EUROPEAN AERONAUTIC DEFENCEAND SPACE COMPANY EADS N.V.

REFERENCE DOCUMENTFINANCIAL YEAR 2000

Pursuant to Règlement No. 98-01 of the Commission des opérations de bourse, this Reference Document was
registered in French with the Commission des opérations de bourse on April 26, 2001 under number R 01-148. It
can be used in support of a financial transaction only if it is supplemented by a transaction note approved by theCommission des opérations de bourse.
This Reference Document has been drafted by the issuer and renders the signatories thereof liable. This
registration, which has been effected after a review of the relevance and consistency of the information given on
the Company’s financial position, does not imply that the accounting and financial items shown have beenauthenticated.

Warning
The COB draws the attention of the public to the fact that:
European Aeronautic Defence and Space Company EADS N.V. (‘‘EADS’’ or the ‘‘Company’’) is a Dutch
company, which is listed in France, Germany and Spain. Given this fact, the applicable regulations with respect topublic information and protection of investors, as well as the commitments made by the Company to securities andmarket authorities, are described in this Reference Document.

TABLE OF CONTENTS
Chapter 1 — Persons Responsible for the Reference Document and Persons Responsible for
the Audit of the Financial Statements..............................................................................

4

1.1
1.2
1.3
1.3.1
1.3.2
1.4
1.5
1.6

Persons Responsible for the Reference Document...............................................................
Statement of the Persons Responsible for the Reference Document ..............................
Persons Responsible for the Audit of the Financial Statements......................................
Persons Responsible for the Review of EADS Financial Statements........................................
Statement of the Auditors.............................................................................................................
Information Policy.......................................................................................................................
Undertakings of the Company Regarding Information.....................................................
Exchange Rate Information.......................................................................................................

4
4
4
4
4
6
6
6

Chapter 2 — Information Concerning Securities Issued .......................................................................

7

Not applicable .................................................................................................................................

7

Chapter 3 — General Description of the Company and its Share Capital........................................

8

3.1

General Description of the Company .....................................................................................

8

3.1.1
3.1.2
3.1.3
3.1.4
3.1.5
3.1.6
3.1.7
3.1.8
3.1.9
3.1.103.1.11
3.1.12

Corporate Name, Seat and Registered Office ..............................................................................
Legal Form.......................................................................................................................................
Governing Law — Dutch Regulations .........................................................................................
Date of Incorporation and Duration of the Company................................................................
Objects of the Company................................................................................................................
Commercial and Companies Registry ...........................................................................................
Inspection of Corporate Documents.............................................................................................
Financial Year ..................................................................................................................................
Allocation and Distribution of Income........................................................................................
General Meetings............................................................................................................................
Disclosure of Holdings Exceeding Specific Thresholds and of Intentions...............................
Mandatory Tender Offers ..............................................................................................................

8
8
8
10
10
11
11
11
11
11
13
13

3.2

General Description of the Share Capital..............................................................................

15

3.2.1
3.2.2
3.2.3
3.2.4
3.2.5

Modification of Share Capital or Rights Attaching to the Shares ............................................
Issued Share Capital .......................................................................................................................
Authorized Share Capital ..............................................................................................................
Securities Granting Access to the Company’s Capital................................................................
Changes in the Issued Share Capital Since Incorporation of the Company.............................

15
15
15
16
16

3.3

Shareholdings and Voting Rights............................................................................................

16

3.3.1
3.3.2
3.3.3
3.3.4
3.3.5
3.3.6
3.3.7

Shareholding Structure ..................................................................................................................
Relationships with Principal Shareholders...................................................................................
Form of Shares................................................................................................................................
Changes in the Shareholding of the Company Since its Incorporation....................................
Persons Exercising Control over the Company ...........................................................................
Simplified Group Structure Chart ................................................................................................
Purchase by the Company of its Own Shares.............................................................................

16
17
24
24
25
25
25

3.4

Stock Exchange Information.....................................................................................................

26

3.5

Dividends.......................................................................................................................................

27

3.5.1
3.5.2
3.5.3
3.5.4

Dividends Paid During the Last Five Years.................................................................................
Dividend Policy of EADS .............................................................................................................
Unclaimed Dividends.....................................................................................................................
Taxation ...........................................................................................................................................

27
27
27
28

2

Chapter 4 — Information on EADS Activities ........................................................................................

30

4.1

Presentation of the EADS Group............................................................................................

30

4.1.1
4.1.2
4.1.3
4.1.4
4.1.5
4.1.6
4.1.7

Overview .........................................................................................................................................
Airbus ..............................................................................................................................................
Military Transport Aircraft............................................................................................................
Aeronautics......................................................................................................................................
Space ................................................................................................................................................
Defence and Civil Systems............................................................................................................
Investment.......................................................................................................................................

30
34
44
48
60
66
74

4.2

Intellectual Property ...................................................................................................................

75

4.3

Exceptional Items and Litigation .............................................................................................

75

4.4

Employees ......................................................................................................................................

75

4.5

Research and Development........................................................................................................

76

4.6

Insurance........................................................................................................................................

76

4.7

Environmental ..............................................................................................................................

77

4.8

Investment Considerations ........................................................................................................

77

Chapter 5 — Net Assets — Financial Position — Results.....................................................................

81

5.1

Management’s Discussion and Analysis of Financial Condition and Results ofOperations; Unaudited Pro Forma Consolidated Financial Statements...........................

81

5.2
5.2.1
5.2.2

Financial Statements....................................................................................................................
Consolidated Financial Statements................................................................................................
Statutory Financial Statements......................................................................................................

93
93
121

5.3

Aerospatiale Consolidated Financial Statements for the Financial Year 1998...............

126

Chapter 6 — Supervision of the Company ...............................................................................................

131

6.1

Management and Control ..........................................................................................................

131

6.1.1
6.1.2
6.1.3
6.1.4

Board of Directors, Chairmen and Chief Executive Officers ....................................................
Audit Committee............................................................................................................................
Personnel Committee .....................................................................................................................
Executive Committee .....................................................................................................................

131
132
132
133

6.2

Interests of Directors and Principal Executive Officers ....................................................

135

6.2.1
6.2.2
6.2.3
6.2.4

Compensation Granted to Directors and Principal Executive Officers.....................................
Options Granted to Directors and Principal Executive Officers ...............................................
Transactions Concluded with Directors .......................................................................................
Loans and Guarantees ....................................................................................................................

135
135
135
135

6.3

Employee Profit Sharing and Incentive Plans.......................................................................

135

6.3.1
6.3.2
6.3.3

Employee Profit Sharing and Incentive Agreements ..................................................................
Employee Share Offering ..............................................................................................................
Options Granted to Employees.....................................................................................................

135
136
136

Chapter 7 — Recent developments and Outlook .....................................................................................

137

3

CHAPTER 1 — PERSONS RESPONSIBLE FOR THE REFERENCE DOCUMENT AND PERSONSRESPONSIBLE FOR THE AUDIT OF THE FINANCIAL STATEMENTS
1.1

Persons Responsible for the Reference Document

Mr. Philippe Camus and Mr. Rainer Hertrich, Chief Executive Officers of EADS
1.2

Statement of the Persons Responsible for the Reference Document

To our knowledge, the information set out in this Reference Document relating to EADS, is true and correct; it
includes all the information required by the investors to base their opinion on EADS’ assets and liabilities,business, financial position, results and prospects; there are no omissions that could affect the import of suchinformation.
Philippe Camus
Rainer Hertrich
Chief Executive Officer
Chief Executive Officer
1.3

Persons Responsible for the Audit of the Financial Statements

1.3.1 Persons responsible for the review of EADS’ financial statements
Date of First
Appointment

Term ofCurrent Office

KPMG Accountants N.V.................................................................................
Churchill Plein 62517 JW The Hague
The Netherlands
Represented by Mr. E. Paul Medema

May 10, 2000

May 10, 2001(1)Arthur Andersen ..............................................................................................
Prof. W. H. Keesomlaan, 81183 DJ Amstelveen
The Netherlands
Represented by Mr. Huub H. H. Wieleman

May 10, 2000

May 10, 2001(1)1.3.2 Statement of the Auditors
In our capacity as statutory auditors of EADS, we have verified that the financial information contained in the
Reference Document relating to the statutory audited financial statements for the year ended 31 December, 2000(‘‘the financial statements’’) (including the consolidated financial information) has been properly derived fromthese statutory financial statements.
This Reference Document has been prepared under the responsibility of the Chief Executive Officers, Philippe
Camus and Rainer Hertrich. Our responsibility is to report on the fairness of the financial information included inthis document with respect to the financial position and the financial statements of EADS.
Our procedures conducted in accordance with International Standards on Auditing, comprised an assessment of
the fairness of the information presented relating to the financial position and the financial statements and its
consistency with the financial statements on which we have issued a report.
The financial statements as of December 31, 2000 that have been approved by the Board of Directors, have been
audited by us, in accordance with auditing standards generally accepted in The Netherlands and International
Standards on Auditing.
Our report dated March 9, 2001 contained the following in respect of the opinion:)

As we have not been able to perform the audit procedures we normally would have performed in relation
with the Dassault Aviation investment, which is accounted for under the equity method, we have notexpressed an opinion thereon. The level of net income from equity investment accounted for by EADS in
2000 represented 116 million Euros and the equity investment of EADS in Dassault Aviation as ofDecember 31, 2000 amounted to 1,164 million Euros.

(1) A resolution will be submitted to the shareholders’ general meeting of EADS called for May 10, 2001, in order to resolve that theCompany’s auditors for the accounting period being the financial year 2001 shall be KPMG Accountants N.V. and Arthur Andersen.

4)

In all other respects, except for the effect of the departure from International Accounting Standards(IAS) for development costs that have been expensed as incurred by EADS while IAS require thatdevelopment costs be capitalized as an intangible asset when certain criteria for asset recognition are met,
the financial statements give a true and fair view of the Company as at December 31, 2000 and of theresult for year then ended in accordance with IAS and accounting principles generally accepted in The
Netherlands.

We have also read the unaudited pro forma consolidated financial information for 1999 and 2000 of theManagement, Discussion and Analysis included in the Reference Document, in order to identify materialinconsistencies with the information relating to the financial statements and to report any apparent misstatementof facts that we may have uncovered in reading the other information based on our general knowledge of theCompany obtained during the course of our engagement.
Based on the procedures described above, except for the absence of audit opinion on the Dassault Aviation
investment and the effect of the departure from IAS noted here above, we have no other matters to report
regarding the fairness of the financial information relating to the financial statements of EADS and the unaudited
pro forma consolidated financial information for 1999 and 2000 of the Management, Discussion and Analysis
presented in the Reference Document.
As indicated in section 5 of the Reference Document, the unaudited proforma consolidated financial information isprovided for illustrative purposes only and does not purport to represent what the financial position, results ofoperations, or cash flows of EADS would actually have been if the transactions creating EADS had occurred as ofthe dates indicated or to project the financial position, results of operations, or cash flows for any future date or
period.
This statement has been prepared following a specific requirement of the Commission des Opérations de Bourse so as
to be included in the EADS Reference Document.
The Hague and Rotterdam, April 26, 2001,
KPMG Accountants N.V.

Arthur Andersen

Specific statement related to the translation of the financial information
In the context of the preparation of the Reference Document, we have read the French language translation of theaudited statutory financial statements of EADS for the year ended December 31, 2000 (including the consolidated
financial statements) and the unaudited proforma consolidated financial information for the years ended
December 31, 1999 and 2000 included in the section ‘‘Management’s Discussion and Analysis of Financial
Condition and Results of Operations’’ in the Reference Document, all documents originally prepared in English.
Based on our reading, the audited statutory financial statements for the year ended December 31, 2000, theunaudited proforma consolidated financial information for the years ended December 31, 1999 and 2000 includedin the section ‘‘Management’s Discussion and Analysis of the Financial Condition and Results of Operations’’ in
the Reference Document, the auditors’ statement and the report of the auditors on the statutory financial
statements for the year ended December 31, 2000 should enable a French reader to understand the financial
position of the EADS Group as at December 31, 2000.
Paris, April 26, 2001
KPMG Audit
Département de KPMG SA

Barbier Frinault & Associés
Arthur Andersen

Michel Piette
PartnerRené Proglio
Partner51.4

Information Policy

Details of the person responsible for information
Mr. Marc Paganini
37, boulevard de Montmorency
75016 Paris
Telephone: 00.33.(0)1.42.24.24.24
marc.paganini@eads.net
A web site, www.eads.net, provides a wide range of information on the Company. Special toll-free hotlines areavailable to shareholders in France (0 800 01 2001), Germany (00 800 00 02 2002) and Spain (00 800 00 02 2002).
An email box is dedicated to shareholders’ messages: comfi@eads.net.
1.5

Undertakings of the Company Regarding Information

Given the fact that the shares of the Company are listed on the Premier Marché of Euronext Paris SA (the ‘‘Paris
Stock Exchange’’), in amtlicher Handel on the Frankfurter Wertpapierbörse (the ‘‘Frankfurt Stock Exchange’’)and on the Madrid, Bilbao, Barcelona and Valencia Stock Exchanges (the ‘‘Spanish Stock Exchanges’’), theCompany is subject to certain laws and regulations applicable in France, Germany and Spain in relation to
information, the main ones of which are summarized in paragraph 3.1.3.
1.6

Exchange Rate Information

The financial information presented hereinafter in this document is expressed in Euros or in U.S. Dollars. The
following table sets forth, for the periods indicated, certain information concerning the exchange rate between the
U.S. dollar and the Euro, calculated using the noon buying rate in New York City for cable transfers as certified forcustoms purposes by the Federal Reserve Bank of New York (known as the ‘‘Noon Buying Rate’’):Year ended

December 31, 1999.....................................................................
December 31, 2000.....................................................................

6

Average

Period End

Euro 1 = US$1.0658
Euro 1 = US$0.9236

Euro 1 = US$1.0070
Euro 1 = US$0.9305

CHAPTER 2 — INFORMATION CONCERNING SECURITIES ISSUEDNOT APPLICABLE

7

CHAPTER 3 — GENERAL DESCRIPTION OF THE COMPANY
AND ITS SHARE CAPITAL
3.1

General Description of the Company

3.1.1 Corporate Name, Seat and Registered Office
European Aeronautic Defense and Space Company EADS N.V.
Drentestraat 24, 1083 HK, Amsterdam, The Netherlands
Seat (statutaire zetel): Amsterdam

3.1.2 Legal Form
The Company is a public limited liability company (naamloze vennootschap) organized under the laws of The
Netherlands.

3.1.3 Governing Law — Dutch Regulations
The Company is governed by the laws of The Netherlands, in particular by Book 2 of the Dutch Civil Code, andby its articles of association (the ‘‘Articles of Association’’). The shares of the Company are not listed in The
Netherlands.
The Company is subject to various legal provisions of The Netherlands Securities Market Supervision Act 1995
(Wet toezicht effectenverkeer 1995) (the ‘‘WTE’’). These are summarized below.
Above all, the Company is subject to various disclosure requirements in The Netherlands pursuant to section 5 of
the WTE. These requirements comprise, in particular:(i)Filing of the annual accounts and the statutory auditors’ statement with the Registry of the Chamberof Commerce in Amsterdam with a copy to the Securities Board of The Netherlands (Stichting Toezicht
Effectenverkeer) (the ‘‘STE’’);(ii)

Filing of the semi-annual financial statements in the same manner;(iii)

Publication of all new facts regarding the Company’s business which have not been made public in The
Netherlands and which, if made public, would be likely to have a significant influence on the price ofthe shares. Such publication shall be made by way of a press release submitted to the STE.

Further, pursuant to section 46b of the WTE, the Company and all ‘‘insiders’’ (as defined below) must, unless an
exemption or dispensation applies, notify the STE of all transactions carried out in respect of securities of theCompany listed for trading on a regulated market (or any financial instrument or securities the value of which
depends on such securities) if, and only if, these transactions are carried out in or from The Netherlands.
‘‘Insiders’’ include, in particular, the directors of the Company and its subsidiaries and interests (more than 25%held) representing individually more than 10% of the consolidated turnover of the Company and all persons
holding more than 25% of the capital of the Company and, if such persons are legal entities, all Chief Executive
Officers and Directors of such legal entities. In addition, spouses, first degree family members and persons withwhom individual ‘‘insiders’’ share a common household are subject to this notification requirement.
Failure to comply with the requirements of the WTE is a criminal offense punishable by criminal andadministrative fines in The Netherlands.
Finally, pursuant to section 46b of the WTE, the Company must, unless exemptions apply, notify the STE of all
issuances, cancellations or repurchases of shares of the Company.
Pursuant to Dutch law, EADS has adopted specific insider trading rules (the ‘‘Insider Trading Rules’’) in order toensure the confidentiality of sensitive company information and transparency of EADS share trading underapplicable rules in The Netherlands, France, Germany and Spain.
EADS’ Chief Financial Officer, Axel Arendt, was appointed Compliance Officer by EADS’ Board of Directors.
The Compliance Officer is essentially responsible for the implementation of the Insider Trading Rules and for thereporting to the STE.
8

In addition, given the fact that its shares are listed on a regulated market in France, Germany and Spain, theCompany is subject to laws and regulations in these three jurisdictions. A summary of the main regulations
applicable to the Company in relation to information to be made public in these three jurisdictions is set out
below.
3.1.3.1.

Ongoing Disclosure Obligations

French regulations
A foreign issuer must take all necessary measures to enable shareholders to manage their investments, and to
exercise their rights. Pursuant to Règlements No. 98-01 and 98-07 of the Commission des opérations de bourse(‘‘COB’’):(i)the Company is required to inform its shareholders of (i) all forthcoming shareholders’ meetings and of
the various ways for them to exercise their rights; (ii) payments of dividends; and (iii) issue of newshares, subscription, allocation, renunciation, or conversion of shares;(ii)

the Company is also required to (i) inform the public of any modifications in its shareholder structurecompared to the latest published data; (ii) publish any relevant information concerning its activities andresults for the first half of its financial year within four months of the end of the first half of thefinancial year, (iii) publish its annual accounts, and consolidated accounts and the management report,
within six months of the end of the financial year; and (iv) inform the public of all modifications of therights attached to each category of shares;(iii)

the Company is required to inform the COB of any contemplated amendments of its Articles of
Association;(iv)

furthermore, the Company is required to provide simultaneously in France the same information as thatgiven abroad.

Like French issuers, the Company may prepare a reference document, the purpose of which is to provide legal andfinancial information on the issuer (shareholding, activities, management, recent events, possible evolution andother financial information), but no information concerning a particular securities issue. In practice, the annual
report of the Company may be used as a reference document since it contains the required information.
The reference document must be registered with the COB and, once registered, is made available to the public.
German Regulations
Pursuant to §§ 53 et seq. and 65 of the German Stock Exchange Admissions Regulation, the Company is required
to promptly make available its statement of annual accounts and its management report as soon as these have been
produced, insofar as these are not published nationally. If the Company produces its own statement of annual
accounts in addition to a consolidated one, both types must be made available. The stock exchange admissions
authority may allow summaries or truncations in the statement of annual accounts provided that the provision of
sufficient information to the public is guaranteed.
In addition, the Company is required to publish an interim report. Such report must inform investors and potential
investors about the developments of the Company’s business during the first six months of the fiscal year andmust also enable them to compare these developments with the results of the previous year. The interim reportmust be published within a period of two months after the end of the first six month period of the Company’s
current fiscal year, in at least one official national stock exchange newspaper, the Federal Gazette (Bundesanzeiger )or as a printed newsletter that is available to the public free of charge upon request. The report must also be given
to the stock exchange admissions authorities of those exchanges where the shares are officially listed.
Pursuant to §§ 63 et seq. of the German Stock Exchange Admissions Regulation, the Company is required to
inform the public and the stock exchange admissions authorities of certain developments or changes that affect theCompany or the shares.
The Company is also obliged to inform the stock exchange admissions authorities about all material events arisingfrom or affecting its legal situation. For that reason, all announcements concerning events that may be of interestto shareholders, such as the assembly of the general shareholders’ meeting (Hauptversammlung), announcements
concerning determinations and payments of dividends, the issuance of new shares and the exercise of conversion,
warrant and subscription rights, must be published in an official stock exchange newsletter. The Company is,furthermore, required to publish without delay all changes concerning rights that are connected with securities.
9Spanish Regulations
Pursuant to the Ministerial Order of January 18, 1991, the Company is required to file with the Comisión Nacionaldel Mercado de Valores (the ‘‘CNMV’’) and with the relevant Spanish stock exchange authorities (who will
disclose it to the market), relevant information regarding its financial situation for each half year and which iscommunicated, for each June 30 and December 31, no later than the following September 1 and March 1
respectively. If after this communication the annual accounts are produced by the Board of Directors and they do
not conform with the half-yearly information, the Board must disclose this inconsistency in the following ten
trading days. An exemption from the obligation to publish quarterly information of a financial or economic nature
has been obtained from the CNMV.
3.1.3.2.

Disclosure of Specific Information

French Regulations
Pursuant to Règlement No. 98-07 of the COB, any information that could have a significant effect on the market
value of the Company’s shares is to be disclosed to the public.
The COB may request that the Company or any third party disclose any information relevant in respect of theinvestors’ protection and of the functioning of the market. If such requests are not satisfied, the COB may itself
disclose such information.
The party responsible for the disclosure of relevant information may decide not to reveal it if (i) it is able to ensure
confidentiality of such information; and (ii) it considers that confidentiality is necessary (a) should the party be theCompany, on the grounds that confidentiality is necessary to preserve its legitimate interests; or (b) should theparty be a third party, on the grounds that confidentiality is necessary to achieve completion of a transaction.
German Regulations
Pursuant to § 15 of the German Securities Trading Act, the Company is required to publish, without delay, suchinformation that has become available to it and that has not become known to the general public, if suchinformation is, due to its effect on the Company’s holdings, finances or general business, likely to have a material
impact on its share price.
The Company needs, prior to publication, to disclose such information to the Federal Securities Trading
Supervisory authority (Bundesaufsichtsamt für den Wertpapierhandel ) as well as the Board of Directors of theauthorities supervising the regulated markets on which the Company’s shares are admitted to trading.
Spanish Regulations
Pursuant to Article 82 of the Spanish Securities Act 24/1998 of July 28, 1988, (Ley 24/1998, de 28 de julio, delMercado de Valores, as amended by Ley 37/1998, de 16 noviembre) the Company is required to make public, as soon
as possible, any fact or decision that may substantially affect the quotation of its shares. Relevant events must be
notified to the CNMV, to be recorded by the most rapid and efficient way, always prior to its communication tothird parties or other means of publication and, if possible, after closing of the market. Under certain
circumstances, the CNMV may authorize the issuer not to make public relevant information which may affect its
legitimate interests.

3.1.4 Date of Incorporation and Duration of the Company
The Company was incorporated on December 29, 1998 for an unlimited duration.

3.1.5 Objects of the Company
Pursuant to Article 2 of the Articles of Association, the objects of the Company are to hold, co-ordinate andmanage participations or other interests in and to finance and assume liabilities, provide for security and/or
guarantee debts of legal entities, partnerships, business associations and undertakings that are involved in:(a)the aeronautic, defense, space and/or communication industry; or(b)activities that are complementary, supportive or ancillary thereto.
103.1.6 Commercial and Companies Registry
The Company is registered with the Registry of the Chamber of Commerce of Amsterdam (Handelsregister van de
Kamer van Koophandel en Fabrieken voor Amsterdam) under number 242 88945.

3.1.7 Inspection of Corporate Documents
The Articles of Association are available for inspection in Dutch at the Chamber of Commerce of Amsterdam.
Pursuant to Article 57 of the French Decree nÕ 84-406 of 30 May 1984, a certified copy of a translation in Frenchof the Articles of Association has been filed with the Greffe of the Tribunal de Commerce of Paris. It is alsoavailable at the head office of EADS France (37, boulevard de Montmorency, 75016 Paris, France, Tel:
00.33.(0)1.42.24.24.24). In case of amendments of the Articles of Association, an updated certified copy of thetranslation in French thereof will be filed with the Greffe of the Tribunal de Commerce of Paris and made available
at the head office of EADS France.
In Germany, the Articles of Association are available at the head office of EADS Deutschland GmbH, 81633
Munich, Germany, Tel: 00.49.89.60.70).
In Spain, the Articles of Association are available at the CNMV and at the head office of EADS CASA (Avda.
Aragon 404, 28022 Madrid, Spain, Tel.: 00.34.91.585.70.00).

3.1.8 Financial YearThe financial year of the Company starts on January 1 and ends on December 31 of each year.

3.1.9 Allocation and Distribution of Income
3.1.9.1.

Dividends

The Board of Directors shall determine which part of the profits of the Company shall be attributed to reserves.
The remaining distributable profit shall be at the disposal of the general meeting of shareholders.
The shareholders meeting may resolve (if so proposed by the Board of Directors) that all or part of a dividend shallbe paid in shares of the Company as opposed to cash.
The declaration of a dividend, an interim dividend or another distribution to the shareholders shall be madeknown to them within seven days after such declaration. Declared dividends shall be payable within four weeks ofsuch declaration unless another date for payment is proposed by the Board of Directors and approved by theshareholders meeting.
Dividends, interim dividends and other distributions on shares shall be paid by bank transfer to the bank or giroaccounts designated in writing to the Company by, or on behalf of, shareholders at the latest fourteen days after
their announcement.
3.1.9.2.

Liquidation

In the event of the dissolution and liquidation of the Company, the assets remaining after payment of all debts andliquidation 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

General meetings of shareholders are held as often as the Board of Directors deems necessary or upon the requestof shareholders holding, individually or together, at least 10% of the total issued share capital of the Company.
The Board of Directors must give notice of general meetings in at least one Netherlands national daily newspaper,at least one international daily newspaper and at least one daily newspaper in each of the countries in which theCompany’s shares are listed. Such publication must be made at least fifteen days before the day of the meeting andshall state either the matters to be considered at such meeting or that the agenda is open to inspection by theshareholders at the offices of the Company and at such other locations as may be specified in the notice.
The annual general meeting of the Company is held within six months of the end of the financial year.
11General meetings are held in Amsterdam, Den Haag, Rotterdam or Haarlemmermeer (Schiphol Airport). The
Board of Directors may decide that general meetings of shareholders may be attended by means of electronic orvideo communication devices from the locations mentioned in the convening notice.
The Board of Directors must announce the date of the annual general meeting of shareholders at least two months
before the meeting. Requests made by one or more shareholders collectively representing at least three percent(3%) of the issued share capital, to put items on the agenda for the annual general meeting of shareholders, must be
effected by the Board of Directors, if such request to the Board of Directors has been made at least six (6) weeks
prior to the date scheduled for the meeting except if in the opinion of the Board of Directors important interestsof the Company prevail over the insertion of such items into the agenda.
3.1.10.2.

Right to Attend Meetings

Each holder of one or more shares may attend general meetings of shareholders, either in person or by writtenproxy, to speak and to vote according to the Articles of Association (see paragraph 3.1.10.4 hereinafter).
A shareholder or person who has the right to attend a meeting can see to it that he is represented by more than
one proxy holder, provided that only one proxy holder can be appointed for each share.
In relation to holders of registered shares, the Board of Directors may provide in the convening notice that those
persons are recognized as authorized to exercise the rights to attend, speak and vote at the general meetings, who
at a point in time mentioned in the convening notice are authorized to exercise those rights and as such have beenregistered in the register appointed for the purpose by the Board of Directors, irrespective of who is authorized toexercise these rights on the day of the meeting.
Any person who is entitled to exercise the rights set out in the above paragraph (either in person or by means of awritten proxy) and is attending the meeting from another location (see 3.1.10.1 hereinabove) in such manner thatthe person(s) acting as chairman/chairmen of the meeting is /are convinced that such person is properly
participating in the meeting, shall be deemed to be present or represented at the meeting, shall be entitled to voteand shall be counted towards a quorum accordingly.
As a prerequisite to attending the general meeting of shareholders and to casting votes, the holders of bearer
shares and those who derived the aforementioned rights from these shares shall be obliged to deposit their sharecertificate or the documents evidencing their rights against receipt, at such locations as shall be determined by the
Board of Directors and stated in the convening notice.
Such convening notice shall also state the day which has been fixed as the final day on which the share certificates
and the documents evidencing the aforementioned rights may be deposited. That day may not be earlier than fivebusiness days, but in each case not earlier than the seventh day prior to the meeting.
As far as registered shares are concerned, the Board of Directors should be informed in writing within thetimeframe mentioned in the two preceding sentences of the intention to attend the meeting.
Holders of shares that are registered in the shareholders’ register kept in Amsterdam have the option of holding
them through EUROCLEAR FRANCE SA. In this case the shares are registered in the name of EUROCLEARFRANCE SA.
Shareholders holding their EADS shares through EUROCLEAR FRANCE SA who wish to attend general
meetings will have to request from their financial intermediary or accountholder an admission card and be given a
proxy to this effect from EUROCLEAR FRANCE SA in accordance with the instructions specified by theCompany in the convening notice. For this purpose, a shareholder will also be able to request that it be registereddirectly (and not through EUROCLEAR FRANCE SA) in the register of the Company. However, only sharesregistered in the name of EUROCLEAR FRANCE SA may be traded on the stock exchanges.
In order to exercise their voting rights, the shareholders will also be able, by contacting their financial
intermediary or accountholder, to give their voting instructions to EUROCLEAR FRANCE SA or to any otherperson designated for this purpose, as specified by the Company in the convening notice.
3.1.10.3.

Majority and Quorum

All resolutions are adopted by means of a simple majority of the votes cast except when a qualified majority isprescribed by the Articles of Association or by Dutch law. No quorum is required for any shareholders’ meeting.
Dutch law requires a special majority for the passing of certain resolutions: inter alia, capital reduction, exclusionof preemption rights in connection with share issues, statutory mergers or statutory demergers; the passing ofsuch resolutions requires a majority of two thirds of the votes cast if 50% of the capital quorum is not present at
12

the meeting (or otherwise a simple majority). In addition, resolutions to amend the Articles of Association or todissolve the company shall only be capable of being adopted with a majority of at least two thirds of the valid
votes cast at a general meeting of shareholders, whatever the quorum present at such meeting.
Pledgees of shares and beneficiaries of a usufruct, which do not have voting rights, do not have the right to attend
and to speak at general meetings. The owners of shares which are subject to a pledge or a usufruct, which do nothave voting rights, are entitled to attend and to speak at general meetings.
3.1.10.4.

Conditions of Exercise of Right to Vote

In all general meetings, each shareholder has one vote in respect of each share it holds.
A shareholder whose shares are subject to a pledge or usufruct shall have the voting rights attaching to such shares
unless otherwise provided by law or by the Articles of Association or if, in the case of a usufruct, the shareholder
has granted voting rights to the usufructuary. Pursuant to the Articles of Association and subject to the priorconsent of the Board of Directors, a pledgee of shares in the Company may be granted the right to vote in respectof such pledged shares.

3.1.11 Disclosure of Holdings Exceeding Specific Thresholds and of Intentions
Any person, acting alone or in concert (as defined in the Netherlands Act on reporting of shareholdings, Wet
melding zeggenschap in ter beurze genoteerde vennootschappen 1996 (the ‘‘WMZ’’)), acquiring or disposing of,directly or indirectly, an interest in the share capital of the Company resulting in such person, after suchacquisition or disposal, being in a different range of thresholds in terms of capital or voting rights than that inwhich he was prior to such acquisition or disposal is required by the WMZ to promptly notify the Company andthe STE of such interests. The applicable ranges of relevant interests pursuant to the WMZ are as follows: 0% to
5%; 5% to 10%; 10% to 25%; 25% to 50%; 50% to 662/3%; 662/3% and over. The STE publishes all disclosures made to
it in newspapers with a nationwide circulation in each of the Member States of the European Economic Area
where the shares are admitted for listing on a regulated stock exchange. In addition, the Articles of Association
require notification in the event of an acquisition or disposal of an interest resulting, for any person acting alone orin concert, in a change of range from or to the ranges 25% to 331/3% and 331/3% to 50%.
Furthermore, pursuant to the Netherlands Securities Market Supervision Act 1995 (Wet toezicht effectenverkeer
1995), an additional disclosure requirement applies for certain categories of persons. This disclosure requirement
applies among others to shareholders with a direct or indirect interest of 25% of more in the capital of a listedcompany, and their spouses, ascendants and descendants in direct line, and other persons with whom theshareholders conduct a common household. These shareholders are required to notify the STE of all transactions
in securities pertaining to the company in which they hold an interest of 25% or more. If the shareholder with aninterest of 25% or more is a company, this obligation extends to the members of the company’s Board of Directors
and Board of Supervisory Directors.
The Company has to inform the Conseil des Marchés Financiers (‘‘CMF’’), the CNMV and the Spanish Stock
Exchanges of any disclosure of holdings exceeding the above-mentioned thresholds that it receives, and publish
notice of the disclosure in a German national financial newspaper.
The Articles of Association also require that any person acquiring directly or indirectly or with others with whom
it is acting in concert (as defined in the WMZ) more than one tenth of the issued share capital or voting rights of
the Company must notify the Company of its intentions (i) to buy or sell shares of the Company in the following
12 months; (ii) to continue or to stop acquiring shares or voting rights of the Company; (iii) to acquire control of
the Company; or (iv) to seek to designate a member of the Board of Directors of the Company. The Company will
provide the CMF with the information received in this context.
The CMF has indicated that it will publish a notice concerning any communication so transmitted. The CNMV
will publish all such notifications received.
Failure to comply with the legal obligation of the notification of the change in range of thresholds resulting fromthe WMZ is a criminal offense under the law of The Netherlands and can give rise to criminal penalties as well ascivil law penalties, including the suspension of voting rights.

3.1.12 Mandatory Tender Offers
Pursuant to Article 15 of the Articles of Association, in the event that a direct or indirect acquisition of shares in
the Company results in a person acting alone or in concert (as defined in the WMZ) holding shares or voting rights
where the control over the number of shares or votes reaches or exceeds 33 and 1/3% of the issued share capital of13the Company then such person(s) is (are) required to make an unconditional public offer to all shareholders toacquire all of their shares or to procure that such an offer is made. Such offer must comply with all of theapplicable regulatory or other legal requirements in each jurisdiction in which the Company’s shares are listed.
Pursuant to Article 16 of the Articles of Association, in the event of a failure to launch such an offer (or if theoffer does not satisfy the relevant legal or regulatory requirements in each of the jurisdictions where theCompany’s shares are listed) within two months after notification to the Company of shareholdings reaching or
exceeding 33 and 1/3% or failing such notification, within a period of fifteen days of receipt of notice from theBoard of Directors confirming the obligation to make the public offer, then any person(s) who is (are) required tomake the offer shall within the period specified by the notice sent by the Board of Directors exchange fordepository receipts to be issued by the Stichting Administratiekantoor EADS (the ‘‘Foundation’’), such percentageof shares they hold over and above the 331/3% of the shares issued by the Company (the ‘‘Excess Percentage’’).
From the date specified in the notice sent by the Board of Directors, the right to attend meetings, to vote and toreceive dividends shall be suspended in respect of the Excess Percentage. If, within a period of fourteen days froma further notice from the Board of Directors, the person required to exchange his shares representing his Excess
Percentage for depository receipts still has not done so, then the Company is irrevocably authorized to exchangesuch shares for depository receipts issued by the Foundation. The constitutive documents of the Foundation
provide that the Foundation shall not have the right to attend meetings of shareholders of the Company as ashareholder to speak at such meetings and to exercise the voting rights attached to the shares it holds, except if, inthe view of the Board of Directors of the Foundation (comprising the two independent Directors and one of the
two Chief Executive Officers of EADS), such action is required for the performance of the mandatory offer
provisions in the Articles of Association.
The obligation to make a public offer does not apply in the following situations:(i)to a transfer of shares to the Company itself or to the Foundation;(ii)

to a securities custody, clearing or settlement institution acting in that capacity, provided that theprovisions of Article 16 of the Articles of Association described above shall be applicable where sharesare held for persons acting in breach of the provisions of Articles 15 and 16 of the Articles of
Association described above;(iii)

to a transfer of shares by the Company or to an issue of shares by the Company on a merger or on an
acquisition by the Company of another company or business;(iv)

to a transfer of shares from one party to another party who is a party to an agreement as envisaged in
the WMZ to define ‘‘concert parties’’ where the agreement is entered into before 31 December 2000
(as amended, supplemented or replaced by a new agreement by the admission of one or more newparties or the exclusion of one or more parties) except that this exemption will not apply to a new party
that individually or with its subsidiaries and/or group companies holds at least 331/3% of the control
over shares or votes in the Company; this exemption is intended to exclude the parties to theParticipation Agreement (see 3.3.2 below) (as amended, supplemented or replaced by a new agreementby the admission of one or more new parties or the exclusion of one or more parties) from theobligation to make the mandatory offer in the event of a transfer of shares between themselves;(v)

to a transfer by a shareholder to a subsidiary in which it holds more than 50% or by a shareholder to acompany which holds more than 50% in such transferring shareholder.

Spanish securities legislation sets forth specific provisions which are applicable in the event an investor acquires
directly or indirectly certain percentages of the share capital of a company listed on a Spanish Stock Exchange,
because they are deemed to be significant. These provisions, set forth in article 1 of the Royal Decree 1197/1991,
of July 26, regarding Takeover Bids, provide that said investor will have to offer to acquire the following
percentages: if the investor acquires 25% (of the shares, or other securities such as subscription rights, convertible
debentures, warrants, or any other similar securities that may directly or indirectly entitle such investor to
subscribe or acquire shares) or, if the investor already holds between 25% and 50%, and intends to purchase anadditional 6% within the following 12 months, the offer must be for at least 10%; and (ii) for at least 75% in casethe investor reaches or exceeds the threshold of 50%. Given the different thresholds set forth in article 1 of theRoyal Decree 1197/1991 and in article 15 of the Articles of Association of EADS (which in short requires, inprinciple, that a tender offer for 100% of the share capital be launched in the event a shareholder controls (alone, orin concert with other shareholders) directly or indirectly a number of shares or voting rights exceeding 331/3% of
the share capital of EADS, as described above), Sociedad Estatal de Participaciones Industriales (‘‘SEPI’’), a
minority shareholder of EADS, taking the stand that the Royal Decree 1197/1991 is not applicable to EADS, as a
Dutch company listed in three different countries (Spain, France and Germany) and the Articles of Association of
14

which duly provide that a tender offer must be launched whenever control of 331/3% of the share capital is taken,has, on behalf of EADS, consulted on this issue with the Spanish Securities Exchange Commission, which has
confirmed in writing that ‘‘the event posed does not fall within those contemplated in the aforementioned Royal
Decree 1197/1991’’ and, therefore, said Royal Decree 1197/1991 is not applicable to EADS.
In addition, the CNMV, responding to a request from certain shareholders of EADS, stated in a letter dated
June 19, 2000 that the Royal Decree 1197/91 dated 26 July 1991 relating to takeover bids does not apply totransfers of shares between parties in the EADS shareholders agreement, provided such transfers are made within
the framework of the shareholders agreement and that such agreement remains in force.
3.2

General Description of the Share Capital

3.2.1 Modification of Share Capital or Rights Attaching to the Shares
Unless such right is limited or eliminated by the general meeting of shareholders as described below, holders ofshares have a pre-emptive right to subscribe for any newly issued shares pro rata to the aggregate nominal value ofshares held by them, except for shares issued for consideration other than cash and shares issued to employees of
the Company or of a group company. For the contractual position as to pre-emption rights see paragraph 3.3.2.
The general meeting of shareholders has the power to issue shares. The general meeting of shareholders may also
authorize the Board of Directors for a period of no more than five years, to issue shares and to determine the terms
and conditions of share issuances.
The shareholders of EADS, at the general meeting of shareholders held on May 24, 2000 authorized the Board of
Directors to issue shares up to the Company’s authorized capital from time to time and to grant rights to subscribe
for shares for a period up to and including the date of the annual general meeting of shareholders in 2001, and also
in the case where the subscription rights may be exercised thereafter, and to determine the terms and conditions of
the share issuances.
A resolution will be submitted to the shareholders’ general meeting of EADS called for May 10, 2001 in order toauthorize the Board of Directors to issue shares up to 2% of the Company’s authorized capital from time to time
and to grant rights to subscribe for shares for a period up to and including the date of the annual general meetingof shareholders in 2003, and also in the case where the subscription rights may be exercised thereafter, and to
determine the terms and conditions of the share issuances.
The general meeting of shareholders also has the power to limit or to exclude pre-emption rights in connection
with new issues of shares, and may authorize the Board of Directors for a period of no more than five years, tolimit or to exclude pre-emption rights. All resolutions in this context must be approved by a two-thirds majorityof the votes cast during the general meeting of shareholders in the case where less than half of the capital issued ispresent or represented at said meeting.
The general meeting of shareholders of EADS held on May 24, 2000 authorized the Board of Directors to waive
or limit the pre-emption rights for the period ending on the date of the annual general meeting of shareholders in
2001.
A resolution will be submitted to the shareholders’ general meeting of EADS called for May 10, 2001 in order toauthorize the Board of Directors to waive or limit the pre-emption rights for the period ending on the date of theannual general meeting of shareholders in 2003.
The general meeting of shareholders may reduce the issued share capital by cancellation of shares or by reducing
the nominal value of the shares by means of an amendment to the Articles of Association, the latter requiring theapproval of at least two-thirds of the votes cast at the general meeting.

3.2.2 Issued Share CapitalAt the date of this document the Company’s issued share capital is EUR 807,157,667 comprising 807,157,667
shares of a nominal value EUR 1 each.

3.2.3 Authorized Share CapitalAt the date of this document the authorized share capital of the Company is EUR 3,000,000,000 comprising
3,000,000,000 shares of EUR 1 each.
15

3.2.4 Securities Granting Access to the Company’s Capital
Except for stock options granted for the subscription for EADS shares (see 6.3.3), there are no securities that giveaccess, immediately or over time, to the share capital of EADS.

3.2.5 Changes in the Issued Share Capital Since Incorporation of the Company

Date

Nature ofTransaction

Nominalvalue pershare

December 29, 1998 Incorporation
NLG 1,000
April 3, 2000 .......... Conversion into euros
EUR 1
July 8, 2000 ............ Issue of shares in exchange for
EUR 1
contributions by Aerospatiale
Matra, Dasa AG and SEPI
July 13, 2000 .......... Issue of shares for the purpose
EUR 1of the initial public offeringand listing of the Company
September 21, 2000 Issue of shares for the purpose
EUR 1of the employee offering
carried out in the context of
the initial public offering andlisting of the Company

3.3

Number ofshares issued

Premium(2)Total number
of issued
shares after
transaction

100
50,000715,003,828——
EUR 1,511,477,044

100
50,000715,053,828

NLG 100,000
EUR 50,000
EUR 715,053,828

80,334,580

EUR 1,365,687,860

795,388,408

EUR 795,388,408

11,769,259

EUR 168,300,403

807,157,667

EUR 807,157,667

Total issued
capital after
transaction

Shareholdings and Voting Rights

3.3.1 Shareholding Structure
EADS has combined the activities of Aerospatiale Matra (‘‘Aerospatiale Matra’’ or ‘‘ASM’’), DaimlerChrysler
Aerospace AG (‘‘Dasa AG’’) (with the exception of certain assets and liabilities) (‘‘Dasa’’) and Construcciones
Aeronauticas SA (‘‘CASA’’) pursuant to a series of transactions completed in July 2000.
In this document, the term ‘‘Completion’’ relates to the July 2000 completion of the contributions made by
Aerospatiale Matra, Dasa AG and SEPI to EADS to combine such activities into EADS.
The term ‘‘Indirect EADS Shares’’ relates to EADS shares held by DaimlerChrysler AG (‘‘DaimlerChrysler’’),
SEPI and Société de Gestion de l’Aéronautique, de la Défense et de l’Espace (‘‘SOGEADE’’), for which EADSParticipations B.V. exercises all the attached voting rights, as well as, for Istroise de Participations, Lagardère SCA(‘‘Lagardère’’) and Société de Gestion de Participations Aéronautiques (‘‘SOGEPA’’), or the companies of theirgroup, the number of EADS shares held indirectly via SOGEADE, reflecting by transparency, their respective
interest in SOGEADE.
Unless the context requires otherwise, the shareholdings of Dasa AG in EADS are referred to in this document asshareholdings of DaimlerChrysler, and the rights and obligations of Dasa AG pursuant to the agreements
described herein are referred to as rights and obligations of DaimlerChrysler.
As of the date of this document, 30.29% of the EADS shares are held by Dasa AG, which is a wholly owned
subsidiary of DaimlerChrysler Luft- und Raumfahrt Holding AG (‘‘DCLRH’’), a 93.83% subsidiary ofDaimlerChrysler. SOGEADE, a French partnership limited by shares (société en commandite par actions) whose
share capital is held 50% by SOGEPA (a French state holding company) and 50% by Désirade (a French société paractions simplifiée whose share capital is held 74% by Lagardère and 26% by Istroise de Participations (the ‘‘French
Financial Institutions’’), which is a company jointly owned by BNP PARIBAS and AXA), owns 30.29% of the
EADS shares. Thus, 60.58% of the share capital of EADS is held in equal proportions by DaimlerChrysler and
SOGEADE who jointly control EADS through a Dutch law contractual partnership (the ‘‘ContractualPartnership’’). SEPI (a Spanish state holding company), being a party to the Contractual Partnership, holds 5.53%of the share capital of EADS. The public (including EADS employees) holds directly 30.80% of the share capital of
EADS. DaimlerChrysler and the République Française (the ‘‘French State’’) hold directly respectively 2.75% and0.34% of such share capital, such shareholdings being subject to certain specific provisions.
(2) The costs (net of taxes) related to the initial public offering of the shares of the Company in July 2000 have been offset against sharepremium for an amount of EUR 55,849,772.

16

The diagram below shows the current ownership structure of EADS before exercise of any stock options granted
for the subscription for EADS shares (see below paragraph 6.3.3).
FrenchState

SOGEPA

BNP-Paribas
andAxa(*****)

Lagardere`

SEPI

DaimlerChrysler74%´
Desirade

26%

DCLRH(****)

50%
50%

SOGEADE

Dasa AG30.29%

5.53%

30.29%

Contractual Partnership(managed by
EADS Participations B.V.)
66.11%(*)

EADS

0.34%(**) (***)

2.75%(**)

30.80%

Public(*)

EADS Participations B.V. exercises the voting rights attaching to these EADS shares pledged by SOGEADE, DaimlerChrysler and SEPI
who retain title to their respective shares.

(**)

The French State and DaimlerChrysler exercise the voting rights attaching to these EADS shares (in the case of the French State suchshares being placed with the Caisse des dépôts et consignations) in the same way that EADS Participations B.V. exercises the voting rights
pooled in the Contractual Partnership.

(***)

Shares to be distributed without payment of consideration by the French State to certain former shareholders of Aerospatiale Matra as aresult of the privatization of Aerospatiale Matra in June 1999.

(****)DCLHRH is 93.83% held by DaimlerChrysler; almost all the balance is held by the City of Hamburg.

(*****)

Acting through a jointly organized company, Istroise de Participations.

Note: The percentages shown in the above chart take into account the sales of EADS shares by the French State and Lagardère in January
2001 representing 0.93% and 2.07% respectively of the share capital of EADS (see paragraph 3.3.4 below).

