2014
CORPORATE RESPONSIBILITY & SUSTAINABILITY REPORTRESPONSIBILITY
MADE BYAIRBUS GROUP

2014 CR&S REPORTAIRBUS GROUPHOW TO READ THIS REPORTAt Airbus Group, corporate responsibility and sustainability(CR&S) refers to how governance, human resources, supply
chain management, innovation and environmental issues,and citizenship activities help to boost performance, reducerisks and maximise value creation. This report acknowledges
the increasing demands of shareholders, policymakers andemployees for ‘integrated performance’ reporting, which
combines financial and non-financial performance metrics.

As more stakeholders ask for non-financial reporting, so it
must be as robust, informative and disciplined as financial
reporting. The Airbus Group 2014 CR&S report focuses onmaterial issues that have significant operational and strategic
impacts, potentially affecting the Group’s risks and performance.
It includes both key performance indicators and descriptive
information, addressing the following topics: Governance,
Innovation, People, Supply chain, Philanthropy.

INTRODUCTION
02
04

Chief Executive Officer’s letter
Straightforward approach
06
07
08
09

10

PART 01

Vision, mission and materiality
Our main CR&S challenges
Stakeholders
2014 accomplishments

12
14
15
16
17

Governance

PUTTING GOVERNANCE FIRSTEnterprise Risk Management
Ethics & compliance
Export complianceBusiness ethics

PART 02PART 03

18	
DEVELOPING TOMORROW’STECHNOLOGIES
20 Delivering Innovation
23 Committed to safe operations
24 Customer satisfaction and quality
25 Designing eco-efficient products
29 Defence and space
32 Eco-efficient manufacturing

36
38
39
40
42
43
44
45
46
47

PART 04
48 GROWING OUR SUPPLY CHAIN
50 Improving supply chain management
51 Collaboration across the supply chain
53	Case study - Airbus helicopters:
helping to raise SME performance54	Case study - Creating the A350 XWB‘extended enterprise’ supply chain

PART 05
56 FOCUSING OUR PHILANTHROPY
58	Concentrating on humanitarian aid
and youth development

APPENDIX
62
64

ENGAGING OUR PEOPLE
StrategyCase study - Securing top talent
for the future
Competence management
Training and development
Recruitment and employment marketing
Diversity and inclusion
Engagement
Social dialogue
Health and safety

Our data
Indicators and appendices12014 CR&S REPORTCHIEF EXECUTIVE OFFICER’S LETTERAIRBUS GROUPCHIEF EXECUTIVE OFFICER’SLETTER
Dear shareholders, employees,
customers and suppliers
2014 was a year of tremendous achievements. We had major
operational successes such as the first A350 XWB delivery, thefirst flight of the A320neo, entry into service of the H175 helicopter,
further successful Ariane launches. Strategically, we formed theAirbus Defence and Space Division. And the year ended with arecord order backlog, which provides a solid platform for sustainablegrowth. But there are other factors, less visible, that contributeto our success as well.
Our approach to ‘responsibility and sustainability’ is straightforward,
business-oriented and pragmatic. Environmental, Social andGovernance (ESG) factors, often described as ‘non-financial
matters’, are in fact powerful contributors of Airbus Group’s financial
success. A good and effective governance is the starting point
for us, as it ensures that investments are performed in the best way
to generate shareholder returns. Our innovative technologies are
the building bricks for tomorrow’s products. And by supporting andnurturing our supply chain, we benefit from its growing capacity.
Most of us are lucky enough to live in privileged societies where
disease and violence are what we read on the news. I believethat corporate citizenship is an important vehicle for giving backto our communities.
Besides looking at our financial results, many of our shareholders
use ESG analysis to substantiate their investment decisions. I firmly
believe this makes sense. By understanding how we manage ESG
issues, they will also learn how we manage risks and opportunities,
as well as how we embed long-term value.

“Our approach to ‘responsibility
and sustainability’ is straightforward,
business-oriented and pragmatic.”

