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ANNUAL REPORT

2016

flying
as
one
team
one
path
one
future

one
Contents

1. one
team
ONE UNIFIED WAY FORWARD
Integrated structure
P 6-7

2. one
MOVING FURTHER AHEAD
Letter from the Chairman of the Board
P 8-9

path
DEVELOPING OUR FULL POTENTIAL
Interview with the Chief Executive Officer
P 10-12
Interview with the Chief Operating Officer
P 13
FLYING TOGETHER ON THE RIGHT TRACK
Group Executive Committee Interview with the Chief Financial Officer
P 14-15 P 18-19
2016 KEY FIGURES
P 20-21

3. one
COMMERCIAL AIRCRAFT
P 22-23
HELICOPTERS

future
P 24-25
DEFENCE AND SPACE
P 26-27

STAYING ONE STEP AHEAD


Future ambitions
P 30-33
INNOVATION HIGHLIGHTS
P 34-35 Registration
CORPORATE SOCIAL Document
RESPONSIBILITY
P 36-37
SHARE INFORMATION Financial
P 38 Statements

For its full-year 2016 nancial reporting, Airbus has implemented the European Securities and Markets Authoritys guidelines on Alternative
Performance Measures. As a result, certain items will no longer be labelled as one-offs. Such items will instead be labelled as Adjustments.
Airbus will no longer measure and communicate its performance on the basis of EBIT* (i.e. EBIT pre-goodwill impairment and exceptionals)
but on the basis of EBIT (reported). Terminology will change such that EBIT* before one-offs will be replaced by EBIT Adjusted and
EPS*before one-offs will be replaced by EPS Adjusted.
Annual Report 2016 - AIRBUS 001

Airbus employees work


as one to deliver much
more than just products.
They deliver solutions.
Everyday, Airbus strives
for excellence in engineering
and manufacturing,
constantly innovating to
deliver game-changing
state-of-the-art solutions.
Everything the company
does is designed
to further improve
customers experiences.
Flying together,
Flying as one.
002

2016
Key facts

one year:
so many
journeys
688
COMMERCIAL AIRCRAFT

07
ARIANE 5
Total deliveries 2016

Total launches 2016

418
HELICOPTERS

33
MILITARY AIRCRAFT*
Total deliveries 2016

Total deliveries 2016

* Comprises A400M, A330 MRTT and Light & Medium Aircraft.


Annual Report 2016 - AIRBUS 003

10,000TH
DELIVERY OF
AN AIRBUS AIRCRAFT A350 XWB
TO SINGAPORE AIRLINES
14 OCTOBER 2016

545
A320 FAMILY

17
A400M
Total deliveries 2016

Total deliveries 2016

49
A350 XWB

Total deliveries 2016

28
A380

Total deliveries 2016


004

CHAPTER

01

One unified Moving further Developing Flying


way forward ahead our full potential together
Integrated structure Letter from Interview with Group Executive
Denis Ranque, Tom Enders, Committee
Chairman of the Board Chief Executive Officer
Annual Report 2016 - AIRBUS 005

A350-1000 First
Flight Test Crew
006

Integrated structure

one
unified 2016
Annual Report 2016 - AIRBUS 007

way
2017 forward

AIRBUS IS A COMMERCIAL
AIRCRAFT MAKER WITH TWO DIVISIONS,
HELICOPTERS AND DEFENCE AND SPACE
008

Letter from Denis Ranque,


Chairman of the Board

moving
further
ahead
Denis Ranque
Chairman of the Board

D
ear Shareholders, the order backlog to a new industry record.
Dear Stakeholders, Despite a challenging market, Helicopters
reported a small increase in deliveries and
2016 was a significant net orders, strengthening its lead in the civil
year for your Company. and parapublic sector. Defence and Space
To create a simpler, more booked healthy orders in Military Aircraft
streamlined organisation and Space Systems, although the A400M
we decided to integrate the Group cor- programme experienced further technical
porate structure and functions with those issues and charges. The Board support-
of Commercial Aircraft, our largest Division. ed Airbus digitalisation initiative, which
This was the years biggest strategic devel- will help to capitalise on innovative and
opment, alongside with portfolio reshap- transformational technologies and busi-
ing, as the annual reports title flying as ness models. At the same time, the
one suggests. technology function is being reorganised
The new entity will combine corporate and and refocused to enhance the direction
operational functions and support services. and coordination of Airbus overall research
Importantly, this will reduce bureaucracy, and technology activities.
quicken decision-making and reinforce
Company-wide collaboration. Turning to compliance, we are determined
to ensure compliance standards and pro-
In terms of orders and deliveries, Airbus cesses reach a best in class benchmark
made good progress. Commercial Aircraft across the Company. Staff underwent
delivered a record number of aircraft, de- comprehensive training to raise awareness,
spite some operational challenges. The reduce risks and, more generally, to rein-
competitiveness of its aircraft portfolio lifted force the culture of integrity.
Annual Report 2016 - AIRBUS 009

BOARD OF DIRECTORS
AS OF 1 JANUARY 2017

Similarly, we supported the Corporate


Social Responsibility strategy, which is being
aligned with applicable UN Sustainable
Development Goals. Our environmental
and social goals include the philanthropic
work of the Airbus Foundation and efforts
to promote diversity at all levels. Denis Ranque Tom Enders
Chairman of the Board Chief Executive Officer
of Directors of Airbus of Airbus
The Board proposed a 2016 dividend of
1.35 per share. We intend to honour our
commitment of increasing dividend per
share on a sustainable basis by proposing
this payment, which is about four percent
higher than in 2015. The value is outside the
range of the dividend policy exceptionally.
It is based on our 2016 underlying perfor- Ralph D. Crosby Catherine Guillouard
Former Member of the Deputy Chief Executive
mance and it demonstrates our confidence Management Boards of EADS Officer of Rexel SA
in our future operational cash generation. and of Northrop Grumman
In terms of governance, we introduced
staggered Board terms with one third of
the Directors being reappointed or replaced
every year. The extension of the mandates
of three Directors and the nomination
of one new Director at the 2017 Annual
General Meeting follow this principle. Hans-Peter Keitel Hermann-Josef Lamberti
Vice President of the Federation CHAIRMAN OF AUDIT COMMITTEE
of German Industries (BDI) Former Member of the Management
Board of Deutsche Bank

Airbus again made


solid progress
Lakshmi N. Mittal Amparo Moraleda
 enis Ranque
D Chairman and Chief Executive Former General Manager
Chairman of the Board Officer of ArcelorMittal of IBM South Region

We welcome Lord Drayson (Paul) to the


Board, subject to the AGMs approval. As
an engineer and entrepreneur, he brings the
right expertise for our innovation focus and
digital journey. We would also like to thank Claudia Nemat Sir John Parker
Member of the Board CHAIRMAN OF REMUNERATION,
longstanding Board Member Lakshmi of Management of
NOMINATION AND GOVERNANCE
COMMITTEE
Mittal for 10 years of valuable counsel. His Deutsche Telekom AG Chairman of the Board
international outlook has helped Airbus to of Anglo American plc
become a truly global company.

In summary, Airbus again made solid pro-


gress. I thank you for your support of the
management and the Board. We are com-
mitted to continuing on this successful path Carlos Tavares Jean-Claude Trichet
as one team governing an increasingly Chairman of the Managing Honorary Governor of Banque
Board of Peugeot SA de France and former President
dynamic company. of the European Central Bank

Denis Ranque
AUDIT COMMITTEE REMUNERATION, NOMINATION AND GOVERNANCE COMMITTEE
010

Interview with Tom Enders,


Chief Executive Officer

developing
our full
potential

Tom Enders
Chief Executive Officer

W
as 2016 a good one. The order book reached almost
year for Airbus? 6,900 aircraft at year-end, which is the
highest level ever. This represents a solid
Broadly speaking, foundation for our production ramp-up in
ye s! We f a c e d the coming years.
some challenges
but made consid- Our Helicopters business delivered more
erable progress in building the Companys rotorcraft than in 2015 and performed well
resilience to succeed in an increasingly commercially despite some very challeng-
competitive world. We achieved the full- ing market conditions, particularly on the
year guidance and met all of our operational civil and parapublic side. Net orders rose
objectives with one exception, the A400M, by six percent which was a pretty good
where we had to take another significant performance in the circumstances.
charge. The losses we have accumulated
on this programme have reached unac- And putting the A400M to one side for a
ceptable levels, compelling us to re-engage moment, Defence and Space also had a
with our customers to seek mitigation. successful and pivotal year. The Division
achieved a book-to-bill of above one and
We delivered more commercial aircraft made significant progress in reshaping
than ever before in 2016. Although airlines and strengthening the business. Orders
ordered fewer aircraft across the industry, for military aircraft and satellites were
our net book-to-bill ratio was again above particularly buoyant, including an important
Annual Report 2016 - AIRBUS 011

contract win for search and rescue planes


in Canada.

Ultimately, we delivered steady underly-


ing profits, or EBIT Adjusted, as intended,
although our reported profitability was hit
by programme charges. We have none-
theless proposed a higher dividend of
1.35 a share which shows our ongoing
confidence in the underlying growth potential.

What were the main operational


developments?

Our industrial performance was very strong,


with commercial aircraft deliveries rising to
688 after a very busy fourth quarter. This
would not have been possible without the
strong commitment of all employees con-
cerned. I am proud of and grateful for their
hard work!

We successfully managed the ramp-up of


the single aisle and A350 programmes, Defence and Spaces portfolio reshaping
while at the same time transitioning to the gained momentum. The space launcher
more efficient NEO version of the A320. Joint Venture with Safran became fully op-
Importantly, A350 deliveries rose to 49 air- erational and is now forging ahead with the
craft, putting us well on track to meet our development of the more efficient Ariane 6
production target of 10 aircraft a month by launcher. Meanwhile, the reliable Ariane 5
the end of 2018. And the larger A350-1000 completed its 76th consecutive successful
made its maiden flight. launch in the year. What a stunning record!
We also reached an agreement to sell the
Defence Electronics business and this di-
vestment was finalised in February 2017.

For the A400M, despite the financial

Our industrial
charge, 2016 was also a year of progress.
We increased the number of deliveries, ad-
dressed the propeller gearbox crisis and

performance
stepped up on the aircrafts capabilities
which allow customer nations to take the
A400M into harms way. Still, we cannot be

was very strong


satisfied. We encountered fresh difficulties
on certain military capability enhancements
and had to reassess the industrial cost of
the programme including an estimation of
 om Enders
T the commercial exposure. Ultimately we
Chief Executive Officer took a full year charge of 2.2 billion.
012

Interview with Tom Enders,


Chief Executive Officer

What progress did you make in


reshaping the Company?

We decided to integrate the Group cor-


porate functions with the key commercial
aircraft division, which generates the bulk

We will
of our business. This was a major step to
further increase our efficiency. We also
took the opportunity to switch to the single

continue our
Airbus brand. These incremental changes
will enable less bureaucracy, faster de-
cision-making and better company-wide

transformation
collaboration.
Were also reinforcing Airbus agility in other
ways. We moved forward with our digital

journey
transformation, leveraging technology to
apply smart solutions to immediate chal-
lenges while also building a digital back-
bone for future operations. During the year
we revamped our CTO organisation and ap-
pointed our first ever Digital Transformation Tom Enders
Officer to oversee our group-wide digital Chief Executive Officer
programme. And in 2016 we opened
the Toulouse campus of our Leadership
University. In short, we focused on efficien-
cy, entrepreneurship and innovation!

What are your key priorities to optimise costs but mainly to simplify the
going forward? organisation and decision-making pro-
cesses in view of digitalisation.
Our first and most important priority is to
successfully manage the ramp-up in com- Fourthly, we will continue to invest in the
mercial aircraft. We showed last year that future through digitalisation and innovation
we are capable of it but the NEO transition for increased levels of competitiveness.
is no walk in the park. With our engine and
other partners we are working towards hit-
Finally, Ethics and Compliance remains
ting our higher production targets, while
a key priority and focus for us. We have
remaining focused on delivering to our cus-
been working hard in recent years to
tomers expectations.
develop and implement a state-of-the-
Secondly, theres the A400M. We need art compliance system which includes
to achieve a win-win outcome with our regular training for employees on this im-
customers that gives them a step change portant topic.
in capabilities without further unacceptable Looking to the future, we will continue our
losses. This will not be simple but we owe it transformation journey to deliver on our
to all the stakeholders involved. earnings and cash flow growth potential.
Team Airbus made considerable progress
Thirdly, we will finalise the implementation in 2016 but this is just the beginning of an
of our restructuring programme, not just arduous but exciting journey!
Annual Report 2016 - AIRBUS 013

INTERVIEW
with Fabrice Brgier,
Airbus Chief Operating Officer and

W
President Airbus Commercial Aircraft

hat are your


main priorities
as COO?

Firstly, Im pleased
to be given this
exciting new op-
portunity which spans all of Airbus. I believe
my experience in commercial aircraft and
previously within helicopters and defence
will stand me in good stead for this role.
Isee two key priorities initially sharpening
our operational effectiveness and further-
ing the use of digital technologies across
the Company.

How do you improve Airbus


operational performance?

This is all about performance improve-


ment. While we have made tremendous
progress over the past decade or so, the
reality is that we still face significant oper-

Our use of
ational challenges on too many of our pro-
grammes. We need to become faster and
smarter in everything we do to prepare and

digital tools and


protect our future. A key way of doing this
is by furthering the adoption of digital tech-
nologies throughout the business to better

processes must
capitalise on what we do best and create
an even higher level of competitiveness.
Yes were on the right track but there are

become more
still plenty of opportunities out there.

So, digitalisation is key for you?

systematic Absolutely! Our use of digital tools and


processes must become more system-
atic if were to realise their full potential. Its
 abrice Brgier
F
amazing what benefits new technologies,
Airbus Chief Operating Officer and especially in digital, can bring to our oper-
President Airbus Commercial Aircraft ations. In design, we can develop products
faster and get it right the first time while
manufacturing operations will benefit from
more digitalised processes getting things
done faster, increasing quality and identi-
fying cost reduction opportunities. We can
now also capture more real-time data from
aircraft in service with our customers. This
information can, among other things, help
to improve aircraft maintenance. I will be
working closely with our digital transform-
ation teams and look forward to some
major breakthroughs in this area!
014

Group Executive Committee

flying
together
GROUP EXECUTIVE
COMMITTEE
AS OF 1 JANUARY 2017

THE WINGS CAMPUS:


This photo was taken at
08 03 02 05 11 04 12
TheWings Campus
in Toulouse, which was
inaugurated in June 2016
and includes Airbus new
Headquarters.
Annual Report 2016 - AIRBUS 015

TOM ENDERS
01
Chief Executive Officer, Airbus

FERNANDO ALONSO
02
Head of Military Aircraft,
Airbus Defence and Space

THIERRY BARIL
03
Chief Human Resources Officer, Airbus

FABRICE BRGIER
04 Airbus Chief Operating
Officer and President Airbus
Commercial Aircraft

GUILLAUME FAURY
05
Chief Executive Officer, Airbus Helicopters

JOHN HARRISON
06
General Counsel, Airbus

DIRK HOKE
07
Chief Executive Officer,
Airbus Defence and Space

MARWAN LAHOUD*
08
EVP International, Strategy
and Public Affairs, Airbus

JOHN LEAHY
09
Chief Operating Officer - Customers,
Airbus Commercial Aircraft

ALLAN McARTOR
10
Chairman, Airbus Americas

KLAUS RICHTER
11
Chief Procurement Officer, Airbus

HARALD WILHELM
12
Chief Financial Officer, Airbus

TOM WILLIAMS
13
Chief Operating Officer,
Airbus Commercial Aircraft
01 07 09 10 13 06

*Marwan Lahoud left Airbus on 28 February 2017.


016

CHAPTER

02

On the right 2016 Commercial Helicopters Defence


track Key figures Aircraft and Space
Interview with
Harald Wilhelm,
Chief Financial
Officer
Annual Report 2016 - AIRBUS 017

A330 MRTT
018

Interview with Harald Wilhelm,


Chief Financial Officer

on the
right track
We again
delivered on our
commitments
 arald Wilhelm
H
Chief Financial Officer

W
hat are your key in place for our future earnings and FCF
takeaways from growth as expected. Finally, the cash we
2016? generated in 2016 and the confidence we
have in our future cash generation potential
First and foremost led the Board to propose a higher dividend
we again delivered per share to our shareholders.
on our commit-
ments. We achieved all the Key Perform- What drove the financial
ance Indicators, or KPIs, that we set out performance?
in the guidance given at the beginning of
the year. This was a great result and came The higher deliveries and stronger dollar
despite a number of operational chal- helped lift revenues by three percent to
lenges. As a reminder, we guided for over 67 billion and this was despite the perim-
650 commercial aircraft deliveries in 2016 eter change in Defence and Space which
with stable underlying earnings and free had a negative impact of about 1 billion.
cash flow (FCF) based on a constant pe- EBIT Adjusted, which reflects our underly-
rimeter. In the end, we achieved a net book- ing performance, was stable on a constant
to-bill ratio of above one and delivered a perimeter as committed. This might not
record 688 aircraft, with the backlog rising sound very ambitious but achieving it was
to 6,874 aircraft. This really demonstrates pretty challenging. Why is that? On the
the continued demand for our competitive positive side we had higher A320 volumes
products and also our programme ramp-up and reduced research and development ex-
capability. We delivered against our EBIT penses due to the planned R&D ramp-down
Adjusted and FCF objectives which gives on the A350 programme. Conversely, we
us confidence that the building blocks are had lower A330 volumes, transition pricing
Annual Report 2016 - AIRBUS 019

to the new engine versions of the A320 and committed. This reflected both the aircraft EARNINGS PER SHARE(3)
A330 and a higher dilution from the A350. delivery performance and healthy inflows (in )
On top, the performance in helicopters was from pre-delivery payments and demon-
lower compared to last year, reflecting the strates the strong underlying potential of
4 4
softer market situation, an unfavourable de- the business to generate cash. Its also 3.43
livery mix and lower commercial flight hours worth noting that the aircraft financing 2.99
in services as well as the H225 accident market remains healthy with a high level 3 3
and some campaign costs. Some under- of liquidity available in the market for our
lying improvement in Defence and Space product portfolio. We finished the year
was reduced by the perimeter change from with only around a negative 250 million in 2 2

the portfolio reshaping. We also began to customer financing and this was despite 1.29
prepare the future with a step up in invest- the temporary unavailability of Export 1 1
ment for innovation. Credit Agency support in Europe.
Looking at the bottom line, our Reported
EBIT decreased to 2.3 billion which in- Whats the guidance for 2017 and 0 0

cludes net negative Adjustments of about how do you achieve this? 2014 2015 2016

1.7 billion. This reflects the total A400M


programme charge of 2.2 billion, the Firstly, we expect to better the record per-
(3) FY2016 Average number of shares = 773,798,837
385 million charge booked on the A350 formance in 2016 and deliver more than compared to 785,621,099 in FY2015
in the first half of 2016 and some 182 mil- 700 commercial aircraft. From this, before
lion in restructuring costs. However, the M&A we expect mid-single-digit percentage
successful execution of our portfolio growth in EBIT Adjusted and EPS Adjusted
rationalisation mitigated some of these with stable free cash flow before M&A and
charges with roughly 2 billion in capital customer financing, all based on a constant
gains from Phase 2 of the space launch- perimeter. To achieve this guidance we have What payment can shareholders
ers Joint Venture and the divestment of to deliver, deliver and deliver! We will retain expect this year?
Dassault Aviation shares. our strong focus on programme execution
as we ramp-up further on the A320 and The proposed dividend of 1.35 is up about
What drove the cash performance? A350 and transition to the NEO models. four percent from 2015 and is outside the
Alongside this we need to implement our range of our dividend policy on an excep-
We saw quite a turnaround in the final restructuring programme with the integration tional basis. This is based on the positive
quarter to end the year with FCF before of the headquarter structure and commercial evolution in the 2016 performance and cash
mergers and acquisitions and custom- aircraft and continue to invest in our future for generation. It shows our confidence in fu-
er financing of 1.4 billion after being improved efficiency. Delivering on these key ture cash generation and commitment to
strongly negative at the end of September. priorities in 2017 should pave the way for us increasing shareholder returns.
This was broadly in line with 2015 as we to deliver our EPS and FCF growth potential. Overall, were on the right track!

EBIT ADJUSTED DIVIDEND PER SHARE


(in bn) (in )

5 5 1.5 1.35(2) 1.5


1.30
6.6%(1) 6.4%(1) 5.9% (1) 1.20
4 4 1.2 1.2

3 3 0.9 0.9

2 2 0.6 0.6

38% For more detailed information,


1 1 0.3 0.3 please refer to the
Registration Document
4.02 4.11 3.96
and Financial Statements
0 0 0 0
2014 2015 2016 2014 2015 2016

(1) In % of Revenues. (2) To be proposed to the Annual General Meeting 2017


020

2016
Key figures

2016
key figures
ORDER INTAKE(1)

134.5 bn
2015 159.0 bn -15%
REVENUES EARNINGS PER SHARE(2)

ORDER BOOK(1)
66.6 bn 1.29
1,060 bn 2015 64.5 bn +3% 2015 3.43 -62%

2015 1,006 bn +5%


EBIT (reported) DIVIDEND PER SHARE(3)

2.3 bn 1.35
2015 4.1 bn -44% 2015 1.30 +4%

ETHICS AND COMPLIANCE

11,859

27,946

Total: 39,805
Number of online training sessions
Number of face to face/classroom training sessions

The background image illustrates the LISA


Pathfinder gravitational wave detection spacecraft
which was handed over to the European Space
Agency in 2016.
Annual Report 2016 - AIRBUS 021

NET CASH POSITION EMPLOYEES

11.1 bn 133,782
2015 10.0 bn(4) +11% 2015 136,574 -2%

NET INCOME(2) R&D EXPENSES

995 mn 3.0 bn
2015 2.7 bn -63% 2015 3.5 bn -14%

2016 RESULTS PROFITABILITY


Airbus reported 2016 financial results While revenues rose 3%, EBIT
with its guidance achieved for all key Adjusted declined 4% to 4.0 billion
performance indicators. A total of 731 with EBIT (reported) of 2.3 billion.
net commercial aircraft orders were Net income and earnings per share
received with 688 deliveries. declined by 63% and 62%
respectively.

ORDER BOOK BY REGION(1)

Europe Asia-Pacific North America Middle East Latin America and


Other Countries

21% 33% 18% 13% 15%


(1) Contributions from commercial aircraft activities to Order Intake and Order Book based on list prices.
(2) Airbus continues to use the term Net Income. It is identical to Profit for the period attributable to equity owners of the parent as defined by IFRS Rules.
(3) To be proposed to the Annual General Meeting 2017.
(4) Excluding the reclassification of certain securities.
022

Commercial
Aircraft

Commercial FABRICE BRGIER


Airbus Chief Operating
Officer and President Airbus

Aircraft
Commercial Aircraft

Airbus Commercial Aircraft met its key


targets for 2016, increasing deliveries to
a new high and achieving a net book-to-bill
order ratio of above one.
The A350 XWB programme successfully
progressed on its industrial production
ramp-up while deliveries of the A320neo
gained momentum at the end of the year.

Key Key
achievements priorities
2016 2017
10,000th Airbus aircraft Deliver on operational
delivered with record commitments, including delivery
688deliveries in 2016. targets and achieve industrial
ramp-up on A320Family and
49 A350 XWBs delivered A350XWBFamily.
in the year, upfrom 14 in
2015. Deliver improvement
in financial KPIs.
Backlog reaches
6,874aircraft, representing Deliver key development
about 10years of milestones on A350-1000,

J
production at current rates. A330neo, A319/A321neo
andBelugaXL.
The Pratt & Whitney etliner deliveries increased for
powered A321neo was Deliver customer value the 14th year in a row, reach-
certified and the first through improved operational ing a new company record of
USassembled aircraft, performance and efficiency. 688 aircraft to 82 customers.
anA321, was delivered
from Mobile.
In 2016, 545 A320 Family
Boost competitiveness, including
aircraft, 66 A330s, 49 A350
delivering recurring cost
First flight of longer convergence plans with focus XWBs and 28 A380s were
fuselage A350-1000 on A350 XWB and improved delivered to airlines and leasing companies.
conducted in November. productivity and quality in plants
and Final Assembly Lines. Revenues increased by 7% to 49.2 billion
(2015: 45.9 billion), reflecting the higher
Prepare the future and deliveries and favourable currency environ-
accelerate digital transformation
and innovations. ment. EBIT Adjusted increased slightly to
2.81 billion (2015: 2.77 billion), reflecting
Engage and develop people higher A320 volumes and a 21% decline in
worldwide. research and development expenses due
mainly to the planned R&D ramp-down
on the A350. It was weighed down by
Annual Report 2016 - AIRBUS 023

KEY FINANCIAL FIGURES

million 2016 2015 Change


Order Intake (net) 114,938 139,062 -17.3%
Order Book 1,010,200 952,450 +6.1%
Revenues 49,237 45,854 +7.4%

731 6,874 688


R&D Expenses 2,147 2,702 -20.5%
EBIT Adjusted 2,811 2,766 +1.6%

ORDERS NET ORDER BOOK DELIVERIES


(UNITS) (UNITS) (UNITS)

EXTERNAL REVENUES BY ACTIVITY

5%

95%

services platforms

DELIVERIES BY PROGRAMME (UNITS)

4%
7%

10% 79%

A320 Family A330 A350 A380

A320neo

the lower A330 rate, higher A350 dilution, production target of 10 aircraft a month by the entry-into-service of the first A330
transition pricing and ramp-up costs. the end of 2018. Passing an important mile- regional aircraft and the start of construc-
stone, the A350-1000 variant completed its tion of the China A330 completion and
Orders booked exceeded deliveries with maiden flight and the flight test programme delivery centre. The Airspace by Airbus
a total of 731 net orders received (2015: is ongoing. cabin brand was launched as the new
1,080 net orders) from 51 customers, standard in passenger experience for the
eight of which were new. These included A total of 68 A320neos were delivered, A330neo and A350 programmes.
607 single aisle (A320 Family) aircraft and including both engine variants, GTF from
124 wide-body aircraft. At the end of 2016, Pratt & Whitney and LEAP from CFM.
Airbus backlog stood at an industry record The ramp-up of single-aisle production
of 6,874 aircraft. is ongoing and production rates will be
increased progressively to a rate of 60 a
A350, A320 programmes progress month in 2019.
The A350 programme made good pro-
gress on the production ramp-up with 49 Other milestones
aircraft delivered up from 14 in 2015. This The 10,000th Airbus aircraft an A350 XWB
achievement provides confidence to man- for Singapore Airlines was delivered in
age the further ramp-up towards the A350 October 2016. Other milestones included
024

Helicopters

Helicopters GUILLAUME FAURY


Chief Executive Officer,
Airbus Helicopters

Airbus Helicopters reported ahigher


level of deliveries and strengthened its
leading position despite a challenging
market. Products continued to be
enhanced and key military campaigns
were successful.

Key Key
achievements priorities
2016 2017
Strengthened leadership Execute and deliver on
in civil & parapublic in a safety commitments.
soft market environment.
Focus on increasing
Adapted to market quality and customer
challenges through satisfaction.
transformation measures.
Deliver on operational
Achieved key operational commitments and
and development development programme
milestones. milestones.

D
Secured key military Enhance operational and
campaigns and cost competitiveness, emonstrating its well pos-
strengthened international implement ADAPT itioned product line-up,
partnerships. restructuring programme the Division strength-
and deliver improvement ened its lead in the civil
Selected as aircraft service in financial KPIs.
and parapublic helicopter
provider for UKs Military
market while maintaining
Flying Training System.
its position on the military
side. It delivered 418 helicopters, a 5.8%
increase from the previous year (2015:
395), with a 47% market share of civil and
parapublic industry deliveries.

Helicopters net order intake increased to


353 units (2015: 333), including a high pro-
portion of light-single engine helicopters and
H135/H145 light-twin models. The order in-
take value declined 1.8% to 6.06 billion,
Annual Report 2016 - AIRBUS 025

KEY FINANCIAL FIGURES

million 2016 2015 Change


Order Intake (net) 6,057 6,168 -1.8%
Order Book 11,269 11,769 -4.2%
Revenues 6,652 6,786 -2.0%

418 353 766


R&D Expenses 327 325 +0.6%
EBIT Adjusted 350 427 -18.0%

UNITS DELIVERED NET ORDERS ORDER BOOK


(UNITS)

EXTERNAL REVENUES BY ACTIVITY

47% 53%

services platforms

EXTERNAL REVENUES BY SECTOR

43% 57%

civil defence

H225M

reflecting the product mix, and at the end factors as revenues, as well as the H225 Military campaigns
of 2016 the order backlog amounted to accident in Norway and some sales Military campaigns were successful, with
11.3billion (2015: 11.8 billion). The overall campaign costs. However, the underlying Singapore announcing a contract for the
backlog by units was 766 at the end of profit at Helicopters was supported by on- H225M as its next-generation medium-lift
the year. going transformation measures and strong helicopter. In the Middle East, Kuwait
efforts to adapt to market challenges. signed an agreement for 30 H225Ms. In
Despite increased deliveries, the Divisions Europe, Airbus was selected as the aircraft
revenues declined 2.0% to 6.7 billion Product and services development service provider for the UKs Military Flying
(2015: 6.8 billion), reflecting the un- Products and services continued to be en- Training System contract with the H135
favourable mix and lower commercial hanced, with several new initiatives. The and H145.
flight hours in services. Civil and military H160 passed key milestones in its flight
activities represented 43% and 57% of test campaign and the first H175 VIP var-
revenues respectively. Platforms made up iant was delivered. The first flight of the
53% and services 47%. NH90 Sea Lion for the German Navy also
occurred. In China, a consortium signed an
EBIT Adjusted fell to 350 million (2015: agreement for 100 H135 helicopters with
427 million), burdened by the same plans to develop a Final Assembly Line.
026

Defence
and Space

Defence DIRK HOKE


Chief Executive Officer,

and Space
Airbus Defence and Space

Airbus Defence and Space achieved


another year of book-to-bill above1,
with strong order momentum in
Military Aircraft and Space Systems
and made substantial progress in
reshaping its business portfolio.

Key Key
achievements priorities
2016 2017
Finalisation of Airbus Deliver, as committed,
Safran Launchers on all programmes with
Joint Venture, now fully focus on A400M.
operational.
Enhance product and
Divestment of non-core service offerings based
business. on current platforms and

T
develop new ones based
Strong restructuring ondata driven services.
effort to improve he Division booked healthy
competitiveness and Adapt organisation towards
profitability. growth and improved orders in Military Aircraft
efficiency. and Space Systems with
The A400M fleet a book-to-bill ratio of
completed around 14,000 Improve financial KPIs above1. Telecom and Earth
flight hours. including cash generation Observation, Navigation
and conversion. and Science satellites, Light
& Medium aircraft and Combat Air Systems
Promote value based
were particularly successful. The European
leadership to drive cultural
change. Space Agency ordered two Sentinel-2
Earth observation satellites, Eutelsat ap-
pointed Defence and Space co-prime con-
tractor for its latest video satellite and the
UK ordered three solar-powered Zephyr
High Altitude Pseudo-Satellite aircraft.
Additionally, an agreement was signed
with the Netherlands and Luxembourg for
two A330 Multi-Role Tanker Transport air-
craft, while Canada selected the C295W
turboprop aircraft for search and rescue
missions. NETMA (the NATO Eurofighter
Annual Report 2016 - AIRBUS 027

KEY FINANCIAL FIGURES

million 2016 2015 Change


Order Intake (net) 15,393 14,440 +6.6%
Order Book 41,499 42,861 -3.2%
Revenues 11,854 13,080 -9.4%

76th 7 17
R&D Expenses 332 344 -3.5%
EBIT Adjusted 1,002 1,051 -4.7%

CONSECUTIVE TOTAL ARIANE 5 A400Ms DELIVERED


SUCCESSFUL LAUNCHES IN YEAR
ARIANE 5 LAUNCH
EXTERNAL REVENUES BY ACTIVITY

31% 69%

services platforms

EXTERNAL REVENUES BY
BUSINESS LINES

27% 31%

42%

Space Systems Military Aircraft CIS(1) & Others

(1) Communications, Intelligence & Security


C295W

& Tornado Management Agency) signed Portfolio reshaping


two main contracts for the support of their The Airbus Safran Launchers (ASL) 50:50
Eurofighter Typhoon fleet (C1+C3). Joint Venture became fully operational on
30 June, continuing the strong execution
The Divisions order intake amounted to of the Ariane 5 launcher, which conducted
15.4 billion (2015: 14.4 billion) while its 76th successful consecutive launch dur- fix to increase the time between inspection
at the year end, the order book stood at ing the year. ASL and the European Space intervals. Capability was stepped up with
41.5 billion (2015: 42.9 billion). Agency signed an important confirmation the aircraft now being delivered including
agreement for the development of the some tactical capability. In the second half
Including a negative impact from the peri- future Ariane 6 launcher. Airbus also sold of 2016, further challenges were encoun-
meter change due to portfolio reshaping its Commercial Satellite Communication tered to meet military capability enhance-
of approximately 1 billion, revenues de- business and reached an agreement to sell ments and management reassessed the
clined to 11.9 billion (2015: 13.1 billion) its Defence Electronics business with the industrial cost of the programme, now in-
but were broadly stable on a comparable transaction concluded in early 2017. cluding an estimation of the commercial ex-
basis. EBIT Adjusted was 1,002 million posure. As a result of these reviews a total
(2015: 1,051 million) with the good under- A400M charge of 2.2 billion was recorded in 2016
lying performance partially mitigating the The A400M fleet completed around 14,000 including 1.2 billion in the fourth quarter.
perimeter change effect. It was supported flight hours during the year. Deliveries in- Challenges remain on meeting contractual
by a strong contract mix and risk reduction creased to 17 aircraft (2015: 11 aircraft). The capabilities, securing sufficient export or-
as well as benefits materialised from re- propeller gearbox crisis was addressed in ders in time, cost reduction and commer-
structuring efforts. the second half of the year with the interim cial exposure, which could be significant.
028

CHAPTER

03

Staying one Innovation Corporate Share


step ahead highlights Social information
Future Responsibility
ambitions
Annual Report 2016 - AIRBUS 029

SpaceDataHighway
satellite image
030

Future
ambitions

staying
one step Several significant production
and operational milestones were
passed in the commercial aircraft

ahead
business, preparing for continued
growth. Airbus is now primed for
rising production from a broader
geographical base.

1 establishing
the way
forward
2016 was an important year of preparation
for the future. Good progress was made on
the production and development of major
new aircraft and variants, paving the way
for future growth. BelugaXL

The A350s production ramp-up proceed-


ed, with good progress made during the A330neo.
year in terms of risk management and re- twin-aisle.
duction of the outstanding work in the Final airliner.
Assembly Line. Furthermore, the larger
A350-1000 model completed its first flight A320neo
thereby kicking-off a three-aircraft flight- ramp-up BelugaXL
test and certification programme.

The A320neo programme also established A350.


stronger foundations. Not only did air- ramp-up. reached its Final Assembly Line. From mid-
craft deliveries begin and gain momentum 2019, this bigger version of the whale-
through the year for both engine versions, faced transporter will carry complete sec-
but the Pratt & Whitney powered A321neo A350-1000 tions of aircraft from sites around Europe to
was also certified. Progress was made, too, first-flight the Final Assembly Lines in Hamburg and
on the A330neo. Final assembly started on Toulouse.
this more efficient version of the successful
A330 twin-aisle airliner. Global industrial production passed its
own milestone during the year, when the
Preparing the way for increasing produc- first US-assembled aircraft, an A321, was
tion, the BelugaXL oversize cargo airlifter delivered from Mobile, Alabama.
Annual Report 2016 - AIRBUS 031

2 shaping
tomorrows
leaders
Leadership University in Toulouse

After launching its


32,000
EMPLOYEES REACHED

Leadership University
the previous year, Airbus
In September 2016, Airbus opened the
opened the universitys
Toulouse flagship campus of its Leadership
flagship Toulouse campus University. The university plays a key role in
in 2016. It aims to become the transformation of the Company by accel-
the worldwide reference for erating the development of current and future
leadership development. leaders to better meet business targets.
Leadership University in Toulouse
After the opening of the Toulouse cam-
pus, Airbus now has six campuses the
others being Marignane (France), Madrid,
Hamburg, Munich and Beijing. More than
4 32,000 employees benefitted from the
development, evaluation and transform-
5 ation solutions proposed by the Leadership
1 2 University in 2016.
3
The university aims to bring out the leader
ship potential in all employees. They will
6
learn through experiential development
with practical experience. By connecting
with people from outside Airbus, such as
entrepreneurs, they will also become more
innovative. And, through an experimen-
tal laboratory they will develop different
1 2 3 ways of working, especially linked to digital
Toulouse Marignane Madrid transformation.

The Leadership Universitys ambition is to


4 5 6 change the culture at Airbus and in doing
Hamburg Munich Beijing so the Company aims to become a world-
wide reference for leadership development.

Leadership University campuses


032

Future
ambitions

3 keeping
the
lead
The formation of the Airbus
Safran Launchers 50:50 Joint
Venture creates an even more
competitive European champion
in the space launcher business. It
has boosted industrial efficiency
and operational flexibility.

Ariane 5 With the completion of the Airbus Safran


Launchers Joint Venture, the Company
sharpened its competitive edge in space
launchers. Formed from the merger of
Airbus and Safrans launcher activities,
ARIANE 5: this Joint Venture is well-positioned

76th
to meet the markets needs from
launcher design and construction to
commercialisation.
SUCCESSFUL
CONSECUTIVE At a time of mounting competition, the
LAUNCH Joint Venture bolsters industrial efficiency
and operational flexibility, for the benefit
of its customers and shareholders.

INDUSTRIAL Airbus Safran Launchers is the lead


NETWORK: contractor for the Ariane 5 launcher, co-
MORE THAN ordinating an industrial network of more

550
than 550 companies in 12 European
countries. In 2016, Ariane 5 broke new
records, completing its 76 th successful
COMPANIES IN consecutive launch and lifting a 10.7-tonne

12
Ariane 5 launch payload, the heaviest ever.

The company is also the industrial lead con-


EUROPEAN tractor for the launchers successor, the
COUNTRIES
Ariane 6. Scheduled for a first flight in 2020,
it will replace the Ariane 5 in about 2023.
Annual Report 2016 - AIRBUS 033

OVER

500
PROJECTS

The Digital Transformation Office is leading


the operational deployment of digital pro-
jects Company-wide. A community of more
than 9,000 members is working on over
500 projects as part of this transformation
programme. Projects are taking place in
design and manufacturing, as well as sup-
port services and new product ideas.

New digital avenues include: the data


lake project for commercial aircraft which
Airbus is embracing Virtual Reality
involves building a reservoir of data for
each aircraft in-service that provides cus-
tomers with capabilities to enhance their
operations and increase the availability of
their fleet; the use of Augmented Reality
and Virtual Reality devices for employees
to improve their methods of working; the
use of the Internet of Things for logistics
equipment in Final Assembly Lines; the use
of Cobots (collaborative robots) as part of

4 preparing
the Industry 4.0 initiative to increase the
efficiency of workers with improved ergo-
nomics; and iflyA380.com, a unique book-

for a
ing service that allows passengers to book
with all A380 operators, selecting flights
by destination and on-board services. In
addition, all Airbus employees are now

new era
connected seamlessly through an intranet
platform known as The Hub. Data is the key
to digital transformation.

Airbus is transforming its culture, tools


and processes to prepare for a digital
world. More than 9,000 people are working
on over 500 projects, ranging from design
and manufacturing, to support services
and new product ideas.

Airbus is embarking on a digital transform-


ation, focusing on its culture, processes
and tools. By leveraging technology to
be smarter and more productive, the
Company aims to lay the foundations for
greater competitiveness in a digital world.
Augmented Reality systems can
improve working methods
034

Innovation highlights

innovation Aircraft inspection by drone

highlights
Significant restructuring of the Corporate Technology
Office (CTO) took place in 2016 and will continue
into 2017. The CTO is undergoing a transformation
programme to become more agile, innovative and
aligned with the needs of Airbus. The new CTO
organisation is responsible for guiding all R&T of the
Company and ensures Airbus-wide integration of
technology. The CTO is also in charge of developing Airbus demonstrated how a commercial aircraft can be visually
the Airbus-wide R&T Roadmaps and executing inspected using a drone at the 2016 Farnborough Airshow.
Demonstrator projects together with the divisions. Thedrone, equipped with a high definition camera, performs a
visual inspection for the upper part of the aircraft. It is flown using
Thisorganisation applies a lean, project-based
an automatic flight control system supervised by a human pilot.
approach, will encourage collaboration with external Thedrone follows a predetermined flight path and takes a series
research communities and develop partnerships, of pictures automatically. All these images, and especially those
especially through open innovation with technical and showing any potential non-quality such as scratches, dents and
scientific experts. Four technology thrusts ensure that painting defects, are compiled in a 3D digital model, recorded in
road mapping, group demonstrators and R&T projects a database and then analysed. The benefits of this innovative tool
and process are significant. Aircraft downtime for inspection is
form a coherent portfolio of activities to advance rapidly
reduced. Data acquisition by drone only takes 10 to 15 minutes,
strategic priorities. These are: Electrification; Urban instead of two hours using conventional methods.
Air Mobility; Digital Product Development Process and
Factory; and Connected Fleet.

Transpose Vahana

Transpose, launched in December 2016 by A3, is a clean-sheet Project Vahana started in early 2016 as one of the first projects
rethinking of aircraft cabin architecture and passenger atA, the advanced projects and partnerships outpost of Airbus
experience possibilities. Besides new revenue streams, in Silicon Valley. Designed to carry a single passenger or cargo,
Transpose enables significant savings for airlines. A modular Ais aiming to make it the first certified passenger aircraft without
cabin architecture eliminates aircraft downtime due to a pilot. The aim is to fly a full-size prototype before the end of
customisation operations, which can currently take up to a month 2017, and to have a product-ready demonstrator by 2020.
to complete. Add to this the increased flexibility in cabin design
options, and there is potential for vastly improved passenger
experiences, offering a compelling way for airlines to differentiate
and offer more choice to their customers.
Annual Report 2016 - AIRBUS 035

Vertical Tail Plane Direct Printing SpaceDataHighway

Engineers from Airbus A320 Family paint shop, in co-operation Airbus Defence and Space started the initial service of the
with the R&T department in Hamburg, Germany, have developed SpaceDataHighway in 2016. This represents a step change in the
a new direct printing method to apply large and complex liveries speed of communications in space. Thanks to laser technology
on aircraft vertical tail planes (VTPs). The new process uses developed by Tesat Spacecom, high-volume data can be
industrial inkjet printers which can decorate VTPs faster, more transferred from Earth observation satellites, airborne platforms,
efficiently and with finer detail than traditional methods. or even the International Space Station, at a data rate of
Theeconomic and environmental benefits of the new method 1.8gigabits per second and can transmit up to 40 terabytes a day.
compared to traditional aircraft painting or adhesive foils include This provides a unique, secure, near real time data transfer
the reduction of man-hours/lead-times (up to one day) and a service, making data latency a thing of the past. EDRS-A, the first
major weight reduction (up to 5 kg on an A320 VTP). relay satellite for the SpaceDataHighway programme, was
launched in January 2016.

Helicopters advances Clean Sky 2 Cleaning up space


demonstrator

In 2016, Airbus Helicopters passed an important milestone in Airbus Defence and Space is leading a project team for the TeSeR
thedevelopment of a high-speed, compound helicopter (Technology for Self-Removal of Spacecraft) initiative which will
demonstrator being developed as part of the Clean Sky 2 develop technology to reduce the risk of spacecraft colliding with
European research programme. A mock-up of the breakthrough debris in space. Together with its ten European partners, Airbus will
airframe design went through wind tunnel testing. The tests develop a prototype for a cost-efficient and highly reliable module
proved the viability of the chosen design in terms of efficiency, to ensure that future spacecraft dont present a collision risk once
sustainability and performance. Building upon the achievements they reach the end of their nominal operational lifetimes or suffer
of the company-funded and record-breaking X3 technology anin-service failure. The module may also function as a removal
demonstrator, the Airbus Helicopters Clean Sky-demonstrator will back-up in the case of a loss of control over a spacecraft. Orbital
help refine the compound aerodynamic configuration and bring it space is becoming increasingly congested. Space debris threatens
closer to an operational design, with the objective of meeting space-based infrastructures which are vital for life on Earth.
future requirements for increased speed, better cost-efficiency, Disused spacecraft are a potentially dangerous source of space
aswell as dramatic reductions of emission and acoustic footprints. debris. The TeSeR project develops technologies that will ensure
Flight-testing of the prototype is expected to start in 2019. asustainable space environment for future generations.
036

Corporate Social Responsibility

Corporate
Social
Responsibility
THE GLOBAL GOALS YEAR OVERVIEW

1 2 3

4 5 6 7 2016
8 9 10 11
IN 2016, AIRBUS ADOPTED THE
UNITED NATIONS SUSTAINABLE
12 13 14 15 DEVELOPMENT GOALS (SDGs)
AS A FRAMEWORK TO ALIGN
16 17
ITS CORPORATE SOCIAL
RESPONSIBILITY (CSR) GOALS.
ATLEAST EIGHT OF THE UNS
17 SDG GOALS ARE DIRECTLY MILLENNIAL EMPLOYEES,
1 No poverty
RELEVANT TO AIRBUS FOR THEIR PART, ARE MOST
2 Zero hunger
BUSINESSES AND IT HAS CONCERNED ABOUT:
Good health and well-being
3 
INITIATIVES CONTRIBUTING TO
4 Quality education 29 OF THE UNS 169 TARGETS. 8
DECENT WORK AND
5 Gender equality STAKEHOLDER FEEDBACK ECONOMIC GROWTH
Clean water and sanitation
6  SHOWED THAT THE INDUSTRY
7 Affordable and clean energy ISMOST CONCERNED ABOUT
8 Decent work and economic THEFOLLOWING SDGs: 9
INDUSTRY, INNOVATION
growth
AND INFRASTRUCTURE
9 Industry, innovation and
infrastructure
Reduced inequalities
10 
RESPONSIBLE
Sustainable cities and
11 
8
DECENT WORK AND CONSUMPTION AND
communities ECONOMIC GROWTH PRODUCTION
Responsible consumption
12 
and production
13 Climate action 9
INDUSTRY, INNOVATION
14 Life below water CLIMATE ACTION
AND INFRASTRUCTURE
15 Life on land
Peace and justice
16 
strong institutions 13 17
PARTNERSHIPS
17 P
 artnerships for the goals CLIMATE ACTION
FOR THE GOALS

The examples on the following page show how Airbus is approaching three of these goals.
Annual Report 2016 - AIRBUS 037

1. A irbus
17 SDG 17: Strengthen the means
of implementation and revitalize
the global partnership for

Foundation
sustainable development

worldwide In the immediate aftermath, theAirbus


Helicopters Foundation was able to provide
two H125s belonging to an operator from the
On 4 October 2016, Hurricane Matthew, an Dominican Republic for humanitarian purposes.
extremely destructive category 5 Atlantic A larger helicopter (AS365) was also available
hurricane, passed over the southwest of Haiti when required. The first flight occurred on
inthe Caribbean Sea, causing widespread 5October as soon as the weather permitted.
damage and many deaths. In the immediate Helicopter flights were intense during the first
aftermath, the Airbus Foundation marshalled its two weeks after the catastrophe and were used
resources from across the Companys Divisions for emergency aid missions, the transport of
to help bring relief. Aircraft transported relief doctors and to assess the scope of the damage.
personnel, medical equipment and water The assistance of helicopters was also crucial
supplies, while high-resolution satellite imagery for helping to restore access to drinking water.
provided insight into the situation on the ground. collected by Action Against Hunger to The Airbus Foundation and Airbus Helicopters
Port-au-Prince in Haiti. The goods included Foundation have partnered with several NGOs
An Airbus A330 test aircraft transported water sanitation equipment, stocks of drinking and airlines to provide products and services
approximately 20 tonnes of humanitarian aid water, household kits and family hygiene packs. tohelp disaster relief.

2. C
 ombating
13 SDG 13: Take urgent action
to combat climate change
and its impacts

climate
change pillars of aviations climate action plan by
delivering the most fuel efficient aircraft thanks
to technology improvements, supporting
improved air traffic management and enhanced
Through aviation and Earth observation, Airbus aircraft operations, and facilitating the wider
is playing an important role in mitigating adoption of sustainable alternative fuels.
climate change. Airbus welcomed and fully
supported two historic International Civil 2016 also saw a breakthrough in the use of
Aviation Organisation agreements made in satellites to monitor deforestation. Working with
2016. Firstly, a carbon dioxide emissions The Forest Trust and SarVision, Defence and
certification standard was established to Space has jointly developed a service enabling
encourage the integration of fuel efficient companies to provide evidence of how they are
technologies into aircraft design and implementing their no deforestation
development. Secondly, the first-ever global commitments. The service is called Starling and
carbon offsetting and reduction scheme for uses a combination of high-resolution optical
international aviation, known as CORSIA, was satellite and radar imagery to provide unbiased
agreed. Airbus is committed to supporting all monitoring of forest cover change.

3. M
 ore
12 SDG 12: Ensure sustainable
consumption and production
patterns

efficient
facilities
Thebuildings are heated and air-conditioned
bygeothermal systems, which are the largest
of their kind in Europe.
Eco-efficiency at Airbus aims at maximising
thebenefits of products and services, while Other successful initiatives looked at the
minimising the environmental impact of their location of sites to find the most appropriate
production and operation. The Companys solutions for saving both emissions and costs.
Wings Campus headquarters in Toulouse, This was the case for Helicopters facility
inaugurated on 28 June 2016, meets one of inMarignane, southern France, where
the most modern environmental standards 12,000photovoltaic panels were installed over
set by theBuilding Research Establishment a surface area of 16,000 square metres.
Environmental Assessment Method Thishas helped to produce 2.95 gigawatt hours
(BREEAM very good rating certification), a of electricity per year, which is equivalent to a
global reference for sustainable construction. drop of 360 tonnes of carbon dioxide annually.
038

Share

share
information

information
global markets. Despite aero cycle
fears, airline overcapacity concerns and
SHARE PRICE EVOLUTION
execution issues, the shares rebounded
on solid Farnborough Airshow orders.
Better than expected Q2 results and
Base 100 as of 2 January 2014 Airbus share price in
confirmed guidance further helped the
shares.
2014 2015 2016
130 %
After a stable period in September, the
130
shares performed positively after the
120 %
120 9M release mainly due to the maintained
2016 guidance and sizing of the cus-
110 %
110 tomer financing risk. The outcome of
the US presidential election, which led
100 %
100 to more positive sentiment for defence
spending, a further strengthening of the
9090 %
USD versus EUR, a higher oil price
and positive expectations of strong
8080 %
Q4 aircraft deliveries lifted the shares
7070 % back to 62.84 by year-end.
J F M A M J J A S O N D With an annual increase of 1.4%, Airbus
shares outperformed the EuroStoxx 600
Airbus
Airbus Eurostoxx
Eurostoxx 600600 CAC 40
CAC 40 MSCIWorld
MSCI World Aerospace
Aerospace & Defence
& Defence (-1.2%). In the same period, the CAC40
rose 4.9%.

In 2016, Airbus share price closed


at 62.84, slightly above the prior CAPITAL STRUCTURE INVESTOR RELATIONS
year closing share price, despite a As of 31 December 2016 AND FINANCIAL
high level of intra year volatility and COMMUNICATION
operational challenges.
4%

After opening at 61.15 on 1 January, 11% E-mail: ir@airbus.com


the share price fell below 50 within the
first two months of the year, in line with 11%
website: www.airbusgroup.com
wider markets. This was driven by lower
74%
oil prices, strengthening of the EUR ver-
sus the USD and fears around economic
growth in China as well as contagion into
global markets. After Februarys FY2015 FINANCIAL CALENDAR
disclosure, where Airbus met its guid- Free Float (1)
ance, the shares moved higher again SOGEPA (French State)
supported by reassuring messages on GZBV (German State)
FULL-YEAR 2016 RESULTS RELEASE
the Companys confidence in the aero 22 February 2017
SEPI (Spanish State)
cycle, its capacity to manage macro-
economic developments, to execute (1) Including treasury shares without economic ANNUAL GENERAL MEETING 2017
or voting rights (0.02%) 12 April 2017
ramp-up plans and to deliver significant
earnings and Free Cash Flow before the
FIRST QUARTER 2017 RESULTS
end of the decade. lifted shares in May before they declined RELEASE
Following the Q1 results, shares were again, driven by negative news flow on 27 April 2017
pulled down by increasing risks on op- A320neo engine supply issues.
erational execution and supply chain Pre-Brexit volatility in June moved the HALF-YEAR 2017 RESULTS RELEASE
performance. A more favourable USD/ shares higher. However, the Brexit vote 27 July 2017
EUR rate as well as rebounding oil prices result led to a sharp decline in line with
Registration
Document

2016
Registration
Document

Airbus Group SE (the Company) is a European p ublic words, such as anticipate, believe, estimate, expect,
company (Societas Europaea), with its seat in Amsterdam, The intend, plan, project, predict, will, should, may or
Netherlands, which is listed in France, Germany and Spain. The other variations of such terms, or by discussion of strategy.
applicable regulations with respect to public information and These statements relate to the Companys future prospects,
protection of investors, as well as the commitments made by developments and business strategies and are based
the Company to securities and market authorities, are described on analyses or forecasts of future results and estimates
in this Registration Document (the Registration Document). of amounts not yet determinable. These forward-looking
In 2017, the Company continues to further integrate by merging statements represent the view of the Company only as of
its Group structure with the commercial aircraft activities of the dates they are made, and the Company disclaims any
Airbus, with associated restructuring measures. The merger obligation to update forward-looking statements, except
is contemplated to take place mid-2017. In this new set-up, as may be otherwise required by law. The forward-looking
the Company will retain Airbus Defence and Space and Airbus statements in this Registration Document involve known and
Helicopters as Divisions. See Information on Airbus Activities unknown risks, uncertainties and other factors that could
1.1.1 Overview. cause the Companys actual future results, performance and
In 2016, there are no changes to the segment reporting. achievements to differ materially from those forecasted or
Nevertheless as a result of the relabelling to a single Airbus suggested herein. These include changes in general economic
brand, the Company together with its subsidiaries will be and business conditions, as well as the factors described
referred to as Airbus and no longer the Group. Consequently, under Risk Factors below.
the segment formerly known as Airbus is referred to as Airbus This Registration Document was prepared in accordance
Commercial Aircraft for the purpose of 2016 f inancial with Annex 1 of EC Regulation No. 809 / 2004, filed in
reporting. See Managements Discussion and Analysis English with, and approved by, the Autoriteit Financile
of Financial Condition and Results of Operations 2.1.1.2 Markten (the AFM) on 4 April 2017 in its capacity as
Reportable Business Segments. competent authority under the Wet op het financieel
The Company will change its name to Airbus SE; the legal name toezicht (as amended) pursuant to Directive 2003/71/EC.
change from Airbus GroupSE to Airbus SE is still subject to This Registration Document may be used in support of
the approval of the Annual General Meeting (AGM) due to be a financial transaction as a document forming part of a
held on 12April 2017. prospectus in accordance with Directive 2003/71/EC only
In addition to historical information, this Registration Document if it is supplemented by a securities note and a summary
includes forward-looking statements. The forward- looking approved by the AFM. This Registration Document is dated
statements are generally identified by the use of forward-looking 4 April 2017.

