments, related 
parties also include companies that supply goods or provide services for TUI Group companies. 
 
Financial obligations from order commitments vis-à-vis related parties primarily relate to the purchasing of hotel 
services. TUI Group also has obligations of EUR 613.2 m (previous year EUR 613.2 m) from order commitments vis-à-vis 
the related company TUI Cruises, resulting from finance leases for cruise ships. In addition, there are obligations of 
EUR 56.2 m (previous year EUR 8.4 m) from rental and lease agreements. 
 
Transactions with related parties 
EUR million                            2017         2016 
Services provided by the Group 
Management and consultancy services    104.2        93.2 
Sales of tourism services              79.2         62.2 
Other services                         0.7          1.3 
Total                                  184.1        156.7 
Services received by the Group 
In the framework of rental and leasing 46.6         33.2 
agreements 
Purchase of hotel services             253.1        224.8 
Distribution services                  8.0          8.8 
Other services                         11.3         9.0 
Total                                  319.0        275.8 
 
Transactions with related parties 
EUR million                         2017        2016 
Services provided by the Group to 
non-consolidated Group companies    0.7         0.5 
joint ventures                      92.0        72.9 
associates                          28.8        29.7 
other related parties               62.6        53.6 
Total                               184.1       156.7 
Services received by the Group from 
non-consolidated Group companies    6.6         6.1 
joint ventures                      264.2       224.1 
associates                          34.5        34.3 
other related parties               13.7        11.3 
Total                               319.0       275.8 
 
Transactions with joint ventures and associates are primarily effected in the Tourism segment. They relate in 
particular to the tourism services of the hotel companies used by the Group's tour operators. 
 
All transactions with related parties were executed on an arm's length basis, applying international comparable 
uncontrolled price methods in accordance with IAS 24. 
 
Receivables against related parties 
EUR million                      30 Sep 2017 30 Sep 2016 
Trade receivables from 
non-consolidated Group companies 2.2         1.7 
joint ventures                   18.8        10.4 
associates                       4.9         3.9 
other related parties            0.3         0.5 
Total                            26.2        16.5 
Advances and loans to 
non-consolidated Group companies 0.3         17.8 
joint ventures                   4.2         3.2 
associates                       6.8         5.6 
Total                            11.3        26.6 
Payments on account to 
joint ventures                   21.2        0.4 
Total                            21.2        0.4 
Other receivables from 
non-consolidated Group companies 1.5         1.6 
joint ventures                   3.8         3.3 
associates                       1.6         2.9 
Total                            6.9         7.8 
 
Payables due to related parties 
EUR million                      30 Sep 2017 30 Sep 2016 
Trade payables due to 
non-consolidated Group companies -           1.0 
joint ventures                   36.2        23.0 
associates                       4.1         2.5 
other related parties            0.1         0.1 
Total                            40.4        26.6 
Financial liabilities due to 
non-consolidated Group companies 6.7         6.6 
joint ventures                   175.7       192.1 
Total                            182.4       198.7 
Other liabilities due to 
non-consolidated Group companies 5.7         7.5 
joint ventures                   13.7        13.5 
associates                       1.9         5.6 
key management personnel         7.9         8.5 
Total                            29.2        35.1 
 
Liabilities to joint ventures included liabilities from finance leases of EUR 168.4 m (previous year EUR 184.1 m). 
 
The share of result of associates and joint ventures is shown separately by segment in segment reporting. 
 
The Russian entrepreneur Alexey Mordashov, CEO of OOO Severgroup, has been a member of TUI AG's Supervisory Board since 
February 2016 and held 23.0 % of the shares in TUI AG as at the balance sheet date. 
 
At the balance sheet date, the joint venture Riu Hotels S.A. holds 3.4 % of the shares in TUI AG. Luis Riu Güell and 
Carmen Riu Güell (a member of TUI AG's Supervisory Board) hold 51 % of the shares in Riu Hotels S.A. 
 
A family member of a Supervisory Board member was employed by TUI. Remuneration corresponded to TUI's internal 
remuneration policies and was in line with the customary remuneration for persons in comparable positions. 
 
In accordance with IAS 24, key management functions within the Group, the Executive Board and the Supervisory Board are 
related parties whose remuneration has to be listed separately. 
 
Remuneration of Executive and Supervisory Board 
EUR million                    2017             2016 
Short-term benefits            13.5             14.4 
Post-employment benefits       1.5              3.0 
Other long-term benefits       3.5              8.6 
(share-based payments) 
Termination benefits           -                6.6 

Total                          18.5             32.6 
 
Post-employment benefits are transfers to or reversals of pension provisions for Executive Board members active in the 
reporting period. The expenses mentioned do not meet the definition of remuneration for Executive and Supervisory Board 
members under German accounting rules. 
 
Pension provisions for active Executive Board members total EUR 19.7 m (previous year EUR 19.1 m) as at the balance 
sheet date. 
 
In addition, provisions and payables of EUR 10.2 m (previous year EUR 8.6 m) are recognised relating to the long-term 
incentive programme. 
 
(48) International Financial Reporting Standards (IFRS) not yet applied 
 
New standards endorsed by the EU, but applicable after 30 Sep 
2017 
Standard            Applicable     Amendments     Expected 
                    from                          impact on 
                                                  financial 
                                                  position & 
                                                  performance 
Amendments to IAS 7 1 Jan 2017     The amendments TUI expects 
Disclosure                         will enable    the amendments 
Initiative                         users of       to result in 
                                   financial      additional 
                                   statements to  disclosures. 
                                   better 
                                   evaluate 
                                   changes in 
                                   ­liabilities 
                                   arising from 
                                   financing 
                                   activities. An 
                                   entity is 
                                   required to 
                                   disclose 
                                   additional 
                                   ­information 
                                   about cash 
                                   flows and 
                                   non-cash 
                                   changes in 
                                   liabilities, 
                                   for which 
                                   cashflows 
                                   are classified 
                                   as financing 
                                   activities in 
                                   the statement 
                                   of cashflows. 
Amendments to IAS   1 Jan 2017     The amendment  Not material 
12                                 clarifies the 
Recognition of                     accounting of 
Deferred Tax Assets                deferred tax 
for Unrealised                     assets for 
Losses                             unrealised 
                                   losses from 
                                   available for 
                                   sale financial 
                                   assets. 
IFRS 9              1 Jan 2018     The new        TUI is 
Financial                          standard       currently 
Instruments                        replaces       assessing the 
                                   current the    ­effects on 
                                   IAS 39         the Group's 
                                   guidance on    financial 
                                   classification position & 
                                   and            performance. 
                                   measurement of The likely 
                                   financial      effects are 
                                   assets and     explained 
                                   introduces new below. 
                                   rules for 
                                   hedge 
                                   accounting. 
                                   The existing 
                                   ­impairment 
                                   rules are 
                                   being 
                                   superseded by 
                                   a new model 
                                   based on 
                                   expected 
                                   credit losses. 
IFRS 15             1 Jan 2018     IFRS 15        IFRS 15 and 
Revenue from                       combines and   the 
Contracts with                     supersedes the clarifications 
Customers                          guidance on    to IFRS 15 may 
                                   revenue        significantly 
                                   recognition    affect the 
                                   comprised in   Group's 
                                   various        financial 
                                   standards and  position & 
                                   interpretation performance. 
                                   s so far. It   The possible 
                                   establishes a  ­effects are 
                                   single,        explained 
                                   comprehensive  below. 
                                   framework for 
                                   revenue 
                                   recognition, 
                                   to be applied 
                                   across 
                                   industries and 
                                   for all 
                                   categories 
                                   of revenue 
                                   transactions, 
                                   specifying 
                                   which amount 
                                   of revenue and 
                                   at which point 
                                   in 
                                   time or over 
                                   which time 
                                   period revenue 
                                   is to be 
                                   recognised. 
                                   IFRS 15 
                                   replaces, 
                                   amongst 
                                   others, IAS 18 
                                   Revenue and 
                                   IAS 11 
                                   Construction 
                                   Contracts. 
Clarifications to   1 Jan 2018     The amendments IFRS 15 and 
IFRS 15                            comprise       the 
Revenue from                       clarifications clarifications 
Contracts with                     of the         to IFRS 15 may 
Customers                          guidance on    significantly 
                                   identifying    affect the 
                                   performance    Group's 
                                   obligations,   financial 
                                   the principal  position & 
                                   versus agent   performance. 
                                   assessment     The possible 
                                   (i.e., gross   ­effects are 
                                   vs. net        explained 
                                   revenue        below. 
                                   presentation) 
                                   as well as the 
                                   accounting for 
                                   revenue from 
                                   licences at a 
                                   'point in 
                                   time' or 'over 
                                   time'. In 
                                   addition, it 
                                   introduces 
                                   practical 
                                   expedients to 
                                   simplify 
                                   first-time 
                                   adoption. 
IFRS 16             1 Jan 2019     IFRS 16        The new 
Leases                             replaces the   standard will 
                                   current IAS 17 have 
                                   and its        ­significant 
                                   interpretation effects on the 
                                   s. For         Group's 
                                   lessees, there financial 
                                   is no longer   position & 
                                   the            ­performance. 
                                   requirement to The likely 
                                   classify into  effects are 
                                   finance and    explained 
                                   operating      below. 
                                   leases. 
                                   Instead all 
                                   leases are 
                                   ­accounted for 
                                   according to 
                                   the so-called 
                                   'Rights of 
                                   Use' approach. 
                                   In the 
                                   statement of 
                                   financial 
                                   position a 
                                   lessee is to 
                                   recognise an 
                                   asset for the 
                                   right to use 
                                   the leased 
                                   item and a 
                                   liability for 
                                   the future 
                                   lease 
                                   payments. 
                                   There are 
                                   optional 
                                   exemptions for 
                                   short-term 

                                   leases (< 12 
                                   months) and 
                                   so-called 
                                   small-ticket 
                                   leases. For 
                                   lessors, the 
                                   accounting 
                                   stays largely 
                                   unchanged. 
                                   Lessors will 
                                   continue to 
                                   classify 
                                   leases in 
                                   accordance 
                                   with the 
                                   criteria 
                                   transfered 
                                   from IAS 17. 
                                   In addition, 
                                   IFRS 16 
                                   includes 
                                   several other 
                                   new 
                                   requirements, 
                                   in particular 
                                   a new 
                                   definition of 
                                   a lease, on 
                                   sale and 
                                   leaseback 
                                   transactions 
                                   and the 
                                   accounting for 
                                   subleases. 
 