In this context, the Annual and Corporate Responsibility &Sustainability (CR&S) reports come this year together in the same
pack. This makes the convergence between financial and nonfinancial reporting very clear. It capitalises on our improvement of
CR&S key performance indicators over the past few years.

GROUP PRIORITIES FOR 2015
Ramp up Production

Operational ExcellenceInnovation

Finance•	Focus on ramping up our new civil
platforms: A350, A320neo,
EC175, EC145T2•	Deploy Quest throughout theentire Group•	Develop and implement a digitalstrategy at Group level•	Continue margin enhancement
and increase our profitability•	Further reduce times required toget a fix for in-service issues•	Connect existing innovation
initiatives for synergies andimprove traction with operations
and customers•	Focus on cash generation andbuild up reserves for future
investments•	Recover A400M industrial setup
and outstanding development
milestones of military capabilities;
deliver aircraft to full customer
satisfaction•	Simplify and shorten development
processes (BelugaXL, Ariane6,
X6), reduce R&D complexity•	Install Innovation Centre andCorporate Venture fund in Silicon
Valley•	Continue to drive “lean”, improve
competitiveness in all areas•	Pursue innovation-to-businessprojects in all Divisions whileleveraging Group-wide roadmaps,
expertise, technologies andresources•	Implement the Cyber Security
Improvement Plan (CSIP)

2•	Build trustful relationship withshareholders and reconsider ourcapital allocation policy•	Ensure that all employees havethe financial awareness andunderstanding the necessity tomake best use of our resources

2014 CR&S REPORTCHIEF EXECUTIVE OFFICER’S LETTER“The sustainability highlights of 2014
demonstrate how we are performing in all
aspects of our operations. (…) They show
how the Group is embedding long-termvalue for the benefit of all stakeholders.”

In another step forward, we have adopted the GRI4 Sustainability
Reporting Guidelines, in line with our commitment to meet the bestreporting standards and practices.
The sustainability highlights of 2014 demonstrate how we are
performing in all aspects of our operations. They illustrate ourGroup’s huge socio-economic impact – driving eco-efficientinnovation, fuelling economic growth, providing highly-skilled jobs,
supporting thousands of suppliers and providing philanthropic
support. And they show how the Group is embedding long-termvalue for the benefit of all stakeholders.
The first A350 XWB delivery was a real success for our supply chain
and would not have happened without a spirit of partnership.
We also launched the A330neo aircraft, which brings together thebest aerodynamics and engines to reduce emissions and operating
costs. In the field of helicopters, the H160’s lightweight structure
opens up new commercial perspectives for our customers.
And in space, the Rosetta spacecraft – a marvel of technology
designed and built by Airbus Group – achieved an amazing world
first by landing its Philae companion on a comet travelling at
135,000 kilometres per hour.

management, right down to individual programmes. And the Board
has oversight of compliance and business ethics. There is no place
for fraudulent or unethical behaviour. This report shows how we areproactively addressing compliance allegations, as well as continually
increasing our compliance resources.
Many ESG issues are critical for our future. As we ramp up ourprogrammes, the supply chain’s performance will matter more thanever. The highest standards of ethics and compliance not only
safeguard the trust placed in us by key stakeholders, but also set
the bar for our competitors. Our new Quest initiative will help to makequality a competitive advantage. Finally, ensuring employees areengaged means we will get the best from them.

In order to design and manufacture these unique products,
we need the very best people. To help us find and develop them,
we launched a partnership programme with over 20 universities
in more than 10 countries worldwide.
Finally, we focused our philanthropic activities and brought together
previous Group foundations into a single corporate foundation,leveraging the Group’s unique skills and products to support
humanitarian and youth development activities.

By embedding all of these ESG factors into our businesses andoperations, we will make sure that future years will be as successful
as 2014.