3.3.2 Relationships with Principal Shareholders
The principal agreements governing the relationships between the founders of EADS are an agreement (the‘‘Participation Agreement’’) entered into on Completion between DaimlerChrysler, Dasa AG, Lagardère,
SOGEPA, SOGEADE and SEPI, and a Dutch law Contractual Partnership agreement entered into on Completion
between SOGEADE, Dasa AG, SEPI and EADS Participations B.V. (the ‘‘Contractual Partnership
Agreement’’), which repeats certain terms of the Participation Agreement and a certain number of otheragreements (notably, a shareholder agreement (the ‘‘SOGEADE Shareholders’ Agreement’’) entered into on
Completion between SOGEPA and Lagardère and an agreement between the French State, DaimlerChrysler and
DCLRH). EADS Participations B.V. is a Dutch private company with limited liability (besloten vennootschap met
beperkte aansprakelijkheid ) and is the managing partner of the Contractual Partnership. The Indirect EADS Shares
held by DaimlerChrysler, SOGEADE and SEPI have been pledged to EADS Participations B.V., which has been
granted the exclusive power to exercise the voting rights attaching to the pledged shares (including the right toattend and speak at shareholders’ meetings) in accordance with the Contractual Partnership Agreement.
The agreements above contain, among other things, provisions relating to the following matters:— the composition of the Boards of Directors of EADS, EADS Participations B.V. and SOGEADE Gérance(gérant commandité of SOGEADE );— restrictions on the transfer of EADS shares and SOGEADE shares;— pre-emptive and tag-along rights of DaimlerChrysler, SOGEADE, SOGEPA and Lagardère;— defenses against hostile third parties;— consequences of a change of control of DaimlerChrysler, SOGEADE, Lagardère, SOGEPA or SEPI;— a put option granted by SOGEADE to DaimlerChrysler over its EADS shares in certain circumstances;17

— specific rights of the French State in relation to certain strategic decisions, regarding among other issues,
EADS ballistic missiles activity; and— certain limitations on the extent of the French State’s ownership of EADS.
One of the purposes of these provisions is to establish a stable group of controlling shareholders for a period of atleast three years following the Completion.
Further details on the agreements among the principal shareholders of EADS are set forth below.
Organization of EADS Participations B.V.
The Board of EADS Participations B.V. has an equal number of Directors nominated by DaimlerChrysler and by
SOGEADE, respectively (taking into account proposals made by Lagardère in respect of the SOGEADE-nominatedDirectors) and one Director nominated by SEPI. DaimlerChrysler and SOGEADE each nominate four Directors,
unless otherwise agreed, and each nominate from among its nominated Directors a Chairman and a Chief
Executive Officer. SEPI will — until the third anniversary of the Completion or the date on which SEPI ceases tohold any Indirect EADS Shares, whichever is earlier — nominate one Director to the board of EADS Participations
B.V. for a term of appointment ending on or before the third anniversary of the Completion or the date on which
SEPI ceases to hold any Indirect EADS Shares, whichever is earlier.
This structure gives DaimlerChrysler and SOGEADE equal nominating rights in respect of the majority of the
Directors of the decision-making body of EADS Participations B.V. All decisions of EADS Participations B.V.’s
Board of Directors shall require the vote in favor of at least six Directors, except for certain specified matterswhich require the prior unanimous approval of DaimlerChrysler and SOGEADE. Until the third anniversary of
the Completion (or the date on which SEPI ceases to hold any Indirect EADS Shares, whichever is earlier), the
SEPI-nominated Director will be able to block any decisions in the EADS Participations B.V. Board of Directors
relating to any major change to the CASA Industrial Plan and/or its implementation (the ‘‘CASA Matters’’).
Transfer of EADS Shares
During the period commencing at Completion and ending on July 1, 2003 (the ‘‘Standstill Period’’):— DaimlerChrysler, SOGEADE, SEPI, Lagardère, SOGEPA and the French State shall not, in principle,
purchase any EADS shares;— DaimlerChrysler, Lagardère and the French Financial Institutions shall not sell any Indirect EADS Shares;— SOGEPA and SEPI shall have the right (but not the obligation) to sell their Indirect EADS Shares on themarket;— SEPI shall also have the right to sell all or part of its Indirect EADS Shares by way of a block sale to athird party, subject to a pre-emption right in favor of DaimlerChrysler and SOGEADE in the respective
proportions which the number of their Indirect EADS Shares bear to one another, unless the proposedsale is made to a Spanish private investor (other than a competitor of EADS, DaimlerChrysler or
SOGEADE) and, where the proposed sale is to a competitor of EADS, DaimlerChrysler or SOGEADE,
subject to the prior written consent of, respectively, DaimlerChrysler and SOGEADE, SOGEADE or
DaimlerChrysler. It is the intention of SEPI (which has no obligation to do so) to sell its Indirect EADS
Shares within the three years following the Completion. SEPI shall lose its main rights and liabilities
under the Participation Agreement and the Contractual Partnership Agreement immediately upon ceasing
to have any Indirect EADS Shares;— the EADS shares held by DaimlerChrysler (other than its Indirect EADS Shares) may be sold on themarket. However, any sale of such shares on the market during the Standstill Period will have to becoordinated with SOGEPA, the French State and SEPI if SOGEPA, the French State or SEPI proceed withthe sale of EADS shares at the same period. In such case, SOGEPA, the French State or SEPI may request
DaimlerChrysler to defer such sales if, in the reasonable opinion of SOGEPA, the French State or SEPI,
they would have an adverse effect on the sales which SOGEPA, the French State and/or SEPI would makeat that time.
18

After the Standstill Period, each of DaimlerChrysler, SOGEADE, SEPI, Lagardère and SOGEPA shall have theright to sell their EADS shares on the market, subject to the following conditions:— if a party wishes to sell any EADS shares, it shall first sell its shares other than its Indirect EADS Shares
before exercising its right to sell its Indirect EADS Shares in accordance with the provisions set out
below;— on the sale of Indirect EADS Shares, DaimlerChrysler (in the case of a sale by SOGEADE), SOGEADE(in the case of a sale by DaimlerChrysler) or SOGEADE and DaimlerChrysler (in the case of a sale by
SEPI) may either exercise a pre-emption right or sell their Indirect EADS Shares on the market in thesame proportions as the respective Indirect EADS Shares of the relevant parties bear to each other;— any transfer of Indirect EADS Shares by either SOGEPA or Lagardère is subject to a pre-emption right infavor of Lagardère or SOGEPA, as the case may be. In the event that such pre-emption right is not
exercised, the Indirect EADS Shares may be sold (a) to an identified third party subject to Lagardère’s or
SOGEPA’s consent (as the case may be) and also to DaimlerChrysler’s consent and (b) if such consent is
not obtained, the Indirect EADS Shares may be sold on the market, subject to DaimlerChrysler’s preemption right referred to above;— each of Lagardère and SOGEPA shall have a proportional right to tag-along on a sale of their Indirect
EADS Shares;— the pre-emption and tag-along rights of Lagardère and SOGEPA referred to above do not apply to atransfer of EADS shares directly held by one of them.
The Indirect EADS Shares held by the French Financial Institutions will be transferred to Lagardère in July 2003.
Any sale on the market of EADS shares in accordance with the Participation Agreement shall be conducted in anorderly manner so as to ensure the least possible disruption to the market of EADS shares. To this effect, theparties shall consult with each other before any such sale.
Control of EADSIn the event that a third party to which DaimlerChrysler or SOGEADE objects (a ‘‘Hostile Third Party’’) has adirect or indirect interest in EADS shares equal to 12.5% or more of the number of such EADS shares the voting
rights of which are pooled through the Contractual Partnership (a ‘‘Qualifying Interest’’), then, unless a Hostile
Offer (as defined below) has been made by the Hostile Third Party or until such time as DaimlerChrysler and
SOGEADE agree that the Hostile Third Party should no longer be considered a Hostile Third Party or the Hostile
Third Party no longer holds a Qualifying Interest, the parties to the Participation Agreement shall exercise allmeans of control and influence in relation to EADS to avoid such Hostile Third Party increasing its rights or
powers in relation to EADS.
During the Standstill Period, the parties to the Participation Agreement may not accept an offer (whether by wayof tender offer or otherwise) by a Hostile Third Party which is not acceptable to either DaimlerChrysler or
SOGEADE (a ‘‘Hostile Offer’’). After the Standstill Period, Hostile Offers may be accepted subject to provisions
requiring, inter alia, the party wishing to accept, to first offer its EADS shares to DaimlerChrysler and/or
SOGEADE, in which case DaimlerChrysler and/or SOGEADE may exercise their pre-emption right in respect of
all or some only of the EADS shares held by the party wishing to accept the Hostile Offer.
After the Standstill Period, any sale of EADS shares, other than the EADS Indirect Shares, by DaimlerChrysler,
SOGEADE or Lagardère, at a time when a Hostile Third Party is a shareholder and purchaser of EADS shares on
the market, shall be subject to the pre-emption right of SOGEADE, DaimlerChrysler and SOGEPA respectively.
In the case of a sale by Lagardère, if SOGEPA does not exercise its right of pre-emption, DaimlerChrysler shall inturn have a pre-emption right.
Dissolution of Contractual Partnership and EADS Participations B.V.
The Contractual Partnership and EADS Participations B.V. will be dissolved and wound up upon the occurrenceof certain events (each, a ‘‘Termination Event’’) including:(i)if the proportion which the Indirect EADS Shares of either DaimlerChrysler or SOGEADE bears to
the total number of EADS shares is less than 10%, unless the difference between the holdings ofDaimlerChrysler and SOGEADE (calculated as a percentage by reference to the number of Indirect
EADS Shares held by of each of them as against the total number of the EADS shares) is 5% or less in
19

which case the dissolution and winding up shall only occur if the proportion which the Indirect EADS
Shares of DaimlerChrysler or SOGEADE bears to the total number of EADS shares is 5% or less; or(ii)if, on a change of control of either Lagardère, SOGEPA, SOGEADE or DaimlerChrysler, no notice of
an offer by a third party to purchase the SOGEADE shares or the Indirect EADS Shares held by the
party undergoing the change of control (the ‘‘Changed Party’’) (which offer the Changed Party wishes
to accept) has been served in accordance with the Participation Agreement (see below ‘‘Change ofControl’’) within 12 months of the date of the change of control occurring (the absence of notice of an
offer by a third party to purchase the Indirect EADS Shares held by SEPI upon a change of control of
SEPI does not trigger a dissolution of the Contractual Partnership or EADS Participations B.V. butshall cause SEPI to lose its main rights or liabilities under the Participation Agreement or theContractual Partnership Agreement).

On the occurrence of a Termination Event, EADS Participations B.V. is prohibited from conducting further
business except as is necessary to its liquidation or the liquidation of the Contractual Partnership.
Change of Control
The Participation Agreement provides, inter alia, that if (a) Lagardère or SOGEPA undergoes a change of control
and DaimlerChrysler so elects or (b) SOGEADE undergoes a change of control and DaimlerChrysler so elects or(c) DaimlerChrysler undergoes a change of control and SOGEADE so elects or (d) SEPI undergoes a change ofcontrol and SOGEADE or DaimlerChrysler so elect then:(i)the party undergoing the change of control shall use its reasonable efforts to procure the sale of its
SOGEADE interest (if the party undergoing the change of control is Lagardère or SOGEPA) or of its
Indirect EADS Shares (if the party undergoing the change of control is DaimlerChrysler, SOGEADE
or SEPI) to a third party purchaser on bona fide arm’s length terms. When the party subject to thechange of control is Lagardère or SOGEPA, the third party purchaser shall be nominated with
DaimlerChrysler’s consent, not to be unreasonably withheld; and(ii)

in the event that a third party offers to purchase the SOGEADE interest held by Lagardère or SOGEPA
or the Indirect EADS Shares held by DaimlerChrysler, SOGEADE or SEPI as the case may be, isreceived and the party undergoing the change of control wishes to accept that offer, such offer shallimmediately be notified to (a) DaimlerChrysler in the case of a change of control occurring to Lagardèreor SOGEPA, (b) SOGEADE in the case of the change of control occurring to DaimlerChrysler,(c) DaimlerChrysler in the case of the change of control occurring to SOGEADE, or(d) DaimlerChrysler or SOGEADE in the case of the change of control occurring to SEPI (the party
notified under (a), (b), (c) or (d) being the ‘‘Non-Changed Party’’). The Non-Changed Party shall havea first right to purchase the SOGEADE interest or the Indirect EADS shares being offered for sale atthe price being offered by the third party. In relation to (d), if DaimlerChrysler and SOGEADE haveboth elected that SEPI procure a third party purchaser, then they shall each have the right to acquire
SEPI’s Indirect EADS Shares in the respective proportions which the number of their EADS sharesbear to one another at that time. In the event that the Non-Changed Party does not give notice of its
intention to purchase the SOGEADE interest or the Indirect EADS Shares within 30 days of the offer
being made, then the Changed Party is obliged to sell such SOGEADE interest or Indirect EADS
Shares to the third party on the terms of the third party’s original offer.

The third party purchaser may not be a competitor of EADS, SOGEADE or DaimlerChrysler (as the case may be)
nor a member of the group which has taken control of the Changed Party.
Events of Default Other Than Change of Control
The Participation Agreement provides for certain actions following events of default (other than a change ofcontrol) (i.e., insolvency-related or a material breach of the Participation Agreement). In particular, if such an eventof default occurs in relation to DaimlerChrysler, SOGEADE or SEPI, the non-defaulting party (respectively
SOGEADE, DaimlerChrysler and SOGEADE and DaimlerChrysler acting together) has a call option over thedefaulting party’s EADS shares and interest in EADS Participations B.V. If such an event of default occurs in
relation to Lagardère or SOGEPA, such party is obliged to use its best efforts to sell its interest in the capital of
SOGEADE on bona fide arm’s length terms to a third party purchaser (who must not be a competitor of EADS or
DaimlerChrysler). In the case of a sale by Lagardère, the third party purchaser must be nominated by SOGEPA
with DaimlerChrysler’s consent (which may not be unreasonably withheld). In the case of such a sale by
SOGEPA, DaimlerChrysler must consent to the sale (again, such consent may not be unreasonably withheld).
20

Specific Rights and Undertakings of the French StateThe French State, not being a party to the Participation Agreement, entered into a separate agreement, governed by
French law, with DaimlerChrysler and DCLRH on October 14, 1999 (as amended) pursuant to which:)

the French State undertakes to hold an interest of no more than 15% of the entire issued share capital of
EADS through SOGEPA, SOGEADE and EADS Participations B.V.;)

the French State undertakes that neither it nor any of its undertakings will hold any EADS shares
directly;

in each case disregarding (i) those EADS shares to be freely distributed by the French State to certain former
shareholders of Aerospatiale Matra as a result of its privatization in June 1999; (ii) those shares held by SOGEPA
or the French State which may be sold or acquired pursuant to the Participation Agreement or the SOGEADE
Shareholders’ Agreement (see below); and (iii) those shares held for exclusively investment purposes.
Moreover, pursuant to an agreement entered into between EADS and the French State (the ‘‘Ballistic Missiles
Agreement’’), EADS has granted to the French State (a) a veto right and subsequently a call option on the ballistic
missiles activity exercisable in the event that (i) a third party which is not affiliated to the DaimlerChrysler and/or
Lagardère groups acquires, directly or indirectly, either alone or in concert, more than 10% or any multiple thereofof the share capital or voting rights of EADS or (ii) the sale of the ballistic missiles assets or of the shares of suchcompanies carrying out such activity is considered after the termination of the SOGEADE Shareholders’
Agreement and (b) a right to oppose the transfer of any such assets or shares during the duration of the SOGEADE
Shareholders’ Agreement.
Finally, in its role as a preferred strategic partner in Aerospatiale Matra and pursuant to an agreement dated
February 15, 1999, with the French State, Lagardère had made certain undertakings to the French State in respectof the trading price of Aerospatiale Matra’s shares on the Paris Stock Exchange as compared to the CAC 40 index
for a period of two years. As a general matter, Lagardère had agreed to make a payment to the French State of up to
FF 1.15 billion if the trading price of Aerospatiale Matra’s shares underperformed the CAC 40 index by 8% ormore during that period. If the trading price of Aerospatiale Matra’s shares outperformed the CAC 40 index by
10% or more during that period, Lagardère would not be required to make any payment and its obligation would beterminated. If the trading price was between these two points a pro rata amount would be payable.
Pursuant to an agreement dated October 14, 1999, Lagardère and the French State have agreed that theundertakings of Lagardère described in the above paragraph would remain in force for the same period, the shareprice of EADS on the Paris Bourse being taken as a reference instead of the share price of Aerospatiale Matra.
SOGEADESOGEADE is a French partnership limited by shares (société en commandite par actions) the share capital of whichis split between SOGEPA (50%) and Désirade, a French société par actions simplifiée (50%). The share capital ofDésirade is itself held by Lagardère (74%) and the French Financial Institutions (26%). Lagardère and the French
Financial Institutions hence own indirectly 37% and 13% respectively of SOGEADE. In July 2003, Lagardère will
acquire the Désirade shares held by the French Financial Institutions.
The general partner (associé commandité) of SOGEADE, SOGEADE Gérance, is a French société par actions
simplifiée which is the manager of SOGEADE.
SOGEADE Gérance’s Board of Directors consists of eight Directors, four of them nominated by Lagardère andfour by SOGEPA. Decisions of the SOGEADE Gérance Board shall be approved by a simple majority of directors
except for the following matters which require the approval of a qualified majority of six of the eight Directors:(a) acquisitions or divestments of shares or assets the individual value of which exceeds EUR 500 million;(b) agreements establishing strategic alliances, or industrial or financial co-operation; (c) a capital increase of EADS
of more than EUR 500 million to which no preferential right to subscribe for the shares is attached; (d) any
decision to divest or create a security interest over the assets relating to prime contractor status, design,development and integration of ballistic missiles or the majority shareholdings in the companies Cilas, Sodern,
Nuclétudes and the GIE Cosyde. The decisions contemplated under (d) above are also governed by the Ballistic
Missiles Agreement (see above ‘‘Specific Rights and Undertakings of the French State’’).
When a vote of the SOGEADE Gérance board on such matters does not reach the qualified majority of six
Directors by reason of any of the SOGEPA-nominated directors casting a negative vote, the SOGEADE-nominateddirectors on the board of EADS Participations B.V. are obliged to vote against the proposal. This means that the21French State as the owner of SOGEPA can veto any decisions on these matters within EADS Participations B.V.
and in turn within EADS as long as the SOGEADE Shareholders’ Agreement remains in existence.
The shareholding structure of SOGEADE shall reflect at all times the indirect interests of all the shareholders of
SOGEADE in EADS.
In certain circumstances, in particular in the event of a change of control of Lagardère, Lagardère shall grant a call
option over its SOGEADE shares to any non-public third party designated by SOGEPA and approved byDaimlerChrysler. This option may be exercised during the term of the SOGEADE Shareholders’ Agreement on
the basis of the market price for the EADS shares.
The SOGEADE Shareholders’ Agreement shall terminate if Lagardère or SOGEPA ceases to hold at least 20% of
the capital of SOGEADE, except that: (a) the provisions relating to the call option granted by Lagardère describedabove shall remain in force as long as the Participation Agreement is in force, (b) as long as SOGEPA holds at least
one SOGEADE share, it will remain entitled to nominate a SOGEADE Gérance Director whose approval will be
required in respect of any decision to divest or create a security interest over the assets relating to prime contractor
status, design, development and integration of ballistic missiles activity or the majority shareholdings in thecompanies Cilas, Sodern, Nuclétudes and the GIE Cosyde; and (c) the SOGEADE Shareholders’ Agreement will
be terminated in the event of a dissolution of EADS Participations B.V. caused by DaimlerChrysler. In the latter
case, the parties have undertaken to negotiate a new shareholders’ agreement in the spirit of the shareholders’agreement between them dated 14 April 1999 relating to Aerospatiale Matra and having regard to their respective
shareholdings in SOGEADE at the time of the dissolution of EADS Participations B.V.
Put Option
Under the Participation Agreement, SOGEADE grants a put option to DaimlerChrysler over its EADS shares
which shall be exercisable by DaimlerChrysler, (i) in the event of a deadlock arising from the exercise by SOGEPA
of its rights relating to certain strategic decisions (listed above under the description of SOGEADE) other thanthose relating to the ballistic missiles activity or (ii) after the Standstill Period, during certain periods provided thatin both cases the French State still holds any direct or indirect interest in EADS shares. The put option may only
be exercised in respect of all and not some only of DaimlerChrysler’s EADS shares.
The exercise price of the option will be calculated on the basis of an average market price for EADS shares.
In the event that DaimlerChrysler exercises the put option granted to it by SOGEADE, SOGEADE will acquire
the EADS shares from DaimlerChrysler. However, Lagardère has the right to require SOGEPA to substitute itself
for SOGEADE in relation to the acquisition of DaimlerChrysler’s EADS shares following the exercise byDaimlerChrysler of the put option. Such substitution right has been accepted by DaimlerChrysler. In the eventthat Lagardère does not exercise such substitution right, Lagardère and the French Financial Institutions would
have to provide their pro rata part of the financing necessary for such acquisition. If the French Financial
Institutions fail to provide their pro rata part in the financing, Lagardère would substitute either itself or any firstrank financial institution for the French Financial Institutions. SOGEPA undertakes to provide its pro rata part of
the financing corresponding to its rights in SOGEADE. Should Lagardère decide not to take part in the financing,(a) SOGEPA undertakes to substitute itself for SOGEADE to buy the shares sold by DaimlerChrysler as a resultof the exercise of its put option and SOGEPA or Lagardère may request the liquidation of SOGEADE and EADSParticipations B.V. and the termination of the SOGEADE Shareholders’ Agreement (notwithstanding thetermination provisions of the SOGEADE Shareholders’ Agreement described under the section ‘‘SOGEADE’’
above). In that case, Lagardère could freely sell its EADS shares on the market or in a block sale to a third party.
Pledge over EADS Shares Granted to EADS Participations B.V.
Upon Completion and in order to secure their undertakings under the Contractual Partnership Agreement and theParticipation Agreement, SOGEADE, DaimlerChrysler and SEPI granted a pledge over their respective Indirect
EADS Shares to EADS Participations B.V. for the benefit of EADS Participations B.V. and the other parties to theContractual Partnership Agreement.
Contributions to EADS — Specific Undertakings of EADSEADS has agreed not to dispose of the shares contributed to it by Aerospatiale Matra, Dasa AG and SEPI for aperiod of 7 years. The contribution agreements entered into between EADS on the one hand and Aerospatiale
Matra, Dasa AG and SEPI on the other hand, provide that EADS may, if it determines that this is desirable,
dispose of such shares provided that EADS shall, on demand, indemnify Lagardère and SOGEPA (in the case of asale of shares contributed by Aerospatiale Matra), Dasa AG or SEPI, as the case may be, for all tax disadvantages
22

(tax actually paid or borne by them as well as any consumption of loss-carry-forward potential) they suffer as aresult of the loss of the tax benefit triggered by the disposal of the shares by EADS. Such obligation to indemnify
shall cease after 7 years from the date of contribution. In the event that the indemnification would be made to all
three of Lagardère, SOGEPA and Dasa AG, the Board of Directors would decide on the amount of the indemnity
on the basis of a report made and presented by the two independent Directors of EADS. The amount and theconditions of this indemnification will be reported to the general meeting of shareholders.
Lagardère Group Services
At the time of the combination of Aerospatiale and Matra Hautes Technologies, it was agreed that the direct andindirect subsidiaries of Matra Hautes Technologies that were contributed to Aerospatiale, would continue toreceive from Matra Hachette Général, a wholly owned subsidiary of Lagardère, certain administrative services
under conditions identical to the conditions previously existing — in consideration for a fixed management fee(generally expressed as a percentage of turnover).
These agreements, which must remain in force until December 31, 2003, have continued as agreed, and a portionof the fees paid to the Lagardère group have continued to be paid to Aerospatiale Matra in consideration for thetransfer to Aerospatiale Matra of a certain number of employees (and related expenses) of the Lagardère group who
perform these services.
As a result of the restructurings which were carried out in the context of the combination of Aerospatiale Matra,
Dasa and CASA into EADS, Matra Hautes Technologies (which name was changed to EADS France on
Completion) has inherited, by way of subrogation according to law, all the rights and obligations resulting fromthe corresponding subcontracting agreement between the Lagardère group and Aerospatiale Matra.
DADC
EADS Deutschland GmbH holds 75% of the shares in DADC Luft- und Raumfahrt Beteiligungs AG (‘‘DADC’’)(the other 25% being held by DCLRH). The share capital of Dornier GmbH is held as to 58.42% by DADC and as
to 41.58% by the Dornier family. In shareholders’ meetings DADC is entitled to more than 87.5% and the Dornierfamily to less than 12.5% of the voting rights in Dornier GmbH. DADC and Dornier GmbH have entered into acontrol and profit and loss transfer agreement.
A considerable number of shareholders’ resolutions in Dornier GmbH require a majority of 100% of the votes castin the shareholders’ meeting notably resolutions to dissolve the company, alterations of the articles of association
if they terminate, limit or have an impact on the rights of the minority shareholders, reduction of share capital,
mergers (unless Dornier GmbH is the surviving entity), the transfer of holdings in other enterprises or the transfer
of whole areas of enterprise activities with the exception of transfers of assets in return for shares or as acontribution in kind or to a company associated with DaimlerChrysler, which is assumed to be the case if
DaimlerChrysler controls at least 20% of its share capital. The same requirement applies with regard to all transfersof shares of Dornier GmbH held by the DaimlerChrysler group (including associated enterprises) subject to certain
exceptions including the transfer to other DaimlerChrysler group companies (including associated enterprises).
Furthermore, the Dornier family receives a guaranteed dividend from Dornier GmbH of (depending on the natureof the shares) 8.7% or 15% of the nominal amount of their shares plus any corporation tax credits. The guaranteed
dividend is indexed. DaimlerChrysler has guaranteed the payment of the minimum dividend to the Dornier family
shareholders. In the case of the profit and loss transfer agreement, which presently exists between DADC andDornier GmbH, the Dornier family shareholders are entitled to receive payments corresponding at least to theamount which they would be entitled to in the absence of such profit and loss transfer agreement. Internally
DADC has assumed this obligation.
On November 30, 1988 DaimlerChrysler and the Dornier family entered into a separate agreement to strengthen
the rights of DaimlerChrysler and, simultaneously, to protect the economic interests of the minority shareholders.
The latter can, in particular, demand that their shares in Dornier GmbH be bought (i) for cash consideration or(ii) in exchange for DaimlerChrysler shares or (iii) in exchange for shares in a company in which, or under which,DaimlerChrysler concentrates its aerospace activities by DaimlerChrysler or another company associated with
DaimlerChrysler and nominated by DaimlerChrysler. On March 29, 2000 DaimlerChrysler, DCLRH, DADC,EADS Deutschland GmbH and Dasa AG entered into an agreement according to which DaimlerChrysler has theright to demand from DADC to buy the shares so offered by the Dornier family shareholders. DaimlerChrysler
shall reimburse DADC for any amount to be paid being above the fair market value of the shares. Moreover,
DADC will assume certain other rights and obligations relating to the protection of the interests of the Dornierfamily.
23

Under the terms of the business combination agreements entered into in the context of the creation of EADS,DCLRH has undertaken to indemnify Lagardère (for itself and on behalf of each member of the Lagardère group)and SEPI and shall keep them indemnified, against (save in respect of any consequential loss not foreseeable by
DCLRH (or any member of the DaimlerChrysler group)) all or any costs, claims, demands, expenses, losses or
liabilities that they (or any of them) may suffer or incur from the date of the business combination agreements
entered into in the context of the creation of EADS as a result of all or any of the shareholders of Dornier GmbHother than a member of the Dasa group obtaining or seeking to obtain any rights or remedies against Lagardère (orany member of the Lagardère group), SEPI, the Contractual Partnership, EADS Participation B.V., Dasa AG,
EADS or any entity contributed by or on behalf of DaimlerChrysler which is to become a member of the EADS
group or any member of the Dasa AG group. This indemnity shall also extend to EADS to the extent suchprotection is not provided for in the transfer of the Dasa business to EADS.

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

3.3.4 Changes in the Shareholding of the Company Since its Incorporation
The Company was founded with an authorized share capital of NLG 500,000 divided into 500 shares each having anominal value of NLG 1,000, of which 100 were issued to Aerospatiale Matra on December 29, 1998. Theseshares were transferred to Dasa AG by way of notarized transfer certificate on December 28, 1999.
The changes in the shareholding of the Company since its initial public offering and listing are as follows (for a
description of the changes in the issued share capital of the Company since its incorporation, see 3.2.5 above):Since July 2000, 2,047,811 EADS shares (representing 0.25% of the share capital of EADS) have been distributed
without payment of consideration by the French State to certain former shareholders of Aerospatiale Matra as aresult of its privatization in June 1999.
In addition, in January 2001, the French State and Lagardère sold on the market all of their EADS shares(respectively 7,500,000 and 16,709,333 EADS shares representing 0.93% and 2.07% of the share capital of EADS)
other than their Indirect EADS Shares (and, in the case of the French State, other than the EADS shares to be
distributed to former shareholders of Aerospatiale Matra — see paragraph 3.3.2 ‘‘Specific Rights and Undertakingsof the French State’’) that they held as a result of the non-exercise of the over-allotment option granted to theunderwriters in the context of the initial public offering carried out by the Company for the purpose of its listingin July 2000 (including, in the case of Lagardère, those shares other than its Indirect EADS Shares purchased fromthe French Financial Institutions at the end of the exercise period of the over-allotment option).
As of the date of this document, and before exercise of any stock options granted for the subscription of EADS
shares (see below paragraph 6.3.3), the issued shares and voting rights of the Company are held as indicated in thetable below:
Shareholders

Dasa AG............................................................................................................
SOGEADE........................................................................................................
SEPI ...................................................................................................................
Sub-total Contractual Partnership.........................................................................
Dasa AG............................................................................................................
French State ......................................................................................................
Public ................................................................................................................
TOTAL .............................................................................................................

Number of sharesand voting rights% of capital andvoting rights

244,447,704
244,447,704
44,690,871
533,586,279
22,227,478
2,748,681(*)
248,595,229
807,157,667

30.29%
30.29%
5.53%
66.11%
2.75%
0.34%
30.80%(**)
100.00%(*) Shares to be distributed without payment of consideration by the French State to certain former shareholders of Aerospatiale Matra as aresult of its privatization in June 1999, the next distribution being planned for end of July 2002.
(**) Of which approximately 2.62% held by EADS employees.

24

The current shareholding structure of the Company is as shown in the diagram in paragraph 3.3.1 above.

3.3.5 Persons Exercising Control over the Company
See 3.3.1 and 3.3.2 above.

3.3.6 Simplified Group Structure Chart
The following chart shows the main business units of EADS as of December 31, 2000.
EADS SIMPLIFIED GROUP STRUCTURE CHART AS OF DECEMBER 31, 2000
EUROPEAN AERONAUTIC DEFENCE AND SPACE COMPANY EADS N.V. (EADS)
Military Transport
Aircraft

AirbusAeronautics

Space

Defence and Civil
Systems

EADS Airbus(100%)EADS CASA(Military Transport
Aircraft Division)

EADS ATR (100%)

Astrium (66.1%)

Aeropatiale Matra
Missiles (100%)

EADS Airbus SA(100%)

Airbus MilitaryCompany (56.4%)

GIE ATR (50%)

EADS CASA (Space
Division)

Dornier (43.8%)

EADS Airbus
GmbH (100%)

EADS CASA (Military
Aircraft Division)

EADS Launch
Vehicles (100%)EDSN (55%)

EADS CASA(Airbus Division)

EADS Deutschland
MilitaryAircraft(Business Unit)

Arianespace
Participation(22.9%)LFK (74.3%)

GIE Airbus Industrie(80%)

EFW (100%)

MBD (50%)

Eurocopter (100%)

Matra Nortel
Communications (45%)

EADS Socata (100%)

Nortel Networks
Germany (19.5%)

Dassault Aviation(45.8%)EADS Sogerma (100%)

Eurofighter (46%)

The percentages indicated in the chart above represent the direct and indirect holdings of EADS in the companies
concerned, excluding percentages held by other shareholders.

3.3.7 Purchase by the Company of its Own Shares
3.3.7.1.

Dutch Law

The Company may acquire its own shares, subject to certain provisions of the law of The Netherlands and the
Articles of Association, if (i) the shareholders’ equity less the payment required to make the acquisition does not
fall below 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 in pledge shares with anaggregate nominal value exceeding one-tenth of the Company’s issued share capital. Share acquisitions may beeffected by the Board of Directors only if the shareholders in general meeting have authorized the Board of
Directors to effect such repurchases. Such authorization may apply for a maximum period of 18 months.
Shares held by the Company do not carry voting rights. Usufructuaries and pledgees of shares that are held by theCompany are, however, not excluded from their voting rights in such cases where the right of usufruct or pledge
was vested before the share was held by the Company.
A resolution will be submitted to the shareholders’ general meeting of EADS called for May 10, 2001 in order toauthorize the Board of Directors, for a period of 18 months from the date of such meeting, to repurchase shares of
the Company within the limit of 5% of the Company’s issued share capital, on the stock exchange or otherwise in25

return for payment, at a price between the nominal value of the shares and an amount equal to 110% of the pricepaid for the relevant shares on any stock exchange on the most recent day on which such stock exchange was open
for trading before the day of the purchase by the Company.
3.3.7.2.

French Regulations

As a result of its listing for trading on a regulated market in France, the Company is subject to the regulations
summarized below.
Pursuant to Règlement No. 98-02 (as amended by Règlement No. 2000-06) of the COB, the purchase by a companyof its own shares will, in principle, require the filing of a note d’information that has received the approval (or‘‘visa’’) of the COB.
Under Règlement No. 90-04 (as amended by Règlement No. 2000-06) of the COB, as amended, a company may nottrade in its own shares for the purpose of manipulating the market. Règlement No. 90-04 also defines theconditions for a company’s trading in its own shares to be valid.
After making purchases of its own shares, a company is required to file monthly reports with the COB and the
CMF that contain specified information about such purchases. The CMF makes this information publicly available.
3.3.7.3.

German Regulations

As a foreign issuer, the Company is not subject to German rules on trading in its own shares, which only apply toGerman issuers.
3.3.7.4.

Spanish Regulations

As a foreign issuer, the Company does not have to comply with the Spanish rules on trading in its own shares,
which only apply to Spanish issuers.
However, according to the Conduct Rules under the Spanish Securities Act 24/1988 of July 28, 1988, theCompany may not trade in its own shares for the purpose of manipulating the market.
3.4

Stock Exchange Information

The Company’s issued share capital is divided into 807,157,667 shares currently listed under the symbol ‘‘EAD’’on the Paris Stock Exchange, the Frankfurt Stock Exchange and the Spanish Stock Exchanges and included in the
CAC 40 index.
The following tables set forth, for the periods indicated, the average daily trading volumes and the high and low
prices of EADS shares on the Paris, Frankfurt and Spanish Stock Exchanges.
Paris Stock Exchange

2000
July (from July 10) .....................................................................
August..........................................................................................
September ....................................................................................
October ........................................................................................
November ....................................................................................
December .....................................................................................
2001
January .........................................................................................
February .......................................................................................
March ...........................................................................................
Source: Bloomberg Database

26

Average Daily Trading
Volumes(In Numberof Shares)(In Euros)

Price per Share
High
Low

1,867,132
1,122,760
1,450,496
2,473,084
1,528,876
1,451,176

33,852,340
16,720,659
27,194,736
53,858,091
36,849,972
31,442,138

19.19
18.05
20.10
24.10
25.20
24.29

17.40
16.05
17.06
18.88
22.47
20.12

1,814,305
1,418,597
1,827,056

41,928,642
33,569,314
36,739,404

24.03
23.59
23.56

21.90
21.10
18.20

Frankfurt Stock Exchange
Average Daily Trading
Volumes(In Numberof Shares)(In Euros)

2000
July (from July 10) .....................................................................
August..........................................................................................
September ....................................................................................
October ........................................................................................
November ....................................................................................
December .....................................................................................
2001
January .........................................................................................
February .......................................................................................
March ...........................................................................................

Price per Share
High
Low

626,32299,869127,007
96,19950,02434,036

7,894,564
1,719,102
2,263,544
1,913,280
1,181,077
750,563

19.00
18.30
20.02
24.05
25.90
24.30

17.20
16.00
17.05
19.00
22.50
20.06

28,34025,98225,374

628,383
587,948561,360

23.90
23.52
23.50

21.80
21.21
18.50

Source: Bloomberg Database

Spanish Stock Exchanges

2000
July (from July 10) .....................................................................
August..........................................................................................
September ....................................................................................
October ........................................................................................
November ....................................................................................
December .....................................................................................
2001
January .........................................................................................
February .......................................................................................
March ...........................................................................................

Average Daily Trading
Volumes(In Numberof Shares)(In Euros)

Price per Share
High
Low

1,137,692
75,369191,261
221,30958,781
34,522

20,678,930
1,305,330
3,587,226
4,736,361
1,347,884
777,306

19.10
18.39
20.07
24.00
25.10
24.50

17.00
16.01
17.02
18.50
22.10
20.20

20,337
20,78020,291

451,809458,654442,843

23.99
23.52
23.50

21.77
21.14
18.01

Source: Bloomberg Database

3.5

Dividends

3.5.1 Dividends Paid During the Last Five Years
EADS has not paid any dividends since its creation.
A resolution will be submitted to the shareholders’ general meeting of EADS called for May 10, 2001 in order toapprove the payment of a cash dividend in respect of the year 2000 for a gross amount of EUR 0.50 per share to be
paid on June 27, 2001.

3.5.2 Dividend Policy of EADSEADS’ dividend policy will be established by the Company’s Board of Directors and future payments ofdividends, if any, are expected to depend in particular on EADS’ results and its investment policy, as well as thedividend policies of European and international companies in the same sector. (See also paragraph 3.1.9‘‘Allocation and Distribution of Income’’). No assurance may be given that dividends will be declared for the years
2001 onwards.

3.5.3 Unclaimed Dividends
Pursuant to article 31 of the Articles of Association, the claim for payment of a dividend or other distribution
approved by the general meeting shall lapse five years after the day on which such claim becomes due and payable.
27

The claim for payment of interim dividends shall lapse five years after the day on which the claim for payment of
the dividend against which the dividend could be distributed becomes due and payable.

3.5.4 Taxation
The statements below represent a broad analysis of the present Netherlands tax laws. The description is limited tothe material tax implications for a holder of the Company’s shares (the ‘‘Shares’’) who is not, or is not deemed tobe, a resident of The Netherlands for Netherlands tax purposes (a ‘‘Non-Resident Holder’’). The statements
below do not address special rules that may apply to certain categories of holders of Shares and are not exhaustive.
Certain categories of holders of the Company’s shares may be subject to special rules which are not addressed
below and which may be substantially different from the general rules described below. Investors who are in
doubt as to their tax position in The Netherlands and in their state of residence should consult their professional
advisors.
Withholding Tax on Dividends
In general, a dividend distributed by the Company in respect of Shares will be subject to a withholding tax
imposed by The Netherlands at a statutory rate of 25%. Dividends include dividends in cash or in kind, deemedand constructive dividends, repayment of paid-in capital not recognized as capital for Netherlands dividend
withholding tax purposes, and liquidation proceeds in excess of the average paid-in capital recognized as capital for
Netherlands dividend withholding tax purposes. Stock dividends paid out of the Company’s paid-in-sharepremium, recognized as capital for Netherlands dividend withholding tax purposes, will not be subject to thiswithholding tax.
A Non-Resident Holder of Shares can be eligible for a partial or complete exemption or refund of all or a portionof the above withholding tax under a tax convention that is in effect between The Netherlands and the NonResident Holder’s country of residence. The Netherlands has concluded such conventions with the United States,
Canada, Switzerland, Japan, all European Union member states except Portugal, and other countries.
French, German, and Spanish Tax Treaties
Under the Convention between the Republic of France and the Kingdom of The Netherlands for the Avoidance ofDouble Taxation and the Prevention of Fiscal Evasion with Respect to Taxes on Income and Capital, concluded
16 March 1973, the Convention between the Federal Republic of Germany and the Kingdom of The Netherlands
for the Avoidance of Double Taxation with respect to Income and Capital and Various Other Taxes and for the
Regulation of Other Questions relating to Taxation, concluded 16 June 1959 or the Convention between the
Government of the State of Spain and the Government of the Kingdom of The Netherlands for the Avoidance ofDouble Taxation with respect to Taxes on Income and Capital, concluded 16 June 1971, dividends paid by theCompany to a Non-Resident Holder that is a resident of France, Germany or Spain as defined in the respective
Convention are generally eligible for a reduction of the 25% Netherlands withholding tax to 15%, provided thatthe dividends are not attributable to an enterprise or part thereof which is carried on through a permanentestablishment or permanent representative in The Netherlands.
Withholding Tax on Sale or Other Dispositions of Shares
Payments on the sale or other dispositions of Shares will not be subject to Netherlands withholding tax, unless thesale or other disposition is, or is deemed to be, made to the Company or a direct or indirect subsidiary of theCompany. A redemption or sale to a direct or indirect subsidiary of the Company will be treated as a dividend andwill in principle be subject to the rules set forth in ‘‘Withholding Tax on Dividends’’ above.
Taxes on Income and Capital Gains
A Non-Resident Holder who receives dividends distributed by the Company on Shares or who realizes a gain fromthe sale or disposition of Shares, will not be subject to Netherlands taxation on income or capital gains unless:(i)the Non-Resident Holder is or is deemed to be resident in The Netherlands or, if the Non-Resident
Holder is an individual, has elected to be treated as a resident of The Netherlands; or(ii)such income or gain is attributable to an enterprise or part thereof which is carried on through apermanent establishment or permanent representative in The Netherlands; or(iii)

the Non-Resident Holder holds, directly or indirectly, a substantial interest in the Company; or
28

(iv)

if the Non-Resident Holder is an individual and as such income or capital gain qualifies as income frommiscellaneous activities in The Netherlands as defined in the Dutch individual income tax Act 2001.

Generally, a Non-Resident Holder of Shares will not have a substantial interest in the Company’s share capital,
unless the Non-Resident Holder, alone or together with certain related persons holds, jointly or severally anddirectly or indirectly, Shares in the Company, or a right to acquire Shares in the Company representing 5% or moreof the Company’s total issued and outstanding share capital or any class thereof. A deemed substantial interest
exists if all or part of a substantial interest has been or is deemed to have been disposed of with application of aroll-over relief.
Gift or Inheritance Taxes
Netherlands gift or inheritance taxes will not be levied on the transfer of Shares by way of gift, or upon the deathof a Non-Resident Holder, unless(i)the transfer is made by or on behalf of a person who, at the time of the gift or death, is or is deemed tobe resident in The Netherlands; or(ii)

the Shares are attributable to an enterprise or part thereof that is carried on through a permanentestablishment or a permanent representative in The Netherlands.

Value-Added Tax
No Netherlands value-added tax is imposed on dividends on the Shares or on the transfer of the Shares.
Other Taxes and Duties
There is no Dutch registration tax, transfer tax, capital tax, stamp duty or any other similar tax or duty other thancourt fees payable in The Netherlands in respect of or in connection with the execution, delivery and/or
enforcement by legal proceedings (including any foreign judgment in the courts of The Netherlands) with respect
to the dividends relating to the Shares or on the transfer of the Shares.
Residence
A Non-Resident Holder will not become resident, or be deemed to be resident, in The Netherlands solely as aresult of holding an ordinary share or of the execution, performance, delivery and/or enforcement of rights in
respect of the ordinary shares.

29

CHAPTER 4 — INFORMATION ON EADS ACTIVITIES
4.1

Presentation of the EADS Group

Except where stipulated otherwise, all the data provided below were prepared on the basis of information from theCompany.

4.1.1 Overview
With unaudited pro forma consolidated revenues of over Euro 24.2 billion in 2000, EADS is Europe’s premieraerospace and defense company and the third largest aerospace and defense company in the world. In terms ofmarket share, EADS is among the top two manufacturers of commercial aircraft, civil helicopters, commercial
space launch vehicles and missiles, and a leading supplier of military aircraft, satellites and defense electronics. In
2000, it generated 80% of its sales in the civil sector and 20% in the military sector.
The creation of EADS in July 2000 marked a critical step in the consolidation of the European aerospace anddefense industries by combining the businesses previously operated by:)

Aerospatiale Matra in the areas of commercial aircraft manufacturing (Airbus), military and commercial
helicopter manufacturing (Eurocopter), aircraft maintenance and conversion, space systems (e.g.,
Arianespace, Astrium), missiles and telecommunications;)

Dasa in the areas of commercial aircraft manufacturing (Airbus), military and commercial helicopter
manufacturing (Eurocopter), military aircraft manufacturing (e.g., Eurofighter), military and commercial
aircraft maintenance and conversion, space systems (e.g., Arianespace, Astrium), missiles, missile systems,
telecommunications and defense systems; and)CASA in the areas of commercial aircraft manufacturing (Airbus), military aircraft manufacturing (e.g.,
Eurofighter), military transport aircraft manufacturing, military and commercial aircraft maintenance andconversion, and space systems (Arianespace).

EADS has organized these businesses into five divisions: (1) Airbus, (2) Military Transport Aircraft,(3) Aeronautics (other than Airbus and Military Transport Aircraft), (4) Space and (5) Defence and Civil Systems.
For a simplified diagram depicting the allocation of activities among these five divisions, see the illustration atparagraph 3.3.6. The combination of these businesses has established EADS as a recognized leader across most
sectors of its operations, consolidating its control in such areas of longstanding collaboration as Airbus,
Eurocopter, Eurofighter and Arianespace.
Strategy
In order to position EADS as one of the two leaders in every market that it serves and to maximize value for its
shareholders, the Management of EADS (the ‘‘Management’’) intends to focus on the following key strategic
steps:)

Drive European industry consolidation and strengthen strategic partnerships.
EADS will capitalize on the long history of joint achievements among its founding partners and together
with other major European and American companies. Such partnerships are intended to expand EADS’
market presence, enhance its portfolio of technologies and products as well as optimize its positioning inspecific niches and along the value chain.
Ongoing initiatives, such as MBDA in the field of missile systems (See ‘‘— Defence and Civil Systems’’)or EMAC in the field of fighter aircraft (See ‘‘— Aeronautics’’), illustrate EADS’ prominent role ininitiating defining European partnerships. EADS is also pursuing a number of other promising alliances
either through participation in privatizations, such as Patria in Finland, or through bilateral cooperationagreements, such as with Russia’s aerospace industry.
Finally, EADS will strongly promote partnerships with key U.S. players in order to secure for itself
improved access to the U.S. defense market. EADS believes that transatlantic ties can afford NATO allies
better defense products with lower budgets. Promising initial steps have been taken with U.S. partners in
the fields of mission aircraft and defense electronics, the integration of the Meteor missile on F/A-18
platforms and airborne ground surveillance. Furthermore, a joint venture with Northrop Grumman was
set up to address the U.S. commercial aircraft maintenance market.
30

)

Leverage cross-divisional opportunities.
By combining a wider range of products and expertise into high value-added, integrated systems, EADS
will seek to maximize margins and to offer strongly differentiated solutions that are tailored to customer
needs. This is particularly obvious on airborne platforms where EADS enjoys a prime contracting
capability.
To that end, EADS will rely on unified management and allocation of resources, coupled with divisionled identification of customer needs and definition of solutions. EADS will also emphasize key process
improvements such as those provided by e-business capabilities in the fields of product development(concurrent engineering) or flow of information and materials. The customer- and solution- oriented
network of EADS’ newly created marketing arm, EADS International, is a powerful example of synergies
gained from the coordination of the distribution channels of business units and divisions.

)

Gain access to closed markets and pursue future growth opportunities.
Management believes that EADS’ successful penetration of markets heretofore dominated by its
competitors will act as an engine for future growth. It intends to make use of its established reputation asa technology leader and its growing credibility as a systems integrator to penetrate such markets. The
launch of the A380 program to address the very large aircraft market targeted efforts to win importantnew customers such as Qantas, and development of the A400M military transport aircraft illustrate suchstrategic priorities.
Furthermore, EADS has recognized that services are a key factor in the selection of aircraft and provide
attractive opportunities to offer integrated systems and create value. EADS will participate in thedevelopment of the service market as a strong source of revenue growth and of enriched customer
relationships. The development of the Future Strategic Tanker Aircraft for the UK Ministry of Defence,as well as initiatives in telecommunications, training and maintenance exemplify this approach.

)

Deliver merger synergies.
From the combination of its businesses, EADS targets value creation totaling at least Euro 600 million peryear by 2004 (after the formation and full consolidation of the Airbus newly integrated group).
Such value creation will be derived mostly from strengthening EADS’ purchasing power and fromreducing costs in such fields as R&D, corporate functions or industrial organization, as well as fromincreased business opportunities. A dedicated Merger Integration team is coordinating theimplementation of 600 projects contributing to this objective.
Management targets an increase in EADS’ EBIT pre-goodwill amortization and exceptionals up to 10% ofconsolidated revenues by 2004 (net of the A380 program development costs). See also Chapter 7 —Recent Developments and Outlook.

31

Pro Forma Financial and Operating Data
The following table shows the amount and percentage of EADS’ pro forma consolidated revenues for the years
ended December 31, 2000 and 1999 attributable to each EADS division.
Unaudited Pro Forma Consolidated Revenues by Division for the Years Ended December 31, 2000 and
1999
Year Ended December 31, 2000
Amount inPercentage(1)billions of Euro

Airbus ....................................................................
Military Transport Aircraft ..................................
Aeronautics ............................................................
Space.......................................................................
Defence and Civil Systems ..................................
Total Divisional Revenues before
Headquarters /Eliminations ..........................
Headquarters /Eliminations(2) ................................
Total Unaudited Pro Forma Consolidated
Revenues...........................................................

Year Ended December 31, 1999
Amount inPercentage(1)billions of Euro

59
1
19
10
11

14.9
0.3
4.7
2.5
2.9

54
1
18
11
16

12.6
0.2
4.3
2.5
3.8

100

25.3
(1.1)

100

23.5
(1.0)

24.2

22.6

(1) Percentage of total divisional revenues before headquarters /eliminations.
(2) Includes inter alia intercompany eliminations and headquarters sales.

The following table shows the amount of EADS’ pro forma consolidated revenues for the year ended
December 31, 2000 by geographical area.
Unaudited Pro Forma Consolidated Revenues by Geographical Area for the Year Ended December 31,
2000
Year Ended December 31, 2000
Amount inPercentage(1)billions of Euro

Europe ...........................................................................................................................
North America..............................................................................................................
Asia/Australia ...............................................................................................................
Rest of the World ........................................................................................................
Total ..............................................................................................................................
(1) Percentage of total revenues after eliminations.

32

53
28
9
10
100

12.8
7.7
1.5
2.2
24.2

The following tables provide operating data regarding EADS’ pro forma orders booked for the year ended
December 31, 2000 and 1999 and backlog as of December 31, 2000 and 1999.
Pro Forma Orders for the Years Ended December 31, 2000 and 1999
Year Ended December 31, 2000
Amount inPercentage(3)billions of Euro(4)Pro forma orders booked:(1)Airbus(2) ..............................................................
Military Transport Aircraft ..............................
Aeronautics ........................................................
Space ...................................................................
Defence and Civil Systems...............................
Headquarters /Eliminations ...............................
Total ...................................................................