Registration Document 2016 - AIRBUS 02


Registration Document 2016

Registration
Document
Risk Factors

1 Informationon AirbusActivities

2 ManagementsDiscussion
andAnalysisofFinancial Condition
andResults ofOperations

3 GeneralDescription of theCompany
anditsShareCapital

4 Corporate Governance

5 Entity Responsible fortheRegistration


Document

2016
Registration Document 2016 - AIRBUS 03
02
Risk Factors 07 ManagementsDiscussion
andAnalysisofFinancial Condition
1. Financial Market Risks 08
andResults ofOperations 57
2. Business-Related Risks 12
3. Legal Risks 19 2.1 Operating and Financial Review 58
4. Industrial and Environmental Risks 21 2.1.1 Overview 59
2.1.2 Signicant Accounting Considerations,
PoliciesandEstimates 61
2.1.3 Performance Measures 62

01 2.1.4 Results of Operations


2.1.5 Changes in Consolidated Total Equity
67

(IncludingNon-ControllingInterests) 70
Informationon AirbusActivities 23 2.1.6 Liquidity and Capital Resources 72
2.1.7 Hedging Activities 75

1.1 Presentation of the Company 24 2.2 Financial Statements 76


1.1.1 Overview 24 2.3 Statutory Auditors Fees 76
1.1.2 Commercial Aircraft 28 2.4 Information Regarding
the Statutory Auditors 77
1.1.3 Helicopters 36
1.1.4 Defence andSpace 39
1.1.5 Investments 47
1.1.6 Insurance
1.1.7 Legal and Arbitration Proceedings
47
47
03
1.1.8 Research and Technology, Intellectual Property 50
1.1.9 Corporate Social Responsibility 52
GeneralDescription of
1.1.10 Employees 54
theCompany anditsShareCapital 79
1.2 Recent Developments 55
3.1 General Description of the Company 80
3.1.1 Commercial and Corporate Names,
SeatandRegisteredOfce 80
3.1.2 Legal Form 80
3.1.3 Governing Laws and Disclosures 80
3.1.4 Date of Incorporation and Duration
oftheCompany 82
3.1.5 Objects of the Company 82
3.1.6 Commercial and Companies Registry 82
3.1.7 Inspection of Corporate Documents 82
3.1.8 Financial Year 82
3.1.9 Allocation and Distribution of Income 83
3.1.10 General Meetings 83

Registration Document 2016 - AIRBUS 04


REGISTRATION DOCUMENT 2016 GENERAL TABLE OF CONTENTS

04
3.1.11 Disclosure of Holdings 84
3.1.12 Mandatory Disposal 86 Corporate Governance 103
3.1.13 Mandatory Offers 87
4.1 Management and Control 104
3.2 General Description
4.1.1 Corporate Governance Arrangements 104
of the Share Capital 87
4.1.2 Dutch Corporate Governance Code,
3.2.1 Issued Share Capital 87
ComplyorExplain 124
3.2.2 Authorised Share Capital 87
4.1.3 Enterprise Risk Management System 125
3.2.3 Modication of Share Capital
4.1.4 Ethics and Compliance Organisation 129
orRightsAttachedtotheShares 88
4.2 Interests of Directors and Principal
3.2.4 Securities Granting Access
ExecutiveOfcers 131
totheCompanysShareCapital 89
4.2.1 Remuneration Policy 131
3.2.5 Changes in the Issued Share Capital 89
4.2.2 Long-Term Incentives Granted totheChief
Executive Ofcer 141
3.3 Shareholdings and Voting Rights 90
4.2.3 Related Party Transactions 142
3.3.1 Shareholding Structure at the end of 2016 90
4.3 Employee Prot Sharing
3.3.2 Relationships with Principal Shareholders 91
andIncentivePlans 142
3.3.3 Form of Shares 94
4.3.1 Employee Prot Sharing and Incentive
3.3.4 Changes in the Shareholding of the Company 94 Agreements 142
3.3.5 Persons Exercising Control over the Company 95 4.3.2 Employee Share Ownership Plans 142
3.3.6 Simplied Group Structure Chart 95 4.3.3 Long-Term Incentive Plans 144
3.3.7 Purchase by the Company of its Own Shares 97

3.4 Dividends 99
3.4.1 Dividends and Cash Distributions Paid
3.4.2 Dividend Policy of the Company
99
99
05
3.4.3 Unclaimed Dividends 99
Entity Responsible
3.4.4 Taxation 99 fortheRegistration Document 149

5.1 Entity Responsible


fortheRegistration Document 150
5.2 Statement of the Entity Responsible
fortheRegistration Document 150
5.3 Information Policy 151
5.4 Undertakings of the Company
regarding Information 151
5.5 Signicant Changes 151

Registration Document 2016 - AIRBUS 05


Risk
Factors

Registration Document 2016 - AIRBUS 06


Registration Document 2016

Risk
Factors

1. Financial Market Risks 08

2. Business-Related Risks 12

3. Legal Risks 19

4. Industrial and Environmental Risks 21

2016
Registration Document 2016 - AIRBUS 07
Risk Factors
1 Financial Market Risks

The Company is subject to many risks and uncertainties that may affect
itsnancial performance. The business, results of operation or nancial
condition of the Company could be materially adversely affected by therisks
described below. These are not the only risks the Company faces. Additional
risks and uncertainties not presently known to the Company or that it currently
considers immaterial may alsoimpair its business andoperations.

1. Financial Market Risks


Global Economic Concerns

As a global company, the Companys operations and The results of the US Presidential election have introduced
performance depend signicantly on market and economic greater uncertainty with respect to US tax and trade policies,
conditions in Europe, the US, Asia and the rest of the world. tariffs and government regulations affecting trade between the
Market disruptions and signicant economic downturns may US and other countries.
develop quickly due to, among other things, crises affecting
Although it is too early for the impact of these geopolitical events
credit or liquidity markets, regional or global recessions, sharp
to be reasonably assessed, the consequences could have a
fluctuations in commodity prices (including oil), currency
negative effect on the Companys nancial condition and results
exchange rates or interest rates, ination or deation, sovereign
of operations.
debt and bank debt rating downgrades, restructurings or
defaults, or adverse geopolitical events (including the impact If economic conditions were to deteriorate, or if more pronounced
of Brexit, discussed below, US policy and elections in Europe). market disruptions were to occur, there could be a new or
Any such disruption or downturn could affect the Companys incremental tightening in the credit markets, low liquidity, and
activities for short or extended periods and have a negative extreme volatility in credit, currency, commodity and equity
effect on the Companys nancial condition and results of markets. This could have a number of effects on the Companys
operations. business, including:

requests by customers to postpone or cancel existing orders
Two geopolitical events in 2016 in particular could cause
for aircraft (including helicopters) or decisions by customers to
potential disruptions to and create uncertainty surrounding the
review their order intake strategy due to, among other things,
Companys business, including affecting our relationships with
lack of adequate credit supply from the market to nance
our existing and future customers, suppliers and employees:
aircraft purchases or change in operating costs or weak levels
(i)the public referendum in June2016 where a majority of UK
of passenger demand for air travel and cargo activity more
voters voted in favour of leaving the European Union (commonly
generally;
referred to as Brexit) and (ii)the US Presidential election in

an increase in the amount of sales nancing that the Company
November2016.
must provide to its customers to support aircraft purchases,
Although the terms of the UKs post-Brexit relationship with thereby increasing its exposure to the risk of customer defaults
the EU are still unknown, the Company may be affected by despite any security interests the Company might have in the
potentially divergent national laws and regulations between underlying aircraft;
the EU and the UK. This may include greater restrictions on
further reductions in public spending for defence, homeland
the importing and exporting of goods and services between security and space activities, which go beyond those budget
the UK and EU countries in which the Company operates consolidation measures already proposed by governments
along with costly new tariffs and increased regulatory and legal around the world;
complexities. The free movement of people and skilled labour
nancial instability, inability to obtain credit or insolvency on the
may also be limited by new border controls. part of key suppliers and subcontractors, thereby impacting

Registration Document 2016 - AIRBUS 08


Registration Document 2016

Risk Factors
1 Financial Market Risks

the Companys ability to meet its customer obligations in a The Companys financial results could also be negatively
satisfactory and timely manner; affected depending on gains or losses realised on the sale

continued de-leveraging as well as mergers, rating or exchange of nancial instruments; impairment charges
downgrades and bankruptcies of banks or other nancial resulting from revaluations of debt and equity securities and
institutions, resulting in a smaller universe of counterparties other investments; interest rates; cash balances; and changes
and lower availability of credit, which may in turn reduce the in fair value of derivative instruments. Increased volatility in
availability of bank guarantees needed by the Company for its the nancial markets and overall economic uncertainty would
businesses or restrict its ability to implement desired foreign increase the risk of the actual amounts realised in the future on
currency hedges; the Companys nancial instruments differing signicantly from

default of investment or derivative counterparties and other the fair values currently assigned to them.
financial institutions, which could negatively impact the
In the Commercial Aircraft activities, revision clauses in sales
Companys treasury operations including the cash assets of
contracts and in supplier contracts can be based on different
the Company; and
indexes and therefore can evolve differently.

decreased performance of Airbus cash investments due to


low and partly negative interest rates.

Foreign Currency Exposure

A signicant portion of the Companys revenues is denominated the Companys USdollar-denominated revenues that is not
inUSdollars, while a major portion of its costs is incurred in hedged in accordance with the Companys hedging strategy
euro, and to a lesser extent, in pounds sterling. Consequently, to will be exposed to uctuations in exchange rates, which may
the extent that the Company does not use nancial instruments be signicant.
to hedge its exposure resulting from this foreign currency
Currency exchange rate fluctuations in currencies other
mismatch, its prots will be affected by market changes in the
than the USdollar in which the Company incurs its principal
exchange rate of the USdollar against these currencies. The
manufacturing expenses (mainly the euro) may affect the ability
Company has therefore implemented a long-term hedging
of the Company to compete with competitors whose costs
portfolio to help secure the rates at which a portion of its future
are incurred in other currencies. This is particularly true with
USdollar-denominated revenues (arising primarily at Airbus) are
respect to uctuations relative to the USdollar, as many of the
converted into euro or pound sterling, in order to manage and
Companys products and those of its competitors (e.g., in the
minimise this foreign currency exposure.
defence export market) are priced inUSdollars. The Companys
There are complexities inherent in determining whether and ability to compete with competitors may be eroded to the extent
when foreign currency exposure of the Company will materialise, that any of the Companys principal currencies appreciates
in particular given the possibility of unpredictable revenue in value against the principal currencies of such competitors.
variations arising from order cancellations, postponements or
The Companys consolidated revenues, costs, assets and
delivery delays. The Company may also have difculty in fully
liabilities denominated in currencies other than the euro are
implementing its hedging strategy if its hedging counterparties
translated into the euro for the purposes of compiling its nancial
are unwilling to increase derivatives risk limits with the Company,
statements. Changes in the value of these currencies relative
and is exposed to the risk of non-performance or default by
to the euro will therefore have an effect on the euro value of the
these hedging counterparties. The exchange rates at which
Companys reported revenues, costs, earnings before interest
the Company is able to hedge its foreign currency exposure
and taxes (EBIT), other nancial result, assets and liabilities.
may also deteriorate, as the euro could appreciate against
the US dollar for some time as has been the case in the past See Managements Discussion and Analysis of Financial
and as higher capital requirements for banks result in higher Condition and Results of Operations 2.1.7 Hedging Activities
credit charges for uncollateralised derivatives. Accordingly, for a discussion of the Companys foreign currency hedging
the Companys foreign currency hedging strategy may not strategy. See Managements Discussion and Analysis
protect it from signicant changes in the exchange rate of the of Financial Condition and Results of Operations 2.1.2.3
USdollar to the euro and the pound sterling, in particular over Accounting for Hedged Foreign Exchange Transactions in
the longterm, which could have a negative effect on its nancial the Financial Statements for a summary of the Companys
condition and results of operations. In addition, the portion of accounting treatment of foreign currency hedging transactions.

* Unless otherwise indicated, EBIT gures presented in this report are Earning before Interest and Taxes. It is identical to Prot before nance cost and income taxes
as dened by IFRS Rules.

Registration Document 2016 - AIRBUS 09


Risk Factors
1 Financial Market Risks

Sales Financing Arrangements

In support of sales, the Company may agree to participate in coincided with the exercise window date of an asset value
the nancing of selected customers. As a result, the Company guarantee with respect to that aircraft, the Company would be
has a portfolio of leases and other nancing arrangements exposed to losing as much as the difference between the market
with airlines and other customers. The risks arising from the value of such aircraft and the guaranteed amount, though such
Companys sales nancing activities may be classied into two amounts are usually capped. The Company regularly reviews
categories: (i)credit risk, which relates to the customers ability its exposure to asset values and adapts its provisioning policy
to perform its obligations under a nancing arrangement, and in accordance with market ndings and its own experience.
(ii)aircraft value risk, which primarily relates to unexpected However, no assurance can be given that the provisions taken by
decreases in the future value of aircraft. Measures taken by the Company will be sufcient to cover these potential shortfalls.
the Company to mitigate these risks include optimised nancing Through the Airbus Asset Management department or as a
and legal structures, diversication over a number of aircraft result of past nancing transactions, the Company is the owner
and customers, credit analysis of nancing counterparties, of used aircraft, exposing it directly to uctuations in the market
provisioning for the credit and asset value exposure, and value of these used aircraft.
transfers of exposure to third parties. No assurances may
Due to the suspension of Export Credit Agency nancing,
be given that these measures will protect the Company from
there is a risk that additional customer nancing will need to
defaults by its customers or signicant decreases in the value
be provided, which could increase the customer nancing
of the nanced aircraft in the resale market.
exposure. See Legal Risks and Information on Airbus
The Companys sales nancing arrangements expose it to Activities Section1.1.7 Legal and Arbitration Proceedings.
aircraft value risk, because it generally retains security interests
In addition, the Company has outstanding backstop
in aircraft for the purpose of securing customers performance
commitments to provide nancing related to orders on Airbus
of their nancial obligations to the Company, and/or because it
and ATRs backlog. While past experience suggests it is unlikely
may guarantee a portion of the value of certain aircraft at certain
that all such proposed nancing actually will be implemented,
anniversaries from the date of their delivery to customers. Under
the Companys sales nancing exposure could rise in line with
adverse market conditions, the market for used aircraft could
future sales growth depending on the agreement reached
become illiquid and the market value of used aircraft could
with customers. Despite the measures taken by the Company
signicantly decrease below projected amounts. In the event of a
to mitigate the risks arising from sales nancing activities as
nancing customer default at a time when the market value for a
discussed above, the Company remains exposed to the risk of
used aircraft has unexpectedly decreased, the Company would
defaults by its customers or signicant decreases in the value
be exposed to the difference between the outstanding loan
of the nanced aircraft in the resale market, which may have a
amount and the market value of the aircraft, net of ancillary costs
negative effect on its nancial condition and results of operations.
(such as maintenance and remarketing costs, etc.). Similarly, if
an unexpected decrease in the market value of a given aircraft

Counterparty Credit

In addition to the credit risk relating to sales nancing as into account fundamental counterparty data, as well as sector
discussed above, the Company is exposed to credit risk to the and maturity allocations and further qualitative and quantitative
extent of non-performance by its counterparties for nancial criteria such as credit risk indicators. The credit exposure of the
instruments, such as hedging instruments and cash investments. Company is reviewed on a regular basis and the respective limits
However, Airbus has policies in place to avoid concentrations are regularly monitored and updated. The Company also seeks
of credit risk and to ensure that credit risk exposure is limited. to maintain a certain level of diversication in its portfolio between
individual counterparties as well as between nancial institutions,
Counterparties for transactions in cash, cash equivalents and
corporates and sovereigns in order to avoid an increased
securities as well as for derivative transactions are limited to
concentration of credit risk on only a few counterparties.
highly rated nancial institutions, corporates or sovereigns. The
Companys credit limit system assigns maximum exposure However, there can be no assurance that the Company will not
lines to such counterparties, based on a minimum credit rating lose the benet of certain derivatives or cash investments in case
threshold as published by Standard & Poors, Moodys and Fitch of a systemic market disruption. In such circumstances, the
Ratings. Besides the credit rating, the limit system also takes value and liquidity of these nancial instruments could decline

Registration Document 2016 - AIRBUS 10


Registration Document 2016

Risk Factors
1 Financial Market Risks

and result in a signicant impairment, which may in turn have activities) and on the capital structure and cost of such banks
a negative effect on the Companys nancial condition and activities in relation to over-the-counter derivatives, and
results of operations. therefore on the funding consequences of central clearing and
collateralisation of over-the-counter derivatives for corporations
Moreover, the progressive implementation of new nancial
like the Company. This may ultimately increase the cost and
regulations (Basel III, EMIR, CRD4, Bank Restructuring
reduce the liquidity of the Companys long-term hedges, for
Resolution Directive, Dodd Frank Act, Volcker Rules, etc.) will
example, as banks seek to either pass-on the additional costs
have an impact on the business model of banks (for example,
to their corporate counterparties or withdraw from low-prot
the split between investment banking and commercial banking
businesses altogether.

Equity Investment Portfolio

The Company holds several equity investments for industrial As of 31 December 2016, the Companys remaining
or strategic reasons, the business rationale for which may vary investment in Dassault Aviations share capital is classied as
over the life of the investment. Equity investments are either other investments and measured at fair value, amounting to
accounted for using the equity method (joint ventures and 0.9billion at year-end 2016. For equity investments which
associated companies), if the Company has the ability to exercise make up only a fraction of the Companys total assets, the
joint control or signicant inuence, or at fair value. If fair value Company regards the risk of negative changes in fair value or
is not readily determinable, the investment is measured at cost. impairments on these investments as non-signicant.

Pension Commitments

The Company participates in several pension plans for both Necessary adjustments of such provisions include but are not
executive as well as non-executive employees, some of which limited to (i)the discount factor (dependent in part on interest rates)
are underfunded. For information related to these plans, and the ination rate applied to calculate the net present value of
please refer to the Notes to the IFRS Consolidated Financial the pension liabilities, (ii)the performance of the asset classes
Statements Note 29.1: Post-employment B enefits which are represented in the pension assets, and (iii)additional
Provisions for Retirement Plans. Although the Company has cash injections contributed by the Company from time to time
recorded a provision in its balance sheet for its share of the to the pension assets. The Company has taken measures to
underfunding based on current estimates, there can be no reduce potential losses on the pension assets and to better
assurance that these estimates will not be revised upward in match the characteristics of the pension liabilities with those of
the future, leading the Company to record additional provisions the pension assets as a long-term objective. Nevertheless, any
in respect of such plans. required additional provisions would have a negative effect on
the Companys total equity (net of deferred taxes), which could
in turn have a negative effect on its future nancial condition.

Tax Exposure

As a multinational group with operations and sales in or independent tax counsel, and, to the extent necessary, on
various jurisdictions, the Company is subject to a number of rulings or specic guidance from competent tax authorities.
different tax laws. It is the Companys objective to adhere to There can be no assurance that the tax authorities will not seek
the relevant tax regulations in the different countries and to to challenge such interpretations, in which case the Company or
ensure tax compliance while structuring its operations and its afliates could become subject to tax claims. Moreover, the
transactions in a tax-ef cient manner. The structure of the tax laws and regulations that apply to the Companys business
Companys organisation and of the transactions it enters into may be amended by the tax authorities, which could affect the
are based on its own interpretations of applicable tax laws and overall tax efciency of the Company.
regulations, generally relying on opinions received from internal

Registration Document 2016 - AIRBUS 11


Risk Factors
2 Business-Related Risks

2. Business-Related Risks
Commercial Aircraft Market Factors

Historically, order intake for commercial aircraft has shown aircraft operations and (ix)market evolutionary factors such as
cyclical trends, due in part to changes in passenger demand the growth of low-cost passenger airline business models or
for air travel and the air cargo share of freight activity, which are the impact of e-commerce on air cargo volumes. The market for
in turn driven by a range of economic variables, such as gross commercial aircraft could continue to be cyclical, and downturns
domestic product (GDP) growth, private consumption levels in broad economic trends may have a negative effect on its
or working age population size. Other factors, however, play an nancial condition and results of operations.
important role in determining the market for commercial aircraft,
The commercial helicopter market could also be inuenced
such as (i)the average age and technical obsolescence of the
by a number of factors listed above and in particular with the
eet relative to new aircraft, (ii)the number and characteristics
signicant drop of the price of oil since 2015, the Company is
of aircraft taken out of service and parked pending potential
impacted by a postponement of investments in the acquisition
return into service, (iii) passenger and freight load factors,
of new platforms by offshore helicopter players and a reduction
(iv) airline pricing policies and resultant yields, (v) airline
of ight hours. The uncertainty on the lead time of the market
nancial health and the availability of outside nancing for
recovery and the low oil price may have an impact on Airbus
aircraft purchases, (vi)evolution of fuel price, (vii)regulatory
Helicopters nancial results and could lead to cancellations or
environment, (viii) environmental constraints imposed upon
loss of bookings.

Physical Security, Terrorism, Pandemics and Other Catastrophic Events

Past terrorist attacks and the spread of pandemics (such as decline in demand for all or certain types of its aircraft or other
H1N1 u or Ebola) have demonstrated that such events may products, and the Companys customers may postpone delivery
negatively affect public perception of air travel safety, which may or cancel orders.
in turn reduce demand for air travel and commercial aircraft.
In addition to affecting demand for its products, catastrophic
The outbreak of wars, riots or political unrest or uncertainties
events could disrupt the Companys internal operations or
may also affect the willingness of the public to travel by air.
its ability to deliver products and services. Disruptions may
Furthermore, major aircraft accidents may have a negative
be related to threats to infrastructure and personnel physical
effect on the publics or regulators perception of the safety
security, terrorism, natural disasters, damaging weather, and
of a given class of aircraft, a given airline, form of design or air
other crises. Any resulting impact on the Companys production
trafc management. As a result of such factors, the aeronautic
and services could have a signicant adverse effect on the
industry may be confronted with sudden reduced demand for
Companys nancial condition and results of operations as well
air transportation and be compelled to take costly security and
as on its reputation and its products and services.
safety measures. The Company may therefore suffer from a

Cyber Security Risks

The Companys extensive information and communications cyber-attacks such as Advanced Persistent Threat (APT),
systems are exposed to cyber security risks, which are rapidly including systems sabotage, data breaches (condential data,
changing, and increasing in sophistication and potential impact. personal data and Intellectual property), and data corruption
and availability are the main risks that the Company may face.
The Company is exposed to a number of different types
Risks related to our industrial control systems, manufacturing
of potential security risks, arising from actions that may be
processes and products are growing, with the increase of
intentional and hostile, or negligent. Industrial espionage,

Registration Document 2016 - AIRBUS 12


Registration Document 2016

Risk Factors
2 Business-Related Risks

interconnectivity and digitalisation, and with a growing gap While the Company continues to undertake signicant efforts
developing between the defences of older, relatively insecure to prevent such events from happening, no assurance can be
industrial systems and the capabilities of potential attackers. given that these efforts will successfully prevent them or their
consequences.
All of the above mentioned risks are heightened in the context
of greater use of cloud services, integration with extended The occurrence of one or several of such risks could lead to
enterprise, growing use of sophisticated mobile devices and severe damage including but not limited to signicant nancial
the internet of things to access the Companys IT systems. (including through additional investment required), contractual or
reputation performance degradation as well as loss of Intellectual
Moreover, the extended use of social media may expose the
property data and information, operational business degradation
Company to reputational damage from the growing volume of
or disruptions, and product or services malfunctions.
false and malicious information injected.

Dependence on Key Suppliers and Subcontractors

The Company is dependent on numerous key suppliers and As the Companys global sourcing footprint extends, some
subcontractors to provide it with the raw materials, parts, suppliers (or their sub-tier suppliers) may have production
assemblies and systems that it needs to manufacture its facilities located in countries that are exposed to socio-political
products. unrest or natural disasters which could interrupt deliveries.
Country-based risk assessment is applied by the Company
The Company relies upon the good performance of its suppliers
to monitor such exposures and to ensure that appropriate
and subcontractors to meet the obligations dened under their
mitigation plans or fall-back solutions are available for deliveries
contracts. Supplier performance is continually monitored and
from zones considered to be at risk. Despite these measures,
assessed so that supplier development programmes can be
the Company remains exposed to interrupted deliveries from
launched if performance standards fall below expectations.
suppliers impacted by such events, which could have a negative
In addition, the Company benets from its inherent exibility
effect on the nancial condition and results of operations of
in production lead times to compensate for a limited non-
the Company.
per formance of suppliers, protecting the Companys
commitments towards its customers. In certain cases, dual Suppliers (or their sub-tier suppliers) may also experience
sourcing is utilised to mitigate the risk. However, no absolute financial difficulties requiring them to file for bankruptcy
assurance can be given that these measures will fully protect protection, which could disrupt the supply of materials and
the Company from non-performance of a supplier which could parts to the Company. However, nancial health of suppliers
disrupt production and in turn may have a negative effect on its is analysed prior to selection to minimise such exposure
nancial condition and results of operations. and then monitored during the contract period to enable the
Company to take action to avoid such situations. In exceptional
Changes to the Companys production or development
circumstances, the Company may be required to provide
schedules may impact suppliers so that they initiate claims
nancial support to a supplier and therefore face limited credit
under their respective contracts for nancial compensation.
risk exposure. If insolvency of a supplier does occur, the
However the robust, long-term nature of the contracts and a
Company works closely with the appointed administrators to
structured process to manage such claims, limits the Companys
safeguard contractual deliveries from the supplier. Despite these
exposure. Despite these mitigation measures, there could still
mitigation measures, the bankruptcy of a key supplier could still
result in a negative impact on the nancial condition and results
have a negative effect on the nancial condition and results of
of operations of the Company.
operations of the Company.

Industrial Ramp-Up

As a result of the large number of new orders for aircraft variety of factors, including execution of internal performance
recorded in recent years, the Company intends to accelerate plans, availability of raw materials, parts (such as aluminium,
its production in order to meet the agreed upon delivery titanium and composites) and skilled employees given the high
schedules for such new aircraft. The Companys ability to demand by the Company and its competitors, conversion of
further increase its production rate will be dependent upon a raw materials into parts and assemblies, and performance by

Registration Document 2016 - AIRBUS 13


Risk Factors
2 Business-Related Risks

suppliers and subcontractors (particularly suppliers of buyer- and depending on the length of delay in meeting delivery
furnished equipment) who may experience resource or nancial commitments, could lead to additional costs and customers
constraints due to ramp-up. Management of such factors is also rescheduling or terminating their orders. This risk increases
complicated by the development of new aircraft programmes as the Company and its competitors announce even higher
in parallel, across the three Divisions, which carry their own production rates. Good progress has been made in 2015 and the
resource demands. Therefore, f ailures relating to any or all supply chain is in general more stable. Specic areas of risk with
of these factors could lead to missed delivery commitments, suppliers of cabin equipment continue to be carefully managed.

Technologically Advanced Products and Services

The Company offers its customers products and services with respect to new development programmes such as the
that are technologically advanced, the design, manufacturing, A350-900 and -1000 XWB, A400M, H175 or H160 and to
components and materials utilised can be complex and modernisation programmes such as the A320neo and the
require substantial integration and coordination along the A330neo. See Programme-Specic Risks below.
supply chain. In addition, most of the Companys products
In addition to the risk of contract cancellations, the Company
must function under demanding operating conditions. Even
may also incur signicant costs or loss of revenues in connection
though the Company believes it employs sophisticated design,
with remedial action required to correct any performance issues
manufacturing and testing practices, there can be no assurance
detected in its products or services. See Managements
that the Companys products or services will be successfully
Discussion and Analysis of Financial Condition and Results of
developed, manufactured or operated or that they will perform
Operations 2.1.1.3 Signicant programme developments,
as intended.
restructuring and related nancial consequences in2014, 2015
Certain of Airbus contracts require it to forfeit part of its and 2016. Moreover, to the extent that a performance issue is
expected pro t, to receive reduced payments, to provide a considered to have a possible impact on safety, regulators could
replacement launch or other products or services, to provide suspend the authorisation for the affected product or service.
cancellation rights, or to reduce the price of subsequent sales
Any signicant problems with the development, manufacturing,
to the same customer if its products fail to be delivered on
operation or performance of the Companys products
time or to perform adequately. No assurances can be given
and services could have a signicant adverse effect on the
that performance penalties or contract cancellations will not be
Companys nancial condition and results of operations as well
imposed should the Company fail to meet delivery schedules
as on the reputation of the Company and its products and
or other measures of contract performance in particular
services.

Dependence on Public Spending and on Certain Markets

In any single market, public spending (including defence and undertake to enter together into defence or other procurement
security spending) depends on a complex mix of geopolitical contracts, economic, political or budgetary constraints in any
considerations and budgetary constraints, and may therefore one of these countries may have a negative effect on the ability
be subject to signi cant uctuations from year to year and of the Company to enter into or perform such contracts.
country to country. Due to the overall economic environment
The Company has a geographically diverse backlog. Adverse
and competing budget priorities, several countries have reduced
economic and political conditions as well as downturns in broad
their level of public spending, especially with respect to defence
economic trends in certain countries or regions may have a
and security budgets. Any termination or reduction of future
negative effect on the Companys nancial condition and results
funding or cancellations or delays impacting existing contracts
of operations generated in those regions.
may have a negative effect on the Companys nancial condition
and results of operations. In instances where several countries

Registration Document 2016 - AIRBUS 14


Registration Document 2016

Risk Factors
2 Business-Related Risks

Availability of Government and Other Sources of Financing

Since 1992, the EU and the US have operated under an In prior years, the Company and its principal competitors
agreement that sets the terms and conditions of nancial support have each received different types of government nancing of
that governments may provide to civil aircraft manufacturers. product research and development. However, no assurances
In late 2004, however, the US sought to unilaterally withdraw can be given that government nancing will continue to be made
from this agreement, which eventually led to the US and the available in the future, in part as a result of the proceedings
EU making formal claims against each other before the World mentioned above. Moreover, the availability of other outside
Trade Organization (WTO). While both sides have expressed sources of financing will depend on a variety of factors
a preference for a negotiated settlement that provides for a such as market conditions, the general availability of credit,
level playing eld when funding future aircraft developments, the Companys credit ratings, as well as the possibility that
they have thus far failed to reach agreement on key issues. lenders or investors could develop a negative perception of the
The terms and conditions of any new agreement, or the nal Companys long- or short-term nancial prospects if it incurred
outcome of the formal WTO proceedings, may limit access large losses or if the level of its business activity decreased due
by the Company to risk-sharing-funds for large projects, may to an economic downturn. The Company may therefore not
establish an unfavourable balance of access to government be able to successfully obtain additional outside nancing on
funds by the Company as compared to its US competitors or favourable terms, or at all, which may limit the Companys future
may in an extreme scenario cause the European Commission ability to make capital expenditures, fully carry out its research
and the involved governments to analyse possibilities for a and development efforts and fund operations.
change in the commercial terms of funds already advanced
to the Company.

Competition and Market Access

The markets in which the Company operates are highly can be no assurance that the Company will be able to compete
competitive. In some areas, competitors may have more successfully against its current or future competitors or that
extensive or more specialised engineering, manufacturing and the competitive pressures it faces in all business areas will not
marketing capabilities than the Company. In addition, some of result in reduced revenues, market share or prot.
the Companys largest customers and/or suppliers may develop
In addition, the contracts for many aerospace and defence
the capability to manufacture products or provide services
products are awarded, implicitly or explicitly, on the basis of home
similar to those of the Company. This would result in these
country preference. Although the Company is a multinational
customers/suppliers marketing their own products or services
company which helps to broaden its domestic market, it may
and competing directly with the Company for sales of these
remain at a competitive disadvantage in certain countries,
products or services, all of which could signicantly reduce
especially outside of Europe, relative to local contractors
the Companys revenues. Further, new players are operating
for certain products. The strategic importance and political
or seeking to operate in the Companys existing markets which
sensitivity attached to the aerospace and defence industries
may impact the structure and protability of these markets.
means that political considerations will play a role in the choice
In addition, enterprises with different business models could
of many products for the foreseeable future.
substitute some of the Companys products and services. There

Major Research and Development Programmes

The business environment in many of the Companys principal certain level of return over the course of this period in order to
operating business segments is characterised by extensive justify the initial investment. There can be no assurances that
research and development costs requiring signicant up-front the commercial, technical and market assumptions underlying
investments with a high level of complexity. The business plans such business plans will be met, and consequently, the payback
underlying such investments often contemplate a long payback period or returns contemplated therein achieved.
period before these investments are recouped, and assume a

Registration Document 2016 - AIRBUS 15


Risk Factors
2 Business-Related Risks

Successful development of new programmes also depends on Failure to attract and retain such personnel or an increase in
the Companys ability to attract and retain aerospace engineers the Companys employee turnover rate could negatively affect
and other professionals with the technical skills and experience the Companys nancial condition and results of operations.
required to meet its specic needs. Demand for such engineers
No assurance can be given that the Company will achieve
may often exceed supply depending on the market, resulting
the anticipated level of returns from these programmes and
in intense competition for qualied professionals. There can
other development projects, which may negatively affect the
be no assurances that the Company will attract and retain the
Companys nancial condition and results of operations.
personnel it requires to conduct its operations successfully.

Digital Transformation, Integration, Continuous Improvement


andCompetitivenessProgrammes

In order to improve current operational performance while Digital transformation


preparing for the future and building resilience, the Company The Quantum transformation programme was launched to
has launched the integration of its headquarters and corporate accelerate transformation of end to end operations and to
functions with the largest Division, Airbus Commercial Aircraft, dene our future set-up (operations, new services, new business
and has initiated a wide-reaching digital transformation model) driven by customer requirements. In the short to mid-
programme, Quantum. In parallel, the traditional continuous term Quantum will focus on accelerating and industrialising the
improvement and competitiveness programmes running in all most promising digitally-enabled performance improvement
businesses are pursued. initiatives permitting a step change. In the longer term, Quantum
will redesign end to end digital operations and enable new
Integration pro table business model and services for our customers.
The merger of the Group structure with its largest Division, Quantum is supported by the DTO and CTO organisations and
Airbus Commercial Aircraft, to form one single entity to be each key streams is led by a Division head.
called, simply, Airbus, is contemplated to be completed in mid-
2017. This next level of integration aims to improve performance Traditional cost-saving and competitiveness
and ef ciency across the g roup, ensuring clear focus on programmes in each Division
operational business imperatives. The new organisation with To improve competitiveness in soft markets, offset costs and
leaner functions should ease collaboration, reduce bureaucracy achieve protability targets, among other things, the Company
and allow for faster decision making at all levels and across and its Divisions have launched several restructuring, cost saving
Divisions thus laying solid foundations for digital transformation and competitiveness programmes over the past several years.
and catalysing all group transformation initiatives already These include Boost Competitiveness in Commercial Aircraft,
underway in support functions. The streamlined set-up also Adapt in Helicopters and Compete in Defence and Space.
brings consolidation and cost reduction opportunities at the
top of the organisation, which should benet Helicopters and
Defence and Space. Some 1,100positions will be reduced in In addition to the risk of not achieving the anticipated level of
the functions concerned, while around 230 new positions are cost savings, efciency gains and other benets from these
to be created mainly in the Digital Transformation O fce (DTO) programmes, the Company may also incur higher than expected
and new Corporate Technology O fce (CTO) organisations. implementation costs. In many instances, there may be internal
The net impact would lead to an overall headcount reduction resistance to the various organisational restructuring and cost
of around 9%. reduction measures contemplated. Restructuring, closures, site
divestitures and job reductions may also harm the Companys
labour relations and public relations, and have led and could
lead to work stoppages and/or demonstrations. In the event
that these work stoppages and/or demonstrations become
prolonged, or the costs of implementing the programmes above
are otherwise higher than anticipated, the Companys nancial
condition and results of operations may be negatively affected.

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Registration Document 2016

Risk Factors
2 Business-Related Risks

Acquisitions, Divestments, Joint Ventures and Strategic Alliances

As part of its business strategy, the Company may acquire or deliver the expected synergies once integrated or separated.
divest businesses and form joint ventures or strategic alliances. In addition, the Company may incur signicant acquisition or
Acquisitions and divestments are inherently risky because divestment, administrative and other costs in connection with
of difculties that may arise when integrating or carving out these transactions, including costs related to integration or
people, operations, technologies and products. There can be separation of acquired businesses. While the Company believes
no assurance that any of the businesses that the Company that it has established appropriate and adequate procedures
acquires can be integrated or carved out successfully and as and processes to mitigate these risks, there is no assurance
timely as originally planned or that they will perform well and that these transactions will be successful.

Public-Private Partnerships and Private Finance Initiatives

Defence customers may request proposals and grant contracts The Company is party to PPP and PFI contracts, for example
under schemes known as public-private partnerships (PPPs) Skynet5 and related telecommunications services, and in the
or private nance initiatives (PFIs). PPPs and PFIs differ AirTanker (FSTA) project both with the UK MoD. One of the
substantially from traditional defence equipment sales, as they complexities presented by PFIs lies in the allocation of risks
often incorporate elements such as: and the timing thereof among different parties over the lifetime

the provision of extensive operational services over the life of the project.
of the equipment;
There can be no assurances of the extent to which the Company

continued ownership and nancing of the equipment by a party


will efciently and effectively (i)compete for future PFI or PPP
other than the customer, such as the equipment provider;
programmes, (ii)administer the services contemplated under

mandatory compliance with specic customer requirements


the contracts, (iii)nance the acquisition of the equipment and
pertaining to public accounting or government procurement
the on-going provision of services related thereto, or (iv)access
regulations; and
the markets for the commercialisation of excess capacity. The

provisions allowing for the service provider to seek additional


Company may also encounter unexpected political, budgetary,
customers for unused capacity.
regulatory or competitive risks over the long duration of PPP
and PFI programmes.

Programme-Specic Risks

In addition to the risk factors mentioned above, the Company engine, challenges are to (i)meet the delivery commitments in
also faces the following programme-specic risks (while this line with agreed schedule; (ii)x in-service maturity issues in
list does not purport to be exhaustive, it highlights the current line with Airbus and customer expectations.
risks believed to be material by management and that could
A400M programme. Progress has been made in 2016 in
have a signicant impact on the Companys nancial condition
implementing industrial recovery measures and management
and results of operations):
is focused on delivery, but the Company continues to face the
A320neo programme. In connection with the A320neo following signicant challenges: meeting contractual technical
programme, the Company faces the following main challenges: and military capabilities; commercial exposure; the revised
the transition from A320ceo (current engine option) to A320neo engine programme and its associated recovery plan, including
that started in 2016 with 68 deliveries and will nish in 2019; the Propeller Gear Box quality issues; technical issues related
management of stress in the internal and external supply chain to the aluminium alloy used for some parts within the aircraft;
as a result of the industrial ramp-up; ensuring maturity and recurring cost convergence issues; some delays, escalation and
high quality service support for 17operators of A320neo (new cost overruns in the development programme; and securing
engine option). The main focus will be with the further ramp-up sufcient export orders in time.
for Airbus and both engine partners. For the Pratt & Whitney

Registration Document 2016 - AIRBUS 17


Risk Factors
2 Business-Related Risks

The key capabilities to be achieved remain cargo management H225 programme and AS332 L2 eet. In connection with the
and aerial load delivery, self-defence and protection, paratrooper H225 programme and the AS332 L2 eet, the Company faces
aerial delivery and air to air refuelling. In addition, the A400M the following main challenges: since the crash in April2016
programme continues to face challenges in production of a H225 in Norway, the Company is dealing with protective
ramp-up; management of the retro t campaign as well as measures validated by EASA who lifted the ight suspension
providing support to enable high levels of in-service availability. on 7October 2016 to put the eet back into ight operations;
Management continues to work closely with the customers to providing assistance to the investigation team and the authorities
have a cohesive schedule for military capability enhancement ahead of the publication of the nal accident report; working
and aircraft delivery. with the relevant stakeholders to allow the return to service of
aircraft that are still under temporary ight suspensions that
Management will look to enter into negotiations with customers
remain in place in the UK and Norway, following-up with retrots
to cap some of the capability risks and limit additional commercial
and dealing with customer claims.
exposure.
A330 programme. The A330 programme has successfully
For further information, please refer to the Notes to the IFRS
been transitioned to rate 6 per month from rate 10 per month
Consolidated Financial Statements Note10: Revenues, Cost
both commercially and industrially. The A330neo development
of Sales and Gross Margin.
progresses aiming at rst ight in 2017 with attention on the
A350XWB programme. In connection with the A350XWB engine development.
programme, after 49 successful deliveries to 10 airlines in
H175 programme. In connection with the H175 programme
2016, the Company faces the following main challenges:
produced in cooperation with Avic, the Company faces the
ensuring satisfaction of operators and high quality support to
following main challenges: after the delivery of the rst H175
their operations; maintaining supply chain performance and
in VIP conguration in 2016, the Company is mastering the
production ramp-up; controlling and reducing the level of
maturity plan of the aircraft and the certication of the Search
outstanding work in nal assembly line; managing recurring
and Rescue mission planned for 2017 and is proceeding with
costs during the ongoing ramp-up; maintaining customisation
the industrial ramp-up.
and ramp-up of Heads of Version; and maintaining the
development schedule in line with learning curve assumptions NH90 and Tiger programmes. In connection with the NH90
beyond the initial ramp up phase of A350-1000XWB to ensure and Tiger programmes, the Company is delivering according to
entry in service as planned in agreement with rst customer. contracts whilst negotiations for the end of some contracts and
some new contract amendments are still ongoing. In connection
A380 programme. In connection with the A380 programme,
with multiple eets entering into service it faces the challenge
the Company faces the following main challenges: secure
of assuring support readiness.
future order ow to mitigate the risk of a decreasing backlog;
ramp down the yearly production rate towards rate 12 in 2018 Border security. In connection with border security projects,
and reduce xed costs to the new production plan to protect the Company faces the following main challenges: meeting the
break even at lower volumes; make continued improvements to schedule and cost objectives taking into account the complexity
lower the resources and costs associated with designing each of the local infrastructures to be delivered and the integration of
customised Head of Version aircraft for new customers; and commercial-off-the-shelf products (radars, cameras and other
manage maturity in service. sensors) interfaced into complex system networks; assuring
efcient project and stafng; managing the rollout including
subcontractors and customers. Negotiations on change
requests and schedule re-alignments remain ongoing.

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Registration Document 2016

Risk Factors
3 Legal Risks

3. Legal Risks
Dependence on Joint Ventures and Minority Holdings

The Company generates a substantial proportion of its revenues it participates. While the Company seeks to participate only
through various consortia, joint ventures and equity holdings. in ventures in which its interests are aligned with those of its
These arrangements include primarily: partners, the risk of disagreement or deadlock is inherent in a

the Euroghter and AirTanker consortia; and jointly controlled entity, particularly in those entities that require

four principal joint ventures: MBDA, ATR, Airbus Safran the unanimous consent of all members with regard to major
Launchers and Atlas Elek tronik. decisions and specify limited exit rights. The other parties in
these entities may also be competitors of the Company, and
The formation of partnerships and alliances with other market
thus may have interests that differ from those of the Company.
players is an integral strategy of the Company, and the proportion
of sales generated from consortia, joint ventures and equity In addition, in those holdings in which the Company is a minority
holdings may rise in future years. This strategy may from time to partner or shareholder, the Companys access to the entitys
time lead to changes in the organisational structure, or realignment books and records, and as a consequence, the Companys
in the control, of the Companys existing joint ventures. knowledge of the entitys operations and results, is generally
limited as compared to entities in which the Company is a
The Company exercises varying and evolving degrees of control
majority holder or is involved in the day-to-day management.
in the consortia, joint ventures and equity holdings in which

Product Liability and Warranty Claims

The Company designs, develops and produces a number of While the Company believes that its insurance programmes
high prole products of large individual value, particularly civil are adequate to protect it from such liabilities, no assurances
and military aircraft and space equipment. The Company is can be given that claims will not arise in the future or that such
subject to the risk of product liability and warranty claims in insurance coverage will be adequate.
the event that any of its products fails to perform as designed.

Intellectual Property

The Company relies upon patents, copyright, trademark, In addition, although the Company believes that it lawfully
condentiality and trade secret laws, and agreements with its complies with the monopolies inherent in the IP rights granted
employees, customers, suppliers and other parties, to establish to others, it has been accused of infringement on occasion
and maintain its intellectual property (IP) rights in its products and could have additional claims asserted against it in the
and services and in its operations. Despite these efforts to future. These claims could harm its reputation, result in nancial
protect its IP rights, any of the Companys direct or indirect IP penalties or prevent it from offering certain products or services
rights could be challenged, invalidated or circumvented. Further, which may be subject to such third-party IP rights. Any claims
the laws of certain countries do not protect the Companys or litigation in this area, whether the Company ultimately
proprietary rights to the same extent as the laws in Europe and wins or loses, could be time-consuming and costly, harm
the US. Therefore, in certain jurisdictions the Company may be the Companys reputation or require it to enter into licensing
unable to protect its proprietary technology adequately against arrangements. The Company might not be able to enter into
unauthorised third-party copying or use, which could adversely these licensing arrangements on acceptable terms. If a claim of
affect its competitive position. infringement were successful against it, an injunction might be
ordered against the Company, causing further losses.

Registration Document 2016 - AIRBUS 19


Risk Factors
3 Legal Risks

Export Controls Laws and Regulations

The export market is a signicant market for the Company. Operating worldwide, the Company must comply with several,
In addition, many of the products the Company designs and sometimes inconsistent, sets of sanctions laws and regulations
manufactures for military use are considered to be of national implemented by national/ regional authorities. Depending on
strategic interest. Consequently, the export of such products geopolitical considerations including national security interests
outside of the jurisdictions in which they are produced may be and foreign policy, new sanctions programmes may be set up
restricted or subject to licensing and export controls, notably or the scope of existing ones may be widened, at any time,
by the UK, France, Germany and Spain, where the Company immediately impacting the Companys activities.
carries out its principal activities relating to military products and
Although the Company seeks to comply with all such laws and
services as well as by other countries where suppliers come
regulations, even unintentional violations or a failure to comply
from, notably, the US. There can be no assurance (i)that the
could result in suspension of the Companys export privileges,
export controls to which the Company is subject will not become
or preclude the Company from bidding on certain government
more restrictive, (ii)that new generations of the Companys
contracts (even in the absence of a formal suspension or
products will not also be subject to similar or more stringent
debarment).
controls or (iii)that geopolitical factors or changing international
circumstances will not make it impossible to obtain export Furthermore, the Companys ability to market new products and
licenses for one or more clients or constrain the Companys enter new markets may be dependent on obtaining government
ability to perform under previously signed contracts. Reduced certications and approvals in a timely manner.
access to military export markets may have a signicant adverse
effect on the Companys business nancial condition and results
of operations.

Anti-Corruption Laws and Regulations

The Company is required to comply with applicable anti-bribery French authorities, the Parquet National Financier (PNF), had
laws and regulations in jurisdictions around the world where it also opened a preliminary investigation into the same subject
does business. To that end, an anti-corruption programme has and that the two authorities will act in coordination going
been put in place that seeks to ensure adequate identication, forward. See Information on Airbus Activities 1.1.7 Legal
assessment, monitoring and mitigation of corruption risks. and Arbitration Proceedings.
Despite these efforts, ethical misconduct or non-compliance
The Company cannot predict at this time the impact on it as
with applicable laws and regulations by the Company, its
a result of these matters, and accordingly cannot give any
employees or any third party acting on its behalf could expose
assurance that it will not be adversely affected. In addition
it to liability or have a negative impact on its business.
to the temporary suspension of export credit nancing, the
In 2016, for example, the Company announced that it had Company may be subject to administrative, civil or criminal
discovered misstatements and omissions in certain applications liabilities including signicant nes and penalties, as well as
for export credit nancing for Airbus customers, and had suspension or debarment from government or non-government
engaged legal, investigative and forensic accounting experts contracts for some period of time. The Company may also
to conduct a review. Separately, the UK Serious Fraud Ofce be required to modify its business practices and compliance
announced that it had opened a criminal investigation into programme and/or have a compliance monitor imposed on
allegations of fraud, bribery and corruption in the civil aviation it. Any one or more of the foregoing could have a signicant
business of Airbus, relating to irregularities concerning third adverse effect on the Companys reputation and its business,
party consultants. Airbus was subsequently informed that the nancial condition and results of operations.

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Registration Document 2016

Risk Factors
4 Industrial and Environmental Risks

Legal and Regulatory Proceedings

The Company is currently engaged in a number of active legal and In addition, the Company is from time to time subject to
regulatory proceedings. See Information on Airbus Activities government inquiries and investigations of its business and
1.1.7 Legal and Arbitration Proceedings. The Company competitive environment due, among other things, to the
expects to continue to incur time and expenses associated heavily regulated nature of its industry. In addition to the risk
with its defence, regardless of the outcome, and this may divert of an unfavourable ruling against the Company, any such
the efforts and attention of management from normal business inquiry or investigation could negatively affect the Companys
operations. Although the Company is unable to predict the reputation and its ability to attract and retain customers and
outcome of these proceedings, it is possible that they will result investors, which could have a negative effect on its business,
in the imposition of damages, nes or other remedies, which nancial condition and results of operations. See Corporate
could have a material effect on the Companys business, nancial Governance 4.1.4 Ethics and Compliance Organisation.
condition and results of operations. An unfavourable ruling could
also negatively impact the Companys stock price and reputation.

4. Industrial and Environmental Risks


Given the scope of its activities and the industries in which it customers and other third parties may le claims for ill-health,
operates, the Company is subject to stringent environmental, personal injury, or damage to property or the environment
health and safety laws and regulations in numerous jurisdictions (including natural resources). Further, liability under some
around the world. The Company therefore incurs, and expects environmental laws relating to contaminated sites can be
to continue to incur, signicant capital expenditure and other imposed retrospectively, on a joint and several basis, and
operating costs to comply with increasingly complex laws and without any nding of non-compliance or fault. These potential
regulations covering the protection of the natural environment liabilities may not always be covered by insurance, or may
as well as occupational health and safety. This expenditure be only partially covered. The obligation to compensate for
includes the identication and the prevention, elimination or such damages could have a negative effect on the Companys
control of physical and psychological risks to people arising nancial condition and results of operations.
from work, including chemical, mechanical and physical agents.
In addition, the various products manufactured and sold by
Environmental protection includes costs to prevent, control,
the Company must comply with relevant health, safety and
eliminate or reduce emissions to the environment, waste
environmental laws, for example those designed to protect
management, the content of the Companys products, and
customers and downstream workers, and those covering
reporting and warning obligations. Moreover, new laws and
substancesand preparations, in the jurisdictions in which they
regulations, the imposition of tougher licence requirements,
operate. Although the Company seeks to ensure that its products
increasingly strict enforcement or new interpretations of existing
meet the highest quality standards, increasingly stringent and
laws and regulations may cause the Company to incur increased
complex laws and regulations, new scientific discoveries,
capital expenditure and operating costs in the future in relation
delivery of defective products or the obligation to notify or
to the above, which could have a negative effect on its nancial
provide regulatory authorities or others with required information
condition and results of operations.
(such as under the EU Regulation known as REACH, which
If the Company fails to comply with health, safety and addresses the production and use of chemical substances)
environmental laws and regulations, even if caused by factors may force the Company to adapt, redesign, redevelop, recertify
beyond its control, that failure may result in the levying of civil or and/or eliminate its products from the market. Seizures of
criminal penalties and nes against it. Regulatory authorities may defective products may be pronounced, and the Company may
require the Company to conduct investigations and undertake incur administrative, civil or criminal liability. Any problems in
remedial activities, curtail operations or close installations or this respect may also have a signicant adverse effect on the
facilities temporarily to prevent imminent risks. In the event of reputation of the Company and its products and services.
an industrial accident or other serious incident, employees,

Registration Document 2016 - AIRBUS 21


Chapter

Registration Document 2016 - AIRBUS 22


Registration Document 2016

Informationon
AirbusActivities

1.1 Presentation of the Company 24


1.1.1 Overview 24
1.1.2 Commercial Aircraft 28
1.1.3 Helicopters 36
1.1.4 Defence andSpace 39
1.1.5 Investments 47
1.1.6 Insurance 47
1.1.7 Legal and Arbitration Proceedings 47
1.1.8 Research and Technology, Intellectual Property 50
1.1.9 Corporate Social Responsibility 52
1.1.10 Employees 54

1.2 Recent Developments 55

Registration Document 2016 - AIRBUS 23


Informationon AirbusActivities
1.1 Presentation of the Company

1.1 Presentation of the Company


1.1.1 Overview

Due to the nature of the markets in which the Company operates and
thecondential nature of its businesses, any statements with respect to
theCompanys competitive position set out in paragraphs1.1.1 through1.1.5
below have been based onthe Companys internal information sources,
unlessanother source has been specied below.

With consolidated revenues of 66.6billion in 2016, Airbus is a The 8 strategic paths of the Companys strategy are as follows:
global leader in aeronautics, space and related services. Airbus
1. Remain a leader in commercial aerospace, strengthen
offers the most comprehensive range of passenger airliners from
market position and profitability
100 to more than 600seats. Airbus is also a European leader
providing tanker, combat, transport and mission aircraft, as The commercial aircraft business aims to be largely self-
well as Europes number one space enterprise and the worlds sufficient going forward, rather than attempting to rely on a
second largest space business. In helicopters, Airbus provides balanced group portfolio. Focus upon on-time, on-cost and
the most efcient civil and military rotorcraft solutions worldwide. on-quality deliveries is paramount given the huge backlog
In 2016, it generated 83% of its total revenues in the civil sector execution challenge. Therefore, the proven management of
(compared to 82% in 2015) and 17% in the defence sector cycles and shocks needs to be continued and the efforts to
(compared to 18% in 2015). As of 31December 2016, Airbus soften adverse impacts from cycles and shocks has to be
active headcount was 133,782employees. even further strengthened through focusing on innovation,
services and a more global approach.
Strategy
2. Preserve leading position in European defence, space
In 2016, the Company has further pushed forward its
and government markets by focusing on military
restructuring, in accordance with the strategy introduced in
aircraft, missiles, space and related services
2013 and summed up in the statement we make it fly.

Airbus Defence and Space continued to revisit its portfolio and Defence can no longer be a tool to manage and hedge
refocus on military aircraft, missiles, launchers and satellites. The against commercial cycles, but the Company seeks to
Company pursued the divestment process of the businesses remain strong and actively shape its defence, space and
that do not t with the new strategic goals and have better governmental business. The focus will involve (i)developing
futures in more tailored ownership structures. The Company high-performing, low-equity businesses such as missiles,
completed the Airbus Safran Launchers (ASL) joint venture, launchers, combat and transport aircraft, entering into new
sold its business communications entities and entered into growth areas when they are backed by government funding,
agreements to sell its defence electronics business and Atlas and (ii)focusing on productivity improvements both through
Elektronik. internal means and in the context of European optimisation
to enable efficiencies and improve Airbus positioning on
The Company also announced that it will further integrate by export markets. In Space, Airbus has strengthened its
merging its Group structure with its largest Division Airbus position increasing its stake in Arianespace and reached
Commercial Aircraft. The merger of Airbus Group and Airbus further key milestones related to Ariane6 development,
paves the way for an overhaul of our corporate set-up, simplies and was able to conclude the creation of Airbus Safran
our companys governance, eliminates redundancies and Launchers in its full scope.
supports further efciencies, while at the same time driving
further integration of the entire group. The other two Divisions,
Defence and Space and Helicopters remain integral parts
of Airbus and will derive considerable benet from the merger
through more focused business support and reduced costs.