Of course, none of this could happen without sound governance.
The Group’s system of corporate governance safeguards thetrust placed in us by key stakeholders. Tools and processes
throughout our businesses give management transparency into risk

Ethics and Compliance•	Reinforce anti-corruption
programme, update Group
policies•	Apply the same Ethics &compliance standards throughout
the Group•	Promote culture of “Speaking Up”,
integrity and transparency,
including suppliers and partners

AIRBUS GROUP

Tom Enders,
Chief Executive Officer

Corporate Citizenshipand Responsibility•	Strengthen our position as trusted
partner, with all stakeholders, in
our home countries and globally,
by focusing on how we perform
our operations, and theirsocio-economic impact

Team Airbus

Global Outreach•	Drive Group-wide, Divisional andteam level actions to double
employee engagement over the
next two years, thereby increasing
performance, competitivenessand accelerating transformationand innovation•	Ensure full deployment of the
one-roof concept throughout theGroup by year-end•	Accelerate the development andmobility of current and future
leaders through new Leadership
University’s development of>12,000 people in 2015•	Leverage our employees’
engagement and skills throughthe Airbus Corporate Foundation’s
activities•	Invest in smarter ways of working,collaborative tools and targeted
restructuring that boost
integration, connectivity andagility, hardwiring trust andcooperation in our ways ofworking and behaviours acrossorganisational boundaries

3•	Strive to further expand ourworldwide footprint with local
industrial presence (e.g. Airbus
Final Assembly Line in Mobile,
Alabama)•	Tap into talents and resources
worldwide and hence strengthen
our cultural and citizenshipdiversity

2014 CR&S REPORTSTRAIGHTFORWARD

APPROACH

4

AIRBUS GROUP

Extra-financial analysis moves to the mainstream

Stakeholders’ questions are increasingly direct, tied to operational
issues and linked to performance.

Extra-financial analysis is clearly coming of age, becoming an
accepted part of the way that companies are evaluated.

The extra-financial performance indicators included in this report
are designed to meet these requests. They have been selected forthe following three reasons:Airbus Group shareholders and stakeholders at large are
becoming increasingly interested in ‘Corporate Responsibility’factors and extra-financial performance. Indeed, they have madeclear that they want to know more about these issues and how
they affect the Group’s capacity to create value. In summary, they
have clarified the concept of ‘Corporate Responsibility’ as follows:—T hey represent a performance metric that is material
for the Group— They track the trajectory towards a long-term goal—T
 hey help to deepen stakeholders’ understanding about theGroup’s capacity for creating long-term value.

— It refers to the integration of extra-financial matters(governance, human resources, supply chain management,
environmental issues, etc.) in the assessment of the company– in terms of performance, risks and, ultimately, sustainablevalue creation.
— It has ‘good’ governance at the core, which is the cornerstone
upon which the Group’s ability to create value is built.
— It is increasingly tied into mainstream analysts’ investment
selection processes. Analysts are asking to see extra-financial
performance indicators, showing a further integration between
financial and non-financial analysis.

In short, extra-financial analysis is moving to the mainstream ofcorporate analysis.
For Airbus Group, this is good news. It is fully in line with thepragmatic and business-oriented approach to corporate
responsibility and sustainability developed in the past five years.
It gives stakeholders an opportunity to understand thoroughly
the nature of the company, to see what drives the industry, theGroup’s operations and the drive for sustainable value creation.

5

2014 CR&S REPORTGOVERNANCE AND MANAGEMENTAIRBUS GROUPVISION,MISSION AND MATERIALITY
Airbus Group aims to balance its strategy for growthwith fulfilling duties to all stakeholders and addressing
material sustainability issues. Underlying this is a drive
to deliver the best technology to serve mobility andsecurity.

in us. By collaborating with integrity and respect, we craftcompetitive products, solutions and services. On behalf of thepeople we work with and for, Airbus Group creates added value
and secures future growth; delivering the profitability that provides
the basis for innovation.
We never forget that how we deliver is just as important as what wedeliver. Learning from experience is just as important as learningfrom science; and the support of our customers, suppliers andcommunities is equally important to our success as is our own work.