Backlog:(1)Airbus(2) ..............................................................
Military Transport Aircraft ..............................
Aeronautics ........................................................
Space ...................................................................
Defence and Civil Systems...............................
Headquarters /Eliminations ...............................
Total ...................................................................

68
1
17
6
8

Year Ended December 31, 1999
Amount inPercentage
billions of Euro(5)

100

34.2
0.5
8.3
3.0
3.9
(0.8)
49.1

100

20.7
0.6
4.9
2.2
4.3
—
32.7

Percentage(3)Amount inbillions of Euro(4)Percentage

Amount inbillions of Euro(5)

78
1
10
4
7
100

(1) Without options.
(2) Based on catalog prices.
(3) Before headquarters /eliminations.
(4) Total orders received by divisions.
(5) External orders (excluding inter-division eliminations).

33

104.4
0.9
13.1
4.8
9.7
(1.0)
131.9

63
2
15
7
13

78
—
9
4
9
100

79.5
0.7
8.8
4.4
9.0
—
102.4

4.1.2. Airbus
Introduction and Overview
Airbus Industrie is one of the world’s two leading suppliers of commercial aircraft of more than 100 seats. Its
market share of annual deliveries worldwide has grown steadily from 15% in 1990 to 39% in 2000. At
December 31, 2000, its backlog of orders stood at 50% of total worldwide backlog, representing a 12.5% increase involume from December 31, 1999. Airbus Industrie’s steady growth is also reflected in increased revenues, whichrose from US$16.7 billion in 1999 to US$17.2 billion in 2000.
Airbus Industrie has become the second largest supplier of commercial aircraft in the world, standing in close
contention with its rival Boeing for first place. From its formation in 1970 until December 31, 2000, Airbus
Industrie received orders for 4,125 aircraft from 173 customers around the world.
Several factors have contributed to the success of Airbus: its portfolio of modern aircraft, its consistenttechnological innovation, its stable pool of highly skilled employees and its concept of aircraft ‘‘families’’ thatoffer customers cost savings in crew training, maintenance and supply for their fleets of different sized Airbus
aircraft. In addition, Management believes that the international composition of Airbus represents a competitive
advantage in the global marketplace.
Airbus Industrie is a consortium that is jointly controlled directly or indirectly by EADS (80%) and BAE
SYSTEMS (20%). See ‘‘— Organization of Airbus and Creation of an Integrated Structure’’. For 2000, the Airbus
Division of EADS earned pro forma consolidated revenues of Euro 14.9 billion, representing 59% of EADS’ total
pro forma consolidated revenues.
Strategy
The paramount strategic goal of Airbus is to deliver first-rate economic returns in a sustainable manner fromcontinuing to develop a superior family of products and commanding a 50% share of the world commercial aircraft
market over the long term. To achieve this end, Airbus is actively:)

completing the most comprehensive line of products targeted to customer needs, which entails (i) a major
effort to develop, test, manufacture and deliver the A380 family within budget by early 2006, (ii) the
extension of relevant freighter applications across the range of Airbus aircraft, and (iii) the continuous
maintenance of existing models’ competitive edge in their markets;)seeking to penetrate, or consolidate its promising position in, certain key markets such as the UnitedStates or Japan; and)expanding its offering of services to customers, which will enable Airbus to remain at the forefront of its
industry by (i) designing answers to customers’ evolving needs, and (ii) ensuring optimal Airbus
placement along the industry’s value chain.

MarketCyclicality and Market Drivers
The main factors affecting demand in the aircraft market include passenger demand for air travel, cyclicality,
national and international regulation (and deregulation), the rate of replacement and obsolescence of existing fleets,
as well as the existence of airline alliances and the increase in the number of aircraft leasing companies.
Overall Growth. The market for passenger jetliners depends primarily on the demand for air travel, which is itself
primarily driven by economic or GDP growth, fare levels and demographic growth. Measured in revenue
passenger kilometers, air travel increased every year from 1967 to 1999, except for 1991 due to the Gulf War,resulting in an average annual growth rate of 8% for the period. Airbus Industrie projects that air travel will growat 4.9% per annum during the period 2000-2019, which is consistent with the studies provided by Boeing.
Cyclicality. Despite overall growth in air travel, the market for aircraft has been cyclical, due to the volatility ofairline profitability and cycles of the world economy. When cyclical downturns have occurred, aircraft
manufacturers have typically experienced a decrease in aircraft orders approximately one year later and lower
deliveries after a further two years. Airbus Industrie’s deliveries have been stable or growing since 1994 due to its
increasing market share. When faced with reduced load factors and profits, certain airlines typically attempt topostpone orders for new aircraft until these factors improve.
The most recent downturn occurred against a background of airline strategies focusing on market share rather thanprofitability, which in turn led to excessive aircraft orders, higher financial gearing and lower profits. This34

phenomenon was compounded by the ease of obtaining aircraft finance and numerous tax benefits then available toowners. However, airlines have since shifted their focus to profitability and gearing has typically decreased. They
have increased their flexibility, through the use of operating leases and dynamic management of their fleet of older
aircraft. In addition, the presence of financially stronger lessors has, especially during the last decade, improved
the availability of aircraft in the used aircraft market. This combination of factors has led to a dampening in theimpact of cyclicality on the aircraft manufacturing sector.
Management believes that it will be able to mitigate the impact of a future downturn by effective management,
including outsourcing decisions. In previous downturns, despite the decline in the aggregate market for aircraft,
Airbus was able to capture a larger share of the reduced market, thereby cushioning the impact on its operations.
Furthermore, a decrease in orders might translate into a reduction of backlog but would have a lesser impact ondeliveries.
Regulation/Deregulation. Demand for passenger jetliners has been affected by national and international
regulation (and deregulation) of international air services and major domestic air travel markets. In 1978, theUnited States undertook the deregulation of its domestic air transportation system. Other regions have followed
this model, notably Europe since 1985.
The FAA (Federal Aviation Authority) Stage 3 anti-noise regulations requiring operators to replace many older
aircraft by the end of 1999 also had an impact on demand, resulting in a significant increase in North Americanorders in recent years, with the North American market accounting for 41% of aircraft delivered in 1999 and in
2000.
Airline Network Development: Hubs. As a consequence of deregulation policies, major airlines are constantly
adapting their fleet, network and commercial strategies. This adaptation is possible because of the availability of
new aircraft capable of meeting customer requirements in terms of cost and performance. In response to the pricedemands of passengers and competition of new low cost carriers, major airlines have organized their operations
around strategically located ‘‘hub’’ airports enabling them to link more cities at lower fares. This affects demand as
the hub concept permits fleet standardization around both smaller aircraft types for the short, thin and highfrequency routes feeding the hubs (between hubs and spokes) and larger aircraft for longer and higher density
routes between hubs (hub-to-hub).
The availability of new, small and medium-size aircraft has also opened opportunities for airlines to offer point-topoint services on lower density routes to high yield passengers, bypassing hubs and offering a wider choice of
non-stop destinations. As a result, worldwide deregulation has contributed to the diversification of airline
strategies, which in itself has resulted in airlines requiring a wider range of aircraft to implement such strategies.
Alliances. The development of world airline alliances is reinforcing these strategies. According to Airclaims data,
half of the world’s jetliner fleet of over 100 seats was operated by 23 airlines as of January 2001. In the 1990s, themajor airlines began to enter into alliances that give each alliance member access to the other alliance members’
hubs and routings, allowing airlines to reduce duplication of hubs.
Governmental Funding. A 1992 bilateral agreement between the European Union and the United States provides
for ceilings on reimbursable launch investments (typically used by European governments) of 33% of the total
development costs of new large civil aircraft programs. It also sets a ceiling at 3% of industry revenues for indirect
support in relation to the development or production of large civil aircraft (typically the Department of Defense
and NASA mechanisms used in the United States). This bilateral agreement has provided a level playing field forgovernment support and reflects the needs of both Europe and the United States.

Market Structure and Competition
Market Segments. Currently, Airbus competes in three principal market segments: ‘‘single aisle’’ aircraft, whichhave 100-200 seats in two rows divided by a single aisle and are used principally for short-range and mediumrange routes; ‘‘twin aisle’’ (or ‘‘wide body’’) aircraft, which have a wider fuselage and more than 200 seats in threerows divided by two aisles and are used in the case of the A300/A310 for short range and medium-range routes, inthe case of A330/A340 for long-range routes; and ‘‘very large aircraft’’, which are designed to carry more than
400 passengers non stop over very long-range routes and in superior comfort, in the case of the A380 still underdevelopment. Cargo aircraft, which form a fourth, related segment, are often converted ex-passenger aircraft. See‘‘— Aeronautics — Aircraft Conversion and Technical Services.’’ In addition, the A300-600F has been a successful
all-new cargo aircraft with increasing popularity among major express courier providers, such as Federal Express
and UPS.
35

According to a study conducted by Airbus Industrie, of a total of 10,349 aircraft with more than 70 seats inservice at December 31, 1999, 73% were single aisle aircraft, while 27% were twin aisle aircraft. The table below
shows the distribution of aircraft and percentage of single aisle and twin aisle aircraft by region at December 31,
1999.
AircraftNumber of
Aircraft
Percentage
in Service

North America ..............................................................................
Europe............................................................................................
Asia-Pacific ....................................................................................
Africa and Middle East ................................................................
South America ..............................................................................
Total ...............................................................................................

43
27
18
5
7
100

Configuration
Percentage ofSingle aisle

Twin aisle

83
75
48
53
85
73

17
25
52
47
15
27

4,418
2,789
1,921
534
687
10,349Source: Airbus Industrie

The high proportion of single aisle aircraft in both North America and Europe reflects the predominance ofdomestic short-range and medium-range flights, particularly in North America due to the development of hubs
following deregulation. In comparison with North America and Europe, the Asia-Pacific region uses a greater
proportion of twin aisle aircraft, as the region’s airports limit the number of flights, thereby encouraging higher
average aircraft seating capacity per flight.
According to manufacturers’ published figures, a total of 800 new aircraft with more than 70 seats were deliveredin 2000. Of these aircraft, 75% were single aisle, while 25% were twin aisle aircraft. The table below shows thenumber of aircraft delivered by region during 2000 and 1999.

RegionNumber of
Aircraftdelivered inregion

North America...................................................................
Europe.................................................................................
Asia-Pacific .........................................................................
Rest of World ....................................................................
Leasing companies .............................................................
Total ....................................................................................

331
211
70
54
134
800

2000
Percentage of
total marketof aircraft
delivered

41
26
9
7
17
100

Number of
Aircraftdelivered inregion

371
215
106
63
159
914

1999
Percentage of
total marketof aircraft
delivered

41
23
12
7
17
100

Source: Airbus Industrie

Sales to leasing companies constitute a separate market segment accounting for approximately 17% of aircraft
deliveries, since leased aircraft are frequently operated in a different region from that of the leasing company’s
home jurisdiction.
Competition. Airbus has been operating in a duopoly since Lockheed’s withdrawal from the market in 1986 andBoeing’s acquisition of McDonnell Douglas in 1997. As a result, the market for passenger aircraft of more than
100 seats is now effectively divided between Boeing and Airbus. According to manufacturers’ published figures, in2000 Boeing and Airbus, respectively, accounted for 61% and 39% of total deliveries, 54% and 46% of total orders,and 50% and 50% of the total year-end backlog.
The significant barriers to entry into the market for passenger aircraft of more than 100 seats make it unlikely thata newcomer will be able to compete effectively with either of the established suppliers for quite some time.
Products and Services

Technological Breakthroughs
Technological innovation has been at the core of Airbus’ strategy since its creation. Many of its innovations whichhave provided a distinct competitive advantage have subsequently become standard in the aircraft industry.
36

)A300 — The Airbus A300 was the world’s first twin-engine twin aisle commercial aircraft. This featuregave it a distinctive advantage in terms of fuel burn and maintenance costs over its three-engine and fourengine competitors for the short and medium range.

)

A310 — The Airbus A310, brought to the market in 1983, featured the first digitally imaged cockpit
displays, using cathode ray tubes as opposed to the traditional mechanical display. This made it possible
to provide the pilot with more capable flight and navigation displays and a unique centralized, easy accessaircraft monitoring. It was also the first twin aisle commercial aircraft certified for a two-member flightcrew, resulting in lower operational costs as compared to three-member crew operated aircraft which was
the industry standard at the time. The implementation of automated systems and the integration of
Digital Flight Guidance both helped to ensure a high level of safety.
New efficient aerodynamic concepts were also introduced, such as supercritical airfoil and the high aspectratio transonic wing, which brought a significant improvement in fuel burn. Carbon fiber reinforced
composite materials were introduced for major structures such as the vertical fin and rudder, withsignificant weight savings as compared to aluminum, resulting in increased payload capability. The
installation of a trim tank in the horizontal stabilizer increased operators’ savings significantly due to theefficient control of the center of gravity in order to enable optimized aircraft conditions in flight.

)

A320 — Airbus was the first to introduce digital fly-by-wire controls with the Airbus A320 in 1988,
introducing pilot commands through a side stick controller instead of the traditional control column.
Flight-control computers translate these commands into electrical signaling for the moving surface
actuators and, at the same time, can prevent the aircraft going beyond the prescribed safe flight envelope.
Compared to the traditional mechanical flight controls, this brought increased maneuverability, simplified
operations through digital link-up with the autopilot system and weight reduction. The fly-by-wireconcept is now featured on all Airbus single aisle aircraft as well as the A330/A340 series. Airbus’
U.S. competitors did not introduce fly-by-wire controls until later. Composite materials are also used
extensively in the A320, in particular for the horizontal tail plane.

)

A330/A340 — This twin aisle family features wing commonality for two and four-engine solutions of anotherwise similar airframe — a unique concept. The ultra-long-range A340500/600, introduces further
breakthroughs in the use of weight saving composite materials for a large primary structure (the 15m-longkeel beam and rear cabin pressure bulkhead).

)

A380 — The super-jumbo will bring further development of technologies already mastered and allow for
their broader application. Approximately 40% of the aircraft structure is to be manufactured using carbon
composites and advanced metallic hybrid materials, while innovative manufacturing techniques such as
laser beam welding will eliminate fasteners, reduce weight and provide enhanced fatigue tolerance. In
addition, lighter yet more capable electrical and hydraulic equipment and systems will improve
maintainability.

The Family Concept — Commonality across the Fleet
Airbus’ three families of aircraft follow a ‘‘minimum change’’ strategy, which consists of developing a central
aircraft concept from which it creates derivatives for different market segments. The ‘‘minimum change’’ conceptmeans that (with the exception of the A300/310) all Airbus aircraft share the same cockpit design and all have flyby-wire controls and virtually identical handling characteristics. Pilots can fly any aircraft within the A320 familyof aircraft with minimal additional training, and cross-crew qualification (CCQ) across families of aircraft provides
airlines with significant operational flexibility.
This minimum change strategy helps to reduce development costs and also permits aircraft operators to realize
significant cost savings in crew training, spare parts, maintenance and aircraft scheduling. In addition, there is ahigher probability that fleet expansion within the respective family can take place without a requirement for
additional investments in new simulators.
The extent of cockpit commonality within and across families of aircraft is a unique feature of Airbus which, inManagement’s opinion, contributes significantly to its success.
Short- and medium-range single aisle Aircraft: the A320 Family
Airbus’ family of single aisle aircraft, based on the Airbus A320 (which entered service in 1988 following adevelopment program launched in 1984), includes the A319 and A321 derivatives, as well as the A319-based
Airbus Corporate Jetliner, a business jet derivative, which Airbus Industrie commenced marketing in June 1997.
37

Each aircraft in the A320 family shares the same fuselage diameter of 3.96 meters, which is wider than any
competing single aisle aircraft. The wider fuselage diameter provides a roomy passenger cabin, a high comfort level
and a more capacious underfloor cargo volume than its competitors. The A320 family incorporates full digital flyby-wire controls and an ergonomic cockpit. All current production models feature a lightweight carbon fiber
composite horizontal stabilizer, based on the one first developed for the Airbus A310-300. The A320 family’scompetitors are the Boeing 737, 757 and 717 aircraft.
The A318. The A318 aircraft is a shortened version of the A319, designed to satisfy demand for aircraft in the
100 to 120 seat range. Following its launch in 1999, Airbus Industrie had received 161 firm orders for A318
aircraft as of December 31, 2000.
Single Aisle Technical Features
Model

A318 .............................................................................
A319 .............................................................................
A320 .............................................................................
A321 .............................................................................

Entry into
service

Passenger
capacity

Maximumrange (km)Length(meters)

Wingspan(meters)

2002(1)
1996
1988
1994

106
124-145150-180
185-220

5,200
6,500
5,500
5,500

31.4
33.8
37.6
44.5

34.1
34.1
34.1
34.1

(1) Planned date.
Source: Airbus Industrie

As of December 31, 2000, Airbus Industrie had received orders for 161 A318, 701 A319, 1,428 A320 and 378
A321 aircraft and had delivered 318 A319, 893 A320 and 172 A321 aircraft.
Short- and extended-range twin aisle Aircraft: the Airbus A300/A310 Family
The A300/A310 aircraft were the initial models of the Airbus product line and are designed for short-and-medium
range routes. The A300, which entered into service in 1974, was the world’s first twin aisle, twin-engine aircraft.
Its current version A300-600 is also available in freighter and convertible passenger-freighter configurations andthe A300-600 Freighter, in service with Federal Express since 1994, is capable of carrying more than 50 tons ofcargo. In early 2001, UPS ordered 60 A300-600 Freighter aircraft in addition to the 30 aircraft that it had orderedin 1998.
In 1988, Airbus introduced the extended-range A300-600R which incorporated the lightweight carbon fiber
composite stabilizer developed for the A310. The A310, which was developed as a minimum change aircraft basedon the A300, entered into service in 1983, incorporating a digital electronic cockpit for the first time in civil
aviation history.
A300/A310 Technical Features
Model(1)

A300............................................................................
A310............................................................................

Entry into
service

Passenger
capacity(2)Maximumrange (km)Length(meters)

Wingspan(meters)

1974
1983

266
220

7,700
9,600

54.1
46.7

44.8
43.9

(1) All versions of A300/310 including freighters.
(2) Two-class lay-out.
Source: Airbus Industrie

As of December 31, 2000, Airbus Industrie had received orders for 522 A300 and 260 A310 aircraft and haddelivered 497 A300 and 255 A310 aircraft.
Long- and super-long-range twin aisle Aircraft: the Airbus A330/A340 Family
Airbus developed the twin-engine A330 and long-range four-engine A340 as a joint program, using the same wing
design for both aircraft and retaining the wide fuselage cross section of the existing A300/A310 family. The
A330/A340 family, offering comprehensive long-range and super-long-range route coverage, is the worldwide
market leader in the 250-350 seat category in terms of total aircraft ordered.
In 1997, Airbus began development of the A340-500 and A340-600 derivatives. These new aircraft will feature astretched fuselage, extended range and increased maximum take-off weight. They will offer CCQ with existing38

A330/A340 models. The A340-500, expected to become available in late 2002, is intended to offer more single
point-to-point trans-Pacific routings than other aircraft. It is designed to allow non-stop flights such as New YorkTaipei or Toronto-Hong Kong. In March 2001, Airbus rolled out the first model of the A340-600 which is
expected to make its first flight at the end of April 2001. The competitors of this family are the Boeing 767, 777
and 747 aircraft.
A330/A340 Technical Features
Model

A330-200 ....................................................................
A330-300 ....................................................................
A340-200 ....................................................................
A340-300 ....................................................................
A340-500 ....................................................................
A340-600 ....................................................................

Entry into
service

Passenger
capacity(1)Maximumrange (km)Length(meters)

Wingspan(meters)

1998
1994
1993
1992
2002(2)
2002(2)

253
335
239
295
313
380

12,000
10,20014,80013,50015,75013,900

59.0
63.7
59.4
63.7
67.8
75.3

60.3
60.3
60.3
60.3
63.6
63.6

(1) Three-class lay-out.
(2) Planned date.
Source: Airbus Industrie

As of December 31, 2000, Airbus Industrie had received orders for 366 A330 and 309 A340 aircraft and haddelivered 174 A330 and 190 A340 aircraft.
The Extended-range Twin-Engine Operations or ‘‘ETOPS’’ regulations introduced in December 1988 havepermitted twin-engine aircraft to operate on a number of direct routes that were previously reserved for three- or
four-engine aircraft. ETOPS conditions require that twin-engine aircraft fly within a maximum range of
180 minutes from the nearest suitable alternate airport. An extension of the time limit to 207 minutes has been
granted to three U.S. carriers in relation to the Boeing 777-200 on certain routes. As it has four engines, the A340
(including the forthcoming 500 and 600 versions) is not restricted by ETOPS rules.

New Product Development: Airbus A380 and A400M
A380
Airbus estimates worldwide passenger traffic will grow at a sustained average annual rate of 4.9% during the
2000-2019 period, leading to two concurrent trends: rising fragmentation of a portion of the marketplace,characterized by the development of new markets, higher frequency on thinner routes and hub by-passing; andconsolidation of the rest of the market, resulting in the concentration of the hub-to-hub traffic and hubdominated traffic, typical of alliance networks. Following 5 years of intensive pre-development with airlines,
airports and regulatory authorities throughout the world, Airbus defined a very large aircraft, the A380, which
would best serve the needs of a consolidated hub-dominated market and confront Boeing in a sector where it hasenjoyed a monopoly since the development of the 747 in the late 1960s.
The A380 family is planned to be larger than any existing commercial passenger aircraft, with a wingspan of
79.8 meters and a large-diameter fuselage divided into three decks along the entire aircraft, consisting of two fullpassenger decks and a cargo deck. The aircraft’s overall dimensions fit within the expressed airport guidelines of
80 meter span and 80 meter overall length limitation, in order to suit planned runways and facilities with minimal
infrastructure changes. The A380 will be the first commercial aircraft featuring four aisles (two on each deck) and adouble staircase, designed to achieve an airport turnaround time of 90 minutes in normal conditions.
The basic version of the A380 will seat 555 passengers in three classes, with greater space per passenger andtherefore higher levels of comfort. It will offer higher efficiency for operations with a range of 14,200 km to
16,200 km (7,650 nm to 8,750 nm), superior economic performance, linking major hubs in Europe, North Americaand Asia, as well as within Asia. Airbus engineers also defined a freighter version, incorporating derivability in theoriginal design. The A380 will bear a high degree of operational commonality with the existing Airbus range, inorder to foster Cross Crew Qualification and reduce operating costs.
Airbus expects the demand for very large aircraft to be approximately 1,550 aircraft between 2000 and 2019,representing U.S.$343 billion or 26% of total commercial aircraft market value. Of these, 315 aircraft would be
dedicated to the cargo market. Airbus intends to capture 50% of this market. The Supervisory Board of Airbus
Industrie authorized the launch of the A380 in December 2000, having ensured that the aircraft would be39

technically feasible, economically viable and that sufficient market demand existed in terms of number ofcustomers’ commitments, standing of potential customers and geographic allocation. The A380’s entry into serviceis planned in the first quarter of 2006.
In 2000, Airbus received customers’ commitments for a total of 50 aircraft from Emirates, Air France, ILFC,
Singapore Airlines, Virgin Atlantic and Qantas. In early 2001, Federal Express and Qatar Airways joined thisgroup with customers’ commitments for ten and two aircraft, respectively. The A380 customers’ commitments are
subject to signing of final agreements.
The cost of developing this program, which Management estimates at U.S.$10.7 billion, covers both R&D
expenses and tooling for four versions of the A380 family. This estimate does not include certain infrastructureelements or general and administrative expenses.
Management presently intends to finance the program by:)

Maximizing contributions from risk-sharing partners, expected to represent in excess of U.S.$3 billion ofproject costs, subject to the outcome of negotiations; to date, some ten manufacturers have agreed inprinciple to participate in the development and production of the A380 as risk-sharing partners; and)Applying reimbursable launch investments from governments in compliance with the 1992 U.S.-Europe
bilateral agreement and all other applicable regulations, estimated by Management at about
U.S.$2.5 billion under current assumptions; France, Germany, Great Britain and Spain have alreadyagreed in principle to such investments.

As a result, EADS’ self-financed portion of the A380 program would represent approximately U.S.$4.2 billion andthat of BAE SYSTEMS approximately U.S.$1 billion.
When deciding to launch the program, Management set itself a 20% pre-tax internal rate of return target, together
with a project break-even point of approximately 250 aircraft and is satisfied that the terms and conditions
presently agreed with its initial customers corroborate the business case.
Assembly of the A380 will take place in Toulouse, while interior furnishing and customization will be performed
in Hamburg. The fuselage sections will be produced at the same sites in France and Germany as current Airbus
aircraft. The wings will be produced at facilities in the United Kingdom, while the horizontal stabilizer and otherparts will be produced in Spain.
A400M
The Military Transport Aircraft A400M is described under ‘‘Military Transport Aircraft — Airbus A400M
Project — Heavy Military Transport’’.

Asset Management (Airbus Industrie)
The Asset Management division was set up in 1994 to manage and re-market used aircraft acquired by Airbus
Industrie, originally as a result of customer bankruptcies, and subsequently in the context of certain buy-backcommitments. The division operates with a dedicated staff of about 30 people, and manages a fleet comprised ofAirbus aircraft across the range of models. The Asset Management division, through its activities, helps Airbus
Industrie respond more efficiently to the medium and long-term fleet requirements of its customers.
Its key roles comprise the commercial, financial and risk management of the Airbus Industrie portfolio, along withresidual value enhancement of all Airbus products. Most of the aircraft are available to customers for cash sale,
while some can only be offered on operating lease, depending on the financing attached to such aircraft. The
Airbus Industrie portfolio of used aircraft was reduced from 47 in early 2000 to 42 at the end of 2000. The AssetManagement division also provides a full range of support services, including assistance with entry into service,interior reconfiguration and maintenance checks.

Customer Service
Airbus Industrie is dedicated to assisting customers with the purchase of Airbus aircraft and the operation of their
Airbus fleets as efficiently as possible. A sales finance team assists customers to find optimized financing. With
respect to aircraft operation, Airbus Industrie has set up the Airbus Customer Services directorate, which heads a
network of training centers, spare parts stores and teams based with customer airlines. Through this single
interface, Airbus Industrie aims to satisfy all of its customers’ pre-delivery and post-delivery support
requirements, including (1) engineering and technical support, both pre-delivery and in-service, (2) training andflight operations support and (3) material support.
40

Engineering and technical support includes detailed pre-delivery briefings on maintenance facilities, tools andequipment, as well as a customized cost reduction program designed to reduce each customer’s maintenance costs
to a minimum through detailed studies of the customer’s activities.
The training and flight operations support service includes a permanent staff of over 200 instructors from aroundthe world to provide accessible and up-to-date training for Airbus flight crew. Airbus Industrie has two principal
training centers, one in Toulouse, France, and the other in Miami, Florida. The Airbus Industrie support center in
China also offers training services. As part of its training services, Airbus Industrie offers a pilot cross-crewqualification program enabling pilots to take advantage of the high degree of commonality between Airbus aircraft
families.
Airbus Industrie’s material support division stocks over 130,000 proprietary part numbers, serving a worldwide
distribution network in Hamburg, Germany, Washington, D.C., Singapore and China. The 24-hour aircraft-onground service usually dispatches in-stock items within four hours of receipt of an order. The division also offers acustomized ongoing spares package designed to enable operators to achieve the greatest efficiency in maintenancechecks, ageing aircraft support and emergency orders.
Customers
As of December 31, 2000, 2,499 Airbus aircraft had been delivered to 188 operators worldwide since the creationof Airbus Industrie, and 1,626 aircraft were on order. The table below shows Airbus Industrie’s most significant
firm orders for the year 2000.
Date of Order

CustomerJanuary/May/August/November 2000
February/March/December 2000
March/July 2000
March/May/June/November 2000
April/September 2000
April 2000
June 2000
June 2000
October 2000
October 2000
December 2000

United Airlines
Air France
Frontier Airlines
ILFC
GECAS
SAS
Trans World AirlinesSALE
CIT Group
Air Canada
Northwest Airlines

Firm
Orders(1)

44
11
12
135
68
22
20
11
50
14
30

(1) Options are not included in orders booked or year-end backlog.
Source: Airbus Industrie

Organization of Airbus and Creation of an Integrated Structure

Present structure, a legacy of the ‘‘early days‘
Airbus Industrie is currently organized under French law as a groupement d’intérêt économique (‘‘GIE’’, or
economic industry grouping), which is a form of consortium. Under this organization, Airbus activities can beseparated into two categories: the activities carried out by Airbus Industrie itself, being principally commercial andcoordination in nature, and the activities carried out by its members, being principally operational and industrial innature, performed under contractual arrangements with Airbus Industrie.
On June 23, 2000 the EADS founding partners, controlling together 80% of Airbus Industrie, and BAE SYSTEMS
controlling the remaining 20%, announced their decision to integrate Airbus and place their Airbus-related
activities and all their membership rights in the GIE under the common control of an integrated company. The
rationale was that the Airbus business, having outgrown the consortium ‘‘GIE’’ structure — which was well
adapted to pooling skills and resources in order to gain market position — needed a new corporate organizationthat would centralize management control over every aspect of the business. Under the formation agreement, theparties have agreed to place all Airbus-related design, engineering and manufacturing facilities within an integrated
group under Airbus S.A.S., a holding company, and under the day-to-day control of a single management team.

Formation of Airbus S.A.S.
The formation agreement provides for the creation of a holding company, Airbus S.A.S., to which the parties willtransfer at closing (if not before), with retroactive effect as of January 1, 2001, control of their Airbus-related
activities located in France, Germany, Spain and the United Kingdom, organized into French, German, Spanish and41

British operational companies, respectively. EADS will hold, directly and indirectly, 80% and BAE SYSTEMS
20%, of the shares of Airbus S.A.S., a société par actions simplifiée registered in France.
EADS, through its 80% interest in Airbus S.A.S., will have effective management control over its operations,while BAE SYSTEMS will enjoy specific minority rights. Certain strategic decisions, such as acquisitions anddivestitures valued at more than U.S.$500 million, approval of the three-year Business Plan (but not the annual
budgets or the launch of new programs) as well as certain actions which would dilute the ownership interest of
BAE SYSTEMS in Airbus S.A.S., will require unanimous agreement.
BAE SYSTEMS has been granted an option to sell its Airbus S.A.S. shares at open market value to EADS, either
for cash consideration or in exchange for EADS shares, at EADS’ discretion, except that BAE SYSTEMS may electto receive cash where the issue of EADS shares would require prior burdensome regulatory authorizations
impacting significantly the allocation of the EADS shares. This put option can only be exercised, during the initial
three-year period, in the event that BAE SYSTEMS disagrees with certain strategic decisions and thereafter is
exercisable without cause. EADS benefits from a call option at open market value on these shares in case of achange of control over BAE SYSTEMS in certain circumstances. Likewise, BAE SYSTEMS can require EADS topurchase its Airbus S.A.S. shares at open market value in the event of a change in control, in certain
circumstances, of BAE SYSTEMS or EADS.
Beginning with the 2003 financial year, BAE SYSTEMS will be entitled to receive enhanced dividends, subject todeliveries of A340-500/600 aircraft exceeding an agreed target rate. The enhanced dividends, which will beindexed to Airbus S.A.S.’s future growth, could represent a non-indexed value from zero up to a cap ofEuro 237.5 million (based on current economic conditions) over the following ten years.
Shareholder and strategic matters relating to Airbus S.A.S. will be decided by a Shareholder Committee, to which
EADS will appoint five members and BAE SYSTEMS two members. Mr. Rainer Hertrich, co-CEO of EADS, willbe the first chairman of the Shareholder Committee. Mr. Noël Forgeard, as first Chief Executive Officer of Airbus
S.A.S., will be responsible for the operational management of the Airbus business, together with the Executive
Committee, consisting of himself and up to nine other members, two of which will be members proposed by BAE
SYSTEMS, all of them agreed by the CEO of Airbus S.A.S. and appointed by the Shareholder Committee.
As a consequence of its majority interest in Airbus S.A.S. and of the control provided by the formation agreement
and the shareholders agreement related to Airbus S.A.S., EADS will consolidate 100% of the newly integrated
group in its financial statements starting January 1, 2001.

Implementation of the new structure
In anticipation of closing of the formation agreement, Airbus began to restructure its operations in mid-2000. In
addition to marketing, customer support, management and coordination of industrial and engineering activities,
Airbus management will therefore be directly responsible for all design, engineering, manufacturing andproduction functions.

Synergies
Management expects that the Airbus S.A.S. shareholders will benefit from efficiencies and savings achieved byeliminating duplication of resources and investments, cutting overhead costs, taking advantage of increased
purchasing power, concentrating research and development, and implementing a unified strategy in decision
making.
Management has set itself a target of recurring annual savings resulting from synergies of approximately
Euro 350 million from 2004 for Airbus S.A.S. These encompass Euro 250 million from the integration of EADS
founding partners’ assets and an additional Euro 100 million from the integration of the BAE SYSTEMS Airbus
related activities and the introduction of the Airbus S.A.S. unified management structure.
Management believes that Airbus S.A.S. will further enhance Airbus’ competitive position by benefiting
customers through a fully integrated customer service support organization, and by providing critical mass to fundnew programs internally.
Production

Workshare
Airbus aircraft are produced using an efficient and flexible system that has optimized the specialized skills
developed during the last 30 years. Each task in the building of the Airbus aircraft (from design, definition and42

production to product or operational support) is allocated to industrial sites according to their specialized expertise.
The nurturing and development of centers of excellence, although a legacy of the past, constitutes an original andcompetitive feature of Airbus manufacturing.

Engineering
Engineering activities are allocated to the industrial sites on the basis of their fields of expertise, so as to ensure
the quality and efficiency of work on the design and the integration of the overall aircraft, as well as of aircraft
systems and sections. Notwithstanding the agreed allocation, the search for engineering excellence is stimulated
through various arrangements, such as design reviews and research in new technologies. This has ensured anefficient safeguard against complacency. The engineering teams are supported by system tests and integrationlaboratories, structural test centers and the Airbus flight test center.

Manufacturing facilities
In support of workshare and engineering arrangements, there has been substantial investment in the various
manufacturing facilities located at sites around Europe (for example at Nantes, Meaulte, St. Nazaire and Toulouse
in France; Hamburg, Bremen, Nordenham, Varel, Laupheim, Stade and Dresden in Germany; Getafe, Illescas,
Puerto Real and Cadiz in Spain) with a view to creating highly specialized centers of excellence based on the corecompetencies of each site within its field of expertise.

Production Flow
Specialization at engineering and production levels has ensured a production flow in which the relevant parts aresupplied to the appropriate component and sub-assembly centers of excellence for the purpose of the systems
integration and interiors installation. Sub-assembly takes place at a variety of sites located in France, Germany,
Spain and the United Kingdom. Once sub-assembly is completed, parts are then transported to either Toulouse(A300/A310, A330/A340 and A320) or Hamburg (A319/A321) for final assembly.
The completed sub-assemblies are flown to these sites using a fleet of five Airbus A300-AST ’’Beluga’’ Super
Transporters designed specifically for the Airbus production network. In addition to being cheaper than road, railor sea alternatives, this method reduces transportation time and is designed to ensure that no major sub-assemblyis out of the production cycle for more than 48 hours.

Production ramp-up
In response to the success of the Airbus family in the market and to ensure continued ability to satisfy customer
demands, Airbus has initiated a ramp up of production rates over the next three years. The production increase
will allow Airbus to deliver an average 30 single aisle aircraft per month in 2003, up from an average of 21 in
2000, and eight long-range wide-body aircraft, up from an average of six in 2000. Under this scenario, total
deliveries in 2003 could reach the 450 aircraft mark. Continued demand and a backlog of firm orders and options
representing 90% of the projected production increase support this decision.
Airbus intends to emphasize flexibility while achieving this production rate increase, which is expected to cost lessthan Euro 150 million, to be recouped over two years.
By operating existing manufacturing facilities at full capacity, boosting reliance on outside suppliers aware of
Airbus’ specific requirements, and directing productivity improvements, Airbus expects its own capacity,
personnel and workload to increase progressively but less than proportionately to the increases in targeted
production.

43

4.1.3 Military Transport Aircraft
Introduction and Overview
The Military Transport Aircraft Division (the ‘‘MTA Division’’) manufactures and sells light and medium
military transport aircraft and is responsible for the A400M project regarding the development of a European
heavy military transport aircraft. In addition, the MTA Division produces and sells mission aircraft, which arederived from an existing platform and dedicated to a specialized military task such as maritime surveillance orantisubmarine warfare. The MTA Division is also involved in the aerostructures business, acting as supplier toaerospace manufacturers worldwide.
Pro forma consolidated revenues of the MTA Division accounted for over 1% of EADS’ total pro forma
consolidated revenues for 2000 and Management believes that the A400M project represents an opportunity forsignificant future revenue growth.
Strategy
The MTA Division’s strategic aim is to develop its core businesses to exploit its technical expertise and theopportunities arising from the merger of Aerospatiale Matra, Dasa and CASA to maximize profitability and gain
market share. To achieve this aim, the MTA Division has implemented a focused, two-prong strategy to:)Consolidate its leadership position and address the growing demand for modern and dependable
tactical military transport aircraft.
EADS is the global leader in the market segments for light and medium sized military transport aircraft.
Through the addition of the A400M heavy transport aircraft, EADS expects to offer a full range oftactical military transport aircraft and to capture a market with high replacement potential heretofore
dominated by Lockheed Martin.

)

Optimize the capabilities of EADS to become a major supplier of mission aircraft.
The MTA Division relies on its own specialized technologies as well as those of the Defence and Civil
Systems Division, on EADS’ wide range of platforms and on the conversion expertise of the Aeronautics
Division to produce aircraft satisfying customers’ mission-specific requirements.

Moreover, the MTA Division possesses outstanding expertise in the utilization of composite materials foraerostructure manufacturing and advanced automation processes. Aircraft built with composite materials, such ascarbon fiber, can carry greater payloads because the frame of the aircraft is lighter than with traditional materials.
The MTA Division intends to maintain its competitive advantage in its aerostructures activities.
MarketMilitary Transport Aircraft
Governments and multinational organizations constitute the MTA Division’s principal customers in the market fortactical military transport aircraft. This market consists of three segments: (1) light transport aircraft, with apayload of one to four tons, (2) medium transport aircraft with a payload of five to fourteen tons and (3) heavytransport aircraft with a payload of fifteen tons or more.
Light Military Transport. This is a mature market which has diminished in size as countries develop economicallyand are able to afford medium military transport aircraft. The CASA C-212 has been the historical leader in thismarket segment, with an average market share of 21% over the last five years. The C-212’s main competitors are
manufactured by PZL of Poland, LET of the Czech Republic and Raytheon of the U.S.
Medium Military Transport. Management believes this market will continue to experience moderate growth.
EADS models are prominent in this market segment, with the CN-235 and C-295 models having an average
market share of 45% over the last five years, followed by their competitors the IPTN NC-235 and the C-27J
produced by LMATTS, a joint venture of Alenia and Lockheed.
Heavy Military Transport. This market segment has historically been driven by U.S. policy and budget decisions
and hence has been dominated by U.S. manufacturers, in particular Lockheed Martin’s C-130 Hercules. While theU.S. is reducing its fleet size, Management believes that the European transport fleet needs replacement andgrowth, representing an opportunity for the new A400M aircraft.
EADS has chosen thus far not to compete in the separate market segment for super-heavy, strategic airlift aircraft.
44

Mission AircraftManagement estimates the potential demand for mission aircraft at approximately Euro 25 billion over the next
10 years. It is a high technology market in which added value plays an integral part and customers are increasingly
demanding comprehensive solutions tailored to their operational requirements. European governments haveidentified a need for independent access to information in a theater of operations. This development is expected toboost demand for European-produced mission aircraft in the near term. However, this market remains dominatedby U.S. companies.
Products

Tactical Transport Aircraft
C-212 — Light Military Transport. The C-212 was conceived as a simple and reliable unpressurized aircraft able
to operate from makeshift airstrips and carry out both civilian and military tasks. The first model in the series, theS-100, entered into service in 1974. With a payload of 2,950 kg, the new version of the C-212, the Series 400,
entered into service in 1997. It incorporates improvements such as new avionics and engines for enhanced
performance in hot climates and high altitudes, as well as improved short take-off and landing (STOL)
performance. The C-212’s rear cargo door provides direct access for vehicles, cargo and troops. Its configuration can
be changed quickly and easily, reducing turnaround times. The aircraft can perform airdrops and other aerialdelivery missions. As of December 31, 2000, 467 C-212s had been sold to 89 operators.
CN-235 — Medium Military Transport. The first model in the CN-235 family, the S-10, entered into service in
1987. The latest model in the CN-235 family, the Series 300, entered into service in 1998 and is a new-generation,
twin turboprop, pressurized aircraft. The CN-235-300 is capable of transporting a payload of up to 6,000 kg,
representing (1) 48 paratroopers, (2) 21 stretchers plus four medical attendants, (3) four of the most widely used
type of freight pallet or (4) oversized loads such as aircraft engines or helicopter blades. Paratroop operations can be
performed through the two lateral doors in the rear of the aircraft or over the rear ramp. Variants of theCN-235-300 are used for other missions, including maritime patrol, electronic warfare and photogrammetric(mapping) operations. As of December 31, 2000, 231 CN-235s had been sold to 32 operators.
C-295 — Medium Military Transport. Certified in 1999, the C-295 retains the basic configuration of the CN-235,
but benefits from a stretched cabin permitting the aircraft to carry a 50% heavier payload at greater speed oversimilar distances. The C-295 is equipped with integrated avionics incorporating digital cockpit displays and flight
management system (FMS), enabling tactical navigation, planning and the integration of signals from several
sensors. Both the CN-235 and C-295 have been designed as complements to or replacements for the aging C-130
Hercules. Management believes that the CN-235 and C-295 can accomplish most of the C-130’s missions at alower operating cost, permitting the C-130 to be used for heavier cargo transport only, thereby extending its
service life. As launch customer, the Spanish Air Force has contracted for the initial deliveries of the C-295, while
the Swiss Chief of Armament has announced the selection of the C-295, subject to formal execution of a contractthat Management expects by the end of 2001, which would make the Swiss Air Force the first export customer for
the C-295.
Airbus A400M Project — Heavy Military Transport. The A400M is designed to meet the Future Large Aircraft(‘‘FLA’’) requirements set out by seven European nations to replace their aging C-130 Hercules and C-160 Transall
fleets. In addition, the new aircraft is intended to respond to changing geopolitical requirements (including
increased humanitarian, peacekeeping and military missions).
The Airbus Military Company (‘‘AMC’’) submitted its proposed solution, designated the ‘‘A400M’’, for the FLA
in January 1999, featuring a large cargo hold, long-range capability, operational flexibility and low maintenancecosts.
Originally, AMC was established by Airbus, CASA, Dasa, Aerospatiale Matra, BAE SYSTEMS, Alenia of Italy,
TAI of Turkey and Flabel of Belgium. Shares in AMC were allocated to these shareholders to reflect the projected
requirements expressed by each of the seven countries represented. The three EADS founders and BAE SYSTEMS
transferred their interests in AMC to Airbus Industrie in April 2000, making Airbus Industrie the majority
shareholder in AMC.
In July 2000, the Ministers of Defence of the participating countries made a joint public declaration of theirintention to order 224 A400M aircraft with Belgium committing to seven aircraft, France to 50, Germany to 73,
Italy to 16, Spain to 27, Turkey to 26 and the UK to 25. Subsequently, Luxembourg committed to order one
aircraft and Portugal four, Portugal joining the program as an industrial partner. Based on the currently offeredprices for the basic version of the aircraft, the total amount of the above orders is approximately Euro 17.5 billion.
45

Management expects that the final contract for the A400M will be signed in the first half of 2001, leading to its
first flight in 2005.
EADS has tasked the MTA Division with the overall management of the A400M program, because of its
experience in the management of military transport aircraft programs and extensive client network while Airbus
will be responsible for the industrial realization and manufacture of the A400M. The A400M will integrate anumber of features from existing Airbus aircraft, including a two-person cockpit, fly-by-wire controls andadvanced avionics. Additionally, the A400M would benefit from Airbus’ maintenance procedures and worldwide
customer support network. On the basis of the current orders, EADS’ workshare in the A400M program isapproximately 65.5%.
Management believes that its successful FLA bid will provide EADS with a number of specific advantages,
including (1) a euro-denominated revenue stream enabling EADS to reduce its exposure to exchange rate risks,(2) a long-term military contract insulated from the cyclical nature of the civil aircraft market and (3) the
opportunity to develop expertise and technologies for new materials and processes.

Mission Aircraft
Mission aircraft are often derived from existing platforms and adapted to particular missions, in general for militarycustomers. Adaptations to the platform require thorough knowledge of the basic airframe, which generally only
the aircraft manufacturer possesses. The skills necessary for overall systems integration production of such aircraft
are extensive and the number of participants on the world market is largely limited to a few major U.S. companies.
Because of the significant cost associated with developing a mission aircraft and the limited size of any single
European market, these programs tend to be funded and developed in Europe on a multinational basis with a viewto selling proven technologies. EADS believes its strong position in Europe will allow it to exploit opportunities
on a worldwide basis.
Strategic Tanker Aircraft
In the medium term, EADS will seek to provide a competitive alternative to the near-monopoly currently enjoyed
by Boeing products in the market for strategic tanker aircraft and which will help to ensure Europe’s ability to
independently set up projects. Management believes that the market for strategic tanker aircraft amounts to morethan 70 aircraft over the next 15 years, with initial prospects in the UK, Germany and Italy. In January 2001,
EADS, Rolls Royce, Cobham, Brown and Root Services and Thales together formed the AirTanker consortium tobid for the UK Ministry of Defence’s Future Strategic Tanker Aircraft (FTSA) program. Structured as a Private
Finance Initiative, this program would replace ageing VC10 and Tristar tankers, currently operated by the RoyalAir Force, with a system based on the long-range family of Airbus aircraft.
Tactical Tanker AircraftManagement believes that various European air forces will also require tactical tanker aircraft, a need that EADS
can meet through an A400M tanker variant.
Customized and Converted Platforms
In this category EADS is able to offer logistics transport aircraft such as Airbus cargo variants, aircraft offering
protection to government executives such as the A340 VIP and upgrades of combat aircraft to meet new mission
requirements. The MTA Division won a contract in 2000 to customize two A310 aircraft into VIP versions for the
Spanish Air Force.
Airborne Ground Surveillance (AGS)
Within the framework of NATO, France, Germany, Italy and The Netherlands have expressed interest in thedevelopment of an AGS System. The MTA Division could provide candidate solutions based on the Airbus A321
platform, integrating systems provided by the Defence and Civil Systems Division.
Maritime Surveillance Aircraft
The MTA Division can provide different solutions for maritime surveillance aircraft based on a C-212, CN-235,
C-295, Atlantic or P-3 Orion platform, for which EADS has already developed a new-generation, open
architecture mission system called FITS (Fully Integrated Tactical System). In 2000, the MTA Division won anorder for the modernization of five P3-Orion aircraft for the Spanish Air Force.
46

Airborne Early Warning and Sky Surveillance (AEW)EADS is currently studying the commercial feasibility of developing an AEW aircraft with advanced active
module radar. This project would allow EADS to provide a new generation of high-performance AEWs which are
more cost-effective to operate than the current generation. EADS expects that such AEW systems could be offeredin the future on several different platforms.
Production
The C-212, CN-235 and the C-295 are manufactured in the factory located within the San Pablo Airport in Seville.
Management expects that the final assembly of the A400M will take place at the San Pablo Airport facility, whileother Airbus centers of excellence across Europe will procure sections and subsections in accordance with theircapabilities.

47

4.1.4 Aeronautics
Introduction and Overview
The Aeronautics Division conducts all aeronautics activities outside of the Airbus and Military Transport Aircraft
Divisions. For 2000, the Aeronautics Division earned pro forma consolidated revenues of Euro 4.7 billion
representing 19% of EADS’ total pro forma consolidated revenues.
Through Eurocopter, EADS is the world’s leading producer of helicopters for the civil market and the leader inthe European military helicopter market. Management expects Eurocopter sales in the European military market toincrease substantially due to demand for the Tiger attack helicopter and the NH90 military transport helicopter
developed for a number of European governments.
As one of the primary developers of the Eurofighter, EADS is well positioned to become one of the leading
manufacturers for this type of military combat aircraft.
In addition to Eurocopter and Eurofighter, the Aeronautics Division has significant businesses in the areas ofregional aircraft (ATR), light aircraft (EADS Socata) and aircraft conversion and technical services (EADS Sogerma
and EFW).
Strategy
The strategy of the Aeronautics Division includes the following goals:)

Derive organizational and market synergies from the combination of businesses within thedivision.
The conversion of Airbus passenger aircraft into freighters and the consolidation of aerostructure
activities represent two particularly promising areas of integration. In addition, Management intends toactively pursue unifying the objectives of heretofore competing businesses and streamlining their
management.

)

Further penetrate the market for military helicopters and maintain leadership in the market forcivil helicopters.
The Aeronautics Division will continue to expand into the military export market by marketing the Tiger
and NH90 helicopters. It will complete the renewal of its full product line of modern civil helicoptersand improve its civil helicopter operations, in particular through the exploitation of synergies with its
military helicopter activities. Because customer services are an important source of revenues and a key
buyer value, the Aeronautics Division will continue to strengthen its worldwide network of marketing,
distribution and customer support systems, which cover the more than 8,700 Eurocopter aircraft inoperation.

