DOCSLIB.ORG

Airbus R&T Activities

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Airbus R&T Activities Airbus Group Innovations (AGI) R&T activities with Japan 02 December 2014 Guy Gallic [email protected] Tel: + 33 1 4224 2639 Agenda Airbus Group Innovations List of AGI past and current activities with Japan Airbus R&T cooperations to be set up SUNJET II 02/12/2014 © Airbus Group. All rights reserved. Confidential & proprietary document Page 2 Airbus Group Innovations in Airbus Group 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. Botti J. Botti Allan McArtor Thierry Baril Airbus Airbus Helicopters Airbus Defence and Space Fabrice Brégier (CEO) Guillaume Faury (CEO) Bernhard Gerwert (CEO) Key figures: 60b€ revenues, 145 000 employees 15/09/2014 © Airbus Group 2014 Page 3 Airbus Group Innovations – Missions, Key figures Missions: R&T development and Demonstrators for the benefit of *the divisions • Over 800 Researchers, Scientists, Engineers worldwide • 20 sites around the world • Located in 12 countries • More than 100 new patent applications every year Page 4 02/12/2014 © Airbus Group 2014 List of AGI past and current activities with Japan 1999 SuperSonic Transportation (replacement of Concorde) Structure in Composite JADC, MHI, KHI, RIMCOF, Tokyo University 2008 -> 2013 SuperSonic Transportation Cooperation (DGAC, GIFAS – METI, SJAC) “Technology Bricks” (composite, noise) Air frame configuration JADC, MHI, IHI, KHI, ESPR, JAXA 2011 -> 2012 Europe-Japan cooperation in Aeronautic - FP7 Call 4 CSA: SUNJET Common aeronautics technological roadmaps SJAC, JADC, JAEC, JAXA, Tokyo University 2013 -> 2015 Europe-Japan cooperation in Hypersonic - FP7 Call 5: HIKARI Guideline for an Hypersonic Aircraft, technological Road Maps, Market analysis JADC, IHI, JAXA FP: Frame Work Programme replaced by H2020 (Horizon 2020) Page 5 02/12/2014 © Airbus Group 2014 List of AGI past and current activities with Japan Febuary 2013: Workshop on robotics for manufacturing at the French Embassy in Tokyo Q1 2015 Workshop on Energy Storage at the European Delegation in Tokyo AGI Permanent staff in Tokyo: Jules Gueguen c/o Airbus Defence & Space - Tokyo Spot Image K.K. Shinjuku Nomura Building 14F 1-26-2 Nishi Shinjuku, Shinjuku-ku, Tokyo 163-0514 T: +81 (0)3-6279-0320 M: +81 (0)80-9561-4836 F: +81 (0)3-6279-0326 E: [email protected] Other PoC : Yuhiro Matsuoka Airbus Japan - General Manager - Corporate Office Tel: +81 (3) 5775 0573 Roppongi Hills Mori Tower 19F 6-10-1 Roppongi, Minato-ku Tokyo 106-6119 E: [email protected] Page 6 02/12/2014 © Airbus Group 2014 Airbus R&T cooperations to be set up Technologies for more electrical aircraft December 2013 (Tokyo) Workshop planned in Q1 2015 Road-map in the CSA SUNJET II Hybrid-aero (Hybrid Propulsion) Robots for manufacturing December 2013 (Tokyo) Workshop in Tokyo in February 2013 Road-map in the CSA SUNJET II Page 7 02/12/2014 © Airbus Group 2014 Airbus R&T cooperations to be set up Cabin To capture societal trends (e.g. aging population, use of personal electronic devices, …) and assess the consequences on the design of the cabin and the associated technologies Composite New composite manufacturing and assembly processes for aircraft production. Autonomy • Def: The ability to fulfill a task with minimized or without human intervention or support • Airbus Helicopters entered the UAV domain by developing dual manned / unmanned applications: June 2008 - Fully autonomous flight of EC 155 March 2013 - Fully autonomous flight of EC 145 2015 ̴ 2017 - Medium (3 to 4 ton class) OPV High Speed Technologies Follow-on HIKARI Page 8 02/12/2014 © Airbus Group 2014 SUNJET II (SUstainable Network for Japan-Europe aerospace research and Technology cooperation): CSA (Coordination and Support Action) awarded to Airbus Group Innovations and its partners in November 2014 by the European Commission Partners: Aircraft manufacturers, Equipment manufacturers, Research centers, Universities, Clusters Purpose: Foster cooperation between Japan and Europe in Research and Technologies domains to be used by Aeronautics Deliverables: - Common technological roadmaps - Recommendations for future R&T studies to be performed in collaboration - Support for project creation (IPR, contractual aspects, …) - Communication (Website, Newsletter, Workshop every 6 months) - Data base to be transferred to ASD (Aerospace and Defense Industries Association of Europe) at the end of the contract Duration: 2.5 years Kick-off: February 2015 Page 9 02/12/2014 © Airbus Group 2014.
