Airbus Fabrice Brégier Chief Executive Officer Airbus Page 1
Safe Harbour Statement Disclaimer This presentation includes forward-looking statements. Words such as anticipates, believes, estimates, expects, intends, plans, projects, may and similar expressions are used to identify these forward-looking statements. Examples of forward-looking statements include statements made about strategy, ramp-up and delivery schedules, introduction of new products and services and market expectations, as well as statements regarding future performance and outlook. By their nature, forward-looking statements involve risk and uncertainty because they relate to future events and circumstances and there are many factors that could cause actual results and developments to differ materially from those expressed or implied by these forward-looking statements. These factors include but are not limited to: Changes in general economic, political or market conditions, including the cyclical nature of some of EADS businesses; Significant disruptions in air travel (including as a result of terrorist attacks); Currency exchange rate fluctuations, in particular between the Euro and the U.S. dollar; The successful execution of internal performance plans, including cost reduction and productivity efforts; Product performance risks, as well as programme development and management risks; Customer, supplier and subcontractor performance or contract negotiations, including financing issues; Competition and consolidation in the aerospace and defence industry; Significant collective bargaining labour disputes; The outcome of political and legal processes, including the availability of government financing for certain programmes and the size of defence and space procurement budgets; Research and development costs in connection with new products; Legal, financial and governmental risks related to international transactions; Legal and investigatory proceedings and other economic, political and technological risks and uncertainties. As a result, EADS actual results may differ materially from the plans, goals and expectations set forth in such forward-looking statements. For a discussion of factors that could cause future results to differ from such forward-looking statements, see EADS Registration Document dated 12th April 2012. Any forward-looking statement contained in this presentation speaks as of the date of this presentation. EADS undertakes no obligation to publicly revise or update any forward-looking statements in light of new information, future events or otherwise. Page 2
Content Serial Programmes Execution Development Programmes Execution Improving Financial Performance Strategic Factors Page 3
Serial Civil Programmes (1/2) A320 Family: Backlog 3,462 aircraft (including 1,579 A320neo) 42 aircraft / month since October, an industry record despite supply chain issues 40 35 30 25 A320 - Production Rate 38 40 42 Cost optimisation programme launched last year will bring full benefits in 2014 20 15 Pricing policy securing margins A330 Family: Backlog 314 aircraft 12 10 A330 - Production Rate 9.5 aircraft / month since May, 10 / month next year 242t variant launched for EIS in 2015 Cost optimisation programme launched this year 8 6 4 2 0 Page 4
Serial Civil Programmes (2/2) A380 production is reaching a serial standard: Wing rib feet issue is fixed : Certifications of the repair solution and new wing line fit expected in January 2013 Target maintained at 30 deliveries in 2012 Temporary decrease in 2013 due to working parties reducing FAL capacity Full aircraft line fit deliveries from January 2014 RC reduced by 40% since 2009 and in line with rank 100 target Further NRC and RC reduction launched to improve program financials A380: Total backlog of 165 aircraft Page 5
Tankers and Light & Medium Aircraft Succesful tankers programme: 28 A330-MRTT ordered from 4 customers (Australia, UK, UAE and Saudi Arabia) 6 A330-MRTT delivered October 2012, the French Ministry of Defence announced intention to order 14 A330-MRTT Potential market estimate of non-us long range tankers: more than 100 aircraft A330-MRTT & F18 Light & Medium aircraft continue to grow despite defense budget cuts: 32 orders so far in 2012 25 deliveries planned in 2012 Total backlog of 37 aircraft CN 235 Page 6
Content Serial Programmes Execution Development Programmes Execution Improving Financial Performance Strategic Factors Page 7
A350 XWB in the Making MSN001 in final assembly Static test specimen completed Hot Weather Campaign performed MSN003 Wing in Broughton Page 8
A350 XWB: Achievements Test aircraft: Static test specimen FAL started in April, achieved in November and now in the test facility Wing drilling issues that delayed MSN1 wing assembly were fixed during this summer MSN1 start of FAL achieved in September: fuselage, wing and tail assembly completed without problem: good maturity of the assembly process FAL opening ceremony held on October 23 rd Next development aircraft progressing well in pre-fal Systems and equipments tests: Trent XWB engine 1 st flight on A380 on Feb 18 th : good performance Specific test benches for landing gears, fuel system and cabin now in service Nose section power-on achieved in July on MSN1 Full fuselage power-on achieved in November on MSN1 Aircraft zero readiness for virtual flight achieved in September Overall high level of system maturity demonstrated by the tests Page 9