)

Develop and capitalize on demand for Eurofighters in the export market.
EADS intends to leverage its 46% interest in the consortium that has developed the Eurofighter multirole combat aircraft. The strategy of the Aeronautics Division is (1) in the near term, to achieve a highlevel of efficiency and quality in the production of Eurofighters, with deliveries commencing in 2001 and(2) in the medium term, to capture at least 50% of the potential export market for this type of aircraft,which has an estimated size of more than Euro 50 billion over the next 30 years.

)

Establish the European Military Aircraft Company (EMAC) with Finmeccanica.
The Aeronautics Division has pursued its negotiations with Finmeccanica to create EMAC, combining
most of EADS’ military aircraft activities with the military aircraft activities of the Alenia subsidiary ofFinmeccanica, including Eurofighter and the military trainer aircraft activities of the Aermacchi company
in which Finmeccanica owns a 25.45% interest. With German, French, Spanish and Italian participation,
the scale and scope of the joint venture will make it a compelling proponent of, and partner in projects todevelop a next generation fighter or advanced trainer aircraft.
The formation of EMAC is expected to be completed during the course of 2001. As currently
contemplated, EMAC would initially involve 50% shareholdings by each of EADS and Finmeccanica,
which will contribute assets and activities to the joint venture company. Finmeccanica would contributeall of its subsidiary Alenia Aeronautica’s military and civil aircraft activities, including (1) fighter aircraft,(2) heavy unmanned aerial vehicles (UAVs), (3) military transport aircraft, (4) mission aircraft, (5) military
aircraft maintenance and conversion, and (6) aerostructures. The combination of these Alenia activities48

with the combat and training aircraft activities as well as mission aircraft and certain aerostructures
activities of EADS should allow for operational efficiencies. Chief among these would be that EMAC
would become the majority shareholder (67%) of the Eurofighter program.
Corporate governance responsibilities for EMAC are expected to be divided evenly between EADS and
Finmeccanica. Based on pro forma information for the year 2000, EMAC had combined revenues ofapproximately Euro 2.5 billion and had approximately 17,000 employees.
In addition, Finmeccanica would be given the opportunity to acquire a shareholding of up to 5% in Airbus
S.A.S.. This shareholding would give Finmeccanica a workshare in the Airbus production process inproportion to its participation. Finmeccanica would also be given the opportunity to participate as a 10%
risk partner in the development and production of the Airbus A380.
)

Provide Airbus customers with a comprehensive conversion and maintenance service for theentire Airbus aircraft range.
Exploiting EADS’ exceptional knowledge of Airbus aircraft and relationships with Airbus customers, theAeronautics Division continues to expand its Airbus conversion and maintenance business.

EUROCOPTER
Overview
Eurocopter was created in 1992 by the merger of the helicopter divisions of Aerospatiale and Dasa. Both alreadyhad a long history in the field of design, development and production of helicopters and were already cooperatingin the framework of the European programs for the Tiger and NH90 military helicopters. Eurocopter is the world’s
largest manufacturer of helicopters in terms of total aircraft deliveries. In 2000, Eurocopter captured about half of
the worldwide market share for civil helicopters.
MarketIn 2000, the market for new helicopters amounted to approximately Euro 9.7 billion. Military helicopters areusually larger and their systems are generally more sophisticated than commercial helicopters. Market data
indicates that in 2000, volume stood at 498 civil aircraft and 522 military aircraft. According to a study carried out
by the Teal Group in July 2000, 4,712 civil and 4,494 military helicopters are expected to be built around theworld over the period 2000 to 2009.
Military demand for new helicopters is principally driven by budgetary considerations, the need to replace ageing
fleets and strategic considerations. Management believes that the advanced age of current fleets, the emergence of a
new generation of helicopters equipped with integrated technology systems and the ongoing introduction of
combat helicopters into many national armed forces will contribute to increased military helicopter procurement
over the next several years. Demand from the military segment has historically been subject to large year-to-year
variations, due to evolving strategic considerations.
The helicopters sold in the civil sector provide transport for corporate executives, offshore oil drillers, diverse
commercial applications and state agencies, including police, medical and fire-fighting services. Management
believes that global civil deliveries will remain relatively stable in the next five years.
The military segment is highly competitive and is characterized by competitive restrictions on foreign
manufacturers’ access to the domestic defense bidding process, sometimes to the virtual exclusion of imports. As aresult, Eurocopter’s share of the global market for military helicopters has in the past been relatively small
whereas the introduction of the Tiger and NH90 is likely to increase this share in the future.
In the military segment, Eurocopter’s principal competitors are the five major helicopter manufacturers operatingworldwide, including two in Europe (Agusta, a subsidiary of Finmeccanica, and Westland) and three in the UnitedStates (Bell Helicopter, Boeing and Sikorsky). Additionally, there are a number of domestic manufacturers thatcompete in their respective national markets.
Eurocopter’s principal civil competitor globally is Bell Helicopter, a division of Textron Inc. of the United States.
The civil helicopter segment is relatively concentrated, with Eurocopter and Bell Helicopter together accounting
for approximately 89% (49% for Eurocopter and 40% for Bell Helicopter) of total civil helicopter sales worldwide in
2000.
49

Products and Services

Existing ProductsManagement believes that Eurocopter currently offers the most complete and modern helicopter product range,
covering more than 85% of the overall civil and military market spectrum. The Eurocopter product range comprises(1) light, single-engine helicopters such as the EC120 Colibri and the Ecureuil and light twin-engine helicopters,such as the EC135 and EC145, (2) medium helicopters, such as the Dauphin, and (3) medium-heavy helicopters,such as the Super Puma. Eurocopter’s product line is based on a series of new-generation platforms that aredesigned to be adaptable to both military and civil applications.

Products in Development
Eurocopter has been credited with a number of technological ‘‘firsts’’: the first turbine helicopter in 1955, theintroduction of composite materials starting in 1968, the invention of the shrouded tail rotor (‘‘fenestron’’) thatsame year and the introduction of fly-by-wire systems in 1997. Eurocopter is researching other advanced
technologies, including tilt rotor technology that the European Commission research and technology directorate
regards as a critical technology.
Development activities represent 18% of Eurocopter’s total revenues for 2000. These sales were derived principallyfrom the externally funded development of the Tiger and NH90 programs.

Military Segment
Current product development projects include (1) the NH90, a military transport helicopter with different
versions for tactical, naval and combat-search and rescue applications, (2) the Tiger attack helicopter and (3) theEC635, the military version of the light, twin-engine EC135.
The NH90. The NH90 was developed as a multi-role helicopter for both army and navy applications. The project,principally financed by the governments of France, Germany, Italy and the Netherlands, was jointly developed by
Eurocopter, Agusta of Italy and Fokker Services of the Netherlands as joint partners in Nato Helicopter Industries(NHI) in direct proportion to their countries’ expressed procurement commitments. Confirmed requirements for
the NH90 are for 595 helicopters. In June 2000, a contract for industrial implementation and production of a first
lot of 243 helicopters plus 55 optional helicopters was signed between NAHEMA (NATO Helicopter Management
Agency), the program company created by the four partner countries, and NHI. Production of this first lot started
in 2000, with first deliveries expected in 2004. Management believes that the NH90 platform has significant
export potential as a military platform that may also have civil applications in the future.
The Tiger. In 1987, the French and German governments launched the Tiger combat attack helicopter program.
Development is nearing completion, with two variants based on the same airframe, an antitank variant and a
support and protection variant. Initially, the antitank variants are to be built for both the French and German
armies, while only the French army has expressed requirements for the support and protection variant. In June
1999, Eurocopter received initial orders for 160 aircraft, 80 from Germany and 80 from France, while totalrequirements of 215 aircraft for France and 212 for Germany were confirmed. Deliveries pursuant to the initialorder are scheduled to commence in 2003.
The EC635. Following the receipt of an order for the military version of the light twin-engine EC135,
development work recently commenced on a platform designated as the EC635.

Civil Segment
In recent years Eurocopter has invested in the renewal of its civil product line, enhancing its competitive positionin the civil segment so that its share of the world market currently stands at around 50%. Eurocopter has
successfully introduced such newly developed products as the light, single-engine EC120 and the light, twinengine EC135, and such major product upgrades such as the EC155, the latest evolution of the medium class
Dauphin, into the international markets. Development work is currently being carried out on the EC145 lighthelicopter, a derivative of the BK117. In 2000, Eurocopter received certification from the European Joint Aviation
Authority (JAA) and the U.S. Federal Aviation Authority (FAA) for the EC 130, a derivative of the Ecureuil.
Deliveries of the EC 130 started in 2001.
50

Customer Support
A helicopter’s service life ranges from 25 to 30 years depending on the model and usage patterns. Military andcivil purchasers typically expect to receive customer support in the form of pilot and support personnel training,
replacement parts, maintenance, repair and other after-sales services for their fleets.
Demand for customer support depends chiefly on the size and age of helicopter fleets, as well as the capacity of
individual operators to handle routine maintenance and repair work internally. Smaller civil operators generally
subcontract a larger portion of their maintenance work. Military customers generally strive for self-sufficiency inmaintenance, but continue to rely on the original manufacturer for extensive parts inventories and helicopter
upgrades.
As of December 31, 2000, Eurocopter products constituted the world’s second largest manufacturer fleet, withmore than 8,700 helicopters in service worldwide. As a result of the large Eurocopter product fleet in operation,customer support activities represented 36% of Eurocopter’s revenues for 2000. Eurocopter’s customer support
activities consist principally of training, maintenance, repairs and spare part supply for the in-service Eurocopter
fleet, as well as some upgrading and modernization services for the German fleet of non-Eurocopter products. In
order to provide efficient worldwide service to fleet operators of all sizes, Eurocopter has established aninternational service network of subsidiaries, authorized distributors and service centers. To extend the range ofservices offered to customers, Eurocopter and Thales have together established HELISIM, a helicopter training
center, which is to open in 2001.
Customers and Marketing
Eurocopter’s principal military clients have been the governments of European countries, followed by clients in
Asia and the Middle East. Eurocopter’s penetration of the civil and para-public market is globally well distributed:
in 2000, Eurocopter’s market share in this segment stood at approximately 75% in Europe, 44% in Asia and 42% in
the U.S. and Canada. Eurocopter’s penetration of the civil and para-public market in the U.S. and Canada places it
first among manufacturers, including Bell Helicopter.
Eurocopter’s global strategy is reflected in its development of a large international network, currently comprising
13 foreign subsidiaries. This is complemented by a worldwide network of authorized distributors and service
centers designed to service the largest number of potential clients.
In addition, Eurocopter has developed expertise in production licensing, joint production and subcontracting
agreements and has been developing links with industrial partners and suppliers in more than 35 different
countries.
Eurocopter helicopters are currently operated by approximately 1,970 operators in 133 countries, forming a broad
established client base for Eurocopter’s customer support activities. A measure of the wide distribution ofEurocopter products is that most Eurocopter’s customers operate fleets of between one and five helicopters.
The versatility and reliability of Eurocopter products have made them the preferred choice in terms of specificrequirements by operator or mission. The U.S. Coast Guard operates 95 Dolphin (Dauphin) helicopters and theworld’s largest offshore operators (Norwegian Helicopter Services and PHI) use Eurocopter helicopters forpassenger transport and offshore oil industry support. In the Emergency Medical Service market segment,
Eurocopter helicopters dominate the fleets of large operators such as Rocky Mountain Helicopter in the U.S. and
ADAC in Germany. Many government agencies around the world with high serviceability requirements, including
police and armed forces, rely on Eurocopter products.
Production
Eurocopter’s manufacturing development activities are carried out primarily in four locations, two in France andtwo in Germany. The French sites are located at Marignane, in southern France, and La Courneuve, near Paris. The
German sites are located at Donauwörth and Ottobrunn, near Munich.
MILITARY AIRCRAFT — EUROFIGHTER
Overview
The Eurofighter 2000 (known as ‘‘Eurofighter’’ and also as ‘‘Typhoon’’ for export outside Europe) is a highperformance multi-role combat aircraft optimized for air superiority in complex air combat scenarios, with beyond
visual range missile capability and close-in combat agility. It is fully compatible with state-of-the-art NATOweapon systems. Launched in October 1988, this program entered the production phase in January 1998 pursuant
51

to an ‘‘umbrella contract’’ which provides for the procurement of 620 aircraft by Germany, Italy, Spain and theUnited Kingdom.
New technologies developed in the course of the Eurofighter program are being migrated to civil applications,airframes and avionics. The robustness of combat aircraft components transfers well into the civil domain, leading
to enhanced reliability through advanced construction techniques and design.
MarketGlobal production of fighters is spread among the two major U.S. suppliers, the smaller European competitors, andRussian producers.
Following the wave of industry consolidation in the United States, the two remaining prime contractors of fighter
platforms are Boeing (incorporating McDonnell Douglas), maker of the F/A-18 and F-15, and Lockheed Martin,
producer of the F-16 series. The new F-22 will be manufactured by the two companies jointly, with Lockheed
Martin as prime contractor. In this sector, Northrop Grumman remains active only as the principal subcontractor(approximately 40%) on the F/A-18E/F.
In Europe, fighter production is spread among three manufacturers: (1) Dassault Aviation, maker of the Rafale andMirage 2000; (2) Saab — with partner BAE SYSTEMS — producing the Gripen; and (3) the four-nation
Eurofighter consortium, composed of EADS, BAE SYSTEMS and Alenia.
In Russia, the two suppliers of fighter aircraft are (1) Sukhoi, producing the Su-27 and numerous derivatives
numbered up to Su-35, on the one hand, and (2) VPK MAPO, formerly the Mikoyan Design Bureau, which
manufactures the MiG-29 and its derivatives such as the MiG-29SMT.
The combat aircraft platforms presently in contention for fighter procurement by the majority of the world’s
Ministries of Defense are as follows:
Manufacturer

Aircraft Type

Boeing (McDonnel Douglas) ...................................................................
Lockheed Martin ......................................................................................
Boeing (McDonnel Douglas) ...................................................................
Dassault Aviation .....................................................................................
VPK/MAPO ..............................................................................................
Sukhoi .......................................................................................................
Saab ............................................................................................................
Boeing ........................................................................................................
Dassault Aviation .....................................................................................
Mitsubishi/Lockheed Martin ...................................................................
Boeing/Lockheed Martin ..........................................................................
Eurofighter consortium ............................................................................

F-15 (Eagle)
F-16
F/A-18 (Hornet)
Mirage 2000
MiG-29Su-27 Series
GripenF/A-18 (Super Hornet)
RafaleF-2
F-22 (Raptor)
Eurofighter (Typhoon)

Date ofFirst Delivery

1973
1976
1980
1983
1983
1986
1993
1998
1999
2000
2001(1)
2001(1)(1) Planned delivery date

In addition to the above, two consortia, one led by Lockheed Martin and the other by Boeing, are bidding todevelop the Joint Strike Fighter (‘‘JSF’’) for the U.S. Department of Defence. Ultimately, the JSF may be
developed jointly, rather than on a ‘‘winner takes all’’ approach.
According to the Teal Group, ‘‘fly away’’ prices for fighters, depending on model and specification, range from
U.S.$30 to 100 million, of which the major constituent parts of a fighter platform — the airframe, the engine andthe aircraft systems and equipment — each typically representing approximately one-third of the total per unit
cost.
Program Structure
Eurofighter Jagdflugzeug GmbH (‘‘Eurofighter GmbH’’) is the program management company for the Eurofighter
program. The company’s shares are currently held by EADS (46%), BAE SYSTEMS (33%) and Alenia (21%).
The respective production workshares of the participating partners within the Eurofighter consortium stand at 43%
for EADS, 37.5% for BAE SYSTEMS and 19.5% for Alenia, reflecting the relative number of aircraft ordered.
EADS is responsible for the center fuselage, the flight control systems, the manufacture of the right wing andleading edge slats, as well as final assembly for the 180 aircraft destined for the German military and the 87 aircraft52

ordered by the Spanish armed forces. Eurofighter is a single source program, without redundancies in design or
production responsibilities (with the exception of final assembly where the economic factor is marginal), leading toan efficient program cost structure.
The formation of EMAC between EADS and Alenia, which is expected in 2001, will further consolidate thecontrol of the Eurofighter program, with EMAC holding 62.5% of the Eurofighter workshare.
Customers and Markets
The Eurofighter consortium is seeking to target and capture up to 50% of the total export market estimated at 800
aircraft over the next 30 years and worth in excess of Euro 50 billion. A contract with Greece was initialled in
February 2001 for the purchase of 60 aircraft with an option on a further 30 and is now expected to be signed in
2004, following the postponement by the Greek government of various defense procurements.
Ministry of Defense fighter procurement considerations are governed by requirements (need for air defense and/or
strike capability) as well as by political and spending constraints, especially in the post-Cold War era.
Specific factors that may shape the answer to the question ‘‘how many and which platform?’’ include (1) primaryenvisaged role (and a preference for multi-role fighters), (2) nature and frequency of expected missions, (3) interoperability considerations vis-à-vis the national fleet and those of allies, (4) security of supply considerations forparts and (5) maintenance costs — which tend to be lower for newly-developed as opposed to mature platforms.
Once a given fleet order has been fulfilled, pilot training, parts and maintenance and interoperability
considerations speak in favor of further orders of the same platform (possibly in upgraded versions) in the future.
Production
Eurofighter’s development phase is coming to an end: in September 1998, the fixed price contract for the firsttranche of 148 aircraft for delivery between the second half of 2001 and 2005 was signed, including 44 destinedfor Germany and 20 for Spain. Production is expected to continue until 2015, with volumes of 52 aircraft per year
from 2004 onwards.
In January 1998, the NATO Eurofighter and Tornado Management Agency (‘‘NETMA’’) signed the umbrella
Eurofighter contract for 620 aircraft: United Kingdom, 232 (with 65 options); Germany, 180; Italy, 121 (with nine
options) and Spain, 87 (with 16 options). The umbrella contract, while fixing a maximum price for the overall
program, also stipulates that production agreements are to be awarded in three tranches, each with progressively
lower fixed prices than the one preceding it. NETMA is an official NATO agency that contracts directly with
Eurofighter GmbH.
The Eurofighter is designed to enhance fleet efficiency through a single platform tasked with supersonic beyond
visual range combat, subsonic close combat, air interdiction, close air support, air defense suppression andmaritime attack roles. The tactical requirements of the aircraft include all-weather capability, short take-off andlanding capability, high survival capability and operational rates, as well as independence from external groundequipment (autonomy). The Eurofighter was conceived to be suitable for long-term improvement as avionics andweapons systems evolve, providing for an extended service life potential.
Technology Development
EADS and Boeing are currently under contract from, respectively, the German and U.S. governments for a newresearch program, named VECTOR, the aim of which will be to design innovative flight control systems withintegrated thrust vectoring for improved performance and new configuration options, using jet deviation without
vertical control services. Among the other goals of the VECTOR program is to demonstrate flights with a reduced
tail unit and extremely short take-offs and landings. The knowledge gained from this program, which is slated tolast until 2002, may be applied to existing vehicles and new configurations such as the Eurofighter and Mako. The
first test flight using an X31 platform took place in February 2001.
MILITARY AIRCRAFT — TRAINING AND LIGHT COMBAT AIRCRAFT
Overview
Management believes the aggregate potential market for training and light combat aircraft to be as high as 2,500
aircraft between 2005 and 2025. The competition in the training and light combat aircraft sector is fierce, withofferings from BAE SYSTEMS (Hawk), Alenia/Aermacchi/Embraer (AMX/ATA), AeroVodochody/Boeing (L-159
ALCA), KAI/Lockheed Martin (T-50) and others.
53

Products

Mako Program (LCA/AT)
Developed from preliminary studies that commenced in 1994, the Mako is being designed as a light combat/highperformance trainer incorporating specific technologies developed within the framework of the Eurofighter
program. Management believes that many of the current offerings of other manufacturers in this product sector are
nearing the end of their operational lives, with few, if any, economically viable upgrades available. Accordingly,
the Mako has been positioned to fill the product gap with a technologically advanced airframe with excellent
growth potential at a relatively affordable price structure.
Initially, the aircraft will be available in two variants derived from the same basic design, airframe and propulsion
system: a tandem cockpit trainer with a derated engine and limited avionics /weapons systems, and a single seatlight combat fighter with advanced radar, ECM suite, and full digital avionics and advanced weapons systems. The
stealthy design features composite materials construction and a radar cross section well under one square meter.
EADS is currently in discussions regarding the Mako with several countries, of which the discussions with theUnited Arab Emirates are the most advanced.

EADS CASA C-101 Aviojet
The C-101 was designed as a training and ground attack jet aircraft. It features seating for two pilots, with the rearseat raised, providing excellent visibility from both positions. The aircraft is characterized by its low fuelconsumption, reduced maintenance, excellent maneuverability and low noise and infrared emissions.
The C-101 has an integrated navigation and attack system built around a heads-up display and is equipped with air
data and mission computers, together with an inertial platform and display and control unit which are integrated.
Six hard points under the wing and a central station in the fuselage allow military loads of up to 4,000 lbs.,
providing the C-101 with a high tactical capability. 151 C-101s have been sold to the air forces of Chile,
Honduras, Jordan and Spain.
MILITARY AIRCRAFT — SPECIAL MISSION AIRCRAFT
Maritime Patrol Aircraft — MPA 2000
The MPA — Replacement program is designed to replace the Bréguet Atlantics of the German and Italian navies.
This program has been postponed several times, which has meant retrofitting the existing Atlantic 1. Nevertheless,the age of these aircraft — over thirty years old — makes their replacement ever more urgent.
Germany has negotiated with Italy to set up a common program that could cover 24 aircraft (14 for Italy, 10 for
Germany). The entire program, currently in the definition phase, has been valued at almost Euro 3.5 billion.
Development is projected to begin in 2002, with delivery in Germany from 2007 and in Italy from 2008.
The creation of EADS could lead to the extension of the program to France, as the French Navy also wishes tomodernize its Atlantique 2 planes, change their systems and replace their engines, depending on the decision of
the respective Ministries of Defense.
REGIONAL AIRCRAFT — ATR
Overview
EADS is an equal partner in the ATR consortium with Alenia Aerospazio (‘‘Alenia’’), a division of Finmeccanica
of Italy. ATR is a world leader in the market for regional turboprop aircraft of 40 to 70 seats.
Market
The market for commercial regional aircraft is determined by the requirements of regional airlines for aircraft tooperate on routes of an average of 500 kilometers (225 nm) and/or an average travel time of approximately one
hour. According to a study carried out by OAG (Official Airline Guide), the number of available seat kilometers in
the regional market grew by an average of approximately 8% per year in North America and 10% in Europe
between 1990 and 2000. Over the last few years, there has been an increasing demand for regional jet aircraft ofless than 70 seats, at the expense of turboprop aircraft, particularly as regional airlines extend their coverage tolonger routes. These airlines had historically relied on turboprop aircraft, which are less expensive to purchase andoperate than jet aircraft on such routes and offer greater flexibility in terms of climate and runway conditions.
However demand for turboprop aircraft has now stabilized.
54

The regional aircraft industry has experienced concentration in recent years. During the 1990s, a number ofmanufacturers merged, closed or ceased production of regional aircraft, leading to the withdrawal from the market
of BAE Jetstream, Beechcraft, Fokker, Saab and Shorts. As of December 31, 2000, the worldwide market for
turboprop aircraft of 40-70 seats in production was dominated by two manufacturers: ATR with 68% of the
cumulative sales and Bombardier of Canada with 27%. The worldwide market for regional jets is divided
principally between Bombardier, Embraer of Brazil and Fairchild Dornier. The market for jets is currently
characterized by vigorous price competition and intergovernmental conflict over state aids for financing of aircraft
sales. EADS is currently negotiating a product support arrangement with Embraer, in which it has a minority
shareholding.
Products and Services
Commencing with the ATR 42, which entered service in 1985, ATR has developed a family of high-wing, twinturboprop aircraft in the 40-70 passenger market that are designed for optimal efficiency, operational flexibility
and comfort. In 1996, in order to respond to operators’ increasing demands for comfort and performance, ATR
launched a new generation of aircraft designated the ATR 72-500 and ATR 42-500. In November 2000, ATR
aircraft were ranked first in the turboprop market for the second year in a row in an operators’ and investors’ poll
conducted by the Air Finance Journal. The same poll ranked ATR aircraft second in the overall regional aircraft
market, ahead of jets. Like Airbus, the ATR range is based on the family concept which provides for savings intraining, maintenance operations, spare parts supply and cross-crew qualification.

ATR 42-500
The ATR 42-500 forms the cornerstone of ATR’s family of aircraft. With the widest cabin in its class, the ATR
42-500 provides increased passenger space, improved comfort and enhanced noise control for up to 50 passengers.
With cumulative orders for 365 ATR 42 series aircraft, the series was the best selling aircraft in its market segment(50-seat turboprops) in terms of total orders as of December 31, 2000.

ATR 72-500
The ATR 72 was developed by extending the ATR 42 fuselage to respond to operators’ growing need for a larger
capacity regional aircraft. The ATR 72-500 has a passenger capacity of up to 74 seats, with the same fuselage crosssection, cockpit and basic aircraft systems as the ATR 42 series. As of December 31, 2000, cumulative orders for
ATR 72 series aircraft stood at 272.

Derivative Aircraft
The ATR family of aircraft includes a number of specialized cargo versions. A convertible passenger/freighter
version exists in both the ATR 42 and ATR 72 sizes, with a cargo door at the front of the aircraft. In 2000, ATR
launched modular conversion solutions addressing the needs of dedicated cargo operators for the transportation of
bulk freight and standard loading units. These conversions will be performed by Aeronavali, a subsidiary of
Alenia. The first converted aircraft is expected to enter into service in early 2002.

Customer Service
ATR has established a worldwide customer support organization committed to supporting the aircraft over its
service life. Service centers and spare parts stocks are located at Toulouse, in the vicinity of Washington D.C. andin Singapore. The ATR ‘‘Aircraft on Ground’’ system works 24 hours a day to meet customer needs, and a spareparts management system links the three parts centers to ensure optimal global parts distribution. To reduceinventory costs, ATR has entered into product support agreements with each vendor to optimize availability ofspare parts not stocked in the ATR ‘‘Aircraft on Ground’’ system.
ATR Asset Management
In line with industry practice, a significant portion of orders received by ATR is conditional on its assistance infinancing the purchase either through leasing or loan guarantee arrangements. In 1998, to manage the resulting
risk and used-plane residual values and respond to the growing market for second-hand aircraft, ATR created the
ATR Asset Management Division. By assisting in the placement and financing of used and end-of-lease aircraft,
ATR Asset Management has helped broaden ATR’s customer base, notably in emerging markets, by providing
quality reconditioned aircraft at attractive prices and has helped maintain residual values of used aircraft. In thepast, clients for such used aircraft have subsequently purchased new aircraft as they have gained experience in the55

operation of ATR turboprops. Returned aircraft generally remain out of service for approximately five months
awaiting reconditioning and resale or leasing, subject to market conditions.
Production

Facilities
EADS ATR acts as architect-integrator of ATR aircraft and is responsible for the certification and airworthinessfollow-up of ATR aircraft. The ATR consortium relies on the specialized skills of Alenia’s manufacturing facilities
near Naples, Italy and EADS ATR’s facilities at Saint-Nazaire and Saint-Martin near the Toulouse airport. EADSATR carries out final assembly, flight-testing, certification and deliveries at the Toulouse site. EADS ATR
outsources certain areas of responsibility to the Airbus Division, including wing design and manufacture, flighttesting and information technology.

Production System
EADS ATR’s production system, which uses a two-stage final assembly line, is designed to maximize the ATR
consortium’s ability to react swiftly and effectively to market changes. In the first stage, EADS ATR producessemi-finished aircraft in standard configurations on a continuous basis, enabling it to adjust the first-stage output
within certain parameters. When a firm order is placed, the semi-finished aircraft is transferred to a second
production stage for final customization in accordance with the customer’s requirements. This flexible systemenables EADS ATR to reduce its working capital needs through ‘‘just in time’’ supplier arrangements.
GENERAL AVIATIONEADS Socata
EADS Socata manufactures a range of light aircraft for the private civil aircraft market and also engages inaerostructures subcontracting, producing materials and subassemblies for EADS’ other aircraft operations,
including Airbus. In the general aviation field, EADS Socata has developed over the past 20 years a range of piston
engine aircraft, the TB family, and the monoturboprop pressurized TBM 700. These new-generation aircraftcompete with products based on models that date back to the 1950s. Many aircraft in the general aviation market
are nearing the end of their service life. As a result of strong market acceptance, particularly in the U.S., EADS
Socata is raising its TB and TBM 700 families production rates in 2001. Consequently, Management believes that
EADS Socata will continue to benefit from an increase in sales in the near term.
Since launching its aerostructures activity in the early 1960s, EADS Socata has positioned itself as a first-line
subcontractor for complete assemblies. These activities consist of (1) specialized subcontracting, including design,
production, installation and integration, and (2) production subcontracting, which excludes design. EADS Socata is
experienced in the use of composite materials for aircraft structural elements, in particular for the Airbus
A330/A340, as well as metal-composite combination technology and forming of large-dimension metal panels. In
addition, EADS Socata carries out design work for a number of European aviation programs, including Airbus,
Eurocopter, Mirage and Falcon aircraft.
AIRCRAFT CONVERSION AND TECHNICAL SERVICESEADS is a major provider of aircraft conversion and technical services for airlines and air forces.
In the fields of aircraft conversion and technical services, EADS combines the operations of (1) EADS Sogerma,(2) Elbe Flugzeugwerke GmbH (EFW), and (3) military and commercial maintenance activities inherited from Dasa
and CASA. Management believes that the concentration of expertise in a stable pool of highly-skilled workers
enables EADS’ aircraft conversion and technical services group to perform services on a wide range of aircraft,including all of the aircraft produced by EADS. In addition, the exchange of skilled workers in response to cyclicalvariations in the market could increasingly occur within the aircraft conversion and technical services group,
serving as the basis for further synergies. Moreover, EADS can use knowledge gained through maintaining Airbus
aircraft to improve initial product quality and reduce maintenance costs.
In the field of commercial aircraft technical services, knowledge exchange within EADS will be valuable inmaintaining early-generation Airbus aircraft and also in exploiting the maintenance markets for newer aircraft suchas the A320 or A330/A340. Management believes that integrated packages, designed to meet customers’ full rangeof service requirements, will be particularly attractive to small and medium-sized airlines.
56

COMMERCIAL AIRCRAFT CONVERSION AND TECHNICAL SERVICES
Overview

Passenger to Freighter (‘‘P to F’’) Aircraft Conversion
Conversion of passenger aircraft into freighter aircraft, which generally requires 30,000 to 40,000 working hours
and requires highly-skilled workers to modify the aircraft structure as well as passenger related systems, such as
air conditioning, heating and lighting, is one of the main modifications proposed to commercial aircraft owners.

Technical Services
Aircraft maintenance depends on a system of inspections and maintenance services as described in maintenancemanuals or maintenance planning documents, published by aircraft manufacturers. Inspections and routine overall
services are carried out on a daily, weekly, monthly or annual basis. In addition, general inspections and wider
maintenance services are performed every four to five years (the ‘‘C4’’ service) and every eight to ten years (the‘‘C8’’ or ‘‘D’’ service). The C4 service generally involves 4,000 to 15,000 hours of labor, while the C8 or D service
generally involves 6,000 to 35,000 hours of labor. The regularity of the maintenance calendars allows the service
provider a high degree of client visibility.
During these scheduled groundtimes or on special dedicated times, light or heavy modifications are also regularly
performed to improve the aircraft performance, adapt it to changes in the navigation and airworthiness rules ormaintain its financial value. Apart from the P to F conversion, a major modification consists in converting theinterior configuration of passenger aircraft, which is performed when the operator decides to modify the layout
and the appearance of the aircraft’s cabin or when an aircraft is transferred from one operator to another. This typeof conversion also includes VIP and business interior manufacture and installation.
In addition to the aircraft maintenance described above, aircraft components require inspection maintenance,
overhaul and repair, which may only be performed by certified stations equipped with trained staff. The main
components of an aircraft, namely its engines, landing gear and auxiliary power units (‘‘APUs’’) require
maintenance which can only be provided by certified stations equipped with trained staff, equipment and tooling.
Engine maintenance represents 40%, landing gear 6% and APUs 10% of an operator’s overall maintenance costs.
Other aircraft components maintenance, including services for components such as avionics, electromechanicaldevices, hydraulics, pneumatics, cabin equipment, and wheels and brakes, represent more than 20% of overall
maintenance costs. These services are provided either directly or in conjunction with airframe checks.
Confronted with the high costs of spares ownership and management, to the burden of maintaining a developed
engineering department to guarantee the airworthiness of their fleet and keep it in line with their cost andcommercial standards, airlines are more and more attracted by packages offered by technical services providers. In
addition, many aircraft operators, such as leasers or non-aviation companies are non-airlines and have no experiencein the technical management of aircraft. By providing access to spares pools, fleet technical support andengineering services, EADS gives to its customers the opportunity of concentrating on their core business with theguarantee of the manufacturer’s support. Being an actor in these technical ancillary services, EADS is also in abetter position to follow up the in-service quality of its products and to anticipate the needs of the operators.
MarketPassenger to Freighter Conversion
The range of customers in the market for civil aircraft freighter conversion include freight service airlines such as
UPS or Federal Express, airlines with small aircraft fleets and finance groups which lease aircraft rather thanoperating the aircraft themselves. Two considerations drive the aircraft operators’ decision to convert existing
passenger aircraft to freighters. First and primarily, conversion is the most efficient way to obtain a relatively
modern freighter. Second, when the decision is made to replace a fleet, it is in the interest of both the operator andthe aircraft manufacturer to maintain the residual value at a relatively high level. For the purposes of marketing,the proposal of a new aircraft to a customer can be combined with the conversion of an older model.
According to the Airbus 2000 Global Market Forecast, air freight is expected to grow faster than passenger traffic,
at an average annual rate of 5.7% until 2019. Given the retirement of older aircraft, this demand should be met by
the introduction of 1,939 dedicated cargo aircraft, of which roughly 75% would come from the conversion ofpassenger aircraft.
EADS’ main competitor in the freighter conversion business is Boeing, which now offers passenger to freighter
conversions for its complete range of aircraft except B777 and ex-MD aircraft. As regards conversion of Airbus
57aircraft, EADS has performed substantially more conversions than BAE SYSTEMS Airbus, which addresses theconversion of the A300B4 and A300-600 models.

Technical Services
The addressable market for commercial aircraft maintenance, which amounted to Euro 2.6 billion in 2000, is
expected to attain Euro 3.0 billion in 2003. In this context, the accessible Airbus fleet market should grow.
Independent technical services providers compete with large airlines in this business sector. Certain airlines, suchas Air France and Lufthansa, possess their own technical capabilities adapted to the size and types of their own
fleet and are therefore able to limit the exposure of their maintenance activities to market cycles. Other carriers, inparticular U.S. airlines, seek to limit their expenditure by outsourcing technical activities to independent technicalservices providers such as EADS Sogerma. Leasing companies are generally guided by financial rather thantechnical considerations, leading them to pursue a limited technical strategy. However, Management believes thatthese operators will increasingly be ordering high quality technical services from independent providers.
In the field of components maintenance, EADS Sogerma’s main competitors are BF Goodrich, Messier andLufthansa Technik in landing gears and GE/Honeywell and Triumph in APUs.
Products
The EADS aircraft conversion and technical services group is a supplier of aircraft modifications, including aircraft
conversions and upgrading and production of aerospace structures, and technical services for airlines and air forces.

P to F Conversions and Upgrading
In the field of P to F conversions, EADS specializes in the conversion of Airbus A300 and A310 passenger aircraft
to cargo usage. Management believes that its joint marketing of maintenance and conversion work has been
beneficial, since EADS has been retained to perform maintenance for a large number of converted aircraft. EADS
intends to build on this specialization to position itself in the growing market for cargo conversions of A300-600,
A320 and A330 aircraft.
EADS has converted a total of 82 A300 and A310 aircraft into freighters. The conversion procedure was first
performed on an A300 aircraft in 1982/1983. The conversion kits used comprise original parts, known as OriginalEquipment Manufacturer or ‘‘OEM’’ parts from the corresponding Airbus serial freighter versions, and result in aconverted aircraft which is very similar to a freighter from the series production.
EADS believes that the cabin upgrade market offers growth potential and therefore decided in 1998 to expand its
operations in this field.

Technical Services
EADS offers a wide range of scheduled technical services. As the number and age of Airbus aircraft in fleetsworldwide increases, Management believes that EADS Sogerma’s track record in the Airbus maintenance market
positions it well despite market overcapacity. EADS’ Bordeaux and Toulouse facilities specialize in the aircraft
body maintenance of all Airbus and ATR aircraft as well as the MD80 and military aircraft. In aircraft systems,
EADS covers a wide market including Airbus and ATR aircraft at its Bordeaux, Paris-Le Bourget and Rouen
facilities, as well as a number of helicopter and military aircraft models. EADS also services instruments on Boeing
aircraft through its U.S. subsidiary Barfield. Moreover, in 2000, EADS Sogerma and Northrop Grumman jointly
formed EADS Aeroframe Services LLC in the U.S. to address the maintenance, repair and overhaul of largecommercial aircraft in that market. This joint venture will seek to capture the growing Airbus fleet in the
U.S. with a highly-experienced workforce.
EADS provides maintenance services for many types of components, including engines, auxiliary power units
APUs, landing gear, electromechanical devices, hydraulics, and avionics, which include navigation,communications and computer systems.
EADS also provides operational support, engineering and logistical support services, making its extensive stock ofspare parts available to aircraft operators. This activity enables EADS to position itself favorably in the market for
related repair and maintenance work.
58

Production
EADS operates through seven facilities in France and Germany as well as facilities in Miami, Florida, Lake Charles,
Louisiana and Casablanca, Morocco. EADS Sogerma’s Rochefort site in southwestern France specializes inmanufacturing cabin equipment and Airbus structural elements, while the Rouen site in northwestern France
specializes in APUs and landing gear maintenance for airliners. EADS Sogerma’s other sites carry out a variety ofmaintenance and conversion activities. EFW’s facility in Dresden performs passenger to freighter conversions andsupplies floor panels for Airbus models.
MILITARY AIRCRAFT CONVERSION
Overview
Management believes that the modernization of military aircraft provides an important business opportunity forsustained growth and profitability. As well as providing a profitable after-market service to existing customers,
aircraft modernization operations provide access to new export markets for future sales of all types of aircraft, bothmilitary and commercial. The upgrading of military airframes is particularly attractive for countries with limited
national defense budgets, such as those in the former ‘‘Eastern Bloc’’, Latin America, North Africa and some Asian
regions. For these nations the purchase of new multi-role aircraft is either politically or economically impractical,
making upgrading the most cost-effective alternative.
Products and Services
EADS has established expertise in the field of military aircraft conversion and upgrades through programs for suchaircraft as F-1 Mirage, Jaguar, F-4 Phantom, F-5, Tornado, MiG-29, E-3A Sentry, P-3 Orion, C-160 Transall,
Breguet Atlantic 1 and C-130 Hercules. These capabilities will be of particular value in capturing new markets,
such as further upgrades of central European air force aircraft and the future support contracts for the Eurofighter.
In 2000, a contract was signed with the UK Ministry of Defence for a mid-life fatigue program of 24 Royal Air
Force Tornados and a system upgrade program for German Air Force Tornados was awarded to EADS. In addition,
the upgrade of the Hellenic Air Force F-4 Phantoms, begun in 1997, has reached the final stage of flight testing.
The complementary skills and experience of EADS partners in many military aircraft programs provides EADS
with the chance to offer a broad spectrum of products to multinational customers and to expand its customer baseand export possibilities.

594.1.5 Space
Introduction and Overview
EADS is the third largest space systems manufacturing company in the world after Boeing and Lockheed Martin
and the leading European supplier of satellites, orbital infrastructure and launchers. For 2000, the pro forma
consolidated revenues of the Space Division amounted to Euro 2.5 billion, or 10% of EADS’ total pro forma
consolidated revenues.
Largely through its subsidiaries Astrium and EADS Launch Vehicles (ELV), and its business unit, EADS CASASpace Division, the EADS Space Division designs, develops and manufactures:)

satellites;)

orbital infrastructure; and)launchers.

EADS also provides launch services, through its shareholdings in Arianespace, Starsem and Eurockot, as well as
services related to telecommunications and earth observation satellites, through participation in dedicated joint
ventures. Furthermore, EADS is active in the fields of optronics and space equipment (e.g. earth and star sensors)
through its subsidiary SODERN and in the field of laser technologies through its subsidiary CILAS.
Astrium is the leading European company in the space industry, covering all major segments of the markets forsatellites, orbital infrastructure and launcher components. It generally acts as prime contractor in its satellite
business supplying (1) telecommunications satellites to leading telecommunications service providers, and (2) earth
observation and science satellites to major national and international agencies, such as the European Space Agency(ESA). EADS controls 75% of the voting rights of Astrium. In terms of equity, EADS has a stake of 66% ofAstrium, with BAE SYSTEMS holding 25% and DADC and Dornier GmbH (both majority owned by EADS)
holding the remaining 9%.
ELV is active in the fields of commercial launchers and ballistic missiles. As the industrial architect for the Ariane
family of launchers, it is responsible for the overall design of the launchers and the organization and supervisionof the industrial teams. ELV’s central role in Ariane is reflected in its responsibility for some of the most complex
and critical components of the Ariane system, such as complete stages of Ariane 4 and Ariane 5. In addition, ELV
is prime contractor for the development of the Automated Transfer Vehicle (ATV), the cargo vessel designed toservice the International Space Station (ISS), and supplies components for satellites and launchers. Furthermore,
ELV is the exclusive supplier of ballistic missile systems to the French State.
EADS CASA Space Division is principally active in the field of engineering, production, assembly and testing ofadvanced structures and equipment for satellites and launchers.
In 2000, the Space Division has undertaken certain restructuring actions leading to headcount reductions at ELV
and Astrium. Further workforce reductions are planned in 2001 and 2002 which, along with efficiency initiatives,
are intended to lay the basis for increased competitiveness of the division.
Strategy
The Space Division is committed to a profitable growth strategy based upon its leading position in the commercial
launcher and satellite businesses. It is dedicated to expanding its market share, capitalizing on key growth
opportunities in a rapidly changing environment. The main elements of the Space Division’s strategy are as
follows:)

Strengthen Ariane’s leadership in the market for commercial launch services.
As the main industrial shareholder and supplier of Arianespace, EADS will promote restructuring efforts
in the European space transportation industry. For example, EADS is leading these efforts by streamlining
its launcher manufacturing activities, with the aim of reducing costs and enhancing key capabilities toenhance Ariane 5 competitiveness. In addition, EADS has taken the initiative to build support among
Arianespace’s shareholders for a plan to optimize the manufacturing process of the Ariane launcher
family. EADS has also devoted considerable efforts to propose to the ESA new options for an increased
cooperation with Russia.

)

Extend EADS’ leadership in NATO/European military satellite programs.
Because EADS’ subsidiaries are long-established participants in their national markets (France, Germany,
Spain and the United Kingdom), EADS has strong credibility and relationships with government
60

customers in these countries. Exploiting this advantage and its experience as a manufacturer of thetelecommunications satellites, EADS intends to generate business as a major contractor in forthcoming
European and NATO programs, such as Skynet 5 and the NATO satellites. It also intends to seize market
opportunities in the field of military reconnaissance systems, thanks to its existing range of successfulcommercial and military earth observation satellite systems (e.g. SPOT, HELIOS, ERS). Management
believes that European military customers will show heightened awareness of the importance of spacesystems in the wake of the Kosovo conflict and will commit greater resources to space programs in the
future, such as Sar Lupe, Cosmo Skymed and Pleı̈ades.
)

Explore commercial applications of technologies developed for military uses.
EADS has developed a wide range of cutting-edge technology and innovative solutions in its military
programs. EADS intends to explore further commercial applications of these military-based technologies.
For example, Management believes that EADS’ technical expertise in the area of military earth
observation systems has the potential to ‘‘cross over’’ into the civil and commercial areas. Moreover, thebenefits can flow both ways, as certain commercial technologies may be applied for military purposes as
well.

)

Capitalize on long-standing focus on supplying geostationary satellites to commercial
telecommunications providers.
In the field of commercial telecommunications satellites, EADS will continue to pursue its successful
strategy of concentrating on geostationary satellites. It expects to further improve its market position ingeostationary satellites by offering the EUROSTAR 3000 platform, one of the best-performing
geostationary satellite platforms available. In 2000, EADS secured orders for six satellites from theindustry’s major operators, Intelsat, Inmarsat and Eutelsat, clearly demonstrating its competitiveness intelecommunications satellites. To further improve its competitiveness, EADS will explore additional
consolidation opportunities in this sector through joint-ventures or acquisitions.

)

Expand sales of services in the medium term.
EADS is exploring new possibilities to offer value-added service solutions to its military, institutionaland commercial customers, such as end-to-end service provision, operation services and financial
engineering. EADS believes that large navigation or telecommunications service solutions represent an
opportunity to develop its space activities and leverage the capabilities of other EADS divisions.

SATELLITES
Overview
Satellite systems can be grouped into four categories: telecommunications, observation, science and navigation.
Telecommunications satellites have multiple applications, such as long distance and mobile telephone links,
television and radio broadcasting, data transmission, multimedia and Internet. They may be used for civil ormilitary applications. Observation satellites allow the gathering of information in various fields such as
cartography, weather forecasting, climate monitoring, agricultural and forestry management, mineral, energy andwater resource management and military surveillance applications. Scientific satellites are tailor-made products
adapted to the specific requirements of the mission assigned to them. They have applications such as astronomical
observation of the universe’s sources of radiation, in-situ planetary exploration and earth sciences. Navigation
satellite systems deliver signals which enable users to determine their geographic position with high accuracy.
MarketManagement believes that the share of the world market for satellites accessible to EADS is about Euro 5 billion
and that EADS holds approximately 25%. It is the largest European satellite manufacturer and the third largest
worldwide, and benefits from its long-term, close relationships with institutional customers in France, Germany,
Spain and the United Kingdom with access to the respective national budgets.
Management expects the telecommunications satellite segment, in which it has a market share of approximately
12%, to experience future growth due to such factors as: (1) increased telecommunications demand, includingInternet, multimedia and military needs, and (2) increasing demand for telecommunications services supported by
the liberalization of the telecommunications market in emerging economies in Asia (recovering from the 1998
crisis), Latin America and Eastern Europe. EADS aims to increase significantly its market share in this growing
segment.
61

In Europe, the market for observation and scientific satellites is essentially organized on a multilateral basis and inaccordance with the fair return policy under which contracts are awarded to domestic suppliers in proportion to
the respective contributions of the suppliers’ country of residence.
For observation and scientific satellites, Management estimates that EADS’ market share is about 50%. Apart fromthe European institutional market, EADS believes that there is an emerging export market for earth observation
systems. Furthermore, increased demand is expected from civil state agencies, including ESA, for earth observation
satellites in the framework of European environmental programs. EADS expects the market for scientific satellites
to remain stable over the medium term.
In the market for military satellites, EADS expects increased demand for telecommunications satellites, and, in theaftermath of the Kosovo conflict, for military observation satellites. A notable feature of the military market is its
relative predictability in terms of orders and sales over a long-term period.
The navigation satellites segment is at an early stage of development in Europe, where a definitive decision todevelop the European navigation system, Galileo, is due to be taken in the course of 2001. The GalileoSat
constellation is expected to be deployed between 2006 and 2008, providing navigational data to users such as
drivers, mobile phone operators, fleet operators or emergency services.
The commercial telecommunications satellite manufacturing market is highly competitive, with customer decisions
based principally on price, technical expertise and track record. EADS’ main competitors worldwide are Boeing,
Loral and Lockheed Martin of the United States and Alcatel Space of France.
In the institutional market for observation and scientific satellites, EADS will continue to face competition fromseveral players, which may be directly active as prime contractors. Space agencies and other scientific institutions
may also choose to retain the control of mission design by acting as sole or joint prime contractor for certain
programs.
Products
EADS manufactures satellite platforms as well as payloads and major sub-systems and is thereby able to offer
turnkey satellite systems to its customers.

Telecommunications Satellites
EADS produces broadcast satellites for fixed and mobile telecommunications services and direct-to-home broadcast
services. EADS’ geostationary telecommunications satellites are based on the EUROSTAR family platforms, thelatest of which is EUROSTAR 3000 — a market leading platform in terms of performance. In 2000, INMARSAT
ordered three INMARSAT 4 satellites, based on the EUROSTAR 3000 platform, intended for its mobile network
data transmission system, INTELSAT ordered two satellites and EUTELSAT ordered an additional Hot Bird
satellite. NILESAT 102, EUTELSAT W1 and ASTRA 2B satellites were successfully delivered in orbit.
In the field of military telecommunications satellites, EADS has supplied the fourth series of satellites for NATOand, as prime contractor for the UK military communications satellites of the Skynet series, is completing its postlaunch work on the last Skyne 4 spacecraft which was deployed in early 2001. Consortia led by Astrium(Paradigm) and Lockheed Martin are competing for the award of the Skynet 5 contract to provide military
telecommunications services to the UK Ministry of Defence.