IFRS 15 
 
The Group-wide project to analyse the effects and the implementation of IFRS 15 'Revenue From Contracts with Customers' 
has not yet been completed. Within the scope of the project the contracts with customers within the businesses are 
being analysed using the five step model in IFRS 15. In order to determine the adjustments on transition and gather the 
information needed to collate the new disclosures data extracts were made from the relevant reservation-, booking- and 
accounting systems as per the year-end date. The evaluation and analysis of those data extracts has not been completed 
yet. A reliable quantification of the effects on TUI's financial position and performance is therefore not yet 
possible. The new requirements will generally influence the following facts and circumstances, depending on the 
specific case: 
 
· Revenue recognition at the tour operator: Depending on the specific contract terms, the tour operation business 
currently primarily recognises revenue as at the start date of a journey. The new rules will result in period-related 
revenue recognition for some business models. 
 
· Change fees: Revenue from rebooking travel services will no longer be recognised when the change service occurs. 
Instead such fees will be recognised as a contract liability and recognised at the point in time or over time when 
the service is provided. 
 
· Travel agency commission: The assessment of the question whether the Group's own travel agencies should recognise 
commissions earned at an earlier point in time is currently expected to not result in changes. 
 
· Principal vs. agent: In assessing whether TUI provides services on its own account (gross revenue) or on behalf of 
a third party (net revenue), the new criteria will result in net revenue recognition in some tour operating business 
models. 
 
· Disclosures in the notes: The new requirements will result in a substantial extension of the qualitative and 
quantitative disclosures. 
 
In addition the further analysis, in particular of IT systems, to implement IFRS 15 within the accounting related 
processes and systems is ongoing. Building up on the results of thereof, the decision about the transition method on 
first-time application of IFRS 15 will be made. TUI will first apply the new standard from 1 October 2018. 
 
IFRS 9 
 
In a Group-wide project, TUI is assessing the impact of the application of IFRS 9 Financial Instruments on the Group's 
consolidated financial statements. We currently expect the following effects: 
 
· There will be no significant impact on measurement base resulting from the reclassification of financial assets 
based on the business model for managing those financial assets and the related contractual cash flows. The financial 
assets currently carried at amortised cost satisfy the conditions for classification at amortised cost under IFRS 9. 
 
· For the equity instruments currently classified as financial assets available for sale, an election to classify as 
at fair value through other comprehensive income option (FVTOCI) is available. 
 
· Due to the transition from the incurred loss model to the new expected loss model impairment charges will have to 
be recognised in profit or loss earlier in the future. For the majority of its financial assets, TUI is able to use 
the simplified model, in which all expected losses are considered at initial recognition. 
 
· Recognition of financial liabilities will not be affected. The new rules only relate to the recognition of 
financial liabilities for which the fair value option is elected. The Group does not make use of that option. 
 
· The new hedge accounting requirements will give TUI the opportunity to align the accounting for hedge relationships 
even more closely with the Group's economic risk management. While the Group has yet to carry out a detailed 
assessment of the existing hedging relationship as at the transition date, it appears as if the current hedge 
relationships qualify as continuing hedge relationships upon the first-time application of IFRS 9. TUI therefore 
expects no impact on the accounting for hedge relationships. Subject to the adaption of our treasury management 
systems being completed in time, we intend to not make use of the choice offered on transition to IFRS 9 to continue 
to apply the hedge accounting requirements of IAS 39. 
 
A reliable estimate of the quantitative impact is not yet possible at this stage. The initial application of IFRS 9 
from 1 October 2018 will be done retrospectivel, except for the new hedge accounting requirements which are to be 
applied prospectively. The reclassification of the carrying amounts and loss allowances on transition from IAS 39 to 
IFRS 9 are to be presented in a reconciliation. TUI intends to make use of the election to not restate the prior year 
comparatives on transition. 
 
Contrary to this the new hedge accounting requirements need to be applied prospectively as a matter of principle. 
Notwithstanding this principle, according to the transition requirements TUI will need to apply the requirements 
retrospectively regarding the accounting for the time value of options, where the inner value was designated to be the 
hedging instrument, when the hedge relationship existed on 1 October 2017 or during financial year 2018. 
 
IFRS 16 
 
IFRS 16, in particular its new lessee accounting requirements, will have a significant impact on all parts of the 
consolidated financial statements and the presentation of the Group's financial position and performance: 
 
· Statement of financial position: This far, payments for operating leases had to be disclosed in the notes only. In 
the future, in principle rights and obligations arising from all leases must be recognised as rights of use and lease 
liabilities in the statement of financial position. The right of use asset is initially recognised at the present 
value of future lease payments plus initial direct costs and is subsequently depreciated over the lease term. The 
lease liability is initially measured at the present value of the lease payments to be made during the term of the 
lease. Following initial recognition, the carrying amount will be increased for the effective interest and reduced by 
the payments made. Due to the existing obligations from operating leases presented in note 36, TUI expects a material 
increase in lease liabilities and fixed assets as at the date of first application. The equity ratio will decline as 
a result of this balance sheet extension. The material increase in lease liabilities will cause a corresponding 
increase in net financial liabilities. 
 
· Income Statement: In future, a lessee will recognise depreciation expense on the right of use assets and interest 
expenses from unwinding the discount on lease liabilities instead of lease expenses. This change will result in a 
significant improvement in key performance indicators EBITDA or EBITA and a moderate improvement in EBIT. 
 
· Cashflow statement: The payments that represent repayment of principal or interest portion of a lease liability 
will be included in cashflows from financing activities. Only such payments under leases that are either excluded 
from the measurement of the lease liability or, where TUI makes use of the respective exemptions, for short-term 
leases and small-ticket leases will be allocated to cashflows from operating activities. This change in presentation 
in comparison to current recognition of operating lease expenses will result in an increase in cashflows from 
operating activities and a decrease in cashflows from financing activities. 
 
· Notes: The new requirements will result in expanded disclosures for lessees and lessors in comparison to IAS 17. 
 
TUI has launched a Group-wide project to assess the impact and to implement the new requirements. A reliable estimate 
of their quantitative effects is not possible, primarily due to the large number of external and internal leases, prior 
to completion of the ongoing impact assessment and decisions about the use of recognition and measurement choices. 
 
TUI intends to apply the new requirements modified retrospectively and effective 1 October 2019. The Group has a choice 
to make use of several practical expedients on transition, and no decisions have yet been taken on how to exercise 
these. Upon first-time application, the cumulative adjustment on transition will be recognised in equity. The prior 

year comparatives for financial year 2019, which precedes the date of first-time application, will not be restated. 
 
No decision has yet been taken by the European Union about recognition of the following changes and new standards. 
 