Registration Document 2016 - AIRBUS 24


Registration Document 2016

Informationon AirbusActivities
1.1 Presentation of the Company

3. Pursue incremental innovation potential within product 6. Focus services on and around the Companys platforms
programmes while pioneering and fostering disruptions
in our industry, and developing necessary skills and
competencies required to compete in the future
The strategy going forward is to focus on services where
Airbus can differentiate and add value for its customers
1
according to the motto no one knows our products better
Airbus innovates every day to increase its value propositions than we, aiming at developing long-term customer intimacy
by enhancing product performance, creating new customer and bringing competitive advantage to its customers. As
benefits and reducing costs. Our cutting-edge technologies services are executed locally, the portfolio will be adapted
and scientific excellence contribute to global progress, and to the increasingly global customer base. Cooperation with
to delivering solutions for societys challenges, such as military customers is set to increase substantially through
environmental protection, mobility and safety. maintenance and support services thanks to the new
platforms to be delivered in the coming years, including
After many new product developments in recent years, the over 250Eurofighters, over 150A400M aircraft, around
majority of the Companys revenues are generated today in 250NH90s and 50Tiger helicopters. In Commercial Aircraft,
segments where we have competitive, mature products that the installed base is expanding rapidly, and new innovative
are far from the end of their lifecycle. Innovation will therefore services (power by the hour, maintenance, training) are being
target maintaining, expanding and continually leveraging the offered successfully.
competitiveness of these products.
7. Strengthen the value chain position
In addition, Airbus raised its ambitions to pioneer and disrupt
the aerospace industry in areas that will shape the market Airbus core capability is to master programme management
and our future and made a substantial effort in breakthrough and architect/ integrator capabilities in order to market,
innovation. design, develop, manufacture and service large-scale
aeronautics/ space platforms and integrated systems. As
4. Exploit digitalisation to enhance our current business Airbus is based on a strong platform prime role, managing
as well as pursue disruptive business models the supplier base towards delivering to the final customer is
key. We aim to strengthen and optimise selected strategic
Digitalisation will support Airbus transformation by focusing
value chain areas to protect our Intellectual property, manage
on 5 main axes: (i)enabling high employee engagement,
risks, increase profit, access services and differentiate our
(ii)achieving digital operational excellence, (iii)mastering
offerings. Airbus suppliers provide a large proportion of the
our product data value chain and turning product data into
value in our products, necessitating a robust supply-chain
insight, (iv)capturing the end-user experience and (v)driving
governance framework. This is supported by processes
our business agility.
and tools that foster partnership, risk mitigation and supplier
5. Adapt to a more global world as well as attract and performance development.
retain global talents
8. Focus on profitability and value creation; no need to
With over 75% of our backlog and 70% of our revenues chase growth at any cost; actively manage portfolio
coming from outside Europe, Airbus is, more than ever,
Thanks to strong organic growth potential, mainly in the
a global company. The constant effort to globalise our
commercial airplane business, Airbus is going through a
businesses, especially in countries with substantial growth,
series of production ramp-ups with associated financial
has paid off. This global footprint is also reflected in the
needs. On top of that, targeted investments are expected to
diversity of our staff and skills. Locally, products may
help to position Airbus for the future. The financial strength
need to be adapted and will have to be serviced, but the
of the Company is vital for mastering these challenges, and
main logic going forward is that the industry will retain its
to ensure that we have enough room for manoeuvre for
global products for local markets dynamic. Greenfield
further strategic moves. As a prerequisite, the Company
approaches have proven to give Airbus a controlled entry
must remain attractive for investors, notably compared to
and real citizenship, whilst partnerships and acquisitions
its peers.
are complementary tools.

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Informationon AirbusActivities
1.1 Presentation of the Company

Organisation of Airbus Businesses


In 2016, the Company organised its businesses into the following most complete and modern ranges of helicopters and related
three operating Divisions: (i)Commercial Aircraft, (ii)Helicopters services. This product range currently includes light single-
and (iii)Defence and Space. However, as a continuation of a engine, light twin-engine, medium and medium-heavy rotorcraft,
number of integration and normalisation steps that took place which are adaptable to all kinds of mission types based on
in 2012, 2013 and 2015, the Company is now merging its Group customer needs.
structure with its largest Division Commercial Aircraft. The
Airbus Helicopters delivered 418helicopters in 2016 (395 in
merger is contemplated to take place mid-2017 and provides the
2015) and received 353net orders in 2016 (compared to 333net
opportunity to introduce a single Airbus brand for the Company
orders in 2015). Order intake amounted to 6.05billion (2015:
and all its entities, effective since January2017. The chart set out
6.2billion). Civil contracts accounted for 55% of this order
in General Description of the Company and its Share Capital
volume, with military sales representing the remaining 45%.
3.3.6 Simplied Group Structure Chart illustrates the allocation
At the end of 2016, Airbus Helicopters order book stood at
of activities.
766helicopters (2015: 831helicopters).

Commercial Aircraft In 2016, Airbus Helicopters recorded total revenues of


Airbus Commercial Aircraft is one of the worlds leading aircraft 6.65billion, representing 9% of Airbus revenues. See 1.1.3
manufacturers of passenger airliners, ranging in capacity from Helicopters.
100 to more than 600seats. Across all its aircraft families Airbus
Commercial Aircrafts unique approach ensures that aircraft Defence andSpace
share the highest commonality in airframes, on-board systems, Airbus Defence andSpace is Europes number one defence and
cockpits and handling characteristics. This signicantly reduces space enterprise, the second largest space business worldwide
operating costs for airlines. and among the top ten global defence enterprises. Airbus
Defence andSpace puts a strong focus on core businesses:
Since it was founded in 1970 and up to the end of 2016, Airbus
Space, Military Aircraft, Missiles and related systems and
Commercial Aircraft has received orders for 17,080 commercial
services.
aircraft from 394 customers around the world. In 2016,
Airbus Commercial Aircraft delivered688aircraft (compared Airbus Defence and Space in 2016 comprised the three
to 635 deliveries in 2015) and received 949 gross orders Business Lines: Military Aircraft; Space Systems; and
(compared to 1,190 gross orders in 2015), or 54% of the gross Communications, Intelligence & Security (CIS). It develops
worldwide market share (in value terms) of aircraft with more and engineers cutting-edge products in the eld of defence
than 100seats (compared to 55% in 2015). After accounting and space, enabling governments, institutions and commercial
for cancellations, net order intake for 2016 was 731aircraft customers alike to protect resources and people while staying
(compared to 1,080aircraft in 2015). As of 31December 2016, connected to the world. Airbus Defence andSpace solutions
Airbus Commercial Aircrafts backlog of commercial orders was guarantee sovereignty in foreign affairs and defence matters.
6,874aircraft (compared to 6,831aircraft in 2015).
In 2016, Airbus Defence andSpace recorded total revenues
In 2016, Airbus Commercial Aircraft recorded total revenues of 11.85billion, representing 18% of Airbus revenues. See
of 49.23billion representing 73% of Airbus revenues. See 1.1.4Defence and Space.
1.1.2Commercial Aircraft.
Investments
Helicopters In 2016, the Company monetised its remaining 23.6% stake in
Airbus Helicopters (formerly Eurocopter) is a global leader Dassault Aviation further to the disposal of 18.75% that occurred
in the civil and military rotorcraft market, offering one of the in 2015. See 1.1.5 Investments.

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1.1 Presentation of the Company

Summary Financial and Operating Data


The following tables provide summary nancial and operating data for Airbus for the past three years.
CONSOLIDATED REVENUES BY DIVISION FOR THE YEARS ENDED 31DECEMBER 2016, 2015 AND 2014
1
Year ended Year ended Year ended
(in m) 31December 2016 31December 2015 31December 2014
Airbus Commercial Aircraft 49,237 45,854 42,280
Airbus Helicopters 6,652 6,786 6,524
Airbus Defence andSpace 11,854 13,080 13,025
Total Divisional revenues 67,743 65,720 61,829
Other/ HQ/ Consolidation(1) (1,162) (1,270) (1,116)
Total 66,581 64,450 60,713
(1) Other/ HQ/ Consolidation comprises the holding function of Airbus, the Airbus Group Bank and other activities not allocable to the reportable segments, combined together
with consolidation effects.

CONSOLIDATED REVENUES BY GEOGRAPHICAL AREA FOR THE YEARS ENDED 31DECEMBER 2016, 2015 AND 2014

Year ended 31December 2016 Year ended 31December 2015 Year ended 31December 2014
Amount in bn In percentage(1) Amount in bn In percentage(1) Amount in bn In percentage(1)
Europe 21.4 32.1% 20.1 31.1% 20.3 33.4%
North America 8.9 13.4% 10.2 15.9% 9.7 16.0%
Asia/ Pacific 21.3 32.0% 18.8 29.1% 19.4 31.9%
(2)
Rest of the World 15.0 22.5% 15.4 23.9% 11.3 18.7%
Total 66.6 100% 64.5 100% 60.7 100%
(1) Percentage of total revenues after eliminations.
(2) Including the Middle East.

CONSOLIDATED ORDERS BOOKED FOR THE YEARS ENDED 31DECEMBER 2016, 2015 AND 2014

Year ended 31December 2016 Year ended 31December 2015 Year ended 31December 2014
(1)
Amount in bn In percentage Amount in bn In percentage(1) Amount in bn In percentage(1)
(2)
Orders booked
Airbus Commercial Aircraft(3) 114.9 84.3% 139.1 87.1% 150.1 89.4%
Airbus Helicopters 6.1 4.4% 6.2 3.9% 5.5 3.3%
Airbus Defence
and Space 15.4 11.3% 14.4 9.0% 12.2 7.3%
Total Divisional orders 136.4 100% 159.7 100% 167.8 100%
Other/ HQ/ Consolidation (1.9) (0.7) (1.4)
Total 134.5 159.0 166.4
(1) Before Other/ HQ/ Consolidation.
(2) Without options.
(3) Based on catalogue prices for commercial aircraft activities.

CONSOLIDATED BACKLOG FOR THE YEARS ENDED 31DECEMBER 2016, 2015 AND 2014(1)

Year ended 31December 2016 Year ended 31December 2015 Year ended 31December 2014
Amount in bn In percentage(2) Amount in bn In percentage(2) Amount in bn In percentage(2)
(3)
Airbus Commercial Aircraft 1,010.2 95.0% 952.4 94.6% 803.6 93.6%
Airbus Helicopters 11.3 1.1% 11.8 1.2% 12.2 1.4%
Airbus Defence
and Space 41.5 3.9% 42.9 4.2% 43.1 5.0%
Total Divisional backlog 1,063.0 100% 1,007.1 100% 858.9 100%
Other/ HQ/ Consolidation (2.6) (1.2) (1.4)
Total 1,060.4 1,005.9 857.5

(1) Without options.


(2) Before Other/ HQ/ Consolidation.
(3) Based on catalogue prices for commercial aircraft activities.

Registration Document 2016 - AIRBUS 27


Informationon AirbusActivities
1.1 Presentation of the Company

Relationship between Airbus GroupSE andAirbus


In line with the previous organisational structure, Airbus management service agreements have been put in place with
GroupSE itself does not engage in the core aerospace, defence the subsidiaries and services are invoiced on a cost plus basis.
or space business of Airbus but coordinates related businesses,
For management purposes, Airbus GroupSE acts through its
sets and controls objectives and approves major decisions for
Board of Directors, Group Executive Committee, and Chief
Airbus. As the parent company, Airbus GroupSE conducts
Executive Ofcer in accordance with its corporate rules and
activities which are essential to Airbus activities and which
procedures as described below under Corporate Governance.
are an integral part of the overall management of Airbus. In
particular, nance activities pursued by Airbus GroupSE are Within the framework dened by Airbus GroupSE, each Division,
in support of the business activities and strategy of Airbus. In Business Unit and subsidiary is vested with full entrepreneurial
connection therewith, Airbus GroupSE provides or procures responsibility.
the provision of services to the subsidiaries of Airbus. General

1.1.2 Commercial Aircraft

Airbus Commercial Aircraft is one of the worlds leading aircraft over the long-term and expanding its customer services offering.
manufacturers of passenger airliners. Airbus Commercial To achieve these goals, Airbus Commercial Aircraft is actively:
Aircraft helps to shape the future of air transportation and drive
steady growth around the world. Airbus Commercial Aircraft Developing the Most Comprehensive Line
seeks incremental innovative technological solutions and the ofProducts inResponse to Customer Needs
most efcient sourcing and manufacturing possible so airlines Airbus Commercial Aircraft continuously seeks to develop
can grow and people can connect. Airbus Commercial Aircrafts and deliver new products to meet customers evolving needs,
comprehensive product line comprises successful families of while also improving its existing product line. The A330neo (new
jetliners ranging in capacity from 100 to more than 600seats: engine option) is one of the evolutions to the A330 family and the
the single-aisle A320 family, which is civil aviations best-selling A320neo (new engine option) is one of many product upgrades
product line; the A330 family; the new-generation widebody to the A320 Single-Aisle family to maintain its position as the
A350XWB; and the agship double-deck A380. Across all its most advanced and fuel-efcient single-aisle aircraft family.
aircraft families Airbus Commercial Aircrafts unique approach
ensures that aircraft share high commonality in airframes, Airbus Commercial Aircraft is also currently pursuing
on-board systems, cockpits and handling characteristics. (i)development and production on the A350XWB programme,
This signi cantly reduces operating costs for airlines. See and (ii)research on the development of new aircraft in the short-
1.1.1Overview for an introduction to Airbus Commercial range, medium-range and long-haul segments.
Aircraft. To support the A350 XWB ramp-up and other production
Airbus Commercial Aircrafts global presence includes, on top of increases, a new super transporter is under development, with
France, Germany, Spain and the United Kingdom, fully-owned the rst of ve Beluga XL aircraft to enter into service in 2019.
subsidiaries in the United States, China, Japan, India and in the
Expanding its Customer Services Offering
Middle East, and spare parts centres in Hamburg, Frankfurt,
Washington, Beijing, Duba and Singapore. Airbus Commercial Airbus Commercial Aircraft seeks to remain at the forefront of
Aircraft also has engineering and training centres in Toulouse, the industry by expanding its customer services offering to meet
Miami, Mexico, Wichita, Hamburg, Bangalore, Beijing and customers evolving needs. As a result, Airbus Commercial
Singapore, as well as an engineering centre in Russia. There Aircraft has developed a wide range of value-added and
are also more than 150 eld service ofces around the world. customised services which customers can select based on
Airbus Commercial Aircraft also relies on industrial co-operation their own make or buy policy and needs. This approach provides
and partnerships with major companies and a wide network of Airbus operators with solutions to signi cantly reduce their
suppliers around the world. operating costs, increase aircraft availability and enhance the
quality of their operations.
Strategy
Building a Leaner, More Fully Integrated Company
Airbus Commercial Aircrafts primary goal is to deliver strong
In order to build a leaner, more fully integrated company and
results in a sustained manner, while commanding a further
thereby bolster its competitiveness, Airbus Commercial Aircraft
increased share of the worldwide commercial aircraft market
is adapting its organisation to foster an entrepreneurial spirit

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1.1 Presentation of the Company

and empower more teams, while maintaining harmonised cyclical downturn for airlines in terms of trafc (both passenger
processes across all sites. For series programmes, additional and cargo), yields and protability. Preliminary gures released at
responsibilities and means have been delegated to plants for
delivery at increased rates. Airbus also has become a more
the end of 2016, by the International Civil Aviation Organisation
(ICAO), conrmed that some 3.7billion passengers made use of
1
integrated company, working towards one common culture the global air transport network for their business, tourism needs
across its global workforce, as well as aligning processes and or for simply visiting friends and relatives (VFR) in 2016. The
planning with the global supplier base. annual passenger total is up 6.0% compared to 2015 and the
number of departures rose to approximately 35million globally.
World passenger trafc, expressed in terms of total scheduled
Market
revenue passenger-kilometres (RPKs), posted an increase
Market Drivers of 6.3% with approximately 7,015billion revenue passenger
The main factors affecting the commercial aircraft market include kilometres being performed.
passenger demand for air travel, cargo activity, economic In the long-term, Airbus Commercial Aircraft believes that air
growth cycles, oil prices, national and international regulation travel remains a growth business. Based on internal estimates,
(and deregulation), the rate of replacement and obsolescence Airbus Commercial Aircraft anticipates a growth rate of 4.5%
of existing eets and the availability of aircraft nancing sources. annually during the period 2016-2035. If the actual growth rate
The performance, competitive posture and strategy of aircraft equals or exceeds this level, Airbus Commercial Aircraft expects
manufacturers, airlines, cargo operators and leasing companies that passenger traf c, as measured in revenue passenger
as well as wars, political unrest, pandemics and extraordinary kilometres, would more than double over the forecast period.
events may also precipitate changes in demand and lead to
Cyclicality. Despite an overall growth trend in air travel, aircraft
short-term market imbalances.
order intake can vary signicantly from year to year and within
In recent years, China and India have emerged as signicant different regions, due to the volatility of airline pro tability,
new aircraft markets. According to internal estimates, they cyclicality of the economy, aircraft replacement waves and
are expected to constitute the rst and fth most important occasional unforeseen events which can depress demand for
markets by aircraft delivery value, respectively, in the next twenty air travel. However, new product offerings and growth across
years. As a result, Airbus Commercial Aircraft has sought to the market has resulted in good levels of order activity in recent
strengthen its commercial and industrial ties in these countries. years. In the last seven years, order totals exceeded record
New aircraft demand from airlines in the Middle East has also Airbus Commercial Aircraft deliveries thus strengthening both
become increasingly important, as they have rapidly executed order book and backlog totals.
strategies to establish a global presence and to leverage the
Despite some cyclicality in airline demand, Airbus Commercial
benets the region can deliver.
Aircraft aims to secure stable delivery rates from year to year,
The no-frills / low-cost carriers also constitute a signicant supported by a strong backlog of orders and a regionally
sector, and are expected to continue growing around the world, diverse customer base. At the end of 2016, the backlog stood
particularly in Asia, where emerging markets and continued at 6,874aircraft, representing around ten years of production
deregulation should provide increased opportunities. While at current rates. Through careful backlog management, close
single-aisle aircraft continue to be a popular choice for these monitoring of the customer base and a prudent approach
carriers, demand for Airbus Commercial Aircrafts range of twin- to production increases, Airbus Commercial Aircraft has
aisle aircraft may also increase as some of these carriers develop successfully increased annual deliveries for 15years running,
or further develop their long-range operations. even through the economic crisis of 2008-2009.
Overall growth. The long-term market for passenger aircraft Regulation / Deregulation. National and international
depends primarily on passenger demand for air travel, which is regulation (and deregulation) of international air services and
itself primarily driven by economic or GDP growth, fare levels major domestic air travel markets affect demand for passenger
and demographic growth. Measured in revenue passenger aircraft as well. In 1978, the US deregulated its domestic air
kilometres, air travel increased in every year from 1967 to 2000, transportation system, followed by Europe in 1985. The more
except for 1991 due to the Gulf War, resulting in an average recently negotiated Open Skies Agreement between the
annual growth rate of 7.9% for the period. Demand for air US and Europe, which became effective in 2008, allows any
transportation also proved resilient in the years following 2001, European or US airline to y any route between any city in the
when successive shocks, including 9/11 and SARS in Asia, EU and any city in the US. Other regions and countries are
dampened demand. Nevertheless, the market quickly recovered. also progressively deregulating, particularly in Asia. This trend
More recently, the nancial crisis and global economic difculties is expected to continue, facilitating and in some cases driving
witnessed at the end of 2008 and into 2009 resulted in only the demand. In addition to providing greater market access (which
third period of negative trafc growth during the jet age, and a may have formerly been limited), deregulation may allow for the

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Informationon AirbusActivities
1.1 Presentation of the Company

creation and growth of new airlines or new airline models, as Market Structure and Competition
has been the case with the no-frills/ low-cost airline model, Market segments. According to a study conducted by Airbus
which has increased in importance throughout major domestic Commercial Aircraft, just over 18,000passenger aircraft with
and intra-regional markets since deregulation (e.g., in the US more than 100seats were in service with airlines worldwide at
and Europe). the beginning of 2016. Currently, Airbus Commercial Aircraft
Airline network development: hub and point-to-point competes in each of the three principal market segments for
networks. Following deregulation, major airlines have sought aircraft with more than 100seats.
to tailor their route networks and eets to continuing changes Single-aisle aircraft, such as the A320 family, have 100 to more
in customer demand. Accordingly, where origin and destination than 200seats, typically congured with two triple seats per row
demand prove sufciently strong, airlines often employ direct, divided by one aisle, and are used principally for short-range
or point-to-point route services. However, where demand and medium-range routes.
between two destinations proves insuf cient, airlines have
developed highly efcient hub and spoke systems, which Wide-body aircraft, such as the A330/ A350XWB families,
provide passengers with access to a far greater number of have a wider fuselage with more than 210 seats, typically
air travel destinations through one or more ight connections. congured with eight seats per row and with two aisles. The
A330/ A350XWB families are capable of serving all short- to
The chosen system of route networks in turn affects aircraft long-range markets.
demand, as hubs permit eet standardisation around both
smaller aircraft types for the short, high frequency and lower Very large aircraft, such as the A380 family, are designed to
density routes that feed the hubs (between hubs and spokes) carry more than 400passengers, non-stop, over very long-range
and larger aircraft types for the longer and higher density routes with superior comfort standards and with signicant
routes between hubs (hub-to-hub), themselves large point- cost-per-seat benets to airlines, although such aircraft can
to-point markets. As deregulation has led airlines to diversify also be used over shorter ranges in high-density (including
their route network strategies, it has at the same time therefore domestic) markets.
encouraged the development of a wider range of aircraft in Freight aircraft, which form a fourth, related segment, are often
order to implement such strategies (although the trend has converted ex-passenger aircraft. See Regional Aircraft,
been towards larger-sized aircraft within each market segment Aerostructures, Seats and Aircraft ConversionEFW.
as discussed below).
Airbus Commercial Aircraft also competes in the corporate, VIP
Airbus Commercial Aircraft, like others in the industry, believes business jet market with the ACJ, an A319-based Corporate
that route networks will continue to grow through expansion of Jetliner, and the A318 Elite. As well as these, other members of
capacity on existing routes and through the introduction of new the Airbus family can serve the business jet market in private,
routes, which will largely be typied by having a major hub city corporate shuttle and in government/ VIP roles.
at least at one end of the route. These new route markets are
expected to be well served by the latest product offering, the Geographic differences. The high proportion of single-aisle
A350XWB. In addition, the A380 has been designed primarily aircraft in use in both North America and Europe reects the
to meet the signicant demand between the major hub cities, predominance of domestic short-range and medium-range
which are often among the worlds largest urban centres (such ights, particularly in North America due to the development of
as London, Paris, New York and Beijing). Airbus Commercial hubs following deregulation. In comparison with North America
Aircraft has identied 47major hub cities in its current market and Europe, the Asia-Pacic region uses a greater proportion of
analysis, with this number expected to grow to over92 by 2034. twin-aisle aircraft, as populations tend to be more concentrated
Airbus Commercial Aircraft believes that it is well positioned to in fewer large urban centres. The tendency towards use of twin-
meet current and future market requirements given its complete aisle aircraft is also reinforced by the fact that many of the
family of products. regions major airports limit the number of ights, due either
to environmental concerns or to infrastructure constraints that
Alliances. The development of world airline alliances has limit the ability to increase ight frequency. These constraints
reinforced the pattern of airline network development described necessitate higher average aircraft seating capacity per ight.
above. According to data from Ascend, a UK-based aviation However, Airbus Commercial Aircraft believes that demand
industry consultancy, just over one-third of the worlds jetliner for single-aisle aircraft in Asia will grow over the next 20years,
seats being own today are operated by just 14 airlines as of particularly as domestic markets in China and India and low-cost
January2017. In the 1990s, the major airlines began to enter carriers continue to develop in the region. Aircraft economics
into alliances that gave each alliance member access to the will also help to drive aircraft size, with airlines looking to reduce
other alliance members hubs and routings, allowing airlines to the cost per seat through higher density aircraft cabins and the
concentrate their hub investments while extending their product use of larger aircraft types and variants where possible.
offering and market access.

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1.1 Presentation of the Company

Competition. Airbus Commercial Aircraft has been operating the emphasis on eet commonality permits aircraft operators
in a duopoly since Lockheeds withdrawal from the market in to realise signicant cost savings in crew training, spare parts,
1986 and Boeings acquisition of McDonnell Douglas in 1997.
As a result, the market for passenger aircraft of more than
maintenance and aircraft scheduling. The extent of cockpit
commonality within and across families of aircraft is a unique
1
100seats has been divided between Airbus Commercial Aircraft feature of Airbus Commercial Aircraft that, in managements
and Boeing. According to the manufacturers published gures opinion, constitutes a sustainable competitive advantage.
for 2016, Airbus Commercial Aircraft and Boeing, respectively,
In addition, technological innovation has been at the core of
accounted for 48% and 52% of total commercial aircraft
Airbus strategy since its creation. Each product in the Airbus
deliveries, 52% and 48% of total net orders (in units), and
Commercial Aircraft family is intended to set new standards in
55% and 45% of the total year-end backlog (in units). Airbus
areas crucial to airlines success, such as cabin comfort, cargo
Commercial Aircrafts deliveries (688 in 2016) were the 14thyear
capacity performance, economic performance, environmental
in a row of increased production.
impact and operational commonality. Airbus Commercial Aircraft
Nevertheless, the high technology and high value nature of the innovations often provide distinct competitive advantages, with
business makes aircraft manufacturing an attractive industry in many becoming standard in the aircraft industry.
which to participate, and besides Boeing, Airbus Commercial
A320 family. With more than 13,000aircraft sold, of which
Aircraft faces aggressive international competitors who are
5,069 A320neo (new engine option) family, and more than
intent on increasing their market share. Regional jet makers
7,400delivered (of which 68A320neo), Airbus family of single-
Embraer and Bombardier, coming from the less than 100-
aisle aircraft, based on the A320, includes the A319 and A321
seat commercial aircraft market, continue to develop larger
derivatives, as well as the corporate jets family (ACJ318, ACJ319,
airplanes (such as the new 100- to 149-seat C-Series launched
ACJ320 and ACJ321). Each aircraft in the A320 family shares
by Bombardier). Additionally, other competitors from Russia,
the same systems, cockpit, operating procedures and cross-
China and Japan will enter the 70- to 150-seat aircraft market
section.
over the next few years, and today are studying larger types.
At 3.95 metres diameter, the A320 family has the widest
Customers fuselage cross-section of any competing single-aisle aircraft.
As of 31 December 2016, Airbus Commercial Aircraft had This provides a roomy passenger cabin, a high comfort level
394customers and a total of 17,082Airbus aircraft had been and a spacious under oor cargo volume. The A320 family
ordered, of which 10,208aircraft had been delivered to operators incorporates digital y-by-wire controls, an ergonomic cockpit
worldwide. The table below shows Airbus Commercial Aircrafts and a lightweight carbon bre composite horizontal stabiliser.
largest commitments in terms of total gross rm orders by The use of composite material has also been extended to
customer for the year2016. the vertical stabiliser. The A320 familys competitor is the
Boeing737 series.
Customer Firm orders(1)
To ensure this market leader keeps its competitive edge, Airbus
Air Asia 100
Commercial Aircraft continues to invest in improvements across
Iran Air 98
the product line, including development of the A320neo family.
Flynas 80 The A320neo incorporates many innovations including latest
Go Air 72 generation engines, Sharklet wing-tip devices and cabin
Synergy Aerospace Corporation 62 improvements, which together will deliver up to 20% in fuel
(1) Options are not included in orders booked or year-end backlog. savings by 2020. The A320neo received joint Type Certication
from the European Aviation Safety Agency (EASA) and the
Federal Aviation Administration (FAA) in November2015. The
Products and Services A320neo with Pratt & Whitney engines was the rst variant in
the Neo family to receive Type Certication. The A320neo with
The Family Concept Commonality across
CFM engines was certi ed in May2016. The A321neo with
theFleet
Pratt & Whitney engines received Joint Type Certication in
Airbus Commercial Aircrafts aircraft families promote eet December2016. Type Certications for the A321neo with CFM
commonality. This philosophy takes a central aircraft and engines and the A319neo in both engine variants will follow.
tailors it to create derivatives to meet the needs of specic
market segments, meaning that all new-generation aircraft The A320neo family versions have over 95% airframe
share the same cockpit design, y-by-wire controls and handling commonality with the A320ceo (current engine option) versions,
characteristics. Pilots can transfer among any aircraft within enabling it to t seamlessly into existing A320 family eets a key
the Airbus Commercial Aircraft family with minimal additional factor for Airbus Commercial Aircraft customers and operators
training. Cross-crew quali cation across families of aircraft who have taken delivery of more than 7,300A320 family aircraft
provides airlines with signicant operational exibility. In addition, so far.

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Informationon AirbusActivities
1.1 Presentation of the Company

In 2016, 68A320neo were delivered with both engine variants. Airbus Commercial Aircraft integrated cabin furnishing activities
This new engine option will be available for the A321 and for A320aircraft produced in Toulouse into the nal assembly
A319aircraft models. With 5,069 rm orders received from line in Toulouse, thereby harmonising the production process
92customers since its launch in December2010, the A320neo across all A320 family production sites worldwide. The rst A320
family has captured 58.4% of the market.In October2015, Airbus with a cabin installed in Toulouse was delivered to Volaris on
Commercial Aircraft announced the decision to further increase 24October 24,2016.
the production rate of the single-aisle family to 60aircraft a
In April2016, Airbus Commercial Aircraft delivered the rst US-
month in mid-2019, in response to strong customer demand and
assembled aircraft from Mobile, Alabama, an A321, to JetBlue.
following thorough studies on production ramp-up readiness in
the supply chain and in Airbus Commercial Aircrafts facilities. In 2016, Airbus Commercial Aircraft received 790gross orders
for the A320 family of aircraft (607net orders), and delivered
To enable the ramp-up, an additional production line is being
545aircraft.
built in Hamburg and will be operational in 2017. In parallel

A320 FAMILY TECHNICAL FEATURES (CURRENT VERSION)

Model Entry-into-service Passenger capacity(1) Range (km) Length (metres) Wingspan (metres)
A318 2003 107 5,750 31.4 34.1
A319 1996 124 6,950(2) 33.8 35.8
A320 1988 150 6,100(2) 37.6 35.8(3)
A321 1994 185 5,950(2) 44.5 35.8(3)

A319neo 140 6,950 33.8 35.8


A320neo 2016 165 6,500 37.6 35.8
A321neo 206 7,400 44.5 35.8
(1) Two-class layout.
(2) Range with sharklets.
(3) Wingspan with sharklets.

A330 family. With 1,686aircraft sold (of which 214A330neo) The platform for developing the Neo is the 242-tonne maximum
and 1,323delivered, the A330 family covers all market segments take-off weight A330 variant. This upgrade was rst applied
with one twin-engine aircraft type and is designed to carry to the A330-300 with the rst enhanced A330-300 variant
between 247 and 277passengers. The A330 family offers high delivered to Delta Airlines in May2015 and subsequently for
levels of passenger comfort as well as large under-oor cargo the A330-200.
areas. The competitors of the A330 family are the Boeing767,
Airbus Commercial Aircraft is also adapting the A330-300 to
777 and 787aircraft series.
rapidly growing markets, where the aviation infrastructure is
The newest evolution to the A330 family is the A330neo struggling to keep us with surging demand. The A330 Regional,
(new engine option), comprising the A330-800neo and the lower-weight variant will carry up to 400passengers on
A330- 900neo versions. These aircraft incorporate latest shorter haul missions resulting in significant cost savings.
generation Rolls-Royce Trent 7000 engines. Airbus Commercial Saudi Arabian Airlines became the A330-300 Regional launch
Aircraft commenced nal assembly for the rst A330neo, an customer with an order announced in June2015 and the rst
A330-900, in 2016. The rst ight is scheduled for the rst delivery in August2016.
half of 2017 and both Type Certication and rst delivery is
Airbus Commercial Aircraft is continuously developing the A330
planned for 2018.
family to keep the aircraft at the leading edge of innovations.
In 2016, Airbus Commercial Aircraft received 42net orders for
In 2016, Airbus Commercial Aircraft received 106gross orders
the A330neo.
(83 net) for the A330 family of aircraft including 42 for the
A330neo, and delivered 66aircraft to customers.

A330 FAMILY TECHNICAL FEATURES (CURRENT VERSION)

Model Entry-into-service Passenger capacity(1) Maximum range (km) Length (metres) Wingspan (metres)
A330-200 1998 247 13,450 59.0 60.3
A330-300 1994 277 11,750 64.0 60.3
(1) Three-class configuration.

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1.1 Presentation of the Company

A380. The double-deck A380 is the worlds largest commercial four-class configuration and with a range of 8,200 nm /
aircraft ying today. Its cross-section provides exible and 15,200km, the A380 offers superior economic performance,
innovative cabin space, allowing passengers to benet from
wider seats, wider aisles and more oor space, tailored to the
lower fuel consumption, less noise and reduced emissions. The
A380s competitor is the Boeing 747-8.
1
needs of each airline. Carrying 544passengers in a comfortable
In 2016, Airbus Commercial Aircraft delivered 28aircraft.

A380 TECHNICAL FEATURES

Model Entry-into-service Passenger capacity(1) Maximum range (km) Length (metres) Wingspan (metres)
A380-800 2007 544 15,200 73.0 79.8
(1) Four-class layout.

Following an agreement reached between Emirates Airline and and a greater use of composite material. The A350XWBs main
Rolls-Royce and a subsequent agreement between Emirates competitors are the Boeing787 and 777aircraft series.
Airline and Airbus Commercial Aircraft, Airbus is to adapt the
With the Ultra-Long Range version of the A350-900 launched
A380 delivery stream with six aircraft deliveries shifted from
in 2015, the A350XWB demonstrates its versatility by offering
2017 to 2018 and six others from 2018 to 2019.
the capability to perform ights of up to 19 hours.
Airbus Commercial Aircraft re-conrms the target to deliver
Airbus Commercial Aircraft also continues to develop the A350-
around 12A380s per year from 2018 as announced in July2016.
1000, with an entry-into-service scheduled for the second half
Airbus Commercial Aircraft launched the iyA380.com website of 2017 following the nal assembly line start in February2016
enabling passengers to identify if the A380 is operated on a and a successful rst ight in November2016. The ight test
particular route and to book ights directly with the airlines campaign is underway.
ying A380s.
In 2016, Airbus Commercial Aircraft received 51gross orders
A350XWB family. The A350XWB is an all-new family of wide- for the A350XWB family (41net), and delivered 49aircraft.
body aircraft, designed to accommodate between 280 and
In October2016, Airbus Commercial Aircraft celebrated the
366passengers. The A350XWB features A380 technology, a
delivery of its 10,000 thaircraft an A350-900 for Singapore
wider fuselage than that of competing new generation aircraft,
Airlines.

A350XWB FAMILY TECHNICAL FEATURES

Model Entry-into-service Passenger capacity(1) Maximum range (km) Length (metres) Wingspan (metres)
A350-900 2014 325 14,350 66.8 64.7
A350-1000 2017 366 14,800 73.7 64.7
(1) Two-class layout.

Customer Services
Customer Services prime role is to support its customers worldwide for on-site assistance to our operators, covering
in operating their Airbus eet safely and pro tably and to 219operators. 210operators are covered by 18 Hubs. Our
the satisfaction of passengers all around the world. As a worldwide support is also based on an international network
result of its continued growth, Airbus Commercial Aircrafts of support centres, training centres and spares warehouses.
customer base has increased consistently over the past years
Beyond the core customer support activities, Airbus Commercial
reaching 9,289aircraft in-service by the end of 2016operated
Aircraft has developed a comprehensive services portfolio
by 429 customers. The fleet is maintained by more than
including a wide range of modular and customised services
100Maintenance and Repair Organisations and partially owned
driven by the unique added value that an aircraft manufacturer
by 100 leasing companies.
can bring.
A worldwide network of more than 5,000people cover all areas
The services portfolio is clustered around four pillars:
of support from technical engineering/ operational assistance
Maintenance & Engineering Solutions consisting of Flight Hour
and spare parts supply, to crew and maintenance training.
Services & Material Services, Training, Upgrades and Flight
Hundreds of technical specialists provide Airbus Commercial
Operations.
Aircraft customers with advice and assistance 24hours a day,
7days a week. There are 144 eld servicestations available

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1.1 Presentation of the Company

A recent major step in the development of Customer Services Asset Management


is the creation of Navblue out of the Navtech acquisition in The Asset Management Division was established in 1994
2016. With its comprehensive product suite of solutions for to manage and re-market used aircraft acquired by Airbus
electronic ight bags (EFBs), aeronautical charts, navigation Commercial Aircraft, originally as a result of customer
data, performance-based navigation (PBN), ight planning, bankruptcies, and subsequently in the context of certain buy-
aircraft performance and crew planning, Navblue further back commitments. The Division operates with a dedicated staff
strengthens Airbus Commercial Aircrafts provision of end- and manages a eet comprised of used aircraft across a wide
to-end ight operations services. At the 2016 Farnborough range of models. Through its activities, the Asset Management
International Airshow, the launch of two new services has Division helps Airbus Commercial Aircraft to respond more
been announced as well: Airline Operating Control Centre and efciently to the medium- and long-term eet requirements of
Aeronautical Data solutions. its customers.
In addition, three new training centres have been opened in Its key roles comprise commercial, technical and nancial
Singapore, Mexico and Sao Paulo, and the Services digital risk management of its used aircraft portfolio, as well as the
roadmap is progressing well with the launch of new e-solutions enhancement of all Airbus Commercial Aircraft products
on Predictive Maintenance notably. residual value.

Customer Finance It also provides a full range of remarketing services, including


assistance with entry-into-service, interior reconfiguration
Airbus Commercial Aircraft favours cash sales, and does
and maintenance checks. Most of the aircraft are available to
not envisage customer financing as an area of business
customers for cash sale, while some can also be offered on
development. However, Airbus Commercial Aircraft recognises
operating lease. In the latter, the Airbus Commercial Aircraft
the commercial need for manufacturers to assist customers in
Asset Management team aims at eventually selling down
arranging nancing of new aircraft purchases, and in certain
the aircraft with lease attached to further reduce its portfolio
cases to participate in nancing those aircraft for the airline.
exposure.
Extension of credit or assumption of exposure is subject to
At the end of 2016, the Asset Management portfolio contained
corporate oversight and monitoring, and follows strict standards
37aircraft, representing a 22% net portfolio reduction from
of discipline and caution. Airbus Commercial Aircrafts
2015.
dedicated customer nance team has accumulated decades
of expertise in aircraft nance. When Airbus Commercial Aircraft
nances a customer, the nanced aircraft generally serves as Production
collateral, with the engine manufacturer participating in the
Industrial Organisation
nancing. These elements assist in reducing the risk borne by
Airbus Commercial Aircraft. The difference between the gross Each task in the building of Airbus aircraft (from design to
exposure resulting from the nancing and the collateral value is production) is allocated to a designated plant. The Airbus
fully provisioned for (for further information, please please refer Commercial Aircraft plants are typically organised around
to the Notes to the IFRS Consolidated Financial Statements different aircraft components and sections, in component
Note25: Sales Financing Transactions). Airbus Commercial delivery teams. Each component delivery team is either in charge
Aircrafts customer nancing transactions are designed to of one aircraft programme, or organised by manufacturing
facilitate subsequent sell-down of the exposure to the nancial technology clusters depending on the optimum solution for each
markets, third-party lenders or lessors. plant. Every plant is organised with production, engineering,
quality, supply chain, manufacturing, engineering and logistics
In 2016, Airbus Commercial Aircraft continued to benet from capabilities to ensure a seamless production ow of operations.
market appetite for both aircraft nancing and sale and leaseback
lessor opportunities, supported by plentiful liquidity. Despite a A transversal Industrial Systems Centre of Competences is in
temporary suspension of Export Credit Agency support, Airbus charge of ensuring that harmonised and standardised processes,
Commercial Aircraft customer nancing exposure remained methods and tools are developed and implemented across the
limited in 2016. Airbus Commercial Aircraft will continue to plants, in order to increase efciency, based on best practices.
provide direct aircraft nancing support as it deems necessary. Another transversal Manufacturing technologies Centre of
Management believes, in light of its experience, that the level of Competences is in charge of disseminating new technologies
provisioning protecting Airbus Commercial Aircraft from default and innovation in manufacturing across the plants and preparing
costs is adequate and consistent with standards and practice in manufacturing solutions for future product evolutions.
the aircraft nancing industry. See Risk Factors Financial Following production by the respective plants, the various
Market Risks Sales Financing Arrangements. aircraft sections are transferred between the network of sites
and the nal assembly lines using dedicated transport means,

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Informationon AirbusActivities
1.1 Presentation of the Company

such as the Beluga Super Transporters. To support the A380 In 2016, ATR delivered 80 new aircraft (compared to 88 in
production ow, Airbus Commercial Aircraft has also integrated 2015) and recorded rm orders for 36 new aircraft (compared
road, river and sea transport. Programme management is then
responsible for the nal assembly line activities. The programme
to 76 in 2015), including the rst ever order from an Argentinian
operator, Avian Lineas Aeras. As of 31December 2016, ATR had
1
management works closely with the plants to secure delivery a backlog of 212aircraft (compared to 260 in 2015).
of aircraft sections to the nal assembly lines on time, cost
and quality. Products and Services
ATR 42 and ATR 72. ATR has developed a family of high-
Following the commencement of aircraft assembly at the A320
wing, twin turboprop aircraft in the 30- to 78-seat market
family nal assembly line in Mobile, Alabama (US) in July2015,
which comprises the ATR42 and ATR72, designed for optimal
the rst delivery of a Mobile-assembled aircraft took place in
efficiency, operational flexibility and comfort. Like Airbus
April2016. At the time of publication, Airbus Commercial Aircraft
Commercial Aircraft, the ATR range is based on the family
anticipates delivering four aircraft per month from the Mobile
concept, which provides for savings in training, maintenance
plant. The vast majority of the aircraft produced in Mobile will
operations, spare parts supply and cross-crew qualication. By
be delivered to North American customers.
the end of 2016, ATR had delivered 1358aircraft.

Engineering Customer service. ATR has established a worldwide customer


Airbus Engineering is a global organisation that develops civil support organisation committed to supporting aircraft over their
aircraft and aircraft components, and that conducts innovative service life. Service centres and spare parts stocks are located
research applicable to the next generation of aircraft. Airbus in Toulouse, Paris, Miami, Singapore, Bangalore, Auckland,
Engineering operates transnationally, with most engineers and Johannesburg. ATR worldwide presence also includes a
employed in France, Germany, the UK and Spain. A growing representative ofce in Beijing.
population of experienced aerospace engineers is also employed ATR Asset Management addresses the market for second-hand
worldwide at ve other engineering centres in Wichita (Kansas, aircraft by assisting in the placement and nancing of used
US), Mobile (Alabama, US), Moscow (Russia), Bangalore (India) and end-of-lease aircraft. ATR Asset Management activity is
and Beijing (China). marginal today as the leasing market has strongly developed
A key part of the Airbus engineering organisation is the architect since 2007.
and integration centre, which ensures, together with a team of
Production
senior aircraft architects and the programme chief engineers,
that a consistent and multi-disciplinary approach is applied The ATR fuselage is produced in Naples, Italy, and ATR wings
during aircraft development. are manufactured in Merignac near Bordeaux, France. Final
assembly takes place in Saint Martin near Toulouse on the Airbus
In 2016, Research & Technology activities delivered incremental Commercial Aircraft production site. Flight-testing, certication
innovations for existing aircraft, matured breakthrough and deliveries also occur in Toulouse. ATR outsources certain
technologies, with reinforced focus on industrial aspects. Airbus areas of responsibility to Airbus Commercial Aircraft, such as
Engineering is a major contributor to numerous international wing design and manufacturing, ight-testing and information
initiatives dedicated to the preservation of the environment technology.
and the reduction of noise and CO2 emissions. Fully integrated
change projects are also implemented to continuously STELIA Aerospace
implement innovative and efcient ways of working.
STELIA Aerospace is a wholly-owned subsidiar y of
AirbusCommercial Aircraft. After the merger of Sogerma and
Regional Aircraft, Aerostructures, Aerolia in 2015, it now offers global solutions for aeronautical
SeatsandAircraft Conversion manufacturers and airlines, as well as designs and produces
aerostructures, business and rst class passenger seats and
ATR
pilot seats. With more than 6,500employees worldwide, STELIA
ATR (Avions de Transport Rgional) is a world leader in the Aerospace supports the major aeronautical players, such as
30 to 78seat regional turboprop aircraft market. Its aircraft Airbus Commercial Aircraft, ATR, Bombardier or Boeing and
are currently operated by more than 200 airlines in over Etihad Airways, Singapore Airlines or Tha Airways for the cabin
100countries. ATR is an equal partnership between Airbus interior business line.
and Leonardo, with Airbus 50% share managed by Airbus
Commercial Aircraft. Headquartered in Toulouse, ATR employs STELIA Aerospace is present worldwide, with 11Centres of
more than 1,300people. Since the start of the programme Excellence mainly based in France, and also in Canada, Morocco
in 1981, ATR has registered net orders for 1,570 aircraft and Tunisia. It designs and produces large equipped fuselage
(464ATR42s and 1,106ATR72s). sections and wings for civil and military aircraft manufacturers.
STELIA Aerospace has a signicant Tubes & Pipes production

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Informationon AirbusActivities
1.1 Presentation of the Company

activity that is designing and building solutions covering all ATA In order to contribute successfully to the shaping of the future of
systems, ranging from fuel to hydraulics and re suppression. aviation, the engineers and developers at Premium AEROTEC
are continuously working on the new and further development
It also designs and manufactures luxury First Class and Business
of lightweight and highly durable aircraft structures. They
Seats for key partners in the world. In the pilot seats segment,
cooperate closely with universities and research institutes in
STELIA Aerospace is the joint world leader and offers support
the process. Premium AEROTEC plays a signicant role in the
from design to production, including after-sales service.
design of new concepts in such elds as carbon composite
technologies, 3D-printing of aircraft components made of
Premium AEROTEC
titanium or ber metal laminate (FML).
Premium AEROTEC is a wholly owned subsidiary of the
Company (consolidated within Airbus Commercial Aircraft), is Elbe FlugzeugwerkeGmbH EFW
one of the worlds leading tier-1 suppliers of commercial and
EFW combines various aviation and technology activities under
military aircraft structures and is a partner in the major European
a single roof: development and manufacturing of at bre-
international aerospace programmes.
reinforced composite components for structures and interiors,
Its core business is the development and production of large the conversion of passenger aircraft into freighter conguration,
aircraft components from aluminium, titanium and carbon ber maintenance and repair of Airbus Commercial Aircraft aircraft
composites (CFRP). Premium AEROTEC is Europes no.1 in this as well as engineering services in the context of certication
segment with its roughly 9,000employees at various sites in and approval.
Germany and Romania. Premium AEROTEC is represented by
On 17 June 2015, Airbus Commercial Aircraft signed an
its products in all Airbus Commercial Aircraft programmes. The
agreement with Singapore-based ST Aerospace Ltd. (STA) to
current military programmes include the Euroghter Typhoon
offer passenger-to-freighter (P2F) conversion solutions for its
and the new military transport aircraft A400M.
A320 and A321aircraft. STA acquired an additional 20% of the
Besides main customer Airbus, Premium AEROTEC will further shares of EFW, Dresden (Germany) by way of a contribution
intensify business with other customers and actively approach in kind and a capital increase to EFW. The transaction closed
other aircraft or structural manufacturers. The Company is on 4January 2016. Consequently, 45% of the shares of EFW
also striving to expand its maintenance, repair and spare parts were retained and Airbus effectively lost its control over EFW
business. (previously reported in Airbus Commercial Aircraft).

1.1.3 Helicopters

Airbus Helicopters is a global leader in the civil and military of the aircraft in the summer. Work is also ongoing on the next-
rotorcraft market, offering one of the most complete and generation heavy-lift X6helicopter, which will aim at capturing
modern ranges of helicopters and related services. This product new opportunities in the civil market starting in the mid-2020s.
range currently includes light single-engine, light twin-engine, Launched in 2015, the X6 concept phase is still ongoing.
medium and medium-heavy rotorcraft, which are adaptable
In the frame of the European Clean Sky2 research programme,
to all kinds of mission types based on customer needs. See
Airbus Helicopters is currently leading the development of a new
1.1.1Overview for an introduction to Airbus Helicopters.
high-speed helicopter demonstrator, building on the lessons
learned from the Company-funded X3 compound helicopter
Strategy demonstrator.
Airbus Helicopters strategy is to continue driving improvement
In the frame of the partnership with DCNS, Airbus Helicopters
initiatives via its company-wide transformation plan, which
aims to explore joint opportunities in the eld of unmanned
places customer satisfaction and quality at the core of its
vertical take-off and landing system. Airbus Helicopters is
operations, along with increasing industrial competitiveness
currently working on the design and development of the VSR700
all while ensuring the highest levels of aircraft safety.
unmanned aerial vehicle.
A Commitment to Innovation In 2016, continuous upgrades of the in-service product range
Development of the next-generation H160 medium helicopter also continued with the EASA certication of the H135 light-
the rst of the H Generation is ongoing at a steady pace. twin helicopter equipped with the Helionix digital avionics suite,
Flight-test activities were carried out throughout 2016 with two providing increased safety and reduced pilot workload and
prototypes, allowing to freeze the aeromechanical conguration paving the way for rst deliveries in 2016. Flight testing of the

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1.1 Presentation of the Company

Public Services variant of the super-medium H175helicopter driven by large replacement needs from advanced economies
started in 2016, along with the rst deliveries of the VIP version. and by growth from emerging economies. Airbus Helicopters

On Support & Services, the new HCare service presented in


market data indicates that in 2016, worldwide deliveries of civil
and parapublic turbine helicopters over a 1.3t MAUW stood at
1
2015 has been very well received by customers with 39contracts
~540units.
signed covering 327helicopters. As part of HCare Connected
Services, Fleet Keeper is a new web and mobile application Demand for military helicopters and related services is mainly
enabling pilots and technicians to log discrepancies and share driven by budgetary and strategic considerations, and the
in real-time eet airworthiness status need to replace ageing eets. Airbus Helicopters believes that
the advanced age of current eets, the emergence of a new
Focusing on Customers generation of helicopters equipped with integrated systems
Airbus Helicopters continued to progress with its transformation and the on-going introduction of combat helicopters into many
plan in 2016 by further enhancing customer support and national armed forces will contribute to increased military
services, with safety as the top priority. This was underscored helicopter procurement over the next few years. Recent large-
by indicators of increasing eet availability for customers and scale military programmes, such as those conducted by the
operators, and time delivery of planned spare parts ordered. US, Russia, China, India, South Korea, Saudi Arabia, Brazil and
most western European countries have conrmed this trend.
Delivering Safety Nevertheless, demand from the military sector has historically
been subject to large year-to-year variations due to evolving
Following the tragic accident of a H225helicopter during an
strategic considerations, and short-term growth potential may
offshore mission off the coast of Norway, which cost the lives of
be limited due to increasing budgetary constraints on public
13passengers, an investigation an investigation was launched
spending in some regions like Western Europe and Middle
and is currently ongoing with a nal report expected in 2017.
East, while other regions like Asia Pacic or Eastern Europe
Safety remains Airbus Helicopters top priority and the Company are expected to continue to grow. The geopolitical tensions
is increasing its efforts to address the topic company-wide and especially in Africa, Middle-East, Eastern Europe and Asia, and
across its product range. In 2016, the Flight Crew Operating the threat from the Islamic State have recently led to a major
Manual (FCOM) a document outlining best practices and reassessment of defence spendings and military strategies.
recommendations for oil and gas missions for the H175 was This situation could lead to additional helicopter acquisitions.
introduced. Other similar workstreams are ongoing to propose According to Airbus Helicopters market data, worldwide
and promote changes to enhance airworthiness, increase deliveries of military turbine helicopters stood at ~870units
survivability and promote standardisation of operator eet in 2016.
safety-related capabilities.
Competition
Market Airbus Helicopters primary competitors in the civil and
parapublic sector are Leonardo, Sikorsky and Bell Helicopter.
Market Drivers
The civil and parapublic sector has grown more competitive in
According to market forecasts produced by Airbus Helicopters, recent years. Airbus Helicopters increased its market share, in
the Teal Group and Honeywell, between 8,500 to 9,500civil a decreasing market, from 45% in 2015 to 47% in unit in 2016,
helicopters and 5,500 (Teal Group excluding China and Russia) followed by Leonardo with ~21%.
to 8,500military helicopters are expected to be built globally
over the next 10years (all turbine helicopters). This forecast, The military sector is highly competitive and is characterised
particularly with respect to the military sector, relies to a large by competitive restrictions on foreign manufacturers access
extent on large US development programmes. to the domestic defence bidding process, sometimes to the
virtual exclusion of imports. Airbus Helicopters increased its
Helicopters sold in the civil and parapublic sector, where Airbus share of the global market for military helicopters in unit and
Helicopters is a leader, provide transport for private owners and value (from 9% in unit in 2015 to 14% in 2016), and will continue
corporate executives, offshore oil operations, diverse commercial to focus on campaigns in 2017 as it successfully did in 2016
applications and state agencies, including coast guard, police, with the UKs Military ying training contract and the contract
medical and re-ghting services. Thanks to its existing mission with Singapore for H225M.
segment diversity, the helicopter market (both Platforms and
Services activities) is expected to be resilient through the coming Airbus Helicopters main competitors in the military sector are
decade, even though one of the key Segment, Oil & Gas (in Leonardo in Europe, Sikorsky, Boeing and Bell Helicopter in
value), continues to experience challenging conditions. Airbus the US. Military sales accounted for 57% of Airbus Helicopters
Helicopters does not expect market recovery in the short term revenues in 2016.
but believes that the demand over the next 10years will be

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Informationon AirbusActivities
1.1 Presentation of the Company

Customers
More than 3,000operators currently y Airbus Helicopters With 47% of the worldwide market share-based on deliveries,
rotorcraft in over 150countries. Airbus Helicopters principal the versatility and reliability of Airbus Helicopters products have
military clients are Ministries of Defence (MoDs) in Europe, made them the preferred choice of the most prominent civil and
Asia, the US and Latin America. In the civil and parapublic parapublic customers (turbine helicopters over a 1.3t MAUW).
sector, Airbus Helicopters has a leading market share in Europe,
the Americas and Asia-Pacic.

Products and Services


Airbus Helicopters offers a complete range of helicopters that covers nearly the entire civil and military market spectrum, which it
continuously improves with leading-edge technologies. This product range includes light single-engine, light twin-engine, medium
and medium-heavy helicopters, and is based on a series of new-generation platforms designed to be adaptable to both military
and civil applications. In addition, products share multiple technical features as part of a family concept approach.

The following table sets forth Airbus Helicopters existing product line, consisting of optimised products for different mission types:

Helicopter Type Primary Missions


Light Single Engine
H120 Colibri Corporate/ Private, Commercial Pax Transport & Multipurpose, Civil & Military Training
Single Engine (Ecureuil family)
H125 Ecureuil / Public Services(1), Military Utility(2) & Armed Reconnaissance,
H125M Fennec Corporate/ Private, Commercial Pax Transport & Aerial Work
H130 Commercial Pax Transport & Multipurpose, Emergency Medical, Tourism, Corporate/ Private
Light Twin Engine
H135/ H135M VIP, Military Utility & Armed Reconnaissance, Emergency Medical, Public Services(1)
H145/ LUH (UH-72)/ H145M VIP, Military Utility(2), Emergency Medical, Public Services(1)
Medium (Dauphin family)
AS365 Dauphin / AS565 Panther Military Naval Warfare Mission & Maritime Security, Public Services(1)
(in particular Coast Guard & SAR), Oil & Gas, Commercial Pax Transport & Multipurpose
H155 Corporate/ Private, VIP, Oil & Gas, Public Services(1)
H175 Corporate/ Private, VIP, SAR, Emergency Medical, Public Services(1), Oil & Gas
Medium-Heavy
H215 Super Puma / H215M Cougar Civil Utility, Military Transport/ SAR, Oil & Gas
H225/ H225M SAR, Combat-SAR, Military Transport, Oil & Gas, VIP, Public Services(1)
NH90 (TTH/ NFH) SAR, Military Transport, Naval
Attack
Tiger Combat, Armed Reconnaissance/ Escort
(1) Public Services includes homeland security, law enforcement, fire-fighting, border patrol, coast guard and public agency emergency medical services.
(2) Civil Utility includes different kinds of commercial activities such as aerial works, electrical new gathering (ENG), passenger and cargo transport.

