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We Pioneer Sustainable Aerospace for a Safe and United World
We pioneer sustainable aerospace for a safe and united world Airbus Corporate Presentation July 2021 Airbus is an international pioneer in the aerospace industry We are a leader in designing, manufacturing, and delivering aerospace products, services and solutions to customers on a global scale. Ambition to be the first to offer a zero-emission commercial aircraft by 2035 ZEROe concept aircraft powered by hydrogen Airbus Corporate Presentation A commercial aircraft manufacturer, with Defence and Space as well as Helicopters divisions Airbus is the largest aeronautics and space company in Europe and a worldwide leader. Airbus Corporate Presentation Airbus has built on its strong European heritage to become truly international The company has aircraft final assembly lines across Asia, Europe and the Americas. 180 12,000 locations direct suppliers globally Airbus Corporate Presentation Strength of diversification Airbus Airbus Airbus Defence commercial Helicopters and Space 863 471 660 5,947 422 565 EBIT Adjusted in millions 618 +12% +17% in 2020 in 2020 Lines, boxes, etc. are only illustrative 2019 2020 2019 2020 2019 2020 Consolidated Airbus 2020 FY revenues € 49.9 billion; FY EBIT Adjusted € 1.7 billion Airbus Corporate Presentation Our strategy Purpose: We pioneer sustainable aerospace for a safe and united world. Company strategy: 1. Continue to grow 2. Leverage European 3. Continue to invest 4. Lead transformation as an Aerospace & roots while pursuing for the future of the aerospace Defence leader a Global reach industry • Keep current portfolio • Leverage diversity of workforce • Ensure the right combination of • Lead the journey towards clean competitive. to address global market and growth, profitability and aerospace. -
Airbus Group
Defense & Aerospace Companies, Volume II - International Airbus Group Outlook · In March 2015, Airbus Group initiated a second divestment of its shares in Dassault Aviation · Airbus Group is riding the boom in the commercial aircraft market that has fueled a record backlog of EUR857 billion · Airbus D&S is being restructured via mergers and divestments; some 5,000 jobs will be eliminated, primarily in Europe · The company has consolidated its focus in India in hopes of winning upcoming contracts Headquarters Airbus Group SE In mid-2013, following a failed merger attempt with 4, rue du Groupe d'Or BAE Systems, EADS's ownership structure was BP 90112 drastically altered as shareholders changed a Franco- 31703 – Blagnac Cedex, France German ownership pact in favor of greater management Telephone: + 33 0 5 81 31 75 00 freedom. Under the plan, France and Germany now Website: http://www.airbus-group.com hold core stakes of 12 percent each, Spain holds 4 percent, and the rest is floated freely to investors. In 2014, the European Aeronautic Defence and Space Prior to the changes, the triumvirate of nations held over Company (EADS) rebranded itself as Airbus Group, 50 percent of the firm. As part of the changes, France after its largest operation. agreed to give up veto powers over the company's Originally, EADS was formed through Europe's post- industrial policy. Cold War consolidation efforts. At the time of its At the start of 2015, Airbus Group employed about formation in 2000, EADS comprised the activities of the 138,622 people around the world. founding partners Aerospatiale Matra SA of France, Construcciones Aeronáuticas SA (CASA) of Spain, and Note: For details on Airbus Group's major subsidiaries, DaimlerChrysler Aerospace AG (DASA) of Germany. -
Airbus Group & Europe A&D Strategy for PLM Standards