New standards and interpretations not yet endorsed by the EU 
and applicable after 30 Sep 2017 
Standard         Applicable from   Amendments     Expected 
                                                  impact on 
                                                  financial 
                                                  position & 
                                                  performance 
Amendments to    1 Jan 2018        The amendments Not material 
IFRS                               clarify the 
2Classification                    accounting for 
and ­Measurement                   certain share 
of ­Share-based                    based payment 
Payment                            transactions. 
transactions 
Amendments to    1 Jan 2018        The amendments Not material 
IAS 40                             set out the 
Transfer of                        conditions, 
Investment                         according to 
Property                           which property 
                                   under 
                                   construction 
                                   or 
                                   development, 
                                   which was 
                                   previously 
                                   classified as 
                                   inventory, 
                                   could be 
                                   transferred to 
                                   investment 
                                   property in 
                                   case of an 
                                   evident change 
                                   in use (and 
                                   reversal). 
Various          1.1.2017(IFRS 12) The various    Not material 
Improvements to  and               amendments 
IFRS (2014 -     1.1.2018(IAS 28)  from the 
2016)                              annual 
                                   improvement 
                                   project 2014 - 
                                   2016 affect 
                                   minor changes 
                                   to IFRS 12, 
                                   IAS 28 and 
                                   IFRS 1. The 
                                   effective date 
                                   for the 
                                   mandatory 
                                   adoption of 
                                   the amendments 
                                   to IAS 28 and 
                                   IFRS 1 is 
                                   1.1.2018. 
                                   Voluntary 
                                   early adoption 
                                   is permitted. 
IFRIC 22         1 Jan 2018        The            No impact as 
Foreign Currency                   interpretation the current 
­Transactions                      clarifies the  ­accounting is 
and Advance                        exchange rate  in line with 
Consideration                      to be used     the new 
                                   when an entity interpretation 
                                   has received   . 
                                   or paid 
                                   advance 
                                   consideration 
                                   in a foreign 
                                   currency. The 
                                   date of 
                                   transaction 
                                   for the 
                                   purpose of 
                                   determining 
                                   the exchange 
                                   rate to use on 
                                   initial 
                                   recognition of 
                                   the related 
                                   asset, expense 
                                   or income is 
                                   the date on 
                                   which the 
                                   entity 
                                   initally 
                                   recognises the 
                                   advance 
                                   consideration. 
Amendments to    1 Jan 2019        The amendments TUI is 
IAS 28                             clarify that   currently 
Long-term                          the impairment reviewing 
Interests                          rules of IFRS  the amendments 
in Associates                      9 apply to     and does not 
and                                long-term      expect any 
Joint Ventures                     interests in   material 
                                   associates and impacts. 
                                   joint ventures 
                                   that, in 
                                   substance, 
                                   form part of 
                                   the net 
                                   investment in 
                                   the associate 
                                   or joint 
                                   venture to 
                                   which the 
                                   equity method 
                                   is applied. 
                                   Nevertheless, 
                                   (as a second 
                                   step) these 
                                   long-term 
                                   interests will 
                                   have to be 
                                   taken into 
                                   account when 
                                   the IAS 28 
                                   loss 
                                   allocations 
                                   are trued-up 
                                   to the value 
                                   of the 
                                   long-term 
                                   interests. 
Amendments to    1 Jan 2019        The amendments TUI is 
IFRS 9                             serve to       reviewing the 
Prepayment                         enable         amendments and 
Features with                      entities       currently does 
Negative                           applying IFRS  not expect any 
Compensation                       9 that hold    material 
                                   debt           impacts. 
                                   instruments 
                                   with a 
                                   prepayment 
                                   feature under 
                                   which a party 
                                   receives or 
                                   pays a 
                                   reasonable 
                                   compensation 
                                   in the event 
                                   of early 
                                   termination of 
                                   the contract 
                                   to measure 
                                   these 
                                   instruments at 
                                   amortised cost 
                                   or at fair 
                                   value through 
                                   other 
                                   comprehensive 
                                   income. Until 
                                   the effective 
                                   date of the 
                                   amendments, 
                                   such 
                                   instruments 
                                   have to be 
                                   measured at 
                                   fair value 
                                   through profit 
                                   or loss. 
IFRIC 23         1 Jan 2019        The            TUI will 
Uncertainty over                   interpretation review the 
Income Tax                         complements    impacts of the 
Treatments                         the rules of   interpretation 
                                   IAS 12 on the  on the 
                                   accounting for consolidated 
                                   actual and     financial 
                                   deferred taxes statements in 
                                   to clarify the due time. We 
                                   accounting for currently do 
                                   uncertainties  not expect any 
                                   over income    material 
                                   tax treatments impacts. 
                                   and 
                                   transactions 
                                   by taxation 
                                   authorities or 
                                   fiscal courts. 
 
TUI is not affected by the Amendments to IFRS 4 'Applying IFRS 9 with IFRS 4' published on 12 September 2016 and 
adopted into European law on 3 November 2017 for first-time application from 1 January 2021, nor by the new IFRS 17 - 
'Insurance Contracts' published by the IASB on 18 May 2017. 
 
(49) TUI Group Shareholdings 
 
Company                          Country           Capital 
                                                   share in % 
Consolidated companies 
Tourism 
"MAGIC LIFE" Assets AG, Vienna   Austria           100 
Absolut Holding Limited, Luqa    Malta             99.9 
Adehy Limited, Dublin            Ireland           100 
Advent Insurance PCC Limited,    Malta             100 
Qormi 

Aeolos Malta Ltd., Pieta         Malta             100 
Aeolos Travel LLP, Nicosia       Cyprus            100 
AMP Management Limited, Crawley  United Kingdom    100 
Anse Marcel Riusa II SNC, Paris  France            100 
Arccac Eurl, Bourg St. Maurice   France            100 
atraveo GmbH, Düsseldorf         Germany           100 
Berge & Meer Touristik GmbH,     Germany           100 
Rengsdorf 
Boomerang-Reisen GmbH, Trier     Germany           100 
Boomerang-Reisen                 Germany           75 
Vermögensverwaltungs GmbH, Trier 
Brunalp SARL, Venosc             France            100 
BU RIUSA II EOOD, Sofia          Bulgaria          100 
Cabotel-Hoteleria e Turismo      Cape Verde        100 
Lda., Santiago 
Callers-Pegasus Pension Trustee  United Kingdom    100 
Limited, Crawley 
Club Hotel CV SA, Santa Maria    Cape Verde        100 
Club Hôtel Management Tunisia    Tunisia           100 
SARL, Djerba 
Corsair S.A., Rungis             France            100 
Crystal Holidays, Inc,           United States     100 
Wilmington (Delaware) 
Daidalos Hotel- und              Greece            89.8 
Touristikunternehmen A.E., 
Athens 
Dominicanotel S.A., Puerto Plata Dominican         100 
                                 Republic 
Egyptian Germany Co. for Hotels  Egypt             66.6 
(L.T.D), Cairo 
Elena SL, Palma de Mallorca      Spain             100 
Entreprises Hotelières et        Greece            100 
Touristiques PALADIEN Lena Mary 
A.E., Argolis 
Europa 2 Ltd, Valletta           Malta             100 
Explorers Travel Club Limited,   United Kingdom    100 
Crawley 
Falcon Leisure Group (Overseas)  United Kingdom    100 
Limited, Crawley 
First Choice (Turkey) Limited,   United Kingdom    100 
Crawley 
First Choice Airways Limited,    United Kingdom    100 
London 
First Choice Holiday             United Kingdom    100 
Hypermarkets Limited, Crawley 
First Choice Holidays & Flights  United Kingdom    100 
Limited, Crawley 
First Choice Land (Ireland)      Ireland           100 
Limited, Dublin 
First Choice Travel Shops (SW)   United Kingdom    100 
Limited, Crawley 
First Choice Travel Shops        United Kingdom    100 
Limited, Crawley 
Follow Coordinate Hotels         Portugal          100 
Portugal Unipessoal Lda, 
Albufeira Freguesia 
FOX-TOURS Reisen GmbH, Rengsdorf Germany           100 
Fritidsresor Tours & Travels     India             100 
India Pvt Ltd, Bardez, Goa 
GEAFOND Número Dos Fuerteventura Spain             100 
S.A., Las Palmas, Gran Canaria 
GEAFOND Número Uno Lanzarote     Spain             100 
S.A., Las Palmas, Gran Canaria 
Groupement Touristique           France            100 
International S.A.S., Lille 
Hannibal Tour SA, Tunis          Tunisia           100 
Hapag-Lloyd (Bahamas) Ltd.,      Bahamas           100 
Nassau 
Hapag-Lloyd Kreuzfahrten GmbH,   Germany           100 
Hamburg 
Hellenic EFS Hotel Management    Greece            100 
E.P.E., Athens 
Holiday Center S.A., Cala Serena Spain             100 
/ Cala d'Or 
Holidays Services S.A., Agadir   Morocco           100 
Horizon Midlands (Properties)    United Kingdom    100 
Limited, Crawley 
Iberotel International A.S.,     Turkey            100 
Antalya 
Iberotel Otelcilik A.S.,         Turkey            100 
Istanbul 
Imperial Cruising Company SARL,  Egypt             90 
Heliopolis-Cairo 
Inter Hotel SARL, Tunis          Tunisia           100 
Itaria Limited, Nicosia          Cyprus            100 
Jandia Playa S.A., Morro Jable / Spain             100 
Fuerteventura 
Jetair Real Estate N.V.,         Belgium           100 
Brussels 
JNB (Bristol) Limited, Crawley   United Kingdom    100 
Kras B.V., Ammerzoden            Netherlands       100 
Label Tour EURL, Levallois       France            100 
Perret 
Lapter Eurl, Macot La Plagne     France            100 
Last-Minute-Restplatzreisen      Germany           100 
GmbH, Baden-Baden 
Lodges & Mountain Hotels SARL,   France            100 
Notre Dame de Bellecombe, Savoie 
L'TUR Suisse AG, Dübendorf / ZH  Switzerland       99.5 
l'tur tourismus                  Germany           100 
Aktiengesellschaft, Baden-Baden 
Lunn Poly Limited, Crawley       United Kingdom    100 
Magic Hotels SA, Tunis           Tunisia           100 
Magic Life Egypt for Hotels LLC, Egypt             100 
Sharm el Sheikh 
Magic Life Greece Tourist        Greece            100 
Enterprises E.P.E., Athens 
Magic Tourism International      Tunisia           100 
S.A., Tunis 
Medico Flugreisen GmbH,          Germany           100 
Baden-Baden 
Morvik EURL, Bourg Saint Maurice France            100 
MX RIUSA II S.A. de C.V., Cabo   Mexico            100 
San Lucas 
Nazar Nordic AB, Malmö           Sweden            100 
Nordotel S.A., San Bartolomé de  Spain             100 
Tirajana 
Nouvelles Frontières Senegal     Senegal           100 
S.R.L., Dakar 
Ocean College LLC, Sharm el      Egypt             100 
Sheikh 
Ocean Ventures for Hotels and    Egypt             98 
Tourism Services SAE, Sharm el 
Sheikh 
Orion Airways Limited, Crawley   United Kingdom    100 
PATS N.V., Oostende              Belgium           100 
Petit Palais Srl, Valtournenche  Italy             100 
Preussag Beteiligungsverwaltungs Germany           100 
GmbH IX, Hanover 
Professor Kohts Vei 108 AS,      Norway            100 
Stabekk 
PRomeociones y Edificaciones     Spain             100 
Chiclana S.A., Palma de Mallorca 
ProTel Gesellschaft für          Germany           100 
Kommunikation mbH, Rengsdorf 
Puerto Plata Caribe Beach S.A.,  Dominican         100 
Puerto Plata                     Republic 
RC Clubhotel Cyprus Limited,     Cyprus            100 
Limassol 
RCHM S.A.S., Agadir              Morocco           100 
Rideway Investment Limited,      United Kingdom    100 
London 
Riu Jamaicotel Ltd., Negril      Jamaica           100 
Riu Le Morne Ltd, Port Louis     Mauritius         100 
RIUSA II S.A., Palma de Mallorca Spain             50* 
 