Civil Range Military Range


Airbus Helicopters civil range includes light single-engine, light Airbus Helicopters military range comprises platforms derived
twin-engine, medium and medium-heavy helicopters, which are from its commercial range (such as the H225M derived from the
adaptable to all mission types based on customer needs. To H225) as well as purely military platforms developed for armed
maintain and strengthen its competitive edge in the civil sector, forces (the NH90 and the Tiger).
Airbus Helicopters is pursuing a fast-paced product range
Designed for modern multi-mission capabilities and cost
renewal. This entails upgrades of existing platforms with the
effectiveness throughout its lifecycle, the NH90 has been
H135 and H145 as well as development for the next generation
developed as a multi-role helicopter for both tactical transport
of helicopters with the H175.
(TTH) and naval (NFH) applications. The programme, mainly
In the civil market, Airbus Helicopters is preparing the future the nanced by the governments of France, Germany, Italy and the
H Generation embodied by the all-new, medium-weight H160 Netherlands, has been jointly developed by Airbus Helicopters,
civil helicopter which was unveiled and started ight testing, and Leonardo of Italy and Fokker Services of the Netherlands
launched the two-year concept phase of the next-generation as joint partners in NATO Helicopter Industries (NHI) in
heavy-lift X6helicopter, tailored for the civil market. direct proportion to their countries expressed procurement

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1.1 Presentation of the Company

commitments. Airbus Helicopters share of NHI is 62.5%. this large eet generated 48% of Airbus Helicopters revenues
There were 38NH90deliveries in 2016, for a cumulative total for 2016.
of 305deliveries as of the end of 2016. The NH90 eet has
accumulated ~120,000ight hours.
Airbus Helicopters customer service activities consist 1
primarily of maintenance, repairs, spare parts supply, training
The Tiger combat attack helicopter programme includes four and technical support. In order to provide efcient worldwide
variants based on the same airframe: the HAP (turreted gun, service, Airbus Helicopters has established an international
rockets and air-to-air missile), 40 of which have been ordered network of subsidiaries, authorised distributors and service
by France and 6 by Spain; the UHT (antitank missile, air-to- centres.
air missile, axial gun and rockets), 80 of which have been
ordered by Germany; the ARH (antitank missile, turreted gun Production
and rockets), 22 of which have been ordered by Australia;
Airbus Helicopters industrial activities in Europe are
and the HAD (antitank missile, air-to-air missile, turreted gun,
conducted in four primary locations, two in France, one in
rockets and upgraded avionics and engines), 24 and 40 of
Germany and one in Spain. The French sites are Marignane,
which have been ordered by Spain and France, respectively.
in southern France, and Paris-Le Bourget. The German site
During 2015, in the frame of French loi de programmation
is located in Donauwrth, and the Spanish site is located in
militaire (law of military programmes management), Airbus
Albacete.
Helicopters has been notied a decrease by 16Tiger HAP and
asked to perform the retrot of 19Tiger HAP already delivered In the US, Airbus Helicopters, Inc. has two industrial sites: Grand
in HAD variant. 7 additional Tiger HAD have been ordered by Prairie, Texas and Columbus, Mississippi. Grand Prairie serves
France in December. France nally ordered 66Tiger HAD. On as the companys headquarters and main facility and also serves
UHT, Germany decreased its number of Tiger UHT by 12 H/C as the Airbus Helicopters Training facility for North America. The
to 68 H/C in the frame of the German deal. Columbus facility is dedicated to the assembly and delivery of
the UH-72A Lakota and H125.
Airbus is also a major contractor to the US Army, having been
chosen to supply the services UH-72A Lakota helicopter. In Australia, Australian Aerospace assembles, upgrades and
As of 1January 2017, 395aircraft had been delivered to the maintains NH90 and Tiger for the countrys armed forces;
US Defense Department for operation by US Army and Army while a rotary-wing centre of excellence in Helibras Itajuba,
National Guard units, the Navy and foreign military sales buyers. Brazil produces, assembles and maintains H225Mhelicopters
acquired by the Brazilian armed forces and Romania will
Overall in 2016, 19Tigers were delivered, for a cumulative total
assemble H215helicopters.
of 154deliveries by year-end. The Tiger eet has accumulated
more than 82,800ight hours. The heavyweight H215 was introduced along with a new
industrial model and an expanded strategic partnership with
Customer Services Romania aiming at providing a modern and cost-effective
With more than 3,000operators in over 150countries, Airbus solution for markets such as utility, peacekeeping operations
Helicopters has a large eet of some 12,000 in-service rotorcraft and logistic support missions.
to support. As a result, customer service activities to support

1.1.4 Defence andSpace

Airbus Defence andSpace develops and engineers cutting- below. Further to a strategic portfolio review conducted in 2014,
edge products, systems and services in the eld of defence some activities from the business line CIS have been carved
and space, enabling governments, institutions and commercial out and sold during 2016. In addition, an agreement has been
customers alike to protect resources and people while staying found to sell the Defence Dlectronics business to KKR. These
connected to the world. Airbus Defence andSpace solutions changes, together with the nal phase of the creation of Airbus
guarantee sovereignty in foreign affairs and defence matters. Safran Launchers joint venture in mid-2016, had an impact on
See 1.1.1Overview for an introduction to Airbus Defence the activities of Airbus Defence and Space as described below.
andSpace.
Military Aircraft designs, develops, delivers and supports
military aircraft, and is the leading xed-wing military aircraft
Airbus Defence andSpace in 2016 comprised the three Business
centre in Europe and one of the market leaders for combat,
Lines Military Aircraft, Space Systems and Communications,
mission, transport and tanker aircraft worldwide. Key products
Intelligence & Security (CIS), the broad scope of which is detailed
include the Euroghter Typhoon, the A400M, the A330MRTT

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and the C295/CN235 as well as Unmanned Aerial Systems Military Aircraft. Airbus Defence andSpace is capitalising on
and their associated services. its strong market position in transport, mission and combat

Space Systems covers the full range of civil and defence space aircraft and related services. In heavy transport, the focus
systems. Its satellite system solutions for telecommunications, will be on completing the development and delivery of the
earth observation, navigation and science include spacecraft, A400M airlifter to its launch customers while ramping up sales
ground segments and payloads. As the European prime campaigns in order to address the signicant demand expected
contractor for launchers, orbital systems and space for this aircraft worldwide. For light and medium transport,
exploration, its key systems include Ariane launchers, the Airbus derivatives including the highly successful A330MRTT
French deterrence force and the European participation to the (multi-role tanker transport) and the Euro ghter Typhoon
International Space Station ISS. In 2015, a 50/50 joint venture combat aircraft, further export opportunities will be pursued
was launched with Safran named Airbus Safran Launchers while investing in future capability growth and innovation both
(ASL), bringing together space launchers expertise from both for products and services. Airbus Defence andSpace is also
companies. From 30June 2016, both companies contributed aiming at establishing a substantive presence in the market for
their respective industrial launcher assets into the ASL joint Unmanned Aerial Systems (UAS) building up an innovative UAS
venture including the deterrence activities. ASL has thus portfolio for commercial and military applications.
become a fully operational integrated company.
Space. Airbus Defence andSpace has taken a major step

Communications, Intelligence & Security (CIS) manages a


towards future competitiveness in space transportation with
portfolio of business including secure communications, cyber
the creation of ASL, which will be responsible for developing,
security and intelligence solutions and services (which links
producing and marketing the next-generation European launcher,
earth observation services and defence solutions). In addition,
Ariane6. These activities will now be carried out autonomously
CIS houses a dedicated unit for new business development
by ASL. As a leading manufacturer of telecommunications and
in commercial markets, leveraging Airbus Defence and Space
Earth observation, navigation and science (ENS) satellites, as
innovations, products and capabilities. CIS customers range
well as orbital and space exploration systems, Airbus Defence
from governments to small companies and individuals. It
andSpace is continuously investing in innovation to ensure its
is organised around three Business Clusters. The clusters
future positioning in these core segments. In addition, the ability
combine business with close technical proximity to ensure
to provide space-related services through its Communications,
a coherent management across all activities. Namely, they
Intelligence & Security (CIS) business line, as well as space
are Secure Communications, Intelligence and Cyber. Within
electronics equipment, enables Airbus Defence andSpace to
the Business Cluster Intelligence, Defence Systems answers
offer fully integrated space solutions to its customers.
a key need of our Defence customers: it processes data
from platforms, transforming that data into intelligence, Related Systems and Services. Airbus Defence and Space
providing valuable feedback on customer needs and mission will reinforce its competitive position by building up a digital
optimisation to our Division platforms. Based on the defence ecosystem around our aerospace platforms and by further
Command, Control, Communications, Computers, and developing its portfolio in fast-growing markets such as Cyber
Intelligence (C4I) capabilities bundled in Defence Systems, for Governments and critical industries, end-to-end Secure
CIS holds the know-how for defence systems design and Connectivity and Intelligence.
integration enabling connectivity of various defence platforms.
Missiles are a growing and protable business, in which Airbus
Business Clusters are run and/or develop business with a high
Defence andSpace already has a strong presence through its
level of independence taking into account the specicities of
participation in the leading European missile maker, MBDA, as
these businesses. The commercial satellite communication
well as through its ASL joint venture.
services sale was closed in May2016.

Market
Strategy
Airbus Defence and Space is mainly active in public and
The strategic ambition of Airbus Defence andSpace is to be
para-public markets. As a general trend, defence budgets in
a strong and international leader in Smart AeroSpace and
Europe are set to gradually increase, triggered by heightened
Defence solutions for a more secure and connected world.
security risks and reinforced by recent discussions on the NATO
The Division aims to preserve a leading position in Europe and
commitments. In addition, the implementation of the European
build an international footprint in selected countries, delivering
Defence Action Plan of November2016 would provide new sales
benchmark nancial performance and sustainable growth.
opportunities through members collaborative procurement
Airbus Defence and Space is taking steps to finalise its mechanisms. Market access outside the home countries may be
divestment of non-core activities and invest primarily in future subject to restrictions or preconditions such as national content.
organic growth on the core business: Space, Military Aircraft Nevertheless, Airbus Defence andSpace, in conjunction with
and related Systems and Services, while strategic growth Airbus, is well-placed to benet from growth potential in defence
options are also being dened. across its platforms

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Military Aircraft In the Unmanned Aerial Systems market segment, Israeli and
US rms are well established and other European companies
Customers
The Military Aircraft Business Line with its products Combat
such as BAE Systems, Dassault and Thales compete for new
European projects. The market itself features strong growth with
1
Aircraft, Military Transport Aircraft, Mission Aircraft, Unmanned signicant opportunities in Europe and Asia Pacic.
Aerial Systems and related services supplies the public sector,
mainly armed forces. Market Trends
Customer relationships in this segment are characterised by their The sale of aircraft is expected to remain sound in the
long-term, strategic nature and long decision-making cycles. transport and special mission aircraft segments and even grow
Once a contract is signed, its life span including considerable considerably for the heavy transport segment, where the A400M
services business often amounts to decades. occupies a unique position.

Customers in the home countries of Airbus Defence andSpace In 2016 a contract for the supply of 28 units to Kuwait was
currently face budget pressures. However, this pressure may secured for the Euroghter Typhoon consortium. A number of
be progressively alleviated by national commitments to increase further sales are expected, prolonging the Euroghter Typhoon
defence spending over the next few years. Ageing material production life.
leads to the need for some ongoing or upcoming procurement Unmanned Aerial Systems have a very promising growth
decisions. potential. Market structures in this segment are not clearly set
Unmanned Aerial Systems could lead to diversication into out yet and will see some movement, including a new European
commercial markets. It is also a sector in which Europe has a collaborative programme.
strong need for investment, which could set the stage for new After-Sales Services are an important business for Military
cooperation programmes. France, Germany, Italy and Spain Aircraft and are undergoing strong growth in line with the
have signalled their intention to cooperate on a medium altitude, deliveries of A400M and A330MRTT on top of the existing
long endurance Unmanned Aerial System and Airbus Defence robust revenue stream associated with Euroghter Typhoon
andSpace is participating in the two-year denition study of support.
the system.
Space Systems
Competitors
The market for military aircraft is dominated by large- and Public Sector: Satellites, Space Infrastructure,
medium-sized American and European companies capable Launchers, Deterrence
of complex system integration. Among the competitive factors In the public market for Earth observation, scientic/ exploration
are affordability, technical and management capability, the and navigation satellites, competition in Europe is organised on
ability to develop and implement complex, integrated system a national and multinational level, primarily through the European
architectures and the ability to provide solutions to customers. Space Agency (ESA), the European Commission (EC) and
In particular special mission aircraft, such as heavy tankers, are national space agencies.
derived from existing aircraft platforms. Adapting them requires
Decisions at the latest ESA Ministerial Conferences and
thorough knowledge of the basic airframe, which generally only
under EC Horizon 2020 paved the way for future European
the aircraft manufacturer possesses. The skills necessary for
programmes in which Airbus Defence andSpace does or may
the overall systems integration into the aircraft are extensive and
seek to participate. There is also important export demand for
the number of participants in the world market is very limited.
Earth observation systems, for which the Company is a leading
The main competitors in military transport and mission aircraft provider. The export market is expected to continue growing
include Boeing, Lockheed Martin, Leonardo, UAC, Kawasaki, over the medium-term.
Ilyushin and AVIC.
For military customers, demand for telecommunication and
Heavy military transport (> 14t payload) has been driven observation satellites has increased in recent years.
historically by US policy and budget decisions, and therefore has
The equipment segment can rely on a stable European market,
been dominated by US manufacturers. The A400M represents
with potential growth to come from developing space countries
the Companys entry into this market, at a time when nations
as well as the US.
are expected to begin replacing their existing eets.
The orbital infrastructure segment comprises manned and
The major combat aircraft activities are taking place through the
unmanned space systems mainly used for space exploration,
contribution to the Euroghter Typhoon programme jointly with
i.e. scientific missions. Demand for orbital infrastructure
the consortium partner companies BAE Systems and Leonardo.
systems originates solely from publicly funded space agencies,
Competitors in the segment of combat aircraft include Boeing,
in particular from ESA, NASA, Roscosmos (Russia) and NASDA
Dassault, Lockheed Martin, Saab and Sukhoi.

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(Japan). Such systems are usually built in cooperation with is entrepreneurial in nature and is meant to drive innovation in
international partners. The International Space Station (ISS), a new space market. In 2016, OneWeb Satellites JV selected a
together with related vehicle and equipment development manufacturing site in Florida, US.
programmes and services, constitutes the predominant eld
of activity in this segment and Airbus Defence and Space Communications, Intelligence & Security (CIS)
leads as prime contractor on industrial level the European The business line Communications, Intelligence and Security
contribution to the international Space Station ISS. Airbus (CIS) brings together the growing but increasingly competitive
Defence andSpace is involved in NASAs Orion project as the market for satellite and terrestrial communication, intelligence and
prime contractor for the European contribution: the mission- security services and solutions. CIS serves a common customer
critical service module of the MPCV (Multi-purpose Crew base which includes governments, defence institutions, security
Vehicle) Orion spacecraft, which will allow astronauts to y and public safety agencies, as well as commercial sectors such
beyond low Earth orbit for the rst time since the American as transportation (maritime, aviation, road), energy (oil, gas,
Apollo programme. electricity), mining and agriculture.
The joint venture ASL is prime contractor for the Ariane 5 This business line is divided into three clusters: Intelligence,
launcher system, with responsibility for the delivery to Secure Communications and Cyber Security.
Arianespace of a complete and fully tested vehicle. It also
supplies all Ariane5 stages, equipment bay, the ight software Through Intelligence, Airbus Defence and Space develops
as well as numerous sub-assemblies. ASL is contracted for the Command and Control solutions for Ministries of Defence.
development of the future Ariane6 launcher, planned for rst Competitors in this area largely come from European or American
launch in 2020 and is the prime contractor responsible for the based defence companies. Intelligence is also amongst the
development, manufacturing and maintenance of the French largest players in the satellite imagery (optical and radar) market.
deterrence systems. This sector remains mainly government orientated. However, the
demand for satellite imagery is growing in commercial markets
Commercial Sector: Telecommunications Satellites, as many companies see geospatial data as key information for
Launch Services their business development.
The commercial telecommunication satellite market is very Through its Secure Communications cluster, Airbus Defence and
competitive, with customer decisions primarily based on price, Space is also a leader in governmental satellite communications.
technical expertise and track record. The main competitors for This cluster offers a full portfolio of mobile and xed satellite
telecommunications satellites are Boeing, Lockheed Martin, communication and terrestrial secure communications solutions
MDA and Orbital in the US, Thales Alenia Space in France and for application at sea, on land and in the air. Customers are
Italy, and Information Satellite Systems Reshetnev in Russia. Ministries of Defence, Ministries of Interior and NGOs.
The market for telecommunications satellites is expected
to remain largely stable over the coming years at a level of Airbus Defence and Space is also a leading provider of
approximately 20orders per year on average. cybersecurity products and services including consultancy
services in Europe. The market growth is driven by an
The market for commercial launch services continues to evolve. exponential increase of cyber-attacks, the increase in use of
Competitive pressure is increasing in light of other competitors connected assets and global digital transformation. Customers
entering or coming back into the market. ASL provides a are governments and private companies with a high grade
complete range of launch services with the Ariane, Soyuz, Vega security requirement.
and Rockot launchers. Competitors for launch services include
ILS, SpaceX, ULA, Sea Launch and CGWIC. The accessible In addition to the business clusters, CIS also houses New
market to Arianespace for commercial launch services for Business which is a business accelerator taking existing
geostationary satellites is expected to remain stable at around capabilities anywhere in the Division to new markets not
20payloads per year. However, due to various factors (such traditionally served. The goal is to form stable and sustainable
as technology advances and consolidation of customers), this new business bringing protable revenue to Airbus Defence and
gure remains volatile. This market does not include institutional Space on a scale signicant to the Division within ve years.
launch services for the US, Russian or Chinese military and Airbus Defence andSpace has good market position in Europe
governmental agencies. in all businesses areas covered by CIS.
In 2015 Airbus Defence andSpace announced the creation of CIS focuses on public customers such as armed forces for
OneWeb Satellites JV, an equally owned company with OneWeb government satellite communications, where we have long-term
that will design and build 900+ satellites for the OneWeb relationships with our customers. Whereas budget pressures
constellation programme. This satellite constellation aims to on public expenditure, are high in Europe, investment into the
provide competitive global internet access. This participation services and solutions offered by CIS is likely to continue in the

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face of new global security threats, a re-emphasis on defence 43% for Airbus Defence andSpace, 37.5% for BAE Systems
and security and the growth in demand for digital services. CIS and 19.5% for Leonardo. Airbus Defence andSpace develops
has the objective to develop and scale digital services e.g. new
services based on data generated by existing Airbus Defence
and manufactures the centre fuselage, ight control systems,
identication and communication sub-systems, and the right
1
and Space products, to generate signicant protable revenues. wing and leading edge slats for all aircraft, and is in charge of
nal assembly of aircraft ordered by the German and Spanish
Products and Services air forces.

Airbus Defence and Space signed long-term global sustainment


Military Aircraft
and material availability contracts for the Euroghter Typhoon
A400M Heavy military transport. The A400M is designed
weapon system with the UK, Spain, Italy and Germany. The
to be the most capable new generation airlifter on the market
new agreement on Contract1, effective 1January 2017, runs
today. It is designed to meet the needs of the worlds Armed
for ve years and is the second phase of sustainment for the
Forces and other potential operators for military, humanitarian
Euroghter Typhoon weapon system for all core nations forming
and peacekeeping missions in the 21stcentury. The A400M
the baseline for all in-service activities.
is designed to do the job of three different types of military
transport and tanker aircraft conceived for different types of The new Contract3, also effective from 1January 2017, runs
missions: Tactical (short to medium range airlifter capability with as well for ve years and is the rst milestone on the way to
short, soft and austere eld operating performance), strategic performance based logistics securing for the rst time material
(longer range missions for outsized loads), as well as tactical availability for the Spanish and German air forces.
tanker. At the end of 2016, a total of 599Euroghter Typhoon aircraft
A total of 174aircraft have been ordered so far by the seven had been ordered by eight customers (UK, Germany, Italy,
launch customer nations Belgium, France, Germany, Luxemburg, Spain, Austria, Saudi Arabia,Oman and Kuwait), with a total
Spain, Turkey, the UK and one export customer, Malaysia. Type of 495aircraft delivered. Production of aircraft within the core
Certicate and Initial Operating Clearance have been achieved in programme is scheduled to last at least until 2018, while further
2013. Since then, 38units have been delivered to six nations by export opportunities are being actively developed together with
the end of 2016. The A400M is already deployed operationally the other shareholders of the Euroghter consortium.
since 2014 and military capability is expected to grow over time. CN235, C295 Light and Medium military transport/
Multi-role tanker transport A330MRTT. The A330MRTT, mission aircraft. The Light and Medium military aircraft are
a derivative of the Airbus A330 family, offers military strategic the work horses of military transport, conducting logistical and
air transport as well as air-to-air refuelling capabilities. Its large tactical missions for the transport and delivery of personnel and
tank capacity is sufcient to supply the required fuel quantities cargo as well as medical evacuations. The aircraft are deployed
without the need for any auxiliary tanks. This allows the entire in demanding environments (meteorological conditions,
cargo bay to be available for freight, with the possibility of operational complexity) such as peacekeeping on the Sinai
incorporating standard LD3 or LD6 containers, military pallets Peninsula. Payloads range from 6t for the CN235 to 9t for
and/or any other type of load device in use today, as well as the the C295. The aircraft are offered in the most varied versions
full cabin available for personnel transport. The A330MRTT is and congurations beyond the traditional airlifter version, for
equipped with state of the art refuelling systems, including an example maritime patrol and anti-submarine warfare, airborne
Aerial Refuelling Boom System (ARBS) and under-wing refuelling early warning and control, reghting, etc. In more than 30years
pods. At the end of 2016, the A330MRTT programme has a in service, this family of aircraft has proven to be robust, reliable,
total of 51aircraft rm orders by seven nations, of which 28 high-performing, efficient, flexible, easy to operate in any
already delivered and in service in four nations. environment, and all this at very low operating costs.

Eurofighter Typhoon Combat Aircraft. The Eurofighter More than 460 orders had been recorded for both types
Typhoon multi-role combat aircraft (also referred to as Typhoon) together at the end of 2016. The last C295order was jsigned
has been designed to enhance eet efciency through a single in December2016 by the Royal Canadian Air Force (RCAF) for
ying weapon system capable of fullling both air-to-air and 16 C295Ws modied for Search and Rescue (SAR).
air-to-ground missions. Unmanned Aerial Systems. In the eld of unmanned aerial
The Euroghter JagdugzeugGmbH shareholders are Airbus systems (UAS), Airbus Defence andSpace is active at both
Defence andSpace (46% share), BAE Systems (33% share) product- and service- level. Airbus Defence andSpace is the
and Leonardo (21% share). With regard to series production, leading UAS Service provider for the German air forces meeting
the respective production work shares of the participating their medium-altitude long-endurance (MALE) Intelligence,
partners within the Euroghter Typhoon consortium stand at Surveillance and Reconnaissance needs in the operational

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theatre. The Harfang system, delivered to the French Air Force Launch services. Airbus Defence andSpace is active in the
and operational worldwide since 2009, is the only MALE eld of launch services through its ASL joint venture.
product in Europe certied to y over populated areas, thanks to
ASL is responsible for the coordination and programme
Airbus UAS mission and communication system. These interim
management of civil activities of the launcher business and
solutions, based on non-proprietary MALE systems, will be
relevant participations that have been transferred. ASL owned
replaced by a new generation European MALE system where
a total 39% stake in Arianespace (which increased to 74% in
Airbus Defence andSpace will be working on the Denition
December2016 after the acquisition of the 35% stake held by
Study with its European partners. Airbus Defence andSpace
the French space agency CNES), 41% of Starsem (46% after
also provides mini-UAS to the French- and selected export
step-up in Arianespace shareholding) and 51% of Eurockot,
customers and the KZO UAS to the German Armed Forces.
providing a complete range of launch services with the Ariane,
It is developing the EuroHawk system for high-altitude long-
Soyuz, Vega and Rockot launchers.
endurance (HALE) Signal Intelligence missions based on an US
platform for the German Air Force as well as the solar powered Commercial launchers. ASL manufactures launchers and
Zephyr for the UK MoD. performs research and development for the Ariane programmes.
Member States, through ESA, fund the development cost for
Customer Services. For all the aforementioned products,
Ariane launchers and associated technology. Airbus Defence
Airbus Defence andSpace offers and provides various services
andSpace has been the sole prime contractor for the Ariane5
throughout the lifetime of the aircraft including integrated logistics
system since 2004. In December2014, the Ariane6 programme
support, in-service support, maintenance, upgrades, training or
was decided by ESA ministerial conference with an approval
ight hour service. For example, the A330MRTT contract with
of the joint Airbus Defence andSpace and Safran concept.
the UK Ministry of Defence through the AirTanker consortium
In addition a new industrial set-up was announced with the
includes alongside 14aircraft the provision for all necessary
creation of ASL between the two main Ariane manufacturers.
infrastructure, training, maintenance, ight management, eet
This vertical integration secures the future by cutting costs and
management and ground services to enable the Royal Air Force
being more competitive. Ariane6 is targeted to be launched
to y air-to-air refuelling and transport missions worldwide.
in 2020.
Customer services go beyond the eet of aircraft currently in
production at Airbus Defence andSpace, conducting upgrade Telecommunication satellites. Airbus Defence andSpace
programmes for aircraft such as the Tornado and P-3 Orion. produces telecommunication satellites used for both civil
The support centres for military aircraft are strategically located and military applications, such as television and radio
throughout the world, for example in Seville or Manching in broadcasting, xed and mobile communication services and
Europe, in Mobile, Alabama (US) or at subsidiaries in Saudi Internet broadband access. Current Airbus Defence andSpace
Arabia or Oman. geostationary telecommunication satellites are based on the
Eurostar family of platform, thelatest version of which is the
Space Systems Eurostar E3000, including an all-electric variant. In 2015,
Manned Space Flight. Airbus Defence andSpace has been Airbus Defence andSpace also started the development of
the prime contractor for the European part of the International the Quantum telecommunication satellite, which will be the rst
Space Station (ISS). This includes the development and satellite that can be fully recongured in orbit through its exible
integration of Columbus, the pressurised laboratory module antennae and repeater. Through its contract with OneWeb in
on ISS with an independent life-support system successfully in 2015 to design and produce 900 small telecommunication
orbit since 2007. It provides a full-scale research environment satellites for a constellation in Low Earth Orbit, Airbus Defence
under microgravity conditions (material science, medicine, and Space is spearheading the industrial and commercial
human physiology, biology, Earth observation, uid physics development of very large satellite constellations.
and astronomy) and serves as a test-bed for new technologies. Observation and scientic/ exploration satellites. Airbus
In 2015, ESA awarded Airbus Defence andSpace a contract to Defence and Space supplies Earth observation satellite
handle the engineering support of the European components systems including ground infrastructures for both civil and
of the ISS, which represents a key part of the ISS operational military applications. Customers can derive signicant benets
activities. Airbus Defence and Space was also the prime from the common elements of Airbus Defence andSpaces civil
contractor for the development and construction of the and military observation solutions, which allow the collection
Automated Transfer Vehicle (ATV) cargo carrier, designed to of information for various applications, such as cartography,
carry fuel and supplies to the ISS and to provide re-boost weather forecasting, climate monitoring, agricultural and
capability and a waste disposal solution. The fth and last ATV forestry management, mineral, energy and water resource
was launched in July2014. The expertise gained on the ATV management, as well as military reconnaissance and
served to become the prime contractor for the European service surveillance.
module of NASAs next generation manned capsule MPCV Orion.

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Airbus Defence andSpace also produces scientic satellites and The cluster is a designer and supplier of C4I systems (Command,
space infrastructure, which are tailor-made products adapted Control, Communications, Computers and Intelligence), which
to the specic requirements of the mostly high-end mission
assigned to them. Applications include astronomical observation
provides information systems and solutions to Armed Forces
worldwide to support land, air and sea operations, assuring
1
of radiation sources within the Universe, planetary exploration information superiority and supporting decision making at all
and Earth sciences. Airbus Defence andSpace designs and levels of the command chain.
manufactures a wide range of highly versatile platforms, optical
Airbus Defence andSpaces lead systems integration offering
and radar instruments and equipment. For example, Airbus
includes the ability to design, develop and integrate the widest
Defence andSpace was highly involved in ESAs Rosetta
possible range of individual platforms and subsystems into a
mission, which descended a lander on a comet a rst in space
single effective network.
ight. Airbus Defence andSpace was prime contractor for the
orbiter. Additionally, Airbus Defence andSpace contributed to Airbus Defence andSpace is also a provider of both optical and
the scientic community with the launches of the Sentinel-1B radar-based geo-information services to customers including
radar, Sentinel-2A and LISA pathnder in 2015. It also signed international corporations, governments and authorities around
a major contract to develop and build the JUICE spacecraft, the world.
ESAs next life-tracker inside the Solar System. JUICE will study
With the very-high-resolution twin satellites Pleiades 1A and 1B,
Jupiter and its icy moons.
SPOT 6 and SPOT 7, Airbus Defence andSpaces optical satellite
Navigation satellites. Airbus Defence andSpace plays a major constellation offers customers a high level of detail across wide
industrial role in the Galileo European navigation satellite areas, a highly reactive image programming service and unique
system, which delivers signals enabling users to determine surveillance and monitoring capabilities. Spot 6 and 7 provide
their geographic position with high accuracy and is expected to a wide picture over an area with its 60-km swath, Pleiades1A
become increasingly signicant in many sectors of commercial and 1B offer, for the same zone, products with a narrower eld
activity. Airbus Defence andSpace was responsible for the of view but with an increased level of detail (50cm).
Galileo in-orbit validation phase (IOV) to test the new satellite
The successful launch of TerraSAR-X in 2007 a radar-based
navigation system under real mission conditions. The IOV
Earth observation satellite that provides high-quality topographic
phase covered the construction of the rst four satellites of the
information enabled Airbus Defence andSpace to signicantly
constellation and part of the ground infrastructure for Galileo.
expand its capabilities by proposing new kinds of images based
After the successful launch of the rst four Airbus Defence
on radar. TanDEM-X, its almost identical twin, was successfully
andSpace Galileo IOV satellites in 2011 and 2012, this early
launched in 2010 and achieved in 2014 WorldDEM, the rst high
constellation was successfully tested in orbit and handed over
precision 3-D elevation model of the entire surface of the Earth.
to the customer in 2013. Airbus Defence andSpace is playing
an active role in the Galileo full operation capability phase Secure Communications. Airbus Defence andSpace offers
(FOC) with a nearly 50% work share, including the FOC ground a full portfolio of mobile and xed satellite communication and
control segment and providing the payloads for the rst 22 FOC secure terrestrial communications solutions for application
satellites through its subsidiary SSTL. at sea, on land and in the air. Airbus Defence and Space
provides armed forces and governments in the UK, Germany,
Satellite products. Airbus Defence and Space offers an
France and Abu Dhabi with secure satellite communications.
extensive portfolio of embedded subsystems and equipment
For example in the UK, Airbus Defence andSpace delivers
for all types of space applications: telecommunications, Earth
in the frame of the Skynet 5 programme tailored end-to-
observation, navigation, scientic missions, manned spaceight
end in-theatre and back-to-base communication solutions for
and launchers.
voice, data and video services, ranging from a single voice
French deterrence systems. ASL as prime contractor holds channel to a complete turnkey system incorporating terminals
the contracts with the French State for the submarine-launched and network management. This contract, pursuant to which
deterrence system family. Airbus Defence andSpace owns and operates the UK military
satellite communication infrastructure, allows the UK MoD to
Communications, Intelligence & Security place orders and to pay for services as required. The service is
Intelligence. Airbus Defence and Space is a provider of fully operational since 2009 and extends to 2022.
commercial satellite imagery, C4ISR systems and related In Abu Dhabi, Airbus Defence andSpace together with Thales
services with unrivalled expertise in satellite imagery acquisition, Alenia Space built a secure satellite communication system.
data processing, fusion, dissemination and intelligence Airbus Defence andSpace Services is managing the programme
extraction allied to signicant command and control capabilities. and supplies the space segment except for the payload, as well
as 50% of the ground segment.

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Cyber Security. Airbus Defence andSpace has established of solutions for air dominance, ground-based air defence,
a cyber-security business to meet the growing cyber security maritime superiority and battleeld engagement. Beyond its
needs of users of critical IT infrastructure, including governments role in European markets, MBDA has an established presence
and global companies. Airbus Defence andSpace provides in export markets like Asia, the Gulf region and Latin America.
expertise and solutions to help such organisations to protect
The broad product portfolio covers all six principal missile
themselves against, detect, analyse, prevent and respond to
system categories: air-to-air, air-to-surface, surface-to-air, anti-
cyber threats. As a leading provider of Security Operation Centres,
ship, anti-submarine and surface-to-surface. MBDAs product
incident response services; key management; cryptography
range also includes a portfolio of airborne countermeasures
and high-security national solutions and consulting and training
such as missile warning and decoy systems, airborne combat
services, Airbus Defence andSpace has a long track record in
training and counter-IED and counter-mine solutions. The most
providing the most sensitive secure IT and data handling and
signicant programmes currently under development are the
training solutions to defence and security customers throughout
ground based air defence system TLVS/MEADS for Germany,
France, Germany, the UK and other NATO countries.
the Aster Block 1 NT air and missile defence family of systems
for France and Italy, the Sea Venom/ANL anti-ship missile for the
Security Solutions
UK and French navies helicopters, the portable medium range
Security Solutions include sensor networks ranging from battleeld Missile Moyenne Porte (MMP), the network enabled
IR and video cameras through radars to airborne and space precision surface attack SPEAR missile and the Common Anti-
surveillance systems, all connected to command and control Air Modular Missile (CAMM), which is an anti-air missile family
centres, mainly for border security systems. Apart from with land, naval and air launched applications.
Intelligence, Surveillance and Reconnaissance (ISR) systems
for gathering, aggregation and evaluation of incident data, ASL
highly reliable and encrypted digital data and voice networks are
On 20May 2016, Airbus and Safran signed the second phase
provided. Sophisticated decision-making tools support security
of the Master Agreement enabling the joint venture to be
forces to prioritise incidents, allocate required resources and
fully equipped for all design, development, production and
control events in real-time. Services for long-term sustainable
commercial activities related to civil and military launchers and
operation and life-cost optimisation such as simulation and
associated propulsion systems. During the second phase,
training, maintenance, support to operation, local partnerships
Safran and Airbusintegrated within the joint venture all the
are also proposed.
remaining contracts, assets and industrial resources, related
to space launchers and associated propulsion systems. On
Production 30June 2016, Airbus contributed the second phase assets
Airbus Defence andSpace is headquartered in Munich. The and liabilities in exchange for shares issued by Airbus Safran
main engineering and production facilities of the Division Launchers Holding, and also sold additional assets in exchange
are located in France (Paris-region and South-West France), for 750million in cash. Airbus participation in ASL accounted
Germany (Bavaria, Baden-Wrttemberg and Bremen), Spain for at-equity amounts to 677million. The loss of control in the
(Madrid-region and Andalusia) and the UK (Southern England business resulted in a capital gain of 1,175million recognised in
and Wales). In addition, Airbus Defence andSpace operates other income (reported in Airbus Defence and Space Division).
a global network of engineering centres and ofces in more
Airbus and Safran nalised the respective contribution balance
than 80countries.
sheet in the third quarter 2016 in alignment with the provision
of the Master Agreement. On 31December 2016, the transfer
MBDA
of the 34.68% of CNESs stake in Arianespace to ASL was
The Companys missile business in addition to the ASL joint completed. ASL holds 74% of the shares of Arianespace. This
venture derives from its 37.5% stake in MBDA (a joint venture change in the shareholder mix at Arianespace nalises the
between the Company, BAE Systems and Leonardo). MBDA creation of a new launcher governance in Europe.
offers missile systems capabilities that cover the whole range

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1.1.5 Investments
1
Dassault Aviation
As disclosed in a press release dated 10 June 2016, the In addition to the Equity Placement and the Buyback, the
Company sold approximately 0.83million shares in Dassault Company has also issued bonds due 2021 and exchangeable
Aviation, representing around 9.05% of the companys share into Dassault Aviation shares. Following the Equity Placement
capital (the Equity Placement). As part of its share buyback and the Buyback, the Company holds approximately 10% of
programme, Dassault Aviation purchased 502,282 shares Dassault Aviations share capital and 6.2% of its voting rights.
concurrently with the Equity Placement (representing around In case of exchange in full of the bonds, the Company will no
5.5% of Dassault Aviations share capital) (the Buyback). longer hold any of Dassault Aviation shares and voting rights.

1.1.6 Insurance

The Companys Insurance Risk Management function (IRM) Asset and liability insurance policies underwritten by IRM
is established to proactively and efciently respond to risks that for the Company cover risks such as property damage,
can be treated by insurance techniques. IRM is responsible for business interruption, aviation and non-aviation general and
all corporate insurance activities and related protection for the product liability. IRM also provides a group insurance policy for
Company and is empowered to deal directly with the insurance Supervisory and Managing Board Members and certain other
and re-insurance markets. A continuous task of IRM in 2016 employees of Airbus, which is renewed on an annual basis. The
was to further improve efcient and appropriate corporate and Company follows a policy of seeking to transfer the insurable
project-related insurance solutions. risk of the Company to external insurance markets at reasonable
rates, on customised and sufcient terms and limits as provided
IRMs mission includes the denition and implementation of
by the international insurance markets.
the Companys strategy for insurance risk management to help
ensure that harmonised insurance policies and standards are in The insurance industry remains unpredictable. There may be
place for all insurable risks worldwide for Airbus. A systematic future demands to change scope of coverage, premiums and
review, monitoring and reporting procedure applicable to all deductible amounts. Thus, no assurance can be given that the
Divisions is in place to assess the exposure and protection Company will be able to maintain its current levels of coverage
systems applicable to all Airbus sites. The Companys insurance nor that the insurance coverages in place are adequate to cover
programmes cover high risk exposures related to its assets all signciant risk exposure of Airbus.
and liabilities.

1.1.7 Legal and Arbitration Proceedings

Airbus is involved from time to time in various legal and otherclaims resulting from past events that are pending or
arbitration proceedings in the ordinary course of its business, may be instituted or asserted in the future against Airbus, (ii)it
the most significant of which are described below. Other isprobable that an outow of resources embodying economic
than asdescribed below, Airbusis not aware of any material bene ts will be required to settle such obligation and (iii) a
governmental, legal or arbitration proceedings (including any reliable estimate of the amount of such obligation can be made.
such proceedings which are pending or threatened), during a Although Airbusbelieves that adequate provisions have been
period covering at least the previous twelve months which may made to covercurrent or contemplated general and specic
have, or have had in the recent past signicant effects on the litigation and regulatory risks, no assurance can be provided that
Companys or Airbus nancial position or protability. such provisions will be sufcient.Forthe amount of provisions
for litigation and claims, please refer to the Notes to the
Regarding Airbus provisions policy, Airbus recognises provisions
IFRS Consolidated Financial Statements Note22: Provisions,
for litigation and claims when (i)it has a present obligation from
Contingent Assets and Contingent Liabilities.
legal actions, governmental investigations, proceedings and

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WTO Euroghter Austria


Although Airbusis not a party, Airbusis supporting the European In March 2012, the German public prosecutor, following a
Commission in litigation before the WTO. Following its unilateral request for assistance by the Austrian public prosecutor,
withdrawal from the 1992 EU-US Agreement on Trade in Large launched a criminal investigation into alleged bribery, tax evasion
Civil Aircraft, the US lodged a request on 6October 2004 to and breach of trust by current and former employees of EADS
initiate proceedings before the WTO. On the same day, the EU DeutschlandGmbH (renamed on 1July 2014 Airbus Defence
launched a parallel WTO case against the US in relation to its andSpaceGmbH) and Euroghter JagdugzeugGmbH as well
subsidies to Boeing. On 19December 2014, the European Union as by third parties relating to the sale of Euroghter aircraft to
requested WTO consultations on the extension until the end of Austria in 2003. After having been informed of the investigation
2040 of subsidies originally granted by the State of Washington in 2012, Airbus retained the lawrm Clifford Chance to conduct
to Boeing and other US aerospace rms until 2024. a fact nding independent review. Upon concluding its review,
Clifford Chance presented its fact nding report to Airbus
On 1June 2011, the WTO adopted the Appellate Bodys nal
in December2013. Airbus provided the reportto the public
report in the case brought by the US assessing funding to
prosecutors in Germany. Airbus request for access to the
Airbus Commercial Aircraft from European governments. On
prosecutors le is pending. Airbus Defence and SpaceGmbH
1December 2011, the EU informed the WTO that it had taken
settled with the tax authorities in August2016 on the question
appropriate steps to bring its measures fully into conformity
of deductibility of payments made in connection with the
with its WTO obligations, and to comply with the WTOs
Euroghter Austria campaign. In February2017, the Austrian
recommendations and rulings. Because the US did not agree,
Federal Ministry of Defence has raised criminal allegations
the matter is now under WTO review pursuant to WTO rules.
against Airbus Defence and SpaceGmbH for wilful deception
On 23March 2012, the WTO adopted the Appellate Bodys nal and fraud in the context of the sale of the Euroghter aircraft to
report in the case brought by the EU assessing funding to Boeing Austria and respective damage claims. Airbus is cooperating
from the US. On 23September 2012, the US informed the WTO fully with the authorities.
that it had taken appropriate steps to bring its measures fully
into conformity with its WTO obligations, and to comply with Investigation by the UK SFO and Frances PNF
the WTOs recommendations and rulings. Because the EU did into civil aviation business
not agree, the matter is now under WTO review pursuant to
In the context of review and enhancement of its internal
WTO rules.
compliance improvement programme, Airbus discovered
Exact timing of further steps in the WTO litigation process is misstatements and omissions relating to information provided
subject to further rulings and to negotiations between the US in respect of third party consultants in certain applications for
and the EU. Unless a settlement, which is currently not under export credit nancing for Airbus customers. In early 2016
discussion, is reached between the parties, the litigation is Airbus informed the UK, German and French Export Credit
expected to continue for several years. Agencies (ECAs) of the irregularities discovered. Airbus
made a similar disclosure to the UK Serious Fraud Of ce
GPT (SFO). In August2016, the SFO informed Airbus that it had
opened an investigation into allegations of fraud, bribery and
Prompted by a whistleblowers allegations, Airbusconducted
corruption in the civil aviation business of Airbus relating to
internal audits and retained PricewaterhouseCoopers (PwC) to
irregularities concerning third party consultants (business
conduct an independent review relating to GPT Special Project
partners). In March2017, Frances Parquet National Financier
Management Ltd. (GPT), a subsidiary that Airbus acquired in
(PNF) informed Airbus that it had also opened a preliminary
2007. The allegations called into question a service contract
investigation into the same subject and that the two authorities
entered into by GPT prior to its acquisition by Airbus, relating to
will act in coordination going forward. Airbus is cooperating fully
activities conducted by GPT in Saudi Arabia. PwCs report was
with both authorities. The SFO and PNF investigations and any
provided by Airbus to the UK Serious Fraud Ofce (SFO) in
enforcement action potentially arising as a result could have
March2012. In the period under review and based on the work
negative consequences for Airbus. The potential imposition of
it undertook, nothing came to PwCs attention to suggest that
any monetary penalty (and the amount thereof) arising from the
improper payments were made by GPT. In August2012, the SFO
SFO and PNF investigations would depend on factual ndings,
announced that it had opened a formal criminal investigation
and could have a material impact on the nancial statements,
into the matter. Airbus is in continuing engagement with the
however at this stage it is too early to determine the likelihood
authorities.
or extent of any liability. Investigations of this nature could
also result in (i)civil claims or claims by shareholders against
Airbus (ii)adverse consequences on Airbus ability to obtain or
continue nancing for current or future projects (iii)limitations

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on the eligibility of group companies for certain public sector Airbus is cooperating with a judicial investigation against
contracts and/or (iv)damage to Airbus business or reputation unknown persons in France related to Kazakhstan. Airbus
via negative publicity adversely affecting Airbus prospects in
the commercial market place.
is cooperating with French judicial authorities pursuant to a
request for mutual legal assistance made by the government
1
of Tunisia in connection with historical aircraft sales.
ECA nancing
ECA nancing continues to be suspended. Airbus is working Review of business partner relationships
with the relevant ECAs to re-establish ECA financing. In light of regulatory investigations and commercial disputes,
See Financial Market Risks Sales Financing Arrangements. including those discussed above, Airbus has determined to
enhance certain of its policies, procedures and practices,
Other investigations including Ethics and Compliance. Airbus is accordingly in the
process of revising and implementing improved procedures,
In October 2014, the Romanian authorities announced an
including those with respect to its engagement of consultants
investigation relating to a border surveillance project in Romania.
and other third parties, in particular in respect of sales support
Airbusconrms that Airbus Defence andSpaceGmbH had
activities and is conducting enhanced due diligence as a pre-
been informed that the German prosecution of ce is also
condition for future or continued engagement and to inform
investigating potential irregularities in relation to this project, a
decisions on corresponding payments. Airbus has therefore
project in Saudi Arabia and a project of Tesat-SpacecomGmbH
engaged legal, investigative, and forensic accounting expertise
& Co. KG. The public prosecutor in Germany has launched
of the highest calibre to undertake a comprehensive review
administrative proceedings in the contex t of those
of all relevant third party business consultant relationships
investigations against Airbus Defence andSpaceGmbH and
and related subject matters. Airbus believes that these
Tesat-SpacecomGmbH&Co. KG. Airbus has cooperated fully
enhancements to its controls and practices will best position it
with the authorities. InOctober2016, the German authorities
for the future, particularly in light of advancements in regulatory
announced that they were dropping their investigations into
standards. Certain consultants and other third parties have
the Romanian and Saudi projects. The tax authorities may
initiated commercial litigation and arbitration against Airbus. The
challenge the tax treatment of business expenses in connection
comprehensive review and these enhancements of its controls
with the Romanian and Saudi projects.
and practices may lead to additional commercial disputes or
In 2013, public prosecutors in Greece and Germany launched other civil law or criminal law consequences in the future,
investigations into a current employee and former Managing which could have a material impact on the nancial statements,
Directors and employees of Atlas ElektronikGmbH (Atlas), however at this stage it is too early to determine the likelihood
a joint company of ThyssenKrupp and Airbus, on suspicion or extent of any liability.
of bribing foreign ofcials and tax evasion in connection with
projects in Greece. The public prosecutor in Germany has Commercial disputes
launched an administrative proceeding for alleged organisational
In May2013, Airbus has been notied of a commercial dispute
and supervisory shortfalls against Atlas. The authorities in
following the decision taken by Airbus to cease a partnership
Greece have launched civil claims against Atlas. In 2015, the
for sales support activities in some local markets abroad. Airbus
public prosecutor in Germany launched another investigation
believes it has solid grounds to legally object to the alleged
into current and former employees and Managing Directors of
breach of a commercial agreement. However, the consequences
Atlas on suspicion of bribery and tax evasion in connection with
of this dispute and the outcome of the proceedings cannot be
projects in Turkey and extended the investigation in 2016 to ve
fully assessed at this stage. The arbitration will not be completed
current and former employees of Atlas shareholders. Afurther
until 2018 at the earliest.
investigation was also launched against two former Atlas
employees on suspicion of bribery in connection with projects In the course of another commercial dispute, Airbus received
in Pakistan. In 2016, two further investigations were started a statement of claim alleging liability for refunding part of the
by the Bremen public prosecutor with regard to operations in purchase price of a large contract which the customer claims
Indonesia and Thailand. With the support of its shareholders, it was not obliged to pay. The dispute is currently the subject
Atlas is cooperating fully with the authorities and is conducting of arbitration.
its own internal investigation. Settlement talks with the Bremen
public prosecutor started in November2016.

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1.1.8 Research and Technology, Intellectual Property

Positioning Airbusfor the Future Exponential Organisation and if successful, a proof point for
Airbus technological expertise is essential for ensuring the the ability to create such an organisation internally, close to the
Companys long-term market leadership and opening business core of the business.
opportunities in new markets. Airbus research and technology Four technology thrusts ensure that road mapping, group
(R&T) efforts are focused on protability, value creation, market demonstrators and R&T projects form a coherent portfolio of
position and delivering competitive, integrated solutions for its activities to advance rapidly strategic priorities. These thrusts
customers, along with exploring emerging concepts that will are:
shape its future.
Electrication;
Airbus Corporate Technology Ofce (CTO), which was previously

Urban Air Mobility;
known as the Corporate Technical Ofce, is the focal point for

Digital Product Development Process and Factory;
this activity, ensuring that business and technology strategies

Connected Fleet.
are closely linked. The CTO addresses technology trends that
impact Airbus business, and identies key areas for R&T. It is Quality
responsible for the Airbus Group Innovations R&T network and The CTO manages the Company-wide Quest quality
also oversees information technology, cyber security, quality, improvement initiative that supports the Companys aim of
new business ventures and Intellectual property activities across delivering even better products and services for customers,
the Group. and reducing the cost of non-quality. Following its kick-off in
Signicant restructuring of CTO was undertaken in 2016 and 2014, the Quality initiative Quest has made signicant progress.
will continue into 2017. The CTO is undergoing a transformation More than 500million of Cost of non-Quality could be saved
programme to become more agile, innovative and aligned since the beginning of the project by focusing on the right tools
with the needs of Airbus. The new CTO organisation is and methodologies and supporting people in the evolution of the
responsible for guiding all R&T of the Company and ensures Mindset and Behaviours, especially when it comes to making
Airbus-wide integration of technology. The CTO is also in Quality a priority.
charge of developing the Airbus-wide R&T Roadmaps and With the decision to implement APQP (Advanced Product
executing Demonstrator projects together with the Divisions. Quality Planning), a methodology to become industry standard
This organisation applies a lean, project-based approach, will very soon, the end-to-end focus of Quality has been and will
encourage collaboration with external research communities continue to be signicantly increased. A dedicated learning
and develop partnerships, especially through open innovation path has been established and the rst 50 APQP-Masters were
with technical and scientic experts. Airbus Demonstrators trained in 2016. Overall, people were in the focus of 2016 efforts,
are a means to develop new products, ser vices and with for example:
design and manufacturing methods that encompass and
reaching a total of more than 15,000 employees with a
represent radical technological breakthroughs, rather than dedicated Quality experience world that travelled across
incremental development. Airbus Demonstrators also provide 31sites (production included);
a maturation mechanism and maturity gates for Airbus R&T
training more than 5,000people in dedicated train-the-trainer
portfolio. The Demonstrators will employ a CTO-established and team sessions on Mindset & Behaviour;
development methodology, including phasing and key
creation of dedicated communities on the Airbus intranet HUB
gates, lightweight project management and earned-value with several of thousands of people connected and sharing
management processes, and budgeting, HR and contracting their expertise and best practice.
mechanisms tailored for speed of execution.
Furthermore, a harmonised and simple set of ve KPIs has
Airbus Group Innovations (AGI) will become a Central R&T been established, covering Quality from engineering, supply
organisation to provide expertise in breakthrough technologies chain, production and customer satisfaction at handover to the
in support of the Group demonstrators. The CTO nursery and resulting measure of Cost of non-Quality.
Airbus BizLab will be merged into a single entity responsible
for incubation and acceleration of internal and start-up ideas In the frame of the Gemini project the closer integration of the
that can be turned into viable business ventures. The CTO quality functions has been decided, leading to a further increase
organisation will serve as a pilot for the construct of an in focus on Quality rst.

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Leading a Group-wide Strategy In April2016 a partnership agreement was signed between


Airbus and Siemens to research and develop hybrid-electric
Corporate-level R&T efforts are centered around nine key
strategic technology roadmaps that provide the framework propulsion systems. The collaboration objectives are to
demonstrate the technical feasibility and performance of various
1
on which to build Airbus competitiveness and capabilities.
Elaborated by the Divisions under the leadership of the CTO, hybrid-electric propulsion subsystems by 2020.
these shared roadmaps were created for faster delivery of new This cooperation is linked with the E-Aircraft Systems Programme
technologies by optimizing group-wide R&T efforts. and Airbus and Siemens engineers are working together in
A key part of the technology roadmaps is the CTOs global reach. Ottobrunn where the E-Aircraft Systems House will be located.
Its international presence facilitates relationships, partnerships This development team will be made up of around 200people
and collaborations that help Airbus Group develop new products, (roughly a 50/50 split from Airbus and Siemens) harnessing the
services, business models, methods, tools and manufacturing expertise of their worldwide R&D network. A dedicated Airbus
processes for maintaining the Companys competitiveness and team for Assembly, Test and Integration, supported by Siemens
leadership into the future. test engineers are working in the E-Aircraft System House to
integrate the developed equipment and execute the testing.

A Lean, Agile Network for Global Innovation Airbus E-Aircraft Systems Programme pushes electric and
AGI the Companys global R&T network is managed by hybrid-electric technologies towards the required performance
the CTO and driven by Airbus overall strategy. It leverages a of up to 20MW, needed for electric and hybrid-electric ight of
close relationship with Airbus three Divisions to identify new a short range passenger aircraft. The E-Aircraft Systems House
technologies and breakthrough concepts for eventual transfer to is Airbus research lab for future electric and hybrid-electric
Airbus commercial Divisions. AGI is undergoing a transformation technologies. It will also be the supporting ground test facility
to become more agile, innovative and aligned with the needs of to develop and test the propulsion technologies needed for
the Companys Divisions. Its teams have been reorganised into future ying demonstrators.
ve transnational Innovation Centres focused around core group
competencies, along with a policy and development function Staying Ahead of Cyber Threats
that includes all support activities. This structure ensures that The CTOs Cyber Security Programme Directorate is responsible
AGI creates long-term value for Airbus. for safeguarding the Companys products, manufacturing
AGI employs over 1,000people across several sites including systems and IT infrastructure from cyber threats. This operation
France, Germany, the UK, Spain, Singapore, and India, along combines all of the group-wide competences behind common
with its operations in China, Japan, South Korea, Thailand, objectives and establishes priorities for protecting Airbus from
Malaysia, Canada and the US. This international presence the increasing threat of cyber attacks in the short- and long-
increases Airbus access to diverse talent, knowledge, disruptive terms.
technologies and new markets, which improves the Companys
exibility, robustness and ability to innovate. It also fosters the Intellectual Property and Open Innovation
development of partnerships with leading universities and high- Airbus policy is to establish, protect, maintain and defend its IP
tech engineering schools through joint research projects, as rights in all commercially signicant countries and to use those
well as employment of thesis students, post-graduate interns rights in responsible ways. Airbus makes select patents and
and doctorates. expertise available through technology transfer and licensing
agreements as part of its Open Innovation processes. Open
Major Milestones for Electric Aviation Innovation and technology transfer create a win-win situation
Development of electric and hybrid-propulsion aircraft is one of for sharing the risks of R&T with external partners, while
the Companys key priorities for the future, and the CTO is leading creating new market opportunities for Airbus. Under the CTOs
this E-aircraft Roadmap with the long-term goal of applying responsibility, Airbus technology transfer initiative generates
electric and hybrid-propulsion technologies to helicopters and revenues by licensing approved technologies and offering
regional airliners. Electric-powered thrust fans for aircraft will engineering services, along with forming strategic technology
contribute to the aviation technology environmental targets of partnerships such as its long-term agreement that provides
reductions of CO2 emissions by 75%, NOx emissions by 90%, automotive manufacturer Maserati with access to a wide range
and noise by 65% by 2050. of Airbus expertise and know-how.

