DOCSLIB.ORG

Final Assessment Airbus Group

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Final Assessment Airbus Group FINAL ASSESSMENT AIRBUS GROUP The following pages contain the detailed scoring for your company based on public information. The following table represents a summary of your scores: Topic Number % score based of on public questions information Leadership, Governance and 10 75% Organisation Risk Management 7 71.4% Company Policy and Codes 12 66.7% Training 5 60% Personnel and Helplines 7 57.1% Total 41 67.1% AIRBUS GROUP 18/11/14 WWW.AIRBUS-GROUP.COM A1: Does the company publish a statement from the Chief Executive Officer or the Chair of the Board supporting the ethics and anti-corruption agenda of the company? Score: 2 Comments: Based on public information, there is evidence that CEO Tom Enders has made several strong statements in the past two years, which promote the company’s anti-corruption and ethics agenda. They can be found in the two principle ethics documents, the Standards of Business Conduct and Our Integrity Principles, as well as the company website. References: Public: Company website: Board of Directors Denis Ranque, Chairman of the Board of Directors of Airbus Group N.V. Thomas Enders, Chief Executive Officer of Airbus Group N.V. http://www.airbusgroup.com/int/en/group-vision/governance/board-of- directors.htmlBoard members Company website: Ethics & Compliance ‘Tone From The Top "At Airbus Group, it’s not just our results that matter – it’s the way we achieve them. Today, we have an Ethics & Compliance programme created in-house, brick by brick, supporting all employees. We will continue to grow and pursue excellence, not just in terms of our products and services but in terms of how we do business and achieve our results". Thomas Enders, Chief Executive Officer of Airbus Group’ http://www.airbusgroup.com/int/en/group-vision/ethics-compliance.html Standards of Business Conduct (January 2014), p.3: Message from CEO Tom Enders ‘Dear Colleagues, AIRBUS GROUP 18/11/14 WWW.AIRBUSGROUP.COM While we work for different Group companies and in different locations around the world, we share one common roof -- Airbus Group, and one common foundation -- Integrity. Airbus Group inherited from its founding companies their long-existing dedication to integrity, quality, trust and innovation. Our commitment today to upholding those core values is what secures our success for tomorrow. No matter which business we are in or what job responsibilities we have, it is not only what we do – but how we do it – that wins the trust of our colleagues and stakeholders. However, “doing the right thing” isn’t always obvious, particularly in the complex and highly regulated global businesses we are in. These Standards provide valuable guidance on the most common ethics and compliance issues and set forth the mutual rights and obligations of our employees and the Airbus Group. We should all take the time to read them and understand them. Thank you for your part in upholding our tradition of integrity and making Airbus Group and our family of companies great places to work and a source of pride for all of us.’ http://www.airbusgroup.com/dam/assets/airbusgroup/int/en/group-vision/ethics- compliance/documents/Standards_Airbusgroup_EN.pdf Annual Review 2013, p.11: Letter from the Chairman ‘Throughout all our activities, we will continue to support and promote ethical working practices. Over the long-term, good citizenship and irreproachable behaviour are an essential basis for Company performance. On this point, too, I can assure you, that we intend to act in the best interests of all our stakeholders.’ http://www.airbusgroup.com/dam/assets/airbusgroup/int/en/group-vision/business- suppliers/Airbus_Group_Annual_Review_2013.pdf Our Integrity Principles (February 2014), p.1: Message from CEO Tom Enders ‘While we conduct our day-to-day business in different Group companies, we share one common roof - Airbus Group, and one common foundation – Integrity. A crack in the roof or foundation anywhere presents risks to Airbus Group everywhere. Global aerospace companies like ours conduct business in an ever-changing regulatory and legal environment. This requires continuous awareness-building for ethics and compliance risks. Acceptance of ethics and compliance as integral to our successful business operations needs to be the same across all Airbus Group companies. The Group’s Executive Committee and leadership team is fully committed to the application of Our Integrity Principles and to the more detailed Standards of Business Conduct. These documents articulate our core commitment to act with integrity with each other and with our business partners and communities. Please read and discuss Our Integrity Principles, and the Standards, and if you have ethics or compliance concerns, do not hesitate to ask questions. Speaking up will help improve our performance, maintain a positive, healthy working environment, and preserve our reputation. AIRBUS GROUP 18/11/14 WWW.AIRBUSGROUP.COM Our reputation – the cornerstone of Airbus Group’s success – was built up over many years. It is our responsibility to preserve this valuable asset.’ http://www.airbusgroup.com/dam/assets/airbusgroup/int/en/group-vision/ethics- compliance/documents/Brochure_Code_of_Ethics_Airbusgroup_EN--2- /Brochure_Code_of_Ethics_Airbusgroup_EN%20%282%29.pdf AIRBUS GROUP 18/11/14 WWW.AIRBUSGROUP.COM A2: Does the company’s Chief Executive Officer or the Chair of the Board demonstrate a strong personal, external facing commitment to the ethics and anti-corruption agenda of the company? Score: 1 Comments: Based on public information, there is no readily available evidence that the company’s CEO or Chairman demonstrate a strong personal, external facing commitment to the ethics and anti-corruption agenda of the company. However, TI notes that Chief Compliance Officer Pedro Montoya has served as the Chair of IFBEC since 2013. The company therefore scores 1. To score higher the company would need to provide evidence of external facing engagement from CEO or Chairman in the last two years. References: Public: Youtube website: Entrevista con Pedro Montoya, Chieff Compliance Officer de Eads ‘Pedro Montoya, responsable de Compliance de Eads a nivel mundial, explica como se ha implantado este sistema de prevención en este grupo de defensa mundial de carácter mundial. Este programa contiene un Código Etico e implica a todos los empleados de la firma’ In Spanish and from 2011. http://www.youtube.com/watch?v=9yn6iMPYvVc Company website: Ethics & Compliance ‘Airbus Group has been part of the IFBEC steering committee since its creation. The Airbus Group Chief Compliance Officer was the first vice-chairman and has served as chairman since 2013.’ http://www.airbusgroup.com/int/en/group-vision/ethics-compliance.html Pedro Montoya IFBEC Bio (2013) ‘He represents EADS in international groups leading Compliance initiatives, such as the ICC Anti-Corruption Working Group. He has actively contributed to the drafting and AIRBUS GROUP 18/11/14 WWW.AIRBUSGROUP.COM implementation of the ASD Common Industry Standards (“CIS”) and the AIA/ASD Global Principles of Business Ethics for the Aerospace and Defense Industry.’ http://ifbec.info/wp-content/uploads/2013/07/PedroMontoya-bio.pdf UN Global Compact website: Call to Action – Anti-Corruption and the Global Development Agenda ’12. Airbus’. https://www.unglobalcompact.org/docs/issues_doc/Anti- Corruption/Call_to_Action_Global_Development_Agenda_Signatories.pdf AIRBUS GROUP 18/11/14 WWW.AIRBUSGROUP.COM A3: Does the company’s Chief Executive Officer demonstrate a strong personal, internal-facing commitment to the ethics and anti-corruption agenda of the company, actively promoting the ethics and anti-corruption agenda at all levels of the company structure? Score: 0 Comments: Based on public information, there is no readily available evidence that the CEO demonstrates a strong personal, internal-facing commitment to the ethics and anti- corruption agenda of the company. This engagement could take the form of leading an anti- corruption workshop or chairing a review of the anti-corruption agenda. References: Public: NA AIRBUS GROUP 18/11/14 WWW.AIRBUSGROUP.COM A4: Does the company publish a statement of values or principles representing high standards of business conduct, including honesty, trust, transparency, openness, integrity and accountability? Score: 2 Comments: Based on public information, there is evidence that the company publishes a statement of values representing high standards of ethical business conduct, including integrity, trust and honesty. The Standards of Business Conduct clearly explain why these values matter to the organisation and how they are implemented in practice. In particular, a range of documents suggest that the company highly values integrity. References: Public: Company website: Ethics & Compliance ‘The Airbus Group Ethics & Compliance Programme seeks to ensure that the Group’s business practices conform to applicable laws, regulations and ethical business principles, as well as developing a culture of integrity. The company is convinced that such a culture helps to sustain the Group’s global competitiveness.’ ‘Our Culture – Integrity at Airbus Group With people’s lives in its hands and the huge impact on the communities it serves, Airbus Group is committed to Ethics & Compliance at all times. The Airbus Group has earned the trust of billions of customers, passengers, operators and stakeholders worldwide thanks to the quality and safety of its products. Product integrity is as important as business integrity. We want to be known as a company with ‘integrity inside’: integrity in its people, its partners and its suppliers.’ http://www.airbusgroup.com/int/en/group-vision/ethics-compliance.html Standards of Business Conduct (January 2014), pp.4-5: ‘Our Integrity Principles Commitment to Our People. Our Company believes that a workplace should be based on AIRBUS GROUP 18/11/14 WWW.AIRBUSGROUP.COM respect, honesty, and fairness. We encourage innovation and employee engagement and are committed to maintaining high standards of quality, health and safety. Commitment to Our Company. Our employees are committed to avoiding any conflicts that might put their personal interests ahead of what is best for the Company.