VISIONWe make things fly.
At Airbus Group, we engineer the future to address global
challenges. We create innovative and sustainable solutions, driving
our industry forward to enhance mobility and help defend freedom.
We focus on the people we work with and for.

MATERIALITY

Airbus Group is continuously refining its materiality matrix. The matrix
illustrated below answers stakeholders’ and analysts’ questions
about the materiality of CR&S issues. The chapters of this reportreflect the Group’s analysis of material issues, as described below.

MISSION

Drive innovation. Deliver results. Define our industry.
Develop our people.
Airbus Group is a global pioneer in aeronautics and space.
Combining European heritage with global outreach, we bring
together talent and technology to drive innovation, integration andinternationalisation. We create cutting edge technology to help ourcustomers connect and protect lives.
Our people have the competence, character and courage to takethis industry to the next dimension. We dare to challenge the statusquo and push the boundaries; strive to stay agile, take risks toinnovate and manage these risks with responsibility. Our passion
for this industry compels us to stand up for what we do and we dowhat we believe to be right. We take responsibility for our behaviour
and the quality and safety of our products. We value the trust that ourcolleagues, customers, communities and shareholders place•	Governance – how governance is embedded, especially interms of enterprise risk management; ethics and compliance•	Innovation – how innovation is managed, notably in areas
such as product safety; innovative and eco-efficient products;
clean processes and operations•	People – how the Group is leveraging human capital,
particularly in terms of competence management;
engagement; diversity and inclusion•	Suppliers – how the supply chain is managed with a focus
on strong supplier partnerships•	Philanthropy – how the Group approaches philanthropic
activities.

2014 MATERIALITY ASSESSMENT+PRODUCT SAFETY

SIGNIFICANCE TO STAKEHOLDERSETHICS & COMPLIANCEINNOVATION & ECO-EFFICIENT PRODUCTS
DIVERSITY & INCLUSIONENTREPRISE RISK MANAGEMENTSTRONG SUPPLIER PARTNERSHIPS

CLEAN PROCESSES AND OPERATIONSCOMPETENCE MANAGEMENTENGAGEMENTCORPORATE PHILANTHROPY–+STRATEGIC AND ECONOMIC IMPACT FOR THE GROUP

6

2014 CR&S REPORTGOVERNANCE AND MANAGEMENTAIRBUS GROUPOUR MAIN
CR&S CHALLENGES
GOVERNANCEOBJECTIVESFor Airbus Group, responsibility and sustainability starts with good
governance. The Group is building its future on strong corporate
governance frameworks, including controls and risk management,
and ethics & compliance. These governance standards are
influencing how the Group builds and sustains its business.

• Embed CR&S standards into
Airbus Group strategy and corebusiness processes

INNOVATIONOBJECTIVES

Airbus Group is at the heart of today’s corporate responsibility
debate and is committed to fostering innovation to become an ecoefficient and sustainable enterprise, i.e. a more profitable company
where environmental performance helps to drive growth. This
management philosophy is being integrated into the business andits culture. The Group is using innovation to help solve critical issues
such as – the low-carbon economy (including through sustainablemobility) and security (including cyber security).

• Promote innovation, quality
and eco-efficiency as drivers of
research, product development,
production and new business
opportunities

PEOPLEOBJECTIVES

Competences and motivation are the cornerstone of Airbus Group’s
success and competitiveness. The Group is investing in having theright skills, at the right time, in the right place, to empower its future
development.

• Anticipate, secure and develop
competences• Raise awareness of employees
and business partners regarding
Airbus Group’s commitment toethical business conduct.

• Develop cutting-edge solutions
for sustainable mobility• Reach out beyond aerospace toprovide solutions.

• Improve employee engagementand development• Reinforce diversity and integration
throughout Airbus Group• Work with other stakeholders toachieve objectives.