Airbus Group & Europe A&D strategy for PLM standards Amaury SOUBEYRAN Head of PLM Harmonization Center deputy AIRBUS Group BOEING is a trademark of Boeing Management Company Copyright © 2014 Boeing. All rights reserved. Copyright © 2014 Northrop Grumman Corporation. All rights reserved. GPDIS_2014.ppt | 1 Content Global Product Data Interoperability Summit | 2014 1. From EADS to Airbus Group 2. Airbus Group PHC & SSC strategy 3. Europe ASD & SSG strategy BOEING is a trademark of Boeing Management Company Copyright © 2014 Boeing. All rights reserved. Copyright © 2014 Northrop Grumman Corporation. All rights reserved. GPDIS_2014.ppt | 2 …at a glance Global Product Data Interoperability Summit | 2014 BOEING is a trademark of Boeing Management Company Page 3 Copyright © 2014 Boeing. All rights reserved. Copyright © 2014 Northrop Grumman Corporation. All rights reserved. GPDIS_2014.ppt | 3 A&D industry consolidation in Europe Global Product Data Interoperability Summit | 2014 Handley Page Avro British British Aircraft Aerospace Corporation GEC GEC Marconi Rolls Royce Alfa Romeo AvioAeritalia Agusta Sinai Machete Otto Breda Thomson SAGEM SAFRAN SNECMA 2322 Companies 8 Dassault Matra Matra-HAT Aerospatiale Aerospatiale AS-Matra MTU Dornier VFW Dasa MBB MBB CASA CASA AISA 1980 1985 1990 1995 1997 1998 ………....2014 10/07/2000 01/01/2014 BOEING is a trademark of Boeing Management Company Copyright © 2014 Boeing. All rights reserved. Page 4 Copyright © 2014 Northrop Grumman Corporation. All rights reserved. GPDIS_2014.ppt | 4 Airbus Group Revenues in Bn € Global Product Data Interoperability Summit | 2014 34,206 * Sales revenues defence in billions of euros BOEING is a trademark of Boeing Management Company Page 5 Copyright © 2014 Boeing. All rights reserved. -
4.1 Management and Control
Corporate Governance / 4.1 Management and Control 4.1 Management and Control The corporate governance arrangements of the Company were the Company’s corporate governance, refl ecting an emphasis substantially changed pursuant to the Multiparty Agreement, on best corporate governance practices and the absence of a including changes in the composition of the Board of Directors controlling shareholder group. Below is a summary description and the rules governing its internal affairs (the “Board Rules”). of such changes. These changes are intended to further normalise and simplify 4.1.1 Corporate Governance Arrangements 4.1.1.1 Board of Directors meeting. No shareholder or group of shareholders, or any other entity, has the right to propose, nominate or appoint any Directors a) Composition Rules and Principles other than the rights available to all shareholders under Dutch law. Under the Articles of Association, the Board of Directors consists of at most 12 Directors. Under the Board Rules, each Board In addition to the membership and composition rules described Director shall retire at the close of the AGM held three years above, the RNGC, in recommending candidates for the Board following his or her appointment, unless the said mandate is of Directors, and the Board of Directors in its resolutions renewed. Under the Board Rules, at least a majority of the proposed to the shareholders’ meeting regarding the renewal Members of the Board of Directors (i.e. 7/12) must be European or appointment of Directors, are both required to apply the Union (“EU”; any reference in the Board Rules to the EU includes following principles: the UK, notwithstanding a withdrawal of the UK from the EU) – the preference for the best candidate for the position; nationals (including the Chairman of the Board of Directors) and – the preference for gender diversity between equal profi les; a majority of such majority (i.e. -
Airbus Board of Directors Selects Guillaume Faury Future Chief Executive Officer
Airbus Board of Directors Selects Guillaume Faury Future Chief Executive Officer Amsterdam, 8 October 2018 – The Board of Directors of Airbus SE (stock exchange symbol: AIR) has selected Guillaume Faury as future Airbus Chief Executive Officer (CEO). Faury, 50, who currently serves as President Airbus Commercial Aircraft, will succeed Tom Enders, 59, who remains CEO until the Annual General Meeting (AGM) on 10 April 2019, when the appointment of Faury as executive member of the Board will be submitted to shareholders. Tom Enders, CEO of Airbus, said: “Guillaume is an excellent choice. He has gained broad industrial and aeronautic experience over many years and in many roles both inside and outside Airbus. With his strong values and international mindset, Guillaume stands for the new generation of leaders that Airbus needs for the coming decade. He knows he can rely on me to facilitate a smooth transition.” Guillaume Faury served in various senior management roles at Eurocopter from 1998 to 2008. Starting in Engineering, then Flight Test, he later became Executive Vice President for Commercial Programmes, then Executive Vice President for Research and Development. In 2009, Faury joined Peugeot S.A., where he served as Executive Vice President for Research and Development as a Member of the Managing Board. In May 2013, Faury returned to Airbus as CEO of Airbus Helicopters and in early 2018 he took the helm of Airbus Commercial Aircraft. Denis Ranque, Chairman of the Board of Directors of Airbus, said: “We have diligently prepared for this succession, reaching a unanimous conclusion after a thorough examination of all potential candidates, internal and external. -