Observation and Scientific Satellites
EADS is the leading European supplier of earth observation satellite systems, for both civil and military
applications. In this field, EADS derives significant benefits from the common elements of its civil and military
programs.
EADS is the prime contractor for the following civil earth observation programs: (1) ENVISAT, a European
environmental monitoring satellite; (2) METOP, a polar orbiting meteorological satellite system; and (3) SPOT 5, ahigh resolution satellite system with extended coverage capability. EADS also supplies high performance
instruments to MSG, a second generation meteorological satellite system.
In addition, EADS has been selected by CNES as prime contractor for Pleı̈ades, a series of small earth observation
satellites based on the Leostar platform.
EADS is prime contractor for HELIOS, the sole European military observation satellite system to date. EADS iscurrently manufacturing the second generation HELIOS 2 system. The Essaim feasibility study for militaryobservation of electromagnetic activity was also awarded to EADS as prime contractor. In addition, Management
62

believes that EADS is well positioned to play a leading role in the development of military radar observation
satellite systems, such as the Sar Lupe project in Germany or the Cosmo Skymed/Pleı̈ades program in Italy andFrance, which a number of European governments consider to be a necessary complement to existing opticalsystems.
EADS has a successful track record in the manufacture of scientific satellites, such as the X-Ray Multi Mirror(XMM). In addition, EADS is the prime contractor for the development of the Mars Express and Rosettainterplanetary probes.

Navigation Satellites
EADS, together with Alcatel Space and Alenia Spazio, has established a dedicated company to build andimplement the European navigation system Galileo, should the necessary approvals be granted. The space segment
of Galileo would comprise a constellation of 24 satellites.
ORBITAL INFRASTRUCTURE
Overview
The orbital infrastructure segment comprises manned and unmanned space systems. The International Space
Station (ISS), together with related vehicle and equipment development programs and services, constitutes the
predominant field of activity in this segment.
Market
The demand for orbital infrastructure systems originates solely from publicly funded space agencies, in particular
ESA, NASA, RKA (Russia) and NASDA (Japan). Such systems are usually built by cooperation amonginternational partners. The European contribution to the ISS will include (1) the Columbus Orbital Facility, alaboratory module attached to the ISS, (2) vehicles for freight deliveries and crew transportation and (3) provisionof logistic and other services for the ISS.
All work related to the development and construction of the ISS has already been allocated to contractors, andtherefore there will be no future tenders for significant contracts on this project. Once the ISS is operational, arange of orbital infrastructure products will be open to general competition, for example the provision ofequipment for scientific experiments. A further market for the utilization and servicing of the space station will
open after the station becomes operational. EADS is currently competing for a twelve-year contract to provide
services to the ISS once it becomes operational.
Products

Manned Laboratories or Habitats
EADS is the prime contractor for the development and integration of the Columbus Orbital Facility and is
responsible for the Columbus on-board Data Management System. EADS participates in the construction of the
ISS robotic system European Robotic Arm and provides structures for the ISS.

VehiclesEADS is prime contractor for the development and manufacture of the ATV (Automated Transfer Vehicle), used
for freight deliveries to the ISS. Eight ATVs are planned and will be launched by Ariane 5. Based on its experience
with the ARD (Atmospheric Re-entry Demonstrator), EADS is also participating in the technological development
for the ISS of the U.S. manned re-entry vehicle, known as the Crew Return Vehicle (CRV).
LAUNCHERS AND LAUNCH SERVICES
Overview
Space systems (satellite and orbital infrastructure elements) are carried into orbit using rocket propelled multi-stage
launchers. A typical launcher’s mission is to place the satellite into orbit, and the launcher is consumed during thelaunch process. EADS is active in two distinct businesses: it (1) manufactures launchers for both civil and military
purposes; and (2) provides launch services through its interests in Arianespace, Starsem and Eurockot.
63MarketThe development of the launcher market depends, to a high degree, on the demand for satellites and orbital
infrastructure. The open market for launch services is estimated by Management to be approximately 30 satellites ayear (excluding satellite constellations), mostly made up of geostationary telecommunications satellites. This
market does not include launch services for the American, Russian and Chinese military and governmental
agencies.
The launcher market has high barriers to entry because it is technologically complex and national governments
provide funding for development activities only to a few companies. Therefore, competition is limited to a small
number of companies.
The advent of an increasingly large, profit-driven private customer base for satellites has encouraged thedevelopment of launch services companies willing to compete on price and quality of service. Among them,certain ventures have been organized, combining access to low-cost, reliable military rockets from former Soviet
Union companies deprived of a military market after the collapse of the Soviet Union, with the marketing knowhow and access to the satellite open market of western manufacturers.
France follows an independent strategic defense policy which is currently based on submarine-launched ballistic
missile systems. In 1998, the French State decided to develop a new generation of ballistic missiles. In addition to
new sales and state-financed development work, the ballistic missile segment entails substantial maintenance work
to ensure system readiness over the life span of the equipment, which may stretch over several decades. EADS’ballistic missile segment activities are conducted through ELV, which is the exclusive supplier of ballistic missiles
to the French State, its sole customer in this area.
Products

Launch Services
EADS is active in the field of launch services through its shareholdings in Arianespace for heavy-lift launchers,
Starsem for medium-lift launchers and Eurockot for small-lift launchers.
Arianespace. EADS controls directly and indirectly 24.5% of the voting rights and has a 22.9% economic interestin Arianespace Participation, which represents 23.2% of the voting rights and a 21.7% economic interest in
Arianespace, making EADS the second largest shareholder after CNES, the French national space agency and thelargest industrial shareholder. Arianespace is the world’s largest commercial launch service provider in terms of
total sales in 2000 with over 137 commercial launches since 1984. It markets and sells European launchers on theworld market and carries out launches from the Kourou space center in French Guyana. Its market share of theaccessible market is approximately 50%. Capitalizing on the long-term expertise of Arianespace, the Ariane family
distinguishes itself by offering flexibility and reliability, two qualities which are key for the customers in thismarket. Ariane 5 has the capacity to launch one or more payloads with a total mass of up to 6 tons into
geostationary transfer orbit. In response to the trend towards larger and heavier telecommunications satellites, newversions of Ariane 5 are being developed with the ability to launch up to 11 or 12 tons into such orbits.
Arianespace launched ten Ariane 4 vehicles in 1998, nine in 1999 and eight in 2000. The first Ariane 5commercial launch occurred in 1999 and four Ariane 5 were successfully launched in 2000. Management expects
that the planned increase in Ariane 5 production cadence will enable EADS to realize efficiency gains by moving
further along the production learning curve.
Starsem. EADS directly owns 35% of Starsem, a French corporation, along with Arianespace (15%), the Russian
space agency (25%) and the Russian state-owned Central Specialized Design Bureau ‘‘Progress’’ (25%). Starsem
markets launch services by Soyuz launchers for low and medium earth orbit satellites. In 1999, Starsem
successfully completed six commercial launches of Globalstar satellites into orbit, and in 2000 successfully tested
the high-capacity launcher Soyuz Fregat for which it recorded four launches. Starsem also recorded two launches
for ESA’s Cluster satellites.
Eurockot. EADS (51%) and Khrunichev (49%) jointly control Eurockot, which procures low cost launch services
for small, low earth orbit satellites with Rockot launchers derived from the SS-19 ballistic missiles. The
qualification launch, in commercial configuration, successfully took place in May 2000.

Commercial Launchers
EADS manufactures launchers and performs research and development for the Ariane programs. ESA is
responsible for the Ariane development programs and funds the development cost for Ariane launchers and64associated technology. Assisted by EADS, it has delegated this responsibility to CNES. Once ESA certifies thelauncher, Arianespace markets and sells launch services worldwide.
EADS is the industrial architect for Ariane 4 and Ariane 5 launchers. EADS is presently focusing on the
production of Ariane 5 as it will gradually phase out the production of Ariane 4 by 2003. In addition, it also
supplies Ariane 4 and Ariane 5 stages and boosters, produces vehicle equipment bays, provides the flight softwareand supplies cylindrical interstage structures to Arianespace. These activities in the Ariane program underscore thekey position of EADS in the European launcher industry. Furthermore, EADS also supplies launcher equipment
to non-European customers, particularly in the United States.

Ballistic Missiles
EADS designs, manufactures, tests and maintains ballistic missiles, including the M4/M45, a sea-launchedintercontinental ballistic missile. Under its contract with the French State, EADS will provide industrial
maintenance for the M4/M45 system until the end of its operational service. EADS is under contract to develop
the M51, a new submarine-based strategic system with increased technical and operational capabilities. The initialdevelopment phase is scheduled for completion in 2008. Management believes that the development andproduction of the M51 will provide EADS with technologically sophisticated work over the long term, related tosubsequent production and development work.
In addition to being relatively predictable, current orders for the development of ballistic missiles coincide withthe entry of Ariane 5 into the production phase thereby facilitating the optimal utilization of development
capacity.
OPERATIONS AND SERVICESEADS is exploring participation in new ventures to provide value-added services based on space systems, which
Management believes could generate significant revenues with high profitability.
EADS’ policy is to be active in niche businesses and not to compete with its existing customers.
EADS holds stakes in a number of companies providing telecommunications and earth observation services. The
telecommunications services market has experienced strong growth in recent years. EADS’ current interests in thisarea can be summarized as follows.
Nahuelsat S.A. At present, EADS has a 21% stake in Nahuelsat S.A., which operates the first Latin American
satellite with full high power coverage in the Ku band covering the whole continent. Nahuelsat is considering thepurchase of a second satellite.
Globalstar. EADS has stakes of approximately 2.1% in Globalstar L.P. and approximately 26% in Globalstar do
Brasil. Globalstar’s satellite constellation has been fully operational since January 2000. However, the subscriberbase is progressing at a rate much lower than originally anticipated, creating a risk that existing financing will
require drastic restructuring. EADS chose to write off both its participations in Globalstar as well as tradereceivables from Globalstar and to create a reserve for associated risks.
Additionally, EADS has stakes in companies such as SpotImage, Eurimage and NRSC, which distribute images
obtained mostly from earth observation satellites and through airborne reconnaissance and provide related valueadded services.
The Galileo system, if approved and implemented, may present an opportunity for EADS services in the future.
Production and Suppliers
EADS currently operates production facilities which are located in France (Vélizy, Les Mureaux, Bordeaux,Toulouse), Germany (Bremen, Friedrichshafen, Lampoldshausen, Ottobrunn, Rostock, Stuhrmbaum, Trauen),
Spain (Madrid), the United Kingdom (Portsmouth, Stevenage) and French Guyana (Kourou).

65

4.1.6 Defence and Civil Systems
Introduction and Overview
The Defence and Civil Systems division (the ‘‘DCS Division’’) is active in the fields of missile systems, defense
electronics, telecommunications and services. Based on 2000 revenues, EADS is, through Matra BAe Dynamics(‘‘MBD’’), the largest manufacturer of tactical missile systems in Europe and the second largest in the world.
EADS is the third largest supplier of defense electronics in Europe and, with its partner Nortel Networks(‘‘Nortel’’), plays a significant role among multinational telecommunications companies active in the military andcivil markets. On a pro forma consolidated basis, the DCS Division earned revenues of Euro 2.9 billion for 2000,
representing 11% of EADS’ total pro forma revenues.
In the first six months following the formation of EADS, the DCS Division developed a plan to build the basis forprofitable growth and stop losses that stem mostly from excessive dependence on stagnant or even shrinking
defense expenditures on the German and French markets. For the loss-making part of its defense businesses, EADS
has already launched comprehensive restructuring which include workforce reductions as well as site closures.
The DCS Division is implementing a rapid integration of its activities within four newly defined business units:
Missile Systems, Defence Electronics, Telecommunications and Services. Management expects this move to foster
better resource allocation, reduce the division’s cost base and enhance the products and services offered, while
ensuring compatibility with requirements of national customers in France and Germany, particularly with respect
to nationally sensitive programs and information.
Strategy
The new strategic priorities of the DCS Division are as follows:)

Focus on growth markets
Missile Systems. With the formation of MBDA, EADS aims to reinforce its leadership in the tacticalmissile systems market. MBDA will incorporate into MBD, the existing 50/50 joint-venture between
EADS and BAE SYSTEMS, EADS’ wholly-owned subsidiary Aerospatiale Matra Missiles (‘‘AMM’’),and the missile systems activities of Alenia Marconi Systems (‘‘AMS’’), itself a joint-venture between
BAE SYSTEMS and Finmeccanica. Through MBDA, EADS intends to benefit from expanded market
access, particularly in Italy, enhanced management for the Aster program and vertical integration ofsubsystems, especially radio frequency seekers. EADS is also preparing for the integration of LFKLenkflugkörpersysteme GmbH (‘‘LFK’’), which is 74.3% owned by EADS, into MBDA. One of the
primary short term goals of MBDA is to achieve successful development of the air to air Meteor intercept
missile (BVRAAM program).
Defence Electronics. The Defence Electronics business unit combines its French and German activities
under one roof to take advantage of growing markets for airborne systems and C4ISR (Command,
Control, Communications, Computers, Intelligence, Surveillance and Reconnaissance) and ground andnaval systems. Defence Electronics will rely on the wide range of platforms provided by EADS’ otherdivisions to establish a strong footing in these markets.
Telecommunications. EADS Defence and Security Networks (‘‘EDSN’’), a joint venture created in 2000
with Nortel and majority owned by EADS, will be the hub of EADS’ telecommunications activities.
EDSN, as provider of turnkey network solutions based on civil technologies, intends to leverage its accessto the Nortel technology pool to capture a significant share in the growing market for secure and defense
applications worldwide. The DCS Division intends to strengthen its relationships with Nortel throughtwo other existing joint-ventures, Matra Nortel Communications (‘‘MNC’’) and Nortel Networks
Germany (‘‘NNG’’).
Services. The DCS Division believes that services are becoming a key factor in platform choices bycustomers and that they provide an excellent channel for ongoing customer access. As a result, the DCS
Division will build on its proven experience, in both France and Germany, to originate and capture
opportunities provided by the expanding market for outsourced military and governmental services.

)Strengthen international presence
To reduce its dependence on its home markets, the DCS Division intends to redefine its portfolio of
businesses through acquisitions, partnerships and divestments, seeking to expand its international
activities significantly. In particular, the DCS Division will seek to cooperate with U.S. companies such as
Northrop Grumman, Raytheon, Lockheed Martin and Boeing.
66

MISSILE SYSTEMSIntroduction and Overview
The combined missile systems product portfolio of EADS includes such internationally recognized names as the
Exocet, PAAMS, Aster, Kormoran, Roland, Milan, Mistral, Rapier, ASRAAM, ALARM, Mica, Seawolf, RAM,
Polyphem, Stinger, Taurus, AFDS, ASMP, Apache and Scalp EG/Storm Shadow. EADS provides the industrial
basis for the much needed standardization of weapons of the main European countries. EADS enjoys ageographically diverse customer portfolio. Through a multinational network of subsidiaries EADS has direct accessto the major European domestic markets for missile systems in France, Germany, Italy, Spain and the United
Kingdom.
The consolidation of the aerospace and defense industry in the United States and Europe is leading to further
integration of European missile systems manufacturers. On April 26, 2001, EADS, BAE SYSTEMS and
Finmeccanica signed the agreement relating to the creation of MBDA, which will combine the businesses of MBD,
AMM and the missile systems activities of AMS. The transaction remains subject to regulatory approvals in thesecond half of 2001. EADS will hold a 37.5% stake in MBDA, while BAE SYSTEMS will hold another 37.5% andFinmeccanica 25%. This merger will develop existing product portfolios, mainly in the surface to air/land andsurface to air/ship sectors, provide direct access to the Italian market and reinforce the leading position of EADS in
Europe and its number two position worldwide. EADS is currently contemplating a further joint venture or otherform of consolidation involving its German missile business. MBDA should generate about 50% of its sales
outside its domestic markets.
Markets
Market data in the missile sector is limited due to the classified nature of this information and the sensitivity ofbuyers and sellers of missile systems to the general dissemination of such information. The figures mentioned inthis section are therefore only based on estimates by EADS and not on official, publicly-available information.
The current worldwide market for missile systems is estimated to be Euro 12 billion. It is expected to increase to
as much as 14.5 billion in 2005, constituting an increase of approximately 20%. This trend is expected to continue
after 2005 due to (1) the development of new products (such as tactical ballistic anti-missile systems and stand-off
guided weapons), (2) new missile-carrying platforms entering into production phase (Mirage 2000-5/9, Rafale,
Eurofighter, Gripen, Tiger helicopter, new frigate and aircraft carriers) and (3) new requirements stemming fromnew operational doctrines, changes in the geopolitical environment and lessons learned from recent conflicts.
The conflict in Kosovo has highlighted the importance of stand-off weapons, which are fired from a distance. Also,
the key importance of dominating the airspace should lead to a greater emphasis in European budgets on new
generation air to air and surface to air missiles. In these segments, EADS is well positioned with a renewed rangeof products.
At present, European firms cannot easily penetrate the U.S. market. Due to political support, this market is verymuch dominated by national U.S. entities such as Raytheon, Lockheed Martin and Boeing. Other countries, suchas Russia and China are also inaccessible for political reasons.
Four principal defense contractors are active in the worldwide market for tactical missiles and missile systems:
EADS/BAE SYSTEMS (through MBD, and soon through MBDA), Raytheon (U.S.), Lockheed Martin (U.S.) and
Boeing (U.S.). In addition to political considerations and budgeting, key buying factors for the customer include
price, performance of individual products, adherence to specifications, launch platforms and system support.
Products
Missile systems can be divided into eight principal categories according to the launch platforms and targets
involved: (1) air to air, (2) air to surface, (3) surface to air/land, (4) surface to air/naval, (5) missile to missile, (6) antiship, (7) anti-tank, and (8) ground to ground. EADS is active in all of these categories.

67

The table below lists the programs in which EADS participates as prime or sub-contractor either directly or
through joint ventures. The parentheses indicate products still at the tendering stage.
Type of Missiles

Purposes

Key Products or Projects

Air to Air ........................... Short range
Medium range
Air to Surface..................... Short range
Stand-off with sub-munitions
Stand-off unitary warhead
Prestrategic stand-off
Anti-radar
Surface to Air/Land ........... Very short range
Short range
Medium range
Surface to Air/Ship ............ Very short range
Short range
Medium range
Missile to Missile ..............
Anti-ship............................. Light
Heavy
Anti-submarine
Anti-tank ............................ Short range
Medium range
Long range
Ground to Ground ............ Medium range

Magic 2 — ASRAAMMICA — Meteor (BVRAAM program)
BGL-AS 30L -AFDS
Apache — DWS39/AFDS
Scalp EG/Storm Shadow — Taurus
ASMP — ASMP A/VESTA
ALARM
Mistral — Stinger (under license)
Roland — Rapier
Aster SAMP/T — (MEADS) — Patriot PAC 3
MistralSeawolf RAM
Aster/PAAMS — Aster/SAAM — ESSM
Aster
Sea Skua — AS 15 TT — NSM — (Triton) and(Polyphem S)
Exocet — (ANF/VESTA) — Kormoran 2
Milas
Eryx
Milan — Trigat MR (Trigan)
HOT — Trigat LR
G-MLRS (Trifom)

In 2000, the DCS Division received major orders including (1) Aster surface to air medium range missiles from
France, Italy and the United Kingdom, (2) ASMP-A air to surface prestrategic stand-off missiles from France,(3) Seawolf surface to air short range missiles from the United Kingdom, (4) Scalp air to surface stand-off missilesand Mica air to air medium range from Greece, and (5) Exocet anti-ship missiles from Greece and South Africa.
In addition, the British Government chose the Meteor missile to equip its Eurofighters. This decision enables
Meteor to be placed on the Eurofighter platform, to implement marketing synergies between this combat aircraft
and its missile systems and to increase the likelihood that the Eurofighter will succeed in the export market. The
Meteor is also designed to be carried by the Rafale and the Gripen. Furthermore, a cooperation agreement tointegrate the Meteor on Boeing platforms such as the F/A-18 was signed. Thus, the overall market for the Meteor
is estimated at Euro 15 billion over 20 years, of which Euro 8 billion in Europe and for export, excluding theUnited States, and Euro 7 billion in the United States.
The most significant programs under production are currently the Aster, the Scalp EG/Storm Shadow and theMeteor with the bulk of deliveries scheduled between 2001 and 2005.
The transatlantic cooperation programs are focused on air defense systems through participation in the Patriot
program and the future medium extended air defense system (MEADS). Furthermore, LFK is the prime contractor
for the Eurostinger project and Raytheon’s partner for ship-based air defense systems such as RAM.

68

EADS participates in the following joint-ventures and consortia:
Structure

Major Activities and Products

EMDG......................................
EUROMISSILE ......................

Industrial coordination and marketing of Trigat LR (and probably Trigan)
Industrial coordination and marketing of Milan, Hot, Roland and associatedproducts
Participation in development of an air defense system
Production of surface to air RAM (Naval) under license from Raytheon
Production of Patriot PAC3
Repair and maintenance of Patriot missiles
Development, production and marketing of Taurus missiles
Anti-submarine torpedo carrier
Development and production of UK PAAMS
Development, production and marketing of Aster naval and land-based missile
systems
Development, production and marketing of naval Aster system family

EUROMEADS .......................
RAMSYS ................................
GLVS ......................................
COMLOG ..............................
TAURUS ................................
MILAS ....................................
UKAMS .................................
EUROSAM ............................
EUROPAAMS .......................

In addition to its key activities in missiles and missile systems, EADS also designs and manufactures, both itself
and through participations, critical missile sub-systems such as warheads, propulsion devices, proximity fuses andguidance systems. These sub-systems account for more than half of a missile’s cost. More than three-quarters of
the sub-systems produced by EADS are for its own missiles. EADS is also active in other missile sub-systems suchas launch structures and missile thermal batteries.
Customers and Marketing
Orders for missiles and missile systems originate from Ministries of Defense or branches of armed forces.
Budgetary constraints have led these major clients to focus on standardized products procured through a common
structure. Management believes this trend could benefit EADS as it offers a complete missile system productportfolio.
DEFENCE ELECTRONICS
Introduction and Overview
The DCS Division believes that future battlefields and net-centric warfare will require robust C4ISR solutions,radars, airborne systems and avionics systems. The Defence Electronics business unit contributes to an ensured
information flow with data processing obtained from sensors as well as decision making and management systems(command, control, communication and intelligence — C3I). C3I systems are marketed to the client both as
isolated equipment and systems or as integrated overall systems providing the customer with turnkey solutions.
EADS covers almost all the subdomains and elements of these systems. EADS provides complete surveillancesystems including platforms, sensors, ground segment and underlying command and control systems or full
intelligence systems combining image intelligence and signal intelligence.
MarketEstimates by a third-party research analyst suggest that in excess of Euro 50 billion is spent annually worldwide
on defense systems and defense electronics with this amount likely to increase in the future.
EADS believes that the defense systems and defense electronics segment will grow in the medium term to longterm even if European defense budgets overall should decline. Recent conflicts, such as Kosovo, have shown an
increasing need for specific defense electronic equipment interoperability in C3I of the armed forces.
EADS’ main competitors in defense electronics are large U.S. or European companies, Raytheon, Lockheed Martin,
Thales and BAE SYSTEMS, as well as competitors from Israel.
Products

C3I Systems
C3I systems form an essential part of current and future battlefield management. These computerized systems
establish the overall battlefield picture and support the command and control process over all command levels,from a tactical, battlefield-level through to a higher, strategic command level. They can be used both in simulationand training modes.
69

The main objectives of C3I systems are timely information display and reliable and rapid data exchange among
allied and coalition forces. In response to the increasing demand for interoperability and improved informationexchange, EADS is integrating standardized protocols and electronic documents. EADS is a major designer andsupplier of C3I systems to the three branches of the armed forces in France and Germany, and the Joint Staffs inGermany, France and NATO.

Intelligence, Surveillance and Reconnaissance Systems (ISR)
EADS has considerable systems capabilities with respect to strategic and tactical airborne and satellite-based
reconnaissance and surveillance systems. EADS’ activities include the design and production of systems andsensors, payload integration with platforms, ground stations, image exploitation and data processing. EADS
provides mission equipment, such as the synthetic aperture radar, for manned and unmanned platforms.
EADS has system responsibility, including upgrades, for the operational system of the CL289 drone
reconnaissance system of the French and German army. The CL289 drone was used successfully in operations in
the former Yugoslavia. EADS is also in the process of developing a number of other unmanned air vehicle systems(UAV) such as the Navy drone system Seamos for ship-based maritime reconnaissance. EADS is a European leader
in satellite image processing and ground stations and has been selected by the U.S. Air Force as the contractor for
the Eagle Vision multi-satellite ground data terminal. EADS is also a principal contractor for the image processing
stations in France for the Helios military observation satellite and SPOT civil observation satellite.
EADS will play a key role in future joint ISR systems involving airborne manned vehicles, drones and space-based
resources, including the NATO Airborne Ground Surveillance program. EADS is the lead company in the fivenation program for the European demonstrator SOSTAR-X as well as for its common ground station. Within joint
ISR, EADS is already under contract for a ground system which will integrate current and future reconnaissanceand surveillance systems based on internet technology.
In addition, under a Memorandum of Understanding signed in July 2000, EADS and Northrop Grumman will
cooperate on a high altitude long endurance UAV system in order to meet urgent European airborne ISR needs.

Airborne Systems
EADS is the German partner for a number of airborne multi-mode radars such as the ECR 90 radar in theEurofighter and also has significant activities in systems services, systems maintenance and upgrade. Fighter
aircraft systems are typically upgraded several times during the aircraft’s life cycle. Recent examples of programs
include the improvement of the F-4 Phantom fighters radar and the Tornado nose radar program.
In AMSAR, a German, French and British consortium, EADS participates in the development of a technology
program for the future generation of airborne radars for combat aircraft.
United Monolithic Semiconductors (‘‘UMS’’) is currently a 50/50 joint venture of EADS and Thales which
ensures access to gallium arsenide technology such as next generation radars with active phased arrays as well as
synthetic aperture radars.
EADS supplies passive electronic warfare units, such as the Radar Warning Receiver for Tornado and Transall, andactive electronic countermeasure units, such as the Tornado Self Protection Jammer and towed decoy. In 2000, a
special electronic warfare suite was ordered by the German Ministry of Defence for the first batch of Tiger combat
helicopters.
The EADS portfolio also comprises digital map units for flying platforms and obstacle warning systems forhelicopters. In addition, having developed the IFF-Subsystem (Identification Friend Foe) for the Eurofighter,
EADS, through a 50/50 joint venture with Thales Communications, has been awarded a next generation IFF
production contract by the German Federal Office of Defence Technology and Procurement. EADS is also
developing multi-sensor integration and data fusion technology, which is a key future technology in this area.

Naval and Ground Systems
The Defence Electronics business unit supplies electronic equipment for military naval vessels. This includes radarsystems, equipment for electronic warfare, combat direction systems along with naval communications which areintegrated to complete ‘‘combat systems.’’ The combat direction system for the new German and Dutch Frigate
F124 is in the course of development in cooperation with European partners.
EADS also exports optical (infra-red and visible) fire control units for missile systems and guns onboard ships.
70

EADS provides fixed and mobile, ground-based air defense, radar, electronic warfare and identification systems forground forces as well as radar systems for military air traffic control. These include sensors for tank self-protection
and control systems for weapons and tank turrets. EADS also supplies coastal surveillance and coastal protection
systems.
EADS’ signal intelligence products monitor the electro-magnetic spectrum to provide information about enemy
forces from the ground as well as from the air. These products are a key element to attaining information
superiority. EADS also produces countermeasure systems (Jammers) to disrupt adverse communications.
Customers and Marketing
Key customers for defense electronics are Ministries of Defense, primarily in France and Germany. Throughvarious joint ventures and cooperations, EADS has access to Ministries of Defense of other NATO customers, inparticular in the United Kingdom, Spain and Italy through programs using common transnational structures.
Export markets also offer growth opportunities.
TELECOMMUNICATIONSIntroduction and Overview

EDSN
To srengthen EADS’ position in the telecommunications business so as to derive greater benefits from thesignificant growth rates in this segment, EADS decided at the end of 2000 to regroup all of its telecommunication
activities in one entity. EDSN, a joint venture of EADS (55%) and Nortel Networks (45%), forms the nucleus of
EADS’ telecommunications offerings for military applications. EDSN provides secure private mobile radios (PMR)
and military network technologies to the defense and security customers already employing the Tetrapol standard
by using Nortel Network’s packet-switching expertise and exploiting dual use technologies.

Nortel Joint Ventures, Intecom, Sycomore
EADS’ telecommunications activities consist of (1) the former Dasa Communications Networks which specializes
in military nets, (2) Intecom, which is active in the call center domain, and (3) Sycomore, a French system
integrator and software house. In 2000, Sycomore signed contracts with Auchan, a leading French distributor, toprovide an information system structure, and with Europol, to establish a secure telecom network between all
European countries. EADS telecommunications activities also include its interests in MNC (45%) and NNG (42%).
EADS, through its telecommunications subsidiaries, intends to leverage its commercial and Internet technologies(including Internet protocol (IP) technology) to offer secure telecommunication solutions to military customers.
Analysis of recent peace-keeping operations highlights an increasing need for interoperability. Civil
telecommunications already developed by EADS should provide a cost-effective and innovative solution to therequirements of military telecommunications.
Markets
EADS is active in both military and secure telecommunications as well as the civil and commercial
telecommunications fields.
In military and secure telecommunications, EADS’ activities cover secured mobile networks and militarycommunications. Secure mobile network systems offer various types of wireless communications which use
encryption to ensure confidentiality: group communications, individual communication with different levels ofpriorities and walkie-talkie mode. In 2000, EADS had through EDSN a 12% market share worldwide and a 45%
market share in Europe for secure mobile networks. Motorola is EDSN’s main competitor in this market, alongwith Thales, General Dynamics and Raytheon.
In civil and commercial telecommunications, EADS’ activities can be divided into the following main areas: carrier
solutions, enterprise solutions, satellite communications, emerging internet services and applications.
The communications networks of large corporations organize and transmit data and voice over their internal
computer and telephone systems. Enterprise solutions networks consist of switching systems and trunk lines
which handle the centralized flow of voice and data traffic between the local networks and user terminals ofprivate business networks. Current market trends focus on the integration of voice and data networks throughincreasing reliance on Internet protocols. Carrier networks are public external networks carrying high volume ofvoice and data. The same technology trends that are visible in relation to enterprise solutions are evident here.
71

Demand for data switching equipment products from public operators in France and Germany, which was alreadygrowing prior to 2000 due to increasing volumes of data transmission, is expected to increase significantly incoming years as a result of the increased number of operators since the telecommunications markets of France andGermany were opened to full competition.
Products

EDSN: Military and Secure Telecommunications
EADS’ Management believes that the technology employed in civil telecommunications will play an increasingly
important role in secure mobile networks and military telecommunications. EADS is well positioned to takeadvantage of this trend by leveraging the technology portfolio of its subsidiaries and their superior access togovernmental customers. The creation of EDSN represents an effective vehicle to exploit these opportunities.
EADS provides military communications networks, fixed networks and radio communications equipment. These
networks permit the transmission of information between different posts at all command levels. EADS is theprime contractor for Autoko 90, the semi-mobile tactical network of the German army.
EADS also provides products and systems solutions for armed forces and civil authorities involved in national
security with an emphasis on high frequency solutions.
EADS’ secure mobile network product line centers on the fully-digital Matracom 9600. This system relies on thede facto standard Tetrapol, which is in use within more than 25 organizations worldwide. The Tetrapol technology
has been recognized by the International Telecommunication Union and the Schengen Group (European police
cooperation council). In 2000, the Matracom 9600 was the world’s best selling digital secured multi-site
professional mobile network in terms of aggregate sales. This system provides superior radio coverage, audio
quality and data capability as compared to its principal current market rivals. EADS’ product offerings also include
secured message handling applications (such as the French MUSE system for military application).

Nortel Joint Ventures, Intecom, Sycomore: Civil and Commercial Communications
EADS is a leading supplier of Internet Protocol networks (IP-networks), high-speed and long-distance networks,
switching products, local loop equipment and fiber-optic and cellular telecommunications networks. EADS
distributes public networking equipment supplied by Nortel but has no manufacturing activity in this field.
Enterprise Solutions provide data and voice-oriented communications solutions, call center solutions and IP based
solutions. EADS, through MNC and NNG, markets a wide range of data networking systems provided by Nortel.
MNC and NNG also distribute a wide range of local area network products, enabling it to cover the entire datatransmission market from local area network to wide area network.
MNC manufactures private branch exchange (‘‘PBX’’) systems and both MNC and NNG distribute PBX systems
on behalf of Nortel. Through its wholly-owned U.S. subsidiary Intecom, EADS is also active in the market forlarge PBX systems and call center services in the United States.
EADS is a leading manufacturer and supplier of ground stations and turnkey, satellite-based, communications
networks to globally operating corporations and organizations. Included among its products and services are TVuplink and TV-downlink stations, SNG-broadcast vehicles, TV-contribution networks, satellite control stations
and satellite-based, broadband, and corporate networks and IP-networks. In addition, EADS offers services relating
to architecture and administration of distributed information systems based on the IP technology for the civil
market.
SERVICES
Introduction and Overview
In the defense and civil systems markets, EADS has organized its service activities around five main areas:(1) outsourced services, (2) test and related services, (3) system engineering services, (4) internet and operator
services, and (5) industrial design and manufacturing.
The growing complexity of modern systems and engineering tools and the requirement for cost-effectiveness leadcustomers to seek turnkey solutions and not just the purchase of stand-alone equipment. As a result of its
technical and organizational capabilities, EADS is well positioned to offer such turnkey solutions to customers
through the pooling of the technical resources and products of its various subsidiaries.
72

For military forces, outsourcing is an effective solution to the problems of decreasing public budgets and to theresulting decrease in the number of military personnel. In order to maintain its position as prime contractor withmilitary customers and to generate profitable growth in stable defense markets, EADS aims to play a key role insuch outsourcing of defense activities.
EADS also produces, hosts and distributes internet, intranet and e-commerce services for companies, provides
firewall and servicing software for the internet and services for the transmission by satellite of wideband
communications.
Products

Outsourced Services
EADS is currently preparing programs with the French Military to operate (1) part of its Defense Communication
Networks as a full service, providing both communications and maintenance and development of the networks,and (2) its supply chain for military aircraft spare parts. EADS is also participating in pilot projects launched by theGerman Ministry of Defence to outsource peacetime military operations in the fields of logistics, combat training
and telecommunications.

Test Solutions
The increasingly complex electronics used in aircraft and weapon systems dictates the continuing need forequipment maintenance testing.
EADS has a leading position worldwide in terms of market share for multi-purpose civil aviation test systems andservices and is the largest European supplier of multi-purpose defense test equipment. In addition, EADS provides
mobile test equipment for airborne sensors such as radars.

System Engineering Services
EADS provides design and technical support and software engineering services to major public and private clientsin the areas of security engineering and program management.

Internet and Operator Services
EADS offers services relating to applications for Internet/Extranet, e-business and high-speed communications
linking company networks.

Industrial Design and Manufacturing
EADS is a leading international supplier of engineering solutions and services in the design-to-manufacturing
field, involving expertise in computer-aided design, manufacturing and engineering as well as product data
management and collaborative engineering.

73

4.1.7 Investment
Dassault Aviation
EADS holds a 45.76% stake in Dassault Aviation — listed on the Premier Marché of the Paris Stock Exchange —along with Groupe Industriel Marcel Dassault (‘‘GIMD’’) (49.90%) and the public (4.34%).
Dassault Aviation is a major participant in the world market for military jet aircraft and business jets. Founded in
1945, Dassault Aviation has delivered more than 7,000 military and civil aircraft to purchasers in more than
70 countries.
On the basis of its experience as designer and industrial architect of complex systems, Dassault Aviation designs,
develops and produces a range of military aircraft and business jets.
In order to avoid any potential conflict between the military products of Dassault Aviation and EADS (Rafale andEurofighter) and to facilitate a ‘‘Chinese wall’’ approach, EADS’ Dassault Aviation shareholding is managed by
Strategy Coordination, whereas the Eurofighter program is managed by EADS’ Aeronautics Division.

Military Aircraft
Dassault Aviation offers two multi-role combat aircraft, the Rafale and the Mirage 2000 family.
)

Rafale. The Rafale program includes three versions of a twin-engine, multi-role combat aircraft designed
for both Air Force and Navy applications. According to government budgetary documents, France isconsidering the acquisition of 294 Rafale, 234 for the Air Force and 60 for the Navy, for a total program
cost of Euro 31.6 billion, including Euro 9.1 billion for development. 41 aircraft have already beenordered, with 20 additional options.

)

Mirage 2000. The Mirage 2000 family is offered in two versions:(1)

The Mirage 2000-5, its latest version, is a multi-role combat aircraft designed for air to air multipletarget combat, as well as air to ground missions. The Mirage 2000-5 can be armed with the MBD
MICA air to air interception and combat missile; and(2)

The Mirage 2000-D, an all-weather penetration aircraft used by the French Air Force is being
adapted to fire the new MBD SCALP EG stand-off air to ground missile.

More than 600 Mirage 2000 aircraft have already been ordered, nearly half of them by foreign countries.
In 2000, orders for 25 Mirage 2000 were registered, of which 15 Mirage 2000-5 Mark 2 aircraft orderedby Greece, in combination with an upgrade program to 10 existing Mirage, and 10 Mirage 2000-H
ordered by India.

Business Aircraft
Dassault Aviation offers a wide range of products at the top end of the business jet sector. Over 1,400 Falcon
business jets have been delivered since the first Falcon 20 delivery in 1965. In-service Falcons currently operate inover 60 countries world-wide, filling corporate, VIP and government transportation roles. The family of Falcon
jets currently includes three tri-jets: the Falcon 50EX, 900C and 900EX; the twin-engine Falcon 2000 and thenewest model, the Falcon 2000EX, launched in October 2000. The turn of the century saw Dassault Falcon Jet
clearly emerge as the industry leader in its category. 90 orders were closed in 2000, prolonging the strongest
period of sustained sales in the company’s history, with 73 Falcons delivered the same year.
Dasa-Dornier Luftfahrt
DADC, which is 75% held by EADS, holds a 58.4% stake in Dornier GmbH, which in turn holds a 3% stake in thecapital of Fairchild Dornier Luftfahrt Beteiligungs GmbH, which is the sole shareholder of Dornier LuftfahrtGmbH. Through this minority interest, EADS is not involved in any business decision regarding Dornier
Luftfahrt.
74

4.2

Intellectual Property

Intellectual property, including patents, trademarks and know-how, plays an important part in the production andprotection of EADS’ technologies and products. The use of intellectual property rights enables EADS to
manufacture and sell its products freely and prevent competitors from exploiting protected technologies.
The intellectual property rights of each of Aerospatiale Matra, Dasa and CASA and each of their subsidiarycompanies have been transferred to the EADS group. These rights, together with those rights acquired after thecreation of EADS are held directly by EADS or by its subsidiaries.
Each of the subsidiary companies of the EADS group benefits or will benefit from non-exclusive, non-transferable
intellectual property licenses granted by the Company or other subsidiaries within the group. The conditions
imposed on these licenses have been negotiated or will be negotiated on a case by case basis and have been made or
will be made with strict respect for the right of third parties and, in particular, respecting the contractual rights
governing the relations of EADS and its subsidiaries with their partners.
Merger Integration Project on Intellectual Property
A Merger Integration Project for unifying Intellectual Property rules and procedures within the EADS group has
been initiated with the project being kicked-off at the beginning of 2001.
4.3

Exceptional Items and Litigation

EADS is involved in a number of claims and arbitrations that have arisen in the ordinary course of business.
EADS believes that it has made adequate provisions to cover current or contemplated general and specific litigation
risks.
EADS is not aware of any other exceptional items or pending or threatened legal or arbitration proceedings that
may have, or may have had in a recent period, a material adverse effect on its financial position, its activities, its
results or its group, except as stated below.
EADS (more specifically, DADC and Dornier GmbH) is a party to several disputes and arbitration proceedings
with the Dornier family, minority shareholders of Dornier GmbH. These proceedings concern primarily thevalidity of the resolutions of shareholders’ meetings dealing with the contributions of satellite activities to
Astrium GmbH (the former Dornier Satellitensysteme GmbH) and the guided missile activities to LFKLenkflugkörpersysteme GmbH. The regional court of appeals in Stuttgart decided on February 7, 2001 that theshareholders’ resolutions on which the contributions were based were effective. This decision has become final.
However, the above-mentioned contributions are also subject to two arbitration proceedings, which are still
pending. In addition, there is a dispute with certain shareholders of the Dornier family as to the validity of ashareholders’ resolution concerning the contribution by Dornier GmbH of its Dornier Luftfahrt GmbH shares to
Fairchild Dornier Luftfahrt Beteiligungs GmbH.
As of this date, no final decision in favor of the Dornier family shareholders has been made. EADS believes it will
prevail in these cases at the end of all the proceedings. However, the German courts could cancel the disputed
resolutions. Although EADS believes that this is extremely unlikely, such decisions could result in thecancellation of the contributions. However, it cannot be excluded that such decisions may lead to a readjustmentof the stakes of EADS Deutschland GmbH and Dornier GmbH in EADS Dornier Raumfahrt Holding GmbH andin LFK-Lenkflugkörpersysteme GmbH. The possibility that such decisions would give the Dornier family a larger
indirect interest in the space and guided missile activities of EADS cannot be excluded.
4.4

Employees

At December 31, 2000, EADS workforce amounted to 88,879 employees. The tables below show EADS’ numberof employees by business sector and by geographical area. Employees of companies accounted for by the
proportionate method (such as Airbus, ATR consortia, MBD and Astrium) are included on the same proportionate
basis. MNC and NNG have ceased to be included in the headcount following the reduction in percentage inownership.

75

EADS Employees by Business Sector

Airbus ..........................................................................................................................
Military Transport Aircraft........................................................................................
Aeronautics..................................................................................................................
Space ............................................................................................................................
Defence and Civil Systems........................................................................................
Headquarters and Research Center ...........................................................................
Total EADS................................................................................................................

December 31,
2000

December 31,
1999

33,927
3,548
23,091
9,400
17,485
1,428
88,87931,534
3,201
22,716
9,545
20,0851,550
88,631EADS Employees by Geographical Area(3)December 31,
2000

France ...............................................................................................................
Germany...........................................................................................................
Spain.................................................................................................................
Rest of Europe ................................................................................................
USA..................................................................................................................
Others ..............................................................................................................
Total EADS ....................................................................................................
4.5

40,12336,065
7,454
2,945
1,530
762
88,879Research and Development

Research and development programs within EADS are currently integrated to improve their effectiveness in the
sectors of aeronautics, space, missile systems and telecommunications.
Research and development activities are based on the following main principles: (i) granting each business unit fullproduct development responsibility in order to closely follow specific markets and customers’ needs, and allowing
a large degree of autonomy in establishing research programs; (ii) co-ordinating research and technology activities
among the different business units through a research and technology network (‘‘R&T Network’’) to allow
circulation of information and research results within the group, and (iii) sharing resources, competencies andresearch means through a common research center (‘‘Corporate Research Center’’ or ‘‘CRC’’) operating on threesites (Suresnes, Ottobrunn, and Getafe).
Transverse projects are being set up around the following two main axes:— Extension and standardization of the R&T Network to all group entities by spreading best existing
practices and relying on the CRC and joint working teams from business units to optimize the use of
potentialities in such fields as materials, composites, electronics, propulsion, energy, aerodynamics, flightcontrol, image processing or information technology.
— Reallocation and integration of competencies and activities of the existing laboratories.
See also 5.1 — Management’s Discussion and Analysis of Financial Condition and Results of Operations —Unaudited Pro Forma Consolidated Financial Statements.
4.6

Insurance

Insurance management is coordinated by an executive management team at EADS headquarters, which team is
responsible for consolidating and improving the insurance management systems.
EADS follows a strict policy of obtaining external insurance coverage to cover all risks that can be insured atreasonable rates. Insurance policies cover the main risks of industrial entities and exposures specific to theaerospace industry. Current insurance covers property and business interruption, civil liability including risks
related to environmental accidents. Specific insurance policies are in place covering risks arising from ownership,(3) Due to changes in the definition of headcount, no geographical breakdown of the employees as December 31, 1999 is available.

76

operation and production of aerospace products. These policies include third party liability relating to potential
damage attributable to EADS products.
EADS’ insurance coverage is reinforced by a vigorous insurance risk management policy.
This includes strict operating procedures, product integrity programs in business units and advanced monitoringand protection systems implemented at each of EADS’ sites, allowing comprehensive identification of risks andinformed coverage decisions.
Indemnification and hold harmless provisions are in place (mainly in military and governmental contracts) andaddressed by the various insurance policies of EADS.
Insurance policies in force at the time of the creation of EADS are due to expire on December 31, 2001, which
will lead to harmonization and improvement of terms and conditions.
4.7

Environmental

EADS is aware of its responsibilities in the environment field. A Corporate Policy for Health, Safety andEnvironment involving all industrial activities of the group has been defined with the following objectives:— compliance with laws and regulations specific to each country where the Company operates;— investment in research and development programs in order to improve achievements in these fields;— compatibility of industrial processes with environmental requirements, by using the latest technologies in
acceptable economic conditions.
4.8

Investment Considerations

Aircraft Market Cyclicality
In 2000 the pro forma combined revenues generated from EADS’ Airbus and ATR segments represented morethan 60% of EADS’ pro forma consolidated revenues. Historically, the commercial passenger aircraft market has
shown cyclical trends due in part to the sensitivity of passenger demand in the air travel market to growth in grossdomestic product (GDP). The growth in EADS’ commercial aircraft activities has consequently been correlated to
growth in GDP. Other factors, however, play an important role such as the average age and technical obsolescenceof the fleet relative to new aircraft, passenger load factors, airline pricing policies and deregulation. EADS expects
that the market for passenger aircraft will continue to be cyclical and downturns in broad economic trends may
have a negative effect on its future results of operation and financial condition.

Dependence on Defense Spending
In 2000, 20% of EADS’ pro forma consolidated revenues was derived from defense spending. In any single market,
defense spending depends on a complex mix of geopolitical considerations, budgetary constraints and the ability of
the armed forces to meet specific threats and perform certain missions. Defense spending may be subject tosignificant fluctuations from year to year. As a result, adverse economic and political conditions or downturns in
broad economic trends in EADS’ defense markets may have a negative effect on EADS’ future results ofoperations and financial condition.

Competition and Market Access
Most of EADS’ businesses are subject to significant competition, in particular the commercial aircraft market,
where, in the past, Airbus has been affected by downward price pressure resulting from such competition. EADS
believes that the underlying cause of such price competition has been mitigated by the ongoing restructuring in
the industry. Since 1998 EADS has witnessed a tightening of aircraft unitary prices for new aircraft contracts andBoeing and Airbus have repeatedly announced increases in their respective catalog prices. No assurance can begiven that the price competition of earlier years will not resume.
In addition, the contracts for many aerospace and defense products are awarded, implicitly or explicitly, on thebasis of home country preference. Although the EADS combination provides a broader domestic market
constituency, EADS may remain at a competitive disadvantage in certain countries, especially outside of Europe,in relation to local contractors for certain products. The strategic importance and political sensitivity attached tothe aerospace and defense industries means that political considerations will persist for many products for theforeseeable future.
77

Export Controls and Other Regulations
The export market is a significant market for EADS. In addition, many of the products EADS designs andmanufactures for military use are considered to be of national strategic interest. Consequently the export of suchproducts outside of EADS’ domestic markets may be restricted or subject to licensing and export controls, notably
by the United Kingdom, France, Germany and Spain, where EADS carries out its principal military activities.
There can be no assurance that the export controls to which EADS is subject will not become more restrictive, thatnew generations of EADS products will not also be subject to similar or more stringent controls or thatgeopolitical factors will not make it impossible to obtain export licenses for one or more clients. Reduced access tomilitary export markets may have a material adverse effect on EADS’ financial position and results of operations.
EADS is also subject to a variety of other governmental regulations which may adversely affect its business andfinancial condition, including among others, regulations relating to the protection of the environment, the use of
its products, labor practices and dealings with foreign officials. In addition, EADS’ ability to market new products
and enter new markets may be dependent on obtaining government certifications and approvals in a timely
manner.

Exposure to Emerging Markets
EADS sells a significant portion of its products in a number of emerging markets and has operations in certain
emerging markets. The principal emerging markets that affect EADS’ results of operation are in Asia and the
Middle East. While such markets have historically experienced high growth overall, such growth has been highly
erratic and often negative over given periods. As compared to EADS’ U.S. and European markets, emerging
markets are more likely to suffer from economic risks such as inflation, currency devaluation and restrictions on
currency movements, which may affect the value in Euro of EADS’ assets, liabilities and earnings in thesemarkets. Other risks inherent in these markets include potential difficulties in the importation of raw materials
and uncertainty stemming from local tax and employment laws.