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1.1.9 Corporate Social Responsibility

Airbus CSR Approach Materiality


At Airbus, corporate social responsibility (CSR) refers to how Airbus focuses on material issues that have signicant operational
we are aligning the Company with the needs and expectations and strategic impacts, potentially affecting Airbus risks and
of society.Airbus aims to balance its strategy for growth with performance. Airbus is taking into account stakeholders and
ful lling duties to all stakeholders and addressing material analysts questions about the materiality of CSR issues.
sustainability issues. Underlying this is a drive to deliver the
best technology to serve mobility and security. Data and Performance
A signatory to the United Nations Global Compact since 2003,
Stakeholders Airbusis committed to the UN Global Compact principles and
Airbus businesses are characterised by long product lifecycles has reached the Advanced Level(1).
and corresponding returns on investments, considerable
Environmental, Social and Governance (ESG) reporting is
costs and risks in programme development, and cyclical
embedded across the Group, measuring performance and
civilian markets. The principal stakeholders are shareholders,
progress. Environmental and social data have been externally
customers, regulators, policymakers, employees, suppliers,
audited since 2010. Below is a selection(2) of externally reviewed
NGOs, as well as society at large.
environmental indicators. For a selection of social performance
indicators, see 1.1.10Employees.

(1) Through the GC Advanced level, the Global Compact Ofce recognises companies that strive to be top reporters and declare that they have adopted and report
on a broad range of best practices in sustainability governance and management.
(2) For details on Scope and Methodology, please refer to the Airbus website at www.airbusgroup.com.

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Environmental
performance KPI Unit 2016 2015
Total energy consumption
(excluded electricity generated by CHP on site for own use) MWh 3,893,111 3,872,080
1
Energy consumption from stationary sources MWh 1,395,192 1,398,765
of which
natural gas consumption MWh 1,335,263 1,311,602
distillate fuel oil consumption (Gas oil, Diesel, FOD) MWh 12,170 16,060
liquefied petroleum gas consumption MWh 360 150
propane consumption MWh 3,883 7,237
biomass consumption MWh 43,517 63,715
Energy consumption from mobile sources MWh 1,045,159 934,679
of which
gasoline consumption MWh 2,769 2,860
distillate fuel oil consumption (Gas oil, Diesel, FOD) MWh 27,166 26,561
Energy
liquefied petroleum gas consumption MWh 118 6
propane consumption MWh 1,700 615
jet fuel aircraft/ kerosene consumption MWh 1,010,647 900,375
flight tests MWh 559,106 520,012
Beluga MWh 451,540 380,363
aviation gasoline consumption MWh 2,760 4,263
Total electricity consumption MWh 1,452,760 1,538,636
of which
purchased electricity consumption MWh 1,371,842 1,440,722
purchased heat/ steam MWh 80,671 97,494
generated electricity from photovoltaic on-site for own use MWh 247 220
generated electricity from other renewable source on-site for own use MWh 0 199
Generated electricity from CHP on-site for own use MWh 188,144 177,359
Total CO 2 emissions tonnes CO 2 935,402 927,616
Total direct CO2 emissions (Scope 1) tonnes CO2 557,447 525,883
of which
CO2 emissions from stationary sources tonnes CO2 272,679 269,569
CO2 emissions from mobile sources tonnes CO2 269,493 241,039
Air emissions CO2 emissions from fugitive sources tonnes CO2 15,203 15,190
CO2 emissions from processes on site tonnes CO2 72 84
Total indirect CO2 emissions (Scope 2) tonnes CO2 377,955 401,734
Total VOC emissions* tonnes 1,539 1,450
Total SOx emissions tonnes 15 15
Total NOx emissions tonnes 241 248
Total water consumption m3 3,834,265 5,478,896
of which
purchased water % 76.4% 52.4%
abstracted ground water % 20.0% 45.2%
Water
withdrawn surface water % 3.5% 2.3%
rainwater collected used % 0.1% 0.1%
Total water discharge m3 3,464,179 4,209,858
of which water discharged via an internal pre-treatment plant m3 228,428 1,196,339
Total waste production, excluding exceptional waste tonnes 104,505 105,114
of which
non-hazardous waste tonnes 77,835 78,635
hazardous waste tonnes 26,670 26,479
Waste
waste going to material recovery tonnes 62,344 63,293
waste going to energy recovery tonnes 21,954 21,381
Material recovery rate % 59.7% 60.2%
Energy recovery rate % 21.0% 20.3%
Number of sites with ISO14001/ EMAS certification** unit 61 79
EMS certification
Percentage of workforce covered by ISO14001 & environmental reporting % 86% 83%

Data audited by Ernst & Young et Associs. 2016 data covers 85% of total group employees.
2015 data correspond to the data validated by the external third party in 2015, without any recalcultation to take into account perimeters movements, which can explain
some of the observed variances.
* 2016 VOC emissions data is estimated.
** Number of sites covered by the environmental reporting which are certified ISO14001. Decrease due to perimeter change within the group Airbus.
Only 100% consolidated entities are taken into account.

Registration Document 2016 - AIRBUS 53


Informationon AirbusActivities
1.1 Presentation of the Company

1.1.10 Employees

As of 31 December 2016, Airbus workforce amounted to In terms of nationalities, 36.6% of Airbus employees are from
133,782employees (compared to 136,574employees in 2015), France, 33.6% from Germany, 9.3% from the UK and 9.2% are
95.9% of which consisted of full time employees. These statistics from Spain. US nationals account for 1.8% of employees. The
take into account consolidation effects and perimeter changes remaining 9.5% are employees coming from a total of 136 other
throughout 2016. Depending on country and hierarchy level, the countries. In total, 91.2% of Airbus active workforce is located
average working time is between 35 and 40hours per week. in Europe on more than 100sites.

In 2016, 7,532employees worldwide were welcomed into Airbus


(compared to 5,266 in 2015 and 5,211 in 2014). At the same Workforce by Division and Geographic Area
time, 4,698employees left Airbus including partial retirements The tables below provide a breakdown of Airbus employees
(compared to4,870 in 2015 and 4,478 in 2014). by Division and geographic area, as well as by age and gender,
including the percentage of part-time employees.

Employees by Division 31December 2016 31December 2015 31December 2014


Airbus Commercial Aircraft 73,852 72,816 73,958
Airbus Helicopters 22,507 22,520 22,939
Airbus Defence andSpace 34,397 38,206 38,637
Airbus Corporate Functions(1) 3,026 3,032 2,989
Other Businesses - - 99
Group Total 133,782 136,574 138,622
(1) Airbus Corporate Functions includes Headquarters, Shared Services and Innovation Works.

Employees by geographic area 31December 2016 31December 2015 31December 2014


France 47,963 50,810 51,740
Germany 46,713 47,796 48,374
Spain 12,682 12,521 12,449
UK 12,020 12,157 12,783
US 2,829 2,821 2,991
Other Countries 11,575 10,469 10,285
Group Total 133,782 136,574 138,662

% Part time employees 31December 2016 31December 2015 31December 2014


France 4.5% 4.2% 4.1%
Germany 5.5% 5.1% 4.5%
Spain 1.1% 1.2% 1.0%
UK 2.7% 2.4% 1.8%
US 0.7% 1.1% 1.6%
Other Countries 1.5% 1.4% 0.8%
Group Total 4.1% 3.9% 3.4%

Active Workforce by contract type 31December 2016 31December 2015 31December 2014
Unlimited contract 131,153 133,650 135,688
Limited contract > 3months 2,629 2,924 2,934

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Informationon AirbusActivities
1.2 Recent Developments

% Active Workforce by Age 31December 2016 31December 2015 31December 2014


<20
20-29
0.2%
10.4%
0.2%
10.6%
0.2%
11.4%
1
30-39 29.5% 29.7% 30.0%
40-49 27.9% 27.9% 27.8%
50-59 27.1% 27.1% 26.3%
60+ 4.9% 4.6% 4.3%

31December 2016 31December 2015 31December 2014


Women in Active Workforce 17.2% 17.2% 17.1%
Women in Management Positions 11.4% 10.9% 10.2%
Employee Turnover Rate 3.6% 3.6% 3.3%
Total number of Training Hours 2,320,508 2,264,145 2,906,356
Total number of Training Participants 214,819 226,692 238,386

Data audited by Ernst & Young et Associs.


The turnover rate does not include departures of the non-active workers.
The % of women in management positions only applies to the top 4% of the active workforce.

Reporting Scope
Airbus headcount reporting includes all consolidated companies quota. This includes employees working for the Company or
worldwide. The internationally comparative gures are based on its subsidiaries in France, Germany, Spain, Great Britain and
the Active Workforce, i.e. the number of permanent and short- internationally. In total, about 3% of the companies belonging
term employees, irrespective of their individual working times. to Airbus usually recently acquired are not included in the
The headcount is calculated according to the consolidation scope, as no detailed employee data is available at group level.
quota of the respective companies.
The reporting scope for training indicators is limited to Airbus
The scope for HR structure reporting covers about 97% of core Divisions and subsidiaries, with a coverage rate of 81%.
Airbus consolidated companies, including all employees of
For more details on Scope and Methodology, please refer to
these companies, irrespective of their individual consolidation
the Airbus website at www.airbusgroup.com

1.2 Recent Developments


As announced on 12January 2017, Airbus Defence and Space The France-based portion of the business will be transferred to
has entered into an agreement to sell its 49percent share in KKR once the carve-out of the French entity in Elancourt, near
Atlas Elektronik Group to thyssenkrupp AG based in Essen, Paris, is completed. The closing of this part of the transaction is
Germany. With this acquisition, thyssenkrupp, which to date subject to regulatory approval from the French government. KKR
has held a 51percent share in the company, will become the acquires the business for an enterprise value of approximately
sole owner of Atlas Elektronik. The sale of its shares in Atlas 1.1billion. Airbus has agreed to maintain a 25.1% minority stake
Elektronik, a supplier of cutting-edge maritime technology, is for a limited number of years post-closing until the full separation
part of Airbus Defence and Spaces divestment programme of the sites. This measure will facilitate a smooth transition for
which will allow it to focus on its core business. Closing of the employees and business stakeholders. The Defence Electronics
transaction is subject to customary regulatory approvals. activity, which will be renamed Hensoldt, is a global provider
of mission-critical sensors, integrated systems and services for
As announced on 28February 2017, Airbus has nalised the sale
premium defence and security applications. Headquartered in
of its Germany-based Defence Electronics business to KKR, a
Ottobrunn, Germany, it has around 4,000employees worldwide,
leading global investment rm, following the receipt of regulatory
with annual revenues of around 1billion.
and other approvals, including from the German government.

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Chapter

Registration Document 2016 - AIRBUS 56


Registration Document 2016

ManagementsDiscussion
andAnalysisofFinancial
Condition andResults
ofOperations

2.1 Operating and Financial Review 58


2.1.1 Overview 59
2.1.2 Signicant Accounting Considerations,
PoliciesandEstimates 61
2.1.3 Performance Measures 62
2.1.4 Results of Operations 67
2.1.5 Changes in Consolidated Total Equity
(IncludingNon-ControllingInterests) 70
2.1.6 Liquidity and Capital Resources 72
2.1.7 Hedging Activities 75

2.2 Financial Statements 76

2.3 Statutory Auditors Fees 76

2.4 Information Regarding the Statutory Auditors 77

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ManagementsDiscussion andAnalysisofFinancial Condition andResults ofOperations
2.1 Operating and Financial Review

2.1 Operating and Financial Review

The following discussion and analysis is derived from and should be read
together with the audited IFRS Consolidated Financial Statements ofAirbus
asof and for the years ended 31December 2016, 2015and2014 incorporated
by reference herein. These nancial statements have been prepared in
accordance with International Financial Reporting Standards (IFRS) issued
bythe International Accounting Standards Board as endorsed by the European
Union, and with Part9 of Book2 oftheDutchCivil Code. When reference is
made to IFRS, this intends tobe EU-IFRS.
The following discussion and analysis also contains certain non-GAAP nancial
measures, i.e., nancial measures that either exclude or include amounts
that are not excluded or included in the most directly comparable measure
calculated and presented in accordance with IFRS. Specically, Airbus makes
use of the non-GAAP measures (i.e. Alternative Performance Measures) EBIT
Adjusted, net cash and Free Cash Flow.
Airbus uses these non-GAAP nancial measures to assess its consolidated
nancial and operating performance and believes they are helpful in identifying
trends in its performance. These measures enhance managements ability
to make decisions with respect to resource allocation andwhether Airbus is
meeting established nancial goals.
Non-GAAP nancial measures have certain limitations as analytical tools, and
should not be considered in isolation or as substitutes for analysis ofAirbus
results as reported under IFRS. Because of these limitations, they should not be
considered substitutes for the relevant IFRS measures.
For its full-year2016 nancial reporting, Airbus has implemented the European
Securities and Markets Authoritys guidelines on Alternative Performance
Measures. As a result, certain items will no longer be labelled as one-offs.
Such items will instead be labelled as Adjustments. Airbus will no longer
measure and communicate its performance on the basis of EBIT* (i.e. EBIT
pre-goodwill impairment and exceptionals) but on the basis of EBIT (reported).
Terminology will change such that EBIT* before one-offs will be replaced by
EBIT Adjusted and EPS* before one-offs will be replaced by EPS Adjusted.

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2.1 Operating and Financial Review

2.1.1 Overview

With consolidated revenues of 66.6billion in 2016, Airbus is a second largest space business. In helicopters, Airbus provides
global leader in aeronautics, space and related services. Airbus the most efcient civil and military rotorcraft solutions worldwide.
offers the most comprehensive range of passenger airliners from In 2016, it generated 83% of its total revenues in the civil sector
100 to more than 600seats. Airbus is also a European leader
providing tanker, combat, transport and mission aircraft, as
(compared to 82% in 2015) and 17% in the defence sector
(compared to 18% in 2015). As of 31December 2016, Airbus
2
well as Europes number one space enterprise and the worlds active headcount was 133,782employees.

2.1.1.1 Exchange Rate Information


The nancial information presented in this document is expressed ineuro,USdollar or pound sterling. The following table sets
out, for the periods indicated, certain information concerning the exchange rate between the euro and the USdollar and pound
sterling, calculated using the ofcial European Central Bank xing rate:

Average Year-end
Year ended /US$ / /US$ /
31December 2014 1.3285 0.8061 1.2141 0.7789
31December 2015 1.1095 0.7259 1.0887 0.7340
31December 2016 1.1069 0.8195 1.0541 0.8562

2.1.1.2 Reportable Business Segments 2.1.1.3 Signicant Programme Developments,


Airbus operates in three reportable segments which reect the Restructuring and Related Financial
internal organisational and management structure according to Consequences in2014, 2015 and 2016
the nature of the products and services provided. A380 programme. In 2014, Airbus Commercial Aircraft
provided for costs related to in-service technical issues identied

Airbus Commercial Aircraft (formerly Airbus): development,


and with solutions dened, which reected the latest facts and
manufacturing, marketing and sale of commercial jet aircraft of
circumstances at the time.
more than 100seats; aircraft conversion and related services;
development, manufacturing, marketing and sale of regional In 2015, Airbus Commercial Aircraft improved gross margin
turboprop aircraft and aircraft components; per aircraft. Despite lower A380 deliveries (27aircraft in 2015

Airbus Helicopters: development, manufacturing, marketing compared to 30 aircraft in 2014), the programme achieved
and sale of civil and military helicopters; provision of helicopter- breakeven for the rst time in 2015.
related services; and
In 2016, Airbus Commercial Aircraft found an agreement with

Airbus Defence andSpace: Military combat aircraft and


Emirates and Rolls Royce to shift six deliveries from 2017 into
training aircraft; provision of defence electronics and of
2018 and from 2018 into 2019, which secures the delivery prole
global security market solutions such as integrated systems
into 2019. 12aircraft remains the 2018 target for deliveries. Fixed
for global border security and secure communications
cost reduction measures will be accelerated to minimise the
solutions and logistics; training, testing, engineering and other
impact on breakeven at a lower level of deliveries.
related services; development, manufacturing, marketing
and sale of missiles systems; development, manufacturing, A350 XWB programme. In 2014, the A350 XWB received
marketing and sale of satellites, orbital infrastructures and Type Certication and entry-into-service occurred at the end
launchers; provision of space related services; development, of 2014, with the rst A350 XWB being delivered to Qatar
manufacturing, marketing and sale of military transport aircraft Airways on 22December in line with commitments. In 2014,
and special mission aircraft and related services. Airbus Commercial Aircraft applied prospectively construction
contract accounting for launch customer contracts in the civil
Other/ HQ/ Consolidation comprises the holding function
aircraft business where customers signi cantly in uenced
of Airbus Headquarters, the Airbus Group Bank and other
the structural design and technology of the aircraft under the
activities not allocable to the reportable segments, combined
contract. Considering certain airline customers involvement
together with consolidation effects.
in the development and production process of the A350XWB
programme, Airbus Commercial Aircraft applied IAS 11
Construction Contracts accounting to a xed number of launch
customer contracts of the A350XWB programme. For all other
contracts, IAS18 is applied.

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ManagementsDiscussion andAnalysisofFinancial Condition andResults ofOperations
2.1 Operating and Financial Review

In 2015, Airbus Commercial Aircraft delivered 14 additional The rst major development milestone of the mission capability
aircraft. Despite the progress made, signi cant challenges roadmap dened with customers earlier in 2016 was successfully
remained with the ramp-up acceleration. completed in June with certication and delivery of MSN33,
the ninth aircraft for the French customer, however achievement
In 2016, Airbus Commercial Aircraft delivered 49A350XWB
of contractual technical capabilities remains challenging.
aircraft, including to 7 new customers. To reect expected lower
revenues escalation, increased learning curve costs and delivery In the rst half-year2016, management reviewed the programme
phasing, Airbus Commercial Aircraft recorded a net charge evolution and estimated contract result incorporating the
of 385million on A350XWB loss making contracts in the implications at this time of the revised engine programme
second quarter 2016. The industrial ramp-up is progressing and and its associated recovery plan, technical issues related to
associated risks continue to be closely monitored in line with the aluminium alloy used for some parts within the aircraft,
the schedule, aircraft performance and overall cost envelope, recurring cost convergence issues, an updated assumption
as per customers commitment. Despite the progress made, of export orders during the launch contract phase and nally
challenges remain with the ramp-up acceleration and recurring some delays, escalation and cost overruns in the development
costs convergence. programme. During the second half-year2016, the programme
encountered further challenges to meet military capabilities and
A400M programme. Technical progress on the A400M
management reassessed the industrial cost of the programme,
programme resulted in the recognition of A400M-related
now including an estimation of the commercial exposure. As a
revenues of 1.6 billion in 2014, 1.6 billion in 2015 and
result of these reviews, Airbus Defence and Space has recorded
1.7billion in 2016.
a charge of 2,210million in 2016 (thereof 1,026million in
There were eight aircraft deliveries in 2014 four to France, the first half-year 2016). This represents the current best
two to Turkey and one each to Germany and to the UK. In the management assessment. Challenges remain on meeting
last quarter of 2014, management reviewed the programme contractual capabilities, securing sufcient export orders in
evolution mostly driven by military functionality challenges time, cost reduction and commercial exposure, which could
and industrial ramp-up together with associated mitigation be signicant. Given the order of magnitude on the cumulative
actions and recorded based on management best estimate programme loss, the Board of Directors has mandated the
an additional net charge of 551million for the period ended management to re-engage with customers to cap the remaining
31December 2014. exposure.
An additional 11A400M aircraft were delivered in 2015, resulting The A400M contractual SOC 1, SOC 1.5 and SOC 2 milestones
in 21 cumulative deliveries up to 31December 2015. remain to be achieved. SOC 1 fell due end October 2013,
SOC 1.5 fell due end December 2014, and SOC 2 end of
Management reviewed the programme evolution and estimated
December2015. The associated termination rights became
contract result driven to a large extent from the implications
exercisable by OCCAR on 1November 2014, 1January 2016,
of the A400M accident in Seville in May2015, as well as the
and 1January 2017, respectively. Management judges that
impact of low ination on the price revision formulae, delays in
it is highly unlikely that any of these termination rights will be
military functionality and deliveries, commercial negotiations,
exercised.
cost reduction targets and challenges in the industrial ramp-up,
together with associated mitigation actions. As a result of this A320 programme. Joint European and US certication for the
review, Airbus Defence andSpace recorded an additional net A320neo was received in the fourth quarter of 2015 with the
charge of 290 million in the second quarter of 2015. The rst delivery following in January2016. Despite some schedule
detailed review continued in the second half of 2015 however set-backs, the A320neo ramp-up preparation got underway with
no further net charges were deemed necessary. the focus on maturity and service-readiness for early operations
in line with customer expectations.
17A400M aircraft were delivered during 2016. Acceptance
activities of one additional aircraft were nalised at the end of In 2016, 68aircraft on the A320neo programme were delivered
December2016, but transfer of title only took place on 1January to 17customers. Both engine suppliers are committed to deliver
2017 (corresponding revenues will be recognised in 2017). In in line with customer expectations. Challenges remain with the
total, 38aircraft have now been delivered to the customer as A320neo ramp-up and delivery prole, which is expected to be
of 31December 2016. back-loaded in 2017. For the Pratt & Whitney engine, challenges
are to (i)meet the delivery commitments in line with agreed
Industrial efciency and military capabilities remain a challenge
schedule; (ii)x in-service maturity issues in line with Airbus
for the A400M programme and furthermore, the EASA
and customer expectations.
Airworthiness Directive, linked to the Propeller Gear Box (PGB)
on the engine, and various PGB quality issues have strongly
impacted the customer delivery programme.

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ManagementsDiscussion andAnalysisofFinancial Condition andResults ofOperations


2.1 Operating and Financial Review

A330 programme. In 2016, the A330neo development was UK and Spain has been communicated to the employees and
ongoing. The rst delivery is scheduled for the rst half of 2018. the European Works Council in November2016.

Airbus makes estimates and provides, across the programmes, In Airbus Helicopters, the business has been reassessed in 2016
for costs related to in-service technical issues which have leading to a restructuring provision of 42million.
been identi ed and for which solutions have been de ned,
In 2013, a provision of 292million was booked related to the
which re ects the latest facts and circumstances. Airbus is
contractually liable for the repair or replacement of the defective
parts but not for any other damages whether direct, indirect,
restructuring of the Airbus Defence andSpace Division and
Headquarters. After reassessing and adjusting the provision, 2
releases were made of 41million in 2015 and 20million in
incidental or consequential (including loss of revenue, prot
2016, respectively.
or use). However, in view of overall commercial relationships,
contract adjustments may occur, and be considered on a
case by case basis. 2.1.1.4 Current Trends
Restructuring provisions. In 2016, a net 182 million Airbusexpects the world economy and air trafc to grow in
provision related to restructuring measures was booked by line with prevailing independent forecasts, which assume no
Airbus. major disruptions.

Following the announcement in September2016 of the merger of Airbus 2017 earnings and Free Cash Flow guidance is based
the Group structure with its largest Division Airbus Commercial on a constant perimeter: in 2017, Airbus Commercial Aircraft
Aircraft to increase future competitiveness, a restructuring expects to deliver more than 700commercial aircraft. Before
provision of 160million has been recorded at year-end 2016. M&A, Airbus expects mid-single-digit percentage growth in
Accordingly, a plan including temporary contract termination, EBIT Adjusted and EPS Adjusted compared to 2016. Free Cash
non-replacement of attrition, redeployment, partial and early Flow is expected to be similar to 2016 before M&A and customer
retirement as well as voluntary leaves in Germany, France, the nancing.

2.1.2 Signicant Accounting Considerations, PoliciesandEstimates

Airbus signi cant accounting considerations, policies and 2.1.2.3 Accounting for Hedged Foreign
estimates are described in the Notes to the Consolidated Exchange Transactions in theFinancial
Financial Statements. Statements
At least 70% of Airbus revenues are denominated inUSdollars,
2.1.2.1 Scope of and Changes inConsolidation whereas a major portion of its costs is incurred ineuros and,
For further information on the scope of and changes in to a smaller extent, in pounds sterling. Airbus uses hedging
consolidation as well as acquisitions and disposals of interests strategies to manage and minimise the impact of exchange rate
in business, please refer to the Notes to the IFRS Consolidated uctuations on its prots, including foreign currency derivative
Financial Statements Note2: Signicant Accounting Policies contracts, interest rate and equity swaps and other non-
and Note6: Acquisitions and Disposals. derivative nancial assets or liabilities denominated in a foreign
currency. For further information, please refer to 2.1.7 Hedging
Activities, Risk Factors 1. Financial Market Risks Foreign
2.1.2.2 Capitalised Development Costs Currency Exposure and to the Notes to the IFRS Consolidated
Pursuant to the application of IAS38 Intangible Assets, Airbus Financial Statements Note2: Signicant Accounting Policies
assesses whether product-related development costs qualify and Note35: Information about Financial Instruments.
for capitalisation as internally generated intangible assets.
Criteria for capitalisation are strictly applied. All research and
2.1.2.4 Foreign Currency Translation
development costs not meeting the IAS38 criteria are expensed
as incurred in the consolidated income statement. Please refer For information on transactions in currencies other than the
to the Notes to the IFRS Consolidated Financial Statements functional currency of Airbus and translation differences for
Note 2: Significant A ccounting Policies Research and other assets and liabilities of Airbus denominated in foreign
Development E xpenses and Development Costs and Note17: currencies, please refer to the Notes to the IFRS Consolidated
Intangible Assets. Financial Statements Note2: Signicant Accounting Policies
Transactions in Foreign Currency.

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ManagementsDiscussion andAnalysisofFinancial Condition andResults ofOperations
2.1 Operating and Financial Review

Currency Translation Mismatch Financial Statements Note19: Other Investments and Other
Customer advances (and the corresponding revenues recorded Long-term Financial Assets, Note22: Provisions, Contingent
when sales recognition occurs) are translated at the exchange Assets and Contingent Liabilities and Note25: Sales Financing
rate prevailing on the date they are received (historical rates Transactions.
of customer advances). US dollar-denominated costs are For further information on the signicance of sales nancing
converted at the exchange rate prevailing on the date they are transactions for Airbus, see 2.1.6.4 Sales Financing.
incurred (historical rates of US dollar-denominated costs). To the
extent those historical rates and the amounts received and paid
differ, there is a foreign currency exchange impact (mismatch)
2.1.2.6 Provisions for Loss Making Contracts
on EBIT. Additionally, the magnitude of any such difference, and Loss making contract provisions are reviewed and reassessed
the corresponding impact on EBIT, is sensitive to variations in regularly. However, future changes in the assumptions used by
the number of deliveries and spot rate ( /US$). Airbus or a change in the underlying circumstances may lead to
a revaluation of past loss making contract provisions and have
a corresponding positive or negative effect on the Companys
2.1.2.5 Accounting for Sales Financing future nancial performance. Please refer to the Notes to the
Transactions in the Financial IFRS Consolidated Financial Statements Note2: Signicant
Statements Accounting Policies Provision for Loss Making Contracts
The accounting treatment of sales nancing transactions varies and Note22: Provisions, Contingent Assets and Contingent
based on the nature of the nancing transaction and the resulting Liabilities.
exposure. Please refer to the Notes to the IFRS Consolidated

2.1.3 Performance Measures

2.1.3.1 Divisions
Airbus will no longer measure and communicate its performance on the basis of EBIT (i.e. EBIT pre-goodwill impairment and
exceptionals) but on the basis of EBIT as the difference between the two KPIs, the so called pre-goodwill and exceptionals,
has become less relevant. EBIT (Earnings before interest and taxes) is identical to Prot before nance cost and income taxes
as dened by IFRS Rules.

Airbus Commercial Aircraft


Set forth below is a summary of the measures for the activities of Airbus Commercial Aircraft for the past three years.

Year ended Year ended Year ended


(in m) 31December 2016 31December 2015 31December 2014
Order Intake (net) 114,938 139,062 150,085
Order Book 1,010,200 952,450 803,633
Revenues 49,237 45,854 42,280
EBIT 1,543 2,287 2,646
in % of revenues 3.1% 5.0% 6.3%

Airbus Helicopters
Set forth below is a summary of the measures for the activities of Airbus Helicopters for the past three years.

Year ended Year ended Year ended


(in m) 31December 2016 31December 2015 31December 2014
Order Intake (net) 6,057 6,168 5,469
Order Book 11,269 11,769 12,227
Revenues 6,652 6,786 6,524
EBIT 308 427 413
in % of revenues 4.6% 6.3% 6.3%

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2.1 Operating and Financial Review

Airbus Defence andSpace


Set forth below is a summary of the measures for the activities of Airbus Defence andSpace for the past three years.

Year ended Year ended Year ended


(in m) 31December 2016 31December 2015 31December 2014
Order Intake (net) 15,393 14,440 12,225
Order Book 41,499 42,861 43,075
Revenues 11,854 13,080 13,025 2
EBIT (93) 736 387
in % of revenues (0.8)% 5.6% 3.0%

2.1.3.2 Order Backlog


Year-end order backlog consists of contracts signed up to For commercial aircraft contracts, amounts of order backlog
that date. Only rm orders are included in calculating order reected in the table below are derived from catalogue prices,
backlog for commercial aircraft, a rm order is dened as escalated to the expected delivery date and, to the extent
one for which Airbus receives a down payment on a denitive applicable, converted into euro (at the corresponding hedge
contract. Defence-related orders are included in the backlog rate for the hedged portion of expected cash ows, and at the
upon signature of the related procurement contract (and the period-end spot rate for the non-hedged portion of expected
receipt, in most cases, of an advance payment). Commitments cash ows). The amount of defence-related order backlog is
under defence umbrella or framework agreements by equal to the contract values of the corresponding programmes.
governmental customers are not included in backlog until
Airbusis ofcially notied.

CONSOLIDATED BACKLOG FOR THE YEARS ENDED 31DECEMBER 2016, 2015 AND 2014(1)

Year ended 31December 2016 Year ended 31December 2015 Year ended 31December 2014
Amount in bn In percentage(2) Amount in bn In percentage(2) Amount in bn In percentage(2)
Airbus Commercial
Aircraft(3) 1,010.2 95.0% 952.4 94.6% 803.6 93.6%
Airbus Helicopters 11.3 1.1% 11.8 1.2% 12.2 1.4%
Airbus Defence andSpace 41.5 3.9% 42.9 4.2% 43.1 5.0%
Total Divisional backlog 1,063.0 100% 1,007.1 100% 858.9 100%
Other/ HQ/ Consolidation (2.6) (1.2) (1.4)
Total 1,060.4 1,005.9 857.5
(1) Without options.
(2) Before Other/ HQ/ Consolidation.
(3) Based on catalogue prices for commercial aircraft activities.

2016 compared to 2015. The 54.5billion increase in the amounted to 6,874aircraft at the end of 2016 (ascompared to
order backlog from 2015, to 1,060.4billion, primarily reects 6,831aircraft at the end of 2015).
Airbus order intake in 2016 ( 134 billion catalogue price),
Airbus Helicopters backlog decreased by -0.5billion from
which exceeded the reduction of the backlog from 2016
2015, to 11.3billion in 2016, reecting a book-to-bill ratio of less
deliveries. Additionally, the stronger US dollar spot rate used
than one with new net orders of 6.1billion. Airbus Helicopters
for conversion of the non-hedged portion of the backlog into
received 353 net orders in 2016 (as compared to 333 in 2015).
euro at year-end ( -US$ 1.05 as compared to -US$ 1.09 at
Total order backlog amounted to 766helicopters at the end
the end of 2015) had a positive impact on order backlog of
of 2016 (as compared to 831helicopters at the end of 2015).
approximately +31billion.
Airbus Defence andSpaces backlog decreased by -1.4billion
Airbus Commercial Aircrafts backlog increased by 57.8billion
from 2015, to 41.5billion in 2016, reecting a book-to-bill ratio
from 2015, to 1,010.2billion in 2016, primarily reecting a
of more than one with new net orders of 15.4billion. The
book-to-bill ratio of more than one (calculated using units of
order intake is mainly driven by Military aircraft with 16 light and
new net orders). Order intake consisted of 731 net orders in
medium aircraft ordered by Canada and Euroghter sustainment
2016 (as compared to 1,080 in 2015), driven mainly by the A320
and support contracts as well as in Space with telecom and
family, which received 607 net rm orders (561A320neo and
earth navigation and science.
46A320ceo). Total order backlog at Airbus Commercial Aircraft

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2.1 Operating and Financial Review

2015 compared to 2014. The 148.4billion increase in the amounted to 6,831aircraft at the end of 2015 (ascompared to
order backlog from 2014, to 1,005.9billion, primarily reects 6,386aircraft at the end of 2014).
Airbus strong order intake in 2015 ( 159billion catalogue price),
Airbus Helicopters backlog decreased by -0.4billion from
which signicantly exceeded the revenues accounted for in the
2014, to 11.8billion, reecting a book-to-bill ratio of less than
same year ( 64.5billion). Additionally, the stronger US dollar
one with new net orders of 6.2billion. After 50 governmental
spot rate used for conversion of the non-hedged portion of
helicopter cancellations, Airbus Helicopters received 333 net
the backlog into euro at year-end ( -US$ 1.09 as compared to
orders in 2015 (as compared to 369 in 2014). Total order backlog
-US$ 1.21 at the end of 2014) had a positive impact on order
amounted to 831helicopters at the end of 2015 (as compared
backlog of approximately +56billion.
to 893helicopters at the end of 2014).
Airbus Commercial Aircrafts backlog increased by 148.8billion
Airbus Defence andSpaces backlog was broadly stable at
from 2014, to 952.4 billion, primarily re ecting a book-to-
42.9billion in 2015 including a book-to-bill ratio of more than
bill ratio of more than one (calculated using units of new net
one with new net orders of 14.4billion. The order intake includes
orders). Order intake consisted of 1,080 net orders in 2015
14 additional orders on A330MRTT and 5 telecommunications
(as compared to 1,456 in 2014), driven mainly by the A320
satellites. During the year, an agreement was also signed with
family, which received 945 net rm orders (887A320neo and
OneWeb for 900 small telecommunications satellites.
58A320ceo). Total order backlog at Airbus Commercial Aircraft

The table below illustrates the proportion of civil and defence backlog at the end of each of the past three years.

Year ended 31December 2016 Year ended 31December 2015 Year ended 31December 2014
Amount in bn(1) In percentage Amount in bn(1) In percentage Amount in bn(1) In percentage
Backlog:
Civil Sector 1,020.6 96% 967.5 96% 815.3 95%
Defence Sector 39.8 4% 38.4 4% 42.2 5%
Total 1,060.4 100% 1,005.9 100% 857.5 100%
(1) Including Other/ HQ/ Consolidation.

2.1.3.3 Use of EBIT Adjusted


Airbus uses an alternative performance measure EBIT Adjusted as a key indicator capturing the underlying business marginby
excluding material charges or prots caused by movements in provisions related to programmes, restructurings or foreign exchange
impacts as well as capital gains/losses from the disposal and acquisition of businesses.

Set forth below is a table reconciling Airbus EBIT with its EBIT Adjusted.

Year ended Year ended Year ended


(in m) 31December 2016 31December 2015 31December 2014
EBIT 2,258 4,062 3,991
PDP mismatch / BS revaluation 930 635 (142)
A400M business update 2,210 290 551
A350XWB business update 385 0 0
ASL creation phase2 (1,175) 0 0
Portfolio in Airbus Defence and Space
and Airbus Commercial Aircraft 33 (90) (40)
Restructuring / Transformation 182 (41) 0
Dassault Aviation disposal (868) (748) (343)
EBIT Adjusted 3,955 4,108 4,017

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2.1.3.4 EBIT Adjusted by Division


Year ended Year ended Year ended
(in m) 31December 2016 31December 2015 31December 2014
Airbus Commercial Aircraft 2,811 2,766 2,504
Airbus Helicopters 350 427 413
Airbus Defence andSpace 1,002 1,051 898
Total Divisional EBIT Adjusted
Other / HQ/ Consolidation
4,163
(208)
4, 244
(136)
3,815
202
2
Total 3,955 4,108 4,017

2.1.3.5 EBIT by Division


Year ended Year ended Year ended
(in m) 31December 2016 31December 2015 31December 2014
Airbus Commercial Aircraft 1,543 2,287 2,646
Airbus Helicopters 308 427 413
Airbus Defence andSpace (93) 736 387
Total Divisional EBIT 1,758 3,450 3,446
Other / HQ/ Consolidation 500(2) 612(1) 545(1)
Total 2,258 4,062 3,991

(1) Other / HQ / Consolidation comprises results from headquarters, which mainly consist of the share of profit from investments in associates from Airbus investment in
Dassault Aviation.
(2) Other / HQ / Consolidation comprises the capital gain from the sale of Dassault Aviation shares and the revaluation at fair value of the remaining investment in Dassault Aviation.

2016 compared to 2015. 2016 nancials reect the portfolio recorded related to the A400M programme for the period
reshaping in Airbus Defence and Space resulting in reduction ended 31December 2016 ( 290million for the period ended
in revenues of about 1billion and related EBIT impact. 31December 2015). Airbus Defence andSpaces EBIT in 2016
also included a net gain of 1,175million from the completion
Airbus consolidated EBIT decreased by 44.4%, from 4.1billion
of the second phase of the creation of the ASL joint venture,
for 2015 to 2.3billion for 2016.Airbus Commercial Aircrafts
an adjustment of the provision for restructuring generating a
EBIT decreased from 2.3billion for 2015 to 1.5billion for
positive impact of 20million and some further small disposal
2016. A solid operational performance driven by a higher
impacts. (See 2.1.1.3 Signicant Programme Developments,
A320 volume and R&D reduction was weighed down by the
Restructuring and Related Financial Consequences in 2014,
lower A330 production rate, transition pricing, ramp-up costs
2015 and 2016).
and a negative revaluation impact from foreign exchange
linked to the dollar pre-delivery mismatch and balance sheet The EBIT of Other/ Headquarters/ Consolidation decreased
revaluation in the amount of -902 million. Additionally, it by 18.3% from 612million for 2015 to 500million for 2016.
was affected by a 385million net charge on the A350XWB 2016 includes the capital gain from the sale of Dassault
programme. (See2.1.1.3 Signicant Programme Developments, Aviation shares and the revaluation at fair value of the remaining
Restructuring and Related Financial Consequences in 2014, investment in Dassault Aviation from ongoing divestment
2015 and 2016). started in 2015. It also includes the restructuring provisions
for 160 million recorded at year-end 2016 following the
Airbus Helicopters EBIT decreased from 427 million for
announcement in September2016 of the merger of the Group
2015 to 308 million for 2016, reflecting an unfavourable
structure with its largest Division Airbus Commercial Aircraft
mix and lower commercial ight hours in services as well as
to increase future competitiveness. (See 2.1.1.3 Signi cant
the H225 accident and some campaign costs. However, the
Programme Developments, Restructuring and Related Financial
underlying performance continues to be supported by ongoing
Consequences in 2014, 2015 and 2016).
transformation measures and strong efforts to adapt to market
challenges. 2015 compared to 2014. 2015 nancials reect the portfolio
reshaping in Airbus Defence and Space resulting in reduction
Airbus Defence andSpaces EBIT decreased from 736million
in revenues of about 0.5billion and related EBIT impact.
for 2015 to -93million for 2016. A good operational performance
partially mitigated the perimeter change effects from portfolio Airbus consolidated EBIT increased by 1.8%, from 4.0billion
reshaping. In addition, a net charge of 2,210 million was for 2014 to 4.1billion for 2015.

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2.1 Operating and Financial Review

Airbus Commercial Aircrafts EBIT decreased by 13.6%, from mitigate the impact of exchange rate uctuations on its EBIT.
2.6billion for 2014 to 2.3billion for 2015. A solid operational Please refer to the Notes to the IFRS Consolidated Financial
performance including the A380 breakeven was weighed down Statements Note35: Information about Financial Instruments
by a negative revaluation impact from foreign exchange linked to and Risk Factors 1. Financial Market Risks Foreign
the dollar pre-delivery mismatch in the amount of 551million, Currency Exposure. In addition to the impact that Hedging
partially compensated by a capital gain linked to the divestment Activities have on Airbus EBIT, the latter is also affected by
of a subsidiary (CIMPASAS) ( 72million). the impact of revaluation of certain assets and liabilities at the
closing rate and the impact of natural hedging.
Airbus Helicopters EBIT increased by 3.4%, from 413million
for 2014 to 427 million for 2015 as lower deliveries were During 2016, cash flow hedges covering approximately
compensated by higher services activities, a favourable mix US$ 23.5billion of Airbus US dollar-denominated revenues
and progress on the Divisions transformation plan. matured excluding US$ 1.5billion of new hedges entered into
to address intra-year shifts in Net Exposure linked to delivery
Airbus Defence andSpaces EBIT increased by 90.2% from
phasing. In 2016, the compounded exchange rate at which
387million for 2014 to 736million for 2015 driven by strong
hedged US dollar-denominated revenues were accounted for
programme execution across the business lines and progress
was -US$ 1.32, as compared to -US$ 1.34 in 2015. This
with its transformation plan. In addition, a net charge of
difference resulted in an approximate +0.18billion increase
290million was recorded related to the A400M programme for
in EBIT from 2015 to 2016. In addition, other currency translation
the period ended 31December 2015 ( 551million for the period
adjustments, including those related to the mismatch between
ended 31December 2014). Airbus Defence andSpaces EBIT
US dollar-denominated customer advances and corresponding
also included an adjustment of its provision for restructuring
US dollar-denominated costs as well as the revaluation of loss
generating a positive impact of 41million and a net gain from
making contract provisions, had an approximate negative effect
the ASL rst phase deconsolidation and some further small
of -0.30billion on EBIT compared to 2015. See2.1.2.4 Foreign
disposal impacts.
Currency Translation.
The EBIT of Other/ Headquarters/ Consolidation increased
During 2015, cash flow hedges covering approximately
by 12.3% from 545million for 2014 to 612million for 2015.
US$ 25.5billion of Airbus USdollar-denominated revenues
This was due to the increase in the Dassault Aviation result
matured. In 2015, the compounded exchange rate at which
driven mainly by the higher capital gain from ongoing divestment
hedged USdollar-denominated revenues were accounted for
compared to 2014. 2014 also included the gain from the sale
was -US$ 1.34, as compared to -US$ 1.35 in 2014. This
of the Paris Headquarters building.
difference resulted in an approximate +0.05billion increase
Foreign currency impact on EBIT . At least 70% of Airbus in EBIT from 2014 to 2015. In addition, other currency translation
revenues are denominated inUSdollars, whereas a substantial adjustments, including those related to the mismatch between
portion of its costs is incurred ineuros and, to a lesser extent, USdollar-denominated customer advances and corresponding
pounds sterling. Given the long-term nature of its business USdollar-denominated costs as well as the revaluation of loss
cycles (evidenced by its multi-year backlog), Airbus hedges making contract provisions, had an approximate negative effect
a signicant portion of its net foreign exchange exposure to of -0.78billion on EBIT compared to 2014.

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2.1 Operating and Financial Review

2.1.4 Results of Operations

Set forth below is a summary of Airbus Consolidated Income Statements (IFRS) for the past three years.

Year ended Year ended Year ended


31December 2016 31December 2015 31December 2014
(in m, except for earnings per share)
Revenues 66,581 64,450 60,713 2
Cost of sales (61,317) (55,599) (51,776)
Gross margin 5,264 8,851 8,937
Selling and administrative expenses (2,723) (2,651) (2,601)
Research and development expenses (2,970) (3,460) (3,391)
Other income 2,689 474 330
Other expenses (254) (222) (179)
Share of profit from investments accounted for under
the equity method and other income from investments 252 1,070 895
Profit before finance costs and income taxes 2,258 4,062 3,991
Interest result (275) (368) (320)
Other financial result (692) (319) (458)
Income taxes (291) (677) (863)
Profit for the period 1,000 2,698 2,350
Attributable to:
Equity owners of the parent (Net Income) 995 2,696 2,343
Non-controlling interests 5 2 7
Earnings per share (basic) (in ) 1.29 3.43 2.99
Earnings per share (diluted) (in ) 1.29 3.42 2.99

Set forth below are year-to-year comparisons of results of operations, based upon Airbus Consolidated Income Statements.

2.1.4.1 Consolidated Revenues


Set forth below is a breakdown of Airbus consolidated revenues by Division for the past three years.

Year ended Year ended Year ended


(in m) 31December 2016 31December 2015 31December 2014
Airbus Commercial Aircraft 49,237 45,854 42,280
Airbus Helicopters 6,652 6,786 6,524
Airbus Defence andSpace 11,854 13,080 13,025
Total Divisional revenues 67,743 65,720 61,829
Other/ HQ/ Consolidation (1,162) (1,270) (1,116)
Total 66,581 64,450 60,713

For 2016, consolidated revenues increased by 3.3%, from 64.5billion for 2015 to 66.6billion for 2016. The increase was
primarily due to higher revenues at Airbus Commercial Aircraft.

For 2015, consolidated revenues increased by 6.2%, from 60.7billion for 2014 to 64.5billion for 2015. The increase was
primarily due to higher revenues at Airbus Commercial Aircraft.

Airbus Commercial Aircraft


Set forth below is a breakdown of deliveries of commercial aircraft by product type for the past three years.

Year ended Year ended Year ended


Number of aircraft 31December 2016 31December 2015 31December 2014
A320 family 545 491 490
A330 66 103 108
A350XWB 49 14 1
A380 28 27 30
Total 688 635 629

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2.1 Operating and Financial Review

Airbus Commercial Aircrafts consolidated revenues increased Airbus Commercial Aircrafts consolidated revenues increased
by 7.4%, from 45.9billion for 2015 to 49.2billion for 2016. by 8.5%, from 42.3billion for 2014 to 45.9billion for 2015.
This was due to higher deliveries of 688aircraft (compared This was due to higher deliveries of 635aircraft (compared
to 635 deliveries in 2015) including 49A350XWBs and the to 629 deliveries in 2014) including 14A350XWBs and the
strengthening USdollar. strengthening USdollar.

Airbus Helicopters
Set forth below is a breakdown of deliveries of helicopters by product type for the past three years.

Year ended Year ended Year ended


Number of aircraft 31December 2016 31December 2015 31December 2014
Light 177 178 226
Medium 165 124 132
Heavy 57 77 101
of which NH90 38 35 53
Tiger 19 16 12
Total 418 395 471

Consolidated revenues of Airbus Helicopters decreased by Consolidated revenues of Airbus Helicopters increased by
2.0%, from 6.8billion for 2015 to 6.7billion in 2016, mainly 4.0%, from 6.5billion for 2014 to 6.8billion in 2015 mainly
reecting an unfavourable mix and lower commercial ight hours re ecting a higher level of services activities, despite lower
in services. overall deliveries of 395units (2014: 471units).

Airbus Defence andSpace


Set forth below is a breakdown of deliveries of Airbus Defence andSpace by product type for the past three years.

Year ended Year ended Year ended


Number of aircraft 31December 2016 31December 2015 31December 2014
A400M 17 11 8
A330MRTT (Tanker) 2 4 5
Light & Medium aircraft 14 19 19
Telecom satellites 1 5 5
Total 34 39 37

Airbus Defence andSpaces consolidated revenues decreased The charge related to the A400M programme in the amount
by 9.4% from 13.1billion for 2015 to 11.9billion in 2016, of 2,210million (in 2015: 290million) and to the A350XWB
reecting a negative impact from portfolio reshaping of about programme in the amount of 385million (in 2015: 0million).
1billion but were broadly stable on a comparable basis.
Consolidated cost of sales increased by 7.4% from 51.8billion
Airbus Defence and Spaces consolidated revenues were for 2014 to 55.6billion for 2015. The increase was primarily
broadly stable at 13.1billion ( 13.0billion for 2014), despite due to business growth at Airbus Commercial Aircraft and
the de-consolidation of launcher revenues with the creation of negative foreign exchange revaluation impacts from pre-delivery
the ASL joint ventures rst phase. payments. This was partly offset by a lower net charge related
to the A400M programme of 290million (in 2014: 551million).
Consolidated cost of sales also includes the amortisation of
2.1.4.2 Consolidated Cost of Sales
capitalised development costs pursuant to IAS 38, which
Consolidated cost of sales increased by 10.3% from 55.6billion amounted to -202million in 2015 compared to -137million
for 2015 to 61.3billion for 2016. The increase was primarily due in 2014. The gross margin decreased from 14.7% in 2014 to
to business growth at Airbus Commercial Aircraft and negative 13.7% in 2015.
foreign exchange revaluation impacts from PDP/BS revaluation.

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2.1 Operating and Financial Review

2.1.4.3 Consolidated Selling andAdministrative For 2014, other income and other expenses was +151million
Expenses net as compared to +13million net for 2013. The net increase
Consolidated selling and administrative expenses were broadly was partly due to the sale of the Paris Headquarters building.
stable at 2.7billion in 2016 and 2015.

Consolidated selling and administrative expenses increased by


2.1.4.6 Consolidated Share of Prot
1.9%, from 2.6billion for 2014 to 2.7billion for 2015.
fromInvestments Accounted for under
theEquity Method and Other Income
fromInvestments
2
2.1.4.4 Consolidated Research
Consolidated share of prot from investments accounted for
andDevelopment Expenses
under the equity method and other income from investments
Consolidated research and development expenses decreased principally includes results from companies accounted for
by 14.2%, from 3.5billion for 2015 to 3.0billion for 2016 under the equity method and the results attributable to non-
primarily reecting a reduction of R&D activities on the A350XWB consolidated investments.
programme at Airbus Commercial Aircraft as committed. In
addition, an amount of 311million of development costs has For 2016, Airbus recorded 252million in consolidated share
been capitalised, mainly related to the A350-1000, FSTA and of pro t from investments accounted for under the equity
H160 programmes. See 2.1.2.2 Capitalised development method and other income from investments as compared to
costs. 1,070million for 2015. It also includes Airbus share in ASLs
results. In 2015, it included the net gain from the partial sale
Consolidated research and development expenses increased of Dassault Aviation shares. Please refer to the Notes to the
by 2.0%, from 3.4billion for 2014 to 3.5billion for 2015. IFRS Consolidated Financial Statements Note7: Investments
The main contribution to the expenses comes from the Accounted for Under the Equity Method and Note12: Share of
A350XWB programme. In addition, an amount of 154million Prot from Investment Accounted for Under the Equity Method
of development costs was capitalised, mainly related to the and Other Income from Investment.
H160 and single-aisle NEO programmes.
For 2015, Airbus recorded 1,070million in consolidated share
of pro t from investments accounted for under the equity
2.1.4.5 Consolidated Other Income method and other income from investments as compared to
andOtherExpenses 895million for 2014. The 175million increase was mainly due
Consolidated other income and other expenses include gains to higher results from joint ventures. The consolidated share of
and losses on disposals of investments, of xed assets and prot from investments accounted for under the equity method
income from rental properties. included a 748million net gain from the sale of 18.75% stake
in Dassault Aviation in the rst half of 2015.
For 2016, other income and other expenses was +2,435million
net as compared to +252million net for 2015. The net increase
is due mainly to the capital gain of 1,175million following the 2.1.4.7 Consolidated Interest Result
completion of the creation of the ASL joint venture, the capital Consolidated interest result reects the net of interest income
gain from the sale of Dassault Aviation shares of 528million and expense arising from nancial assets and liabilities, including
and the revaluation at fair value of the remaining investment interest expense on refundable advances provided by European
in Dassault Aviation of 340 million and the capital gain of governments to nance R&D activities.
146million on the disposal of the business communications
entities. For 2016, Airbus recorded a consolidated net interest expense
of -275million, as compared to -368million for 2015. The
For 2015, other income and other expenses was +252million improvement in interest result is primarily due to lower interest
net as compared to +151million net for 2014. The net increase expense recorded on European government refundable
was due to the capital gain of 72million related to the disposal advances.
of Cimpa SAS, the net gain of 51million from the partial sale
of Dassault Aviation held for sale shares that occurred in the For 2015, Airbus recorded a consolidated net interest expense
second quarter and the capital gain of 49million following the of -368million, as compared to -320million for 2014. The
completion of the rst phase of the creation of ASL. This was deterioration in interest result was primarily due to higher
partly offset due to costs associated with disposals in Airbus interest expense recorded on European government refundable
Defence andSpace. advances.

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2.1 Operating and Financial Review

2.1.4.8 Consolidated Other Financial Result 2.1.4.10 Consolidated Non-Controlling Interests


This line item includes, among others, the impact from the For 2016, consolidated prot for the period attributable to non-
revaluation of nancial instruments, the effect of foreign exchange controlling interests was 5million, as compared to 2million
valuation of monetary items and the unwinding of discounted for 2015.
provisions. Please refer to the Notes to the IFRS Consolidated
Financial Statements Note2: Signicant Accounting Policies
2.1.4.11 Consolidated Prot for thePeriod
and Note14: Total Finance Costs.
Attributable to Equity Owners
Consolidated other nancial result decreased from -319million oftheParent (Net Income)
for 2015 to -692million for 2016 reecting a -373million As a result of the factors discussed above, Airbus recorded
negative change from revaluation of financial instruments consolidated net income of 995million for 2016, as compared
together with a deterioration of the foreign exchange translation to 2,696million for 2015.
of monetary items.

Consolidated other nancial result improved from -458million 2.1.4.12 Earnings per Share
for 2014 to -319 million for 2015 re ecting a 139 million
Basic earnings were 1.29 per share in 2016, as compared to
positive change mainly from a decrease in the negative impact
3.43 per share in 2015. The number of issued shares as of
of revaluation of nancial instruments.
31December 2016 was 772,912,869. The denominator used to
calculate earnings per share was 773,798,837shares (in 2015:
2.1.4.9 Consolidated Income Taxes 785,621,099), reecting the weighted average number of shares
For 2016, income tax expense was -291million as compared outstanding during the year. In 2014, the Company reported
to -677million for 2015. The decrease was primarily due to basic earnings of 2.99 per share, based on a denominator
the lower income before tax recorded in 2016 ( 1,291million) of 782,962,385 shares. For further details, please refer to
as compared to 2015 ( 3,375million). The effective tax rate was the Notes to the IFRS Consolidated Financial Statements
23% in 2016. The effective tax rate was affected by the sale of Note32: Total Equity and Note16: Earnings per Share.
shares of Dassault Aviation and the creation of ASL both subject Diluted earnings were 1.29 per share in 2016, as compared
to specic tax treatment. These effects were partially offset by to 3.42 per share in 2015. The denominator used to
additional income tax charges including the planned reduction calculate diluted earnings per share was 779,109,634 (in 2015:
of the income tax rate in France from 34.43% to 28.92% enacted 788,491,929), reecting the weighted average number of shares
in December 2016. Please refer to the Notes to the IFRS outstanding during the year, adjusted to assume the conversion
Consolidated Financial Statements Note15: Income Tax. of all potential ordinary shares. In 2014, the Company reported
For 2015, income tax expense was -677million as compared diluted earnings of 2.99 per share, based on a denominator
to -863million for 2014. The decrease was primarily due to the of 784,155,749shares.
sale of shares of Dassault Aviation which has been taxed at a
reduced rate. The effective tax rate was 20% in 2015.

2.1.5 Changes in Consolidated Total Equity (IncludingNon-ControllingInterests)

The following table sets forth a summary of the changes in consolidated total equity for the period 1January 2016 through
31December 2016.