Virtual Certification”: a Milestone in 2006 for Antenna Sitting: Green Light by DGAC Authorities
When Systems Engineering meets Virtualization… Pr E. Duceau Scientific Director System Engineering, Applied math & Information Technologies [email protected] Airbus Group Innovations – general overview When Systems Engineering Meets Virtualization Outline RoI, Bottlenecks and Constrains • Where I am from • High level requirements We have a dream… • Common Virtual Bird Global picture • Functional Digital Mock-Up yes we could! • Risk assessment but not alone, • Virtual Testing and make money • Conclusion: Key Challenges 17.01.2015 © Airbus Group. All rights reserved. Confidential & proprietary document 2 Airbus Group Innovations – general overview 1. 3 Divisions & Corporate targets to align 2. Size, time-to-market, competitors Airbus Group Management structure Airbus Group Innovations is part of Chief Technical Officer Organization Denis Ranque Chairman of the Board of Directors (BoD) Tom Enders Chief Executive Officer (CEO) Chief Financial Chief Strategy & Chief Technical CEO Airbus Group Chief Human Officer Marketing Officer Officer Inc. Resources Officer HaraldHarald Wilhelm Wilhelm MarwanMarwan Lahoud Lahoud JeanJean J. J. Botti Botti Allan McArtor Thierry Baril Airbus Airbus Helicopters Airbus Defence and Space Fabrice Brégier (CEO) Guillaume Faury (CEO) Bernhard Gerwert (CEO) © Airbus Group. All rights reserved. Confidential & proprietary document 3 Architectes of complex systemes = The Challenge in Innovation The problem is … AS-IS situation 1.This works, but… Actual efficiency? 2.Processes are “certified” Analyse & Define -
Model Based Architecting for Evolutionary Design of Systems of Systems (Sos) Sos Research Activities at Airbus Group Innovations
EU KIC Urban Mobility / Challenges for Urban Mobility Model Based Architecting for evolutionary design of Systems of Systems (SoS) SoS Research activities at Airbus Group Innovations Andreas Keis Head of Digital Engineering Processes & Platforms [email protected] EU KIC Urban Mobility / Challenges for Urban Mobility Confidential WHO WE ARE Airbus Group Top Management Structure Denis Ranque Chairman of the Board of Directors (BoD) Tom Enders Chief Executive Officer (CEO) Chief Financial Chief Strategy & Chief Technical CEO Airbus Chief Human Officer Marketing Officer Officer Group Inc. Resources Officer HaraldHarald Wilhelm Wilhelm MarwanMarwan Lahoud Lahoud JeanJean J. J. Botti Botti Allan McArtor Thierry Baril m group.co - Airbus Airbus Airbus Defence and Space Helicopters Fabrice Brégier (CEO) Guillaume Faury (CEO) Bernhard Gerwert (CEO) Group, www.airbus © 2014 Airbus Page 2 EU KIC Urban Mobility / Challenges for Urban Mobility Confidential Airbus Group – Complex Products group.com - © 2014 Airbus Group, www.airbus © 2014 Airbus The interaction of the operating systems and their environment is playing an increasingly3 important role EU KIC Urban Mobility / Challenges for Urban Mobility Confidential Why do we care about Urban Mobility? 4 EU KIC Urban Mobility / Challenges for Urban Mobility Confidential Urban Mobility – A System of Systems A System is a “System of Systems” if it exhibits significant amounts of: Emergent behavior - SoS performs functions not achievable by the independent component systems Geographic distribution -
Livre EADS RD EV.Indb
