PAR Capital Management Enters Into Binding Agreement to Subscribe to a 11.5% Stake in Icelandair Group

Total Page:16

File Type:pdf, Size:1020Kb

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. This strategic alignment certainly airworthiness management (CAMO) services on creates a good base of synergy for Magnetic MRO’s wide-bodies Airbus 330 and Boeing 777, as well future business achievements in the wide-body as Embraer 145 aircraft type. News about the market,” commented Magnetic MRO’s Continuing recently updated CAMO approval certificate that Airworthiness Manager Andrei Pavlov. According expands Magnetic MRO’s capabilities to two new to Pavlov, Magnetic MRO’s CAMO approval was types of wide-body aircraft comes just weeks extended to sustain the company’s relationship after the company finalized the acquisition of with the development and growth of our existing Direct Maintenance, a Dutch company that’s customers, and create a possibility for potential specialized in Line Maintenance for wide-body future partnerships with new customers. aircraft. “The expansion of the CAMO capability 1 Starlux Airlines Orders 17 A350 XWB Aircraft For Long-Haul Services Taipei, 19 March 2019 – STARLUX Airlines of Christian Scherer, Airbus Chief Commercial Officer. Taiwan has signed a firm order with Airbus for 17 “Both the A350-1000 and A350-900 offer true long widebody aircraft, comprising 12 A350-1000s and range capability, greater passenger comfort, yet five A350-900s. The new airline plans to deploy all the economic benefits of fleet commonality. these aircraft on its premier long-haul services We salute STARLUX’s strategic choice with from Taipei to Europe and North America, as well gratitude and we will be there to support their as selected destinations within the Asia-Pacific legitimate ambition.” The A350 XWB is the world’s region. “We are very glad to sign the official most modern and eco-efficient aircraft family purchase agreement today for Airbus widebodies. shaping the future of air travel. It is the long- The A350’s combination of extra-long range range leader in the large wide-body market (300 capability, significantly lower operating costs and to 400+ seats). The A350 XWB offers by design high passenger comfort were key factors in our unrivalled operational flexibility and efficiency for decision,” K.W. Chang, Founder and Chairman of all market segments up to ultra-long haul (9,700 STARLUX Airlines said. “STARLUX is committed to nm). It features the latest aerodynamic design, becoming one of the best airlines in the world. We carbon fibre fuselage and wings, plus new fuel- are positive that with the A350 XWB, we will be efficient Rolls-Royce engines. Together, these latest able to spread our wings to further destinations, technologies translate into unrivalled levels of bringing our best-in-class services to more people operational efficiency, with a 25 per cent reduction over the world in the near future.” “What K. W. and in fuel burn and emissions. The A350 XWB’s STARLUX are proving is that when you start from Airspace by Airbus cabin is the quietest of any twin- a clean sheet, you make no compromises. Every aisle and offers passengers and crews the most STARLUX A350-1000 takes off 45 tonnes lighter than modern in-flight products for the most comfortable its alternative. Imagine the savings! And will fly up flying experience. At the end of February 2019, to 1,000 more miles than the alternative, enabling the A350 XWB Family had received 852 firm orders STARLUX to serve US-East Coast destinations from 48 customers worldwide, making it one of nonstop! Imagine the extra market & revenue!” said the most successful wide-body aircraft ever. 2 ATI Extends Long-Term Purchase Agreement With Rolls-Royce Allegheny Technologies Incorporated (NYSE: ATI) signed another long-term agreement with ATI for today announced that it has extended its Long- disc quality nickel alloys. Rolls-Royce’s supply chain Term Purchase Agreement (LTPA) with Rolls-Royce requires on time delivery of the highest quality to supply rotating disc quality specialty materials materials. ATI’s track record of cost, quality and for their Trent engine family. The LTPA extends delivery performance has been a