SUPPLIERSOBJECTIVES

Airbus Group relies on the performance of its supply chain. Robust
supply chain management, backed by mutual trust, is essential.
A long-term approach and shared values are needed to build trustand ensure high quality standards.

• Partner with suppliers to optimise
supply chain management

PHILANTHROPYOBJECTIVES

Airbus Group believes philanthropy is an important vehicle forgiving back to communities. It focuses on leveraging its unique
skills and products in the causes of humanitarian relief and youth
development.

•B e a long-term partner in the
countries where the Group
operates7• Secure ‘on-time, on-cost,
on-quality’ product delivery.

• Focus on activities where Airbus
Group’s expertise adds value,i.e. humanitarian relief and youth
development.

2014 CR&S REPORTGOVERNANCE AND MANAGEMENTAIRBUS GROUPSTAKEHOLDERS
Airbus Group’s businesses are characterised
by long product lifecycles and corresponding
returns on investments, considerable costs andrisks in programme development, and cyclicalcivilian markets. The principal stakeholders areshareholders, customers, employees, suppliers andpartners, as well as society at large.

and by the economic and performance advantages they provide;— anticipate evolving market requirements.
EMPLOYEES

Airbus Group engages its employees as partners who share its
goals and rise to the challenges. It must:— offer personal and career development commensurate withcompetence and attitude, with equal opportunity principles anddiversity objectives;— promote leadership that sets clear, achievable and measurable
objectives;— offer fair rewards commensurate with performance.

DUTIES TO STAKEHOLDERSSHAREHOLDERSThe Group will generate value by developing a sustainably profitableportfolio of aeronautics and space businesses. It must foster
profitability in the following ways:— maximise the economic return of long life cycle investments,
while minimising their risks;— maintain a capital structure consistent with the needs of future
growth, with continued solvency and with dividend payments;— adapt its portfolio of businesses continuously, using disciplined
and transparent disclosure to reflect their value in the share price.

SUPPLIERS

Airbus Group treats its suppliers as partners based on mutualinterest. It strives to:— deal fairly with suppliers, ensuring that they understand thecommitments, challenges and risks they take;— assist them so they can perform optimally under their contracts;— set clear, achievable and measurable objectives.

CUSTOMERSSOCIETY

Airbus Group is a provider of choice, offering superior value-formoney product and services. It must:— commit only to specifications and to schedules that it is assured
to meet, and manage customer expectations transparently andhonestly;— warrant the price of products, systems and services by their quality,

Airbus Group plays a key role in society and towards local
communities. It aims to:— be a symbol of cutting edge technology and capabilities;— be a sustainable source of high-quality employment;— be a resilient source of export revenues and tax income for its
home countries.

INTERACTIONS WITH STAKEHOLDERSREVENUES BY REGION
Europe.....................33%
Asia-Pacific..............32%
North America.........16%
Middle East............. 11%
Africa / Central
and South America....8%

Airbus Group revenues
totalled to €60.71 bn in 2014

Airbus Group paid
€0.59 bn in shareholder
dividends in 2014
EXTERNAL SOURCINGTURNOVER BY REGION
Europe..................69.8%
North America...... 27.6%
Asia........................1.6%
Middle East............0.4%
Oceania..................0.3%
South America........ 0.1%
Africa...................... 0.1%

Research and development
expenses in 2014 amounted
to €3.39 bn in 2014

Airbus Group expenses forthe purchase of goods andservices, including stock
movement, amounted
to €41.52 bn in 2014

With a workforce of 138,622
employees Airbus Group
expenses for wages andsalaries amounted
to €12.29 bn in 2014

Airbus Group tax expenses*
amounted to €0.86 bn
in 2014ACTIVE WORKFORCEBY REGION
France.................. 37.3%
Germany...............34.9%
UK..........................9.2%
Spain......................9.0%
Other Countries...... 7.4%
US......................... 2.2%

*The Group’s effective tax rate for 2014 is 26.9%. It reflects the compound rate of the current and deferred tax rates applicable in the countries of its operations, in particular in France(38%, should go down again to 34.43%), Germany (30% including surcharge and trade tax), Spain (30%, should go down to finally 25%), the UK (21.5%, should go down to finally 20%)and the Netherlands (25%). And it is impacted by non-taxable benefits and non-deductible expenses arising from permanent differences between the local tax base and IFRS rules andby other effects. The Group’s tax base and tax paying companies are mainly in its European home countries.