REGISTRATION DOCUMENT 2013 European Aeronautic Defence and Space Company EADS N.V. (the “Company” and together with its subsidiaries, the “Group”) is a Dutch company, which is listed in France, Germany and Spain. The applicable regulations with respect to public information and protection of investors, as well as the commitments made by the Company to securities and market authorities, are described in this Registration Document (the “Registration Document”). As further described in its press release of 2 January 2014, the Group has been rebranded as Airbus Group as of such date. The Company’s legal name change into Airbus Group N.V. shall be submitted to the Company’s Annual General Meeting of Shareholders (the “AGM”) scheduled for end of May 2014. The Company’s subsidiaries may change their legal names in line with the Group’s rebranding. In addition to historical information, this Registration Document includes forward-looking statements. The forward-looking statements are generally identifi ed by the use of forward-looking words, such as “anticipate”, “believe”, “estimate”, “expect”, “intend”, “plan”, “project”, “predict”, “will”, “should”, “may” or other variations of such terms, or by discussion of strategy. These statements relate to the Company’s future prospects, developments and business strategies and are based on analyses or forecasts of future results and estimates of amounts not yet determinable. These forward-looking statements represent the view of the Company only as of the dates they are made, and the Company disclaims any obligation to update forward-looking statements, except as may be otherwise required by law. The forward- looking statements in this Registration Document involve known and unknown risks, uncertainties and other factors that could cause the Company’s actual future results, performance and achievements to differ materially from those forecasted or suggested herein. -
Airbus Helicopters 30 Airbus Defence and Space 32 Share Information
AIRBUS ANNUAL REPORT 2018 Passion for progress Every day, we use our passion for progress to address today and tomorrow’s challenges. From developing new and more efficient products, to how we can harness the power of data to deliver insight-based solutions, through to pioneering disruptive innovations that will help shape the future of aerospace. Who we are Airbus is an international pioneer in the aerospace industry. We are a leader in designing, manufacturing and delivering aerospace products, services and solutions to customers on a global scale. We aim for a better-connected, safer and more prosperous world. Introduction to our reporting Overview 02 Highlights 04 Airbus at a glance 06 Chairman’s message 08 Board of Directors 10 Chief Executive Officer interview 12 Executive Committee and Top Management 14 Strategy in action 14 Production ramp-up 16 Harnessing the power of data 18 Continuous innovation 20 Our people 22 Responsibility and Sustainability 24 Chief Financial Officer interview 26 Operational review 26 Airbus 28 Airbus Helicopters 30 Airbus Defence and Space 32 Share information Information Document 07 Risk Factors 23 Information on the Company’s Activities 71 Management’s Discussion and Analysis of Financial Condition and Results of Operations 93 General Description of the Company and its Share Capital 115 Corporate Governance 159 Entity Responsible for the Information Document Financial Statements 05 Airbus SE – IFRS Consolidated Financial Statements 13 Notes to the IFRS Consolidated Financial Statements 91 Airbus SE – IFRS Company Financial Statements 97 Notes to the IFRS Company Financial Statements 119 Other Supplementary Information Including the Independent Auditor’s Report Where applicable, 2017 figures have been restated to reflect the adoption of the IFRS 15 accounting standard and new segment reporting as of 1 January 2018. -
Ready for Takeoff Tom Enders Parts Ways with Airbus and Hands the Reins to Guillaume Faury
April 2019 The German Times – Business 13 Ready for takeoff Tom Enders parts ways with Airbus and hands the reins to Guillaume Faury He has big shoes to fill, and not most in my job was the interna- surprise, the German govern- without which it would have lost alties. The unit used “consultants” BY JENS FLOTTAU just literally. Enders transformed tional nature of the business. It ment blocked the deal for fear a key account at American Air- to help broker commercial aircraft Airbus in many ways. Created as a would be hard to go back and that German jobs could be lost. lines to Airbus. The Max ensured deals. Enders and CFO Harald t had to be those red cowboy European project in 1969, almost