Load more

Recommended publications
  • PAR Capital Management Enters Into Binding Agreement to Subscribe to a 11.5% Stake in Icelandair Group
    April-2019 PAR Capital Management Enters Into Binding Agreement To Subscribe To A 11.5% Stake In Icelandair Group Airbus Sells Its Shares In Alestis Aerospace Ethiopian Airlines Statement On The Preliminary Report Of The Accident On ET 302 Magnetic MRO Expands Camo Capabili- ties To Two New Wide-Bodies Contents Magnetic MRO Expands Camo Capabilities To Two New Wide-Bodies 1 Starlux Airlines Orders 17 A350 XWB Aircraft For Long-Haul Services 2 ATI Extends Long-Term Purchase Agreement With Rolls-Royce 3 Airbus Sells Its Shares In Alestis Aerospace 4 KBRA Assigns Final Ratings To Maps 2019-1 Limited 5 Vietnam Airlines Showcases Its Latest Airbus A350-900, Completing Its Fleet.. 6 UIA Adjusts Its Summer 2019 Schedule 8 Gulf Air Explores Growing The Airlines Network With Strategic Partners In Russia 9 PAR Capital Management Enters Into Binding Agreement To Subscribe To A 11.5%.. 10 Nordic Aviation Capital Has Successfully Completed The Largest Ever Senior.. 11 Airbus Shareholders Approve All AGM Resolutions, Guillaume Faury Appointed CEO 12 GA Telesis Appoints Kevin Geissler, Vice President Of Aviation Lease Solutions 14 Bombardier Signs Firm Purchase Agreement For Six Q400 Turboprops 15 Aerfin: Q1 Update 16 Ethiopian Airlines Statement On The Preliminary Report Of The Accident On ET 302 18 Airbus Launches “Skywise Health Monitoring” With Us Airline Allegiant Air.. 19 Tap Air Portugal Takes Delivery Of Its First A321LR 20 Skyworks Announces Q1 2019 Activities 22 ANA Receives New Boeing 787-10 For International Routes 23 Gulf Air And Etihad Airways Sign Codeshare Agreement, Strengthening.. 24 Magnetic MRO Expands Camo Capabilities To Two New Wide-Bodies Magnetic MRO, a global provider of Total that adds new wide-body aircraft to our portfolio Technical Care for aircraft operators and lessors, complements the company’s recent business has gained EASA’s approval to offer continuing acquisition.
    [Show full text]
  • The Defense Industry in an Age of Austerity P
    The Economics of Peace and Security Journal, ISSN 1749-852X Smith, The defense industry in an age of austerity p. 18 © www.epsjournal.org.uk – Vol. 8, No. 1 (2013) of the arms industry. SIPRI (2000, The defense industry in an age of austerity p. 315) estimated that arms Reductions in military expenditure will production (domestic demand plus generate pressures to restructure the defense industry. This article explores Ron Smith exports minus imports) in 1997 was only 56 percent of its 1987 level in the implications of a more peaceful the U.S., 77 percent in France, and evolution of military expenditure for ven without the U.S. budget battles, with their fiscal cliffs and sequestration, the economic structure of this industry. deficit-reduction pressures and withdrawal from Afghanistan would have 90 percent in the U.K. Arms sales by the top-100 companies in the For example, since military Econstrained future U.S. military expenditure, just as austerity constrains expenditure and defense industry European military expenditure. Reductions in military expenditure will generate SIPRI list measured in 2010 prices rose from $257bn in 2002 to $411bn concentration have moved in opposite pressures to restructure the defense industry. The proposed merger of BAE Systems directions in the past, future cuts in and EADS, announced in September 2012 and killed by German government in 2010, and then fell by 5 percent in 2011. such spending might be expected to opposition a month later, is an early indication of such pressures. While history does lead to a more concentrated industry. not repeat itself, it may be informative to examine an earlier period of restructuring, The U-shaped pattern in military between the end of the cold war in 1990 and the beginning of the “war on terror” in expenditure was matched by an 2001, to see what we might expect in response to future cuts.