Exposure to Foreign Currencies
The majority of EADS’ pro forma consolidated revenues are earned in dollars and a significant portion of EADS’
costs and expenses are denominated in Euro, which creates an exchange rate exposure. EADS has, therefore,
implemented an exchange rate strategy in order to manage and minimize such exposure. In order to match thedollar receivables and other exposures, arising mainly from Airbus, EADS manages a long term hedging portfoliothat is composed mostly of forwards and synthetic forwards. EADS’ policy is to only cover firm identified net
exposures. No assurances may be given that EADS’ exchange rate hedging strategy will protect it fully fromsignificant changes in the rate of the dollar to the Euro and that such changes will not affect its results ofoperation and financial condition.
EADS’ pro forma consolidated revenues, costs, assets and liabilities denominated in currencies other than the Euroare translated into the Euro for the purposes of compiling its financial statements. In the past, changes in the valueof the dollar relative to the currency of accounting of the companies making up EADS have affected thesecompanies’ financial condition, profitability, results of operations and cash flows, as reported in their financial
statements. Further changes may have a material adverse effect on these items for EADS.
Under International Accounting Standards, hedges which are not designated as hedges of specific assets, liabilities
or customer orders, are marked-to-market and any resulting unrealized gains or losses are recognized as financial
income or expense. EADS will retain only a small volume of such hedges in the future. Until such hedges mature,
the effect of mark-to-market accounting treatment on EADS’ financial statements could be fluctuations in its
financial income or expense.
Currency exchange rate fluctuations in those currencies other than the U.S. dollar in which EADS incurs its
principal manufacturing expenses (mainly the Euro) may have the effect of distorting competition between EADS
and competitors whose costs are incurred in other currencies. This is particularly true with respect to fluctuations
relative to the U.S. dollar, as many of EADS’ products and those of its competitors are priced in U.S. dollars.
EADS’ ability to compete with competitors may be eroded to the extent that any of EADS’ principal currencies
appreciates in value against the principal currencies of such competitors.

Availability of State Financing
In prior years, EADS and its principal competitors have benefited from state financing of product research anddevelopment. Although since the early 1990s, the amount of state spending in EADS’ markets has declined,
EADS has recently witnessed positive indications from certain governments in relation to the financing of new78

products. Several governments have indicated their intention to invest in the A380 program and government
commitments are expected to follow the signature of industrial agreements. No assurances can be given that suchfinancing will continue to be made available in the future. In 1992, the European Union and the United Statesentered into an agreement that sets the terms and conditions of financial support that governments may provide tocivil aircraft manufacturers.

Technologically Advanced Products and Services
Most of the products developed and manufactured by EADS are technologically advanced and sometimes novel
systems that must function under demanding operating conditions. Even though EADS believes it employs
sophisticated design, manufacturing and testing practices, there can be no assurance that EADS’ products will be
successfully developed or operated or that they will be developed or will perform as intended. Certain of EADS’contracts require it to forfeit part of its expected profit, to receive reduced payments, to provide a replacement
launch or other product or service, or to reduce the price of subsequent sales to the same customer, if any, if its
products fail to perform adequately. Performance penalties also may be imposed should EADS fail to meet delivery
schedules or other measures of contract performance. EADS, like other organizations, has experienced occasional
product failures and other problems, including with respect to certain of its launch vehicles and satellites and there
can be no assurances that such problems will not occur in the future. In addition to any costs resulting fromproduct warranties, contract performance or required remedial action, such failures may result in increased costs orloss of revenues and may also have a significant adverse effect on the competitive reputation of EADS’ products.

Product Liability and Warranty Claims
EADS designs, develops and produces a number of high profile products of large individual value, particularly
civil and military aircraft and space equipment. EADS is subject to the risk of product liability and warranty claimsin the event that any of its products fail to perform as designed. While EADS believes that its insurance programs
are adequate to protect it from such liabilities and that no material claims have been made against it, no assurances
can be given that claims will not arise in the future or that such insurance cover will be adequate.

Increasing Industry Consolidation
The aircraft, defense and space industries are highly concentrated with a small number of large international
competitors dominating these markets. These industries are currently experiencing substantial consolidation
through mergers, joint ventures and alliances including the EADS combination. Industry consolidation reflects inpart increasing competitive pressures and the contraction of certain markets. EADS expects this trend to continue
in the near future, and intends to examine carefully any opportunity to participate in such mergers, joint ventures
and alliances. EADS’ ongoing strategy in this regard and the number and quality of the opportunities available to
EADS will be influenced by the pace at which the aircraft, space and defense industries are reorganized.

Dependence on Joint Ventures and Minority Holdings
EADS generates a substantial proportion of its revenues through various consortia, joint ventures and equity
holdings and believes that its alliances and partnerships are a source of competitive advantage. These arrangements
include primarily: (i) two principal consortiums: the ATR consortium (a French law Groupement d’Intérêt
Economique or GIE), in which EADS has a 50% interest, and the Eurofighter consortium in which EADS has a
46% interest; (ii) three principal joint ventures: Airbus in which EADS holds a 80% interest, Astrium in which
EADS holds an aggregate 66.1% interest and MBD in which EADS holds an aggregate 50% interest; (iii) majority
interests: (a) Dornier GmbH: DADC, which is 75% held by EADS, has a 58.4% interest in Dornier GmbH;(b) EDSN in which EADS holds a 55% interest; and (c) LFK in which EADS has a 74.3% interest; and (iv) minority
interests: Dassault Aviation in which EADS holds a 45.8% interest; MNC in which EADS has a 45% interest;
NNG in which EADS in conjunction with Dornier has a 42% interest; and Embraer in which EADS has a 5.7%
interest. The formation of partnerships and alliances with other market players is an integral strategy of EADS andthe proportion of sales generated from consortia, joint ventures and equity holdings may rise in future years. This
strategy may from time to time lead to changes in the organizational structure or realignment in the control of
EADS’ existing joint ventures.
EADS exercises varying and evolving degrees of control in the consortia, joint ventures and equity holdings inwhich it participates. While EADS seeks to participate only in ventures in which its interests are aligned withthose of its partners, the risk of disagreement or deadlock is inherent in a jointly controlled entity, particularly inthose entities that require the unanimous consent of all members with regard to major decisions and specify
79limited exit rights. The other parties in these entities may also be competitors of EADS, and thus may haveinterests which differ from those of EADS.
In addition, in those holdings in which EADS is a minority partner or shareholder (notably Dassault Aviation andEmbraer), EADS’ access to the entity’s books and records, and as a consequence, EADS’ knowledge of the entity’s
operations and results, is generally limited as compared to entities in which EADS is a majority holder or isinvolved in the day-to-day management.

Integration and Rationalization Process
The EADS combination entails integration and rationalization of substantial and complex businesses which
involve inherent uncertainties such as the effect of a new organization and the availability of management tooversee operations and manage human resources of the combined businesses as well as to develop and capitalize on
potential synergies between these businesses. There can be no assurance that EADS will not encounter difficulties
in integrating its operations or that EADS will be able to improve its margins and reduce its costs. The integration
and rationalization process presents many challenges such as the development of EADS-wide internal controls, therenewal of collective bargaining agreements upon their expiration, the harmonizing of retirement plans andemployee benefits and the mixing of corporate and national cultures. Any material delays or unexpected costs
incurred in connection with such integration and rationalization could have a material adverse effect upon EADS’
financial condition and results of operations.

Control of EADS — Controlling Shareholding
60.58% of the share capital of EADS is held equally by DaimlerChrysler and SOGEADE, who jointly control
EADS, through a Dutch Contractual Partnership. Under the terms of an agreement, no major decision may betaken without the cooperation of both of these shareholders. In addition, the French State has been granted theright to block certain strategic decisions regarding the transfer of or the creation of a security interest over theassets related to the prime contractor status, design, development, or integration of ballistic missiles or EADS’
majority interest in Cilas, Sodern, Nuclétudes and GIE Cosyde. In addition, SEPI has been granted the right toblock any decisions relating to any major change to the CASA Industrial Plan and/or its implementation during athree year period following Completion. The goal of these and other similar provisions contained in theagreements governing the relationship between the principal shareholders is to establish a stable group ofshareholders controlling EADS for a period of at least three years following Completion.

Research and Development
The business environment in many of EADS’ principal operating business segments is characterized by extensive
research and development costs requiring significant upfront investment. Business plans underlying suchinvestment contemplate a long payback period before this investment is recouped. There can be no assurances thatthe market assumptions will be met and consequently the payback period or returns contemplated by suchbusiness plans achieved.

Environmental Regulations and Liabilities
Together with other companies in the principal industries in which it operates, EADS is subject to numerous
European Union, national, regional and local environmental laws and regulations concerning emissions into theenvironment, discharges to surface and subsurface water and the disposal and treatment of waste materials. EADS
undertakes considerable efforts to comply with these laws and regulations, and incurs capital and operating
expenditures in connection therewith. EADS believes that its current operations are in substantial compliancewith all applicable environmental regulations. Furthermore, EADS believes that it is currently capable of meetingthe expected elevation of environmental standards imposed by current laws or regulations, including increasingly
stringent environmental product quality standards which will be implemented over the next few years, without
incurring significant capital expenditure. However, there can be no assurance that increased capital expendituresand operating costs resulting from future environmental regulations will not adversely affect EADS results ofoperations and financial condition.

80

CHAPTER 5 — NET ASSETS — FINANCIAL POSITION — RESULTS
5.1

Management’s Discussion and Analysis of Financial Condition and Results of Operations —Unaudited Pro Forma Consolidated Financial Statements

Introduction
The following discussion is based upon the unaudited pro forma consolidated financial statements of EADS for1999 and for 2000, which have been prepared on the basis of the following:)

the consolidated financial statements of Aerospatiale Matra for 1999 and of EADS for 2000, restatedunder IAS as adopted by EADS;)

the pro forma effects of the 1999 transactions combining Aerospatiale and MHT and accounting for the
45.8% interest in Dassault Aviation under the equity method, and the pro forma effects of the 2000
transactions combining Aerospatiale Matra, Dasa and CASA (hereinafter, the ‘‘transactions’’); and)the pro forma financial statements of Dasa and the pro forma financial statements of CASA for 1999, as
well as for the period in 2000 prior to the creation of EADS on July 10, as reconciled to IAS as adopted
by EADS and net of the cash amounts distributed by Dasa and CASA to their respective shareholders
prior to the creation of EADS.

The unaudited pro forma consolidated statements of income and statements of cash flows included herein giveeffect to the transactions as if they had occurred on January 1, 1999. The unaudited pro forma consolidated balance
sheet as of December 31, 1999 gives effect to the transactions as if they had occurred on December 31, 1999. The
unaudited pro forma consolidated balance sheet as of December 31, 2000 gives effect to the transactions as if they
had occurred on July 1, 2000.
The unaudited pro forma consolidated financial information of EADS included herein is provided for illustrative
purposes only and does not purport to represent what the financial position, results of operations or cash flows of
EADS would actually have been if the transactions had occurred as of the dates indicated or to project theconsolidated financial position, results of operations, or cash flows for any future date or period.
Financial Statement Adjustments
Following the creation of EADS and as part of the consolidation process, the Company re-examined the value ofcertain of its assets and liabilities. This led to an upward revision of the value of the Company’s net assets ofEuro 1,254 million over what was disclosed in the 1999 pro forma balance sheet prepared by the Company in thecontext of the public offering of its shares in July 2000.
This re-assessment resulted in revisions in the fair value adjustments of certain items of property, plant andequipment, inventories and receivables, as well as the goodwill arising from the excess of the purchase prices of
Dasa and CASA over the fair market values of their respective assets and liabilities as estimated at the time of theinitial public offering. As a result, the value of goodwill was increased by Euro 619 million and inventories andreceivables together were increased by Euro 130 million, while property, plant and equipment was reduced byEuro 257 million. Furthermore, the harmonization of deferred income tax accounting methodologies led to anincrease of Euro 1,087 million in deferred tax assets, due to a better estimated recovery for loss carryforwards
under the Company’s current tax strategy. The effect of these adjustments was a Euro 53 million increase inminority interest and a Euro 272 million increase in liabilities, which resulted in a Euro 1,254 million increase instockholders equity over what was disclosed in the 1999 pro forma balance sheet prepared by the Company in thecontext of the public offering of its shares in July 2000.
These adjustments impacted the adjusted 1999 pro forma statement of income through increases in cost of sales
and goodwill depreciation totaling Euro 46 million (before taxes) as compared with the pro forma statement ofincome prepared by the Company in the context of the public offering of its shares in July 2000.
Accounting Considerations

Changes In Consolidated Entities
Interests sold or acquired in 1999 and in 2000 include the following:)

ATEV. In early 1999, Aerospatiale Matra transferred its interest in ATEV, the parent company of
Sextant Avionique. The pre-tax gain resulting from the sale of this interest in 1999 amounted to Euro 182
million and was reflected in the income statement under other income.
81)Telecommunications. Following Nortel’s contribution of Bay Network’s French and German
businesses to Matra Nortel Communications (‘‘MNC’’) and to Nortel Networks Germany (‘‘NNG’’) in
the first half of 2000, Aerospatiale Matra reduced its interest in MNC from 50% to 45% and Dasa reduced
its interest in NNG from 50% to 42%; consequently, MNC and NNG were accounted for under the equity
method throughout 2000. In addition, on June 1, 2000, MNC contributed its secured mobile networks
and military communication activities to EADS Defence and Security Networks (‘‘EDSN’’), of which
EADS owns 55% following a capital increase; as a result, EDSN was fully consolidated during the final
seven months of 2000.

None of the sales described above constitutes a ‘‘discontinuing operation’’ according to IAS.

Research and Development Expenses
EADS recognizes internally-financed research and development costs as an expense in the year incurred. When
research and development expenses are financed in whole or in part by the customer, the externally-financed
portion is recognized as revenues using the percentage-of-completion method. While EADS’ internally-financed
research and development costs are reflected in the income statement under research and development, the costs ofexternally-financed research and development are reflected in the income statement under cost of sales.
The accounting treatment for research and development costs adopted by EADS does not conform with IAS,
which the Company otherwise follows in the preparation of its consolidated financial statements. IAS requires thatdevelopment costs be capitalized as an intangible asset in the period in which incurred if certain criteria for asset
recognition are met. This departure from IAS makes EADS more directly comparable with U.S. companies in thesame sector, and reflects a more conservative approach towards the accounting treatment of research anddevelopment costs than that provided by IAS.

Currency Hedging Accounting
Consistent with IAS, when hedges form a valuation unit with customer orders to which they specifically relate
they are referred to as ‘‘micro’’ hedges. Revenues from such customer orders, upon delivery of the products, arerecorded in Euros at the exchange rate of the associated hedge, which impacts gross margin and operating income.
Hedges that do not relate to a specific customer order are referred to as ‘‘macro’’ hedges. Upon maturing, they areaccounted for in financial income separately from revenues recognized upon delivery of products, even though
they were intended to hedge corresponding cash flows. At the end of each accounting period, the value of theportfolio of outstanding macro hedges is marked-to-market on the basis of the forward exchange rate estimated at
the end of the relevant financial period. The change in value from the previous accounting period is recorded infinancial income.
Revenues in currencies other than the Euro that are not included in a valuation unit are translated into Euros at
the spot exchange rate at the date the underlying sales occur.
Beginning on January 1, 2001, and in compliance with IAS 39, most macro hedges then outstanding have beentied to specific customer orders and included in valuation units as micro hedges, with an implicit conversion rate
corresponding to the relevant forward dollar-Euro exchange rate at December 31, 2000. As a result, EADS expects
that the significant variations in financial income that were experienced in prior years will be significantly reduced
and that changes in net income will be more in line with variations in operating income than they have been in thepast.
Exchange Rate Management Policy
EADS’ revenues are primarily denominated in dollars. A strong dollar vis a vis the euro, therefore, has a positiveeffect on EADS’ results, while a weakening of the dollar exchange rate with respect to the Euro can have anegative impact.
While EADS’ revenues are primarily denominated in dollars, a substantial portion of its costs are incurred inEuro. Consequently, to the extent that EADS does not use financial instruments to hedge its exchange rate
exposure from the time of a customer order to the time of delivery, its profits will be affected by changes in thedollar-Euro exchange rate. Consistent with EADS’ policy to generate profits principally from its operations, EADS
uses hedging strategies to manage and minimize the impact on these profits of a weakening of the dollar withrespect to the Euro.
EADS currently manages a long-term hedging portfolio with maturities ranging up to 2008, mainly from theactivities of Airbus. EADS only hedges actual net dollar exposure with respect to firm orders, primarily using82

currency forwards and option contracts. The option strategy implemented by EADS mainly utilizes synthetic
forwards, which involve the purchase of a dollar put and the sale of a dollar call of the same notional amount andmaturity.
Given that hedges over longer-term periods are more expensive to implement, EADS intends to hedge less of that
portion of its net currency exposure that is more distant in time. Coverage ratios may be adjusted to take into
account macroeconomic movements affecting spot rates and interest rates, as applicable.
In 2000, hedges covering approximately $7.2 billion of EADS’ dollar-denominated revenues matured. As of
March 2001, EADS has hedged the following approximate proportion of existing firm orders: 98% for 2001, 98%
for 2002, 82% for 2003 and 62% for 2004, representing $8.1 billion, $8.0 billion, $6.1 billion and $3.4 billion ofrevenues, respectively. EADS has hedged a substantially smaller percentage of firm orders beyond 2004. Taking
into account provisions that were accrued for as a result of marking to market the portfolio of macro hedges
outstanding as of December 31, 2000, the portion of revenues to which the above hedges apply will be accounted
for at the following conversion rates: (1) 0.99 dollars per Euro for 2001; (2) 1.00 dollars per Euro for 2002;(3) 0.98 dollars per Euro for 2003; and (4) 0.95 dollars per Euro for 2004. In 2000, the conversion rate at which
dollar-denominated revenues were accounted for was 0.98 dollars per Euro.
Off Balance Sheet Commitments
Certain sales contracts for Airbus and ATR aircraft have generated financial commitments on the Airbus Industrieand ATR GIE that may be borne jointly and severally among the consortium partners, specifically allocated todefined third parties (such as engine suppliers) or capped in amount.
Such commitments consist of three principal types: (1) guarantees of lease payments, (2) guarantees of aircraft
residual values or reimbursement of outstanding loans and (3) agreements to participate in financing the purchaseof aircraft by customers.
While commitments to provide financial guarantees related to orders on Airbus’ and ATR’s backlog are also given,such guarantees are not accounted for as off balance sheet commitments until the guarantee is issued, which occurs
when the aircraft is delivered. This is due to (1) the fact that it is unlikely that all such guarantees will be issued,(2) that, until the aircraft has been delivered, Airbus or ATR retain the asset and do not issue the guarantee and(3) that third parties may provide part of the guarantee.
Provisions are established to cover likely future costs, whether the aircraft financing have been guaranteed by the
consortia or by one of their subsidiaries.
EADS’ net commitments under these financial guarantees are recorded as contingent liabilities and correspond toits share (80% for Airbus and 50% for ATR) of (1) the total amount of the guarantee provided by GIE, less (2) apercentage of the market value of the aircraft (which is determined using independent market value data) to which
the guarantee pertains and less (3) reserves already recorded. A large majority of these guarantees, and all of the
net exposure relating to them, correspond to Airbus guarantees.
At December 31, 2000, EADS’ net off balance sheet commitments with respect to delivered aircraft totaled
Euro 313 million, compared with Euro 496 million at December 31, 1999. The table below describes suchliabilities as of December 31, 2000.
Total(in millions of Euro)EADS share in financial guarantees..........................................................
Portion of market value of related aircraft ..............................................
EADS commitments, net...........................................................................
Reserves established ...................................................................................
Contingent liabilities (net of reserves) .....................................................

3,868(2,607)
1,261
(948)
313

Restructuring and Other Costs
Following the creation of EADS, restructuring plans, resulting in part from the integration of the various
companies and from certain structural changes in some of the Company’s major markets, were implemented. Total
restructuring charges of Euro 152 million were recorded in 2000, relating to headcount reductions totalling
approximately 3,000 people across the Company between 2000 and 2002. This includes an accrued expense ofEuro 52 million that was recorded following the decision to streamline functions as a result of redundancies
83following the merger of the Company’s three headquarters, and to oursource certain activities. Charges ofEuro 37 million in the Space Division related to headcount reductions at Astrium and at EADS Launch Vehicles,
and provisions of Euro 63 million in the Defence and Civil Systems Division are intended for rationalization of
Defence Electronics, LFK and SST.
In addition, a non-recurring provision of Euro 28 million was recorded for the Space Division in connection withvendor financing to Globalstar, while another provision of Euro 82 million was recorded in connection with thewrite-off of the equity investments in Globalstar.
Overview
EADS is Europe’s premier aerospace and defense company and the third largest aerospace and defense company inthe world. In terms of market share, EADS is either the largest or second-largest manufacturer of commercial
aircraft, civil helicopters, commercial space launch vehicles and missiles in the world. EADS is also a recognizedsupplier of military aircraft, satellites and electronics.
EADS organizes its businesses into the following five operating divisions and around the following five markets:) Airbus: commercial jet aircraft of more than 100 seats;) Military Transport Aircraft: military transport and mission aircraft;)

Aeronautics: civil and military helicopters, military combat and trainer aircraft, regional turboprop
aircraft and light commercial aircraft; and civil and military aircraft conversion and maintenance services;) Space: satellites, orbital infrastructure and launch vehicles and launch services; and)Defence and Civil Systems: missile systems, defense electronics and military and commercial
telecommunications solutions; and logistics, training, testing, engineering and other related services.

In general, these manufacturing businesses are characterized by long-term production cycles and are subject tomedium-term and long-term trends in the civil aviation, aerospace, defense and telecommunications industries.
Another important characteristic of many of these businesses is the extent of their dependence on national
budgets.
Results of Operations
The following table sets forth the unaudited pro forma consolidated income statement of EADS for the twelvemonth periods indicated.
Unaudited Pro Forma Statements of Income
for the Years Ended December 31, 1999 and 2000
Year ended
December 31,
1999
2000
(in millions of Euro)

Revenues.....................................................................................................................................
Cost of sales...............................................................................................................................
Gross margin..............................................................................................................................
Selling, administrative and other expenses.............................................................................
Research and development expenses .......................................................................................
Other income .............................................................................................................................
Goodwill amortization ..............................................................................................................
Income before financial income and income taxes .................................................................
Financial income (expense), net................................................................................................
Income (loss) before income taxes............................................................................................
Income taxes...............................................................................................................................
Minority interests......................................................................................................................
Net income (loss).......................................................................................................................
84

22,553(18,298)
4,255(2,213)(1,324)
475
(424)
769
(1,846)(1,077)33(2)(1,046)24,208(20,072)
4,136(2,510)(1,339)
342
(429)
200
(1,315)(1,115)
220
(14)
(909)

Set forth below is a table reconciling EADS’ income before financial income and income taxes with EADS’ EBIT
pre-goodwill amortization and exceptionals. Management considers the latter an illustrative measure of EADS’
performance.
Year ended
December 31,
1999
2000
(in millions of Euro)

Income before financial income and income taxes ...................................................................
Non-recurring charge for fair value adjustments on:
fixed assets ...............................................................................................................................
inventories................................................................................................................................
Goodwill amortization ................................................................................................................
Income from equity investments ...............................................................................................
EBIT pre-goodwill amortization and exceptionals....................................................................

769

200

169
0
424
83
1,445

176
483
429
111
1,399

Pro Forma Consolidated Revenues and EBIT by Division
Set forth below is a breakdown of EADS’ pro forma consolidated revenues by division for the past two years, aswell as pro forma consolidated R&D expenditures and pro forma consolidated EBIT pre-goodwill amortization andexceptionals.
Year ended December 31, 1999
Revenues

Percentagesof Revenues(1)Airbus.................................................................
Military Transport Aircraft ..............................
Aeronautics ........................................................
Space ...................................................................
Defence and Civil Systems ..............................

12,639
241
4,280
2,518
3,830

Subtotal ..............................................................
Eliminations and others(3) .................................

23,508(955)

EADS..................................................................

22,553

Year ended December 31, 2000

R&D

EBIT
PGE(2)

Revenues

Percentagesof Revenues(1)

R&D

EBIT
PGE(2)

53.8
1.0
18.2
10.7
16.3

870
15
121
69
197

925
(20)
202
97
86

14,856
316
4,704
2,535
2,909

58.7
1.2
18.6
10.0
11.5

920
59
128
61
161

1,412
(63)
296
67
(110)

100.0

1,272
52

1,290
155

25,320(1,112)

100.0

1,329
10

1,602
(203)

1,324

1,445

24,208

1,339

1,399

(1) Prior to eliminations and others.
(2) ‘‘EBIT PGE’’ refers to EBIT pre-goodwill amortization and exceptionals.
(3) Includes, in particular, pro forma adjustments and eliminations for intercompany transactions, and revenues from leases of office space.

AirbusPro forma consolidated revenues of the Airbus Division increased by 17.5% from Euro 12,639 million toEuro 14,856 million from 1999 to 2000, principally as a consequence of increases in aircraft deliveries from year toyear. Most of this increase occurred in the relatively lower-priced, single-aisle A319/A320/A321 aircraft family.
Airbus Industrie delivered 241 units of this type of aircraft in 2000, compared with 222 in 1999. In addition,
between 1999 and 2000 deliveries of twin-aisle A330/A340 aircraft decreased slightly from 64 to 62, while
deliveries of twin-aisle A300/A310 aircraft remained stable. Revenues from 1999 to 2000 were also positively
affected by the strengthening of the dollar against the Euro. Also significant was the impact of an upward revisionof price escalation indices, which allow EADS to increase the price of aircraft between the time orders are placedand delivery to reflect increases in the costs of labor and materials during the intervening period. For a discussionof the impact of exchange rate variations on EADS’ results of operations and EADS’ hedging policy, see‘‘— Accounting Considerations — Currency Hedging Accounting’’ and ‘‘— Exchange Rate Management Policy’’.
Pro forma consolidated R&D expenses increased by 5.7% from Euro 870 million in 1999 to Euro 920 million in
2000, principally as a consequence of the continuation of the A340-500 and A340-600 program and thepreliminary stages of the A380 development program.
Pro forma consolidated EBIT pre-goodwill amortization and exceptionals increased by approximately 52.6% fromEuro 925 million in 1999 to Euro 1,412 million in 2000. This increase was principally a consequence of theincrease in aircraft deliveries, the positive impact of the dollar-Euro exchange rate, the revision of price escalation
indices and productivity improvements, offset in part by an unfavorable product mix.
85

Military Transport Aircraft
Pro forma consolidated revenues in the MTA Division increased by 31.1% from Euro 241 million in 1999 toEuro 316 million in 2000, due principally to increased sales to the Airbus Division.
Pro forma consolidated R&D expenses increased by approximately 290% from Euro 15 million in 1999 to Euro 59
million in 2000, principally as a consequence of pre-development expenses for the A400M program and thecontinuation of the C-295 development program.
Pro forma consolidated EBIT pre-goodwill amortization and exceptionals went from a loss of Euro 20 million in1999 to a loss of Euro 63 million in 2000, principally resulting from an unfavorable product mix and lower
military aircraft deliveries.

Aeronautics
Pro forma consolidated revenues in the Aeronautics Division increased by 9.9% from Euro 4,280 million in 1999
to Euro 4,704 million in 2000, primarily due to an increase in revenues from Eurocopter and from other military
aircraft programs, including the Eurofighter development program and the establishment of Eurofighter
production facilities.
Pro forma R&D consolidated expenses increased by 5.8% from Euro 121 million in 1999 to Euro 128 million in2000.
Pro forma consolidated EBIT pre-goodwill amortization and exceptionals increased by 46.5% from Euro 202
million in 1999 to Euro 296 million in 2000, due to increased deliveries of aircraft, margin improvements andpositive exchange rate effects.

Space
Pro forma consolidated revenues in the Space Division increased by 0.7% from Euro 2,518 million in 1999 toEuro 2,535 million in 2000, primarily due to Ariane V, ATV and telecommunications satellite deliveries, offset inpart by the deconsolidation of Sodern, a satellite optical sensing equipment company.
Pro forma consolidated R&D expenses decreased by 11.6% from Euro 69 million in 1999 to Euro 61 million in2000.
Pro forma consolidated EBIT pre-goodwill amortization and exceptionals decreased by 30.9% from Euro 97 million
in 1999 to Euro 67 million in 2000, due primarily to restructuring costs associated with EADS Launch Vehicles
and with Astrium, as well as to a provision relating to a vendor financing to Globalstar, offset in part by
productivity improvements.

Defence and Civil Systems
Pro forma consolidated revenues in the Defence and Civil Systems Division decreased by 24.0% from Euro 3,830
million in 1999 to Euro 2,909 million in 2000. This was due primarily to the change in the consolidation method
for MNC and NNG, offset in part by the consolidation of EDSN, which became effective mid-2000, and to theimpact of decreasing German military budgets.
Pro forma consolidated R&D expenses decreased by 18.3% from Euro 197 million in 1999 to Euro 161 million in
2000, principally as a consequence of the factors mentioned above.
Pro forma consolidated EBIT pre-goodwill amortization and exceptionals went from a profit of Euro 86 million in1999 to a loss of Euro 110 million in 2000, reflecting decreased sales and restructuring provisions. Also affecting
the results for 1999 was a one-time effect associated with the sale of Nortel Matra Cellular and certain otherassets.
Results of Operations of EADS: Fiscal Year 2000 Compared with 1999

Pro Forma Consolidated Revenues
Total pro forma consolidated revenues of EADS increased by 7.3% from Euro 22,553 million in 1999 toEuro 24,208 million in 2000. This increase was primarily attributable to an increase in revenues from deliveries ofcommercial aircraft by Airbus, from 294 aircraft delivered in 1999 to 311 aircraft in 2000, as well as the effects ofrevised price escalation indices. Also significant was the increase in revenues in the Aeronautics Division. These
factors were offset in part by lower revenues from the Defence and Civil Systems Division.
86

An additional factor that had a significant positive effect on EADS’ revenue stream in 2000, given the importanceof EADS’ dollar-denominated sales, was the strengthening of the dollar against the Euro over the course of 2000.
For a discussion of the impact of exchange rate variations on EADS’ results of operations and EADS’ hedging
policy, see ‘‘— Exchange Rate Management Policy’’ and ‘‘— Accounting Considerations — Currency Hedging
Accounting’’.

Pro Forma Consolidated Cost of Sales
Pro forma consolidated cost of sales for EADS increased 9.7% from Euro 18,298 million in 1999 to Euro 20,072
million in 2000. This increase was due in large part to higher deliveries of Airbus aircraft, as well as to a one-timecharge of Euro 483 million resulting from the depreciation of fair value adjustments related to inventories andaccounted for in connection with the integration of EADS. Also significant were charges associated withrestructurings in the Defence and Civil Systems Division and the Space Division.

Pro Forma Consolidated Selling, Administrative and Other Expenses
Pro forma consolidated selling, administrative and other expenses for EADS increased 13.4% from Euro 2,213
million in 1999 to Euro 2,510 million in 2000. This was attributable to increased operating activities at theCompany, as well as provisions associated with the streamlining of Headquarters’ functions and a one-time charge
associated with a vendor financing to Globalstar.

Pro Forma Consolidated Research and Development
EADS’ pro forma consolidated research and development expenses increased 1.1% from Euro 1,324 million in 1999
to Euro 1,339 million in 2000, primarily due to an increase in expenses associated with the A340-500, A340-600
and A380 programs, offset in part by the change of consolidation method for MNC and NNG.

Pro Forma Consolidated Other Income
Pro forma consolidated other income represents principally gains on sales of investments and fixed assets andrental income. EADS had pro forma other income in 1999 of Euro 475 million compared with Euro 342 million in
2000, representing a decrease of 28.0%. Much of this decrease is associated with the non-recurring effect of thesale of ATEV, the parent company of Sextant Avionique, in 1999.

Pro Forma Consolidated Income Before Financial Income and Income Taxes
Pro forma consolidated income before financial income and income taxes of EADS decreased by 74.0% fromEuro 769 million in 1999 to Euro 200 million in 2000, which resulted from the factors discussed above, and inparticular the non-recurring charge in relation to the fair value adjustments.

Pro Forma Consolidated Financial Income (Expense), Net
Pro forma consolidated financial income (expense), net includes principally investment income (including gains orlosses of companies accounted for under the equity method), net interest expense and exchange rate gains or losses.
Financial income (expense) of EADS determined on a pro forma basis for 1999 consisted of a net loss of Euro 1,846
million compared to a net loss of Euro 1,315 million in 2000. Much of this variation was associated with themarked-to-market valuation of the Company’s financial instrument portfolio, which resulted from the Company’s
application of macro hedge accounting. During 2000, the dollar strengthened against the Euro in a smaller
proportion than it did in 1999, and, furthermore, the Company’s macro hedge portfolio was partly used during
2000, both of which effects contributed to the overall decrease in financial losses. Beginning in 2001, most macro
hedges then outstanding will be tied with specific orders in the backlog to form valuation units and will berecorded as micro hedges as required by IAS 39. See ‘‘— Accounting Considerations — Currency Hedging
Accounting’’.

Pro Forma Consolidated Income (Loss) Before Income Taxes
Pro forma consolidated loss before income taxes increased by 3.5% from Euro 1,077 million in 1999 to a loss ofEuro 1,115 million in 2000.
87

Pro Forma Consolidated Income Taxes
In 1999, EADS reported a pro forma consolidated income tax benefit of Euro 33 million, compared to a benefit ofEuro 220 million in 2000, mainly related to changes in income tax rates enacted in 2000.

Pro Forma Consolidated Net Income
As a result of the factors discussed above, EADS incurred a pro forma consolidated net loss of Euro 909 million in
2000, compared to a pro forma consolidated net loss of Euro 1,046 million in 1999.
Liquidity and Capital Resources
The following table sets forth a summary of the unaudited pro forma consolidated statements of cash flows for theyears ended December 31, 1999 and 2000.
Year ended December 31,
1999
2000
(in millions of Euro)(in millions of Euro)Net cash flows provided by operating activities ....................................
Including changes in working capital ....................................................
Net cash flows generated by (used in) investing activities ...................
Pro forma free cash flows .........................................................................
Net cash flows generated by (used in) financing activities ...................
Including capital increase ......................................................................
Effect of foreign exchange rate changes on cash and cash
equivalents .............................................................................................
Net increase (decrease) in pro forma cash ...............................................

1,538
785
(1,340)
198
(275)
69

3,159
1,460
(1,628)
1,531
1,635
1,540

(27)
(104)

6
3,172

Pro forma cash flows provided by operating activities of Euro 3,159 million were primarily generated from thesales of aircraft by Airbus Industrie, improved operating performance and a decrease in working capitalrequirements due in large part to higher amounts of customers’ advance payments.
Pro forma cash flows used in investing activities of Euro 1,628 million were principally due to continued highlevels of capital expenditures associated with modernizing and enlarging technical plant and equipment.
Pro forma cash flows generated by financing activities of Euro 1,635 million were principally derived from thecapital increase that took place at the time of the offering of the Company’s shares in July 2000.
Capital Expenditures
Pro forma capital expenditures incurred during the year ended December 31, 2000 were funded by net cash flows
from operations and through external financings, notably the capital increase of July 2000. These capital
expenditures related principally to various aircraft development programs.
For the period 2001 to 2003, it is estimated that more than one-half of EADS’ capital expenditures will be made inconnection with Airbus activities, such as the establishment and expansion of production facilities for Airbus
aircraft. In particular, the development program for the A380 ultra-large aircraft will require substantial capital
expenditures. See ‘‘Information on EADS Activities — Airbus — Products and Services’’. Other capital
expenditures will be made in connection with the expansion and completion of production facilities for existing
Airbus models, as part of the planned ramp-up of Airbus production rates through 2003.

88

Capital Resources and Other Financing
EADS generally finances its manufacturing activities and product development programs, and in particular thedevelopment of new commercial aircraft, through a combination of funds generated by operating activities,
customers’ advance payments, risk-sharing partnerships with sub-contractors and reimbursable launch
investments. In addition, EADS’ military activities benefit from government-financed research and development
contracts. In July 2000, EADS carried out a capital increase the proceeds of which have contributed significantly to
the Company’s improved net cash position. Due to its strong net cash position, amounting to 2,143 million euros
as of December 31, 2000, and to high expected cash flow from operations, EADS has no current plans to increase
borrowing or to issue new capital in the financial markets over the coming years. Nevertheless, EADS recently
received ratings from Standard & Poor’s (A/A1) and from Moody (A2), which could facilitate its access to thefinancial markets if it chose to do so. All of this should have the effect of providing the Company with added
flexibility for future strategic initiatives.

89

UNAUDITED PRO FORMA CONSOLIDATED FINANCIAL STATEMENTS
FOR THE FINANCIAL YEARS 1999 AND 2000
Pro Forma Consolidated Income Statements

Revenues ....................................................................................................................................
Cost of sales ...............................................................................................................................
Gross margin ............................................................................................................................
Selling, gen. adm. & other expenses........................................................................................
Research and development costs...............................................................................................
Other operating income.............................................................................................................
Amortization of Goodwill.........................................................................................................
Result before financial inc. and income tax ......................................................................
Financial expenses, net ..............................................................................................................
Income (loss) before income taxes .......................................................................................
Income taxes ...............................................................................................................................
Minority interest........................................................................................................................
Net income................................................................................................................................

90

2000
Pro Forma
Unaudited
Mio. 5

1999
Pro Forma
Unaudited
Mio. 524,208(20,072)
4,136(2,510)(1,339)
342
(429)
200
(1,315)(1,115)
220
(14)
(909)

22,553(18,298)
4,255(2,213)(1,324)
475
(424)
769
(1,846)(1,077)33(2)(1,046)

Pro Forma Consolidated Balance Sheets
December 31,
2000
Pro Forma
Unaudited
Mio. 5

December 31,
1999
Pro Forma
Unaudited
Mio. 5CONSOLIDATED ASSETS
Fixed assets ....................................................................................................................
Intangible assets ..............................................................................................................
Property, Plant and Equipment .....................................................................................
Financial Assets...............................................................................................................
Current Assets ..............................................................................................................
Inventory (net) ................................................................................................................
Trade receivables .............................................................................................................
Other receivables & other assets...................................................................................
Securities..........................................................................................................................
Cash..................................................................................................................................
Deferred tax assets.......................................................................................................
Prepaid expenses...........................................................................................................
Total Assets....................................................................................................................

20,894
8,165
8,120
4,609
16,745
2,081
4,118
2,624
4,682
3,240
3,151
654
41,444

19,952
8,329
7,693
3,930
13,794
1,218
4,509
3,317
1,575
3,175
2,821
651
37,218CONSOLIDATED LIABILITIES AND STOCKHOLDERS’ EQUITY
Stockholders’equity......................................................................................................
Capital stock ....................................................................................................................
Reserves ...........................................................................................................................
Accumulated other comprehensive income..................................................................
Minority interest..........................................................................................................
Provisions.......................................................................................................................
Total liabilities ..............................................................................................................
Financial liabilities ..........................................................................................................
Trade liabilities................................................................................................................
Other liabilities ...............................................................................................................
Deferred tax liabilities ................................................................................................
Deferred income ...........................................................................................................
Total liabilities and stockholders’ equity................................................................

10,250
807
9,359
84
221
8,684
18,247
5,779
4,268
8,200
1,128
2,914
41,444

9,377
1,317
8,003
57
212
7,432
16,117
5,696
3,856
6,565
1,345
2,735
37,21891

Pro Forma Consolidated Cash Flow Statements
2000
1999
Pro Forma
Pro Forma
Unaudited
Unaudited(in mill. EUR)Net Income (loss) before absorb agreement.....................................................................
Income (loss) applicable to minority interest.........................................................................
Gain (loss) on disposal of non-current assets ........................................................................
Depreciation and amortization of fixed assets.......................................................................
Valuation adjustment to inventories.......................................................................................
Change in accrued liabilities ...................................................................................................
Change in deferred taxes .........................................................................................................
Variation in Working Capital ..................................................................................................
Cash provided by operating activities ..............................................................................
Investments (net) in intangible, fixed and financial assets...................................................
Change in consolidation concerning cash ..............................................................................
Cash used for investing activities .....................................................................................
Transfer of profits /dividends to shareholders .......................................................................
Dividends to third parties .......................................................................................................
Capital increase from third parties .........................................................................................
Increase in financial liabilities .................................................................................................
Other activities .........................................................................................................................
Cash used for financing activities .....................................................................................
Effect of foreign exchange rate changes on cash and cash equivalents ..............................
Decrease/increase in cash and cash equivalents..............................................................
CASH POSITION
Cash and cash equivalents at beginning of year ...................................................................
Cash and cash equivalents at end of year..............................................................................

92

(909)
14
(77)
1,540
483
1,259
(611)
1,460
3,159
(1,590)(38)(1,628)
0
(31)
1,540
83
43
1,635
6
3,172

(1,046)
2
(290)
1,272
0
838
(23)
785
1,538
(1,456)116(1,340)(1,305)
0
69
1,012
(51)
(275)
(27)
(104)

4,750
7,922

4,854
4,750

5.2

Financial Statements

5.2.1 Consolidated Financial Statements
EADS N.V. (formerly Aerospatiale Matra S.A.)
Consolidated Statements of Income
for the years 2000 and 1999
Note

2000
1999
(in millions of 5)

Revenues .......................................................................................................................... 3,21
Cost of sales ....................................................................................................................
4
Gross margin.................................................................................................................

19,427(16,004)
3,423

12,236(9,624)
2,612

Selling, administrative and other expenses ..................................................................
Research and development expenses.............................................................................
Other income ..................................................................................................................
Amortization of goodwill...............................................................................................
Income before financial income, income taxes and minority interests............

4(2,144)(1,077)
251
(277)
176

(1,358)
(689)
312
(127)
750

Financial expense, net.....................................................................................................
Loss before income taxes and minority interests .................................................

6(1,320)(1,144)(1,724)(974)

Income taxes ....................................................................................................................
Minority interests ...........................................................................................................
Net loss...........................................................................................................................

7

264
(23)
(903)

352
(22)
(644)

5

The accompanying notes are an integral part of these Consolidated Financial Statements.
1999 balances have been restated from French Francs into Euros using the Official Fixed Conversion Rate.

93

EADS N.V. (formerly Aerospatiale Matra S.A.)
Consolidated Balance Sheetsat December 31, 2000 and 1999
Note

AssetsIntangible assets................................................................................................................
Property, plant and equipment, net ...............................................................................
Investments and long-term financial assets ...................................................................
Fixed assets......................................................................................................................

2000
1999
(in millions of 5)

8
8
9

8,165
8,120
4,609
20,894

2,446
3,428
2,401
8,275

Inventories ........................................................................................................................
Trade receivables ..............................................................................................................
Other receivables and other assets .................................................................................
Securities ...........................................................................................................................
Cash and cash equivalents...............................................................................................
Non-fixed assets .............................................................................................................

10
11
12
13

2,081
4,118
2,624
4,682
3,240
16,745

142
2,915
1,251
1,574
759
6,641

Deferred taxes ................................................................................................................
Prepaid expenses ............................................................................................................
Total assets ......................................................................................................................

7

3,151
654
41,444

1,379
635
16,930

807
9,359
84
10,250

1,231
992
87
2,310

221
8,684
5,779
4,268
8,200
18,247

196
2,399
3,681
2,439
3,947
10,067

1,128
2,914
41,444

16
1,942
16,930Liabilities and stockholders’ equity
Capital stock .....................................................................................................................
Reserves.............................................................................................................................
Accumulated other comprehensive income ...................................................................
Stockholders’ equity......................................................................................................
Minority interests .........................................................................................................
Provisions ........................................................................................................................
Financial liabilities............................................................................................................
Trade liabilities .................................................................................................................
Other liabilities ................................................................................................................
Liabilities .........................................................................................................................
Deferred taxes ................................................................................................................
Deferred income.............................................................................................................
Total liabilities and equity...........................................................................................

14
15
16
17
17
7

The accompanying notes are an integral part of these Consolidated Financial Statements.
1999 balances have been restated from French Francs into Euros using the Official Fixed Conversion Rate.

94

EADS N.V. (formerly Aerospatiale Matra S.A.)
Consolidated Statements of Cash Flowsfor the years 2000 and 1999
2000
1999
(in millions of 5)

Net loss...............................................................................................................................................
Income applicable to minority interests ..........................................................................................
Adjustments to reconcile net loss to cash provided by operating activities:
Depreciation and amortization of fixed assets ............................................................................
Valuation adjustments to inventories ..........................................................................................
Change in deferred taxes ..............................................................................................................
Results on disposals of fixed assets /businesses..........................................................................
Change in provisions.....................................................................................................................
Result of companies accounted for by the equity method .......................................................
Change in other operating assets and liabilities.........................................................................
Cash provided by operating activities........................................................................................

(903)
23

(644)
22

1,121
483
(694)
48
1,019
(110)
1,594
2,581

523
0
(423)
(267)
316
(56)
1,309
780

Investments:
Purchases of fixed assets /businesses............................................................................................ (1,546)
Proceeds from disposals of fixed assets /businesses....................................................................
487
Change in cash from changes in consolidation............................................................................... 2,671
Cash provided by (used for) investing activities..................................................................... 1,612(1,092)
833
35
(224)

Change in financial liabilities ...........................................................................................................
Dividends paid ...................................................................................................................................
Capital increase ..................................................................................................................................
Other...................................................................................................................................................
Cash provided by financing activities........................................................................................

(103)
(31)
1,540
(16)
1,390

329
0
0
(17)
312

Effect of foreign exchange rate changes on cash and cash equivalents........................................
Increase in cash and cash equivalents..............................................................................................

6
5,589

(27)
841

Cash and cash equivalents
At beginning of period .............................................................................................................
At end of period .........................................................................................................................

2,333
7,922

1,492
2,333

The accompanying notes are an integral part of these Consolidated Financial Statements.
1999 balances have been restated from French Francs into Euros using the Official Fixed Conversion Rate.
Cash and cash equivalents also comprise securities.
The following represents supplemental information with respect to cash flows from operating activities:

Interest paid .......................................................................................................................................
Income taxes paid ..............................................................................................................................

95

2000

1999

239
206

121
4

EADS N.V. (formerly Aerospatiale Matra S.A.)
Consolidated Statements of Changes in Stockholders’ Equity
for the years 2000 and 1999

Capitalstock

Balance at January 1, 1999 ..............................................................
Distribution of the Thomson-CSF shares..........................................
Dassault Aviation shares contribution by French State (fair value)
MHT shares contribution by Lagardère SCA (fair value) ................
Net loss .................................................................................................
Other comprehensive income..............................................................
Balance at December 31, 1999........................................................
EADS N.V. (fifty thousand 4)
Contribution of ASM to EADS N.V. (book value)..........................
Contribution of DASA to EADS N.V. (fair value)..........................
Contribution of CASA to EADS N.V. (fair value) ..........................
Capital increase .....................................................................................
Capital increase ESOP (incl. discount) ...............................................
IPO-Costs ..............................................................................................
Net loss .................................................................................................
Dividend................................................................................................
Other comprehensive income..............................................................
Balance at December 31, 2000........................................................

Accumulated
othercomprehensive
Reserves
income(in millions of 5)703(1,131)

141
387

(203)
842
2,128
(644)

1,231

992

(827)
266
45
80
12

827
5,969
1,002
1,366
193
(56)
(903)
(31)

807

9,359

Total

82

(346)

5
87

(203)
983
2,515
(644)
5
2,310

(3)
84

0
6,235
1,047
1,446
205
(56)
(903)
(31)
(3)
10,250

The accompanying notes are an integral part of these Consolidated Financial Statements.
1999 balances have been restated from French Francs into Euros using the Official Fixed Conversion Rate.

96

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)
FORMATION OF EADS IN 2000
The European Aeronautic Defence and Space Company EADS N.V. (‘‘EADS’’ or the ‘‘Group’’), a Dutch
public company legally seated in Amsterdam, is one of the leading manufacturers of commercial aircraft, civil
helicopters, commercial space launch vehicles, missiles, military aircraft, satellites and defence electronics. The
Group is the result of the merger of the operations of Aerospatiale Matra S.A. (‘‘ASM’’), the aerospace and defence
activities of DaimlerChrysler AG (‘‘Dasa’’) and Construcciones Aeronauticas S.A. (‘‘Casa’’).
Pursuant to business combination agreements dated October 14, 1999 and December 2, 1999 (the ‘‘Business
Combination Agreements’’), the accounts of ASM were liquidated on July 8, 2000 through the contribution of its
assets and liabilities to EADS. In connection with the liquidation of ASM, each of its 403,687,775 outstanding
shares was exchanged for one share of EADS. Because no operating activities occurred at EADS N.V. prior to thecontribution, the financial statements of the Group prior to July 8, 2000 represent the historical, consolidated
financial statements of ASM. A description of the transactions concerning the formation of ASM is contained in
Note 2.
In accordance with the Business Combination Agreements, on July 10, 2000, EADS issued 266,625,182 shares forall of the assets and liabilities of Dasa and 44,690,871 shares for all of the assets and liabilities of Casa. Concurrent
with the acquisitions of Dasa and Casa, the Group and its shareholders offered 146,454,136 ordinary shares(including 11,769,259 shares in the employee offering) in an initial public offering at 4 19.00 (retail: 4 18.00) per
share.
For accounting purposes, the transactions were treated as business combinations using the purchase method with
ASM as the acquirer. Adjustments have been made to allocate the excess of the fair values of Dasa and Casa overtheir historical costs amounting to 4 5,860 and 4 1,095, respectively, to specifically identifiable assets acquired andliabilities assumed based upon a final determination of fair values as follows:
Dasa:

July 2000

Fixed assets ...........................................................................................................
Non-fixed assets....................................................................................................
Goodwill................................................................................................................
Deferred taxes and liabilities assumed ...............................................................