                                                   * 
                                                   Controlling 
                                                   influence 
RIUSA NED B.V., Amsterdam        Netherlands       100 
ROBINSON AUSTRIA Clubhotel GmbH, Austria           100 
Villach-Landskron 
Robinson Club GmbH, Hanover      Germany           100 
Robinson Club Italia S.p.A.,     Italy             100 
Marina di Ugento 
Robinson Club Maldives Private   Maldives          100 
Limited, Malé 
Robinson Clubhotel Turizm Ltd.   Turkey            100 
Sti., Istanbul 
Robinson Hoteles España S.A.,    Spain             100 
Cala d'Or 
Robinson Hotels Portugal S.A.,   Portugal          67 
Vila Nova de Cacela 
Robinson Otelcilik A.S.,         Turkey            100 
Istanbul 
Saint Martin RIUSA II SAS, Basse France            100 
Terre 
SERAC Travel GmbH, Zermatt       Switzerland       100 
Skymead Leasing Limited, Crawley United Kingdom    100 
Société d'Exploitation du        Morocco           100 
Paladien Marrakech SA, Marrakech 
Société d'Investissement Aérien  Morocco           100 
S.A., Casablanca 
Société d'Investissement et      France            100 
d'Exploration du Paladien de 
Calcatoggio (SIEPAC), Montreuil 
Société d'investissement         Morocco           100 
hotelier Almoravides S.A., 
Marrakech 
Société Marocaine pour le        Morocco           100 
Developpement des Transports 
­Touristiques S.A., Agadir 
Sons of South Sinai for Tourism  Egypt             84.1 
Services and Supplies SAE, 
Sharm el Sheikh 
Specialist Holidays Group        United Kingdom    100 
Limited, Crawley 
Specialist Holidays, Inc.,       Canada            100 
Mississauga, Ontario 
Star Tour Holding A/S,           Denmark           100 
Copenhagen 
Stella Polaris Creta A.E.,       Greece            100 
Heraklion 
STIVA RII Ltd., Dublin           Ireland           100 
Sunshine Cruises Limited,        United Kingdom    100 
Crawley 
Tantur Turizm Seyahat A.S.,      Turkey            100 
Istanbul 
TCV                              Germany           100 
Touristik-Computerverwaltungs 
GmbH, Baden-Baden 
TdC Agricoltura Società agricola Italy             100 
a r.l., Florence 
TdC Amministrazione S.r.l.,      Italy             100 
Florence 
Tec4Jets B.V., Rijswijk ZH       Netherlands       100 
Tec4Jets NV, Oostende            Belgium           100 
Tenuta di Castelfalfi S.p.A.,    Italy             100 
Florence 
Thomson Airways Limited, Crawley United Kingdom    100 
Thomson Reisen GmbH, St. Johann  Austria           100 
Thomson Services Limited, St.    Guernsey          100 
Peter Port 
Thomson Travel Group (Holdings)  United Kingdom    100 
Limited, Crawley 
TICS GmbH Touristische Internet  Germany           100 
und Call Center Services, 
­Baden-Baden 
Tigdiv Eurl, Tignes              France            100 
TLT Reisebüro GmbH, Hanover      Germany           100 
Transfar - Agencia de Viagens e  Portugal          100 
Turismo Lda., Faro 
Travel Choice Limited, Crawley   United Kingdom    100 
travel-Ba.Sys GmbH & Co KG,      Germany           83.5 
Mülheim an der Ruhr 
Tropical Places Limited, Crawley United Kingdom    100 
TT Hotels Italia S.R.L., Rome    Italy             100 
TT Hotels Turkey Otel Hizmetleri Turkey            100 
Turizm ve ticaret AS, Antalya 
TUI (Cyprus) Limited, Nicosia    Cyprus            100 
TUI (Suisse) AG, Zurich          Switzerland       100 
TUI 4 U GmbH, Bremen             Germany           100 
TUI Airlines Belgium N.V.,       Belgium           100 
Oostende 
TUI Airlines Nederland B.V.,     Netherlands       100 
Rijswijk 
TUI Airways Limited, Crawley     United Kingdom    100 
TUI aqtiv GmbH, Hanover          Germany           100 
TUI Austria Holding GmbH, Vienna Austria           100 
TUI Belgium NV, Oostende         Belgium           100 
TUI Belgium Retail N.V.,         Belgium           100 
Zaventem 
TUI BLUE AT GmbH, Bad Erlach     Austria           100 
TUI Bulgaria EOOD, Varna         Bulgaria          100 

TUI Curaçao N.V., Curaçao        Country of        100 
                                 Curaçao 
TUI Customer Operations GmbH,    Germany           100 
Hanover 
TUI Danmark A/S, Copenhagen      Denmark           100 
TUI Denmark Holding A/S,         Denmark           100 
Copenhagen 
TUI Deutschland GmbH, Hanover    Germany           100 
TUI Dominicana SAS, Higuey       Dominican         100 
                                 Republic 
TUI DS USA, Inc, Wilmington      United States     100 
(Delaware) 
TUI España Turismo SL, Barcelona Spain             100 
TUI Finland Oy Ab, Helsinki      Finland           100 
TUI France SAS, Nanterre         France            100 
TUI Hellas Travel Tourism and    Greece            100 
Airline A.E., Athens 
TUI Holding Spain S.L.,          Spain             100 
Barcelona 
TUI Hotel Betriebsgesellschaft   Germany           100 
mbH, Hanover 
TUI InfoTec GmbH, Hanover        Germany           100 
TUI Leisure Travel Special Tours Germany           100 
GmbH, Hanover 
TUI Magic Life GmbH, Hanover     Germany           100 
TUI Mexicana SA de CV, Mexico    Mexico            100 
TUI Nederland Holding N.V.,      Netherlands       100 
Rijswijk 
TUI Nederland N.V., Rijswijk     Netherlands       100 
TUI Nordic Holding AB, Stockholm Sweden            100 
TUI Norge AS, Stabekk            Norway            100 
TUI Northern Europe Limited,     United Kingdom    100 
Crawley 
TUI Norway Holding AS, Stabekk   Norway            100 
TUI Österreich GmbH, Vienna Austria           100 
TUI Pension Scheme (UK) Limited, United Kingdom    100 
Crawley 
TUI Poland Dystrybucja Sp. z     Poland            100 
o.o., Warsaw 
TUI Poland Sp. z o.o., Warsaw    Poland            100 
TUI PORTUGAL - Agencia de        Portugal          100 
Viagens e Turismo S.A., Faro 
TUI Reisecenter Austria Business Austria           74.9 
Travel GmbH, Vienna 
TUI Service AG, Altendorf        Switzerland       100 
TUI Suisse Retail AG, Zurich     Switzerland       100 
TUI Sverige AB, Stockholm        Sweden            100 
TUI Travel (Ireland) Limited,    Ireland           100 
Dublin 
TUI Travel Distribution N.V.,    Belgium           100 
Oostende 
TUI Travel Group Solutions       United Kingdom    100 
Limited, Crawley 
TUI Travel Holdings Sweden AB,   Sweden            100 
Stockholm 
TUI UK Italia Srl, Turin         Italy             100 
TUI UK Limited, Crawley          United Kingdom    100 
TUI UK Retail Limited, Crawley   United Kingdom    100 
TUI UK Transport Limited,        United Kingdom    100 
Crawley 
TUIfly GmbH, Langenhagen         Germany           100 
TUIfly Nordic AB, Stockholm      Sweden            100 
TUIfly Vermarktungs GmbH,        Germany           100 
Hanover 
Tunisie Investment Services      Tunisia           100 
Holding S.A., Tunis 
Tunisie Voyages S.A., Tunis      Tunisia           100 
Tunisotel S.A.R.L., Tunis        Tunisia           100 
Turcotel Turizm A.S., Istanbul   Turkey            100 
Turkuaz Insaat Turizm A.S.,      Turkey            100 
Ankara 
Ultramar Express Transport S.A., Spain             100 
Palma de Mallorca 
Wolters Reisen GmbH, Stuhr       Germany           100 
WonderCruises AB, Stockholm      Sweden            100 
WonderHolding AB, Stockholm      Sweden            100 
Xidias Coaches Limited, Larnaca  Cyprus            51 
 