(in m)
Balance as at 31December 2015 5,973
Profit for the period 1,000
Other comprehensive income (1,902)
Thereof foreign currency translation adjustments (171)
Cash distribution to shareholders/ dividends paid to non-controlling interests (1,012)
Capital increase 60
Equity transactions (IAS27) 15
Change in treasury shares (513)
Share-based payment (IFRS2) 31
Balance as at 31December 2016 3,652

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2.1 Operating and Financial Review

Please refer to the Airbus GroupSE IFRS Consolidated Financial 31December 2015 compared to 31December 2014, based
Statements IFRS Consolidated Statements of Changes in on a closing rate of -US$ 1.09. For further information on the
Equity for the Years Ended 31December 2016 and 2015 and measurement of the fair values of nancial instruments, please
to the Notes to the IFRS Consolidated Financial Statements refer to the Notes to the IFRS Consolidated Financial Statements
Note32: Total Equity. Note35: Information about Financial Instruments.

Set forth below is a discussion on the calculation of accumulated Positive pre-tax mark to market values of cash ow hedges are
other comprehensive income (AOCI) and the related impact
on consolidated total equity.
included in other nancial assets, while negative pre-tax mark to
market values of cash ow hedges are included in other nancial
2
liabilities. Year-to-year changes in the mark to market value of
effective cash ow hedges are recognised as adjustments to
2.1.5.1 Cash Flow Hedge Related Impact
AOCI. These adjustments to AOCI are net of corresponding
onAOCI
changes to deferred tax assets (for cash ow hedges with
As of 31December 2016, the notional amount of Airbus portfolio negative mark to market valuations) and deferred tax liabilities
of outstanding cash ow hedges amounted to US$ 102.4billion, (for cash ow hedges with positive mark to market valuations).
hedged against the euro and the pound sterling. The year- Set out below is a graphic presentation of cash ow hedge
end mark to market valuation of this portfolio required under related movements in AOCI over the past three years (in m).
IAS39 resulted in a negative pre-tax AOCI valuation change of
-0.3billion as of 31December 2016 compared to 31December Note: The mark to market of the backlog is not reected in the
2015, based on a closing rate of -US$ 1.05 as compared to accounts whereas the mark to market of the hedge book is
a negative pre-tax AOCI valuation change of -4.7billion as of reected in AOCI.

CASH FLOW HEDGE RELATED MOVEMENTS IN AOCI IN M (BASED ON YEAR-END EXCHANGE RATES)

-4,797
OCI Net Liability -9,525
-9,810

1,465
Net Deferred Taxes 2,612
2,616

-3,332
Net Equity OCI -6,913
-7,194

31 December 2014: US$ 1.21 31 December 2015: US$ 1.09 31 December 2016: US$ 1.05

As a result of the negative change in the fair market valuation of the cash ow hedge portfolio in 2016, AOCI amounted to a net
liability of -9.8billion for 2016, as compared to a net liability of -9.5billion for 2015. The corresponding 0billion tax effect led
to a net deferred tax asset of 2.6billion as of 31December 2016 as compared to a net deferred tax asset of 2.6billion as of
31December 2015.

For further information, please refer to the Notes to the IFRS Consolidated Financial Statements Note35.5: Derivative Financial
Instruments and Hedge Accounting Disclosure.

2.1.5.2 Currency Translation Adjustment Impact on AOCI


The -171million currency translation adjustment related impact on AOCI in 2016 mainly reects the effect of the variations of
the pound sterling and the USdollar.

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2.1 Operating and Financial Review

2.1.6 Liquidity and Capital Resources

Airbus objective is to generate sufcient operating cash ow programme and commercial paper programme. Please refer
in order to invest in its growth and future expansion, honour to 2.1.6.3 Consolidated Financing Liabilities and Notes to
the Companys dividend policy and maintain nancial exibility the IFRS Consolidated Financial Statements Note34.3: Net
while retaining its credit rating and competitive access to capital Cash Financing Liabilities. The factors affecting Airbus cash
markets. position, and consequently its liquidity risk, are discussed below.

Airbus denes its consolidated net cash position as the sum For information on Airbus GroupSEs credit ratings, please refer
of (i) cash and cash equivalents and (ii) securities, minus to the Notes to the IFRS Consolidated Financial Statements
(iii) nancing liabilities (all as recorded in the C onsolidated Note33: Capital Management and to 2.1.6.1: Cash Flows.
S tatement of F inancial Position). Net cash position is an
alternative performance measure and an indicator that allows
2.1.6.1 Cash Flows
the Company to measure its ability to generate sufficient
liquidity to invest in its growth and future expansion, honour its Airbus generally finances its manufacturing activities and
dividend policy and maintain nancial exibility. The net cash product development programmes, and in particular the
position as of 31December 2016 was 11.1billion ( 10.0billion development of new commercial aircraft, through a combination
as of 31 December 2015 excluding the reassessment and of ows generated by operating activities, customer advances,
reclassication of investments made by Airbus GroupSE in risk-sharing partnerships with sub-contractors and European
certain securities and trade liabilities amounting to -899million). government refundable advances. In addition, Airbus military
activities benefit from government-financed research and
The liquidity is further supported by a 3.0billion syndicated development contracts. If necessary, the Company may raise
back-up facility, undrawn as of 31December 2016 with no funds in the capital markets.
financial covenants, as well as a euro medium term note

The following table sets forth the variation of Airbus consolidated net cash position over the periods indicated.

(in m) 2016 2015 2014


Consolidated net cash position at 1January 10,003 9,092 8,454
Gross cash flow from operations(1) 3,565 4,614 5,595
Changes in other operating assets and liabilities (working capital)(2) 346 (723) (2,386)
Thereof customer financing (252) (150) 108
Cash used for investing activities(3) (730) (1,066) (1,207)
Thereof industrial capital expenditures (3,060) (2,924) (2,548)
Free Cash Flow(4) 3,181 2,825 2,002
Thereof M&A transactions 2,025 1,650 893
Free Cash Flow before M&A(5) 1,156 1,175 1,109
Cash flow from customer financing (net) (252) (150) 108
Free Cash Flow before customer financing 3,433 2,975 1,894
Free Cash Flow before M&A and customer financing 1,408 1,325 1,001
Cash distribution to shareholders/ non-controlling interests (1,012) (948) (589)
Contribution to plan assets of pension schemes (290) (217) (462)
Changes in capital and non-controlling interests 60 195 52
Share buyback/ Change in treasury shares (736) (264) 102
Others (93) (680) (467)
Consolidated net cash position as of 31December(6) 11,113 10,003 9,092
(1) Represents cash provided by operating activities, excluding (i) changes in other operating assets and liabilities (working capital), (ii) contribution to plan assets of pension
schemes and (iii)realised foreign exchange results on Treasury swaps ( -187million in 2014; -74million in 2015, -151million in 2016). It is an alternative performance measure
and an indicator used to measure its operating cash performance before changes in working capital.
(2) Excluding reclassification of certain trade liabilities.
(3) Does not reflect change of securities (net investment of -2,016million for 2014 and of -2,361million for 2015; net disposal of 337million for 2016), which are classified as
cash and not as investments solely for the purposes of this net cash presentation. Excluding bank activities.
(4) Does not reflect change of securities, contribution to plan assets of pension schemes and realised foreign exchange results on Treasury swaps and reclassification of certain
trade liabilities. Excluding bank activities. Free Cash Flow is an alternative performance measure and indicator that reflects the amount of cash flow generated from operations
after cash used in investing activities.
(5) Free Cash Flow before M&A refers to Free Cash Flow adjusted for net proceeds from disposals and acquisitions. It is an alternative performance measure and indicator that
reflects Free Cash Flow excluding those cash flows from the disposal and acquisition of businesses.
(6) Excluding the reassessment and reclassification of investments made by Airbus GroupSE in certain securities and trade liabilities amounting to -899million in 2015.

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ManagementsDiscussion andAnalysisofFinancial Condition andResults ofOperations


2.1 Operating and Financial Review

The net cash position as of 31December 2016 was 11.1billion, expenditures in 2016 related to programmes at Airbus
a 11.1% increase from 31December 2015. The increase primarily Commercial Aircraft of -2.3billion (mainly for the ramp-up
re ects the gross cash ow from operations ( 3.6 billion), phase of A350XWB and A320 family and for the A330 neo
partially offset by the cash distribution to shareholders/ non- development) and additional projects in the other Divisions
controlling interests ( -1.0billion), the cash used for investing of -0.8billion. Capital expenditures include product-related
activities ( -0.7billion) and the share buyback ( -0.7billion). development costs that are capitalised in accordance with

Gross Cash Flow from Operations


IAS38. See2.1.2.2 Capitalised development costs.

M&A transactions. In 2016, the 2.0billion gure principally


2
Gross cash ow from operations is an alternative performance reects the sale of Dassault Aviation shares and the nalisation
measure and an indicator used by Airbus to measure its operating of the creation of ASL in the rst half of 2016. Please refer to the
cash performance before changes in working capital. Gross Notes to the IFRS Consolidated Financial Statements Note6:
cash ow from operations decreased by 22.7% to 3.6billion Acquisitions and Disposals.
for 2016, primarily a consequence of the lower A330 production
rate, transition pricing and ramp-up costs, partly mitigated by In 2015, the 1.7billion gure principally reects the sale of
higher A320 volume. Dassault Aviation shares in the rst half of 2015.

Changes in Other Operating Assets andLiabilities Free Cash Flow


Changes in other operating assets and liabilities is comprised Airbus denes Free Cash Flow as the sum of (i)cash provided
of inventories, trade receivables, other assets and prepaid by operating activities and (ii)cash used for investing activities,
expenses netted against trade liabilities, other liabilities minus (iii)change of securities, (iv)contribution to plan assets
(including customer advances), deferred income and customer of pension schemes and (v)realised foreign exchange results
nancing. They resulted in a +0.3billion positive impact on the on treasury swaps. It is an alternative performance measure
net cash position for 2016, as compared to a negative impact and key indicator that is important in order to measure the
of -0.7billion for 2015. amount of cash ow generated from operations after cash used
in investing activities. As a result of the factors discussed above,
In 2016, the main net contributor to the positive working Free Cash Flow amounted to 3.2billion for 2016 as compared
capital variation was the pre-delivery payment from customers to 2.8billion for 2015 and 2.0billion for 2014. Free Cash
( 4.6billion) and an increase in trade liabilities ( 1.5billion). Flow before customer nancing was 3.4billion for 2016 as
This was partly offset by the change in inventory ( -3.5billion) compared to 3.0billion for 2015 and 1.9billion for 2014.
reecting increased work in progress mainly associated with
the A350XWB at Airbus Commercial Aircraft and increased Free Cash Flow before M&A
activity on A400M at Airbus Defence andSpace. Additionally,
Free Cash Flow before mergers and acquisitions refers to
trade receivables ( -1.2billion) and other assets and liabilities
Free Cash Flow adjusted for net proceeds from disposals and
( -0.8billion) contributed negatively.
acquisitions. It is an alternative performance measure and key
European government refundable advances. As of indicator that reects Free Cash Flow excluding those cash
31December 2016, total European government refundable ows resulting from acquisitions and disposals of businesses.
advances liabilities, recorded on the statement of nancial
position in the line items non-current other nancial liabilities Free Cash Flow before M&A and Customer
and current other nancial liabilities due to their specic nature, Financing
amounted to 7.1billion, including accrued interest. Free Cash Flow before M&A and customer nancing refers to
European government refundable advances (net of Free Cash Flow before mergers and acquisitions adjusted for
reimbursements) decreased in 2016, due primarily to repayment cash ow related to aircraft nancing activities. It is an alternative
made under the A380 and the A350XWB programmes. Please performance measure and indicator that may be used from time
refer to the Notes to the IFRS Consolidated Financial Statements to time by Airbus in its nancial guidance, especially when there
Note23: Other Financial Assets and Other Financial Liabilities. is higher uncertainty around customer nancing activities, such
as during the suspension of ECA nancing support.
Cash Used for Investing Activities
Change in Treasury Shares
Management categorises cash used for investing activities into
three components: (i)industrial capital expenditures, (ii)M&A Change in treasury shares for 2016 amounted to -0.7billion,
transactions and (iii)others. which is mostly related to the share buyback. In 2015, the
Company undertook a share buyback for a maximum amount
Industrial capital expenditures. Industrial capital expenditures of 1billion. The total cumulative amount of shares bought
(investments in property, plant and equipment and intangible back and cancelled in 2015 and 2016 under the programme
assets) amounted to -3.1 billion for 2016 as compared was 17,016,374shares. The buyback programme took place
to -2.9 billion for 2015 and -2.5 billion for 2014. Capital

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ManagementsDiscussion andAnalysisofFinancial Condition andResults ofOperations
2.1 Operating and Financial Review

between 2November 2015 and 30June 2016 and has been the cash position of each subsidiary within Airbus and enables
completed. All shares purchased under the share buyback Management to allocate cash optimally within Airbus depending
programme have been cancelled. As of 31December 2016, upon shifting short-term needs.
the Company held 184,170 treasury shares.

2.1.6.3 Consolidated Financing Liabilities


Contribution to Plan Assets of Pension Schemes
The outstanding balance of Airbus consolidated nancing
The cash outows of -0.3billion, -0.2billion and -0.5billion
liabilities increased from 9.1billion as of 31December 2015
in 2016, 2015 and 2014, respectively, primarily relate to a
to 10.5billion as of 31December 2016. The increase in bonds
contribution to the Contractual Trust Arrangement (CTA) for
corresponds to a bond issued on 13May 2016, for a total of
allocating and generating pension plan assets in accordance
1.5billion, with a 10 year-maturity tranche of 600million at a
with IAS19, as well as to plan assets in the UK and to German
0.875% coupon, and a 15 year-maturity tranche of 900million
benet funds. Please refer to the Notes to the IFRS Consolidated
at a 1.375% coupon. Additionally, exchangeable bonds to
Financial Statements Note29.1: Post-employment Benets
be convertible into Dassault Aviation shares were issued for
Provisions for Retirement Plans. In 2017, Airbus intends to make
1,078million on 14June 2016, with a 5 year-maturity. These
approximately 400million contributions to plan assets in order
bonds bear a coupon of 0% and were issued at 103.75% of
to reduce the provision for retirement plans on its statement of
par. Their effective interest rate, after separation of the equity
nancial position.
conversion option, is 0.6415%. This was partly reduced by the
maturing of a bond and lower commercial paper programmes
Others
( -1.5billion). For further information, please refer to the Notes
In 2016, the negative amount of -93million mainly resulted to the IFRS Consolidated Financial Statements Note34.3:
from the bank activities, partly compensated by changes in Net Cash Financing Liabilities.
consolidated nancing liabilities and changes in securities.

In 2015, the negative change of -680million mainly resulted 2.1.6.4 Sales Financing
from nance lease liabilities and from a nancing liability of
Airbus favours cash sales and encourages independent
-223million recognised for the Companys irrevocable share
nancing by customers, in order to avoid retaining credit or
buyback commitment as at 31December 2015; recognition of
asset risk in relation to delivered products. However, in order to
the nancial liability led to a corresponding reduction of equity.
support product sales, primarily at Airbus Commercial Aircraft
and Airbus Helicopters, Airbus may agree to participate in the
2.1.6.2 Consolidated Cash and Cash nancing of customers, on a case-by-case basis, directly or
Equivalents and Securities through guarantees provided to third parties.
The cash and cash equivalents and securities portfolio of Airbus The nancial markets remain unpredictable, which may cause
is invested mainly in non-speculative nancial instruments, Airbus to increase its future outlays in connection with customer
mostly highly liquid, such as certicates of deposit, overnight nancing of commercial aircraft and helicopters, mostly through
deposits, commercial paper, other money market instruments nance leases and secured loans and if deemed necessary
and bonds. Please refer to the Notes to the IFRS Consolidated through operating lease structures. Nevertheless, it intends to
Financial Statements Note35.1: Information about Financial keep the amount as low as possible.
Instruments Financial Risk Management.
Dedicated and experienced teams structure such nancing
Airbus has a partially automated cross-border and domestic cash transactions and closely monitor total nance and asset value
pooling system in all countries with major group presence and exposure of Airbus and its evolution in terms of quality, volume
whenever country regulations allow such practice (among others and intensity of cash requirements. Airbus aims to structure all
this includes mainly France, Germany, Spain, the Netherlands, nancing it provides to customers in line with market-standard
the UK and the US). The cash pooling system enhances contractual terms so as to facilitate any subsequent sale or
Managements ability to assess reliably and instantaneously reduction of such exposure.

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ManagementsDiscussion andAnalysisofFinancial Condition andResults ofOperations


2.1 Operating and Financial Review

EVOLUTION OF AIRBUS COMMERCIAL AIRCRAFT GROSS EXPOSURE DURING 2016 (IN US$ MILLIONS)

31 December 2015 1,487

Additions 859
2
Disposals -511

Amortisation -178

31 December 2016 1,657

Airbus Commercial Aircraft Gross Customer Financing Exposure average number of deliveries over the same period, i.e. 9aircraft
as of 31December 2016 is distributed over 61aircraft, operated nanced per year out of 651deliveries per year on average.
at any time by approximately 15 airlines. In addition, the level
Airbus Helicopters Gross Customer Financing Exposure
of exposure may include other aircraft-related assets, such as
amounted to 119 million as of 31 December 2016. This
spare parts. More than 90% of Airbus Commercial Aircraft Gross
exposure is distributed over 62 helicopters, operated by
Customer Financing Exposure is distributed over 9countries
approximately 2 companies.
(this excludes backstop commitments).
For further information, please refer to the Notes to the IFRS
Over the last three years (2014 to 2016), the average number of
Consolidated Financial Statements Note25: Sales Financing
aircraft delivered in respect of which nancing support has been
Transactions.
provided by Airbus Commercial Aircraft amounted to 1% of the

2.1.7 Hedging Activities

At least 70% of Airbus revenues are denominated inUSdollars, in the exchange rate of the USdollar against these currencies,
with approximately 60% of such currency exposure naturally and to a lesser extent, by market changes in the exchange rate
hedged by USdollar-denominated costs. The remainder of of pound sterling against the euro.
costs is incurred primarily ineuros, and to a lesser extent, in
As Airbus intends to generate prots only from its operations
pounds sterling. Consequently, to the extent that Airbus does
and not through speculation on foreign currency exchange rate
not use nancial instruments to hedge its net current and future
movements, Airbus uses hedging strategies solely to mitigate
exchange rate exposure from the time of a customer order to the
the impact of exchange rate uctuations on its EBIT.
time of delivery, its prots will be affected by market changes

The table below sets forth the notional amount of foreign exchange hedges in place as of 31December 2016, and the average
USdollar rates applicable to corresponding EBIT.

2017 2018 2019 2020 2021+ Total


Total Hedges (in US$bn) 24.9 25.1 24.9 17.8 9.7 102.4
Forward Rates (in US$)
-US$ 1.29 1.25 1.24 1.23 1.22
-US$ 1.55 1.55 1.47 1.39 1.37

For further information on Airbus hedging strategies in response to its particular exposures as well as a description of its current
hedge portfolio, please refer to the Notes to the IFRS Consolidated Financial Statements Note35.1: Information about Financial
Instruments Financial Risk Management.

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ManagementsDiscussion andAnalysisofFinancial Condition andResults ofOperations
2.2 Financial Statements

2.2 Financial Statements


The IFRS Consolidated Financial Statements and the Company and approved by, the AFM on 5April 2016 and led in English
Financial Statements of Airbus GroupSE for the year ended with the Chamber of Commerce of The Hague.
31December 2016, together with the related notes, appendices
Copies of the above-mentioned documents are available free
and independent auditors report, shall be deemed to be
of charge upon request in English at the registered ofce of
incorporated in and form part of this Registration Document.
the Company and on www.airbusgroup.com (Investors &
In addition, the English versions of the following documents Shareholders > Annual Reports and Registration Documents).
shall be deemed to be incorporated in and form part of this
Copies of the above-mentioned Registration Documents
Registration Document:
are also available in English on the website of the AFM on

the IFRS Consolidated Financial Statements and the


www.afm.nl (Professionals > Registers > Approved
Company Financial Statements of Airbus GroupN.V. for the
prospectuses). The above-mentioned nancial statements
year ended 31December 2014, together with the related
are also available in English for inspection at the Chamber of
notes, appendices and Auditors reports, as incorporated
Commerce of The Hague.
by reference in the Registration Document led in English
with, and approved by, the AFM on 16April 2015 and led in The Company confirms that the reports of the auditors
English with the Chamber of Commerce of The Hague; and incorporated by reference herein have been accurately

the IFRS Consolidated Financial Statements and the reproduced and that as far as the Company is aware and is
Company Financial Statements of Airbus GroupSE for the able to ascertain from the information provided by the auditors,
year ended 31December 2015, together with the related no facts have been omitted which would render such reports
notes, appendices and Auditors reports, as incorporated by inaccurate or misleading.
reference in the Registration Document led in English with,

2.3 Statutory Auditors Fees


Please refer to the Notes to the IFRS Consolidated Financial Statements Note37: Auditor Fees.

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ManagementsDiscussion andAnalysisofFinancial Condition andResults ofOperations


2.4 Information Regarding the Statutory Auditors

2.4 Information Regarding the Statutory Auditors

Date of first Expiration of current


appointment term of office(1)
Ernst & Young Accountants LLP
Boompjes 258 3011 XZ Rotterdam
2
Postbus 488 3000 AL Rotterdam
The Netherlands
Represented by A.A.Van Eimeren 28April 2016 12April 2017
(1) A resolution will be submitted to the Annual General Meeting of Shareholders in 2017, in order to appoint Ernst & Young Accountants LLP as the Companys auditors for the 2017
financial year.

Ernst & Young Accountants LLP has a licence from the AFM to perform statutory audits for Public Interest Entities and its
representative is a member of the Royal NBA (Koninklijke Nederlandse Beroepsorganisatie van Accountants).

Registration Document 2016 - AIRBUS 77


Chapter

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Registration Document 2016

GeneralDescription of
theCompany anditsShareCapital

3.1 General Description of the Company 80


3.1.1 Commercial and Corporate Names, SeatandRegisteredOfce
3.1.2 Legal Form
80
80
3
3.1.3 Governing Laws and Disclosures 80
3.1.4 Date of Incorporation and Duration oftheCompany 82
3.1.5 Objects of the Company 82
3.1.6 Commercial and Companies Registry 82
3.1.7 Inspection of Corporate Documents 82
3.1.8 Financial Year 82
3.1.9 Allocation and Distribution of Income 83
3.1.10 General Meetings 83
3.1.11 Disclosure of Holdings 84
3.1.12 Mandatory Disposal 86
3.1.13 Mandatory Offers 87

3.2 General Description of the Share Capital 87


3.2.1 Issued Share Capital 87
3.2.2 Authorised Share Capital 87
3.2.3 Modication of Share Capital orRightsAttachedtotheShares 88
3.2.4 Securities Granting Access totheCompanysShareCapital 89
3.2.5 Changes in the Issued Share Capital 89

3.3 Shareholdings and Voting Rights 90


3.3.1 Shareholding Structure at the end of 2016 90
3.3.2 Relationships with Principal Shareholders 91
3.3.3 Form of Shares 94
3.3.4 Changes in the Shareholding of the Company 94
3.3.5 Persons Exercising Control over the Company 95
3.3.6 Simplied Group Structure Chart 95
3.3.7 Purchase by the Company of its Own Shares 97

3.4 Dividends 99
3.4.1 Dividends and Cash Distributions Paid 99
3.4.2 Dividend Policy of the Company 99
3.4.3 Unclaimed Dividends 99
3.4.4 Taxation 99

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GeneralDescription oftheCompany anditsShareCapital
3.1 General Description of the Company

3.1 General Description of the Company


3.1.1 Commercial and Corporate Names, SeatandRegisteredOfce

Commercial Name: Airbus Seat (statutaire zetel): Amsterdam

Statutory Name: Airbus GroupSE Tel: +31(0)715245600

Registered Office: Mendelweg 30, 2333 CS Leiden, Fax: +31(0)715232807


TheNetherlands

3.1.2 Legal Form

The Company is a European public company (Societas Europaea), with its seat in Amsterdam, The Netherlands and registered
with the Dutch Commercial Register (Handelsregister) under number24288945. As a company operating worldwide, the Company
is subject to, and operates under, the laws of each country in which it conducts business.

3.1.3 Governing Laws and Disclosures

The Company is governed by the laws of the Netherlands with the relevant competent market authority. The Company
(inparticular Book2 of the Dutch Civil Code) and by its Articles must then ensure that Regulated Information remains publicly
of Association (the Articles of Association). available for at least ten years.

The Company is subject to various legal provisions of the Dutch Finally, Regulated Information must be made available for central
Financial Supervision Act (Wet op het financieel toezicht) (the storage by a mechanism that is ofcially designated by the
WFT). In addition, given the fact that its shares are admitted Companys home Member State.
for trading on a regulated market in France, Germany and Spain,
the Company is subject to certain laws and regulations in these Dutch Regulations
three jurisdictions. A summary of the main regulations applicable For the purpose of the Transparency Directive, supervision of the
to the Company in relation to information to be made public Company is effected by the Member State in which it maintains
in these three jurisdictions, as well as the Netherlands, is set its corporate seat, which is the Netherlands. The competent
out below. market authority that assumes nal responsibility for supervising
compliance by the Company in this respect is the AFM.
3.1.3.1 Periodic Disclosure Obligations Under the Transparency Directive as implemented under Dutch
Pursuant to Directive2004/ 109/ EC on the harmonisation law, the Company is subject to a number of periodic disclosure
of transparency requirements in relation to information about requirements, such as:
issuers whose securities are admitted to trading on a regulated
publishing an Annual Financial Report, together with an audit
market (as amended, the Transparency Directive), the
report drawn up by the Statutory Auditors, within four months
Company is required to disclose certain periodic and on-going
after the end of each nancial year; and
information (the Regulated Information).
publishing a semi-Annual Financial Report, within three
Pursuant to the Transparency Directive, the Company must months after the end of the rst six months of the nancial year.
disseminate such Regulated Information throughout the
In addition, the Company must le with the AFM, within ve days
European Community in a manner ensuring fast access to such
following their adoption by the Companys shareholders, its
information on a non-discriminatory basis. For this purpose,
audited annual nancial statements (including the consolidated
the Company may use a professional service provider (wire). In
ones), themanagement report, the Auditors report and other
addition, Regulated Information must be led at the same time
information related to the nancial statements.

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Registration Document 2016

GeneralDescription oftheCompany anditsShareCapital


3.1 General Description of the Company

French Regulations Inside information must be disclosed to the markets as soon as


In accordance with the requirement set forth in the Transparency possible. However, an issuer may under its own responsibility
Directive to disseminate Regulated Information throughout the delay the public disclosure of inside information so as not to
European Community, the Company is required to provide prejudice its legitimate interests provided that such delay would
simultaneously in France the same information as that provided not be likely to mislead the public and provided that the issuer
abroad. is able to ensure the condentiality of that information.

German Regulations Dutch Regulations


Due to the listing of the Companys shares in the Prime Standard Following the implementation of the Transparency Directive
sub-segment of the Regulated Market (regulierter Markt) of the into Dutch law, the Company must publicly disclose Regulated
Frankfurt Stock Exchange, the Company is subject to certain Information and also le Regulated Information with the AFM,
post-listing obligations as described below. The Company is which will keep all relevant Regulated Information in a publicly
available register. The Company will, whenever it discloses
3
included inter alia in the selection index MDAX, the MidCap
index of Deutsche BrseAG. inside information pursuant to applicable mandatory law as
part of the Regulated Information, disclose and disseminate
Pursuant to the Exchange Rules (Brsenordnung) of the throughout the European Community any such information.
Frankfurt Stock Exchange, the Company is required to publish
consolidated annual and semi-annual nancial statements as Under Dutch law, the Company must also publish any change
well as quarterly reports which may be prepared in English only. in the rights attached to its shares, as well as any changes in
In addition, pursuant to the Exchange Rules, the Company the rights attached to any rights issued by the Company to
is required to publish a nancial calendar at the beginning of acquire Airbus shares.
each nancial year in German and English. The Company is
also required to hold an analysts meeting at least once per French Regulations
year in addition to the press conference regarding the annual Any inside information as dened above will be disclosed in
nancial statements. France by means of dissemination throughout the European
Community, as it is organised under Dutch law implementing
Spanish Regulations the Transparency Directive so as to provide simultaneously in
In accordance with the requirement set forth in the Transparency France equivalent information to that provided abroad.
Directive to disseminate Regulated Information throughout the
European Community, the Company is required to provide German Regulations
simultaneously in Spain the same information as that provided Any inside information as dened above will be disclosed in
abroad. Germany by means of dissemination throughout the European
Community, as it is organised under Dutch law implementing
the Transparency Directive so as to provide simultaneously in
3.1.3.2 Ongoing Disclosure Obligations
Germany equivalent information to that provided abroad.
Pursuant to the Transparency Directive, Regulated Information
includes in particular inside information as dened pursuant Spanish Regulations
to Article7 of EU Regulation No.596/2014 on market abuse
In accordance with the requirement set forth in the Transparency
(the Market Abuse Regulation or MAR). Such information
Directive to disseminate Regulated Information throughout the
must be disseminated throughout the European Community
European Community, any inside information as dened above
(see introduction to section 3.1.3.1 Periodic Disclosure
will be disclosed simultaneously in Spain by ling the relevant
Obligations).
regulatory announcement (hecho relevante) with the CNMV.
Inside information consists of information of a precise nature
Pursuant to the Spanish securities rules and regulations, the
which has not been made public, relating, directly or indirectly,
Company is also required to make available to shareholders
to one or more issuers or to one or more nancial instruments
and le with the CNMV a corporate governance report in the
and which, if it were made public, would be likely to have a
Spanish language or in a language customary in the sphere of
signicant effect on the prices of those nancial instruments or
international nance on an annual basis.
on the price of related derivative nancial instruments.

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GeneralDescription oftheCompany anditsShareCapital
3.1 General Description of the Company

3.1.4 Date of Incorporation and Duration oftheCompany

The Company was incorporated on 29December 1998 for an unlimited duration.

3.1.5 Objects of the Company

Pursuant to its Articles of Association, the objects of the


the aeronautic, defence, space and/or communication
Company are to hold, co-ordinate and manage participations or industry; or
other interests and to nance and assume liabilities, provide for
activities that are complementary, supportive or ancillary
security and/or guarantee debts of legal entities, partnerships, thereto.
business associations and undertakings that are involved in:

3.1.6 Commercial and Companies Registry

The Company is registered with the Dutch Commercial Register (Handelsregister) under number24288945.

3.1.7 Inspection of Corporate Documents

The Articles of Association are available for inspection in Dutch In Germany, the Articles of Association are available at the
at the Chamber of Commerce. Munich ofce of Airbus (Willy-Messerschmitt-Strasse 1, 82024
Ottobrunn, Germany, Tel.: +49896070).
In France, the Articles of Association are available at the
operational headquarters of Airbus (2, rond-point Emile In Spain, the Articles of Association are available at the CNMV
Dewoitine, 31700 Blagnac, France, Tel.: +335 81 31 75 00). and at the Madrid ofce of Airbus (Avenida de Aragn 404,
28022 Madrid, Spain, Tel.: +3491,5857000).

3.1.8 Financial Year

The nancial year of the Company starts on 1January and ends on 31December of each year.

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GeneralDescription oftheCompany anditsShareCapital


3.1 General Description of the Company

3.1.9 Allocation and Distribution of Income

3.1.9.1 Dividends Dividends, interim dividends and other distributions on shares


The Board of Directors shall determine which part of the prots shall be paid by bank transfer to the bank or giro accounts
of the Company shall be attributed to reserves. The remaining designated in writing to the Company by, or on behalf of,
distributable prot shall be at the disposal of the shareholders shareholders at the latest 14days after their announcement.
meeting. The persons entitled to a dividend, interim dividend or other
The shareholders meeting may resolve (if so proposed by the distribution shall be the shareholders as at a record date to be
Board of Directors) that all or part of a distribution on shares shall determined by the Board of Directors for that purpose, which
be paid in Airbus shares or in the form of assets as opposed
to cash.
date may not be a date prior to the date on which such dividend,
interim dividend or other distribution is declared.
3
The declaration of a dividend, an interim dividend or another
distribution to the shareholders shall be made known to them
3.1.9.2 Liquidation
within seven days after such declaration. Declared dividends, In the event of the dissolution and liquidation of the Company,
interim dividends or other distributions shall be payable on such the assets remaining after payment of all debts and liquidation
date(s) as determined by the Board of Directors. expenses shall be distributed amongst the holders of the shares
in proportion to their shareholdings.

3.1.10 General Meetings

3.1.10.1 Calling of Meetings Shareholders shall be included in the convening notice or shall
Shareholders meetings are held as often as the Board of be announced in the same fashion, if the substantiated request
Directors deems necessary, when required under the Dutch or a proposal for a resolution is received by the Company no later
Civil Code (as a result of a decrease of the Companys equity than the 60thday before the general meeting. When exercising
to or below half of the Companys paid up and called up capital) the right to put a matter on the agenda for a General Meeting of
or upon the request of shareholders holding, individually or Shareholders, the respective shareholder or shareholders are
together, at least 10% of the total issued share capital of the obliged to disclose their full economic interest to the Company.
Company. The AGM of Shareholders of the Company is held The Company must publish such disclosure on its website.
within six months of the end of the nancial year. A request as referred to in the preceding paragraph may only
The Board of Directors must give notice of shareholders be made in writing. The Board of Directors can decide that in
meetings through publication of a notice on the Companys writing is understood to include a request that is recorded
website (www.airbusgroup.com), which will be directly and electronically.
permanently accessible until the shareholders meeting. The
Company must comply with the statutory rules providing for 3.1.10.2 Right to Attend Shareholders Meetings
a minimum convening period, which currently require at least Each holder of one or more shares may attend shareholders
42days of notice. The convening notice must state the items meetings, either in person or by written proxy, speak and
required under Dutch law. vote according to the Articles of Association. See 3.1.10.4
Shareholders meetings are held in Amsterdam, The Hague, Conditions of Exercise of Right to Vote. However, under (and
Rotterdam or Haarlemmermeer (Schiphol Airport). The Board subject to the terms of) the Articles of Association these rights
of Directors may decide that shareholders meetings may be may be suspended under certain circumstances.
attended by means of electronic or video communication The persons who have the right to attend and vote at
devices from the locations mentioned in the convening notice. shareholders meetings are those who are on record in a
The Board of Directors must announce the date of the AGM of register designated for that purpose by the Board of Directors
Shareholders at least ten weeks before the Meeting. A matter on the registration date referred to in the Dutch Civil Code which
which one or more shareholders or other parties with meeting is currently the 28thday prior to the day of the shareholders
rights collectively representing at least the statutory threshold meeting (the Registration Date), irrespective of who may be
(which is currently 3% of the issued share capital) have requested entitled to the shares at the time of that meeting.
in writing to be put on the agenda for a General Meeting of

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GeneralDescription oftheCompany anditsShareCapital
3.1 General Description of the Company

As a prerequisite to attending the shareholders meeting and to capital reduction, exclusion of pre-emption rights in connection
casting votes, the Company, or alternatively an entity or person with share issues, statutory mergers or statutory de-mergers;
so designated by the Company, should be notied in writing the passing of such resolutions requires a majority of two-thirds
by each holder of one or more shares and those who derive of the votes cast if 50% of the share capital with voting rights
the aforementioned rights from these shares, not earlier than is not present at the shareholders meeting (or otherwise a
the Registration Date, of the intention to attend the meeting in simple majority). In addition, resolutions to amend the Articles
accordance with the relevant convening notice. of Association or to dissolve the Company may only be adopted
with a majority of at least two-thirds of the valid votes cast at a
Shareholders holding their Company shares through Euroclear
shareholders meeting, whatever the quorum present at such
France who wish to attend general meetings will have to request
meeting, and resolutions to amend certain provisions of the
from their nancial intermediary or accountholder an admission
Articles of Association may only be adopted with a majority of
card and be given a proxy to this effect from Euroclear France in
at least 75% of the valid votes cast at a shareholders meeting,
accordance with the relevant convening notice. For this purpose,
whatever the quorum present at such meeting.
a shareholder will also be able to request that its shares be
registered directly (and not through Euroclear France) in the
register of the Company. However, only shares registered in the 3.1.10.4 Conditions of Exercise of Right toVote
name of Euroclear France may be traded on stock exchanges. In all shareholders meetings, each shareholder has one vote in
In order to exercise their voting rights, the shareholders will respect of each share it holds. The major shareholders of the
also be able, by contacting their financial intermediary or Company as set forth in 3.3.2 Relationships with Principal
accountholder, to give their voting instructions to Euroclear Shareholders do not enjoy different voting rights from those
France or to any other person designated for this purpose, as of the other shareholders.
specied in the relevant convening notice. A shareholder whose shares are subject to a pledge or usufruct
Pursuant to its Articles of Association, the Company may provide shall have the voting rights attaching to such shares unless
for electronic means of attendance, speaking and voting at the otherwise provided by law or by the Articles of Association or
shareholders meetings. The use of such electronic means will if, in the case of a usufruct, the shareholder has granted voting
depend on the availability of the necessary technical means rights to the usufructuary. Pursuant to the Articles of Association
and market practice. and subject to the prior consent of the Board of Directors, a
pledgee of shares in the Company may be granted the right to
vote in respect of such pledged shares.
3.1.10.3 Majority and Quorum
According to the Articles of Association, no vote may be cast
All resolutions are adopted by means of a simple majority of
at the General Meeting on a share that is held by the Company
the votes cast except when a qualied majority is prescribed
or a subsidiary, nor for a share in respect of which one of them
by the Articles of Association or by Dutch law. No quorum
holds the depository receipts. Usufructuaries and pledgees of
is required for any shareholders meeting to be held except
shares that are held by the Company or its subsidiaries are,
as required under applicable law for a very limited number of
however, not excluded from their voting rights, in case the right
resolutions of an extraordinary nature. Dutch law requires a
of usufruct or pledge was vested before the share was held by
special majority for the passing of certain resolutions: inter alia,
the Company or its subsidiary.

3.1.11 Disclosure of Holdings

Pursuant to the WFT, any person who, directly or indirectly, or several of the above-mentioned thresholds due to a change in
acquires or disposes of an interest in the capital or voting rights the Companys outstanding capital, or in voting rights attached
of the Company must immediately give written notice to the AFM to the shares as notied to the AFM by the Company, should
by means of a standard form, if, as a result of such acquisition notify the AFM no later than the fourth trading day after the AFM
or disposal, the percentage of capital interest or voting rights has published the notication by the Company. Among other
held by such person meets, exceeds or falls below the following things, the Company is required to notify the AFM immediately
thresholds: 3%, 5%, 10%, 15%, 20%, 25%, 30%, 40%, 50%, if its outstanding share capital or voting rights have changed by
60%, 75% and 95%. Any person whose interest in the capital or 1% or more since the Companys previous notication.
voting rights of the Company meets, exceeds or falls below one

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Registration Document 2016

GeneralDescription oftheCompany anditsShareCapital


3.1 General Description of the Company

If at the end of a calendar year the composition of a shareholders Disclosure of Transactions Carried Out
holding differs from its previous disclosure as a result of the onAnySecurities Issued by the Company
conversion of certain types of securities or following the exercise Based on the Market Abuse Regulation, certain persons
of rights to acquire voting rights, this shareholder must then discharging managerial or supervisory responsibilities within
provide an update of its previous disclosure within four weeks the Company as well as persons closely associated with them
of the end of each calendar year by giving written notice thereof (together Insiders, as dened below), are required to notify
to the AFM. The disclosures are published by the AFM on its the Company and the AFM within three trading days of all
website (www.afm.nl). transactions conducted for their own account involving shares
Pursuant to the Articles of Association, shareholders must notify of the Company, or derivatives or other nancial instruments
the Company when meeting or crossing the thresholds above. related to such shares, unless the aggregate amount of
The Articles of Association also contain disclosure obligations such transactions does not exceed 5,000 in respect of all
for shareholders that apply when their interests in the Company transactions in a calendar year. 3
reach or cross certain thresholds. Insiders for the Company include (i)Members of the Board
Under the Articles of Association, the disclosure obligations of Directors and the Group Executive Committee of the
of shareholders are enhanced in several ways beyond what is Company as well as certain other senior executives who are
required under the WFT, including by requiring the disclosure not members of these bodies and who have regular access to
of additional information, tying the disclosure obligations to inside information relating directly or indirectly to the Company
a broader range of interests in the capital or voting rights of and power to take managerial decisions affecting the future
the Company and by requiring a shareholder to notify the developments and business prospects of the Company,
Company if his or her interest reaches, exceeds or falls below (ii) persons closely associated with any person mentioned
the Mandatory Disposal Threshold (as dened below) or if the under category (i)(including their spouses, life partners or any
interest of a shareholder (alone or a member of a concert) which partner considered by national law as equivalent to the spouse,
is above such Mandatory Disposal Threshold changes in its dependent children and other relatives who have shared the
composition, nature and/or size. same household), and (iii)legal entities, trusts or partnerships
whose managerial responsibilities are discharged by any person
Failure to comply with the legal obligation to notify a change in referred to in categories (i)or (ii)or which are directly or indirectly
shareholding under the WFT is a criminal offence punishable controlled by such a person, or that have been set up for the
by criminal and administrative penalties as well as civil law bene t of such a person, or whose economic interests are
penalties, including the suspension of voting rights. Failure to substantially equivalent to those of such a person.
comply with a notication under the Articles of Association can
lead to a suspension of meeting and voting rights. The Company has adopted specic internal insider trading rules
(the Insider Trading Rules) in order to ensure compliance with
Disclosure Requirements for Members the above requirements and with other share trading regulations
oftheBoard of Directors and the Executive applicable in the Netherlands, France, Germany and Spain. The
Committee Insider Trading Rules are available on the Companys website,
and provide in particular that: (i)all employees and Directors
Disclosure of Holdings are prohibited from conducting transactions in the Companys
In addition to the requirements under the WFT regarding the shares or stock options if they have inside information, and
disclosure of holdings in case the specied thresholds are met (ii)certain persons are only allowed to trade in the Companys
or exceeded or if holdings fall below these thresholds, Members shares or stock options within very limited periods and have
of the Board of Directors must report to the AFM the number specic information obligations to the ITR Compliance Ofcer
of shares in the Company and attached voting rights(1) held by of the Company and the competent nancial market authorities
him or an entity controlled by him, within two weeks following with respect to certain transactions. The ITR Compliance Ofcer
his appointment as Director, whether or not such shareholdings is responsible for the implementation of the Insider Trading
meet or exceed any of the specied thresholds. Subsequently, Rules.
any Member of the Board of Directors is required to notify the Pursuant to the Market Abuse Regulation, the Company must
AFM of any changes in such number of shares in the Company maintain a list of all persons working for it by virtue of a labour
and attached voting rights. relationship or otherwise, who may have access to inside
information.

(1) In this context, the term shares also includes for example depositary receipts for shares and rights resulting from an agreement to acquire shares or depositary
receipts for shares, specically call options, warrants, and convertible bonds. Equally, the term voting rights also includes actual or contingent rights to voting
rights (e.g., embedded in call options, warrants or convertible bonds).

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GeneralDescription oftheCompany anditsShareCapital
3.1 General Description of the Company

3.1.12 Mandatory Disposal

3.1.12.1 Mandatory Disposal Threshold


no transfer of a depositary receipt can be made without the
Restricting Ownership to 15% prior written approval of the foundations Board.
The Articles of Association prohibit any shareholder from holding For any shareholder or concert, the term Excess Shares,
an interest of more than 15% of the share capital or voting rights as used above, refers to such number of shares comprised
of the Company, acting alone or in concert with others (the in the interest of such shareholder or concert exceeding the
Mandatory Disposal Threshold). An interest (Interest) Mandatory Disposal Threshold which is the lesser of: (i)the
includes not only shares and voting rights, but also other shares held by such shareholder or concert which represent a
instruments that cause shares or voting rights to be deemed percentage of the Companys issued share capital that is equal
to be at someones disposal pursuant to the WFT, and must be to the percentage with which the foregoing interest exceeds the
notied to the Dutch regulator, the AFM, if certain thresholds Mandatory Disposal Threshold; and (ii)all shares held by such
are reached or crossed. Any shareholder having an interest of person or concert.
more than the Mandatory Disposal Threshold must reduce its
This restriction is included in the Articles of Association to reect
interest below the Mandatory Disposal Threshold, for instance
the Companys further normalised governance going forward,
by disposing of its Excess Shares, within two weeks. The same
aiming at a substantial increase of the free oat and to safeguard
applies to concerts of shareholders and other persons who
the interests of the Company and its stakeholders (including all
together hold an interest exceeding the Mandatory Disposal
its shareholders), by limiting the possibilities of inuence above
Threshold. Should such shareholder or concert not comply with
the level of the Mandatory Disposal Threshold or takeovers other
not exceeding the 15% Mandatory Disposal Threshold by the
than a public takeover offer resulting in a minimum acceptance
end of such two-week period, their Excess Shares would be
of 80% of the share capital referred to below.
transferred to a Dutch law foundation (Stichting), which can,
and eventually must, dispose of them.
3.1.12.2 Exemptions from Mandatory Disposal
The Dutch law foundation would issue depositary receipts to the
Threshold
relevant shareholder in return for the Excess Shares transferred
to the foundation, which would entitle the relevant shareholder to The restrictions pursuant to the Mandatory Disposal Threshold
the economic rights, but not the voting rights, attached to such under the Articles of Association do not apply to a person who
Company shares. The foundations Articles of Association and has made a public offer with at least an 80% acceptance
the terms of administration governing the relationship between (including any Airbus shares already held by such person).
the foundation and the depositary receipt holders provide, inter These restrictions also have certain grandfathering exemptions
alia, that: for the benet of shareholders and concerts holding interests

the Board Members of the foundation must be independent exceeding the Mandatory Disposal Threshold on the date
from the Company, any grandfathered persons and their when the current Articles of Association entered into force (the
afliates (see 3.1.12.2 Exemptions from Mandatory Disposal Exemption Date).
Threshold) and any holder of depositary receipts and their Different grandfathering regimes apply to such shareholders and
afliates (there is an agreement under which the Company concerts, depending on the interests and the nature thereof held
will, inter alia, cover the foundations expenses and indemnify by each such shareholder or concert on the Exemption Date.
the Board Members against liability);
The Company has conrmed that (i)the specic exemption in

the Board Members are appointed (except for the initial Board
Article16.1.b of the Articles of Association applies to Socit
Members who were appointed at incorporation) and dismissed
de Gestion de Participations Aronautiques (Sogepa), as
by the Management Board of the foundation (the Company
it held more than 15% of the outstanding Company voting
may however appoint one Board Member in a situation where
rights and shares including the legal and economic ownership
there are no foundation Board Members);
thereof on the Exemption Date; and (ii)the specic exemption in

the foundation has no discretion as to the exercise of voting


Article16.1.c applies to the concert among Sogepa, Gesellschaft
rights attached to any of the Company shares held by it and
zur Beteiligungsverwaltung GZBV mbH & Co. KG (GZBV)
will in a mechanical manner vote to reect the outcome of the
andSociedad Estatal de Participaciones Industriales (SEPI),
votes cast (or not cast) by the other shareholders, and the
as they held more than 15% of the outstanding Company voting
foundation will distribute any dividends or other distributions
rights and shares including the legal and economic ownership
it receives from the Company to the holders of depositary
thereof on the Exemption Date.
receipts; and

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Registration Document 2016

GeneralDescription oftheCompany anditsShareCapital


3.2 General Description of the Share Capital

3.1.13 Mandatory Offers

3.1.13.1 Takeover Directive control and any derogation from the obligation to launch a
The Directive 2004/ 25/ EC on takeover bids (the Takeover bid, the conditions under which the Board of Directors of the
Directive) sets forth the principles governing the allocation of Company may undertake any action which might result in the
laws applicable to the Company in the context of a takeover bid frustration of the bid, the applicable rules and the competent
for the shares of the Company. The Takeover Directive refers to authority will be governed by Dutch law (see 3.1.13.2 Dutch
the rules of the Netherlands and the rules of the European Union Law).
Member State of the competent authority that must be chosen
by the Company from among the various market authorities
supervising the markets where its shares are listed.
3.1.13.2 Dutch Law
In accordance with the Dutch act implementing the Takeover
3
For the Company, matters relating to, inter alia, the consideration Directive (the Takeover Act), shareholders are required to
offered in the case of a bid, in particular the price, and matters make a public offer for all issued and outstanding shares in
relating to the bid procedure, in particular the information on the Companys share capital if they individually or acting in
the offerors decision to make a bid, the contents of the offer concert (as such term is dened in the Takeover Act), directly or
document and the disclosure of the bid, shall be determined indirectly have 30% or more of the voting rights (signicant
by the laws of the European Union Member State having the control) in the Company. In addition to the other available
competent authority, which will be selected by the Company exemptions that are provided under Dutch law, the requirement
at a future date. to make a public offer does not apply to persons, who at the
time the Takeover Act came into force, already held individually
Matters relating to the information to be provided to the
or acting in concert 30% or more of the voting rights in the
employees of the Company and matters relating to company
Company. In the case of such a concert, a new Member of
law, in particular the percentage of voting rights which confers
the concert can be exempted if it satises certain conditions.

3.2 General Description of the Share Capital


3.2.1 Issued Share Capital

As of 31December 2016, the Companys issued share capital amounted to 772,912,869, consisting of 772,912,869 fully paid-up
shares of a nominal value of 1 each.

3.2.2 Authorised Share Capital

As of 31December 2016, the Companys authorised share capital amounted to 3billion, consisting of 3billionshares of 1each.

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GeneralDescription oftheCompany anditsShareCapital
3.2 General Description of the Share Capital

3.2.3 Modication of Share Capital orRightsAttachedtotheShares

The shareholders meeting has the power to authorise the Such powers have been granted for a period expiring at the
issuance of shares. The shareholders meeting may also AGM to be held in 2017, and shall not extend to issuing shares or
authorise the Board of Directors, for a period of no more than granting rights to subscribe for shares (i)if there is no preferential
ve years, to issue shares and to determine the terms and subscription right (by virtue of Dutch law, or because it has
conditions of share issuances. been excluded by means of a resolution of the competent
corporate body) and (ii)for an aggregate issue price in excess
Holders of shares have a pre-emptive right to subscribe for any
of 500million per share issuance.
newly issued shares in proportion to the aggregate nominal
value of shares held by them, except for shares issued for At the AGM held on 28April 2016, the Board of Directors was
consideration other than cash and shares issued to employees authorised, for a period of 18months from the date of such AGM,
of the Company or of an Airbus company. For the contractual to repurchase shares of the Company, by any means, including
position as to pre-emption rights, see 3.3.2 Relationships derivative products, on any stock exchange or otherwise, as
with Principal Shareholders. long as, upon such repurchase, the Company would not hold
more than 10% of the Companys issued share capital, and at
The shareholders meeting also has the power to limit or to
a price per share not less than the nominal value and not more
exclude pre-emption rights in connection with new issues of
than the higher of the price of the last independent trade and
shares, and may authorise the Board of Directors for a period
the highest current independent bid on the trading venues of
of no more than ve years, to limit or to exclude pre-emption
the regulated market of the country in which the purchase is
rights. All resolutions in this context must be approved by a
carried out.
two-thirds majority of the votes cast during the shareholders
meeting in the case where less than half of the capital issued The shareholders meeting may reduce the issued share capital
is present or represented at said meeting. by cancellation of shares, or by reducing the nominal value
of the shares by means of an amendment to the Articles of
However, the Articles of Association provide that a 75% voting
Association. The cancellation of shares requires the approval of
majority is required for any shareholders resolution to issue
a two-thirds majority of the votes cast during the shareholders
shares or to grant rights to subscribe for shares if the aggregate
meeting in the case where less than half of the capital issued is
issue price is in excess of 500million per share issuance, and
present or represented at said meeting; the reduction of nominal
no preferential subscription rights exist in respect thereof. The
value by means of an amendment to the Articles of Association
same voting majority requirement applies if the shareholders
requires the approval of a two-thirds majority of the votes cast
meeting wishes to designate the Board of Directors to have the
during the shareholders meeting (unless the amendment to
authority to resolve on such share issuance or granting of rights.
the Articles of Association also concerns an amendment which
Pursuant to the shareholders resolutions adopted at the under the Articles of Association requires a 75% voting majority).
AGM held on 28April 2016, the powers to issue shares and
At the AGM held on 28April 2016, the Board of Directors and
to grant rights to subscribe for shares which are part of the
the Chief Executive Ofcer were authorised, with powers of
Companys authorised share capital and to limit or exclude
substitution, to implement a cancellation of shares held or
preferential subscription rights for existing shareholders have
repurchased by the Company, including the authorisation
been delegated to the Board of Directors for the purpose of:
to establish the exact number of the relevant shares thus
1. employee share ownership plans and share-related long- repurchased to be cancelled.
term incentive plans, provided that such powers shall be
The Company launched on 30October 2015 1billion share
limited to 0.14% of the Companys authorised share capital;
buyback that has been completed. All shares repurchased
and
under the share buy back programme have been cancelled
2. funding the Company and its Airbus companies, provided (please refer to the Notes to the IFRS Consolidated Financial
that such powers shall be limited to 0.3% of the Companys Statements Note32: Total Equity for further information).
authorised share capital.

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Registration Document 2016

GeneralDescription oftheCompany anditsShareCapital


3.2 General Description of the Share Capital

3.2.4 Securities Granting Access totheCompanysShareCapital

Except for convertible bonds (See Corporate Governance 4.3.3 Long-Term Incentive Plans and please refer to Notes to the
IFRS Consolidated Financial Statements Note34.3: Financing Liabilities), there are no securities that give access, immediately
or over time, to the share capital of the Company.

The table below shows the total potential dilution that would occur if all the convertible bonds issued as of 31December 2016
were exercised:

Percentage of
Number Percentage of Number of diluted voting

Total number of Company shares issued as of 31December 2016


of shares
772,912,869
diluted capital
99.354%
votingrights
772,728,699
rights(1)
99.354%
3
Total number of Company shares which may be issued
followingexercise of the convertible bonds 5,022,990 0.646% 5,022,990 0.646%
Total potential Company share capital 777,935,859 100% 777,935,859 100%
(1) The potential dilutive effect on capital and voting rights of the exercise of these convertible bonds may be limited as a result of the Companys share repurchase programmes
andinthecase of subsequent cancellation of repurchased shares. See 3.3.7.1 Dutch Law and Information on Share Repurchase Programmes.

3.2.5 Changes in the Issued Share Capital

Total
Nominal Number number
value of shares of issued Total issued
per issued/ shares after capital after
Date Nature of Transaction share cancelled Premium(1) transaction transaction
Cancellation of shares upon authorisation granted by
20June 2013 theExtraordinary General Meeting held on 27March 2013 1 47,648,691 - 779,719,254 779,719,254
29July 2013 Issue of shares for the purpose of an employee offering 1 2,113,245 57,580,650 781,832,499 781,832,499
Cancellation of shares upon authorisation granted by
27September 2013 the Extraordinary General Meeting held on 27March 2013 1 3,099,657 - 778,732,842 778,732,842
Cancellation of shares upon authorisation granted by
27September 2013 the Annual Shareholders Meeting held on 29May 2013 1 2,448,884 - 776,283,958 776,283,958
Issue of shares following exercise of options granted
In 2013 toemployees(2) 1 6,873,677 176,017,918 783,157,635 783,157,635
Issue of shares following exercise of options granted
In 2014 toemployees(2) 1 1,871,419 50,619,684 784,780,585 784,780,585
Cancellation of shares upon authorisation granted by
In 2015 theAnnual Shareholders Meeting held on 27May 2015 1 2,885,243 - 785,333,784 785,333,784
Issue of shares following exercise of options granted
In 2015 toemployees(2) 1 1,910,428 - 785,344,784 785,344,784
In 2016 Cancellation of treasury shares 1 14,131,131 - 771,213,653 771,213,653
In 2016 Issues of shares for the purpose of an employee offering 1 1,474,716 - 772,688,369 772,688,369
Issue of shares following exercise of options granted
In 2016 to employees(2) 1 224,500 - 772,912,869 772,912,869
(1) The costs (net of taxes) related to the initial public offering of the shares of the Company in July2000 have been offset against share premium for an amount of 55,849,772.
(2) For information on stock option plans under which these options were granted to the Companys employees, see Corporate Governance 4.3.3 Long-Term Incentive Plans.