Casa:

1,347
408
5,002
(897)
5,860
July 2000

Fixed assets ...........................................................................................................
Non-fixed assets....................................................................................................
Goodwill................................................................................................................
Deferred taxes and liabilities assumed ...............................................................

208
185
839
(137)
1,095

Goodwill resulting from the acquisitions is amortized over 20 years, the expected period of benefit. The
accompanying consolidated financial statements of EADS include the results of ASM for all periods presented andthe results of Dasa and Casa since the date of their acquisition.
For the formation of ASM in 1999, please refer to Note 2.

97

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)
BASIS OF PRESENTATIONThe consolidated financial statements of the Group have been prepared for the first time in accordance with theaccounting standards issued by the International Accounting Standards Committee (‘‘IASC’’) and theinterpretations issued by the Standing Interpretations Committee of the IASC, except that the Group expenses all
development costs as incurred (see note 1). EADS has applied certain simplifications as allowed under SIC-8. These
simplifications principally relate to 1999 disclosures about cash flow, leasing and the development of fixed assets.
The following International Accounting Standards (‘‘IAS’’) have been adopted in the 1999 consolidated financial
statements before their effective dates:— IAS 16 (revised 1998) Property, Plant and Equipment— IAS 22 (revised 1998) Business Combinations— IAS 28 (revised 1998) Accounting for Investments in Associates— IAS 31 (revised 1998) Financial Reporting of Interests in Joint Ventures— IAS 36 Impairment of Assets— IAS 37 Provisions, Contingent Liabilities and Contingent Assets— IAS 38 Intangible Assets
Prior to the business combination which resulted in the formation of EADS, the consolidated financial statementsof ASM were prepared in accordance with French generally accepted accounting principles (‘‘French GAAP’’). In
connection with the business combination, the consolidated financial statements of ASM for 1999 and for theperiod in 2000 prior to the business combination were restated from French GAAP into IAS.
1.

Summary of significant accounting policies

Consolidation — The consolidated financial statements include all of the material subsidiaries under the control
of EADS. Significant investments in which EADS has a 20% to 50% ownership (‘‘associated companies’’) are
generally accounted for using the equity method. For investments in material joint ventures, EADS uses the
proportionate method of consolidation (see Note 2). Other investments are accounted for at cost.
For business combinations accounted for under the purchase accounting method, all assets acquired and liabilities
assumed are recorded at fair value. An excess of the purchase price over the fair value of net assets acquired iscapitalized as goodwill and amortized over the estimated period of benefit on a straight-line basis.
The effects of intercompany transactions have been eliminated.

Foreign Currencies
Foreign currency transactions — Transactions in foreign currencies are translated to euro at the foreign exchange
rate in effect at the date of the transaction. Monetary assets and liabilities denominated in foreign currencies at thebalance sheet date are translated to euro at the foreign exchange rate in effect at that date. Foreign exchange gains
and losses arising from translation are recognized in the income statement. Non-monetary assets and liabilities
denominated in foreign currencies, which are stated at historical cost, are translated to euro at the foreign exchange
rate in effect at the date of the transaction.
Financial statements of foreign operations — The assets and liabilities of foreign entities, where the local currency
is other than euro, are generally translated using period-end exchange rates while the statements of income aretranslated using average exchange rates during the period. Differences arising from the translation of assets andliabilities in comparison with the translation of the previous periods are included as a separate component ofstockholders’ equity (‘‘Accumulated other comprehensive income’’, net of applicable deferred income taxes).

Revenue Recognition — Revenues are recognized upon the transfer of risk or the rendering of a service. For
construction contracts, revenues are recognized according to the percentage-of-completion method as contractuallyagreed-upon milestones are reached or the work progresses. Changes in profit rates are reflected in current earnings
98

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)
as identified. Contracts are reviewed for possible losses at each reporting period and provisions for estimated losses
on contracts are recorded when identified.
Incentives applicable to performance on contracts are considered in estimated profit rates and are recorded when
there is sufficient information to assess anticipated contract performance. Contract penalties are charged to expensein the period it becomes probable that the Group will be subject to the penalties.
Sales of aircraft that include value guarantee commitments are accounted for as operating leases when the risk
associated with the value guarantee is considered material.

Product-Related Expenses — Expenses for advertising and sales promotion and other sales-related expenses arecharged to expense as incurred. Provisions for warranties are made at the time the related sale is recorded.
Research and Development Expenses — Research and development funded by the Group is expensed as
incurred. Financed research and development contracts are recorded as revenues.
Income Taxes — Deferred income taxes are recorded in the consolidated financial statements of EADS in
accordance with IAS 12 — Income Taxes. Deferred tax assets and liabilities reflect lower or higher future tax
impacts that result for certain assets and liabilities from temporary valuation differences between their carrying
amounts and the tax bases as well as from net operating losses and tax credit carryforwards. Deferred tax assets andliabilities are measured using enacted tax rates expected to apply to taxable income in the years in which those
temporary differences are expected to be recovered or settled. The effect on deferred tax assets and liabilities of achange in tax rates is recognized in income in the period that includes the enactment date.
As deferred tax assets anticipate potential future tax benefits, they are recorded in the consolidated financial
statements of EADS only when the likelihood that the tax benefits will be realized is more than 50%. A valuation
allowance is recorded to reduce deferred tax assets to amounts, which will more likely than not be realized.

Treatment of IPO-costs — Incremental external costs directly attributable to the IPO of EADS were accounted
for as a deduction from the reserves, net of related income tax benefit.
Intangible Assets — Purchased intangible assets, other than goodwill, are valued at acquisition cost and are
generally amortized over their respective useful lives (3 to 10 years) on a straight line basis. Goodwill is capitalized
and amortized over 5 to 20 years. The Group periodically assesses the recoverability of its goodwill based uponprojected future cash flows.
Property, Plant and Equipment — Property, plant and equipment is valued at acquisition or manufacturingcosts less accumulated depreciation. Depreciation expense is recognized principally using the straight-line method.
The costs of internally produced equipment and facilities include direct material and labour costs and applicablemanufacturing overheads, including depreciation charges. The following useful lives are assumed: buildings 6 to
50 years; site improvements 6 to 20 years; technical equipment and machinery 3 to 20 years; and other equipment,
factory and office equipment 2 to 10 years. The cost of specialized tooling for commercial production is capitalized
and amortized over five years using the straight-line method.
Impairment of Long-lived Assets — The Group reviews long-lived assets to be held and used for impairment
whenever events or changes in circumstances indicate that the carrying amount of an asset may not be recoverable.
Lease — The Group is a lessee of property, plant and equipment. All leases that meet specified criteria intended
to represent situations where the substantive risks and rewards of ownership have been transferred to the lessee
are accounted for as finance leases. All other leases are accounted for as operating leases.
Aircraft leasing — EADS is engaged in various aircraft leasing activities being either finance or operate lease as
lessor or lessee (headlease, sublease), which are accounted for respectively.
Non-fixed Assets — Non-fixed assets represent the Group’s inventories, receivables, securities and cash,
including amounts to be realized in excess of one year. In the accompanying notes, the portion of assets andliabilities to be realized and settled in excess of one year has been disclosed.
Inventories — Inventories are valued at the lower of acquisition or manufacturing cost or market price.
Manufacturing costs comprise direct material and labour and applicable manufacturing overheads, including
depreciation charges.
99

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)

Securities — Securities are accounted for at fair values, if readily determinable. Unrealized gains and losses onthese investments are included within a separate component of stockholders’ equity (‘‘Accumulated othercomprehensive income’’), net of applicable income taxes. All other securities are recorded at cost.
Cash and cash equivalents — Cash consists of cash on hand, cash in bank, checks, and fixed deposits having amaturity of three months or less.
Financial Instruments — EADS uses derivative financial instruments for hedging purposes. Financial
instruments used in micro-hedging strategies to offset the Group’s exposure to identifiable and committed
transactions are accounted for together with the underlying business transactions (‘‘hedge accounting’’). Gains
and losses on forward contracts and options hedging firm foreign currency commitments are deferred off-balance
sheet and are recognized as a component of the related transactions, when recorded (the ‘‘deferral method’’).
In the event of an early termination of a currency exchange agreement designated as a hedge, the gain or loss isrealized.
Financial instruments that have been previously used by EADS in macro-hedging strategies do not qualify forhedge accounting and are accordingly marked to market at each reporting period with unrealized gains and losses
recognized in other financial result.
By the time the Group meets the requirements for hedge accounting and designates the derivative financial
instrument as a hedge of a committed transaction, subsequent unrealized gains and losses would be deferred andrecognized along with the effects of the underlying transaction.

Refundable Advances
Refundable advances are recorded as ‘‘Other Liabilities’’.

Accrued Liabilities
Provisions for losses on completion of contracts — Provisions for losses on uncompleted contracts are recorded
when it becomes probable that total estimated contract costs will exceed total contract revenues. Such provisions
are recorded as write-downs of work-in-process for that portion of the work, which has already been completed,and as provisions for risks for the remainder.
Losses are determined on the basis of estimated results on completion of contracts and regularly updated.
Provisions for financial guarantees corresponding to aircraft sales — Sales contracts for aircraft may stipulate
financial guarantees for lease payments, for the residual values of aircraft, for the repayment of the balance ofoutstanding borrowings and for the financing of the sales of certain aircraft on behalf of the Group. Guarantees
may be sole, joint (e.g., with engine manufacturers) or restricted to a ceiling defined in the contract. Provisions arerecorded in the case management considers the guarantees likely to be called upon.

Retirement indemnities — When Group employees retire, they receive indemnities as stipulated in retirement
or collective agreements, in accordance with regulations and practices of the countries (principally Germany andFrance) in which the Group operates.
French law stipulates that employees are paid retirement indemnities on the basis of the length of service. In
Germany, retirement indemnities are principally based upon years of service. Certain pension plans are based onsalary earned in the last year or on an average of the last three years of employment while others are fixed plans
depending on ranking (both salary level and position).
Actuarial assessments are regularly made to determine the amount of the Group’s commitments with regard to
retirement indemnities. This assessment includes an assumption concerning changes in salaries, retirement ages
and long-term interest rates. It comprises all the expenses the Group will be required to pay to meet thesecommitments.
The resulting obligation is recorded in the balance sheet as a liability. Actuarial gains and losses are deferred andrecorded progressively over the remaining service life of employees.
100

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)

Use of Estimates — The preparation of financial statements requires management to make estimates andassumptions that affect the reported amounts of assets and liabilities and disclosure of contingent amounts at thedate of the financial statements and reported amounts of revenues and expenses during the reporting period.
Actual results could differ from those estimates.
New Accounting Pronouncements — In March 1999, the International Accounting Standards Committee
issued International Accounting Standard (IAS) 39, ‘‘Financial Instruments: Recognition and Measurement’’.
This Standard is effective for fiscal years beginning on or after January 1, 2001. Under the new standard, theGroup will apply hedge accounting for certain foreign currency derivative contracts on qualifying forecasted
transactions.
For the vast majority of derivative hedging instruments that existed at December 31, 2000, EADS fulfils thequalifying criteria of IAS 39 concerning hedge accounting. Any future fluctuations in foreign currency exchange
rates therefore will only be recognized in the balance sheet as a separate component of stockholders’ equity, notaffecting the consolidated income statement. Accordingly, application of IAS 39 for these existing derivative
instruments as well as for new derivative instruments will result in a lower volatility of net profit and loss infuture periods.
Up to December 31, 2000, certain of the Group’s hedging instruments have been accounted for as macro hedges.
In order to achieve the same treatment as for the existing micro hedges, EADS was able to document for most ofthese instruments that from the date of designation, a hedging relationship existed between each position being
hedged and each hedging instrument. EADS presented the existence of the necessary requirements for formal
designation of hedging relationships as well as the application of the rules on hedge effectiveness.
The provision established for the mark to market valuation of the derivative financial instruments as ofDecember 31, 2000 will remain in existence until the contractual term of the related financial instruments.

Earnings Per Share — Due to the significant increase in the number of shares in relation with the initial public
offering on July 10, 2000 and to the concurrent acquisition of Dasa and Casa, whose revenues and expenses for theperiod January 1 to June 30, 2000, were not included in the EADS profit and loss statement, earnings per share
have not been disclosed for the year 2000 in light of the lack of comparability and relevance of these figures.
2.

Scope of consolidation

Perimeter of consolidation (December 31, 2000) —to EADS N.V.:

The consolidated financial statement include, in addition)

151 companies which are fully consolidated,)

76 companies which are proportionately consolidated,)

24 companies, which are investments in associates and are accounted for using the equity method.

The significant subsidiaries, associates, and joint ventures are listed in the appendix entitled ‘‘Information on
principal investments’’.
CREATION OF EADSEADS was created as of July 10, 2000. For accounting purposes, the combination of ASM, Dasa, and Casa wastreated as a business combination using the purchase method of accounting. As a result, the balance sheets of Dasa
and Casa were revalued to reflect fair market value of acquired assets and liabilities, while the balance sheet of
ASM was included in the EADS at historical cost.
FORMATION OF ASM IN 1999
In December 1998, the French State transferred to Aerospatiale (the predecessor to ASM) a 45.76% participation in
Dassault Aviation, which designs, develops and produces military aircraft (including the Rafale and the Mirage
2000) and the Falcon business jet family. At the time of delivery of shares in this transaction, Lagardèrecontributed Matra Hautes Technologies (‘‘MHT’’) to Aerospatiale. MHT is a global provider of complex space anddefence systems and is also active in the fields of telecommunications, information technology and imagery.
101

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)

The Dassault Aviation Transaction
On December 24, 1998, the French State entered into an agreement to contribute its 45.76% shareholding in
Dassault Aviation to Aerospatiale. Pursuant to this agreement, the French State’s shareholding in Dassault
Aviation was definitely transferred to Aerospatiale on December 30, 1998, in exchange for 9,267,094 new sharesof Aerospatiale issued on May 6, 1999.

The MHT Transaction
On March 26, 1999, Lagardère and Aerospatiale entered into an agreement (the ‘‘Contribution Agreement’’)
pursuant to which Lagardère contributed to Aerospatiale 100% of the share capital of MHT. In exchange for thiscontribution Aerospatiale issued 126,959,805 new shares to Lagardère representing 31.45% of Aerospatiale’s
shares outstanding. In addition, Lagardère purchased, for a price of 4 130, additional shares from the French State
representing 1.55% of Aerospatiale’s shares outstanding, bringing Lagardère’s total holding to 33%.

Other significant changes
On May 18, 1999, ASM redistributed to the French State the Thomson-CSF shares it had received on June 22,1998 in payment for the transfer of its previously spun-off satellite business. The fair value of this distribution,amounting to 4 203, was allocated to reserves. With the agreement of the French Direction Générale des Impôts,
this distribution fell under the provisions of article 115-2 of the general tax code (CGI), and was tax-free.
In February 1999, ASM transferred to Thomson-CSF its 50% stake in ATEV (which owns 99.71% of Avionique
Sextant) for 4 340, recording a pre-tax capital gain of 4 182.
NOTES TO THE CONSOLIDATED STATEMENTS OF INCOME
3.

Revenues

Revenues associated with construction contracts accounted for under the percentage-of-completion-method
amount to 4 2,856 in 2000.
4.

Functional costs and other expenses

Cost of sales and other functional costs include cost of materials as follows:Year ended
December 31,
2000
1999

Cost of raw materials, supplies and resale products................................................................
Cost of purchased services .........................................................................................................

8,759
3,268
12,027

6,303
2,161
8,464

Selling, administrative and other expenses in 2000 are comprised of selling expenses (4 567), administration
expenses (4 1,001) and other expenses (4 576). Other expenses in 2000 comprise losses from sales of fixed assets(4 49) and additions to other accruals (4 112).
Personnel expenses are comprised of:Year ended
December 31,
2000
1999

Wages, salaries and social contributions........................................................................................
Net periodic pension cost (see Note 15 a).....................................................................................

The Group’s workforce totals 88,879 at December 31, 2000.
102

3,971
144
4,115

2,769
46
2,815

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)
5.

Other income

Other income mainly comprises in 2000 of rental income (4 32) and others (4 219), in 1999 of gains on sales ofproperty, plant & equipment including the disposal of the investment in Sextant (4 287).
6.

Financial expense
Year ended
December 31,
2000
1999

Income from investments .............................................................................................................
Interest expense .............................................................................................................................
Other financial loss .......................................................................................................................

110
(42)
(1,388)(1,320)56(96)(1,684)(1,724)

In 2000, the income from investments mainly includes the equity investments in Dassault Aviation (4 116), Matra
Nortel Holding (4 35) and Nortel Dasa Network Systems (4 10), partly offset by Globalstar (4 –68).
Other financial loss mainly results from mark-to-market revaluation of financial instruments. Additionally, in
1999, the restructuring of the foreign exchange risk management resulted in a 4 (401) loss.
7.

Income taxes

Loss before income taxes and minority interests amounted to 4 (1,144) for the year ended December 31, 2000
(1999: 4 (974)) The (expense) benefit for income taxes consists of the following:

Current tax expense.............................................................................................................................
Deferred tax benefit.............................................................................................................................

Year ended
December 31,
2000
1999

(430)
694
264

(55)
407
352

In 2000, the German government enacted new tax legislation which will reduce the Group’s statutory corporate
tax rate for its German subsidiaries from 40% on retained earnings and 30% on distributed earnings to a
uniform 25%, effective beginning January 1, 2001. Deferred tax assets and liabilities for the Group’s German
subsidiaries were calculated using the enacted income tax rate of 26.375% (including a solidarity surcharge of 5.5%on the federal corporate tax) plus the after federal tax benefit rate for trade tax of 12.125%. The effects of the tax
rate reduction on the year-end 2000 deferred tax assets and liabilities are reflected in the reconciliation presented
below.

103

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)
In France, the corporate tax rate in effect for 2000 was 331/3% plus a surcharge of 10%. The French government hasestablished for the years 2001 and 2002 a reduced surcharge of 6% in 2001 and 3% in 2002. Accordingly, deferred
tax assets and liabilities for the Group’s French subsidiaries were calculated using the enacted tax rate of 36.43%
for timing differences expected to reverse in 2001 and 35.43% for timing differences expected to reverse after
2002. The effects of the tax rate reduction on the year-end 2000 deferred tax assets and liabilities are reflected in
the reconciliation presented below.
A reconciliation of income taxes in 2000 using the Dutch corporate tax rate of 35% (in 1999: the French corporate
tax rate of 40.00%) to the reported tax benefit is as follows:Year ended
December 31,
2000
1999

Expected benefit for income taxes......................................................................................................
Effect of changes in tax laws..............................................................................................................
Foreign tax rate differential ................................................................................................................
Goodwill amortization .........................................................................................................................
Changes in valuation allowances on deferred taxes .........................................................................
Tax credit for R&D expenses .............................................................................................................
Other.....................................................................................................................................................
Reported tax benefit ............................................................................................................................

400
88
15
(123)
(133)
25
(8)
264

390
(20)
0
(47)
27
0
2
352

Deferred income tax assets and liabilities are summarized as follows:
December 31,
2000
1999

Intangible assets...........................................................................................................................
Investments and long-term financial assets...............................................................................
Inventories....................................................................................................................................
Prepaid expenses ..........................................................................................................................
Net operating loss and tax credit carryforwards ......................................................................
Retirement plans..........................................................................................................................
Other accrued liabilities..............................................................................................................
Liabilities ......................................................................................................................................
Deferred income ..........................................................................................................................
Valuation allowances ...................................................................................................................
Deferred tax assets...........................................................................................................................
Property, plant and equipment ..................................................................................................
Receivables ...................................................................................................................................
Other ............................................................................................................................................
Deferred tax liabilities.....................................................................................................................
Deferred tax assets, net...................................................................................................................

104

20
12
193
203
343
473
1,059
743
594
3,640
(360)
3,280
975
259
23
1,257
2,023

0
0
20
33
133
0
381
787
307
1,661
(282)
1,379
0
0
16
16
1,363

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)
At December 31, 2000, the Group had domestic corporate tax net operating losses (‘‘NOLs’’) amounting to 4 91,
foreign NOLs and credit carryforwards amounting to 4 791, and foreign trade tax NOLs amounting to 4 478. The
amount of the Group’s deferred tax valuation allowances is based upon management’s estimate of the level ofdeferred tax assets that will be realized. In future periods, depending upon the Group’s financial results,
management’s estimate of the amount of the deferred tax assets considered realizable may change, and hence thevaluation allowances may increase or decrease.
Net deferred income tax assets and liabilities in the consolidated balance sheets are as follows:

Deferred tax assets ..........................................................................
Deferred tax liabilities ....................................................................
Deferred tax assets, net ..................................................................

December 31, 2000
thereof
Total
non-current

December 31, 1999
thereof
Total
non-current

3,151(1,128)
2,023

1,379
(16)
1,363

2,419
(691)
1,728

86
(16)
70

An income tax benefit of 4 30 relating to the Group’s IPO costs was recognized directly as reserves during the year
ended December 31, 2000.
NOTES TO THE CONSOLIDATED BALANCE SHEETS
8.

Intangible assets and property, plant and equipment, net

Intangible assets
Intangible assets principally represent goodwill. Schedules detailing gross and net values of intangible assets are as
follows:

Goodwill ................................................................................................................
Other intangible assets.........................................................................................
Net at December 31, 1999 ...............................................................................
Acquisitions...........................................................................................................
Disposals ................................................................................................................
Depreciation and amortization.............................................................................
Changes in consolidation scope and exchange differences ...............................
Net at December 31, 2000 ...............................................................................

Gross

December 31, 2000
Depreciation or
Amortization

Net

8,442
305
8,747

(393)
(189)
(582)

8,049
116
8,165
2,446
140
(13)
(324)
5,916
8,165

Changes in consolidation scope and exchange differences mainly comprise the respective goodwill of Dasa and
Casa.

105

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)
Property, plant and equipment
Schedules detailing gross and net values of property, plant and equipment show the following:Land, leasehold improvements and buildings including buildings on land
owned by others.............................................................................................
Technical equipment and machinery.................................................................
Other equipment, factory and office equipment .............................................
Advance payments relating to plant and equipment and construction inprogress............................................................................................................

Gross

December 31, 2000
Depreciation or
Amortization

Net

3,523
3,295
5,279

(1,038)(1,875)(1,496)

2,485
1,420
3,783

443
12,540(11)(4,420)432
8,120

Net at December 31, 1999 .............................................................................
Acquisitions.........................................................................................................
Disposals..............................................................................................................
Depreciation and amortization...........................................................................
Changes in consolidation scope and exchange differences .............................
Net at December 31, 2000 .............................................................................

3,428
816
(268)
(687)
4,831
8,120

Changes in consolidation scope and exchange differences mainly comprise the respective fair values of the fixed
assets acquired from Dasa and Casa.
Leased aircraft classified as operating leases are included in the position ‘‘Other equipment, factory and officeequipment’’.
Property, plant and equipment include buildings, technical equipment and other equipment capitalized underfinance lease agreements of 4 195 (1999: 4 198).
The equipment leased out in operating leases amounts to 4 2,816, thereof an amount of 4 610 is financed underfinance lease-in contracts. Also included in these positions are aircraft sold with residual value guarantees which
do not qualify as sales.
Non-cancellable future lease payments due from customers for equipment on operating leases at December 31,
2000 are as follows:2001 ...................................................................................................................................
2002 ...................................................................................................................................
2003 ...................................................................................................................................
2004 ...................................................................................................................................
2005 ...................................................................................................................................
thereafter............................................................................................................................
9.

195
191
190
153
130
279

Investments and long-term financial assets

Included in this amount are investments in associated companies of 4 1,318. The Group’s investments in associates
mainly relate to the 45.76% interest in Dassault Aviation, to the 42% interest in Nortel Dasa Network Systems andto the 45% interest in Matra Nortel Communications. A list of the investments in associates is included inAppendix ‘‘Information on principal investments’’. All significant investments in associates have been accounted
for using the equity method.

106

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)
The components of investment in finance leases are as follows:At
December 31,
2000

Minimum lease payments ...............................................................................
Unguaranteed residual value...........................................................................
Unearned finance income ................................................................................

921
121
(312)
730

Future lease payments to be received under finance leases:
2001 ..................................................................................................................................... 93
2002 ..................................................................................................................................... 109
2003 ..................................................................................................................................... 104
2004 ..................................................................................................................................... 100
2005 ..................................................................................................................................... 120
thereafter.............................................................................................................................. 395
10.

Inventories
At December 31,
2000
1999

Raw materials and manufacturing supplies...............................................................................
Work in progress .........................................................................................................................
Finished goods, parts and products held for resale .................................................................
Advance payments to suppliers .................................................................................................
Less: Advance payments received ..............................................................................................

11.

749
5,045
2,027
1,125
8,946
(6,865)
2,081

406
2,661
1,289
711
5,067
(4,925)142

Trade receivables
At December 31,
2000
1999

Receivables from sales of goods and services ...............................................................................
Allowance for doubtful accounts ...................................................................................................

4,494
(376)
4,118

3,165
(250)
2,915

As of December 31, 2000, 4 940 of the trade receivables mature after more than one year.
12.

Other receivables and other assets

Other receivables and other assets include an amount of 4 771 corresponding to the remaining capitalized
settlement payment to the German Government with respect to refundable advances which is amortized throughthe income statement at the delivery pace of the corresponding planes. They further comprise receivables fromaffiliated companies (4 183) and receivables from related companies (4 398), net of allowance (4 –25).
As of December 31, 2000, 4 681 of other receivables and other assets mature after more than one year.
13.

Securities

The securities (4 4,682) comprise mainly ‘‘Available-for-Sales Securities’’ (4 4,655).
107

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)
14.

Stockholders’ equity

The issued share capital of the Group consists of 807,157,667 shares as at December 31, 2000. The authorizedshare capital consists of 3,000,000,000 shares. The shares have a par value of 4 1.00.
15.

Provisions
At December 31,
2000
1999

Retirement plans (see Note 15a) and similar obligations.............................................................
Other provisions (see Note 15b) ....................................................................................................

2,986
5,698
8,684

468
1,931
2,399

4 2,836 of retirement plans and similar obligations and 4 2,894 of other provisions have a maturity of more than
1 year.
Development of provisions

Total

as of 12/31/1999.....................................................................................................
Change in consolidation scope .................................................................................
Additions /Utilization ................................................................................................
as of 12/31/2000.....................................................................................................

2,399
4,720
1,565
8,684

a) Retirement plans
When Group employees retire, they receive indemnities as stipulated in retirement agreements, in accordancewith regulations and practices of the countries (principally France and Germany) in which the Group operates.
French law stipulates that employees are paid retirement indemnities on the basis of the length of service. In
Germany, retirement indemnities are paid on the basis of salaries and seniority.
The following provides information with respect to the Group’s pension liabilities.
At December 31,
2000
1999

Change in defined benefit obligations:Defined benefit obligations at beginning of year.....................................................................
Service cost...............................................................................................................................
Interest cost..............................................................................................................................
Plan amendments.....................................................................................................................
Actuarial (gains) losses ............................................................................................................
Acquisitions and other............................................................................................................
Benefits paid.............................................................................................................................
Defined benefit obligations at end of year ...............................................................................

589
55
114
2
(10)
2,845
(83)
3,512

521
21
25
0
6
34
(18)
589

Change in plan assets:
Fair value of plan assets at beginning of year......................................................................
Actual return on plan assets ..................................................................................................
Contributions ...........................................................................................................................
Acquisitions and other............................................................................................................
Benefits paid.............................................................................................................................
Fair value of plan assets at end of year ....................................................................................

0
29
19
653
(19)
682

0
0
0
0
0
0

In 1999, ASM did not have any plan assets.
108

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)
A reconciliation of the funded status to the amounts recognized in the consolidated balance sheets is as follows:At
December 31,
2000
1999

Funded status(1)...................................................................................................................................
Unrecognized actuarial net gain/(losses) ......................................................................................
Net amount recognized .....................................................................................................................

2,830
129
2,959

589
(121)
468

(1) Difference between the defined benefit obligations and the fair value of plan assets.

The weighted-average assumptions used in calculating the actuarial values of the retirement plans were as follows:
Assumptions
as of December 31:

Discount rate......................................................................................................................................
Rate of compensation increase .........................................................................................................
Inflation rate.......................................................................................................................................

2000
%

1999
%

5.0-6.0
1.5-2.5
2.0-2.5

5.0
3.0
1.2

2000

1999

55
114
(25)
144

21
25
0
46

The components of the net periodic pension cost were as follows:

Service cost .............................................................................................................................................
Interest cost ............................................................................................................................................
Expected return on plan assets .............................................................................................................
Net periodic pension cost......................................................................................................................
b) Other provisions
Other provisions consisted of the following:

At December 31,
2000
1999

Aircraft financial risks .......................................................................................................................
Services to be supplied......................................................................................................................
Contract losses ...................................................................................................................................
Warranties...........................................................................................................................................
Other risks and charges ....................................................................................................................

981
918
338
263
3,198
5,698

352
266
168
228
917
1,931

Other risks and charges include provisions for mark-to-market financial instruments and provisions for
restructuring. They comprise certain employee termination benefits and costs which are directly associated with
reductions in capacities.
16.

Financial liabilities

Financial liabilities include bonds (4 869; thereof 4 599 mature after more than one year), liabilities to financial
institutions (4 1,826; thereof 4 1,447 mature after more than one year of which 4 1,031 are due in more than five
years), liabilities to affiliated companies (4 182), loans (4 1,052; thereof 4 955 mature after more than one year ofwhich 4 713 are due in more than five years), liabilities from finance leases (4 1,636; thereof 4 1,561 mature after
more than one year of which 4 1,150 are due in more than five years) and treasury notes, notes payable and other(4 214 that all mature after more than one year). As of December 31, 2000, 4 1,002 of financial liabilities are due
within one year (1999: 4 553).
109

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)Aggregate amounts of financial liabilities maturing during the next five years and thereafter are as follows:

Financial liabilities ...........................................................................
17.

2001

2002

2003

2004

2005

thereafter

1,002

710

438

250

269

3,110

Trade and other liabilities
At December 31,
2000
1999

Trade liabilities...................................................................................................................................
Other liabilities ..................................................................................................................................

4,268
8,200
12,468

2,439
3,947
6,386

In the trade liabilities as of December 31, 2000, 4 202 mature after more than one year. Included in ‘‘otherliabilities’’ are 4 1,136 maturing after more than five years.
At December 31, 2000, other liabilities mainly comprise advance payments of 4 3,811, as well as refundable
advances of 4 2,088. They also include further liabilities to related parties (4 103) and to affiliated parties (4 39).
OTHER NOTES
18.

Litigation and claims

Various legal actions, governmental investigations, proceedings and other claims are pending or may be institutedor asserted in the future against the Group. Litigation is subject to many uncertainties, and the outcome ofindividual matters is not predictable with assurance. It is reasonably possible that the final resolution of some ofthese matters may require the Group to make expenditures, in excess of established reserves, over an extended
period of time and in a range of amounts that cannot be reasonably estimated. The term ‘‘reasonably possible’’ isused herein to mean that the chance of a future transaction or event occurring is more than remote but less thanlikely. Although the final resolution of any such matters could have a material effect on the Group’s consolidated
operating results for the particular reporting period in which an adjustment of the estimated reserve is recorded,
the Group believes that any resulting adjustment should not materially affect its consolidated financial position.
19.

Commitments and contingencies

At December 31, 2000, in connection with EADS’s participation in the Airbus and ATR consortia, EADS wascontingently liable related to the consortia’s irrevocable financing commitments in respect of aircraft on order,
including options, for delivery in the future. In addition, EADS was also contingently liable related to credit
guarantees and participations in financing receivables of the consortia under certain customer finance programs.
When entering into such customer financing commitments, the consortia have generally established a secured
position in the aircraft being financed. The consortia and EADS believe that the estimated fair value of the aircraft
securing such commitments would substantially offset any potential losses from the commitments. Based on
experience, the probability of material losses from such customer financing commitments is considered remote.
EADS’s obligations under the foregoing financing commitments of the consortia are joint and several with its
partners in the consortium. In the event that Airbus or ATR, despite the underlying collateral, should be unable tohonor its obligations, each consortium partner would be jointly and severally liable to third parties without
limitation. Between the consortium partners, the liability is limited to each partner’s proportionate share in Airbus
or ATR.
Commitments (4 299; 1999: 4 283) include contingent liabilities principally representing guarantees ofindebtedness, contractual guarantees and commitments as to contractual performances.
In addition, the Group has granted some European governments performance bonds in connection with orders.
110

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)
Operating lease commitments
Future lease payments under rental and lease agreements which have initial or remaining terms in excess of one
year at December 31, 2000 are as follows:
Operating leases

2001 .................................................................................................................
2002 .................................................................................................................
2003 .................................................................................................................
2004 .................................................................................................................
2005 .................................................................................................................
thereafter..........................................................................................................

301
309
273
278
271
2,107

The majority of the operating lease commitments is due to aircraft headlease activities with corresponding subleaseactivities.
As of December 31, 2000, purchase of tangible and intangible assets commitments amounts to 4 48.
20.

Information about financial instrumentsa) Use of financial instruments

Exchange rate risks — EADS’ revenues are mainly denominated in US dollars, whereas the major portion of
its costs are incurred in euros. Consequently, to the extent that EADS does not use financial instruments to coverits exchange rate exposure from the time of a customer order of equipment to the time of its delivery, its profits
will be affected by changes in the euro-US dollar exchange rate. As the Group intends to generate profits only
from its operations and not through speculation on exchange rate movements, EADS uses hedging strategies tomanage and minimize the impact of exchange rate fluctuations on these profits. EADS’ foreign exchange hedge
position at inception was the result of the combination of the outstanding hedging portfolio of ASM, Dasa and
CASA.
EADS manages a long-term hedging portfolio with a maturity of several years covering US dollar receivables,
mainly from the activities of Airbus. EADS hedges its net US dollar exposure, primarily using currency forwards
and option contracts. The main currency strategy in place as of December 31, 2000 uses synthetic forwards, which
are a combination of purchases of US dollar puts and sales of US dollar calls, each with the same notional amountand maturity.
EADS endeavours to hedge the majority of its firm exposure, as soon as firm commitments are recognized butwith a decreasing hedging proportion according to time. The coverage ratio may be adjusted to take into accountmacroeconomic movements affecting the spot and interest rates, as applicable.

Interest rate risk — The Group uses several types of instruments to manage interest rate risk and thus tominimize its financial expenses and achieve a better balance between fixed and variable rate debt.
Hedging instruments that are specifically designated to debt instruments have at the maximum the same nominal
amounts as well as the same maturity dates compared to the hedged item, with the exception of a few residual
positions with non-material positive mark-to-market effects.
b) Notional amounts and credit risk
The contract or notional amounts of derivative financial instruments shown below do not always represent
amounts exchanged by the parties and, thus, are not necessarily a measure for the exposure of the Group throughits use of derivatives.

111

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)
The notional amounts of derivative financial instruments are as follows:
At December 31,
2000
1999

Exchange rate (in USD)
Net forward sales contracts.........................................................................................................
Purchase of firm put options......................................................................................................
Purchase of puts spread ..............................................................................................................
Sale of call options (in 1999: with or without knock-out options), net ...............................

16,705
4,807
3,065
9,236

3,176
4,817
3,065
11,208Interest rate (in EUR)
Rate swap .....................................................................................................................................
CAP purchases .............................................................................................................................
CAP sales .....................................................................................................................................
Floor purchases ............................................................................................................................
Floor sales.....................................................................................................................................

963
144
90
15
69

717
85
0
0
48

EADS may be exposed to credit-related losses to the extent of non-performance by counterparts to financial
instruments. EADS has, however, set up a credit line system, where every authorized counterpart (chosen amonginternational financial institutions and corporations) is granted a ceiling for outstanding market transactions. The
ceilings are based on the ratings given by established rating agencies and on the equity and profit figures of eachcounterpart. Exposure with respect to credit lines is regularly checked by the relevant control officers. Due to thequality of the selected counterparts, EADS believes that the overall credit risk related to financial instruments isvery low.
c) Fair value of financial instruments
The fair value of a financial instrument is the price at which one party would assume the rights and/or duties ofanother party. Fair values of financial instruments have been determined with reference to available market
information at the balance sheet date and the valuation methodologies discussed below. Considering the variabilityof their value-determining factors, the fair values presented herein may not be indicative of the amounts that theGroup could realize in a current market exchange.
The carrying amounts and fair values of the Group’s financial instruments are as follows:
At December 31,
2000
Carrying
Fair
amountvalue

Balance Sheet Treasury Instruments
Assets:Financial assets ..........................................................................................
Securities....................................................................................................
Cash and cash equivalents .......................................................................
Liabilities:
Financial liabilities ....................................................................................
Derivative Financial Instruments
Currency contracts....................................................................................
Interest contracts.......................................................................................

At December 31,
1999
Carrying
Fair
amount
value

4,609
4,682
3,240

4,609
4,682
3,240

2,401
1,574
759

2,401
1,574
759

5,779

5,779

3,681

3,681

(1,746)0(2,352)0(1,275)15(1,275)15

Financial Liabilities — Fair values are based on estimates using various valuations techniques, such as present
value of future cash flows. However, methods and assumptions followed to disclose data presented herein are
inherently judgmental and involve various limitations, including the following:)fair values presented do not take into consideration the effects of future interest rate and currency
fluctuations,112

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5))

estimates as of December 31, 2000 and 1999 are not necessarily indicative of the amounts that theCompany would record upon further disposal/termination of the financial instruments.

The methodologies used are as follows:
Short-term investments, cash, short-term loans, suppliers
The carrying amounts reflected in the annual accounts are reasonable estimates of fair value because of therelatively short period of time between the origination of the instruments and its expected realization.
Long-term debt; short-term debt
There is no fair value computation.
Currency Contracts — The fair value of these instruments is the estimated amount that the Company would
receive or pay to settle the related agreements as of December 31, 2000 and 1999.
21.

Segment Reporting

The Group operates in 5 divisions; a description of the products and services, from which each segment derives its
revenues, follows:)

Airbus — Development, manufacturing, marketing and sale of commercial jet aircraft of more than 100 seats.

)

Military Transport — Development, manufacturing, marketing and sale of light and medium militarytransport aircraft and special mission aircraft.

)

Aeronautics — Development, manufacturing, marketing and sale of civil and military helicopters, military
combat and trainer aircraft, regional turboprop aircraft and light commercial aircraft; and civil and military
aircraft conversion and maintenance services.

)Space — Development, manufacturing, marketing and sale of satellites, orbital infrastructures and launchers;
and provision of launch services.

)

Defence and Civil systems — Development, manufacturing, marketing and sale of missiles systems; andprovision of defence electronics, military and commercial telecommunications solutions; and logistics,
training, testing, engineering and other related services.

The Group measures the performance of its operating segments through EBIT pre goodwill amortization andexceptional items on the same basis as described in the summary of significant accounting policies. Segment EBIT
is defined as income before financial income and income taxes included in the consolidated statement of income,modified to exclude goodwill amortization and exceptional items and to include income from investments.
Revenues are allocated to countries based on the location of the customer. Segment assets are allocated based on
the location of the respective units. Capital expenditures represent the purchase of property, plant and equipment.

113

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)
Information with respect to the Group’s industry segments follows:

2000
Total revenues ..........................................................
Share of net profit of associates .............................
EBIT pre goodwill amortization/exceptional .........
Identifiable segment assets......................................
Investments in equity method associates ..............
Segment total liabilities...........................................
Capital expenditures ................................................
Depreciation and amortization ................................
1999
Total revenues ..........................................................
EBIT pre goodwill amortization/exceptional .........
Identifiable segment assets......................................

Space

Defenceand Civil
Systems

HQ/
Elimin.

Consolidated

4,254
0
238
5,492
0
5,176
247
149

2,183
(1)
64
2,365
29
1,951
94
116

2,463
45
(79)
3,263
125
2,983
78
79

(1120)
48(230)
11,847
1,164
1,500
47
377

19,42792
1,138
41,444
1,318
30,973
879
1,121

2,834
106
4,200

1,499
11
901

2,090
38
1,710

(381)
219
4,297

12,236933
16,930AirbusMilitary
Transport

Aeronautics

11,3980
1,173
18,042
0
19,094
378
388

249
0
(28)
435
0
269
35
12

6,194
559
5,822

0
0
0

Depreciation and amortization for 1999 amount to 4 523.
Intercompany sales are principally realized on an arm’s length basis and are mainly between Aeronautics andAirbus.
A reconciliation of income before financial income and income taxes to EBIT pre goodwill amortization andexceptional items follows:
2000

1999

Income before financial income, income taxes and minority interests .............................................
176
Goodwill amortization and exceptional items.................................................................................
852
Income from investments..................................................................................................................
110
EBIT pre goodwill and exceptional items............................................................................................ 1,138

750
127
56
933

The revenues in 2000 according to destination are mainly realized in Europe (10,275), thereof 2,778 in Germany
and 2,735 in France. North America contributes 5,339, Latin America 798 to the revenues.
22.

Stock-based compensation

Stock Option Plan
The Board of Directors of EADS approved the establishment of a stock option plan for the 11 members of the
Executive Committee and senior managers of the Group. Stock options for the purchase of 5,214,884 EADS shareswere granted on July 8, 2000 of which 720,000 were granted to the members of the Executive Committee.
Approximately 850 employees of the Group were granted options, which are only exercisable after a vesting
period. The vesting period amounts to two years and four weeks from the date of granting with respect to 50% of
the options and three years for the remaining options. The options expire ten years after their grant.
The exercise price is equal to 110% of the price to institutional investors in the global offering (4 19.00). The
options may not be exercised during the period of three weeks before either the annual general meeting or theannouncement of annual or semi-annual results or quarterly figures.
On October 20, 2000, the board of directors granted an additional 350,000 options to employees with an exercise
price of 4 20.90 (102.53% of the market price of the Group’s ordinary shares on the date of grant).

114

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)
The following table summarizes stock option plan activity for the year ended December 31, 2000:
Number of
Options

Granted ...........................................................................................................
Exercised .........................................................................................................
Forfeited ..........................................................................................................
Balance at December 31, 2000 .........................................................................

5,564,884—(189,484)
5,375,400

No compensation expense was recognized in 2000 in connection with the Group’s stock option grants.

Employee Stock Ownership Plans
In connection with the initial public offering, EADS established an employee share ownership plan under two
types of formulae: ESOP Classic and ESOP Plus. Under the terms of ESOP Classic, eligible employees were able
to purchase previously unissued shares at a 15% discount from the initial public offering retail price of 4 18.00.
During a vesting period (of 18 months, 3 years, 5 years or 6 years), employees are restricted from selling theshares, but receive all dividends paid on each share and have the ability to vote at the annual shareholder meeting.
EADS sold 2,500,505 ordinary shares under the ESOP Classic formula. No compensation expense was recognizedin 2000 in connection with the ESOP Classic.
Under the terms of ESOP Plus, employees were able to invest in a Mutual Fund managed by a third party bank.
Concurrently with this contribution, the bank financed an additional contribution under a swap contract(equivalent to 9 times the employee contribution). The total amount was used by the Mutual funds to purchasepreviously unissued shares from EADS at a 15% discount from the initial public offering retail price. The
purchased shares are held in Mutual Funds, employees owning mutual fund shares. All dividends are retained by
the bank. A Supervisory Board represents the fund at the annual shareholder meeting.
At the end of the lock-up period of five years, employees receive their initial investment and a portion of gains
from the appreciation of EADS shares in excess to the initial public offering price. ESOP Plus Mutual Funds
subscribed to 9,268,754 ordinary shares of EADS. Compensation expense of 4 2.5 was recognized in 2000 inconnection with ESOP Plus.
23.

Related party transactions

Related parties — The Group has entered into various transactions with related companies in 2000 that have all
been carried out in the normal course of business at arm’s length. Transactions with related parties include theFrench State, DaimlerChrysler, Lagardère, and SEPI (Spanish State). Except for the transactions with the French
State the transactions are not considered material to the Group either individually or in the aggregate. The
transactions with the French State include mainly sales from the Aeronautic, Defence, and Space divisions.
Remuneration — The remuneration of statutory directors and pensions of/ other contributions to retired
statutory directors amount to 4 2.41 (1999: 4 1.59). Additionally exist accruals for pension obligations of 4 1.52.
The remuneration of supervisory directors and pension of/ other contributions to retired supervisory directors
amount to 4 0.16 (1999: 4 0.14).
The above remuneration does not include any amounts for the value of options to subscribe for the ordinary sharesin the company granted to or held by the statutory directors nor the supervisory directors. Reference is made tonote 22 of the financial statements.
The company has not provided any loans to/ advances to/ guarantees on behalf of (retired) statutory directors or
supervisory directors.