8

2014 CR&S REPORTGOVERNANCE AND MANAGEMENTAIRBUS GROUP

2014
ACCOMPLISHMENTS
Waking Up

Rosetta for the comet landing
after a 6.5 billion-km journey

Boosting

Pléiades/SPOT’s satellite
constellation acquisition
capacity boosted to
6 million m2/per day

FlyingFirst flights
A320neo, E-Fan

Supplyingan ATV to the ISS
for the 5th time

Reaching

18.8 km in UAE with
Zephyr solar powered
pseudo-satellite

Surpassing

275,000 flight hours– Eurofighter Typhoon

Entering into service

A350 XWB, H175, H145, H135,
commercial launch of SPOT 7

Deploying

Qatar’s 600 km national
security shield

Reducing

energy intensity of ourinfrastructures to below 0.4%*

Excellingwith an order book
worth €857.5 billion**.
If we were a country,
this GDP would rank
16th in the world!

Filing

1,028 firstpatents

Workingwithapproximately
12,000 direct
suppliers around the world

Supporting

our people with nearly
3 million hours of training* Energy cost divided by turnover, Airbus Group legal entities scope, revenue based figure 2013** At year end; figure based on Airbus Group Annual Results 2014

2014 CR&S REPORTGOVERNANCE AND MANAGEMENTAIRBUS GROUP

GOVERNANCE
The Group’s profitable growth depends on strong
governance. The Board sets the Group’s strategy,
monitoring its execution through a variety ofcontrol frameworks, and addresses all aspects ofthe business, including the environmental, socialand governance factors that support long-term
performance.

export customers in order to protect the profitability and competitive
position of its defence and space business. This situation has
necessitated the integration of the Group’s diverse defence andspace activities in Airbus Defence and Space, as well as thestreamlining of this portfolio of businesses. Additionally, it has led tothe transformation programme launched at Airbus Helicopters.
BOARD OF DIRECTORSIn 2014, the Board supported management’s new ‘strategy 2.0’,
which refined the approach to achieving the Group’s commercial
goals. The previous year’s governance changes – which led tothe collective shareholdings of the French, German and Spanish
governments falling to 26% – gave the Board the flexibility needed tomake such far-reaching changes.

The Board of Directors has 12 members, including the Chairman
and Chief Executive Officer. Ten of these Directors are independent,
charged with serving the best interests of the Group, comparedwith the legal requirement that at least eight of the Board members
be independent. In order to protect French and German security
interests, four Directors from two “national defence companies”,
ring-fenced within the Airbus Group, are members of the Airbus
Group Board. The French and German states have the right toapprove or disapprove these Directors. However, these national
governments do not have any rights over the position of Chairman.

The Group was renamed and restructured during 2014. EADS NV
became Airbus Group NV, adopting the well-known Airbus brand.
The Airbus Defence and Space Division – created out of the former
Astrium, Cassidian and Airbus Military entities – became operational.

The Board met seven times during 2014 (see table below), andwas regularly informed of developments through business reports
from the Chief Executive Officer, including details of progress on
the strategic and operational plans. The average attendance rate atthese meetings was 88%.

Strategy 2.0 is an evolution of the previous Vision 2020 strategy.
In order to achieve this evolution, the Board conducted a detailed
review of its businesses, products and technologies, assessing
which of them create value for the Group and which do not.
Focusing on the areas that create greatest value will result in
improved profitability and performance.