    [Show full text]
  • The Merger Between EADS BEA SYSTEMS
    Research Network on Innovation Réseau de Recherche sur l’Innovation WORKING PAPERS DOCUMENTS DE TRAVAIL N°33 / 2013 MERGERS FAILURE IN THE EUROPEAN DEFENCE TECHNOLOGICAL AND INDUSTRIAL BASE. THE CASE OF EADS / BAE SYSTEMS Pierre BARBAROUX Blandine LAPERCHE 1 MERGERS FAILURE IN THE EUROPEAN DEFENCE TECHNOLOGICAL AND INDUSTRIAL BASE. THE CASE OF EADS / BAE SYSTEMS Pierre BARBAROUX1 Blandine LAPERCHE2 Summary: This paper deals with the project of a merger between BAE systems and EADS, announced in September 2012 and finally cancelled one month later. It investigates the rationale of the merger project and the reasons that explain its collapse. Our first aim is to assess the importance - usually put forward in the literature - of the pre-merger phase in the success or the failure of a merger project. Our second aim is to put forward the specificities of mergers when defence firms are involved. Using a single case study methodology, we show that the economic rationality of the project was based on industrial complementaries, economic synergies and personal motives. We then investigate the many political divergences, specific to the defence industry, that emerged during the pre merger phase. Finally, considering the economic and political stakes, we suggest the merger project appeared as too big to succeed. Key words: Merger, EADS, BAE Systems, Defence, European Defence Technological and Industrial Base (EDTIB) JEL Codes: L10 (Industrial Organization – general), L64 (industry Studies – Armaments), G.34 (Corporate Finance and Governance : Mergers, acquisition, restructuring) © Réseau de Recherche sur l’Innovation, 2013 1 Centre de recherche de l’armée de l’air (CReA) Equipe Management des organisations de défense (MOD) EOAA/CReA BA 701 13661 SALON AIR Research Network on Innovation [email protected] 2 Lab.RII-ULCO/ CLERSE UMR8019 Université Lille Nord de France Research Network on Innovation [email protected] 2 MERGERS FAILURE IN THE EUROPEAN DEFENCE TECHNOLOGICAL AND INDUSTRIAL BASE.
    [Show full text]
  • We All Fly. More and More. Making Global Air Traffic Sustainable Is a Shared Responsibility
    1 ALOFTAN INFLIGHT REVIEW WE ALL FLY. MORE AND MORE. MAKING GLOBAL AIR TRAFFIC SUSTAINABLE IS A SHARED RESPONSIBILITY. 2 LOREM IPSUM DOLOR IMPRINT ALOFT AN INFLIGHT REVIEW is jointly published by the Heinrich Böll Foundation and the Airbus Group German edition: OBEN IHR FLUGBEGLEITER Managing editor, author (unless otherwise specied): Dietmar Bartz Art director: Ellen Stockmar Translator: Maureen Polaszek Proofreader: Maria Lanman Editorial responsibility (V.i.S.d.P): Annette Maennel, Heinrich Böll Foundation 1st edition, May 2016 For further inquiries please contact: Ute Brümmer, Heinrich Böll Foundation, Schumannstraße 8, 10117 Berlin, bruemmer boell.de Florian Keisinger, Airbus Group, Rahel-Hirsch-Straße 10, 10557 Berlin, orian.keisinger airbus.com Print: Druckerei Conrad GmbH, Berlin climate neutrally printed on 100% recycled paper Order and download address: Heinrich-Böll-Stiftung, Schumannstraße 8, 10117 Berlin, Germany, www.boell.de/aloft 2 ALOFT AN INFLIGHT REVIEW 3 EDITORIAL DEAR READERS! ir trac is a key component of our modern, globally Despite all the improvements in noise and emission protec- connected world. This applies to both our profes- tion that have been made in recent years, a great deal must be sional and our private lives. Aviation has created a done from a political and technical point of view. global neork connecting people and goods. It is An ongoing controversy is how to regulate the aviation in- A hard for anyone who wants to become familiar with the world dustry and what constraints are eective. At best, they should and participate in global exchange to refrain from flying. take place at an international level, establish a uniform com- We currently record about 3.3 billion air trips per year.