115

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)
Appendix ‘‘Information on principal investments’’ — Consolidation Scope
1999

2000

F

F
F
F

Company

Head office

EADS Airbus S.A.S.
EADS Airbus S.A.
EADS CASA S.A. (Unit: EADS CASAAIRBUS)SATIC G.I.E.
Airbus Finance Company Holdings BV
Airbus Finance Company
EADS Airbus GmbHKID-Systeme GmbH
Aircabin GmbH
DEX Beteiligungs- und Verwaltungs GmbHZDW Beteiligungs- und Verwaltungs
GmbH
EADS Airbus Beteiligungs GmbH
Airbus Industrie G.I.E.
AVSA SARLAI Participations S.A.R.L.
Société Commerciale A-300 S.A.SOCA
Airbus Simulators Services S.N.C. (ASS)
Airbus Transport International S.N.C. (ATI)
Airbus Military Company S.A.S.
Groupemente Immobilier Aéronautique
S.A. (GIA)
Airbus Mauritius limited
Alexandra Bail G.I.E.
Airbus China limited
Aircelle S.A.S.
Airbus Ré S.A.
AVSA Canada Inc.
Airbus North American Holdings Inc.
(AINA)
Airbus Service Company Inc. (ASCO)AI leasing Inc.
NorbusAINA Inc.
128829 Canada Inc.
Airbus industrie B.V.
Air bus Industrie Financial Service
Holdings B.V. (AIFS)
Airbus Industrie Financial Service Holdings
ltd. (AIFS)
Airbus Industrie Financial Service Ltd.
(AIFS)AIFS (Cayman) ltd.
AIFS Cayman Liquidity ltd.
A 320 Financing limited
AIFI LLC
Frusco limited
Shadyac Limited

Toulouse (France)
Toulouse (France)
Madrid (Spain)

AirbusAddition
Addition
P
E
E
Addition
Addition
Addition
Addition
Addition
Addition

F
F
F
F
F
F
F
F

P
P
P
P
P
P
P
P

F
P
P
P
P
P
P
P
P

P
E
P
P
P
P
P

P
E
P
P
P
P
P

P
P
P
P
P
P
P

P
P
P
P
P
P
P

P

P

P

P

P
P
P
P
Disposal P
Disposal P
Additionally are consolidated 30 SPCs.
Defence & Civil Systems
Addition

P
P
P
P

F

AdditionF

Addition
Addition
AdditionF
F
F

EADS Deutschland GmbH —Verkehrsleittechnik TB 67
FmElo Elektronik- und LuftfahrtgeräteGmbHHagenuk Marinekommunikation GmbHEUROBRIDGE Mobile Brücken GmbHEADS Deutschland GmbH — Verteidigung
und Zivile Systeme

116

Colomiers (France)
Amsterdam (Netherlands)
Dublin (Ireland)
Hamburg (Germany)
Buxtehude (Germany)
Laupheim (Germany)
Ottobrunn (Germany)
Munich (Germany)
Ottobrunn (Germany)
Blagnac (France)
Blagnac (France)
Blagnac (France)
Blagnac (France)
Blagnac (France)
Blagnac (France)
Toulouse (France)
FranceMauritius
FranceHong-Kong
FranceLuxemburg
CanadaU.S.A.
U.S.A.
U.S.A.
U.S.A.
U.S.A.
CanadaNetherlands
Netherlands
Ireland
Ireland
Cayman Isle
Cayman Isle
IrelandIsle Of Man
Ireland
Ireland

Unterschleißheim (Germany)
Ulm (Germany)
Flintbek (Germany)
Friedrichshafen (Germany)
Unterschleißheim (Germany)

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)
1999

2000

AdditionF

Addition
Addition
Addition
AdditionF
F
F
E

AdditionF
F
F
F
F
AdditionF
F
F
F
Addition
F
F
F
F
F
F
F
F
F
F
F
F
F
F
Addition

Disposal
Disposal
Disposal
Disposal

Disposal
Disposal
Disposal
Disposal
Disposal

F
P
P
P
P
P
P
P
P
P
P
P
P
F
E
F
E
E
F
F
F
F
F

F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
E
E
E

E
E
E
E
E

F
F
F
F
F

Company

Head office

EADS Deutschland GmbH — Verteidigung
und Zivile Systeme
Dornier Verteidigung und Zivile Systeme
EADS Funkkommunikation GmbHEwiation GmbH
Nortel Networks Germany GmbH & Co
KG
EADS Services + Telecom S.A.
Aerospatiale Matra Test & Services S.A.
Matra Systemes & Information
APIC
Matra Global Netservices
MATRAnet
MATRAnet Inc
M.C.N. SAT HOLDING
MULTICOMS
Matra Communication USA Inc
Intecom Inc
Pyderion Contact Technologies Inc
G2I
M.P. 13
EADS Matra Datavision S.A.
EADS Matra Datavision International
EADS Matra Datavision Ltd
EADS Matra Datavision AG
EADS Matra Datavision Benelux
EADS Matra Datavision Asia Pacific
EADS Matra Datavision B.V.
EADS Matra Datavision GmbHEADS Matra Datavision Iberia
EADS Matra Datavision Inc
EADS Matra Datavision Kk
EADS Matra Datavision SpAOpen Cas Cade SA
Matra Nortel Holding (MNH)
Matra Nortel Communications SAS
Matra Communication EGT N.V.
MNC Distribution Europe
MNCD Paris Ile-de-France
MNCD Nord-Ouest
MNCD Centre-Est
MNCD Sud
Matra Communication Cellular Terminals
Matra Communication SPA
Matra Communication Business Systems
GmbHMatra Communication Danemark
Matra de Comunicaciones Espana
Matra Hautes Technologies
CMC
Sofrimat 5
Office General de l’Air (OGA)
SofemaMatra Defense
Matra Holding GmbH
Matra Aerospace Inc. (M.A.I.)
Fairchild Controls Corporation
Germantown Holding Company

Ulm (Germany)

117

Friedrichshafen (Germany)
Ulm (Germany)
Ulm (Germany)
Friedrichshafen (Germany)
Boulogne (France)
Velizy (France)
Velizy (France)
Aiceuil (France)
Boulogne (France)
Velizy (France)
Redwood shores, CA (USA)
Velizy (France)Sèvres (France)
Dallas, Texas (USA)
Dallas, Texas (USA)Saint-Laurent (Quebec-Canada)
Velizy (France)
Paris (France)
Paris (France)
Les Ulis (France)
Coventry (UK)
Danges (Suisse)
Brussels (Belgium)
Wanchai (Hong Kong)
Leiden (Netherlands)
Munich (Germany)
Madrid (Spain)
Andover (USA)Tokyo (Japan)
Turin (Italy)
Paris (France)
Paris (France)
Bois d’Arcy (France)
Bruxelles (Belgique)
Quimper (France)
Malakoff (France)
La Madeleine (France)
Bron (France)
Toulouse (France)
Ulm (Germany)
Milan (Italy)
Francfort (Germany)
Brondy (Denmark)
Madrid (Spain)
Paris (France)Montigny (France)
Les Ulis (France)
Paris (France)
Paris (France)
Velizy (France)Frankfurt (Germany)
Frederick Maryland (USA)Frederick Maryland (USA)Frederick Maryland (USA)EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)

Disposal
Addition
Addition

1999

2000

F
P
P
p
P
P
P
E
F
P
P
P
P
E

F
P
P
P
P
P
P
E
F
P
P
P
F
F

AdditionF

Addition
AdditionF
P

Addition
Addition
Addition
Addition

P
P
P
F
P
P
P

F
F
F

Company

Head office

Manhattan Beach Holdings Co
Matra BAe Dynamics SAS
Matra BAe Dynamics Management
ALKAN
Matra BAe Dynamics France
Matra Bae Dynamics UK Ltd.
Matra Electronique
Bodenseewerk Gerätetechnik (B.G.T.)
Aerospatiale Matra Missiles
CelergCelerg international
International de systemes propulsifs
GIE Euromissile
LFK — Lenkflugkörpersysteme GmbH
TDW- Ges. für verteidigungstechnische
Wirksysteme GmbHEADS Deutschland GmbH — VA
(Restaktivitäten)
TAURUS Systems GmbH
Bayern-Chemie Gesellschaft für
flugchemische Antriebe mbH
Propulsion Tactique S.A.
TDA — Armements S.A.S.
Forges de Zeebrugge S.A.
EADS Defence & Security Networks(EDSN)
Matra Radio Systems
AEG Mobile Communication
Matra Communications Mexico

Frederick Maryland (USA)
Velizy (France)
Paris (France)
Valenton (France)
Velizy (France)
Stevenage, Herts (UK)
Paris (France)Überlingen (Germany)
Chatillon sur Bagneux (France)
Le Plessis-Robinson (France)
Le Plessis-Robinson (France)
Paris (France)
Fontenay-aux-Roses (France)
Unterschleißheim (Germany)
Schrobenhausen (Germany)

Amanthea Holding B.V.
MMS Space Holdings N.V.
EADS Dornier Raumfahrt Holding GmbH
Loral Dasa Globalstar L.P.
ASTRIUM N.V.
ASTRIUM GmbHASTRIUM Ltd.
ASTRIUM SAS
EADS CASA S.A. (Unit: EADS CASASpace)EADS Deutschland GmbH — Space
Services
Global DASA LLC
Nahuelsat S.A.
EADS Launch Vehicles
Matra Space Systems Participations BV
Spot Image
Sodern(Netherlands)
The Hague (Netherlands)
Munich (Germany)
New York (USA)The Hague (Netherlands)
Friedrichshafen (Germany)
Huffordshire (Great Britain)
Velizy (France)
Madrid (Spain)

Unterschleißheim (Germany)
Schrobenhausen (Germany)
Aschau/Inn
La Ferte Saint Aubin (France)
La Ferte Saint Aubin (France)
Herstal-Liege (Belgium)
Bois d’Arcy (France)
Madrid (Spain)
Ulm (Germany)
Mexico city (Mexico)Space
Addition

Addition

F
P
F
E
P
P
P
P
F

AdditionF

Addition
AdditionF
E
F

P
Addition
AdditionP
Addition
AdditionP

Disposal
DisposalF
P
E
F

Military Transport Aircraft
Addition

Munich (Germany)
New York (USA)
Buenos Aires (Argentina)
Paris (France)
The Hague (Netherlands)
Toulouse (France)
Limeil-Brevannes (France)F

EADS CASA S.A. (Unit: EADS CASA
Military Transport Aircraft)

Madrid (Spain)

F
F
F
F
F
F
F
F
F
F

Elbe Flugzeugwerke GmbHEADS Sogerma S.A.
EADS Seca S.A.
Barfield B.C.
EADS Revima S.A.
Composites Aquitaine S.A.
Maroc Aviation S.A.
Noise Reduction Engineering B.C.
Aerobail GIE
EADS Aeroframe services LLC

Dresden (Germany)Mérignac (France)
Le Bourget (France)
Miami, Florida (USA)Tremblay en France (France)
Salaunes (France)
Casablanca (Morocco)
Washington D.C. (USA)Paris (France)
Lake Charles, Louisiana (USA)Aeronautics
Addition
F
F
F
F
F
F
F
Addition
Addition

118

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)
1999

2000

F
F
F
F
F
F
F
F
Addition

F
F
F
F
F
F
F
F
F

Addition
AdditionF
F

F
P
Additionally are consolidated 49 SPCs.

F
P

Company

Head office

Eurocopter Holding S.A.
Eurocopter S.A.
Eurocopter Deutschland GmbH
American Eurocopter Corp.
Eurocopter Canada Ltd.
Eurocopter South East Asia
Helibras — Helicopteros do Brasil S.A.
EADS Socata S.A.
EADS Deutschland GmbH — Military
Aircraft
Dornier Flugzeugwerft GmbHEADS CASA S.A. (Unit: EADS CASA
Military Aircraft)
EADS ATR S.A.
ATR GIE

Paris (France)
Marignane (France)
Munich (Germany)
Dallas, Texas (USA)
Ontario (Canada)
Singapore
Itajuba (Brazil)
Le Bourget (France)
Munich (Germany)

EADS France
EADS Deutschland GmbH — Zentrale
EADS Deutschland GmbH, LO —Liegenschaften OTN
EADS Deutschland GmbH, FO —Forschung
EADS Raumfahrt Beteiligungs GmbHDADC Luft- und Raumfahrt BeteiligungsAG
Dornier Zentrale
EADS CASA S.A. (Headquarters)
Dassault Aviation
Dassault International France
Dassault Falcon Jet and subsidiaries
Sogitec Industries
Dassault Falcon Service
IPS
Dassault Aero Service
Dassault Assurances Courtage
Dassault lntemational lnc
Société Toulouse Colomiers
Fairchild Dornier Luftfahrt BeteiligungsGmbH
S.C.I. Matra Toulouse

Paris (France)
Munich (Germany)
Munich (Germany)

Manching (Germany)
Madrid (Spain)
Toulouse (France)
Toulouse (France)

Headquarters
Addition
AdditionF

F
F
F

AdditionF

Addition
AdditionF
F

Addition
Addition

F
F
E
E
E
E
E
E
E
E
E
E
E

P
P
P
P
P
P
E
E
E
E
AdditionFF

F: Fully consolidated
P: Proportionate
E: Equity method

119

Munich (Germany)
Ottobrunn (Germany)
Munich (Germany)
Friedrichshafen (Germany)
Madrid (Spain)
Paris (France)
Vaucresson (France)
Teterboro NJ (USA)Suresnes (France)

Paramus NJ (USA)
Oberpfaffenhofen (Germany)
Toulouse (France)

EADS N.V. (formerly Aerospatiale Matra S.A.)
Notes to Consolidated Financial Statements(in million of 5)
1999

2000

%

F
F

F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F

100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
80.0

F

75.0

F

74.3

F

55.0

F
P
P
P
P
P
E
E

43.8
80.0
75.0
50.0
50.0
50.0
45.8
45.0

E

42.0

Addition
Addition
Addition
F
F
F
F
F
P
Addition
Addition
AdditionF
F
F
E
Addition
AdditionE

Addition
Addition
P
P
P
P
P
E
P
Addition

Company

Head office

EADS Airbus S.A.
EADS France
EADS Deutschland GmbHEADS CASA S.A.
EADS Airbus GmbHEurocopter Holding S.A.
Eurocopter S.A.
Eurocopter Deutschland GmbH
Aerospatiale Matra Missiles
EADS Launch Vehicles
SATIC G.I.E.
KID-Systeme GmbH
Aircabin GmbHElbe Flugzeugwerke GmbHEADS Sogerma S.A.
EADS Socata S.A.
EADS ATR S.A.
Airbus Finance Company Holdings
BV
DADC Luft- und Raumfahrt
Beteiligungs AG
LFK — LenkflugkörpersystemeGmbH
EADS Defence & Security
Networks (EDSN)
Dornier GmbH
Airbus Industrie G.I.E.
ASTRIUM N.V.
Matra BAe Dynamics SAS
MMS Space Holdings N.V.
ATR GIE
Dassault Aviation
Matra Nortel Communications
SAS
Nortel Networks Germany GmbH& Co KG

Toulouse (France)
Paris (France)
Munich (Germany)
Madrid (Spain)
Hamburg (Germany)
Paris (France)
Marignane (France)
Munich (Germany)
Chatillon sur Bagneux (France)
Paris (France)
Colomiers (France)
Buxtehude (Germany)
Laupheim (Germany)
Dresden (Germany)Mérignac (France)
Le Bourget (France)
Toulouse (France)
Amsterdam (Netherlands)

F: Fully consolidated
P: Proportionate
E: Equity method

120

Munich (Germany)
Unterschleißheim (Germany)
Bois d’Arcy (France)
Friedrichshafen (Germany)
Blagnac (France)
The Hague (Netherlands)
Velizy (France)
The Hague (Netherlands)
Toulouse (France)
Paris (France)
Bois d Arcy (France)
Friedrichshafen (Germany)5.2.2 Statutory Financial Statements
Financial Statements of EADS N.V.
Balance Sheet
Note

AssetsIntangible assets................................................................................................................
Financial assets..................................................................................................................
Fixed assets......................................................................................................................

At December 31,
2000
1999
(in millions of 5)

3
3

5,695
3,130
8,825

—
—
—

4
5

254
2,482
2,081
4,817

—
—
—
—

Deferred taxes ................................................................................................................
Total assets.......................................................................................................................

32
13,674——

Liabilities and stockholders’ equity
Capital stock......................................................................................................................
Other reserves...................................................................................................................
Stockholders’ equity......................................................................................................

807
9,443
10,250

—
—
—

3,424
3,424

—
—

13,674—

Receivables and other assets............................................................................................
Securities ...........................................................................................................................
Cash and cash equivalents ...............................................................................................
Non-fixed assets .............................................................................................................

Other liabilities.................................................................................................................
Liabilities .........................................................................................................................

6
7

Total liabilities and stockholders’ equity .................................................................

Statements of Income
Note

Income from investments ................................................................................................
Other results.....................................................................................................................
Net loss ............................................................................................................................

121

8

2000
1999
(in millions of 5)

(401)
(149)
(550)

—
—
—

EADS N.V.
Notes to EADS N.V. Financial Statements(in millions of 5)
1.

GeneralOn April 3, 2000 the company changed its statutory name from European Aerospace and Defence Company N.V.
to European Aeronautic Defence and Space Company EADS N.V..
In 1999, EADS N.V. did not perform any activities. The stockholders’ equity of the company amounted to 4 44
thousand at December 31, 1999.
EADS N.V., having its legal seat in Amsterdam, the Netherlands, is engaged in the holding, coordinating andmanaging of participations or other interests in and to finance and assume liabilities, provide for security and/or
guarantee debts of legal entities, partnerships, business associations and undertakings that are involved in the
aeronautic, defence, space and/or communication industry or activities that are complementary, supportive or
ancillary thereto.
The description of the company’s activities and the group structure, as included in the notes to the consolidated
financial statements, also apply to the company-only financial statements. In accordance with article 402 Book 2 of
the Dutch Civil Code the statement of income is presented in abbreviated form.
2.

Accounting principles

The accounting principles as described in the notes to the financial statements also apply to the company-only
financial statements, unless indicated otherwise.
3.

Fixed assets

The movement in fixed assets is as follows:

Balance at December 31, 1999 ........................................................................
Goodwill from the acquisition of Dasa and Casa .............................................
Contribution of ASM, Dasa and Casa ...............................................................
Amortization Goodwill ........................................................................................
Net loss from investments...................................................................................
Translation differences /Others ............................................................................
Dividend received.................................................................................................
Balance at December 31, 2000 ........................................................................

Goodwill

Participating
Interests

Total

—
5,841
—
(146)
—
—
—
5,695

—
—
3,679
—
(401)
33
(181)
3,130

—
5,841
3,679
(146)
(401)
33
(181)
8,825

Further information with respect to the goodwill is included in the note ‘‘Formation of EADS in 2000’’ to theconsolidated financial statements.
4.

Receivables and other assets

Receivables from affiliated companies ...........................................................................................
Receivables from related companies...............................................................................................
Other assets ......................................................................................................................................
Total receivables and other assets..............................................................................................
5.

Securities

The securities comprise mainly Available-for-Sales Securities.
122

2000

1999

159
21
74
254

—
—
—
—

EADS N.V.
Notes to EADS N.V. Financial Statements(in millions of 5)
6.

Stockholders’ equity
CapitalStock

Balance at December 31, 1999 .........................................................
Contribution ASM, Dasa, Casa ............................................................
Capital increase, IPO .............................................................................
Net loss ...................................................................................................
Others .....................................................................................................
Balance at December 31, 2000 .........................................................

Reserves
fromcontributions

Other
reserves

Total

—
8,459
—
—
—
8,459

—
—
1,503
(550)
31
984

—
9,174
1,595
(550)
31
10,250

—
715
92
—
—
807

For further information to the Stockholders’ equity, please see note 14 of the consolidated financial statements.
In the reserves, a non-distributable amount of 4 340 is included, relating to minority interest. The cumulative
foreign exchange translation adjustments are part of the accumulated other comprehensive income and included inothers.
7.

Other liabilities

Liabilities to affiliated companies...................................................................................................
Other liabilities................................................................................................................................
Total..................................................................................................................................................

2000

1999

3,399
25
3,424

—
—
—

The liabilities to affiliated companies include mainly liabilities in connection with the cash pooling in the
EADS N.V..
8.

Net loss

The net loss of 4 550 is the result of the second half year of the EADS group and includes the goodwill
amortization as well as the depreciation of fair value adjustments as a result of the contribution of Dasa and Casa
at fair value.
9.

Commitments and contingent liabilities

Guarantees totaling 4 789 have been given on behalf of other group companies.
10.

Remuneration

See note 23 of ‘‘Consolidated Financial Statements’’ of EADS.

123

EADS N.V.
Notes to EADS N.V. Financial Statements(in millions of 5)
SUPPLEMENTARY INFORMATION
1.

Auditors’ report

We have audited the financial statements of EADS N.V., Amsterdam for the year 2000. These financial statements
are the responsibility of the Company’s management. Our responsibility is to express an opinion on these financial
statements based on our audit.
Except as discussed in the following paragraph, we conducted our audit in accordance with auditing standards
generally accepted in the Netherlands and with International Standards on Auditing. Those standards require thatwe plan and perform the audit to obtain reasonable assurance about whether the financial statements are free ofmaterial misstatement. An audit includes examining, on a test basis, evidence supporting the amounts anddisclosures in the financial statements. An audit also includes assessing the accounting principles used andsignificant estimates made by management, as well as evaluating the overall financial statement presentation. We
believe that our audit provides a reasonable basis for our opinion.
For business reasons pertaining to Dassault Aviation’s management, our access to the statutory auditors’ working
papers of this company has been remote. As a result, we have not been able to perform the audit procedures wenormally would have performed in relation with the Dassault Aviation investment, which is accounted for underthe equity method. The level of net income from equity investment accounted for by EADS in 2000 represented
4 116 million and the equity investment of EADS in Dassault Aviation as of December 31, 2000 amounted to
4 1,164 million.
EADS has prepared its financial statements in accordance with accounting principles generally accepted in the
Netherlands. These financial statements also comply with International Accounting Standards (‘‘IAS’’), except thatall development costs have been expensed as incurred. When certain criteria for asset recognition are met, IAS
require that development costs be capitalized as an intangible asset in the period in which they are incurred. The
Company believes it to be more prudent to expense these costs as incurred.
Due to the lack of comfort relating to the accounting for the investment in Dassault Aviation, we do not express
an opinion thereon. In all other respects, in our opinion, except for the effect of the departure from IAS noted here
above, the financial statements give a true and fair view of the company as at December 31, 2000 and of the result
for year then ended in accordance with accounting principles generally accepted in the Netherlands and withaccounting principles promulgated by the International Accounting Standards Committee and they comply withthe legal requirements in the Netherlands regarding annual accounts.

The Hague, March 9, 2001

Rotterdam, March 9, 2001

KPMG Accountants N.V.

Arthur Andersen

2.

Appropriation of result

Articles 30 and 31 of the Articles of Association provide that the board of directors shall determine which part of
the result shall be attributed to the reserves. The general meeting of shareholders may dispose of a reserve only
upon a proposal of the Board of Directors and to the extent it is permitted by law and the Articles of Association.
Dividends may only be paid after adoption of the annual accounts from which it appears that the shareholders’equity of the company is more than the amount of the paid and called-up part of the capital increased by thereserves that must be maintained by law.
It will be proposed at the Annual General Meeting of Shareholders that the net loss is to be deducted from theother reserves and a dividend payment will be made out of distributable reserves on the issued shares of 0.50 Europer share.
124

EADS N.V.
Notes to EADS N.V. Financial Statements(in millions of 5)
3.

Subsequent events

In 2001, EADS and BAe Systems have announced that all conditions precedent (including regulatory approvals)
required for the Airbus integration to take place have been fulfilled and an agreement on common decisions,
including the future Airbus Business Plan, have been reached. The Airbus Integrated Company will be establishedduring the 1st half year of 2001 (with effect from January 1, 2001).
Airbus is now operating as an integrated enterprise, owned 80% by EADS and 20% by BAE Systems.

125

5.3

Aerospatiale Consolidated Financial Statements for the Financial Year 1998

Pursuant to Règlement No. 98-01 of the COB and for information purposes only, below are the Aerospatiale
consolidated financial statements for the financial year 1998, as approved by Aerospatiale shareholders in theirgeneral meeting dated May 6, 1999. These consolidated financial statements have not been restated under theaccounting standards adopted by EADS.

126

AEROSPATIALE
Consolidated balance sheet
December 31,
1998
Net(in millions ofFrench francs)

ASSETS
Fixed assets
Intangible assets.....................................................................................................................................
Tangible assets .......................................................................................................................................
Companies accounted for by the equity method ...............................................................................
Loans and investments..........................................................................................................................
Current assets
Inventories and work-in-process ..........................................................................................................
Advances and payments on account....................................................................................................
Accounts receivable...............................................................................................................................
Sundry receivables.................................................................................................................................
Prepaid expenses ....................................................................................................................................
Marketable securities.............................................................................................................................
Cash and equivalents ............................................................................................................................
Total assets............................................................................................................................................
LIABILITIES ANDSHAREHOLDERS’ EQUITY
Shareholders’ equity
Capital stock...........................................................................................................................................
Reserves ..................................................................................................................................................
Currency translation adjustment..........................................................................................................
Income for the year...............................................................................................................................
Shareholders’ equity: Group share..................................................................................................
Other shareholders’ equity
Deferred share consideration ................................................................................................................
Minority interests..................................................................................................................................
Total shareholders’ equity.................................................................................................................
Provisions for contingencies ............................................................................................................
Liabilities
Borrowings .............................................................................................................................................
Advances and payments on account....................................................................................................
Operating payables ................................................................................................................................
Sundry payables.....................................................................................................................................
Deferred income ....................................................................................................................................
Total liabilities and shareholders’ equity ......................................................................................

127

587
9,080
1,706
2,972
14,34529,6393,513
17,230
7,523
2,841
7,918
2,939
71,60385,948

4,608
551
78
1,037
6,274
2,658
8,932
1,144
10,076
9,069
10,81329,58520,1914,493
1,721
66,80385,948

AEROSPATIALE
Consolidated statement of income
1998(in millions ofFrench francs)

Sales ........................................................................................................................................................
Other operating revenues .....................................................................................................................
Consumption of supplies and services and changes in inventories .................................................
Value added ..........................................................................................................................................
Sundry taxes and related charges.........................................................................................................
Payroll costs ...........................................................................................................................................
Gross operating margin.....................................................................................................................
Depreciation of fixed assets..................................................................................................................
Increases to and reversals of provisions..............................................................................................
Other income and expenses..................................................................................................................
Operating income ...............................................................................................................................
Dividends and share of income from joint ventures.........................................................................
Net financial expenses...........................................................................................................................
Exchange differences .............................................................................................................................
Increases to and reversals of financial provisions, expense transfers ...............................................
Financial income (loss).......................................................................................................................
Pretax income before exceptional items ........................................................................................
Exceptional items...................................................................................................................................
Pretax net income ...............................................................................................................................
Income tax..............................................................................................................................................
Net income of consolidated companies..........................................................................................
Results of companies accounted for by the equity method..............................................................
Depreciation and amortization of goodwill ........................................................................................
Total net income..................................................................................................................................

54,8691,226(38,432)
17,663(1,217)(12,892)
3,554(1,603)(1,417)
(125)
409
29
(94)
7
(6)
(64)
345
572
917
152
1,069
100
(19)
1,150

Group share............................................................................................................................................
Minority interests..................................................................................................................................

1,037
113

128

AEROSPATIALE
Statement of consolidated cash flows
1998(in millions ofFrench francs)

Net cash flows from operations
Net income.............................................................................................................................................
Less income from companies accounted for by the equity method, net of dividends received ...
Less proceeds from the sale of fixed assets ........................................................................................
Net of depreciation and provisions written back...............................................................................
Cash flow ..............................................................................................................................................
Changes in inventories and work-in-process ......................................................................................
Changes in advances and payments on account to suppliers............................................................
Changes in operating receivables .........................................................................................................
Changes in sundry receivables.............................................................................................................
Changes in advances and payments on account from customers .....................................................
Changes in operating payables .............................................................................................................
Changes in sundry payables.................................................................................................................
Changes in provisions for depreciation of assets ...............................................................................
Expenses to be amortized over several years......................................................................................
(Increase)/decrease (+) in working capital requirements ...........................................................
Net cash flows from investing activities
Acquisitions of tangible and intangible assets ...................................................................................
Equity investments................................................................................................................................
Disposals of or reductions in fixed assets ..........................................................................................
Impact of changes in cash position......................................................................................................
Net cash flows from financing operations
Funds from long-term loans .................................................................................................................
Repayments of long-term loans ...........................................................................................................
Distribution of dividends for the year................................................................................................
Net change in cash position .................................................................................................................
Cash position at January 1, 1998....................................................................................................
Net change in cash position .................................................................................................................
Impact on changes in the scope of consolidation (Dassault Aviation at December 31, 1998)
and non-monetary movements.........................................................................................................
Cash position at December 31, 1998 .............................................................................................

1,150
(89)
(1,115)2,621
2,567(1,483)(326)(1,849)(2,099)
(822)
1,486
1,690
190
6
(3,207)(640)(2,479)(2,172)
2,983
75(1,593)
86
(820)
(734)
(2,967)
8,864(2,967)
3,446
9,343

Definition of Cash Position
December 31,
1998

Marketable securities..................................................................................................................................
Cash and cash equivalents (including loans to non-consolidated subsidiaries covered by liquidity
agreements: FF 100 million)..................................................................................................................
less:current borrowings .....................................................................................................................................
advances to non-consolidated entities covered by the treasury agreement ..........................................
Net cash position .....................................................................................................................................

129

7,918
3,039
(1,404)
(210)
9,343

AEROSPATIALE
Statement of changes in consolidated equity(Group share)(FF millions)
Statutory
Capital reserve

Shareholders’ equity at December 31,
1997 before distribution........................... 4,608
Distribution of income for 1997 .................
Changes in exchange differences .................
Income for 1998 ............................................
Shareholders’ equity at December 31,
1998 before distribution........................... 4,608

375
86

Premiums

0Consolidated
reserves

Incomefor theyear(1,242)
1,332

1,418
(1,418)Exchangedifferences

112
(34)

1,037
461

0

130

90

1,037

78

Total
shareholders’equityNumberof shares

5,271
0
(34)
1,037

46,078,500

6,274

46,078,500

CHAPTER 6 — SUPERVISION OF THE COMPANY
6.1

Management and Control

6.1.1 Board of Directors, Chairmen and Chief Executive Officers
Pursuant to the Articles of Association of the Company, the Board of Directors is responsible for the affairs of theCompany.
The Board of Directors consists of a maximum of eleven members appointed and removed by the shareholders’meeting. The Board may adopt rules governing its internal affairs. Such rules (the ‘‘Rules’’) were adopted in theircurrent form at a Board meeting held on July 7, 2000. The parties to the Participation Agreement have agreed thatthe voting rights attached to the Indirect EADS Shares shall be exercised by EADS Participations B.V. to ensurethat the Board of Directors of EADS comprises the Directors of EADS Participations B.V. and two additional
independent Directors who have no connection with the DaimlerChrysler, SOGEPA or Lagardère groups or the
French State. Pursuant to the Participation Agreement, the initial Board of Directors comprises eleven members ofwhom:— four nominated by DaimlerChrysler;— four nominated by SOGEADE;— one nominated by SEPI;— two independent Directors, one nominated by DaimlerChrysler and one nominated by SOGEADE.
Pursuant to the Articles of Association, each Board member of the first Board of Directors holds office for a term
expiring at the annual general meeting of the Company to be held in 2005. Members of the Board will be elected
at such meeting and at each fifth annual general meeting thereafter.
The general meeting of shareholders may at all times suspend or dismiss any member of the Board of Directors.
There is no limitation on the number of terms that a Director may serve.
The initial Board of Directors appoints two Chairmen, one to be chosen from the DaimlerChrysler-nominatedDirectors and one to be chosen from the SOGEADE-nominated Directors.
The Chairmen ensure the smooth functioning of the Board of Directors in particular with respect to its relations
with the Chief Executive Officers whose efforts they will support with regard to top level strategic discussions
with outside partners.
The Board of Directors also appoints two Chief Executive Officers to be responsible for the day-to-day
management of the Company, one to be chosen from the DaimlerChrysler-nominated Directors and one to bechosen from the SOGEADE-nominated Directors.
The Company is represented by the Board of Directors or by the Chief Executive Officers acting jointly.
Furthermore, the Company has granted general powers to each of the Chief Executive Officers, authorizing themto each individually represent the Company.
In the event of a deadlock between the two Chief Executive Officers, the matter shall be referred to the two
Chairmen.
The Chief Executive Officers shall not enter into transactions which form part of the key responsibilities of theBoard of Directors unless these transactions have been approved by the Board of Directors.
The key responsibilities of the Board of Directors include amongst others:— approving any change in the nature and scope of the activities of the EADS group;— approving the overall strategy and the strategic plan of the EADS group;— approving the business plan and the yearly budget of the EADS group;— setting the major performance targets of the EADS group;— appointing the members of the Executive Committee (see below);— approving material changes to the organizational structure of the EADS group;— approving major investments, projects or product decisions or divestments of the EADS groupcontemplated in the business plan with a value exceeding EUR 200,000,000;
131

— approving major strategic alliances and cooperations of the EADS group;— approving any material decision affecting the ballistic missiles activity of the EADS group;— approving matters of shareholder policy, major actions or major announcements to the capital markets;— approving other measures and business of fundamental significance for the EADS group or which involvean abnormal level of risk.
Philippe Camus and Rainer Hertrich were appointed Directors by the general meeting of shareholders of EADS
held on May 10, 2000 and Chief Executive Officers at the Board meeting held the same day. Manfred Bischoffand Jean-Luc Lagardère were appointed Directors by the general meeting of shareholders of EADS held on
June 19, 2000 and their appointment became effective on July 7, 2000; they were appointed Chairmen at theBoard meeting held on July 7, 2000.
Each director shall have one vote, provided that if there is a vacancy on the Board in respect of a DaimlerChryslernominated Director or a SOGEADE-nominated Director, the DaimlerChrysler-nominated Directors being present
or represented at the meeting can jointly exercise the same number of votes that the SOGEADE-nominatedDirectors who are present or represented at the meeting can exercise and vice versa. All decisions of the Board,
except for CASA Matters (as defined in 3.3.2), require a vote in favor by at least seven Directors voting in personor by proxy. A CASA Matter requires a vote in favor of at least seven Directors including the SEPI-nominatedDirector.
The quorum for the transaction of business at meetings of the Board of Directors requires the presence of at least
one of the SOGEADE-nominated Directors and one of the DaimlerChrysler-nominated Directors unless a CASA
Matter is to be decided in which case the SEPI-nominated Director must also be present or represented.
The special majority and quorum requirements in respect of CASA Matters shall end on the third anniversary ofthe date of the Completion or the date on which SEPI shall cease to hold any Indirect EADS Shares, whichever isearlier.
In the event of a deadlock in the Board of Directors, other than a deadlock giving DaimlerChrysler the right toexercise the put option granted to it by SOGEADE (see paragraph 3.3.2), the matter shall be referred to Jean-Luc
Lagardère (or such person as shall be nominated by Lagardère) as representative of SOGEADE and to the Chief
Executive Officer of DaimlerChrysler. In the event that the matter in question, including a deadlock giving
DaimlerChrysler the right to exercise the put option (but in this case with the agreement of SOGEPA and
DaimlerChrysler) is a matter within the competence of the general meeting of EADS, a resolution on the issue
shall be put to the general meeting, with the voting rights of SOGEADE, DaimlerChrysler and SEPI being
negated.
Pursuant to the Rules, the Board of Directors is empowered to form committees from its members. In addition to
the Audit Committee and the Personnel Committee, the Board may form other committees to which it may
transfer certain minor or ancillary decision-making functions although such assignment does not negate the joint
responsibility of all Directors. The quorum for the transaction of business at any meeting of a committee shall be
at least one Director appointed by SOGEADE and at least one Director appointed by DaimlerChrysler. Alldecisions of a committee require the simple majority of the members. If the business transacted at the meeting
relates to CASA Matters the presence and the positive vote of the SEPI-nominated Director will also be required.

6.1.2 Audit Committee
The Audit Committee makes recommendations to the Board of Directors on the appointment of auditors, theapproval of the annual financial statements and the interim accounts and monitors the adequacy of the EADS
group’s internal controls, accounting policies and financial reporting. The Audit Committee is chaired by Manfred
Bischoff and Jean-Luc Lagardère and also includes Eckhard Cordes and Louis Gallois. It met once during 2000 toreview the half-yearly pro forma accounts of the Company.

6.1.3 Personnel Committee
The Personnel Committee makes recommendations to the Board of Directors regarding appointments to the
Executive Committee, remuneration strategies and long-term remuneration plans and decides the service contracts
and other contractual matters in relation to the Board and Executive Committee members. The Audit Committee
is chaired by Manfred Bischoff and Jean-Luc Lagardère and also includes Philippe Camus, Rainer Hertrich,
Eckhard Cordes and Louis Gallois. It met twice during 2000 to review the remuneration terms of the Directors
and top-executives of the Company.
132

Composition of the Board of Directors
Name

Age

Term
expires

Principal Occupation

Manfred Bischoff ..............................
Jean-Luc Lagardère ............................
Philippe Camus .................................
Rainer Hertrich .................................
Axel Arendt ......................................
Eckhard Cordes .................................
Pedro Ferreras....................................
Noël Forgeard ....................................
Louis Gallois......................................
Jean-René Fourtou.............................
Michael Rogowski ............................

59
73
52
51
51
50
46
54
57
61
62

2005
2005
2005
2005
2005
2005
2005
2005
2005
2005
2005

Member of Management Board of DaimlerChrysler
General and Managing Partner of LagardèreChief Executive Officer of EADS
Chief Executive Officer of EADS
Chief Financial Officer of EADSMember of Management Board of DaimlerChrysler
President of SEPI
Airbus Chief Executive Officer
President of SNCF
Vice President of Aventis S.A.
Chairman of the Supervisory Board of J.M. Voith AG

6.1.4 Executive Committee
The Chief Executive Officers, supported by an Executive Committee (the ‘‘Executive Committee’’), areresponsible for managing the day-to-day operations of the Company. The Executive Committee, chaired by the
Chief Executive Officers, also comprises the heads of the major and functional divisions of the EADS group.
The following matters are discussed, amongst others, at the Executive Committee meetings:— setting up and control of the implementation of the strategy for EADS businesses;— management, organizational and legal structure of the EADS group; and— performance level of the EADS group’s businesses and support functions.
The internal organization of the Executive Committee is defined by the business allocation among the members
under the supervision of the Chief Executive Officers. Notwithstanding the joint responsibilities as defined above,
each member of the Executive Committee is individually responsible for the management of his portfolio andmust abide by decisions taken by the Chief Executive Officers and the Executive Committee, as the case may be.
The Chief Executive Officers endeavour to reach consensus among the members of the Executive Committee on
the matters discussed at the Executive Committee meetings. In the event of consensus not being reached, theChief Executive Officers are entitled to decide the matter. If there is a fundamental or significant disagreementwith respect to any undecided matter, the dissenting Executive Committee member may request that the Chief
Executive Officers submit such matter to the Chairmen for their opinion.
The term of office for the Executive Committee members is five years.
Composition of the Executive Committee
Name

Age

Term
expires

Principal Occupation

Philippe Camus .................................
Rainer Hertrich .................................
Axel Arendt ......................................
François Auque .................................
Thomas Enders..................................
Alberto Fernández.............................
Noël Forgeard ....................................
Jean-Louis Gergorin ..........................
Jean-Paul Gut ....................................
Gustav Humbert ...............................
Dietrich Russell ................................

52
51
51
44
42
52
54
55
49
51
59

2005
2005
2005
2005
2005
2005
2005
2005
2005
2005
2005

Chief Executive Officer
Chief Executive Officer
Chief Financial Officer
Head of Space Division
Head of Defense and Civil Systems Division
Head of Military Transport Aircraft Division
Airbus Chief Executive Officer
Head of Strategic Coordination Unit
Head of Marketing Unit
Airbus Chief Operating Officer
Head of Aeronautics Division

Philippe Camus was appointed Chief Executive Officer of EADS on May 10, 2000. Mr. Camus has been
Chairman of the Aerospatiale Matra Management Board since December 1999. He joined the Lagardère group in1982 as Director with the Senior Management, and Chairman of the Financial Committee of the Matra group. In
May 1998, he was appointed General Partner and Co-Chief Executive Officer of Lagardère. Mr. Camus is a133

graduate from the Ecole Normale Supérieure and has a degree in Economics and Finance from the Institut d’Etudes
Politiques in Paris. He also holds an Agrégation degree in Physics and an Agrégation degree in actuarial sciences.
Rainer Hertrich was appointed Chief Executive Officer of EADS on May 10, 2000. Since March 2000,
Mr. Hertrich has been Chief Executive Officer of Dasa AG. Prior to this appointment, Mr. Hertrich was Head of
the Aeroengines business unit of Dasa AG and Chief Executive Officer of MTU since January 1996, and Memberof Dasa’s Executive Committee since April 1996. Mr. Hertrich joined Messerschmitt-Bölkow-Blohm in 1977.
After several appointments as Head of Controlling and Chief Financial Officer in divisions of MBB, he became
Head of Controlling at Dasa AG in 1990. Mr. Hertrich studied economics at the Technical University of Berlin
and the University of Nuremberg and holds a degree in economics.
Axel Arendt, Chief Financial Officer of EADS. Mr. Arendt has been Chief Financial Officer of Dasa AG since
February 2000. He joined Daimler-Benz in 1979 as Human Resources Coordinator. After several management
positions he was appointed President of Mercedes-Benz Argentina in 1994 and became President of MercedesBenz in Turkey in 1998. Mr. Arendt has a degree in mechanical engineering from the Technical University ofHanover. He completed post graduate studies in economics at the Technical University of Munich.
François Auque, head of the Space Division. Mr. Auque was appointed Aerospatiale Matra group Managing
Director responsible for Space in January 2000. He joined the Group in 1991 as Corporate Vice President
responsible for Finance and Economics. He has been Chief Financial Officer and Group Managing Director in
charge of Satellites at Aerospatiale Matra since June 1999 and a Member of the Aerospatiale Matra Management
Board since December 1999. Mr. Auque holds a degree from the Ecole des Hautes Etudes Commerciales (HEC),
the Institut d’Etudes Politiques of Paris and is a graduate of the French National School of Administration (ENA).
Thomas Enders, head of the Defense and Civil Systems Division. Mr. Enders has been Senior Vice President incharge of Corporate Development and Technology at Dasa since 1996. He joined Dasa AG in 1991 as a Member of
the Corporate Concept and Study Group. Between 1992 and 1995, he was Assistant to the Director of Marketing
and Vice President responsible for Marketing Strategy Europe. He then became General Secretary of Dasa AG.
Mr. Enders is a graduate in economics, history and politics from the University of Bonn and from UCLA in
California and holds a Doctorate.
Alberto Fernández, head of the Military Transport Aircraft Division. Mr. Fernández has been Chairman andChief Executive Officer of CASA since July 1997. He joined CASA in 1973 where he has occupied the positionsof Director of Production, Director of the Aircraft Division and Director of Programs. Between 1989 and 1997 hewas senior Vice President responsible for Administration, Finance and Purchasing in Airbus Industrie and has
been a member of the Supervisory Board of Airbus Industrie since July 1997. Mr. Fernández is a graduate fromthe Spanish Official School for Aeronautical Engineers (ETSIA).
Noël Forgeard, Chief Executive Officer of the Airbus Division. Mr. Forgeard has been Chief Executive Officer of
Airbus Industrie since April 1998. Mr. Forgeard joined Matra in 1987 as Senior Vice-President of the Defense andSpace activities. In 1992, he was appointed Managing Director of Lagardère and Chief Executive Officer of Matra
Hautes Technologies. Mr. Forgeard is a graduate of the Ecole Polytechnique and the Ecole des Mines in Paris.
Jean-Louis Gergorin, head of the Strategic Coordination Unit. Mr. Gergorin has been Managing Director,
responsible for the Strategic Coordination of Aerospatiale Matra since June 1999. He joined Matra in 1984 as
Director of Industrial and International Strategy. Since 1998, he has been Group Managing Director in charge ofstrategic coordination and the High-Tech Sector of Lagardère. Before joining Matra, he was Deputy Head and Headof the Policy Planning Staff (CAP) of the French Ministry of Foreign Affairs and a member of the French Conseil
d’Etat. Mr. Gergorin is a graduate of the Ecole Polytechnique (Paris) and of the French National School of
Administration (ENA).
Jean-Paul Gut, head of the Marketing Unit. Mr. Gut has been Executive Chairman of Aerospatiale Matra
Lagardère International and responsible at Aerospatiale Matra for Defense and Space Transport since June 1999. He
joined Matra Defense in 1983 as responsible for the Export Division. In 1998, he became Managing Director in
charge of the management of international affairs and the High Tech sector in the Lagardère Group. In January
2000, he was appointed Managing Director for Defense, Military Aircraft and Space Transport of Aerospatiale
Matra. Mr. Gut graduated from the Institut d’Etudes Politiques of Paris and holds a Bachelor of Arts degree in
Economics.
Gustav Humbert, Chief Operating Officer of the Airbus Division. Mr. Humbert has been a Member of the Dasa
AG Management Board responsible for the Commercial Aircraft Division since 1998. Mr. Humbert joined
Messerschmidt Boolkow Blohm in 1980. After several management positions he was appointed President andChief Executive Officer of Daimler Benz Aerospace Airbus GmbH in 1994. Mr. Humbert holds a degree in134mechanics and production technology from the Hanover Technical University and a Doctorate in engineering fromthe Department of Mechanical Engineering of the University of Hanover.
Dietrich Russell, head of the Aeronautics Division. Mr. Russell has been Chief Operating Officer of Airbus
Industrie since April 1998. Mr. Russell joined Dasa AG in 1995 where he was appointed Member of the Board
responsible for the Aircraft division. Mr. Russell graduated from the Departments of Economics and Civil
Engineering and holds a Doctorate in Engineering from the Technical University RWTH of Aachen.
6.2

Interests of Directors and Principal Executive Officers

6.2.1 Compensation Granted to Directors and Principal Executive Officers
Compensation of the Directors
The Non-Executive Directors are entitled to receive a total target compensation on a full year basis ofEuro 900,000. This target compensation includes a fixed part plus a fee for participation in board meetings (on abasis of 4 meetings per year) plus a bonus calculated according to EBIT results of the EADS group.
The Executive Directors, who are also members of the Executive Committee, do not receive any directcompensation as members of the Board of Directors in addition to their compensation as members of the Executive
Committee.
Compensation of the Members of the Executive Committee
The Executive Committee members are entitled to receive a total target compensation on a full year basis ofEuro 9,183,000. This target compensation includes a fixed part plus a bonus calculated according to individual
achievements and to EBIT results of EADS Group.
As of April 10, 2001, the members of the Board of Directors (including those being also members of the
Executive Committee) held a total of 27,222 EADS shares, and the members of the Executive Committee(excluding those being also members of the Board of Directors) held a total of 14,453 EADS shares.
EADS has not granted any loans to its Directors or members of the Executive Committee.

6.2.2 Options Granted to Directors and Principal Executive Officers
See below 6.3.3.

6.2.3 Transactions Concluded with Directors
Not applicable.

6.2.4 Loans and Guarantees Granted to Directors
Not applicable.
6.3

Employee Profit Sharing and Incentive Plans

6.3.1 Employee Profit Sharing and Incentive Agreements
EADS’ remuneration policy is strongly linked to the achievement of individual and Company’s objectives, bothfor each division and for the overall group. A stock option plan has been established for the senior management of
the group (see 6.3.3. below) and employees were offered shares at favorable conditions at the time of the public
offering and listing of EADS (see 6.3.2 below).
EADS France has profit sharing plans (accords de participation ), in accordance with French law, and specificincentive plans (accords d’intéressement), which provide bonuses to employees based on the achievement of
productivity, technical or administrative milestones.
EADS Deutschland GmbH’s remuneration policy is, to a large extent, flexible and strongly linked to the operating
profit of the company, the increase in value of the company and the achievement of individual objectives.
EADS CASA, which does not have a profit sharing policy, allows technicians and management to receive profitrelated pay, subject to the achievement of the general company objectives and individual performance.
1356.3.2 Employee Share Offering
As part of its initial public offering, EADS has offered to qualifying employees approximately 1.5% of its total
share capital after the global offering. This employee offering of up to 12,222,385 shares included an option
allowing qualifying employees to leverage their investment in the shares they purchased. Under this option, theinvestment consisted of the amount paid plus an amount resulting from a swap agreement of the investment
management company for this option, that equalled 9 times such amount paid. Qualifying employees were offeredshares at a price of Euro 15.30, being the price for the retail offering, less a discount of 15%.
The employee offering was open only to employees who:)

had at least three months’ seniority;)

had French, German or Spanish employment contracts; and)were employed by companies incorporated under French, German or Spanish law in which EADS held(i) the majority of the share capital or (ii) at least 10% of the share capital, provided such minority-owned
companies were designated as eligible by EADS.

Depending on whether the employee purchased shares through a French, German or Spanish plan, directly or via amutual fund, the employee is restricted from selling the shares for one of the following lock-up periods:
18 months, 3 years, 5 years or 6 years.
A total number of 11,769,259 shares were subscribed for in the employee offering. Shares were delivered on
September 21, 2000.

6.3.3 Options Granted to Employees
At its May 26, 2000 and October 20, 2000 meetings, the Board of Directors of the Company, using theauthorization given to it by the shareholders’ meeting of May 24, 2000, approved the granting of stock options forsubscription of shares in the Company. The principal characteristics of these options are summarized in the tablebelow:First Tranche

Second Tranche

Date of general meeting................... May 24, 2000
Date of board meeting ..................... May 26, 2000
Number of shares that may be
subscribed ...................................... 5,135,400
Of which: shares that may be
subscribed by directors andofficers ........................................... 720,000
Total number of eligible
employees ...................................... Approximately 850
Of which: directors and officers ..... Members of the Executive
Committee (11 members)
Date from which the options may
be exercised ................................... 50% of options may be exercised
after a period of two years andfour weeks from the date of grantof the options; 50% of options may
be exercised as of the third
anniversary of the date of grant of
the options; moreover, the options
may not be exercised during aperiod of 3 weeks preceding eachannual general meeting ofshareholders or the date ofannouncement of annual or semiannual results or quarterly figures.
Date of expiration............................. Tenth anniversary of the date of
grant of the options
Exercise price..................................... Euro 20.90
Number of options exercised .......... 0
136

May 24, 2000
October 20, 2000
240,000

60,00034
1

50% of options may be exercised
after a period of two years andfour weeks from the date of grantof the options; 50% of options may
be exercised as of the third
anniversary of the date of grant of
the options; moreover, the options
may not be exercised during aperiod of 3 weeks preceding eachannual general meeting ofshareholders or the date ofannouncement of annual or semiannual results or quarterly figures.
Tenth anniversary of the date of
grant of the options
Euro 20.90
0CHAPTER 7 — RECENT DEVELOPMENTS AND OUTLOOKManagement believes that EADS’ backlog of Euro 131.9 billion(4) as of December 31, 2000, representing morethan 5 years of pro forma consolidated revenues at current levels, lays the foundation for EADS to meet its
medium-term profitability targets and enables it to concentrate on the restructuring and streamlining of its
operations as already undertaken at headquarters and in the Space and the Defence and Civil Systems Divisions.
In view of the promising integration accomplishments that followed the creation of EADS, and of the visibility
provided by the record backlog, Management has raised its EBIT target (pre-goodwill amortization and exceptionalcharges, and net of the A380 development costs) from 8% to 10% of consolidated revenues by the year 2004.
As part of this improvement, Management expects that synergies arising from the combination of its businesses
will result in value creation in an amount totaling at least Euro 600 million per year by 2004 (after the formationand full consolidation of the Airbus integrated group in the EADS accounts). This value creation target is defined
net of associated costs. Management expects that an initial Euro 60 million of value creation will begin accruing by
the end of 2001, over half of which is expected to arise from the implementation of EADS’ new harmonizedsourcing strategy.
Management anticipates revenue growth in 2001 to be in the range of 15-20%, assuming the full consolidation of
the Airbus group and depending on the dollar-Euro exchange rate during the period. The low end of the range isbased on a conservative expectation of the dollar-Euro exchange rate of 1.03 dollars per Euro for the non-hedged
part of EADS’ revenues, while the high end assumes the average dollar-Euro exchange rate for 2000 will remainunchanged in 2001. In the following years, Management expects yearly growth to be in the range of 6-7%
(assuming a dollar-Euro exchange rate of 1.09 dollars per Euro in 2002 and 1.19 dollars per Euro in 2003) or 10%
assuming a constant dollar-Euro exchange rate.
In spite of substantial increases in research and development expenditures, primarily resulting from the launch of
the Airbus A380 program, Management expects EBIT pre-goodwill amortization and exceptionals for 2001 to growby approximately 15%, assuming the full consolidation of the Airbus group.
Management estimates that free cash flow in 2001 and 2002 will remain approximately at a break-even point,reflecting heavy expected outflows relating to the A380 development program. In 2003, EADS is expected togenerate substantial free cash flows resulting from the combined ramp-up of deliveries under several major
programs currently in the backlog, such as the A340-500/600, the Eurofighter, the Tiger attack helicopter and the
PAAMS and Storm Shadow missiles, in spite of the fact that A380 development outflows are expected to peakduring that year. In subsequent years, further deliveries under the above mentioned programs and new ones, suchas NH90 helicopters and the Meteor missiles, are expected to favorably impact EADS’ results of operations andcash flows.

(4) Based on catalog prices in the case of the Airbus division.

137

O
Y00124