In 2016, Airbus employees exercised 224,500stock options granted to them through the Stock Option Plans launched by the
Company and 1,474,716 new shares were issues in the framework of the Employee Share Ownership Plan (ESOP) 2016. As a
result, a total number of 1,699,216 new shares were issued in the course of 2016.

During 2016, (i)the Company repurchased in aggregate 12,938,028shares and (ii)14,131,131 treasury shares were cancelled. As
a result, as at 31December 2016, the Company held 184,170 treasury shares.

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GeneralDescription oftheCompany anditsShareCapital
3.3 Shareholdings and Voting Rights

3.3 Shareholdings and Voting Rights


3.3.1 Shareholding Structure at the end of 2016

As of 31December 2016, the French State held 11.11% of the and the Company held, respectively, 73.60% and 0.02% of the
outstanding Company shares through Sogepa, the German Companys share capital.
State held 11.09% through GZBV, asubsidiary of Kreditanstalt
The diagram below shows the ownership structure of the
fr Wiederaufbau (KfW), a public law institution serving
Company as of 31December 2016 (% of capital and of voting
domestic and international policy objectives of the Government
rights (in parentheses) before exercise of the convertible bonds).
of the Federal Republic of Germany, and the Spanish State held
See Corporate Governance 4.3.3 Long-Term Incentive
4.18% through SEPI. The public (including Airbus employees)
Plans.

OWNERSHIP STRUCTURE OF AIRBUS GROUPSE AS OF 31DECEMBER 2016

FRENCH SPANISH GERMAN


STATE STATE STATE
PUBLIC

OTHER GERMAN KfW


PUBLIC ENTITIES

15.69% 84.31%

SOGEPA SEPI GZBV(2)

11.11% 4.18% 11.09% 73.62%(1)


(11.11%) (4.18%) (11.09%) (73.62%)

Share subject to Shareholders Agreement

AIRBUS GROUP SE

(1) Including shares held by the Company itself (0.02%).


(2) KfW & other German public entities.

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Registration Document 2016

GeneralDescription oftheCompany anditsShareCapital


3.3 Shareholdings and Voting Rights

In 2016, the below listed entities have notied the AFM of their own shares, equal to 0.02% of issued share capital. The treasury
substantial interest in the Company. For further details, please shares owned by the Company do not carry voting rights.
refer to the website of the AFM at www.afm.nl:
For the number of shares and voting rights held by Members

Capital Group International Inc. owns 5.04% of the voting


of the Board of Directors and Group Executive Committee,
rights via Capital Research and Management Company and
see Corporate Governance 4.2.1 Remuneration Policy.
EuroPacic Growth Fund.
Approximately 2.1% of the share capital (and voting rights) was
As of 31December 2016, the Company held, directly or indirectly
held by the Companys employees as of 31December 2016.
through another company in which the Company holds directly
or indirectly more than 50% of the share capital, 184,170 of its

3.3.2 Relationships with Principal Shareholders 3


In 2013, GZBV, Sogepa and SEPI entered into a shareholders Individual Grandfathering Rights
agreement (the Shareholder s Agreement ). The A Party that is individually grandfathered pursuant to
Shareholders Agreement, further details of which are set out Article16.1.b of the Articles of Association (such Party holding
in more detail below, does not give the parties to it any rights to Individual Grandfathering Rights) shall remain individually
designate Members of the Board of Directors or management grandfathered in accordance with the Articles of Association if
team or to participate in the governance of the Company. The the new concert with respect to the Company (the Concert)
Company has also entered into state security agreements with is subsequently terminated (for instance by terminating the
each of the French State and German State, which are also Shareholders Agreement) or if it exits the Concert.
described in more detail below.
Loss of Individual Grandfathering Rights
3.3.2.1 Corporate Governance Arrangements A Party holding Individual Grandfathering Rights as well as any
of its afliates who are grandfathered pursuant to Article16.1.b
Corporate governance arrangements of the Company were
in conjunction with Article16.3 of the Articles of Association
substantially changed, resulting in changes in the composition
(such af liates holding Derived Grandfathering Rights,
of the Board of Directors and its internal rules, as well as
and the Individual Grandfathering Rights and the Derived
amendments to the Articles of Association of the Company.
Grandfathering Rights, together, the Grandfathering Rights)
These changes were intended to further normalise and simplify
shall all no longer be entitled to exercise their Grandfathering
the Companys corporate governance, reecting an emphasis
Rights in the event:
on best corporate governance practices and the absence of
a controlling shareholder group. Changes to the Companys

the Concert is terminated as a result of it or any of its afliates
corporate governance arrangements in the Articles of having actually or constructively terminated such Concert; or
Association, included (i)disclosure obligations for shareholders

it or its relevant afliate(s) exit(s) the Concert;
that apply when their interests in the Company reach or cross and such termination or exit is not for good cause and is not
certain thresholds and (ii)ownership restrictions prohibiting any based on material and on-going violations of the Concert
shareholder from holding an interest of more than 15% of the arrangements, including, without limitation, of the Shareholders
share capital or voting rights of the Company, acting alone or Agreement, by the other principal Member of the Concert.
in concert with others. See sections3.1.11 and 3.1.12 above
and section4 below. In the event that in the future the voting rights in the Company
of the other principal Member of the Concert together with
those of its afliates would for an uninterrupted period of three
3.3.2.2 Core Shareholder Arrangements months represent less than 3% of the outstanding aggregate
voting rights of the Company, the Grandfathering Rights of
Grandfathering Agreement
the Party including its afliates which were no longer entitled
At the Consummation, the French State, Sogepa, the German to use their Grandfathering Rights shall from then on revive
State, KfW and GZBV (all parties together the Parties and and Sogepa and GZBV shall jointly notify the Company to
each, individually, as a Party) entered into an agreement with that effect.
respect to certain grandfathering rights under the Articles of
Association. Below is a summary of such agreement.

Registration Document 2016 - AIRBUS 91


GeneralDescription oftheCompany anditsShareCapital
3.3 Shareholdings and Voting Rights

Notification to the Company Security Agreement (as described below). If, for whatever
The Company will not be required to take any of the actions reason, any person to be appointed as a Director pursuant
provided for in Article15 of the Articles of Association pursuant to the German State Security Agreement or the French State
to the post-concert Grandfathering Agreement unless and until Security Agreement is not nominated, the shareholders
it receives (i)a joint written instruction from Sogepa and GZBV shall exercise their best endeavours so that such person is
with respect to the taking of any of the actions provided for in appointed as a Director.
Article15 of the Articles of Association pursuant to the post- Sogepa and GZBV shall support the appointment of one
concert Grandfathering Agreement, or (ii)a copy of a binding Spanish national thatSEPI may present to them as Member of
advice rendered by three independent, impartial and neutral the Board of Directors of the Company, provided such person
Expert Adjudicators in order to settle any dispute between the qualies as an Independent Director pursuant to the conditions
Parties arising out of or in connection with the post-concert set forth in the Board Rules, and shall vote as shareholders in
Grandfathering Agreement. any shareholders meeting in favour of such appointment and
The Company will not incur any liability to any of the Parties by against the appointment of any other person for such position.
taking such actions following receipt of any such joint instruction If, for whatever reason, the French State Security Agreement
or binding advice and the Company will not be required to and/or the German State Security Agreement has / have
interpret the post-concert Grandfathering Agreement or any been terminated, KfW or Sogepa, as the case might be, shall
such joint instruction or binding advice. propose two persons, and the shareholders shall exercise
Notwithstanding the description under Various provisions their best endeavours so that these persons are appointed
Jurisdiction below, the courts of the Netherlands will have as Directors.
exclusive jurisdiction to resolve any dispute, controversy or Modication of the Articles of Association. Sogepa and
claim affecting the rights or obligations of the Company under GZBV shall consult each other on any draft resolution intending
the post-concert Grandfathering Agreement. to modify the Board Rules and/or the Articles of Association.
Unless Sogepa and GZBV agree to vote in favour together
Various provisions
on such draft resolution, the shareholders shall vote against
Termination. The post-concert Grandfathering Agreement such draft resolution. If Sogepa and GZBV reach a mutual
terminates only if either the French State and its afliates or agreement on such draft resolution, the shareholders shall
the German State and its afliates no longer hold shares in vote in favour of such draft resolution.
the Company.
Reserved Matters. With respect to the matters requiring the
Governing law. Laws of the Netherlands. approval of a Qualied Majority at the Board level (Reserved
Jurisdiction. The courts of the Netherlands shall have Matters), all the Directors shall be free to express their own
exclusive jurisdiction. This is binding advice for any dispute, views. If the implementation of a Reserved Matter would require
controversy or claim arising out of or in connection with the a decision of the shareholders meeting of the Company,
post-concert Grandfathering Agreement in accordance with Sogepa and GZBV shall consult each other with a view to
the procedure set forth in the post-concert Grandfathering reaching a common position. Should Sogepa and GZBV fail
Agreement; provided, however, that application to the courts to reach a common position, Sogepa and GZBV shall remain
is permitted to resolve any such dispute controversy or claim. free to exercise on a discretionary basis their votes.

Prior consultation. Sogepa and GZBV shall consult each


Shareholders Agreement other on any draft resolution submitted to the shareholders
Below is a further description of the Shareholders Agreement, meeting other than related to Reserved Matters and the Board
based solely on a written summary of the main provisions of Rules.
the Shareholders Agreement that has been provided to the
Company by Sogepa, GZBV and SEPI (all parties together Balance of Interests
the Shareholders). The shareholders agree their common objective to seek a
balance between themselves of their respective interest in
Governance of the Company the Company as follows:
Appointment of the Directors. The shareholders shall vote
to hold as closely as reasonably possible to 12% of the voting
in favour of any draft resolution relating to the appointment rights for Sogepa, together with any voting rights attributable
of Directors submitted to the shareholders meeting of the to Sogepa and/or to the French State, pursuant to Dutch
Company in accordance with the terms and conditions of takeover rules except for voting rights attributable due to
the German State Security Agreement and the French State acting in concert with the other Parties;

Registration Document 2016 - AIRBUS 92


Registration Document 2016

GeneralDescription oftheCompany anditsShareCapital


3.3 Shareholdings and Voting Rights

to hold as closely as reasonably possible to 12% of the voting 3.3.2.3 Undertakings with Respect to Certain
rights for GZBV, together with any voting rights attributable Interests of Certain Stakeholders
to GZBV and/or to the German State, pursuant to Dutch The Company has made certain undertakings and entered into
takeover rules except for voting rights attributable due to certain agreements in connection with certain interests of its
acting in concert with the other Parties; former core shareholders and the German State.

to hold as closely as reasonably possible to 4% of the voting


rights forSEPI, together with any voting rights attributable State Security Agreements and Related
to SEPI and/or to the Spanish State, pursuant to Dutch Undertakings and Negotiations
takeover rules except for voting rights attributable due to
The Company and the French State have entered into an
acting in concert with the other Parties.
amendment to the current convention between the French
State and the Company relating to the ballistic missiles
Mandatory Takeover Threshold
The total aggregate voting rights of the shareholders shall
business of the Company (as so amended, the French 3
State Security Agreement). Under the French State Security
always represent less than 30% of the voting rights of the
Agreement, certain sensitive French military assets will be
Company, or less than any other threshold the crossing of
held by a Company subsidiary (the French Defence Holding
which would trigger for any shareholder a mandatory takeover
Company). At the Consummation, the Company contributed
obligation (the MTO Threshold). In the event that the total
certain sensitive French military assets to the French Defence
aggregate voting rights of the shareholders exceed the MTO
Holding Company. The French State has the right to approve
Threshold, the shareholders shall take all appropriate actions
or disapprove of but not to propose or appoint three
as soon as reasonably practicable, but in any event within
outside Directors to the Board of Directors of the French
30days, to fall below the MTO Threshold.
Defence Holding Company (the French Defence Outside
Transfer of Securities Directors), at least two of whom must qualify as Independent
Directors under the Board Rules if they were Members of
Permitted transfer. Transfer of securities by any shareholder
the Board of Directors. Two of the French Defence Outside
to one of its afliates.
Directors are required to also be Members of the Board of
Pre-emption right. Pro rata pre-emption rights of the Directors. French Defence Outside Directors may neither (i)be
shareholders in the event any shareholder intends to transfer employees, managers or corporate of cers of a company
any of its securities to a third party directly or on the market. belonging to Airbus (although they may be Members of the
Call-option right. Call option right for the bene t of the Board of Directors) nor (ii)have material on-going professional
shareholders in the event that the share capital or the voting relationships with Airbus.
rights of any shareholders cease to be majority owned directly The Company and the German State have entered into an
or indirectly by the French State, the German State or the agreement relating to the protection of essential interests to
Spanish State as applicable. the German States security (the German State Security
Tag-along right. Tag-along right for the benet ofSEPI in the Agreement). Under the German State Security Agreement,
event that Sogepa, the French State or any of their afliates certain sensitive German military assets are held by a Company
and any French public entity and GZBV, the German State or subsidiary (the German Defence Holding Company). The
any of their afliates and any public entity propose together to German State has the right to approve or disapprove of but
transfer all of their entire voting rights interests. not to propose or appoint three outside Directors to the
Supervisory Board of the German Defence Holding Company
Various provisions (the German Defence Outside Directors), at least two of
Termination. The Shareholders Agreement may cease to whom must qualify as Independent Directors under the Board
apply in respect of one or more Shareholders and/or their Rules if they were Members of the Board of Directors. Two of
afliates, subject to the occurrence of certain changes in its the German Defence Outside Directors are required to also
or their shareholding interest in the Company or in its or their be Members of the Board of Directors. The qualications to
shareholders. serve as a German Defence Outside Director are comparable
to those to serve as a French Defence Outside Director, with
Governing law. Laws of the Netherlands. the additional requirement that a German Defence Outside
Jurisdiction. Arbitration in accordance with the Rules of Director may not be a civil servant.
Arbitration of the International Chamber of Commerce, with
the seat of arbitration in The Hague (The Netherlands).

Registration Document 2016 - AIRBUS 93


GeneralDescription oftheCompany anditsShareCapital
3.3 Shareholdings and Voting Rights

Dassault Aviation For more information about Dassault Aviation, see Information
The Company entered into an agreement with the French State of Airbus Activities 1.1.5 Investments.
pursuant to which the Company would:
Stock Exchange Listings

grant the French State a right of rst offer in case of the sale
of all or part of its shareholding in Dassault Aviation; and The Company has undertaken to the parties to the Shareholders

commit to consult with the French State prior to making any Agreement that for the duration of the Shareholders Agreement
decision at any shareholders meeting of Dassault Aviation. the Companys shares will remain listed exclusively in France,
Germany and Spain.

Specific Rights oftheFrench State


Pursuant to an agreement entered into between the Company or any multiple thereof of the share capital or voting rights of
and the French State (the Ballistic Missiles Agreement), the Company or (ii)the sale of the shares of such companies
the Company has granted to the French State (a) a veto right carrying out such activity is considered and (b) a right to oppose
and subsequently a call option on shares of the Company the transfer of any such shares. The Company, the French State
performing the the ballistic missiles activity exercisable under and MBDA are parties to a similar convention regarding the
certain circumstances, including if (i)a third party acquires, assets comprising the French nuclear airborne systems under
directly or indirectly, either alone or in concert, more than 15% which the French State has similar rights.

3.3.3 Form of Shares

The shares of the Company are in registered form. The Board so decide, with respect to all or certain shares, with the issue of
of Directors may decide with respect to all or certain shares, a certicate. Share certicates shall be issued in such form as
on shares in bearer form. the Board of Directors may determine. Registered shares shall
be numbered in the manner to be determined by the Board of
Shares shall be registered in the shareholders register without
Directors.
the issue of a share certicate or, should the Board of Directors

3.3.4 Changes in the Shareholding of the Company

The evolution in ownership of the share capital and voting rights of the Company over the past three years is set forth in the table
below:

Position as of Position as of Position as of


31December 2016 31December 2015 31December 2014
% of % of Number % of
% of voting Number % of voting of % of voting Number
Shareholders capital rights of shares capital rights shares capital rights of shares
SOGEPA 11.11% 11.11% 85,835,477 10.93% 10.95% 85,835,477 10.94% 10.94% 85,835,477
GZBV(1) 11.09% 11.09% 85,709,822 10.91% 10.93% 85,709,822 10.92% 10.93% 85,709,822
SEPI 4.18% 4.18% 32,330,381 4.12% 4.12% 32,330,381 4.12% 4.12% 32,330,381
- - - - - - - - - -
Sub-total New
Shareholder Agt. 26.38% 26.38% 203,875,680 25.96% 26.01% 203,875,680 25.98% 25.99% 203,875,680
Foundation SOGEPA 0.00% 0.00% 0 0.00% 0.00% 0 0% 0% 0
Public(2) 73.60% 73.62% 568,853,019 73.85% 73.99% 579,995,047 73.97% 74.01% 580,473,073
Own share buy-back(3) 0.02% - 184,170 0.19% - 1,474,057 0.06% - 431,832
Total 100% 100% 772,912,869 100% 100% 785,344,784 100% 100% 784,780,585
(1) KfW & other German public entities.
(2) Including Company employees. As of 31December 2016, the Companys employees held approximately 2.1% of the share capital (and voting rights).
(3) The shares owned by the Company do not carry voting rights.

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Registration Document 2016

GeneralDescription oftheCompany anditsShareCapital


3.3 Shareholdings and Voting Rights

To the knowledge of the Company, there are no pledges over of 560,635,551 Company shares (including 3,622,357shares
the shares of the Company. held by Iberclear on behalf of the Spanish markets and
31,396,269shares held by Clearstream on behalf of the German
The Company requested disclosure of the identity of the
market).
bene cial holders of its shares held by identi able holders
(Titres au porteur identifiables) holding more than 2,000shares The shareholding structure of the Company as of 31December
each. The study, which was completed on 31December 2016, 2016 is as shown in the diagram in 3.3.1 Shareholding
resulted in the identication of 2,255shareholders holding a total Structure at the end of 2016.

3.3.5 Persons Exercising Control over the Company


3
See 3.3.1 Shareholding Structure at the end of 2016 and 3.3.2 Relationships with Principal Shareholders.

3.3.6 Simplied Group Structure Chart

The following chart illustrates the simplied organisational structure of Airbus as of 31December 2016, comprising three Divisions
and the main Business Units. See Information on Airbus Activities 1.1.1 Overview Organisation of Airbus Businesses.
For ease of presentation, certain intermediate holding companies have been omitted.

Registration Document 2016 - AIRBUS 95


SIMPLIFIED GROUP STRUCTURE CHART

AIRBUS GROUP SE
(The Netherlands)

DADC Luft-und Airbus Group Premium Aerotec Airbus Defence Airbus Helicopters
3.3 Shareholdings and Voting Rights

Raumfahrt Limited Airbus Group, Inc. GmbH and Space, S.A.


Beteiligungs GmbH (USA) Holding
(UK) (Germany) (Spain) (France)
(Germany)

2.43 % 97.57 % 95 %

EADS Casa Airbus DS EADS Casa 5%


CRI, S.A. Holdings B.V. Airbus Helicopters
France Holding (France)
(Spain) (France) (The Netherlands) (France)
GeneralDescription oftheCompany anditsShareCapital

90.26 % 4.68 %
Airbus Helicopters
5.06 % Deutschland
Airbus SAS GmbH
(France) (Germany)
Airbus Operations
SAS
(France)
Airbus Helicopters
18.12 % Airbus Group UK Limited
SAS (UK)
(France)
66.08 % Airbus Defence 15.80 % Airbus Operations
and Space GmbH GmbH
(Germany) (Germany) 50 %* 95.96 %
Airbus Helicopters
Airbus Defence Espaa, S.A.
45 % ATR GIE Airbus DS Holding 4.04 %
Stelia Aerospace Airbus DS GmbH and Space (Spain)
(France) (France) SAS Limited
(France) (Germany)
Elbe Airbus Operations (UK)
Flugzeugwerke Limited
GmbH (UK) 99.99 % Vector Aerospace
(Germany) Holding SAS
Airbus Defence (France)
Airbus Defence and Space Holding

Registration Document 2016 - AIRBUS 96


Airbus DS SAS
Airbus (France) and Space SAS France SAS
Operations, S.L. (France) (France)
(Spain)
37.5 %* 50 %
Astrium Services Paradigm
UK Limited Services Limited
Airbus Defence and Space Airbus Safran (UK) (UK)
MBDA Group Launchers Group
Airbus Helicopters
Airbus Group North America Infoterra Limited
(UK)
Airbus Safran Launchers Group
MBDA Group
*Airbus owns indirectly 50 % of ATR GIE, 50 % of Airbus Safran Launchers Group and 37.50 % of MBDA Group. Paradigm Secure
Communications
Subsidiaries held with no indication of ownership percentage are 100 % owned. Limited
Legal forms are indicated for information purposes and are not always part of the legal name. (UK)
Registration Document 2016

GeneralDescription oftheCompany anditsShareCapital


3.3 Shareholdings and Voting Rights

3.3.7 Purchase by the Company of its Own Shares

3.3.7.1 Dutch Law and Information on Share valid in accordance with the Market Abuse Regulation and EU
Repurchase Programmes Delegated Regulation No. 2016/1052.
Under Dutch civil law, the Company may acquire its own shares, Moreover, the Company must report to the AMF, on at least
subject to certain provisions of the law of the Netherlands and a monthly basis, all the specied information regarding such
the Articles of Association, if (i)the shareholders equity less the purchases previously published on its website and information
payment required to make the acquisition does not fall below concerning the cancellation of such repurchased shares.
the sum of paid-up and called portion of the share capital and
any reserves required by the law of the Netherlands and (ii)the
Company and its subsidiaries would not thereafter hold or hold
3.3.7.4 German Regulations 3
in pledge shares with an aggregate nominal value exceeding As a foreign issuer, the Company is subject to German rules
one-half (50%) of the Companys issued share capital. Share on repurchasing its own shares only to a limited extent, since
acquisitions may be effected by the Board of Directors only if German rules refer to the law of the Member State in which the
the shareholders meeting has authorised the Board of Directors Company is domiciled. In addition, general principles of German
to effect such repurchases. Such authorisation may apply for a law on equal treatment of shareholders are applicable.
maximum period of 18months. The European Regulations summarised above in 3.3.7.2
For the authorisations granted to the Board of Directors at (European Regulation) also applies to the Company in Germany.
the AGM of Shareholders held on 28April 2016, see 3.2.3
Modication of Share Capital or Rights Attached to the Shares. 3.3.7.5 Spanish Regulations
As a foreign issuer, the Company is not subject to Spanish
3.3.7.2 European Regulation rules on trading in its own shares, which only apply to Spanish
Pursuant to the Market Abuse Regulation and EU Delegated issuers. The European Regulations summarised above in 3.3.7.2
Regulation No. 2016/1052, the Company is subject to conditions (European Regulation) also applies to the Company in Spain.
for share repurchase programmes and disclosure relating
thereto. In particular, prior to implementing the share repurchase 3.3.7.6 Description of the Share Repurchase
programme, the Company must ensure adequate disclosure of Programme to be Authorised by
the following information: the purpose of the programme, the the Annual General Meeting of
maximum pecuniary amount allocated to the programme, the Shareholders to be held on 12April 2017
maximum number of shares to be acquired, and the duration
Pursuant to Articles 241-2-I and 241-3 of the AMF General
of the programme.
Regulations, below is a description of the share repurchase
In addition, the Company must report to the competent authority programme (descriptif du programme) to be implemented
of each trading venue on which the shares are admitted to by the Company:
trading or are traded no later than by the end of the seventh daily
date of the shareholders meeting to authorise the share
market session following the date of execution of the transaction, repurchase programme: 12April 2017;
all the transactions relating ot the buy-back programme and
intended use of the Airbus GroupSE shares held by the
ensure adequate disclosure of that certain information relating Company as of the date of this document: the owning of
thereto within the same time frame. These transactions must shares for the performance of obligations related to employee
be posted on the Companys website and be made available to share option programmes or other allocations of shares to
the public for at least a 5-year period from the date of adequate employees of Airbus and Airbus companies;
public disclosure.
purposes of the share repurchase programme to be
implemented by the Company (by order of decreasing
3.3.7.3 French Regulations priority, without any effect on the actual order of use of
the repurchase authorisation, which will be determined
As a result of its listing on a regulated market in France, the
on a case-by-case basis by the Board of Directors based
Company is subject to the European Regulations summarised
on need):
above in 3.3.7.2 (European Regulation).
the reduction of share capital by cancellation of all or part
In addition, the Autorit des marchs financiers (AMF) of the repurchased shares, it being understood that the
General Regulations and AMF guidelines n2017-04 dene the repurchased shares shall not carry any voting or dividend
conditions for a companys trading in its own shares to be rights,

Registration Document 2016 - AIRBUS 97


GeneralDescription oftheCompany anditsShareCapital
3.3 Shareholdings and Voting Rights


the owning of shares for the performance of obligations
shares may be bought or sold at any time (including during
related to (i)debt nancial instruments convertible into Airbus a public offering) to the extent authorised by the stock
GroupSE shares, or (ii)employee share option programmes exchange regulations and by any means, including, without
or other allocations of shares to employees of Airbus and limitation, by means of block trades and including the use
Airbus companies, of options, combinations of derivative nancial instruments

the purchase of shares for retention and subsequent use for or the issue of securities giving rights in any way to Airbus
exchange or payment in the framework of potential external GroupSE shares within the limits set out in this document.
growth transactions, and The portion of shares repurchased through the use of block

the liquidity or dynamism of the secondary market of trades may amount to all the shares to be repurchased in
the Airbus Group SE shares carried out pursuant to a the context of this programme,
liquidity agreement to be entered into with an independent
in addition, in the event that derivative nancial instruments
investment services provider in compliance with the decision are used, the Company will ensure that it does not use
of the AMF dated 1October 2008 (as amended) related mechanisms which would signicantly increase the volatility
to approval of liquidity agreements recognised as market of the shares in particular in the context of call options,
practices by the AMF;
characteristics of the shares to be repurchased by the

procedure: Company: shares of Airbus GroupSE, a company listed



maximum portion of the issued share capital that may be on Euronext Paris, on the regulierter Markt of the Frankfurt
repurchased by the Company: 10%, Stock Exchange and on the Madrid, Bilbao, Barcelona and

maximum number of shares that may be repurchased by Valencia Stock Exchanges,
the Company: 77,291,286 shares, based on an issued share
maximum purchase price per share: 100;
capital of 772,912,869shares as of 31March 2017,
term of the share repurchase programme and other

the amounts to be paid in consideration for the purchase of characteristics: this share repurchase programme shall be
the treasury shares must be, in accordance with applicable valid until 12October 2018 inclusive, i.e. the date of expiry of
Dutch law, a price per share not less than the nominal the authorisation requested from the AGM of Shareholders
value and not more than the higher of the price of the last to be held on 12April 2017.
independent trade and the highest current independent bid As of the date of this document, the Company has not entered
on the trading venues of the regulated market of the country into any liquidity agreement with an independent investment
in which the purchase is carried out. services provider in the context of the share repurchase
The Company undertakes to maintain at any time a sufcient programme.
number of shares in public hands to meet the thresholds
of Euronext,

Registration Document 2016 - AIRBUS 98


Registration Document 2016

GeneralDescription oftheCompany anditsShareCapital


3.4 Dividends

3.4 Dividends
3.4.1 Dividends and Cash Distributions Paid

Cash distributions paid to the shareholders are set forth in the table below:

Financial year Date of the cash distribution payment Gross amount per share(1)
2013
2014
3June 2014
3June 2015
0.75
1.20
3
2015 3May 2016 1.30
(1) Note: figures have not been adjusted to take into account changes in the number of shares outstanding.

3.4.2 Dividend Policy of the Company

In December2013, Airbus formalised a dividend policy demonstrating a strong commitment to shareholders returns. This policy
targets sustainable growth in the dividend within a payout ratio of 30%-40%.

Based on earnings per share (EPS) of 1.29 and a net income of 995million, the Board of Directors will propose to the AGM
the payment to shareholders on 20April 2017 of a dividend of 1.35 per share (FY 2015: 1.30). This value exceeds the range
of the dividend policy on an exceptional basis, reecting the positive evolution of the 2016 underlying performance and our 2016
cash generation. It demonstrates our condence in our future operational cash generation and our on-going commitment to
increasing shareholder returns.

The record date should be 19April 2017. This proposed dividend represents year-on-year dividend per share increase of 3.8%.

3.4.3 Unclaimed Dividends

Pursuant to the Articles of Association, the claim for payment of dividends shall lapse ve years after the day on which the claim
a dividend or other distribution approved by the shareholders for payment of the dividend against which the interim dividend
meeting shall lapse ve years after the day on which such claim could be distributed becomes due and payable.
becomes due and payable. The claim for payment of interim

3.4.4 Taxation

The statements below represent a broad analysis of the current consult their professional advisors. Where the summary refers to
tax laws of the Netherlands. The description is limited to the the Netherlands or Netherlands, it refers only to the European
material tax implications for a holder of the Companys shares part of the Kingdom of the Netherlands.
(the Shares) who is not, or is not treated as, a resident of the
Netherlands for any Netherlands tax purposes (a Non-Resident Withholding Tax on Dividends
Holder). Certain categories of holders of the Companys shares
In general, a dividend distributed by the Company in respect
may be subject to special rules which are not addressed below
of Shares will be subject to a withholding tax imposed by the
and which may be substantially different from the general rules
Netherlands at a statutory rate of 15%. Dividends include
described below. Investors who are in doubt as to their tax
dividends in cash or in kind, deemed and constructive
position in the Netherlands and in their state of residence should
dividends, repayment of paid-in capital not recognised as

Registration Document 2016 - AIRBUS 99


GeneralDescription oftheCompany anditsShareCapital
3.4 Dividends

capital for Netherlands dividend withholding tax purposes, and


the Non-Resident Holder is an individual and (i)the Non-
liquidation proceeds in excess of the average paid-in capital Resident Holder has, directly or indirectly, a substantial interest
recognised as capital for Netherlands dividend withholding tax (aanmerkelijk belang) or a deemed substantial interest in the
purposes. Stock dividends paid out of the Companys paid-in- Company and such interest does not form part of the assets
share premium, recognised as capital for Netherlands dividend of an enterprise, or (ii)such income or gain qualies as income
withholding tax purposes, will not be subject to this withholding from miscellaneous activities (belastbaar resultaat uit overige
tax. werkzaamheden) in the Netherlands as dened in the Dutch
Income Tax Act 2001 (Wet inkomstenbelasting 2001).
A Non-Resident Holder of Shares can be eligible for a partial or
complete exemption or refund of all or a portion of the above Generally, a Non-Resident Holder of Shares will not have a
withholding tax pursuant to domestic rules or under a tax substantial interest in the Companys share capital, unless the
convention that is in effect between the Netherlands and the Non-Resident Holder, alone or together with certain related
Non-Resident Holders country of residence. The Netherlands persons holds, jointly or severally and directly or indirectly,
has concluded such conventions with the US, Canada, Shares in the Company, or a right to acquire Shares in the
Switzerland, Japan, almost all European Union Member States Company representing 5% or more of the Companys total
and other countries. issued and outstanding share capital or any class thereof.
Generally, a deemed substantial interest exists if all or part
Withholding Tax on Sale or OtherDispositions of of a substantial interest has been or is deemed to have been
Shares disposed of with application of a roll-over relief.
Payments on the sale or other dispositions of Shares will not
be subject to Netherlands withholding tax, unless the sale or Gift or Inheritance Taxes
other disposition is, or is deemed to be, made to the Company Netherlands gift or inheritance taxes will not be levied on
or a direct or indirect subsidiary of the Company. In principle, the transfer of Shares by way of gift, or upon the death of a
a redemption or sale to the Company or a direct or indirect Non-Resident Holder, unless the transfer is construed as an
subsidiary of the Company will be treated as a dividend and inheritance or gift made by or on behalf of a person who, at
will be subject to the rules set forth in Withholding Tax on the time of the gift or death, is or is deemed to be resident in
Dividends above. the Netherlands.

Taxes on Income and Capital Gains Value Added Tax


A Non-Resident Holder who receives dividends distributed by No Netherlands value added tax is imposed on dividends on
the Company on Shares or who realises a gain from the sale or the Shares or on the transfer of the Shares.
disposition of Shares, will not be subject to Netherlands taxation
on income or capital gains unless: Other Taxes and Duties

such income or gain is attributable to an enterprise or There is no Dutch registration tax, transfer tax, capital tax,
part thereof which is either effectively managed in the stamp duty or any other similar tax or duty other than court fees
Netherlands or carried on through a permanent establishment payable in the Netherlands in respect of or in connection with
(vaste inrichting) or permanent representative (vaste the execution, delivery and/or enforcement by legal proceedings
vertegenwoordiger) in the Netherlands; (including any foreign judgment in the courts of the Netherlands)

the Non-Resident Holder is not an individual and the Non- with respect to the dividends relating to the Shares or on the
Resident Holder has or is deemed to have, directly or indirectly, transfer of the Shares.
a substantial interest (aanmerkelijk belang) or a deemed
substantial interest in the Company and such interest (i)does
Residence
not form part of the assets of an enterprise and (ii)is held by
the Non-Resident Holder with the main objective, or one of A Non-Resident Holder will not become resident, or be deemed
the main objectives, to avoid Netherlands withholding tax on to be resident, in the Netherlands solely as a result of holding
dividends or Netherlands individual income tax at the level of a Share or of the execution, performance, delivery and/or
another person or entity; or enforcement of rights in respect of the Shares.

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Chapter

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Corporate
Governance 4
4.1 Management and Control 104
4.1.1 Corporate Governance Arrangements 104
4.1.2 Dutch Corporate Governance Code, ComplyorExplain 124
4.1.3 Enterprise Risk Management System 125
4.1.4 Ethics and Compliance Organisation 129

4.2 Interests of Directors and Principal


ExecutiveOfficers 131
4.2.1 Remuneration Policy 131
4.2.2 Long-Term Incentives Granted totheChief Executive Ofcer 141
4.2.3 Related Party Transactions 142

4.3 Employee Profit Sharing andIncentivePlans 142


4.3.1 Employee Prot Sharing and Incentive Agreements 142
4.3.2 Employee Share Ownership Plans 142
4.3.3 Long-Term Incentive Plans 144

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4.1 Management and Control

4.1 Management and Control

The corporate governance arrangements of the Company were the Companys corporate governance, reecting 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 to succeed active Board Members after consultation with the
Chairman of the Board of Directors and the CEO.
a)CompositionRules and Principles
The Board of Directors, deciding by simple majority vote,
Under the Articles of Association, the Board of Directors
proposes individuals to the shareholders meeting of the
consists of at most 12 Directors, who each retire at the close
Company for appointment as Directors by the shareholders
of the AGM held three years following their appointment. Under
meeting. No shareholder or group of shareholders, or any
the Board Rules, at least a majority of the Members of the
other entity, has the right to propose, nominate or appoint any
Board of Directors (i.e., 7/12) must be European Union (EU)
Directors other than the rights available to all shareholders under
nationals (including the Chairman of the Board of Directors) and
Dutch law.
a majority of such majority (i.e., 4/7) must be both EU nationals
and residents. No Director may be an active civil servant. The In addition to the membership and composition rules described
Board of Directors has one Executive Director and 11Non- above, the RNGC, in recommending candidates for the Board of
Executive Directors. While the Board of Directors appoints the Directors, and the Board of Directors in its resolutions proposed
Chief Executive Ofcer of the Company (the CEO), the CEO to the shareholders meeting regarding proposals to appoint or
is required to be an Executive Director and must be an EU replace a resigning or incapacitated Director, are both required
national and resident; therefore it is anticipated that the Board to apply the following principles:
of Directors will appoint as CEO the person appointed by the
the preference for the best candidate for the position; and
shareholders as an Executive Director. At least nine of the Non-
the maintenance, in respect of the number of Members of
Executive Directors must be Independent Directors (including the Board of Directors, of the observed balance among the
the Chairman of the Board of Directors). nationalities of the candidates in respect of the location of
the main industrial centres of Airbus (in particular among the
Under the Board Rules, an Independent Director is a Non-
nationals of the four Member States of the EU where these
Executive Director who is independent within the meaning of
main industrial centres are located).
the Dutch Corporate Governance Code and meets additional
independence standards. Specifically, where the Dutch The Board of Directors is required to take into account, in the
Corporate Governance Code would determine independence, in resolutions proposed in respect of the nomination of Directors
part, by reference to a Directors relationships with shareholders presented to the shareholders meeting, the undertakings of
who own at least 10% of the Company, the Board Rules the Company to the French State pursuant to the amendment
determine such Directors independence, in relevant part, by to the French State Security Agreement and to the German
reference to such Directors relationships with shareholders who State pursuant to the German State Security Agreement, in
own at least 5% of the Company. According to the criteria of the each case as described more fully in 3.3.2.3 - Undertakings
Dutch Code and the Board Rules, all Non-Executive Directors with Respect to Certain Interests of Certain Stakeholders. In
(including the Chairman), presently qualify as an Independent practice, this means that (i)two of the Directors submitted to the
Director(1). shareholders for appointment should also be French Defence
Outside Directors (as dened above) of the French Defence
The Remuneration, Nomination and Governance Committee
Holding Company (as dened above) who have been proposed
of the Board of Directors (the RNGC) is charged with
by the Company and consented to by the French State and
recommending to the Board of Directors the names of candidates

(1) MrRalph D. Crosby terminated his executive position within Airbus on 31December 2011. He therefore qualies as an Independent Director since 1January 2017,
i.e. after a ve-year cooling-off period, according to the Board Rules and the Dutch Code.

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CorporateGovernance
4.1 Management and Control

(ii) two of the Directors submitted to the shareholders for


debating and approving the overall strategy and the strategic
appointment should also be German Defence Outside Directors plan of Airbus;
(as dened above) of the German Defence Holding Company
approving the operational business plan of Airbus (the
(as dened above) who have been proposed by the Company Business Plan) and the yearly budget of Airbus (Yearly
and consented to by the German State. Budget), including the plans for Investment, R&D, Employment,
Finance and, as far as applicable, major programmes;
The RNGC endeavours to avoid a complete replacement

nominating, suspending or revoking the Chairman of the
of outgoing Directors by new candidates and draws up an
Board of Directors and the CEO (Qualied Majority);
appointment and reappointment schedule for the Directors

approving of all of the Members of the Group Executive
after consultation with the Chairman and the CEO. In drawing
Committee as proposed by the CEO and their service
up such schedule, the RNGC considers the continuity of
contracts and other contractual matters in relation to the Group
company-specic knowledge and experience within the Board
Executive Committee and deciding upon the appointment and
of Directors while it takes into account that a Director should
removal of the Secretary to the Board of Directors on the basis
at the time of his appointment or re-appointment not be older
of the recommendation of the RNGC;
than 75years and ensuring that at least one third of Directors

approving the relocation of the headquarters of the principal
positions are either renewed or replaced every year, provided
companies of Airbus and of the operational headquarters of
that exceptions to these rules may be agreed by the Board
of Directors if specic circumstances provide an appropriate

the Company (Qualied Majority);
approving decisions in connection with the location of new
4
justication for such exceptions.
industrial sites material to Airbus as a whole or the change of
the location of existing activities that are material to Airbus;
b) Role of the Board of Directors

approving decisions to invest and initiate programmes
Most Board of Directors decisions can be made by a simple nanced by Airbus, acquisition, divestment or sale decisions,
majority of the votes of the Directors (a Simple Majority), in each case for an amount in excess of 300million;
but certain decisions must be made by a 2/3 majority (i.e.
approving decisions to invest and initiate programmes
eight favourable votes) of the Directors regardless of whether nanced by Airbus, acquisition, divestment or sale decisions,
present or represented in respect of the decision (a Qualified in each case for an amount in excess of 800million (Qualied
Majority). In addition, amendments to certain provisions of Majority);
the Board Rules require the unanimous approval of the Board
approving decisions to enter into and terminate strategic
of Directors, with no more than one Director not being present alliances at the level of the Company or at the level of one of
or represented (including provisions relating to nationality and its principal subsidiaries (Qualied Majority);
residence requirements with respect to Members of the Board
approving matters of shareholder policy, major actions or
of Directors and the Group Executive Committee). However, major announcements to the capital markets; and
no individual Director or class of Directors has a veto right with
approving decisions in respect of other measures and
respect to any Board of Directors decisions. business of fundamental signi cance for Airbus or which
The Board Rules specify that in addition to the Board of involves an abnormal level of risk.
Directors responsibilities under applicable law and the Articles The Board of Directors must have a certain number of Directors
of Association, the Board of Directors is responsible for certain present or represented at a meeting to take action. This quorum
enumerated categories of decisions. Under the Articles of requirement depends on the action to be taken. For the Board
Association, the Board of Directors is responsible for the of Directors to make a decision on a Simple Majority matter,
management of the Company. Under the Board Rules, the Board a majority of the Directors must be present or represented.
of Directors delegates the execution of the strategy as approved For the Board of Directors to make a decision on a Qualied
by the Board of Directors and the day-to-day management Majority matter, at least ten of the Directors must be present or
of the Company to the CEO, who, supported by the Group represented. If the Board of Directors cannot act on a Qualied
Executive Committee, makes decisions with respect to the Majority Matter because this quorum is not satised, the quorum
management of the Company. However, the CEO should not would decrease to eight of the Directors at a new duly called
enter into transactions that form part of the key responsibilities meeting.
of the Board of Directors unless these transactions have been
approved by the Board of Directors. In addition, the Board Rules detail the rights and duties of
the Members of the Board of Directors and sets out the core
Matters that require Board of Directors approval include among principles which each and every Member of the Board of
others, the following items (by Simple Majority unless otherwise Directors shall comply and shall be bound by, such as acting in
noted): the best interest of the Company and its stakeholders, devoting

approving any change in the nature and scope of the business necessary time and attention to the carrying out of their duties
of the Company and Airbus; and avoiding any and all conicts of interest.

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CorporateGovernance
4.1 Management and Control

c) The Board of Directors in 2016


(i)Composition of the Board of Directors in 2016
Airbus GroupSE Board of Directors

Committee attendance
Current Primary Remuneration
term occupation Board Nomination and
Name Age Since expires Director expertise Status & Other mandates attendance Audit Governance

2013, Chairman of
Denis re-election theBoardofDirectors
RANQUE 65 in 2016 2017 Independent ofAirbus Group SE 6/6

2012, last
Thomas re-election Chief Executive Ofcer
ENDERS 58 in2016 2019 Executive of Airbus Group SE 6/6
Member of the Board of
Directors of Serco Group
plc and former Member
2013, of the Corporate Policy
Ralph D. re-election Council of Northrop
CROSBY, Jr. 69 in 2016 2017 Independent Grumman Corporation 6/6
Deputy Chief Executive
Ofcer of Rexel* and 4/4 2/2
Catherine Member of the Board (from (from
GUILLOUARD 52 2016 2019 Independent of Directors of ENGIE AGM2016) AGM2016)
Vice President of
the Federation of
German Industry (BDI)
2013, and Member of the
Hans-Peter re-election Supervisory Board of
KEITEL 69 in 2016 2018 Independent Thyssenkrupp AG 6/6 3/3
Member of the
Supervisory Board of
ING Groep N.V. and
Hermann- 2007, last former Member of
Josef re-election the Management Board
LAMBERTI 61 in 2016 2017 Independent of Deutsche Bank AG 6/6 5/5

2007, last Chairman and


Lakshmi N. re-election Chief Executive Ofcer
MITTAL 66 in 2016 2017 Independent ofArcelorMittal 6/6 3/3
Member of the Board of
Directors of Solvay and
Amparo former General Manager
MORALEDA 52 2015 2018 Independent of IBM South Region 6/6 5/5
Member of the Board
of Management 3/4 2/2
Claudia of Deutsche (from (from
NEMAT 48 2016 2019 Independent Telekom AG AGM2016) AGM2016)

2007, last
Sir John re-election Chairman of the Board
PARKER 74 in 2016 2018 Independent of Anglo American plc 6/6 3/3

Chairman of 3/4
Carlos the Managing Board (from
TAVARES 58 2016 2019 Independent of Peugeot SA AGM2016)
Honorary Governor of
2012, last Banque deFrance and
Jean-Claude re-election former President of the
TRICHET 74 in 2016 2018 Independent European Central Bank 6/6 3/3
5 3
meetings meetings 100%
95% average average
attendance rate attendance rate
Status as of 21 February 2017. * Until 20 February 2017.
The professional address of all Members of the Board of Directors for any matter relating to Airbus Group SE is Mendelweg 30, 2333 CS Leiden, The Netherlands.

Chairman Member

Global Engineering Manufacturing Aerospace Finance Geopolitical Defence Information Asia


Business &Technology &Production Industry & Audit Economics Industry & Data Management

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4.1 Management and Control

The Company has not appointed observers to the Board of Directors. Pursuant to applicable Dutch law, the employees are not
entitled to elect a Director. There is no minimum number of shares that must be held by a Director.

(ii)Curriculum Vitae and other Mandates andDuties Performed in any Company bytheMembers of the Board of
Directors in2016

Denis RANQUE

Curriculum Vitae
Denis Ranque began his career at the French Ministry for Industry, where he held various positions in
the energy sector, before joining the Thomson group in 1983 as Planning Director. The following year,
he moved to the electron tubes division, rst as Director of space business, then, from 1986, as Director
of the divisions microwave tubes department. Two years later, the electron tubes division became the
afliate Thomson Tubes lectroniques, and Denis Ranque took over as Chief Executive of this subsidiary
in 1989. In April1992, he was appointed Chairman and CEO of Thomson Sintra Activits Sous-marines.
Four years later, he became CEO of Thomson Marconi Sonar, the sonar systems joint venture set up
by Thomson-CSF and GEC-Marconi. In January1998, Denis Ranque was appointed Chairman and

65years old
Chief Executive Ofcer of the Thomson-CSF group, now called Thales. He resigned from this position in
May2009, as a consequence of a change in shareholding. From February2010 to June2012 he has been
4
Non-Executive Chairman of Technicolor. Since October2001, he has also been Chairman of the Board
Director since 2013,
re-elected in 2016 of the cole des Mines ParisTech, and since September2002, Chairman of the Cercle de lIndustrie, an
association which unites Frances biggest industrial companies; both mandates ended in June2012. He
Independent is member of the Boards of Directors of Saint-Gobain and CMA-CGM. Since October2013, he chairs
The HautComit de Gouvernement dEntreprise, the newly created independent body put in place by the
French Code of corporate governance for monitoring and encouraging progress in this eld. Since 2014
he is also co-Chairman of La Fabrique de lindustrie, a think tank dedicated to industry and a member
of the French Academy for Technologies (Acadmie des Technologies). Denis Ranque, born 1952, is a
graduate of Frances cole Polytechnique and the Corps des Mines.

Current Mandates:
- Chairman of the Board of Directors of Airbus GroupSE;
- Member of the Board of Directors of Saint Gobain;
- Member of the Board of Directors of CMA-CGM;
- Member of the Board of Directors of Scilab Enterprise SAS;
- President of the French Haut Comit de Gouvernement dEntreprise;
- President of the Board of Foundation de lcole Polytechnique;
- Co-Chairman of the Board of Directors of L a Fabrique de lindustrie.
Former mandates for the last ve years:
- Director of CGG (2010 to 2012);
- Director of Fonds Stratgique dInvestissement (2011 to 2012);
- Chairman of Technicolor (2010 to 2012).

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CorporateGovernance
4.1 Management and Control

Ralph DozierCROSBY, JR.

Curriculum Vitae
Ralph Crosby was Member of the Executive Committee of EADS from 2009 - 2012 and served as Chairman
and CEO of EADS North America from 2002 - 2009. He presently serves as an Independent Director
of American Electric Power Company headquartered in Columbus, Ohio, where he chairs the Human
Resources Committee; and Serco Groupplc, headquartered in London, United Kingdom. Furthermore,
MrCrosby serves on the Board of Directors, and Executive Committee of the Atlantic Council of the United
States. Prior to joining EADS, MrCrosby was an Executive with Northrop Grumman Corporation, where
he had served as a Member of the Corporate Policy Council with positions including President of the
Integrated Systems Sector, Corporate Vice President and General Manager of the Companys Commercial
Aircraft Division and Corporate Vice President and General Manager of the B-2 Division. Prior to his
69years old industry career, MrCrosby served as an ofcer in the U.S. Army, where his last military assignment was
as military staff assistant to the Vice President of the United States. MrCrosby is a graduate of the US
Director since 2013,
Re-elected in 2016 Military Academy at West Point, and holds Masters degrees from Harvard University, and the University of
Geneva, Switzerland. He is the recipient of the James Forrestal Award from the National Defense Industrial
Independent Association, and has been awarded Chevalier of the Lgion dHonneur of France.

Current Mandates:
- Member of the Board of Directors of Airbus GroupSE;
- Member of the Board of Directors (Supervisory Board) of American Electric Power Company;
- Member of the Board of Directors (Supervisory Board) of Serco Group plc;
- Member of the Board of Directors and of the Executive Committee of the Atlantic Council of
the United States.

Former mandates for the last ve years:


- Executive Chairman of EADS North America (retired 31December 2011);
- Member of the Board of Directors (Supervisory Board) of Ducommun Corporation (resigned
June2013).

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4.1 Management and Control

Thomas ENDERS

Curriculum Vitae
Dr. Thomas (Tom) Enders was appointed Chief Executive Ofcer (CEO) of Airbus GroupSE, on 1June
2012, after having been CEO of Airbus Commercial Aircraft Division since 2007. Before that he served
as Co-CEO of EADS between 2005 and 2007. He was Head of the Groups Defence Division from 2000
to 2005. He has been a member of the Executive Committee of Airbus Group since its creation in 2000.
Prior to joining the aerospace industry in 1991, Enders worked, inter alia, as a Member of the Planungsstab
of the German Minister of Defence and in various Foreign Policy think tanks. He studied Economics,
Political Science and History at the University of Bonn and at the University of California in Los Angeles.
Enders was President of the BDLI (German Aerospace Industry Association) from 2005 to 2012. From
2005 to 2009 he was Chairman of the Atlantik-Brcke e.V. In 2014, Enders joined the Advisory Council
58years old of the Munich Security Conference as well as the Senate of the Max-Planck-Gesellschaft. He is patron
Director since 2012, of the German Mayday Foundation which supports airmen, women and their families in times of need.
last re-elected in 2016 Tom Enders is a member of the BDI Board (German Industry Association) since 2009 and the Joint Advisory
Council of Allianz SE since 2013. From 2011 to 2015, Tom Enders was a member of the Business Advisory
Executive
Group of U.K. Prime Minister David Cameron.

Current Mandates:
4
- Chief Executive Ofcer of Airbus GroupSE;
- Member of the Board of Directors of Airbus GroupSE;
- Member of the Executive Committee of Airbus GroupSE;
- Chairman of the Shareholder Board of Airbus SAS;
- Chairman of the Supervisory Board of Airbus Helicopters SAS;
- Chairman of the Supervisory Board of Airbus DS Holding B.V.;
- Chairman of the Supervisory Board of Airbus Defence andSpace DeutschlandGmbH;
- Member of the Presidential Board of the BDI (Federation of German Industry);
- Member of the Advisory Board of HSBC Trinkhaus;
- Member of the International Advisory Board of Atlantic Council of the US;
- Member of the Joint Advisory Council of AllianzSE;
- Member of the Board of Directors of WORLDVU Satellites Ltd. (OneWeb).

Former mandates for the last ve years:


- President and Chief Executive Ofcer of Airbus SAS (from 2007-2012);
- President of the BDLI (Bundesverband der deutschen Luft- und Raumfahrtindustrie e.V.) from
2005-2012;
- Chairman of the Advisory Council for Aeronautics Research and Innovation in Europe (ACARE)
from 2011-2013.

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CorporateGovernance
4.1 Management and Control

Catherine GUILLOUARD

Curriculum Vitae
Catherine Guillouard began her career in 1993 at the Ministry of Economy in the French Treasury working
for the department in charge of the Africa CFA zone and later in the Banking Affairs department. She
joined Air France in 1997 as IPO Senior Project Manager. She was subsequently appointed Deputy Vice
President Finance Controlling in 1999, Senior Vice President of Flight Operations in 2001, Senior Vice
President of Human Resources and Change Management in 2003 and Senior Vice President of Finance
in 2005. In September2007, she joined Eutelsat as Chief Financial Ofcer and member of the Group
Executive Committee.
Catherine joined Rexel in April2013 as Chief Financial Ofcer and Group Senior Vice President. She has
been Deputy Chief Executive Ofcer of Rexel from May2014 until February 2017. Catherine Guillouard, born
52years old in 1965, is a graduate of the Institute of Political Studies of Paris and the cole Nationale dAdministration
Director since 2016 and she has a PhD of European laws (Pantheon-Sorbonne).

Independent

Current Mandates:
- Member of the Board of Directors of Airbus GroupSE;
- Member of the Board of Directors of Engie.

Former mandates for the last ve years:


- Deputy Chief Executive Ofcer of Rexel (until February 2017);
- Member of the Board of Directors of Technicolor (until 2013);
- Member of the Board of Directors of ADP (until 2013).

Hans-Peter KEITEL

Curriculum Vitae
Hans-Peter Keitel held ofce as President of the Federation of German Industries (BDI) from 2009 to 2012
and until 2016 as one of its Vice Presidents. Prior to this he served nearly 20years at Hochtief rst as
Director for International Business and Member of the Board, subsequently from 1992 to 2007 as Chief
Executive Ofcer. From 1992 until 1999 he was Member of the Board of RWE, Hochtiefs then major
shareholder. He started his career in 1975 at Lahmeyer International as project manager and department
head being involved in large scale global infrastructure projects in over 20countries. He also advised
the arranging banks of the Channel Tunnel Consortium. Mr.Keitel has graduated from the Universities of
Stuttgart and Munich in Construction Engineering and Economics and has received a PhD in Engineering
from the University of Munich.
69years old
Director since 2013,
re-elected in 2016
Independent
Current Mandates:
- Member of the Board of Directors of Airbus GroupSE;
- Member of the Supervisory Board of RWE AG;
- Chairman of the Supervisory Board and the Shareholders Committee of VoithGmbH;
- Member of the Supervisory Board of ThyssenKrupp AG;
- Deputy Chairman of the Supervisory Board of National-Bank AG.

Former mandates for the last ve years:


- Member of the Supervisory Board of Commerzbank AG (until May 2012);
- Member of the Supervisory Board of Deutsche Messe AG (until 2013).

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4.1 Management and Control

Hermann-Josef LAMBERTI

Curriculum Vitae
Hermann-Josef Lamberti was Member of the Management Board of Deutsche Bank AG from 1999 until 2012 and operated
as the banks Chief Operating Ofcer. As COO he had global responsibility for Human Resources, Information Technology,
Operations and Process Management, Building and Facilities Management as well as Purchasing. He joined Deutsche
Bank in Frankfurt in 1998 as Executive Vice President. From 1985, he held various management positions within IBM,
working in Europe and the United States, in the elds of controlling, internal application development, sales, personal
software, marketing and brand management. In 1997, he was appointed Chairman of the Management of IBM Germany.
Mr Lamberti started his career in 1982 with Touche Ross in Toronto, before joining the Chemical Bank in Frankfurt.
He studied Business Administration at the Universities of Cologne and Dublin, and graduated with a Masters degree.