    [Show full text]
  • Finland 1. Finland
    Epicos 2016 Special Focus: Finland Volume 8 Number 04 – Wednesday, 27 January 2016 Part I: Finland 1. Finland: Future Defence Budget and Procurements 2. Finnish Defence Industry: Main Competences & Total Turnover 3. Epicos “Industrial Cooperation and Offset Projects” 4. Advanced Fiber Optics Cable Repair System 5. Comprehensive military shooting training system based on optoelectronic technology 6. News from our A&D Business Network Part II: Epicos Newsroom 1. ESA selects Airbus Defence and Space for two new Sentinel-2 satellites 2. Rockwell Collins technology aids in historic first KC-46A tanker refueling flight 3. SAAB Receives Order from EDA for Carl-Gustaf Ammunition 4. First China Airlines A350XWB takes shape in Airbus’ Final Assembly Line 5. Rheinmetall creates Europe’s leading producer of military vehicles © Epicos Informational Services Page 1 Epicos 2016 Special Focus: Finland Finland: Future Defence Budget and Procurements Finnish defence budget for 2016 is estimated to reach, according to the country’s authorities, 2886.3 million Euros, significantly augmented (227.5) compared to the 2015 defence budget. This is mainly a result of postponing the payment schedules of some earlier materiel projects. From this amount the biggest percentage, will be used to cover the payroll of the defence forces’ personnel, accounting for 783.5 million Euros (approximately 27.1% of the country’s defence budget), slightly decreased compared to 2015, when it reached 793.4 accounting for 29.8% of total defence budget. Operational expenses and procurement of materiel follow with 701.6 (accounting for 24.3% of the total budget) and 544.7 million (accounting for 18.9% of the total budget) respectively.
    [Show full text]
  • Airbus Annual Report 2017
    ANNUAL REPORT 2017 AIRBUS - Connecting ANNUAL REPORT ANNUAL the skies 2017 Contents /04 /26 Opening Measuring new horizons our results — Interview with the Digital — Interview with Transformation Of cer the Chief Financial Of cer — Launching Skywise – Data in the sky — K e y g u r e s /10 /32 Sharing Delivering our vision our priorities — Letter from the Chairman of the Board — Commercial Aircraft — Board of Directors — Helicopters — Interview with the Chief Executive Of cer — Defence and Space — Executive Committee — Highlights 2017 — Interview with the General Counsel — Share information and the Chief Ethics and Compliance Of cer — Responsibility and Sustainability Registration Document Financial Statements Contents Annual Report 2017 - AIRBUS 001 /04 /26 Airbus is forever innovating, Opening Measuring forever progressing, new horizons our results forever challenging the present — Interview with the Digital — Interview with to be ready for the future. Transformation Of cer the Chief Financial Of cer — Launching Skywise – Data in the sky — K e y g u r e s Airbus aspires to be a digital aerospace champion, connecting software, hardware and customer perspectives for maximum insights and opportunities for growth. Connecting /10 /32 Sharing Delivering the skies our vision our priorities — Letter from the Chairman of the Board — Commercial Aircraft — Board of Directors — Helicopters — Interview with the Chief Executive Of cer — Defence and Space — Executive Committee — Highlights 2017 — Interview with the General Counsel — Share information and the Chief Ethics and Compliance Of cer — Responsibility and Sustainability Registration Document Financial Statements 002 Executive summary Executive summary 002 Executive summary Annual Report 2017 - AIRBUS 003 2017 was a defining year for Airbus, with digitalisation taking an increasingly important role in the Company’s development.
    [Show full text]
  • Airbus in Germany 02 Airbus in Germany Airbus – a Success Story
    Airbus in Germany 02 Airbus in Germany Airbus – a success story The Airbus Group – formerly EADS – was formed in 2000 from the merger of German DaimlerChrysler Aerospace, French Aérospatiale Matra and Spanish CASA. Today, the group is the best example of European integration in the field of high technology. Shareholder structure 11% Germany 11% France 26% 4% Spain 74 % State participation Free float shares Airbus in Germany 03 Airbus is a global leader in aeronautics, space and related services. The Group employs a workforce of around 130,000 people in nearly 180 locations around the world. Airbus offers the most comprehensive range of airliners from 100 to more than 600 seats. Airbus is also a European leader providing tanker, combat, transportation and mission aircraft, as well as Europe‘s number one space enterprise and the world‘s second largest space business. In helicopters, Airbus provides the most efficient civil and military rotorcraft solutions worldwide. Increase in revenue in billions of euros +145+176% % 24.2 67.0 2000 2017 In 2017, Airbus generated revenues of € 66.8 billion. Thus, the group has more than doubled its business volume since its formation in 2000. Orders totalling over € 1,800 billion since 2000 saw the Group’s backlog of orders increase by more than fivefold to € 997 billion by the end of 2017. 04 Airbus in Germany Worldwide growth thanks to European best performance Since the group’s formation, the number of employees has increased by 52%. In the home countries of Germany, France, Great Britain and Spain alone, the number of employees has increased by 30,000 since the formation of Airbus (EADS) in 2000.
