Top Priorities

EADS Group Priorities 2012

Develop and deliver in line with our long-term objectives

1. Focus management on engagement, people skills and gender diversity; promote accordingly

• Pursue engagement initiatives – trust and empowerment, innovation, proximity – and sustain “my life at EADS” activities
• Invest in people to ensure future success, foster mobility – in particular between Divisions, focus on diversity especially gender diversity
• Develop digital culture and invest in generation Y
• Identify high performers and actively foster their career development 
• Continue to improve programme management skills

2. Enhance profitability, generate cash and increase value creation

• Enhance financial strength and rating, and secure the Group’s resilience in the current volatile macroeconomic environment. Deliver profitability and cash objectives, including the Vision 2020 ambition level
• Deliver on Future EADS integration as well as divisional improvement programmes and cost-saving initiatives
• Develop a Return on Capital Employed (ROCE) culture

3. Execute on current programmes and improve engineering efficiency

• Achieve timely entry into final assembly production of A350 XWB
• Recover A380 profitability, with breakeven target of 2014/2015 depending on the euro-US dollar exchange rate
• Achieve certification and prepare the entry into service of A400M
• Achieve qualification of remaining versions of NH90 and Tiger helicopters and planned key milestones on EC145 T2 and EC175
• Deliver on development steps within new programmes (X4, A320neo, AAS)
• Ensure successful delivery of border security contracts (particularly Qatar, Saudi Arabia and new opportunities for US southwest border)
• Secure supply chain robustness for coping with the production rate increase for Airbus and Eurocopter products
• Assess engineering efficiency in each Division and implement appropriate action plans

4. Protect current and future governmental programmes in times of budget constraints

• Protect programmes, in particular Eurofighter, Tiger and NH90 in Germany, through contract re-negotiation
• Secure midlife evolution of Ariane 5
• Promote the European MALE UAS (Unmanned Aerial System) and get technology support from Germany
• Mitigate the impact of budget constraints by developing exports of space, defence and security products to the US and emerging countries

5. Identify organic and external business growth in the US and emerging countries

• Specifically focus on direct investments to enhance sales in the US and emerging countries
• Look for partnerships in emerging countries

6. Enforce integrity and transparency in our key processes and set industry standards in both business ethics and Enterprise Risk Management

• Raise awareness within the Group of the updated Code of Ethics
• Enforce the new Compliance Investigation Procedure
• Set integrity standards in the aerospace and defence industry

7. Foster innovation and entrepreneurship

• Mobilise and direct innovation towards disruptive products
• Develop new business offerings and re-invent value propositions to customers
• Grow new businesses such as cyber, security and ATM

8. Implement and deliver on services ambitions

• Capitalise on acquisitions made in 2011
• Further pursue M&A strategy globally while fostering organic growth
• Promote services mindset, introduce services KPI and adapt organisations, policies and processes to embrace new business models

9. Improve eco-efficiency of our products and industrial processes

• Elaborate and communicate the EADS Group strategy
• Reduce the eco-footprint of EADS as a group
• Continue to invest in improving fuel efficiency in all our products

10. Ensure a smooth and efficient transition process

• Take this opportunity to reinforce governance and integration of the Group