All other segments 
Absolut Insurance Limited, St.   Guernsey          100 
Peter Port 
Asiarooms Pte Ltd, Singapore     Singapore         100 
B.D.S Destination Services       Egypt             100 
Tours, Cairo 
Canada Maritime Services         United Kingdom    100 
Limited, Crawley 
Canadian Pacific (UK) Limited,   United Kingdom    100 
Crawley 
Cast Agencies Europe Limited,    United Kingdom    100 
Crawley 
Cheqqer B.V., Rijswijk           Netherlands       100 
CP Ships (Bermuda) Ltd.,         Bermuda           100 
Hamilton 
CP Ships (UK) Limited, Crawley   United Kingdom    100 
CP Ships Ltd., Saint John        Canada            100 
DEFAG Beteiligungsverwaltungs    Germany           100 
GmbH I, Hanover 
DEFAG Beteiligungsverwaltungs    Germany           100 
GmbH III, Hanover 
First Choice Holidays Finance    United Kingdom    100 
Limited, Crawley 
First Choice Holidays Limited,   United Kingdom    100 
Crawley 
First Choice Leisure Limited,    United Kingdom    100 
Crawley 
First Choice Olympic Limited,    United Kingdom    100 
Crawley 
First Choice Overseas Holdings   United Kingdom    100 
Limited, Crawley 
First Choice USA, Crawley        United Kingdom    100 
Hapag-Lloyd Executive GmbH,      Germany           100 
Langenhagen 
I Viaggi del Turchese S.r.l.,    Italy             100 
Fidenza 
Jetset Group Holding (Brazil)    United Kingdom    100 
Limited, Crawley 
Jetset Group Holding (UK)        United Kingdom    100 
Limited, Crawley 
Jetset Group Holding Limited,    United Kingdom    100 
Crawley 
Leibniz-Service GmbH, Hanover    Germany           100 
Mala Pronta Viagens e Turismo    Brazil            100 
Ltda., Curitiba 
Manufacturer's Serialnumber 852  Ireland           100 
Limited, Dublin 
MSN 1359 GmbH, Hanover           Germany           100 
Paradise Hotels Management       Egypt             100 
Company LLC, Cairo 
PM Peiner Maschinen GmbH,        Germany           100 
Hanover 
Sovereign Tour Operations        United Kingdom    100 
Limited, Crawley 
Thomson Airways Trustee Limited, United Kingdom    100 
Crawley 
TUI Ambassador Tours Unipessoal  Portugal          100 
Lda, Lisbon 
TUI Aviation GmbH, Hanover       Germany           100 
TUI Beteiligungs GmbH, Hanover   Germany           100 
TUI Brasil Operadora e Agencia   Brazil            100 
de Viagens LTDA, Curitiba 
TUI Business Services GmbH,      Germany           100 
Hanover 
TUI Canada Holdings, Inc,        Canada            100 
Toronto 
TUI Chile Operador y Agencia de  Chile             100 
Viajes SpA, Santiago 
TUI China Travel CO. Ltd.,       China             75 
Peking 
TUI Colombia Operadora y Agencia Colombia          100 
de Viajes SAS, Bogota 
TUI Group Fleet Finance Limited, United Kingdom    100 
Luton 
TUI Group Services GmbH, Hanover Germany           100 
TUI Group UK Healthcare Limited, United Kingdom    100 
Crawley 
TUI Group UK Trustee Limited,    United Kingdom    100 
Crawley 
TUI Immobilien Services GmbH,    Germany           100 
Hanover 
TUI India Private Limited, New   India             100 
Delhi 
TUI Leisure Travel Service GmbH, Germany           100 
Neuss 
TUI LTE Viajes S.A de C.V,       Mexico            100 
Mexico City 
TUI Spain, SLU, Madrid           Spain             100 
TUI Travel Amber E&W LLP,        United Kingdom    100 
Crawley 
TUI Travel Amber Limited,        United Kingdom    100 
Edinburgh 
TUI Travel Aviation Finance      United Kingdom    100 
Limited, Crawley 
TUI Travel Common Investment     United Kingdom    100 
Fund Trustee Limited, Crawley 
TUI Travel Group Management      United Kingdom    100 
Services Limited, Crawley 
TUI Travel Holdings Limited,     United Kingdom    100 
Crawley 
TUI Travel Limited, Crawley      United Kingdom    100 
TUI Travel Nominee Limited,      United Kingdom    100 
Crawley 
TUI Travel Overseas Holdings     United Kingdom    100 
Limited, Crawley 
TUI-Hapag Beteiligungs GmbH,     Germany           100 
Hanover 
 
Non-consolidated Group companies 
Tourism 
"Schwerin Plus"                  Germany           80 
Touristik-Service GmbH, Schwerin 
Aeolos Limited, Nicosia          Cyprus            100 
Airline Consultancy Services     Morocco           100 
S.A.R.L., Casablanca 
Ambassador Tours S.A., Barcelona Spain             100 
AMCP S.a.r.l., Montreuil         France            100 
Atora GmbH i.L., Kiel            Germany           100 
Best4Concept GmbH, Rengsdorf     Germany           100 
Boomerang - Solutions GmbH,      Germany           95 
Trier 
Boomerang Reisen - Pacific Tours Switzerland       100 
AG, Zurich 
FIRST Reisebüro Güttler GmbH &   Germany           75.1 
Co. KG, Dormagen 
FIRST Reisebüro Güttler          Germany           75 
Verwaltungs GmbH, Hanover 
FIRST Travel GmbH, Hanover       Germany           100 
Gebeco Verwaltungsgesellschaft   Germany           50.2 
mbH, Kiel 
HANSEATIC TOURS Reisedienst      Germany           100 
GmbH, Hamburg 
Hapag-Lloyd Reisebüro Hagen GmbH Germany           70 
& Co. KG, Hanover 
Hapag-Lloyd Reisebüro Hagen      Germany           70 
Verwaltungs GmbH, Hanover 
Hotel Club du Carbet S.A.,       France            100 
Montreuil 
HV Finance S.A.S.,               France            100 
Levallois-Perret 
Ikaros Travel A.E.(i.L.),        Greece            100 
Heraklion 
Loc Vacances S.A.R.L., Chartres  France            100 
de Bretagne 
L'TUR Polska Sp.z o.o., Stettin  Poland            100 
L'TUR S.A.R.L., Schiltigheim     France            100 
Lunn Poly (Jersey) Limited, St.  Jersey            100 
Helier 
Magic Life GmbH, Vienna          Austria           100 
Magyar TUI Utazásszervezö,       Hungary           100 
Kereskedelmi és Szolgáltató 
Kft., Budapest 
N.S.E. Travel and Tourism A.E.   Greece            100 
(i.L.), Athens 
NEA Synora Hotels Limited        Greece            100 
(Hinitsa Beach), Porto Heli 
Argolide 
New Eden S.A., Marrakech         Morocco           100 
NOF Sociedade Imobiliaria, Lda,  Portugal          100 
Lisboa 
Nouvelles Frontières Burkina     Burkina Faso      100 
Faso EURL, Ouagadougou 
Nouvelles Frontières Tereso      Ivory Coast       100 
EURL, Grand Bassam 
Nouvelles Frontières Togo        Togo              99 
S.R.L.(i.L), Lome 
Reisefalke GmbH, Vienna          Austria           60 
Résidence Hôtelière Les Pins     France            100 
SARL (i.L.), Montreuil 
RIUSA Brasil Empreendimentos     Brazil            99 
Ltda., Igarassu (Pernambuco) 
Societe de Gestion du resort Al  Morocco           100 
Baraka, Marrakech 
STAR TOURS Reisedienst GmbH,     Germany           100 
Hamburg 
TLT Urlaubsreisen GmbH, Hanover  Germany           100 
Transat Développement SAS,       France            100 
Ivri-sur-Seine 

travel-Ba.Sys Beteiligungs GmbH, Germany           83.5 
Mülheim an der Ruhr 
Trendturc Turizm Otelcilik ve    Turkey            100 
Ticaret A.S., Istanbul 
TUI 4 U Poland sp.zo.o., Warsaw  Poland            100 
TUI d.o.o., Maribor              Slovenia          100 
TUI Magyarország Utazasi Iroda   Hungary           100 
Kft., Budapest 
TUI Reisecenter GmbH, Salzburg   Austria           100 
TUI ReiseCenter Slovensko        Slovakia (Slovak  100 
s.r.o., Bratislava               Republic) 
TUIFly Academy Brussels,         Belgium           100 
Zaventem 
V.P.M. SA, Levallois Perret      France            100 
VPM Antilles S.R.L., Levallois   France            100 
Perret 
 
All other segments 
Bergbau Goslar GmbH, Goslar      Germany           100 
l'tur ultimo minuto S.A., Palma  Spain             51 
de Mallorca 
Mango Event Management Limited,  United Kingdom    100 
London 
Preussag Beteiligungsverwaltungs Germany           100 
GmbH XIV, Hanover 
Real Travel Ltd, Crawley         United Kingdom    100 
Società Consortile a r.l. Tutela Italy             100 
dei Viaggiatori i Viaggi del 
Turchese, ­Fidenza (Pr) 
Sportsworld Holdings Limited,    United Kingdom    100 
Crawley 
Student City S.a.r.l., Paris     France            100 
TUI Insurance Services GmbH,     Germany           100 
Hanover 
 