    [Show full text]
  • Airbus Annual Report 2017
    ANNUAL REPORT 2017 AIRBUS - Connecting ANNUAL REPORT ANNUAL the skies 2017 Contents /04 /26 Opening Measuring new horizons our results — Interview with the Digital — Interview with Transformation Of cer the Chief Financial Of cer — Launching Skywise – Data in the sky — K e y g u r e s /10 /32 Sharing Delivering our vision our priorities — Letter from the Chairman of the Board — Commercial Aircraft — Board of Directors — Helicopters — Interview with the Chief Executive Of cer — Defence and Space — Executive Committee — Highlights 2017 — Interview with the General Counsel — Share information and the Chief Ethics and Compliance Of cer — Responsibility and Sustainability Registration Document Financial Statements Contents Annual Report 2017 - AIRBUS 001 /04 /26 Airbus is forever innovating, Opening Measuring forever progressing, new horizons our results forever challenging the present — Interview with the Digital — Interview with to be ready for the future. Transformation Of cer the Chief Financial Of cer — Launching Skywise – Data in the sky — K e y g u r e s Airbus aspires to be a digital aerospace champion, connecting software, hardware and customer perspectives for maximum insights and opportunities for growth. Connecting /10 /32 Sharing Delivering the skies our vision our priorities — Letter from the Chairman of the Board — Commercial Aircraft — Board of Directors — Helicopters — Interview with the Chief Executive Of cer — Defence and Space — Executive Committee — Highlights 2017 — Interview with the General Counsel — Share information and the Chief Ethics and Compliance Of cer — Responsibility and Sustainability Registration Document Financial Statements 002 Executive summary Executive summary 002 Executive summary Annual Report 2017 - AIRBUS 003 2017 was a defining year for Airbus, with digitalisation taking an increasingly important role in the Company’s development.
    [Show full text]
  • Airbus CEO Tom Enders Decides to Quit
    Leonardo’s AW139 signed for rescue and border patrol services in Italy Pg2 MTU Maintenance Canada launches V2500-A5 MRO capabilities Pg4 Honeywell launches first Authorized Warranty and Repair Station in Colombia Pg7 Dec 15th, 2017 Airbus CEO Tom Enders decides to quit Air Canada’s new 737 MAX enters service irbus has announced changes at the top Alevel management after the current chief executive officer, Tom Enders decided to step down in 2019. Tom Enders does not wish to seek another term as Chief Executive Officer (CEO) beyond his current mandate which runs until the 2019 Annual Shareholders Meeting (April 2019). “The privilege of serving this great company comes with a responsibility to support a smooth succession when the time is ripe. In the time is right to pursue other opportunities 2019, I will have served all together 14 years outside. I have been fully dedicated to Airbus ir Canada, the flag carrier and largest at the helm of Airbus and EADS. It’s been and to its success during all these years, and up Aairline of Canada started the service a long and exciting journey but now is the to my departure next year I will remain focused of its new Boeing 737 MAX 8 aircraft. time to initiate a leadership change. We need on meeting Airbus’ commitments to all stake- Flight AC137 from Toronto to Calgary was fresh minds for the 2020s. In the coming 16 holders and on ensuring a smooth handover to the first to be operated featuring Air Can- months, I will work with the Board to ensure a my successor,” commented Fabrice Brégier.
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • Draft Terms of Conversion in English 0.01 MB
    1 This is an unofficial English translation of the draft terms of conversion of Airbus Group N.V. in the Dutch language. In case of differences in translation, the Dutch text shall prevail DRAFT TERMS OF CONVERSION THE UNDERSIGNED acting for the purposes hereof as members of the board of directors (the "Board") of Airbus Group N.V., a public limited liability company under Dutch law, having its corporate seat at Amsterdam (address: 2333 CS Leiden, Mendelweg 30, trade register number: 24288945) (the "Company"). HEREBY PROPOSE THE FOLLOWING DRAFT TERMS OF CONVERSION 1. It is proposed to convert the Company into a European public limited-liability company (SE) with its registered office in the Netherlands pursuant to Articles 2(4) and 37 of Council Regulation (EC) No 2157/2001 of 8 October 2001 on the Statute for a European company and Article 10 of the Dutch Act Implementing the SE Regulation (the "Conversion"). 2. In connection with and with effect from the Conversion, it is proposed that the Company's articles of association will be amended in connection with the Company's new legal form and the requirements which follow from the above-mentioned Council Regulation and Dutch Act (the "Amendment") (see Annex A). 3. It is envisaged that, in connection with the Conversion, the Company will form, inter alia, an SE Works Council (replacing its existing European Works Council and its committees) that will have the authorities set forth in an agreement entered into with the special negotiating body established in connection with the Conversion. 4. The Board retains the authority to revoke the proposal to implement the Conversion and the Amendment until such time as the Conversion and the Amendment have become effective.
    [Show full text]