key consideration Rolls-Royce and ATI’s agreement through 2029. in award of this contract. This new contract “We are pleased to extend our long-standing provides an opportunity for Rolls-Royce and ATI relationship with Rolls-Royce, partnering with them to further develop their relationship and to enjoy on the development of next generation jet engines engine production and services volume growth,” and supporting their legacy jet engine supply said Warrick Matthews, Executive Vice President, chain,” said Robert S. Wetherbee, ATI’s President and Procurement and Installations Supply Chain, Rolls- Chief Executive Officer. “This agreement reliably Royce. This news release contains forward-looking secures Rolls-Royce’s supply of critical materials statements within the meaning of the Private for their innovative engine portfolio for the next Securities Litigation Reform Act of 1995. Forward- ten years.” “This agreement covers the production looking statements are based on management’s of a wide range of critical products used to make current expectations and include known and Rolls-Royce’s next-generation jet engines as well unknown risks, uncertainties and other factors, as spare parts for in-service engines. It supports many of which we are unable to predict or control, ATI’s market-leading alloy development and broad that may cause our actual results, performance production capabilities, including our iso-thermal or achievements to materially differ from those forging operations,” said John Sims, Executive expressed or implied in the forward-looking Vice President, High Performance Materials and statements. Additional information concerning Components Segment. “In recognition of ATI’s factors that could cause actual results to differ commitment to innovation, quality and operational materially from those projected in the forward- reliability, Rolls-Royce awarded ATI a majority looking statements is contained in our filings share of all materials covered under this LTPA. We with the Securities and Exchange Commission. We are honored to support Rolls-Royce as they work assume no duty to update our forward-looking to confidently statements. deliver on this unprecedented aerospace ramp.” “We are very pleased to have 3 Airbus Sells Its Shares In Alestis Aerospace Getafe, Spain, 1 April 2019 – Airbus has entered of Military Aircraft at Airbus Defence and Space. into an agreement to sell its shares in Alestis Alestis Aerospace is an aerostructures supplier Aerospace to Aciturri, a company headquartered and a leader in composite technology, whose in Miranda de Ebro, Spain. With this acquisition, activities include the design, development, and Aciturri will become the majority shareholder of manufacturing of structural aerospace components. Alestis Aerospace, holding 76% of Alestis’ shares, In 2018, its revenues reached € 283 million and in collaboration with SEPI which will maintain its the company has more than 1,600 employees participation with 24% of the new shareholding distributed mainly between Spain and Brazil. Airbus structure. “Aciturri’s acquisition of Airbus’ shares entered into the shareholding structure of Alestis in Alestis reinforces the company’s position as a Aerospace in 2014. The closing of the transaction supplier of reference in the aerospace sector and is subject to certain conditions’ precedent that ensures its long-term viability and future,” said should be completed in the short term. Alberto Gutierrez, Head of Airbus Spain and Head 4 KBRA Assigns Final Ratings To Maps 2019-1 Limited serviced by GECAS with Merx as an equity investor. Over NEW YORK, NY (March 15, 2019) – Kroll Bond Rating the past Agency (KBRA) assigns final ratings to three classes year, Merx replaced GECAS as servicer of RISE. of notes (the “Notes”) issued by MAPS 2019-1 Of the 19 aircraft in the MAPS 2019 1 Portfolio, Limited. This transaction represents the second 18 are currently owned by subsidiaries of the serviced securitization for Merx Aviation Servicing Issuers as part of the RISE securitization. The Limited (the “Servicer”) who is an indirect wholly other asset is currently owned and serviced by owned subsidiary of Merx Aviation Finance, LLC Merx and will be acquired by the Issuers.