Joint ventures and associates 
Tourism 
.BOSYS SOFTWARE GMBH, Hamburg    Germany           25.2 
Ahungalla Resorts Limited,       Sri Lanka         40 
Colombo 
Aitken Spence Travels (Private)  Sri Lanka         50 
Limited, Colombo 
alps & cities 4ever GmbH, Vienna Austria           50 
Atlantica Hellas A.E., Rhodos    Greece            50 
Atlantica Hotels and Resorts     Cyprus            49.9 
Limited, Lemesos 
Bartu Turizm Yatirimlari Anonim  Turkey            50 
Sirketi, Istanbul 
Daktari Travel & Tours Ltd.,     Cyprus            33.3 
Limassol 
DER Reisecenter TUI GmbH, Berlin Germany           50 
ENC for touristic Projects       Egypt             50 
Company S.A.E., Sharm el Sheikh 
Etapex, S.A., Agadir             Morocco           35 
Fanara Residence for Hotels      Egypt             50 
S.A.E., Sharm el Sheikh 
GBH Turizm Sanayi Isletmecilik   Turkey            50 
ve Ticaret A.S., Istanbul 
Gebeco Gesellschaft für          Germany           50.1 
internationale Begegnung und 
Cooperation mbH & Co. KG, Kiel 
GRUPOTEL DOS S.A., Can Picafort  Spain             50 
Holiday Travel (Israel) Limited, Israel            50 
Airport City 
Hydrant Refuelling System NV,    Belgium           25 
Brussels 
InteRes Gesellschaft für         Germany           25.2 
Informationstechnologie mbH, 
Darmstadt 
Interyachting Limited, Limassol  Cyprus            45 
Jaz Hospitality Services DMCC,   United Arab       50 
Dubai                            Emirates 
Jaz Hotels & Resorts S.A.E.,     Egypt             51 
Cairo 
Kamarayat Nabq Company for       Egypt             50 
Hotels S.A.E., Sharm el Sheikh 
Karisma Hotels Adriatic d.o.o.,  Croatia           33.3 
Zagreb 
Karisma Hotels Caribbean S.A.,   Panama            50 
Panama 
Nakheel Riu Deira Islands Hotel  United Arab       40 
FZ CO, Dubai                     Emirates 
Raiffeisen-Tours RT-Reisen GmbH, Germany           25.1 
Burghausen 
Riu Hotels S.A., Palma de        Spain             49 
Mallorca 
Sharm El Maya Touristic Hotels   Egypt             50 
Co. S.A.E., Cairo 
Sun Oasis for Hotels Company     Egypt             50 
S.A.E., Hurghada 
Sunwing Travel Group, Inc,       Canada            49 
Toronto 
Teckcenter Reisebüro GmbH,       Germany           50 
Kirchheim unter Teck 
Tikida Bay S.A., Agadir          Morocco           34 
TIKIDA DUNES S.A., Agadir        Morocco           30 
Tikida Palmeraie S.A., Marrakech Morocco           33.3 
Togebi Holdings Limited, Nicosia Cyprus            25 
Travco Group Holding S.A.E.,     Egypt             50 
Cairo 
TRAVELStar GmbH, Hanover         Germany           50 
TUI Cruises GmbH, Hamburg        Germany           50 
UK Hotel Holdings FZC L.L.C.,    United Arab       50 
Fujairah                         Emirates 
Vitya Holding Co. Ltd., Takua,   Thailand          47.5 
Phang Nga Province 
 
All other segments 
ACCON-RVS Accounting &           Germany           50 
Consulting GmbH, Berlin 
 
Responsibility ­statement 
by management 
 
To the best of our knowledge, and in accordance with the applicable reporting principles, the consolidated financial 
statements give a true and fair view of the net assets, financial position and results of operations of the Group, and 
the Group Management Report includes a fair review of the development and performance of the business and the position 
of the Group, together with a description of the principal opportunities and risks associated with the expected 
development of the Group. 
 
Hanover, 11 December 2017 
 
The Executive Board 
 
Friedrich Joussen Horst Baier David Burling 
 
Sebastian Ebel Dr Elke Eller 
 
Independent 
auditor's report 
 
To TUI AG, Berlin and Hanover 
 
Report on the audit of the consolidated financial statements and the combined management report 
 
Audit opinions 
 
We have audited the consolidated financial statements of TUI AG, Berlin and Hanover, and its subsidiaries (the Group), 
which comprise the consolidated balance sheet as at 30 September 2017, the consolidated income statement, the 
consolidated statement of comprehensive income, the consolidated statement of changes in equity and the consolidated 
cash flow statement for the financial year from 1 October 2016 to 30 September 2017 as well as the Notes to the 
consolidated financial statements, including a summary of significant accounting policies. In addition, we have audited 
the combined management report of TUI AG, Berlin and Hanover, for the financial year from 1 October 2016 to 30 
September 2017. In conformity with the German legal regulations, we have not audited the section 'Corporate Governance 
Report / Declaration on Corporate Governance' contained in the combined management report with regard to their content. 
Furthermore, we have not audited the section 'Non-financial Group declaration' in the combined management report. 
 
In our opinion, based on our knowledge obtained during the audit, 
 
· the accompanying consolidated financial statements comply with the International Financial Reporting Standards 
(IFRS) as adopted by the EU and the supplementary German legal regulations to be applied in accordance with Section 
315a German Commerial Code (HGB) in all material respects and give a true and fair view of the Group's net assets and 
financial position as at 30 September 2017 as well as its results of operations for the financial year from 1 October 
2016 to 30 September 2017 in accordance with these requirements and 
 
· the accompanying combined management report as a whole provides a suitable view of the Group's position. In all 
material respects, this combined management report is consistent with the consolidated financial statements, complies 
with the German legal requirements and suitably presents the opportunities and risks of future development. Our audit 
opinion on the combined management report does not extend to the contents of the above-mentioned section 'Corporate 
Governance Report / Declaration on Corporate Governance' or of the section 'Non-financial Group declaration'. 
 
Pursuant with Section 322 (3) Sentence 1 German Commercial Code (HGB), we state that our audit has not led to any 
reservations with respect to the propriety of the consolidated financial statements and the combined management report. 
 
Basis for the audit opinions 
 
We conducted our audit of the consolidated financial statements and the Group management report in accordance with 
Section 317 German Commercial Code (HGB) and the EU Audit Regulation (No. 537 / 2014; hereinafter 'EU Audit 
Regulation') and German generally accepted standards for the audit of financial statements promulgated by the Institute 
of Public Auditors in Germany [Institut der Wirtschaftsprüfer (IDW)]. We have conducted the audit of the consolidated 
financial statements also in accordance with International Standards on Auditing (ISA). Our responsibilities under 
these requirements, principles and standards are further described in the section 'Auditor's responsibility for the 
audit of the consolidated financial statements and the combined management report' of our report. We are independent of 
the Group companies in accordance with European and German commercial law and rules of professional conduct and we have 
fulfilled our other ethical responsibilities applicable in Germany in accordance with these requirements. In addition, 
pursuant to Article 10 (2) lit. f EU Audit Regulation, we declare that we have not provided any prohibited non-audit 
services pursuant to Article 5 (1) EU Audit Regulation. We believe that the audit evidence we have obtained is 
sufficient and appropriate to provide a basis for our audit opinions on the consolidated financial statements and 
combined management report. 
 
Key audit matters in the audit of the consolidated financial statements 
 
Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the 
consolidated financial statements for the financial year from 1 October 2016 to 30 September 2017. These matters were 
addressed in the context of our audit of the consolidated financial statements as a whole and in forming our audit 
opinion thereon; but we do not provide a separate opinion on these matters. 
 
In the following we present the key audit matters in our view: 
 
Recoverability of goodwill 
 
Recoverability of hotel prepayments 
 
Recoverability of deferred tax assets 
 
Specific provisions 
 
Accounting for the acquisition of Transat France S.A. 
 
Sale of the shares in the Travelopia Group companies 
 
EBITA adjustments 
 
Our presentation of these key audit matters has been structured as follows: 
 
Description of the issue (including reference to associated disclosures in the consolidated financial statements), 
 
Auditor's response. 
 

If necessary important conclusion. 
 
Recoverability of goodwill 
 
Description of the issue 
 
In TUI AG's consolidated financial statements as at 30 September 2017, goodwill totalling EUR 2,889.5 million is 
reported under the balance sheet item 'Goodwill'. Goodwill is subject at least once a year, on 30 June of the financial 
year, to a test of its recoverability (known as an impairment test). Measurement is by means of a valuation model based 
on the Discounted Cash Flow method. The result of this valuation depends to a great extent on the estimate of future 
cash inflows by the Management Board and also on the discount rate used. The valuation is accordingly fraught with 
considerable uncertainty. Against this background, we believe that this issue is of particular importance within the 
framework of our audit. 
 
The Company's disclosures on goodwill are contained in section (13) of the Notes to the consolidated financial 
statements. 
 