A350 XWB: Way Forward Key challenges ahead: Route to First Flight mid 2013 Virtual First Flight with aircraft zero Engine certification Static tests to enable First Flight Ground tests on MSN1 & MSN3 Route to Entry Into Service in H2 2014: Cabin Virtual First Flight with cabin-fitted development aircraft (MSN2) 5 test aircraft and related flight test campaign Early Long Flights and Route Proving flights Complete aircraft certification tests Work closely with Launch Customers to prepare Entry Into Service Prepare industrial ramp-up Strengthen suppliers capacity Risk management as a priority: Robust alert and fix process applied in order to ensure maturity at each milestone Commercial de-risking strategy Page 10
A350 XWB-1000: Risk Limited Derivative Customers on board: Cathay Pacific and Qatar Airways have chosen the new version of -1000 Technology readiness ensured: Physical demonstrators have brought the proof of concepts Lower performance challenge due to -900 experience embedded in specifications On track for 2017 EIS: Suppliers engaged and active participation in the development plateau Dedicated organisation in place with over 2,000 people Detailed design on track to start early 2013 Page 11
A400M: 4 Deliveries Planned in 2013 A400M Patrol Before Take Off Route to EIS: Engine issues have been fixed Route proving tests restarted Already 4,000 hours of Flight Tests EASA: Initial Type Certificate in April 2012 Full Type Certificate planned in Q1 2013 Military configuration for Initial Operational Clearance to be agreed with customers The programme starts ramping-up: 1 st A400M delivery to France, scheduled Q2 2013 The 4 aircraft to be delivered in 2013 are in FAL Progressive industrial ramp-up up to 2.5 aircraft per month in 2015 Export activities will start in 2013: A400M MSN007 in FAL 174 orders achieved before first flight Potentially ~400 extra sales in the next 30 years Page 12
A320neo: Secure Long Term Profitability A320neo s successful launch and Boeing s me too strategy secure our SA long term leadership with very limited risks Product development is well on track: Concept phase successfully closed in October Detailed design phase started and first parts manufactured GTF engine validation programme started in November Pratt & Whitney GTF test engine Overall aircraft performance on track Strong adherence to schedule Mitigate risks during the transition period with Neo: Changes limited to adaptation of engine options Nose cowl Rigid maturity requirements in place (technical, industrial and customer support) to guarantee entry into service, ramp-up and reliability Full transition over more than 2 years Page 13
Content Serial Programmes Execution Development Programmes Execution Improving Financial Performance Strategic Factors Page 14
Support Programmes Execution Adapt Airbus organisation to its current challenges: Maintain harmonised processes and ways of working but simplify and empower teams Plants fully in charge to deliver the series programmes at high rates Programmes fully in charge of A350 XWB, A400M and A320neo development teams End-to-end accountability of the procurement team in charge to manage the supply chain (sourcing, contracting, ordering and developing suppliers) Agility as a mind-set: Focus teams on their priorities and give them the means to quickly react to unexpected disturbances Speed-up the execution of decided improvements Foster entrepreneurial spirit across management Boost capacity to openly and quickly integrate innovation Page 15
Secure Operational Margin Increase Business transformation beyond Power 8+: Leverage volume increase to further reduce costs on SA & LR Drive overall Airbus competitiveness Align and standardise ways of working, whilst reducing complexity in order to generate further savings Improve supply chain performance Boost services efficiency and growth Pricing policy aligned to maximise margins A380: secure break-even in 2015 even at 30 deliveries per year: Further RC reduction aligned with break-even objective Further NRC and fixed cost reduction programme has been launched and will deliver significant savings by 2015, while retaining capability to produce above rate 3 Page 16
Content Serial Programmes Execution Development Programmes Execution Improving Financial Performance Strategic Factors Page 17
Strategic Factors (1/2) Our product policy drives the market: Anticipate our customers needs and meet or exceed their expectations Sharklets are bringing a significant improvement to the Single Aisle Family A320neo is 18 months ahead of the competition A330 more capable 242t variant guarantees significant programme life extension A350-1000 will outdate the 777 Continuously improve our products by embedding the right technology Keep ahead of the new competitors entering the market: Keep investing in innovation and new technologies for the next generation of aircraft Be ready to offer step changes in economics when the technology is available Page 18
Strategic Factors (2/2) Protect against economic downturns and adverse /$ effect: Worldwide balanced distribution of the backlog, focused on the fastest growing regions Globalised supply chain and industrial footprint Broaden the range of Airbus services portfolio: Extend and industrialise operations and maintenance solutions proposed to the airlines Complete the development of an end-to-end air traffic management offer Deliver material management synergies and growth following Satair acquisition Grow our training business Provide high capacity, competitive and integrated turnkey solutions for upgrades & retrofit Establish Flight Hour Services as a standard after a promising start (already 100 aircraft under contract) Page 19
Positive Trend to Reach Profitability Target Airbus RoS 10%* in 2015 9m 2012 Target 2015 2015 Key drivers for financial performance: Delivery ramp-up supported by a strong commercial momentum Increase operating margins Ensure A380 route to break-even Secure A350 XWB EIS in 2014 and prepare the ramp-up * @1.30 /$ and before A350 Page 20