Recommended publications
  • 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]
  • 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 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]
  • The Proposed Merger of BAE Systems and EADS” and Address the Ensuing Vocabulary and Comprehension Exercises
    UNIVERSITE PARIS 1 PANTHEON-SORBONNE UFR 06 / SGEL LICENCE DE GESTION ET ECONOMIE D’ENTREPRISE, Semestre 3 Partiel d’anglais appliqué à la gestion Enseignant responsable : J.T. Pindi, MCF Date : 8 janvier 2013 Sujet rédigé en collaboration avec Jennifer Wallace, Lectrice ; Durée : 2 heures Jeremiah Chiumia et Bruno Carrell, Chargés de Cours No documents allowed. Write your answers on the official answer sheets provided. PART 1: Reading A. Read the text below entitled” The proposed merger of BAE Systems and EADS” and address the ensuing vocabulary and comprehension exercises. The proposed merger of BAE Systems and EADS: Kaputt The collapse of a huge European defence merger leaves both firms damaged THE challenge was always going to be getting the politics right. But when Britain’s BAE Systems, Europe’s biggest defence firm, and EADS, the Franco-German maker of Airbus civil jets and the owner of some smaller defence businesses, announced their intention to merge a month ago, managers of both firms were optimistic. They gushed about the encouragement they had been given by the French, German and British governments. Their optimism was misplaced. The deal died on October 10th, the date set by London’s Takeover Panel for the two companies to declare their intentions. It had hit an immovable object in the shape of Germany’s chancellor, Angela Merkel. That came as a complete surprise to EADS and its German boss, Tom Enders. Few people have more experience or better “fingertips”—his expression—for understanding the politics of Europe’s defence and aerospace industry. A former paratrooper, Mr Enders has moved seamlessly between academia, politics and business.
    [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]
  • Airbus Company Profile 2016
    Company Profile Airbus – Shaping the Future of Aeronautics and Space Airbus is a global leader in aeronautics, space and related services. The company offers the most comprehensive range of passenger airliners from 100 to more than 600 seats. Airbus is also a European leader providing tanker, combat, transport 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. Airbus is a major partner in the Eurofighter consortium, a stakeholder in the missile systems provider MBDA and a 50% partner in turboprop aircraft maker ATR. Airbus strives to expand its key programmes to support further profitable growth. To gain access to new markets and resources, the company is expanding its international footprint but remains strongly committed to its home countries within Europe. Airbus – known as EADS until 1 January 2014 – was created in 2000 through the merger of DaimlerChrysler Aerospace AG in Germany, Aérospatiale Matra in France, and CASA in Spain. The company is today’s best practical example of a truly successful European industrial enterprise. The order book at the end of 2016 was worth € 1,060 billion. In 2016, Airbus had revenues of € 66.6 billion, nearly triple the € 24.2 billion generated in 2000. Denis Ranque has been Chairman of the Board of Directors since 2 April 2013. Tom Enders has been Chief Executive Officer (CEO) since 1 June 2012. Fact Sheet Airbus – A Growth Story 133,800 € 3.0 bn 88,900 € 1.3 bn +51% +122% 2000 2016 2000 2016 Workforce has increased significantly R&D investment exceeds € 44 billion Airbus has increased its workforce by 51% since it Thanks to cumulative self-financed R&D investment was founded in 2000.
    [Show full text]
  • 4Pages Aeronotes37 GB 9 V2.Indd
    NUMBER 37 – JANUARY 2014 LETTER TO SHAREHOLDERS aero-notes EADS BECOMES Philippe Balducchi, Airbus Group Head of Investor Relations and Financial Communication Dear Shareholders, I’m delighted to bring you this special edition of aeronotes, which marks the beginning of a new chapter in our Company’s history. As of 2014 we are Airbus Group! The new Group name clearly shows our commitment to innovation and internationalisation and our passion for making things fly. Already as of 2 January this year, your EADS shares are listed under the Airbus Group name (and symbol: AIR). The legal name change, meanwhile, will be subject to approval of the Annual General Meeting, to be held end of May 2014. The commercial aircraft market remains robust: in 2013 we once again beat our orders and deliveries targets. On top of that, as announced in December, we have a new dividend policy, targeting sustainable dividend growth within a payout ratio of 30%-40%. Dear shareholder, we look forward to accompanying you as we together enter this next chapter. Yours, Philippe Balducchi AIRBUS GROUP Tom Enders, Toulouse, January 2nd 2014. AIRBUS GROUP TAKES OFF INTO 2014 WITH JOINT BRAND “For many years, Airbus has been The Netherlands. “We are a pioneer for European a globally renowned synonym industrial integration. It is a logical step and high time GOING FORWARD, for technology breakthrough as that our multinational culture is also mirrored in our THE GROUP well as aeronautic passion and legal structure,” said Enders. This legal conversion IS HOME TO: has no impact on the organisation or operations pride.