Auditor's response 
 
We investigated the process for performing the impairment test of goodwill and conducted an audit of the 
accounting-r­elevant controls contained therein. Specifically, we convinced ourselves of the appropriateness of the 
future cash inflows used in the calculation. To do so, among other things we compared these figures with the current 
budgets contained in the three-year plan adopted by the Management Board and approved by the Supervisory Board, and 
checked it against general and industry-specific market expectations. Since even relatively small changes in the 
discount rate can have a material effect on the amount of the business value determined in this way, we also focused on 
examining the parameters used to determine the discount rate used, including the Weighted Average Cost of Capital, and 
analysed the calculation algorithm. Owing to the material significance of goodwill and the fact that the valuation also 
depends on macroeconomic conditions which are beyond the control of the Company, we also assessed the sensitivity 
analyses prepared by the Company for the cash-generating units with low excess cover (carrying amount compared to 
present value). 
 
Recoverability of hotel prepayments 
 
Description of the issue 
 
Prepayments to hotels amounting to EUR 309.5 million are recognised under the balance sheet item 'Touristic payments on 
account' in TUI AG's consolidated financial statements as at 30 September 2017. 
 
In our opinion, this is a key audit matter, as the measurement of this significant item is based to a large extent on 
estimates and assumptions made by the Management Board. 
 
The Company's disclosures on Touristic payments on account are contained in section (19) of the Notes to the 
consolidated financial statements. 
 
Auditor's response 
 
We investigated the process of evaluating hotel prepayments and carried out an audit of the accounting-relevant 
controls contained therein. In the knowledge that there is an increased risk of misstatements in financial reporting 
with estimated values and that the valuation decisions of the Management Board have a direct and significant effect on 
the consolidated net income, we have assessed the appropriateness of the valuations by comparing these values with 
historical values and using the contractual bases presented to us. We assessed the recoverability of hotel prepayments 
against the background of current developments in Turkey and North Africa. For this we took into account, among other 
things, the repayment schedules agreed with the hoteliers concerned, the options for offsetting against future 
overnight accommodation and the framework agreements concluded. 
 
Recoverability of deferred tax assets 
 
Description of the issue 
 
TUI AG's consolidated financial statements as at 30 September 2017 report deferred tax assets totalling EUR 323.7 
million under the balance sheet item 'Deferred income tax assets'. Recoverability of the deferred tax assets recognised 
is measured by means of forecasts about the future earnings situation. 
 
In our opinion, this is a key audit matter because it depends to a large extent on estimates and assumptions made by 
the Management Board and is fraught with uncertainties. 
 
The Company's disclosures on deferred tax assets are contained in the Notes to the consolidated financial statements 
under 'Accounting policies' and in Section (20). 
 
Auditor's response 
 
We involved our own tax specialists in our audit of tax issues. With their support we assessed the internal processes 
and controls established for recording tax issues. We assessed the recoverability of deferred tax assets on the basis 
of internal forecasts on the future taxable income situation of TUI AG and its major subsidiaries. In this context, we 
referred to the planning prepared by the Management Board and assessed the appropriateness of the planning basis used. 
Among other things, these were examined in the light of general and industry-specific market expectations. 
 
Specific provisions 
 
Description of the issue 
 
Provisions for aircraft maintenance amounting to EUR 615.4 million and provisions for onerous hotel lease contracts 
amounting to EUR 2.5 million are disclosed under the balance sheet item 'Other provisions' in TUI AG's consolidated 
financial statements as at 30 September 2017. Furthermore, provisions for pensions and similar obligations amounting to 
EUR 1,127.4 million were recognized as at 30 September 2017. In our opinion, these are key audit matters, as the 
recognition and measurement of these significant items are based to a large extent on estimates and assumptions made by 
the Management Board. 
 
The Company's disclosures on provisions are contained in sections (29) and (30) and in the disclosures on accounting 
and valuation methods in the Notes to the consolidated financial statements. 
 
Auditor's response 
 
We investigated the process of recognising and measuring specific provisions and carried out an audit of the 
accounting-­relevant controls contained therein. In the knowledge that there is an increased risk of misstatements in 
financial reporting with estimated values and that the valuation decisions of the Management Board have a direct and 
significant effect on consolidated net income, we assessed the appropriateness of the valuations by comparing these 
values with historical values and using the contractual bases presented to us. 
 
Among other things we 
 
· assessed the valuation of the provision for onerous hotel leasing contracts, in particular for hotels in Turkey. We 
did this, among other things, on the basis of the contracts concluded and the Company's profit planning for the 
individual hotels; 
 
· analysed the calculation of the expected costs of aircraft maintenance. This was done on the basis of Group-wide 
maintenance contracts, price increases expected on the basis of external market forecasts and the discount rates 
applied, supported by our own analyses; 
 
· assessed the appropriateness of the valuation parameters used to calculate the pension provisions. Among other 
things we did this by comparing them with market data and including the expertise of our internal pension valuation 
specialists. 
 
Accounting for the acquisition of Transat France S.A. 
 
Description of the issue 
 
As at 31 October 2016, TUI acquired 99.99 % of the shares in the tour operator Transat France S.A. (and all its 
subsidiaries) at a purchase price of EUR 64.0 million. A period of twelve months from the date of acquisition, i. e. 
until the end of October 2017, is available for carrying out the final allocation of the purchase price to the acquired 
assets and liabilities. The purchase price allocation was completed by the end of September 2017. In our view, the 
accounting treatment of the acquisition of Transat France S.A. is a key audit matter, since the identification of the 
acquired assets and liabilities, their recognition and also their measurement are based to a large extent on estimates 
and assumptions made by the Management Board. 
 
The company's disclosures on the acquisition of Transat France S.A. are included in the 'Acquisitions' section of the 
Notes to the consolidated financial statements. 
 
Auditor's response 
 
We examined the allocation of the purchase price to the assets and liabilities acquired. For this, we availed ourselves 
of the expertise of our internal specialists on the topic of accounting for business combinations and assessed the 
assumptions made in identifying as well as valuing the assets and liabilities, for example by comparing them with 
market-related data. We scrutinised the calculation models used and, with regard to the planning calculations used, 
reconciled them with general and industry-specific market expectations. 
 
Sale of the shares in the Travelopia companies 
 
Description of the issue 
 
In the financial year 2015 / 16, the Company decided to sell its shares in the companies belonging to the Travelopia 
Group. For this reason, the companies in the Travelopia Group were categorised as at 30 September 2016 as a disposal 
group (IFRS 5) and classified as a discontinued operation. The Travelopia companies were sold and deconsolidated with 
effect from 15 June 2017. The sale of Travelopia Group resulted in a loss of EUR 151,7 million which consists of the 
current result of the period until 15 June 2017 of EUR - 66,4 million, thereof impairment of goodwill amounting to EUR 
47,4 million, and of an overall disposal loss of EUR - 85,3 million. In our view, the accounting treatment of the 
disposal is a key audit matter, since the contractual agreements are complex and the impact on the TUI Group are 
material. 
 
The Company's disclosures on the disposal of its shares in Travelopia are contained in the 'Discontinued operations' 
section of the Notes to the consolidated financial statements. 
 
Auditor's response 
 
As part of the audit of the proper accounting treatment of the sale of the shares in the companies belonging to the 
Travelopia Group, we examined, among other things, the foundations in company law and the provisions of the underlying 

sales contract. 
 
In this connection, we examined the fulfilment of the criteria for classification as a disposal group (IFRS 5) during 
the year, the resulting effects on the valuation of the assets and liabilities, the requirements for classification as 
a discontinued operation and the deconsolidation of the Travelopia Group. 
 
EBITA adjustments 
 
Description of the issue 
 
For steering and analysis purposes, the TUI Group uses operational Earnings Before Interest, Taxes and Amortisation 
(EBITA), adjusted for special effects. Adjustments to the EBITA of continuing operations of EUR 75.6 million leading to 
an increase in EBITA compared to unadjusted EBITA are shown in TUI AG's consolidated financial statements as at 30 
September 2017. The adjusted EBITA are used by the Management Board as a significant financial performance indicator in 
its communications with the capital market. 
 
The adjustments to EBITA were a key audit matter, as they are made on the basis of TUI AG's internal accounting 
regulations and there is a risk that the Management Board may exercise its discretionary powers one-sidedly. 
 
The Company's disclosures on the adjustments to EBITA and the calculation thereof are presented in the 'Notes to 
segment data' in the segment reporting in the Notes to the consolidated financial statements. 
 
Auditor's response 
 
We analysed the calculation of the adjusted EBITA and took a critical look at the identification of special effects and 
non-operating earnings influences. 
 
At the same time, we examined, on the basis of the findings of our audit and the information provided by the Management 
Board, whether the adjustments made were carried out in accordance with the definition and procedure described in the 
notes to the segment reporting. 
 
Other information 
 
The Management Board is also responsible for the other information. This other information includes: 
 
· the non-financial statement, 
 
· the Corporate Governance Report / Declaration on Corporate Governance, the assurance pursuant to Section 297 (2) 
Sentence 4 HGB in relation to the consolidated financial statements and the assurance pursuant to Section 315 (1) 
Sentence 5 HGB in relation to the combined group management report, and 
 
· the remaining parts of the annual report, with the exception of the audited consolidated financial statements and 
the combined management report. 
 
Our audit opinions on the consolidated financial statements and on the combined management report do not extend to 
cover the other information, and accordingly we do not issue an audit opinion or any other form of assurance conclusion 
thereon. 
 
In connection with our audit, our responsibility is to read the other information and, in doing so, to consider whether 
the other information 
 
· is materially inconsistent with the consolidated financial statements, the combined management report or our 
knowledge obtained in the audit, or 
 
· otherwise appears to be substantially misstated. 
 