61years old
Current Mandates:
Director since 2007,
last re-elected in 2016 - Member of the Board of Directors of Airbus Group SE;
- Member of the Board of Trustees of Institute for Law and Finance Frankfurt;
Independent - Member of the Advisory Board of Wirtschaftsinitiative FrankfurtRheinMain e.V.;
- Member of the Board of Trustees of Johann Wolfgang Goethe-Universitt Fachbereich Wirtschaftswissenschaften;
- Member of the Board of Trustees of Frankfurt Institute for Advanced Studies (FIAS) of Goethe-Universitt;
- Member of the Supervisory Board of ING Groep N.V.;
- Senior Business Advisor of Advent International GmbH;
4
- Owner / Managing Director of Frankfurt Technology Management GmbH;
- Member of the Board of Stonebranch INC., Alpharetta, Georgia, USA;
- Member of the Board of LDM Lefdal Data Mine, AS, Maloy, Norway.

Former mandates for the last five years:


- Member of the Supervisory Board Open-Xchange AG (until June 2016);
- Member of the Advisory Board of Barmenia Versicherungen Wuppertal (until December 2014);
- Member of the Managing Committee of Institut fr Wirtschaftsinformatik der HSG Universitt St. Gallen
(until December 2013);
- Member of the Board of Trustees of Frankfurt International School e.V (until December 2013);
- Member of the University Council of University of Cologne (until June 2013);
- Member of the Steering Committee and of the Federal Committee Wirtschaftsrat der CDU e.V. (until June 2013);
- Member of the Supervisory Board of Carl Zeiss AG (until March 2013);
- Member of the Board of Trustees of Junge Deutsche Philharmonie (resigned 8 October 2012);
- Member of the Board of Trustees of Hanns Martin Schleyer-Stiftung (resigned 21 June 2012);
- Member of the Board of Management of Arbeitgeberverband des privaten Bankgewerbes e.V. (resigned 21June 2012);
- Deputy member of the Deposit Insurance Committee of Bundesverband deutscher Banken e.V. (resigned 21 June 2012);
- Delegate of the Delegates Assembly of the Deposit Insurance Committee of Bundesverband deutscher Banken e.V.
(resigned 21 June 2012);
- Member of the Financial Community Germany Committee of Bundesverband deutscher Banken e.V. (resigned
21June2012);
- Member of the Board of Management of Deutsches Aktieninstitut e.V. (resigned 21 June 2012);
- Member of the Program Advisory Board of LOEWE Landes-Offensive zur Entwicklung Wissenschaftlich-konomischer
Exzellenz des Hessischen Ministeriums fr Wissenschaft und Kunst (resigned 14June2012);Member of the Supervisory
Board of BVV Versicherungsverein des Bankgewerbes AG und BVV Versorgungskasse des Bankgewerbes e.V.
(resigned May 2012);
- Member of the Management Board of Deutsche Bank AG (resigned 31 May 2012);
- Member of the Board of Trustees of e-Finance Lab Frankfurt am Main (resigned 31 May 2012);
- Member of the Stock Exchange Council of Eurex Deutschland (resigned 31 May 2012);
- Member of the Stock Exchange Council of Frankfurter Wertpapierbrse AG (resigned 31 May 2012);
- Member of the Advisory Board of Institut fr Unternehmensplanung IUP (resigned 31 May 2012);
- Deputy Chairman of the Board of Trustees of the Society of Promotion of Klner Kammerorchester e.V. (resigned
31May 2012);
- Member of the Advisory Circle of Mnchner Kreis (resigned 31 May 2012);
- Deputy member of the Advisory Board of Prfungsverband deutscher Banken e.V. (resigned 31 May 2012);
- Member of the Administrative Council of Universittsgesellschaft Bonn-Freunde, Frderer, Alumni (resigned 31 May 2012);
- Member of the Advisory Board in the centre for market-orientated corporate management of WHU (resigned 31 May 2012);
- Member of the Commission of Brsensachverstndigenkommission (Bundesnanzministerium) (resigned 31 May 2012);
- Member of the Management Board and of the Executive Committee of Frankfurt Main Finance e.V. (resigned 31 May 2012);
- Member of the Advisory Board of Fraunhofer-IUK-Verbund (resigned 31 May 2012);
- Member of the Executive Committee and of the Steering Committee of Frankfurt RheinMain e.V. (resigned 31 May 2012);
- Member of the Senate of acatech Deutsche Akademie der Technikwissenschaften e.V. (resigned 31 May 2012);
- Member of the Board of Directors of Deutsche Akademie der Technikwissenschaften e.V. (resigned 31 May 2012);
- Member of the Supervisory Board of Deutsche Bank Privat-und Geschftskunden AG (resigned 24 May 2012);
- Member of the Board of Directors of American Chamber of Commerce in Germany (resigned 11 May 2012);
- Member of the Supervisory Board of Deutsche Brse AG (resigned 16 May 2012);
- Member of the Editorial Board of the scientic journal Wirtschaftsinformatik (until May 2012);
- Member of the Board of Trustees of Stiftung Lebendige Stadt (until May 2012);
- Member of the International Advisory Board of IESE Business School, University of Navarra (until March 2012).

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Lakshmi N. MITTAL

Curriculum Vitae
Lakshmi N. Mittal is the Chairman and CEO of Arcelor Mittal. He founded Mittal Steel Company in 1976
and led its 2006 merger with Arcelor to form ArcelorMittal, the worlds largest steelmaker. He is widely
recognised for his leading role in restructuring the global steel industry, and has over 35years experience
working in steel and related industries. Among his manifold mandates, Mr.Mittal is Member of the Board
of Directors of Goldman Sachs, of the World Economic Forums International Business Council, and of the
Foreign Investment Council in Kazakhstan. Furthermore, he has been awarded numerous recognitions from
international institutions and magazines and is closely associated with a number of non-prot organisations.

66years old
Current Mandates:
Director since 2007,
- Member of the Board of Directors of Airbus GroupSE;
last re-elected in 2016
- Chairman of the Board of Directors and CEO of ArcelorMittalSA;
Independent - Chairman of the Board of Directors of AperamSA;
- Member of the Board of Directors of Goldman Sachs;
- Member of the Executive Committee of World Steel Association;
- Member of the World Economic Forums International Business Council;
- Member of the Foreign Investment Council in Kazakhstan;
- Member of the Board of Trustees of Cleveland Clinic;
- Member of the Executive Board of Indian School of Business;
- Governor of ArcelorMittal Foundation;
- Trustee of Gita Mittal Foundation;
- Trustee of Gita Mohan Mittal Foundation;
- Trustee of Lakshmi and Usha Mittal Foundation;
- Chairman of the Governing Council of LNM Institute of Information Technology;
- Trustee of Mittal Champion Trust;
- Trustee of Mittal Childrens Foundation;
- Member of the Governing Board of St Xaviers College Kolkata.

Former mandates for the last ve years:


- Member of the Presidential Advisory Board of Mozambique;
- Member of the Advisory Board of the Kellogg School of Management;
- President of Ispat Inland ULC (resigned January2013);
- Member of the Prime Minister of Indias Global Advisory Council;
- Member of Presidents Domestic and Foreign Investors Advisory Council, Ukraine;
- Gold Patron of Princes Trust;
- Member of the Board of ONGC Mittal Energy Ltd.;
- Member of the Board of ONGC Mittal Energy Services Ltd.

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Mara Amparo MORALEDA MARTNEZ

Curriculum Vitae
Amparo Moraleda graduated as an industrial engineer from the ICAI (Escuela Tcnica Superior de Ingenieria
Industrial) Madrid and holds an AMP from IESE Business School in Madrid. Between January2009 and
February2012, she was Chief Operating Ofcer of Iberdrola SAs International Division with responsibility
for the United Kingdom and the United States. She also headed Iberdrola Engineering and Construction
from January2009 to January2011. Previously, she served as General Manager of IBM Spain and Portugal
(2001-2009). In 2005 her area of responsibility was extended to encompass Greece, Israel and Turkey as
well. Between 2000 and 2001, she was executive assistant to the Chairman and CEO of IBM Corporation.
From 1998 to 2000, Ms.Moraleda was General Manager of INSA (a subsidiary of IBM Global Services).
From 1995 to 1997, she was HR Director for EMEA at IBM Global Services and from 1988 to 1995 held
52years old various professional and management positions at IBM Espaa. Ms.Moraleda is also a member of
various boards and trusts of different institutions and bodies, including the Academy of Social Sciences
Director since 2015
and the Environment of Andalusia, the Board of Trustees of the MD Anderson Cancer Center in Madrid
Independent and the International Advisory Board of the Instituto de Empresa Business School and member of the
Madrid Advisory Board of IESE. Since December2005, she is a member of the Spanish Royal Academy
of Economic and Financial Sciences.

Current Mandates:
4
- Member of the Board of Directors of Airbus GroupSE;
- Member of the Board of Directors of FaureciaSA;
- Member of the Board of Directors of SolvaySA;
- Member of the Board of Directors of Caixabank;
- Member of the Supervisory Board of CSIC (Consejo Superior dInvestigaciones Cienticas);
- Member of the Advisory Board of KPMG Spain;
- Member of the Advisory Board of SAP Spain;
- Member of the Advisory Board of Spencer Stuart Spain.

Former mandates for the last ve years:


- Member of the Board of Directors of Meli Hotels InternationalSA (ended June2015);
- Member of the Board of Directors of AlstomSA (ended May2015);
- Member of the Board of Corporacin Financiera AlbaSA (ended October2014).

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Claudia NEMAT

Curriculum Vitae
Born in 1968, Claudia Nemat has been a member of the Board of Management of DeutscheTelekom AG
since October2011 and is responsible for the Board area Europe and Technology.
Before joining Deutsche Telekom AG, Claudia Nemat spent 17years working for McKinsey&Company where
she was elected Partner in 2000, and Senior Partner (Director) in 2006. Among other responsibilities
during her time there, she was co-leader of the global Technology Sector and led the unit for Europe,
the Middle East and Africa.
Her main areas of expertise include large-scale strategic and operational turnaround and transformation
programmes, especially for global technology companies as well as in the software and telecommunications
industries. She also led McKinseys initiatives on Europe based global technology leadership.
48years old
Ms. Nemat has worked in numerous European countries as well as North and South America.
Director since 2016 She was member of the Supervisory Board of Lanxess AG from 2013 to 2016.
Independent Since May2016, Claudia Nemat has been a member of the Board of Directors of Airbus Group SE.
Claudia Nemat studied physics at University of Cologne, where she also taught at the department of
Physics and Mathematics.

Current Mandates:
- Member of the Board of Directors of Airbus GroupSE;
- Member of the Management Board of Deutsche Telekom AG;
- Member of the Board of OTE (related to Deutsche Telekom);
- Member of the Board of Buyln (related to Deutsche Telekom);
- Member of the University Council of University of Cologne.

Former mandates for the last ve years:


- Member of the Supervisory Board of LANXESS AG (until May2016);
- Director of EE Limited (UK) (related to Deutsche Telekom) (until 2014).

Sir John PARKER

Curriculum Vitae
Sir John Parker is Chairman of Anglo American plc, Chairman of Pennon plc, Non- Executive Director of
Carnival plc and Carnival Corporation. He has completed his term 2011-2014 as President of the Royal
Academy of Engineering. He stepped down as Chairman of National Grid plc in December2011. His career
has spanned the engineering, shipbuilding and defence industries, with some 25years of experience as
CEO including Harland & Wolff and the Babcock International Group. He also chaired the Court of the
Bank of England between 2004 and 2009. Sir John Parker studied Naval Architecture and Mechanical
Engineering at the College of Technology, Queens University, Belfast.

74years old
Current Mandates:
Director since 2007,
- Member of the Board of Directors of Airbus GroupSE;
last re-elected in 2016
- Director of Carnival plc and Carnival Corporation;
Independent - Chairman of Anglo American plc (2009 Present);
- Chairman of Pennon Group plc (August2015 Present);
- Director of White Ensign Association Ltd.;
- Visiting fellow of the University of Oxford.

Former mandates for the last ve years:


- Deputy Chairman of D.P. World (Dubai)(resigned July2015);
- President of the Royal Academy of Engineering (until September2014);
- Chairman of National Grid PLC (resigned January2012).

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Carlos TAVARES

Curriculum Vitae
Carlos Tavares is a graduate of cole Centrale Paris. He held a number of different positions with the
Renault Group from 1981 to 2004 before joining Nissan. In 2009, he was appointed Executive Vice
President, Chairman of the Management Committee Americas and President of Nissan North America.
He was named Group Chief Operating Officer of Renault in 2011. Since 1 January 2014, he has
joined the Managing Board of Peugeot SA . He was named Chairman of the Managing Board since
31March 2014.

Current Mandates:
- Member of the Board of Directors of Airbus GroupSE;
- Director of Banque PSA Finance;
58years old
- Director of Faurecia SA;
Director since 2016 - Chairman of the Board of Directors of Peugeot Citron Automobiles SA.
Independent Former mandates for the last ve years:
- Manager of Bed&Breakfast in Lisbon (until March 2015);Director of PCMA Holding B.V.
(until October2014);
4
- Member of the Managing Board of Nissan Alliance (until August2013);
- Chief Operating Ofcer of Renault (until August2013);
- Director of Renault Nissan B.V. (until August2013);
- Director of AvtoVAZ (until August2013);
- Director of Alpine Caterham (until August2013);
- Chairman of the Management Committee of Nissan Americas (until June2011);
- Executive Vice President, Planning of Nissan Motor Company (until June2011);

Jean-Claude TRICHET

Curriculum Vitae
Jean-Claude Trichet was President of the European Central Bank, of the European Systemic Risk Board
and of the Global Economy meeting of Central Bank Governors in Basel until the end of 2011. Previously,
he was in charge of the French Treasury for six years and was Governor of Banque de France for ten
years. Earlier in his career, he held positions within the French Inspection Gnrale des Finances, as
well as the Treasury department, and was Advisor to the French President for microeconomics, energy,
industry and research (1978-1981). Mr.Trichet graduated from the cole des Mines de Nancy, the Institut
dtudes Politiques de Paris and the University of Paris in Economics, is a Doctor Honoris Causa of several
universities and an alumnus of the cole Nationale dAdministration.

74years old
Director since 2012, Current Mandates:
last re-elected in 2016
- Member of the Board of Directors of Airbus GroupSE;
Independent - President of JCT Conseil, Paris;
- Honorary Governor of Banque de France;
- Honorary Chairman of the G30, Washington D.C. (non-prot organisation);
- Chairman of the Board of Directors of the BRUEGEL Institute, Brussels (non-protorganisation);
- European Chairman of the Trilateral Commission (non-prot organisation).

Former mandates for the last ve years:


- Chairman and CEO of the G30, Washington D.C. (non-prot organisation) (until December2016);
- President of SOGEPA -Socit de Gestion de Participations Aronautiques- (from 2012 up to 2013).

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Independent Directors reorganisation and refocussing of the CTO department on its


The Independent Directors appointed pursuant to the criteria of fundamental tasks of guiding and coordinating overall activities,
independence set out above are Denis Ranque, Ralph Crosby, developing group wide roadmaps / demonstrators as well as
Catherine Guillouard (from AGM 2016), Hans-Peter Keitel, technical expertise and blue-sky research.
Hermann-Josef Lamberti, Lakshmi N. Mittal, Michel Pbereau, The Board of Directors decided also on a further integration
Maria Amparo Moraleda Martinez, Claudia Nemat (from AGM by merging its Group structure with its largest Division Airbus
2016), Sir John Parker, Carlos Tavares (from AGM 2016) and Commercial Aircraft. Lean structures and speedy decision-
Jean-Claude Trichet. making are prerequisites for the success of digital transformation.
The merger of Airbus Group and Airbus paves the way for an
Prior Offences and Family Ties
overhaul of the corporate set-up, simpli es the Companys
To the Companys knowledge, none of the Directors (in either
governance, eliminates redundancies and supports further
their individual capacity or as Director or senior manager of
efciencies, while at the same time driving further integration
any of the entities listed above) has been convicted in relation
of the entire group. These latest efforts are the continuation of
to fraudulent offences, been the subject of any bankruptcy,
a number of integration and normalisation steps, which Airbus
receivership or liquidation, nor been the subject of any ofcial
has taken in recent years.
public incrimination and/or sanction by a statutory or regulatory
authority, nor been disqualied by a court from acting as a Moreover, the Board of Directors engaged in Airbus nancial
Member of the administrative, management or supervisory results and forecasts and reviewed thoroughly the Enterprise
bodies of any issuer or conduct of affairs of any company, Risk Management reports and the internal audit plan and
during at least the last ve years. As of the date of this document, findings. It supported the corporate social responsibility
there are no family ties among any of the Directors. initiatives and put emphasis on further strengthening the Airbus
compliance programme, building on the Business Development
(iii)Operation of the Board of Directors in2016 Support Initiative which was started in 2015. A comprehensive
Board of Directors Meetings training programme was deployed throughout Airbus to raise
The Board of Directors met six times during 2016 and was awareness, to reduce risks and more generally to improve the
regularly informed of developments through business reports culture of integrity of the Company.
from the Chief Executive Of cer, including progress on the
Board Evaluation 2016
strategic and operational plans. The average attendance rate
As a matter of principle, the Board of Directors has decided that
at these meetings was 97%.
a formal evaluation of the functioning of the Board of Directors
Throughout 2016, the Board of Directors reviewed and and its Committees with the assistance of a third-party expert is
discussed the technical and commercial progress of signicant conducted every three years. In the year succeeding the outside
programmes, such as the A400M, the Airbus A320neo, evaluation, the Board of Directors performs a self-evaluation and
A330neo and A350XWB programmes; the different helicopter focuses on the implementation of the improvement action plan
programmes as well as the space businesss next generation resulting from the third-party assessment. In the intervening
launcher Ariane 6 and OneWeb satellites constellation second year, the General Counsel, being also the Secretary
programme. of the Board, issues a questionnaire and consults with Board
Members to establish an internal evaluation which is then
The off-site Board meeting in Mobile, Alabama, was dedicated
discussed with Board Members.
to the review of the Division and product strategies and the
related business developments as well as the overall strategy The year 2016 marked the end of this three-year cycle. In
of the Company. The Board of Directors seized the opportunity December2016, the Board of Directors therefore carried out
to visit the US A320 nal assembly line and to meet with local an internal evaluation based on a questionnaire issued by the
management and with the operative workforce as well as with General Counsel and circulated to each Board Member.
local authorities. The second offsite Board meeting took place
The questionnaire primarily covered governance, Board of
in the new operational headquarters the Wings Campus - in
Directors and Committees effectiveness, Board of Directors
Toulouse.
and Committee composition, Board of Directors areas of
In 2016, the Board of Directors continued to support the expertise and working process, relationships between the Board
digitalisation initiative, which was started last year to enhance of Directors, the Management, shareholders and stakeholders,
the Companys ability to identify and capitalise on innovative as well as scope and composition of topics and the preparation
and transformational technologies and business models. As an for the future.
integral part of this initiative the Board of Directors approved the

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The Board of Directors was satised overall with the continuous duly exercised and that these matters are given due importance
progress made in 2015 and 2016 in the implementation of at meetings of the Board of Directors. Thus, it discusses with
the improvement action plan recommended by the third- the auditor his audit programme and the results of the audit of
party expert, Spencer Stuart, following the formal evaluation the accounts, and it supervises the adequacy of Airbus internal
conducted in December2014. controls, accounting policies and nancial reporting and the
implementation thereof by the CEO and senior management.
In the 2016 evaluation, the Board Members confirmed
It also oversees the operation of Airbus Enterprise Risk
satisfaction with the Companys governance structure, Board
Management system and the Compliance Organisation.
of Directors effectiveness and decision-making process. The
Board Members notably valued adequate balance of powers The Chairman of the Board of Directors and the Chief Executive
and constructive interaction between the Board of Directors and Ofcer are invited to attend meetings of the Audit Committee.
the Management, open debates within the Board of Directors The Chief Financial Officer and the Head of Accounting
and positive contribution of the Board Committees. The Board Record to Report are requested to attend meetings to present
of Directors effectiveness is helped by consistent progress in management proposals and to answer questions. Furthermore,
the preparation of Board meetings, as well as the quality and the Head of Corporate Audit and the Airbus Ethics & Compliance
level of information provided to the Board Members prior to Ofcer are requested to report to the Audit Committee on a
and in-between Board meetings. The induction programme
for new Board Members and off-site Board meetings are also
regular basis.

The Audit Committee is required to meet at least four times a


4
appreciated.
year. In 2016, it met ve times with an average attendance rate
The Board Members also highlighted that the Board of Directors of 95%, it discussed all of the above described items during the
should dedicate additional time to risk management, strategy meetings and it fully performed all of the above described duties.
and other topics, such as benchmarking on competitors
and products, digital transformation, corporate and social b) The Remuneration, Nomination and Governance
responsibility and employee engagement. This would help to Committee
evaluate the performance and competitiveness of the Company, The RNGC has four (4) Members, with geographic diversity.
increase anticipation in a challenging environment and prepare Each Member of the RNGC is an Independent Director. One
for the future. Member of the RNGC is a Director who is appointed to the
The year2016 marked a substantial improvement of gender Board of Directors on the basis of the French State Security
diversity within the Board of Directors. In addition, the Board Agreement. One Member of the RNGC is a Director who is
Members highlighted the necessity to continue with the process appointed to the Board of Directors on the basis of the German
of the staggering board principle, decided at the 2016 AGM, State Security Agreement. The Board of Directors, by a Simple
in order to maintain the diversity of expertise and nationalities Majority (dened below), appoints the chair of the RNGC, who
within the Board of Directors. may not be any of the following:

the Chairman of the Board of Directors;

a current or former Executive Director of the Company;
4.1.1.2 Board Committees
a Non-Executive Director who is an Executive Director with
a) The Audit Committee another listed company; or

a Director appointed to the Board of Directors on the basis
The Audit Committee has four (4) Members and is chaired by
of the French State Security Agreement or the German State
an Independent Director who is not the Chairman of the Board
Security Agreement.
of Directors or a current or former Executive Director of the
Company. The Chaiman of the Audit Committee shall be, and Pursuant to the Board Rules, the RNGC consults with the CEO
the other members of the Audit Committee may be, nancial with respect to proposals for the appointment of the Members of
experts with relevant knowledge and experience of nancial the Group Executive Committee and makes recommendations
administration and accounting for listed companies or other to the Board of Directors regarding the appointment of the
large legal entities. Secretary to the Board of Directors. The RNGC also makes
recommendations to the Board of Directors regarding
Pursuant to the Board Rules, the Audit Committee makes
succession planning (at Board, Group Executive Committee
recommendations to the Board of Directors on the approval
and Senior Management levels), remuneration strategies and
of the annual nancial statements and the interim (Q1, H1, Q3)
long-term remuneration plans. Furthermore the Committee
accounts, as well as the appointment of external auditor and
decides on the service contracts and other contractual matters
the determination of his remuneration. Moreover, the Audit
in relation to the Members of the Board of Directors and the
Committee has the responsibility for verifying and making
Group Executive Committee. The rules and responsibilities of
recommendations to the effect that the internal and external
the RNGC have been set out in the Board Rules.
audit activities are correctly directed, that internal controls are

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The Chairman of the Board of Directors and the Chief Executive


the maintenance, in respect of the number of Members of the
Ofcer are invited to attend meetings of the RNGC. The Head Group Executive Committee, of the observed balance among
of AirbusHuman Resources is requested to attend meetings the nationalities of the candidates in respect of the location of
to present management proposals and to answer questions. the main industrial centres of Airbus (in particular among the
nationals of the four Member States of the EU where these
In addition, the RNGC reviews top talents, discusses measures
main industrial centres are located); and
to improve engagement and to promote diversity, reviews the

at least 2/3 of the Members of the Group Executive Committee,
remuneration of the Group Executive Committee Members for
including the CEO and the Chief Financial Ofcer (CFO),
the current year, the Long-Term Incentive Plan (LTIP), and the
being EU nationals and residents.
variable pay for the previous year.
The Board of Directors determines, by simple majority vote,
Finally, the RNGC performs regular evaluations of the Companys
whether to approve all of the Members of the Group Executive
corporate governance and makes proposals for changes to the
Committee as proposed by the CEO.
Board Rules or the Articles of Association.

The guiding principle governing management appointments b) Role of the Group Executive Committee
within Airbus is that the best candidate should be appointed to The CEO is responsible for executing the strategy as approved
the position (best person for the job), while at the same time by the Board of Directors and for managing the day-to-day
seeking to achieve a balanced composition with respect to operations of Airbus business and he shall be accountable
gender, experience, national origin, etc. The implementation of for its proper execution accordingly. The Group Executive
these principles should not, however, create any restrictions on Committee supports the CEO in performing this task. The Group
the diversity within the Companys executive management team. Executive Committee Members shall jointly contribute to the
The RNGC is required to meet at least twice a year. In 2016, it overall interests of the Company in addition to each Members
met three times with an attendance rate of 100%, it discussed individual operational or functional responsibility within Airbus.
all of the above described items during the meetings and it fully The CEO endeavours to reach consensus among the Members
performed all of the above described duties. of the Group Executive Committee. In the event a consensus is
not reached, the CEO is entitled to decide the matter.

4.1.1.3 The Group Executive Committee c) The Group Executive Committee in 2016
a) Nomination and Composition The Group Executive Committee met four times during 2016.
Amongst others the following matters are discussed at the
The Executive Committee of Airbus (the Group Executive
Group Executive Committee meetings:
Committee) is chaired by the Chief Executive Of cer and
its members are appointed on the basis of their performance

appointment by the heads of the AirbusDivisions and functions
of their individual responsibilities as well as their respective of their management teams;
contribution to the overall interest of Airbus.

major investments;

setting up and control of the implementation of the strategy
The CEO proposes all of the Members of the Group Executive for the Groups businesses;
Committee for approval by the Board of Directors, after
Airbus policy matters and management and organisational
consultation with (i) the Chairman of the RNGC and (ii) the structure of the business;
Chairman of the Board of Directors, applying the following
performance level of the Groups businesses and support
principles: functions; and

the preference for the best candidate for the position;


all business issues, including the operational plan of the
Company and its Divisions and Business Units.

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COMPOSITION OF THE GROUP EXECUTIVE COMMITTEE AT THE END OF 2016

Name Start of term Principal Occupation


Tom Enders 2012 Chief Executive Officer Airbus
Fernando Alonso 2015 Head of Military Aircraft Airbus Defence andSpace
Thierry Baril 2012 Chief Human Resources Officer Airbus & Airbus Commercial Aircraft
Fabrice Brgier 2012 Chief Operating Officer Airbus and President Airbus Commercial Aircraft
Guillaume Faury 2013 Chief Executive Officer Airbus Helicopters
John Harrison 2015 Group General Counsel Airbus
Dirk Hoke* 2016 Chief Executive Officer Airbus Defence andSpace
Marwan Lahoud** 2012 EVP International, Strategy and Public Affairs, Airbus
John Leahy 2012 Chief Operating Officer Customers Airbus Commercial Aircraft
Allan McArtor 2014 Chief Executive Officer Airbus North America
Klaus Richter 2015 Chief Procurement Officer Airbus & Airbus Commercial Aircraft
Harald Wilhelm 2012 Chief Financial Officer Airbus
Tom Williams 2015 Chief Operating Officer Airbus Commercial Aircraft
Note: Status as of 1January 2017. The professional address of all Members of the Group Executive Committee for any matter relating to Airbus is Mendelweg 30, 2333CS
4
Leiden, The Netherlands.
* On 1April 2016 Dirk Hoke became Chief Executive Officer of Airbus Defence and Space and a member of the Airbus Group Executive Committee.
** Marwan Lahoud left Airbus on 28February 2017 as announced in the Airbuspress release of 7February 2017.

Tom Enders Chief Executive Officer Airbus Fernando Alonso Head of Military Aircraft Airbus
Dr. Thomas (Tom) Enders was appointed Chief Executive Defence and Space
Ofcer (CEO) of Airbus GroupSE, on 1June 2012, after having Fernando Alonso was named as Head of Military Aircraft,
been CEO of the Airbus Commercial Aircraft Division since 2007. Airbus Defence and Space on 29January 2015 and took up
Before that he served as Co-CEO of EADS between 2005 and the position on 1March 2015. He is a member of the Airbus
2007. He was Head of the Groups Defence Division from 2000 Defence and Space Executive Committee and on 1July 2015
to 2005. He has been a member of the Executive Committee was appointed to the Group Executive Committee. Previously he
of Airbus GroupSE since its creation in 2000. was Senior Vice President Flight and Integration Tests, Head of
Flight Operations since September2007, and, before that, Vice
Prior to joining the aerospace industry in 1991, Enders worked,
President Flight Test Division since February2002.
inter alia, as a Member of the Planungsstab of the German
Minister of Defence and in various Foreign Policy think tanks. Fernando Alonso began his professional career with McDonnell
He studied Economics, Political Science and History at the Douglas in Long Beach, California in 1979 as a performance
University of Bonn and at the University of California in Los engineer in the companys ight test department. Three years
Angeles. later, he joined Airbus as a performance engineer in the ight
division.
Enders was President of the BDLI (German Aerospace Industry
Association) from 2005 to 2012. From 2005 to 2009 he was While remaining with Airbus, he graduated as a ight test
Chairman of the Atlantik-Brcke e.V. In 2014, Enders joined the engineer at lcole du Personnel Navigant dEssais et de
Advisory Council of the Munich Security Conference as well as Rception (EPNER) in 1990, and then became a ight test
the Senate of the Max-Planck-Gesellschaft. He is patron of the engineer responsible for aircraft performance of the A330,
German Mayday Foundation which supports airmen, women A340 and A321.
and their families in times of need.
Between 1995 and 2002, Fernando was responsible for the
Tom Enders is a member of the BDI Board (German Industry development of ight controls and handling qualities during
Association) since 2009 and the Joint Advisory Council of Allianz the ight test programmes of the A319, A330-200, A340-500
SE since 2013. From 2011 to 2015, Tom Enders was a member and A340-600. Subsequently, he was deeply involved in the
of the Business Advisory Group of U.K. Prime Minister David organisation and coordination of the ight test campaign of
Cameron. the A380.

During a career at Airbus that has spanned more than 30years,


Fernando has accumulated more than 4,300 hours of ight tests.
He was a ight test engineer on the maiden ights of A340-200

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in 1992, the A319 in 1997, the A380 in April2005 and most Fabrice Brgier Chief Operating Officer Airbus and
recently the A350XWB in June2013. President Airbus Commercial Aircraft
Born in Madrid, Spain in 1956, he obtained a degree from the Fabrice Brgier was appointed President of Airbus Commercial
Polytechnic University of Aeronautical Engineers in Madrid in Aircraft & Chief Operating Ofcer Airbus on 1January 2017.
1979. He is a keen skier and tennis player. He and his family He previously was the President and Chief Executive Ofcer
are also actively involved in the French charity Pour un Sourire of theAirbus Commercial Aircraft Division since June2012.
dEnfant, fundraising and organising summer camps for Mr.Brgier is a member of the Group Executive Committee.
underprivileged children who live in a municipal dump in Phnom He started his career in 1983 as a test engineer at the Creys-
Penh, Cambodia. Malville nuclear power station, becoming sales manager for
Pchiney (Japan) in 1984. In 1986 he joined the DRIRE Alsace
Thierry Baril Chief Human Resources Officer Airbus &
(Ministry of Industry) and was then appointed Director of
Airbus Commercial Aircraft
Economic and Financial Affairs with the Ministry of Agriculture
Thierry Baril was appointed Chief Human Resources Ofcer of in 1989.
Airbus on June1, 2012. In addition, Baril continues to serve as
Airbus Commercial Aircraft Chief Human Resources Ofcer. Having been Advisor to several French Ministers, Mr.Brgier
joined Matra Dfense in 1993 as Chairman of the Apache MAW
Thierry Baril joined Airbus Commercial Aircraft in 2007 as GIE (co-operation with Dasa) and Chairman of the Eurodrone
Executive Vice President, Human Resources, and Member GIE (with STN-Atlas). In 1996 he was appointed Director of
of the Airbus Commercial Aircraft Executive Committee, with Stand-Off activities (Apache, Scalp EG/Storm Shadow) in what
responsibility for dening and implementing a company-wide had become Matra BAe Dynamics.
Human Resources strategy, enhancing integration and employee
engagement. He oversaw the development of key skills and In 1998, Mr.Brgier became CEO of Matra BAe Dynamics. He
competences to support business growth and greater internal was appointed CEO of MBDA, the leading European missile
mobility. One of his main achievements was the transformation systems company that was created in 2001 by Aerospatiale
of the Company in the areas of leadership culture and diversity, Matra, British Aerospace and Finmeccanica. In 2003, Fabrice
having played a key role in the implementation of Power8 and Brgier became President and CEO of the Eurocopter Group
Airbus internationalisation strategy. and was appointed Head of EADS Eurocopter Division in
June2005.
Prior to this, Thierry Baril was Executive Vice President Human
Resources at Eurocopter now Airbus Helicopters and member Mr. Brgier was appointed Airbus Chief Operating Of cer
of the Eurocopter Executive Committee from January2003. In (COO) in October2006. As a Member of the EADS Executive
this position, Baril managed the companys Human Resources Committee, he was commissioned by Louis Gallois to
activities globally, including the implementation of Human improve the overall operational performance of the Group.
Resources policies across Eurocopters European sites and His responsibilities included the Companys wide-ranging
its 15 subsidiaries worldwide. He was instrumental in the restructuring and change programme (Power8), the Executive
implementation of Vital, a programme which transformed Committee functions Operations, Engineering and Procurement,
Eurocopter as a business. and the A350XWB programme.

Thierry Baril started his career in 1988 as Deputy Human Mr.Brgier graduated from the cole Polytechnique in 1980 and
Resources Director at Boccard SA, and transferred to Laborde from the cole des Mines. He was born in 1961 in Dijon, France.
& Kupfer-Repelec, a subsidiary of GEC ALSTHOM, as Human
Guillaume Faury CEO Airbus Helicopters
Resources Manager in 1991.
Guillaume Faury became Chief Executive Ofcer (CEO) of Airbus
From 1995, Thierry Baril held roles as Human Resources Helicopters formerly Eurocopter on January1, 2014 and is
Director of the Alstom Energy Belfort site and Vice President a member of the Group Executive Committee.
of Human Resources of the Alstom Energy Group.
Prior to assuming this position, he had been CEO of Eurocopter
Following on from his experience at Alstom Energy, in 1998 since May2013. He joined Eurocopter from Peugeot S.A., where
Thierry Baril became Managing Director of Human Resources he had served as Executive Vice President for Research and
for Europe for GE (General Electric) at their Belfort Headquarters, Development since 2010 and as a Member of the Managing
followed by Vice President of Human Resources at Alcatel Board since 2009.
Spaces Headquarters in Toulouse from 2000.
Guillaume Faury, a licensed ight test engineer, served in various
senior management functions at Eurocopter from 1998 to 2008
before joining Peugeot S.A. He was Chief Engineer for the
EC225/725 programme, Head of the Heavy Helicopter Flight

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Test department, Executive Vice President for Commercial John Harrison Group General Counsel Airbus
Programmes and, ultimately, Executive Vice President for John Harrison has been General Counsel since June2015.
Research &Development. Guillaume Faury also was a member Solicitor of the Supreme Court of England & Wales, John
of the Eurocopter Executive Committee. Harrison completed his academic studies at the University of
He started his professional career with the French Defence McGill, Montral, Canada. He holds a Bachelor LLB (Hons) and
Procurement Agency DGA, where he was in charge of Tiger Masters LLM of Laws degree.
helicopter ight test activities at the Istres Flight Test Centre. John Harrison began his career in 1991 at the international law
Guillaume Faury, born in February1968, holds an engineering rm Clifford Chance, working consecutively in their London,
degree from the cole Polytechnique in Paris as well as an New York and Paris ofces.
aeronautics and engineering degree from the cole Nationale He joined Airbus then Technip S.A. where he served as
Suprieure de lAeronautique et de lEspace in Toulouse. Group General Counsel and Member of the Group Executive
Committee from 2007-2015.
Dirk Hoke CEO Airbus Defence and Space
Dirk Hoke is the designated Chief Executive Of cer (CEO) Prior to joining Technip, Mr.Harrison fullled various senior legal
of Airbus Defence and Space as of 1April 2016. He started positions in Airbus Group companies over a ten year period
on 1January as Deputy CEO. He is a member of the Group
Executive Committee.
culminating his tenure from 2003-2007 as General Counsel of
the EADS Defence Division.
4
Dirk Hoke joined Airbus from Siemens, where he had been John Harrison was born on 12July 1967 in the United Kingdom.
CEO of the Large Drives Business Unit since 2014. He has held
Marwan Lahoud Airbus EVP International, Strategy
various executive-level positions at Siemens since becoming
and Public Affairs (departed 28February 2017)
CEO of the Cluster Western & Central Africa in 2008. His career
spans 21years and ve continents. Marwan Lahoud is Executive Vice President International,
Strategy and Public Affairs of Airbus. Prior to re-joining the
In 1994, Dirk Hoke began his professional career as R&D Engineer Group, he had run MBDA as Chief Executive Ofcer since 2003.
for process and software analysis in the automotive industry
at Renault in Paris. In 1996, he joined Siemens through an Lahoud began his career at the French Defence procurement
international trainee programme with assignments in Germany, agency DGA (Direction Gnrale de lArmement) in 1989 at
Argentina and Austria. He then held various management posts the Landes test range, where he served rst as Head of the
in the Transportation Systems Division based in Germany. He computation centre, and later as project manager in charge
relocated to Sacramento, USA, as Head of the Transportation of upgrading testing systems and coordinating investments.
Systems restructuring team in 2001. In 1994, he was appointed Special Advisor to the Tactical
Dirk Hoke continued his professional career at Siemens as Missile Systems Engineering Division. Then he took on a new
General Manager for the Transrapid Propulsion and Power role as Deputy Director, Missiles and Space Systems. Lahoud
Supply Subdivision from 2002 to 2005 including the Shanghai contributed to the development of the 1995-2000 Military
Maglev project. He was then promoted to President of Planning Act and led several joint work groups bringing together
Siemens Transportation Systems China and made Siemens political, military and industrial stakeholders, covering issues
the largest foreign railway supplier in the country. such as the non-proliferation of weapons of mass destruction,
Franco-German space cooperation and expanded air defence
In 2008, Dirk Hoke moved to Morocco to lead Siemens Africa programmes.
activities. He returned to Germany in 2011 to become the
Division CEO of Industrial Solutions with the special task to build In early 1995, Marwan Lahoud was appointed Special Advisor to
up the services business for the Industry Sector. Afterwards, he the French Ministry of Defence. At the end of 1995, he moved to
was called upon to restructure the Large Drives Business Unit. serve as Advisor for Industrial Affairs, Research and Weapons,
where he was responsible for the industrial consolidation
Dirk Hoke holds a degree in mechanical engineering from the programmes.
Technical University of Brunswick, Germany. In 2010, Dirk Hoke
became a member of the Young Global Leader Class of the In May 1998, he joined Aerospatiale as Vice President
World Economic Forum and in 2013, member of the Baden Development where he was responsible for negotiating
Baden Entrepreneur Talks. agreements with Groupe Lagardre for the Aerospatiale-Matra
Hautes Technologies merger. He also served as Secretary
Born on 2April 1969, Dirk Hoke is married with two children. General of the Aerospatiale-Matra Hautes Technologies
committee.

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In June1999, he was appointed Senior Vice President Strategy March2012, he received one of Frances top civilian awards
and Planning for Aerospatiale- Matra, where he also served by being named an Ofcer of the Lgion dHonneur, for his
as Senior Vice President Military Affairs. After the foundation services to European and French aviation.
of EADS in 2000, Marwan Lahoud was appointed Senior Vice
President Mergers & Acquisitions. During his tenure, he oversaw Allan McArtor CEO Airbus North America
the creation of Airbus, MBDA and Astrium. Allan McArtor is Chairman of Airbus Americas, Inc. In this
leadership role, McArtor enhances relationships with Airbus
Marwan Lahoud, born on 6 March 1966, is a graduate
customers, suppliers and government representatives. He
of Frances cole Polytechnique and the cole Nationale
is instrumental in providing strategy and vision for Airbus
Suprieure de lAronautique et de lEspace. He is Chairman of
companies throughout the United States, Canada and Latin
GIFAS (Groupement des Industries Franaises Aronautiques
America. McArtor has increased the Companys commercial
et Spatiales), Chairman of the Institut des Hautes tudes
aviation market share throughout the region and established
Scienti ques (IHS), a member of the Supervisory Board
the A320 Aircraft Assembly Line in Mobile, Alabama.
and Chairman of the Audit Committee of BPCE (Banque
Populaire Caisses dEpargne), a member of the Board of the Throughout his career, McArtor has held a series of leadership
AX (Polytechnique alumni association) and a member of the and senior management positions in the military, civil and
Board of the cole Polytechnique. Marwan Lahoud is an Ofcer government sectors.
of the French Lgion dHonneur.
Before joining Airbus, he was founder, Chairman and CEO of
John Leahy Chief Operating Officer-Customers Airbus Legend Airlines, a regional airline based at Dallas Love Field,
Commercial Aircraft Texas.

John Leahy was appointed Chief Operating Ofcer Customers President Ronald Reagan appointed McArtor to serve as the
of Airbus in July2005 and assumes the same role for Airbus Administrator of the FAA from 1987 to 1989.
Commercial Aircraft effective from 1 January 2017. He
McArtor served on the senior management team of Federal
continues his responsibilities as Chief Commercial Ofcer of
Express from 1979 to 1987 and 1989 to 1994 rst as Senior
the Airbus Commercial Aircraft Division, a role he had held
Vice President Telecommunications during the development
since August1994. His responsibilities cover all commercial
of FedExs extensive satellite-based digital network, then as
activities including sales, marketing, contracts, business
Senior Vice President Air Operations for FedExs global airline.
transaction control, asset management, leasing, and business
development. Leahy is a member of the Airbus Executive McArtor was a combat ghter pilot in Vietnam from 1968 to
Committee. 1969, an Associate Professor of Engineering Mechanics at
the Air Force Academy, and a pilot with the U.S. Air Forces
One of Leahys greatest achievements was to raise Airbus
Thunderbirds Aerial Demonstration Team.
market share from 18% in 1995 to over 50% by the turn of the
century, where it has been maintained over the last 14years. He He is a 1964 graduate of the U.S. Air Force Academy (BSE) and
also led the commercial activities that resulted in the successful holds a masters degree (MSE) from Arizona State University.
launch of Airbus next generation agship aircraft which set the He holds an honorary doctorate degree from Christian Brothers
standards for large aircraft in the 21stcentury, the A380 and University in Memphis, Tennessee, in recognition of his role in
the A350XWB. Leahy was also a key player in the launch of establishing the School of Telecommunications and Information
the A320neo (New Engine Option) family, which has become Systems.
the fastest selling aircraft programme in aviation history. He
Klaus Richter Chief Procurement Officer Airbus
was also instrumental in the launch of the A350XWB family
&Airbus Commercial Aircraft
as well as the A330neo.
Klaus Richter became Chief Procurement Ofcer for Airbus
John Leahy worked for seven years in marketing at Piper
GroupSE on 1January 2015. In this function, he is a member
Aircraft before joining Airbus North America in January1985.
of the Group Executive Committee and the Airbus Executive
He became Head of Sales in 1988 and then became President
Committee. In addition, he serves as the Chairman of the
of Airbus North America. Leahy was responsible for the
Board of Airbus in Germany and leads the Supervisory Board
penetration of the strategic North American market, where
of Premium AEROTEC Group.
most major U.S. airlines are now Airbus customers.
He is in charge of procurement across the entire Airbus
John Leahy has an MBA from Syracuse University with
Commercial Aircraft organisation, having responsibility for
concentration in both Finance and Transportation Management
developing strong partnerships with suppliers and ensuring
and a BA from Fordham University with a dual major in
timely delivery of all purchased goods on cost and with the
Communications and Philosophy. He is also a licensed multi-
proper quality.
engine commercial pilot and a former flight instructor. In

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In addition, Richter leads the General Procurement Organisation Tom Williams Chief Operating Officer Airbus
of Airbus. He coordinates strategic procurement topics, as well Commercial Aircraft
as the development and application of procurement processes Tom Williams was appointed Chief Operating Ofcer (COO) of
and tools across the Group. Richter is also responsible for the Airbus Commercial Aircraft in January2015. He is responsible
Airbus Regional Sourcing Ofces in the U.S., India and China. for the overall operations including Engineering, Procurement
In January2017, Klaus Richter also assumed the role of the and Supply Chain Management. Tom is a member of the
President of the German Aerospace Industries Association Executive Management Team of Airbus and the Airbus
(BDLI). Commercial Aircraft Executive Committee.

Richter joined Airbus in November 2007 as Executive Vice Previously Tom was Airbus Commercial Aircraft Executive Vice
President Procurement for Airbus. Before joining the Group, President Programmes, a position he held from July2005. His
Richter was Senior Vice President Materials Purchasing for role covered all Airbus aircraft families and as such, he was
BMW, based in Munich, Germany. In this position, he was in charge of ensuring the protability of the civil programmes,
heading all supplier relations for direct materials and equipment of leading the product policy and the development of new
across the entire company. products, as well as ensuring proper delivery to the customers.
Before being appointed to this position, he had been Executive
Klaus Richter began his professional career with McKinsey
& Company in 1993 as a management consultant for
Vice President Procurement since February2004. 4
automotive, electronics and aerospace businesses and product After completing an apprenticeship with Rolls-Royce Aero
development, a role which he retained until he joined the BMW Engines in 1972, Tom went on to carry out increasingly senior
Group in 2003 as Head of Purchasing Strategy for production roles in a number of UK manufacturing companies.
materials. In 1992 he was appointed Operations Manager for Cummins
Richter graduated from the Technical University of Munich Engines, looking after all manufacturing at the companys
where he obtained a doctorate in mechanical engineering in 1,200-strong Scottish factory. At the start of 1995 he became
1991. After graduation he received a Humboldt scholarship and Manufacturing and Business Group Director for the Sensors
spent two years as a researcher and teacher at the University activity of Pilkington Optronics a joint venture with Thomson
of California at Berkeley. CSF of France. Focusing initially on the introduction of lean
manufacturing techniques, he also became involved in
Born in Munich on 29September 1964, Klaus Richter is married integrating Thorn EMI Electro Optics into the business.
with two children.
Tom joined British Aerospace (now merged with Marconi
Harald Wilhelm Chief Financial Officer Airbus Electronic Systems to form BAE Systems) in 1997 as Site
Harald Wilhelm has been Chief Financial Ofcer of Airbus and Director and General Manager at the Prestwick site of the
Airbus Commercial Aircraft since 1June 2012 and is a member companys Aerostructures division. Two years later he was
of the Group Executive Committee. appointed Operations Director Internal Supply, within the
companys Military Aircraft and Aerostructures Division, then
He has held the role of Airbus Commercial Aircraft CFO since
Eurofighter Operations Director with responsibilities that
1February 2008. Previously, he was Airbus Commercial Aircraft
included manufacturing and other business functions at the
Chief Controlling Of cer and deputy to the Chief Financial
Warton and Salmesbury sites of BAE Systems.
Ofcer, a position to which he was appointed on 1January
2007. In November 2000, Tom became Managing Director and
General Manager of Airbus UK, a position he held until he
Prior to this, he was Senior Vice President, Airbus Commercial
became Airbus Executive Vice President Procurement in
Aircraft Financial Control, a role he held from 2003 to 2006.
2004.
Wilhelm joined Airbus Commercial Aircraft in 2000 as Senior
Vice President, Accounting, Tax and Financial Services. Tom was born in 1952 in Glasgow. During his apprenticeship
he gained an HNC in Production Engineering and in 1988 an
Before joining Airbus, Wilhelm had been Vice President M&A
MBA from Glasgow University. Married with one daughter, Tom
(mergers and acquisitions) at DaimlerChrysler Aerospace from
is a keen football supporter and occasional golfer.
1998, where he worked on projects including the integration of
Airbus into a single company. Prior to this, he had been Senior Tom received a Commander of the Order of the British
Manager M&A at Daimler-Benz Aerospace from 1995 to 1998 Empire (CBE) in January2011 and was awarded the rank of
and M&A Manager for the company between 1992 and 1993. Knight in the Lgion dHonneur by the Republic of France in
December2015.
Born in April1966 in Munich, Wilhelm has a degree in Business
Studies from Ludwig Maximilians University in Munich.

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Last year, Tom received the Mensforth Manufacturing Medal Administration by the University of the West of England in
from the Institute of Engineering and Technology (IET) for recognition of his contribution to operations, manufacturing
his achievements as a world-class production engineer, and and business.
was awarded the Honorary Degree of Doctor of Business

4.1.2 Dutch Corporate Governance Code, ComplyorExplain

In accordance with Dutch law and with the provisions of the 2.Termination indemnity
Dutch Corporate Governance Code as amended at the end of
Provision II.2.8 of the Dutch Code recommends that the
2008 (the Dutch Code), which includes a number of non- maximum remuneration in the event of dismissal of an Executive
mandatory recommendations, the Company either applies the Board Member be one years salary, and that if the maximum
provisions of the Dutch Code or, if applicable, explains and gives of one years salary would be manifestly unreasonable for an
sound reasons for their non-application. While the Company, in Executive Board Member who is dismissed during his rst
its continuous efforts to adhere to the highest standards, applies term of ofce, such Board Member be eligible for severance
most of the current recommendations of the Dutch Code, it pay not exceeding twice the annual salary.
must, in accordance with the comply or explain principle,
The Company foresees a termination indemnity for the sole
provide the explanations below. Executive Board Member, the CEO, equal to one and a half
On 8 December 2016, the Dutch corporate governance times the annual total target salary in the event that the Board
committee published the nal version of a revision of the Dutch of Directors has concluded that the CEO can no longer full
Code (the New Code). The New Code will apply to nancial his position as a result of change of the Companys strategy or
years starting on or after 1January 2017. The New Code is policies or as a result of a change in control of the Company.
restructured around a number of themes, as opposed to the The termination indemnity would be paid only provided
current Dutch Code which is based on a functional division of that the performance conditions assessed by the Board of
roles and responsibilities within a company. Directors would have been fullled by the CEO.

Airbus welcomes the updates to the Dutch Code and supports 3.Securities in the Company as long-term
the emphasis of the New Code on topics such as long-term investment
value creation and the importance of culture. Airbus already

Provision III.7.2 of the Dutch Code recommends that Non-
complies with a vast majority of the provisions of the New Code
Executive Directors who hold securities in the Company
and will use the year2017, to the extent required, to assess the
should keep them as a long-term investment. It does not
need for a further alignment of its organisational structure and
encourage Non-Executive Directors to own shares.
disclosures, with a view to its compliance with the New Code.

The Company does not require its Non-Executive Directors
For the full text of the Dutch Code as well as the New Code, who hold shares in its share capital, to keep such shares as
please refer to www.commissiecorporategovernance.nl. a long-term investment. Although Non-Executive Directors
are welcome to own shares of the Company, the Company
For the nancial year2016 and in respect of compliance with
considers it is altogether unclear whether share ownership
the Dutch Code, the Company states the following:
by Non-Executive Directors constitutes a factor of virtuous
alignment with stakeholder interest or may be a source of bias
1.Vice-Chairmanship
against objective decisions.

Provision III.4.1(f) of the Dutch Code recommends the election


of a Vice-Chairman, to, among other things, deal with the 4.Dealings with analysts
situation when vacancies occur.

Provision IV.3.1 of the Dutch Code recommends meetings with

The Board of Directors is headed by the Chairman of the


analysts, presentations to analysts, presentations to investors
Board of Directors and no Vice-Chairman is appointed. In
and institutional investors and press conferences shall be
case of dismissal or resignation of the Chairman, the Board
announced in advance on the Companys website and by
of Directors shall immediately designate a new Chairman. In
means of press releases. In addition, it recommends that
Airbus view there is no need for the appointment of a Vice-
provisions shall be made for all shareholders to follow these
Chairman to deal with such situations or other circumstances.
meetings and presentations in real time and that after the
meetings the presentations shall be posted on the Companys
website.

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The Company does not always allow shareholders to follow in a Dutch draft bill that is expected to come into force in the
meetings with analysts in real time. However, the Company course of 2017 in continuation of previous legislation in force
ensures that all shareholders and other parties in the nancial stipulating the same percentages.
markets are provided with equal and simultaneous information
With the election of AmparoMoraleda at the AGM held on
about matters that may inuence the share price. 27May 2015 and the election of Catherine Guillouard and
Claudia Nemat at the AGM held on 28April 2016, the female
5.Gender diversity representation on the Companys Board of Directors increased

The Company strives to comply with composition guidelines to 25%. The Company is pleased with this development and
whereby the Board of Directors would be composed in a will continue to promote gender diversity within its Board
balanced way if it contains at least 30% women and at least of Directors by striving to increase the proportion of female
30% men. These percentages are based on those included Directors.

4.1.3 Enterprise Risk Management System

The aerospace and defence industrys complex programmes


identify and manage cross-enterprise risks/ opportunities by
4
are delivered over volatile market cycles, amplifying risk and understanding interrelated impacts.
opportunity. Airbus long-term development and production
Through ERM, AirbusManagement enables the:
lifecycle make Enterprise Risk Management (ERM) a crucial
management of the risk prole associated to the Companys
mechanism for both mitigating the risks faced by the Company
strategy;
and identifying future opportunities.
management of the risks associated with the Company
Applied across the Company and its main subsidiaries, ERM activities;
facilitates achieving and applying common understanding,
ERM reporting to the Board of Directors and Audit Committee
methodology, practice and language. ERM is a permanent (AC) respectively.
top-down and bottom-up process, which is executed across
The Companys Board of Directors supervises the:
Airbus Divisions on each level of the organisation. It is designed

corporate strategy and the risks inherent to the business
to identify and manage risks and opportunities focusing on
activities;
business-relevant aspects. A particular focus is put on the

design and effectiveness of the internal risk management
operational dimension due to the importance of Programmes
and control systems.
and Operations for Airbus.

Required key activities in Risk and Opportunity Management


4.1.3.1 ERM Process
are:

anticipation of future events and conditions; The objectives and principles for the ERM system as endorsed

early warning; by the Board of Directors are set forth in the Companys ERM

early risks reduction; Policy and communicated throughout Airbus. The Companys

seizing and capturing of opportunities. ERM Policy is supplemented by directives, manuals, guidelines,
handbooks, etc. External standards that contribute to the
Enterprise Risk Management is an operational process Companys ERM system include the standards as dened by
embedded into day-to-day management activities of the International Organisation for Standardisation (ISO).
Programmes, Operations and Functions. A reporting synthesis
is made and consolidated on a regular basis (quarterly and The ERM system comprises an integrated hierarchical
yearly). bottom-up and top-down process to enable better management
and transparency of risks and opportunities. At the top, the
The aim of the ERM process is to: Board of Directors and the Audit Committee discuss major

identify, assess, control and mitigate risks, and seize and risks and opportunities, related risk responses and opportunity
capture opportunities; capture as well as the status of the ERM system, including

monitor the ERM process and to report status and results; signicant changes and planned improvements. This is based

allow risk-adjusted decisions and management processes on systematic bottom-up information including management
(e.g. planning; decision-making); judgement. The results are then fed back into the organisation.

enhance risk-response/ opportunity-capture decisions and


actions; The ERM process consists of four elements:

the operational process, derived from ISO31000 to enhance
operational risk and opportunity management;

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