work for a purely German com- Enders was furious. “Forgiven, that the two would share the deal. Wilhelm were trying to end the boots. “My favorite shoes, exactly 50 years ago, it is now no pany,” Enders says. but not forgotten,” he says about The global Max fleet is currently practice but found strong inter- Ivery comfortable,” Tom longer strictly a European com- He has seen it all. In the late the episode today. grounded following two crashes. nal resistance in the unit against Enders says, raising his jeans a pany, nor is it a company that 1990s when he was in his late He has reasons to forgive. The It has already lost market share interference from corporate. In bit to show off his footwear. His governments have much control 30s, Enders was responsible for merger failed, but the interven- vis-à-vis Airbus and the intense late 2017, the French media was last meeting with the media in over any more. -
4.1 Management and Control
Corporate Governance / 4.1 Management and Control 4.1 Management and Control The corporate governance arrangements of the Company were the Company’s corporate governance, refl ecting an emphasis substantially changed pursuant to the Multiparty Agreement, on best corporate governance practices and the absence of a including changes in the composition of the Board of Directors controlling shareholder group. Below is a summary description and the rules governing its internal affairs (the “Board Rules”). of such changes. These changes are intended to further normalise and simplify 4.1.1 Corporate Governance Arrangements 4.1.1.1 Board of Directors other entity, has the right to propose, nominate or appoint any Directors other than the rights available to all shareholders under a) Composition Rules and Principles Dutch law. Under the Articles of Association, the Board of Directors In addition to the membership and composition rules described consists of at most 12 Directors. Under the Board Rules, each above, the RNGC, in recommending candidates for the Board Board Director shall retire at the close of the AGM held three of Directors, and the Board of Directors in its resolutions years following his or her appointment, unless the said mandate proposed to the shareholders’ meeting regarding the renewal is renewed. Under the Board Rules, at least a majority of the or appointment of Directors, are both required to apply the Members of the Board of Directors (i.e. 7/12) must be European following principles: Union (“EU”) nationals (including the Chairman of the Board the preference for the best candidate for the position; of Directors) and a majority of such majority (i.e. -
Airbus-Registration-Document-2016
Q Annual Report 2016 Registration Document 2016 Financial Statements 2016 122334455 1 Corporate Governance 4 4.1 Management and Control 104 4.1.1 Corporate Governance Arrangements 104 4.1.2 Dutch Corporate Governance Code, “Comply or Explain” 124 4.1.3 Enterprise Risk Management System 125 4.1.4 Ethics and Compliance Organisation 129 4.2 Interests of Directors and Principal Executive Officers 131 4.2.1 Remuneration Policy 131 4.2.2 Long-Term Incentives Granted to the Chief Executive Offi cer 141 4.2.3 Related Party Transactions 142 4.3 Employee Profit Sharing and Incentive Plans 142 4.3.1 Employee Profi t Sharing and Incentive Agreements 142 4.3.2 Employee Share Ownership Plans 142 4.3.3 Long-Term Incentive Plans 144 Registration Document 2016 - AIRBUS ° 103 ° Annual Report 2015 Registration Document 2015 Financial Statements 2015 Q Financial Statements 2015 122334455 1 CorporateGovernance 4.1 Management and Control 4.1 Management and Control The corporate governance arrangements of the Company were the Company’s corporate governance, refl ecting an emphasis substantially changed pursuant to the Multiparty Agreement, on best corporate governance practices and the absence of a including changes in the composition of the Board of Directors controlling shareholder group. Below is a summary description and the rules governing its internal affairs (the “Board Rules”). of such changes. These changes are intended to further normalise and simplify 4.1.1 Corporate Governance Arrangements 4.1.1.1 Board of Directors to succeed active Board Members after consultation with the Chairman of the Board of Directors and the CEO.