Load more

Recommended publications
  • 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]
  • 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]
  • Financial Statements 2018 Financial Statements
    Financial Statements 2018 Financial Statements 02 Airbus / Financial Statements 2018 1 Airbus SE IFRS Consolidated Financial Statements 2 Notes to the IFRS Consolidated Financial Statements 3 Airbus SE IFRS Company Financial Statements 4 Notes to the IFRS Company Financial Statements 5 Other Supplementary Information Including the Independent Auditor’s Report Airbus / Financial Statements 2018 03 Chapter 1 04 Airbus / Financial Statements 2018 1 Airbus SE IFRS Consolidated Financial Statements Airbus SE – IFRS Consolidated Income Statement for the years ended 31 December 2018 and 2017 06 Airbus SE – IFRS Consolidated Statement of Comprehensive Income for the years ended 31 December 2018 and 2017 07 Airbus SE – IFRS Consolidated Statement of Financial Position for the years ended 31 December 2018 and 2017 08 Airbus SE – IFRS Consolidated Statement of Cash Flows for the years ended 31 December 2018 and 2017 10 Airbus SE – IFRS Consolidated Statement of Changes in Equity for the years ended 31 December 2018 and 2017 11 Airbus / Financial Statements 2018 05 Airbus SE – IFRS Consolidated Financial Statements / Airbus SE – IFRS Consolidated Income Statement for the years ended 31 December 2018 and 2017 (I n € million) Note 2018 201 7 Revenue (1) 10 63,707 59,022 Cost of sales (1) (54,920) (52,149) Gross margin (1) 10 8,787 6,873 Selling expenses (861) (872) Administrative expenses (1,574) (1,567) Research and development expenses 11 (3,217) (2,807) Other income 13 1,656 981 Other expenses 13 (182) (336) Share of profit from investments accounted
    [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]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • Jean-Pierre MAULNY, IRIS
    Institut de Relations Internationales et Strategiques Jean-Pierre MAULNY, IRIS Trevor TAYLOR, University ofCransfield Burkard SCHMITT, West European Union Institute Franck-Emmanuel CAILLAUD, IRIS > Adresse >Telephone > Telecopie >Internet IRIS 01 53 27 60 60 2 bis, rue Mercoeur 01 53 27 60 70 www.iris-france.org 75011 PARIS. FRANCE 1 1/ "-! ) . ~ CONTENTS Chapter 1 : Germany P. 4 I) The economic and industrial model of the German defence industry P: 4 II) The German model of the State-Industry relationship P. 9 III) Analysis of the strategies and spreadsheets of these companies : The example of DaimlerChrysler Aerospace (DASA) P. 18 IV) Study of an Economic and Industrial Co-operation Model where a German Company is Involved P. 35 Chapter 2: Spain P. 47 I) The Economic and Industrial Model of the Spanish Public Sector P. 47 II) The Spanish Model of State-Industry Relations P. 53 III) Analysis of CASA'S Strategy and Balance sheets P. 57 IV) Study of models of economic and industrial co-operation with Spain P. 62 Chapter 3: France P. 71 I) The French economic and industrial model P. 71 II) The French model of the relationship between State and Industry P. 82 III) Analysis of French companies' strategy and balance sheets P. 94 IV) Study of economic and industrial co-operation models involving a French company P. 109 Chapter 4: Italy P.133 I) The Defence Industry in Italy P. 133 II) Finmeccanica- a group in the midst of transformation P. 136 III) The role of the State P. 145 2 Chapter 5 :United Kingdom P.lSO I) Corporate governance in the UK defence sector P.
    [Show full text]
  • Report of the Board of Directors (Issued As of 17 February 2021) 1
    Report of the Board of Directors (Issued as of 17 February 2021) 1. General Overview / Contents 1. General Overview 03 2. Summary 2020 03 3. Share Capital and Stock Price Evolution 05 3.1 Shareholding and Voting Rights 05 3.2 Relationship with Principal Shareholders 08 3.3 Share Price Performance 2020 11 3.4 Dividend Policy 12 4. Corporate Governance 13 4.1 Management and Control 13 4.2 Conflict of Interest 19 4.3 Dutch Corporate Governance Code 20 4.4 Remuneration Report 21 4.5 Enterprise Risk Management System 34 4.6 Risk Factors 35 5. Financial Performance 49 5.1 IFRS Consolidated Financial Statements 49 5.2 Information on Airbus SE auditors 54 6. Non-Financial Information and other Corporate Activities 55 6.1 Non-Financial Information 55 6.2 Other Corporate Activities 89 7. Airbus Strategy 95 7.1 Commercial Leadership, Value Creation and Profitability 95 7.2 Top Company Objectives 2021 97 8. Financial Targets for 2021 98 02 Airbus SE / Report of the Board of Directors 2020 Airbus SE / Report of the Board of Directors 2020 1. General Overview / Dear Shareholders, This is the Report of the Board of Directors (the “Board Report”) on the activities of Airbus SE (together with its subsidiaries referred to as the “Company”) during the 2020 financial year, prepared in accordance with Dutch law. For further information regarding the Company’s business, finances, risk factors and corporate governance, please refer to the Company’s website: www.airbus.com. 1. General Overview Airbus pioneers sustainable aerospace for a safe and united a European leader in defence and security and one of the world’s world.
    [Show full text]
  • Airbus Board of Directors Selects Guillaume Faury Future Chief Executive Officer
    50SKYSHADESImage not found or type unknown- aviation news AIRBUS BOARD OF DIRECTORS SELECTS GUILLAUME FAURY FUTURE CHIEF EXECUTIVE OFFICER News / Manufacturer, Personalities Image not found or type unknown 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 2015-2021 Annual 50SKYSHADES.COM General Meeting — Reproduction, (AGM) on copying, 10 orApril redistribution 2019, forwhen commercial the purposesappointment is prohibited. of Faury as1 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.
    [Show full text]