    [Show full text]
  • Airbus Group Takes Off Into 2014 with Joint Brand
    Airbus Group takes off into 2014 with joint brand Toulouse, 02 January 2014 EADS rebranded as Airbus Group Divisions named Airbus, Airbus Defence and Space, and Airbus Helicopters Airbus Group targets conversion of legal form into European Company SE by 2015 Airbus Group takes off into 2014 with joint brand © Airbus Group Taking off into the New Year, the EADS group has been rebranded as “Airbus Group”. Uniting all its activities under a single and strong brand, Airbus Group also renames two of its three Divisions. Going forward, the Group is home to: Airbus, focussing on commercial aircraft activities; Airbus Defence and Space, integrating the Group’s defence and space activities from Cassidian, Astrium, and Airbus Military; Airbus Helicopters, comprising all commercial and military helicopter activities. “For many years, Airbus has been a globally renowned synonym for technology breakthrough as well as aeronautic passion and pride,” said Airbus Group CEO Tom Enders. “Joining forces under the strong Airbus brand gives all our operations and employees the thrust and lift to capture global markets.” Furthermore, the Group is launching procedures to change the legal form of its holding by 2015: Once renamed, Airbus Group N.V. shall turn into a European Company, Airbus Group SE (Societas Europaea) which will continue to be registered in the Netherlands. “We are a pioneer for European industrial integration. It is a logical step and high time that our multinational culture is also mirrored in our legal structure,” said Enders. This legal conversion has no impact on the organization or operations of the Group. Both the legal name change into Airbus Group N.V.
    [Show full text]
  • Flying Efficiently 2014 Contents
    AIRBUS GROUP – 2014 ANNUAL REVIEW ANNUAL REVIEWANNUAL FLYING EFFICIENTLY 2014 CONTENTS 01 A JOURNEY TO EFFICIENCY 04 - A350 XWB Reimagining long-haul travel together 08 - H175 Testing the limits and beyond 12 - Electric Propulsion Satellites Giving customers the competitive edge 02 PILOTING EFFICIENCY 18 - Key Figures 2014 20 - Letter from the Chairman of the Board 22 - Chief Executive Officer's Interview 26 - Board of Directors 28 - Group Executive Committee 30 - Management Structure 32 - Interview with the Chief Financial Officer 36 - Share Information 37 - Shareholder Information 38 - Interview with the Chief Strategy and Marketing Officer 40 - Market Trends 03 BUSINESS EFFICIENCY 46 - Airbus 50 - Airbus Helicopters 54 - Airbus Defence and Space 58 - Engaged People 59 - Supply Chain 60 - Innovation 62 - Photo Contest 63 - Addresses FLYING EFFICIENTLY Airbus Group is an industrial flagship that unites the capabilities of three market leaders: Airbus, Airbus Helicopters and Airbus Defence and Space. Combining European heritage with global outreach, the diversity of our talented workforce drives innovation, performance and internationalisation. We had a very strong operational performance Tom Enders, Airbus Group CEO Annual Press Conference 2015 Visit our dedicated web page: www.reports.airbusgroup.com 01 01 PART 01 A JOURNEY TO EFFICIENCY PEOPLE MAKE THE DIFFERENCE The men and women of Airbus Group are fully focused on developing the world’s most efficient products. At the same time, the company is optimising its operational efficiency to help drive its financial performance. Over the following pages we highlight key achievements from 2014 that are the result of close teamwork. Airbus Group is developing high quality solutions that are adapted to the real-world requirements of customers today and tomorrow.
    [Show full text]