Throughout 2014, the Board received reports on the technicaland commercial progress of significant programmes, such as
A350XWB, A400M, A380 and Super Puma. During two off-site
Board meetings, one in Marignane at Airbus Helicopters, and theother in Toulouse at Airbus, the Board took the opportunity toInternally, the Group is consolidating and adapting the way it works.
The squeeze on public sector budgets in European countries
means the Group needs to rationalise its cost base and find new

GOVERNANCE DATACUSTOMER
Independent Board members

Board of Directors

Audit Committee

Remuneration and
Nomination Committee

83%

100%

100%

7

4

3

88%

75%

83%

1

1

0

Number of meetings during 2014
Average attendance rate
DIRECTORS

Number of women
Evaluation of Board performance

The evaluation of the Board of Directors was conducted in December 2014
and January 2015 by an independent consultant through individual interviews
with all Board members.

Length of Board members’ mandates

Three years, renewable

Board members’ remuneration

SHAREHOLDERS

Cf. Board Report chapter 4.3 ‘Remuneration Report’
Last General Meeting: 27 May 2014

General meetings

percentage of voting rights present or represented: 65%

10

2014 CR&S REPORTGOVERNANCE AND MANAGEMENT

meet with local management and the workforce. The Directors
visited the Super Puma final assembly line, were introduced to theX6-helicopter concept and flew on the A350XWB on the day of its
certification.
In terms of making new decisions, the Board launched the A330
new engine option (neo) programme, conducted a detailed andcomprehensive product portfolio assessment in line with theGroup’s strategy review initiated in 2013, approved and monitored
Airbus Group’s joint venture with Safran, and decided on thedivestment of a part of the Group’s stake in Dassault Aviation.
Moreover, the Board of Directors focused on the Group’s financial
results and forecasts, asset management, supply chain challenges,
the services business, compliance in key business processes andin major programmes, as well as efficiency and innovation initiatives.
It reviewed Enterprise Risk Management results, the internal audit
plan, the compliance programme, litigation and legal risks, investor
relations, financial communication and dividend policy.

AIRBUS GROUP

CONFLICTS OF INTERESTThe Group’s conflict of interest policy states that any potential or
actual conflict of interest between the Group and any Board Director
must be disclosed and avoided. No transactions with a conflict ofinterest were reported in 2014.

CR&S: IMPLEMENTING FROM
THE TOP DOWN AND BOTTOM UP
The Corporate Secretary has made CR&S part of Airbus
Group’s business culture, embedding it in core businessprocesses and constructing a network of controls. While top
management defines strategy, employees are encouraged
to suggest bottom-up initiatives that are consistent with this.
As shown in the illustration, the Group has a CR&S
organisation, coordinated by the Corporate Secretary,which manages CR&S in a manner consistent with theGroup’s broad strategy for creating economic value. The
organisation has a pragmatic approach, with specificobjectives implemented by a number of specialist teams.

In order to avoid a large number of Directors needing to be
replaced at once, with a corresponding loss of experience, as wellas induction and integration challenges, the Board discussed asmoother, yearly replacement schedule. Additionally, the Board
limited a Director’s term of appointment to three consecutive termsof three years each (with possible exceptions), setting an age limitof 75 years at the time of appointment. This is the first step towards
a more regular turnover of the Board of Directors, the principle ofwhich is embodied in the provisions of the Internal Rules of the Boardof Directors. Further steps to implement the staggered Board will be
proposed at the 2016 Annual General Meeting, aiming to create aschedule of staggered retirements and inductions, consistent with
the Dutch Corporate Governance Code and with the present Internal
Rules of the Board of Directors.