Responsibility of the Management and Supervisory Boards for the consolidated financial statements and the combined 
management report 
 
The Management Board is responsible for the preparation of consolidated financial statements which comply with IFRS, as 
adopted by the EU, and the supplementary requirements of German legal regulations pursuant to Section 315a (1) German 
Commercial Code (HGB) in all material respects, so that the consolidated financial statements give a true and fair view 
of the net assets, financial position and results of operations of the Group in accordance with these requirements. In 
addition, the Management Board is responsible for the internal controls they have identified as necessary in order to 
enable the preparation of consolidated financial statements that are free from material misstatements, whether 
intentional or unintentional. 
 
In preparing the consolidated financial statements, the Management Board is responsible for assessing the Group's 
ability to continue as a going concern. Furthermore, it has the responsibility to disclose matters related to going 
concern, as applicable. In addition, it is responsible for using the going concern basis of accounting, unless the 
intention is to liquidate the Group or to cease operations or there is no realistic alternative but to do so. 
 
In addition, the Management Board is responsible for the preparation of the combined management report, which as a 
whole provides a suitable view of the Group's situation, is consistent with the consolidated financial statements in 
all material respects, complies with the German legal regulations and suitably presents the opportunities and risks of 
future development. Furthermore, the Management Board is responsible for such arrangements and measures (systems) which 
it has deemed necessary in order to enable the preparation of a combined management report in accordance with the 
German legal regulations to be applied and to furnish sufficient and appropriate evidence for the statements in the 
combined management report. 
 
The Supervisory Board is responsible for overseeing the Group's financial reporting process for the preparation of the 
consolidated financial statements and the combined management report. 
 
Auditor's responsibility for the audit of the consolidated financial statements and 
the combined management report 
 
Our objectives are to obtain reasonable assurance about whether the consolidated financial statements as a whole are 
free from material misstatements, whether due to fraud or error, and whether the combined management report as a whole 
provides an appropriate view of the Group's position and, in all material respects, is consistent with the consolidated 
financial statements and with the findings of the audit, is in accordance with the German legal regulations, and 
appropriately presents the opportunities and risks of future development, as well to issue an auditor's report that 
includes our audit opinions on the consolidated financial statements and the combined management report. 
 
Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with 
Section 317 German Commercial Code (HGB) and EU Audit Regulation and German generally accepted standards for the audit 
of financial statements promulgated by the Institute of Public Auditors in Germany (IDW) and subject to supplementary 
compliance with ISA will always detect a material misstatement when it exists. Misstatements can arise from fraud or 
error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence 
the economic decisions of users taken on the basis of these consolidated financial statements and the combined 
management report. 
 
As part of an audit, we exercise professional judgement and maintain professional scepticism. We also 
 
· identify and assess the risks of material misstatements in the consolidated financial statements and the combined 
management report, whether due to fraud or error, design and perform audit procedures responsive to those risks, and 
obtain audit evidence that is sufficient and appropriate to provide a basis for our audit opinions. The risk of not 
detecting a material misstatement resulting from fraud is higher than one resulting from error, as fraud may involve 
collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. 
 
· obtain an understanding of internal control relevant to the audit of the consolidated financial statements and the 
arrangements and measures relevant to the audit of the combined management report in order to design audit procedures 
that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of 
these systems. 
 
· evaluate the appropriateness of the accounting policies used by the Management Board and the reasonableness of 
accounting estimates and related disclosures made by the Management Board. 
 
· conclude on the appropriateness of the Management Board's use of the going-concern basis of accounting and, based 
on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that might cast 
significant doubt on the Group's ability to continue as a going concern. If we conclude that there is a material 
uncertainty, we are required to draw attention in our auditor's report to the related disclosures in the consolidated 
financial statements and the combined management report, or, if such disclosures are inadequate, to modify our 
opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor's report. However, 
future events or conditions may cause the Group to cease to continue as a going concern. 
 
· evaluate the overall presentation, structure and content of the consolidated financial statements, including the 
disclosures, and whether the consolidated financial statements represent the underlying transactions and events in a 
manner that the consolidated financial statements give a true and fair view of the net assets and financial position 
as well as the results of operations of the Group in accordance with IFRS as adopted by the EU and the supplementary 
requirements of German law pursuant to Section 315a (1) German Commercial Code (HGB). 
 
· obtain sufficient appropriate audit evidence regarding the financial information of the entities or business 
activities within the Group to express opinions on the consolidated financial statements and the combined management 
report. We are responsible for the direction, supervision and performance of the group audit. We remain solely 
responsible for our audit opinions. 
 
· evaluate the consistency of the combined management report with the consolidated financial statements, its legal 
consistency and the view it provided of the Group's position. 
 
· perform audit procedures on the forward-looking information presented by the Management Board in the combined 

management report. On the basis of sufficient appropriate audit evidence, we particularly evaluate the significant 
assumptions underlying the forward-looking information by the Management Board's and evaluate the correct derivation 
of the forward-looking information from these assumptions. We do not issue an independent opinion on the 
forward-looking information or on the underlying assumptions. There is a significant, unavoidable risk that future 
events will differ materially from the forward-looking information. 
 
We communicate with those charged with governance, among other matters, the planned scope and timing of the audit and 
also significant audit findings, including any deficiencies in internal control which we identify during our audit. 
 
We also provide those charged with governance with a statement that we have complied with relevant ethical requirements 
regarding independence, and communicate with them all relationships and other matters that may reasonably be thought to 
bear on our independence, and where applicable, related safeguards. 
 
From the matters communicated with those charged with governance, we determine those matters that were of most 
significance in the audit of the consolidated financial statements of the current reporting period and are therefore 
the key audit matters. We describe these matters in the auditor's report, unless law or regulation precludes public 
disclosure about the matter. 
 
Other legal an regulatory Requirements 
 
Other information pursuant to Article 10 EU Audit Regulation 
 
We were appointed by the annual general meeting on 14 February 2017 to audit the financial statements. We were engaged 
by the Supervisory Board on 27 February / 19 March 2017 and on 11 / 24 September 2017. We have been engaged as the 
auditors the consolidated financial statements of TUI AG, Berlin and Hanover, since the financial year 2016 / 17. 
 
We confirm that the audit opinions contained in this auditor's report are consistent with the additional report to the 
audit committee pursuant to Article 11 EU Audit Regulation ('Prüfungsbericht'). 
 
Review of the Management Board's declaration of compliance with the 
UK Corporate Governance Code 
 
Pursuant to Section 9.8.10 (1 and 2) of the Listing Rules in the United Kingdom, we were engaged to review Management's 
statement pursuant to Section 9.8.6R (6) of the Listing Rules in the United Kingdom that relate to provisions C.1.1, 
C.2.1, C.2.3 and C.3.1 to C.3.8 of the UKCorporate Goverance Code and Management's statement pursuant to Section 9.8.6R 
(3) of the Listing Rules in the United Kingdom in the financial year 2016 / 17, or, in the case of deviations, the 
explanations given. We have nothing to report in this regard. 
 
Responsible auditor 
 
The auditor responsible for the audit is Dr Hendrik Nardmann. 
 
Hanover, 11 December 2017 
 
Deloitte GmbH 
 
Wirtschaftsprüfungsgesellschaft 
 
Schenk                Dr Nardmann 
German Public Auditor German Public Auditor 
 
Forward-looking Statements 
 
The annual report, in particular the report on expected developments included in the management report, includes 
various forecasts and expectations as well as statements relating to the future development of the TUI Group and TUI 
AG. These statements are based on assumptions and estimates and may entail known and unknown risks and uncertainties. 
Actual development and results as well as the financial and asset situation may therefore differ substantially from the 
expectations and assumptions made. This may be due to market fluctuations, the development of world market prices for 
commodities, of financial markets and exchange rates, amendments to national and international legislation and 
provision or fundamental changes in the economic and political environment. TUI does not intend to and does not 
undertake an obligation to update or revise any forward-looking statements to adapt them to events or developments 
after the publication of this annual report. 
 
Financial calender 
 
13 December 2017 
 
Annual Report 2017 
 
13 February 2018 
 
Annual General Meeting 2018 
 
13 February 2018 
 
Quarterly Statement Q1 2018 
 
28 March 2018 
 
Trading update 
 
9 May 2018 
 
Half-Year Financial Report H1 2018 
 
August 2018 
 
Quarterly Statement Q3 2018 
 
December 2018 
 
Annual Report 2018 
 
Contact: 
Peter Krueger, Director Investor Relations & Special Projects, Tel: [phone] 
 
Contacts for Analysts and Investors in UK, Ireland and Americas 
 
Sarah Coomes, Head of Investor Relations, Tel: [phone] 
 
Hazel Chung, Investor Relations Manager, Tel: [phone] 
 
Contacts for Analysts and Investors in Continental Europe, Middle East and Asia 
 
Nicola Gehrt, Head of Investor Relations, Tel: [phone] 
 
Ina Klose, Investor Relations Manager, Tel: [phone] 
 
ISIN:          DE000TUAG000, DE000TUAG281, DE000TUAG299 
Category Code: ACS 
TIDM:          TUI 
LEI Code:      529900SL2WSPV293B552 
Sequence No.:  5007 
 
End of Announcement EQS News Service 
 
638441 13-Dec-2017 
 
 

(END) Dow Jones Newswires

December 13, 2017 02:23 ET (07:23 GMT)