STRUCTURED ACTIVITIESThe Corporate Secretary (Head of CR&S) makes sure that
CR&S is conducted in a structured way by:
1 —	Coordinating the internal CR&S network to ensuretransparency of activity and consistency of approach2 —	Exploring how to leverage CR&S to create value
through competitive advantage or cost reduction

THE BOARD’S COMMITTEESThe Audit Committee is required to meet at least four times a year.
In 2014, it met four times with an average attendance rate of 75%.
The Remuneration and Nomination Committee is required to meetat least twice a year. In 2014, it met three times with an averageattendance rate of 83%.

3 —	Defining and updating the Group’s CR&S policies andactivities
4 —	Overseeing appropriate reporting (e.g. environmental
reporting), to measure performance and progress
5 —	Identifying emerging CR&S issues and exploring how to
respond

BOARD EVALUATION

An independent consultant evaluated the Board in December 2014
and January 2015, interviewing all Directors. They all said that theBoard meets the highest international standards, pointing out its
steady progress, especially since the new governance regime wasintroduced in 2013, which is considered balanced and effective.
Board dynamics and performance are rated highly. The Board’s
decision-making process fits both Directors’ and management’s
expectations, and the contribution of Board committees is
considerable. Mutual trust between the Board and management isstrong.

6 —	Making proposals and recommendations tomanagement and Board of Directors regarding all
CR&S matters7 —	Representing the Group to outside networks andmaintaining a dialogue with stakeholders.
This approach provides a framework for the Divisions
and Business Units, which are responsible for day-today business, and promotes dialogue with their direct
stakeholders.

112014 CR&S REPORT

PUTTING GOVERNANCE FIRST12AIRBUS GROUP

PUTTING
GOVERNANCE
FIRSTTHE GROUP’S PROFITABLE GROWTH DEPENDS ON STRONG GOVERNANCE.
THE BOARD SETS THE GROUP’S STRATEGY, MONITORING ITS EXECUTION THROUGH
A VARIETY OF CONTROL FRAMEWORKS, AND ADDRESSES ALL ASPECTS OF THE
BUSINESS, INCLUDING THE ENVIRONMENTAL, SOCIAL AND GOVERNANCE FACTORSTHAT SUPPORT LONG-TERM PERFORMANCE.

NUMBER OF ENTERPRISE RISKMANAGEMENT TRAININGSESSION
HEADCOUNT FORETHICS & COMPLIANCE STAFF

Tools

628

FULL-TIME

183

PART-TIME

496

Simulation

758

TOTAL NUMBER OF ETHICS & COMPLIANCE TRAINING SESSIONSBY SUBJECT
Exportcompliance

12,661

Other
compliance

47,406

BY FORMAT

Ethics-related
training

17,527

Classroom

19,019Online58,575

2014 CR&S REPORT

PUTTING GOVERNANCE FIRST13

AIRBUS GROUP

2014 CR&S REPORT

PUTTING GOVERNANCE FIRSTAIRBUS GROUP

ENTERPRISERISK MANAGEMENTEnterprise Risk Management (ERM) is a specialist
function that reviews the Group’s risks andopportunities, bringing transparency mainly to therisks faced but also to potential opportunities. In 2014,
ERM evaluated the operational risks of some of theGroup’s major aircraft programmes.

COMBINING ERM FORCES

In 2014, a Group ERM Centre of Competence competences (CoC)
was established, combining the divisional ERM functions, in order todevelop an integrated approach with common priorities. The CoC isfostering a culture where risks are anticipated and its resources areused efficiently. The CoC helps the Board and senior management
to discharge its duty, under the Dutch Corporate Governance Code,to manage risks and opportunities in a transparent manner.

ERM has become a key management process across the Group,
serving to mitigate key risks and increase opportunity, with a particularfocus on major aircraft programmes such as the A350 XWB.
By mapping all material risks, planning how to mitigate them and how
to seize related opportunities, ERM is designed to achieve the following:
1 - Strategy: keep high-level strategic objectives consistent with risk
appetite2 - Operations: safeguard effectiveness and efficiency of operations
and resource allocation, in line with performance and financial targets
3 - Reporting: ensure reliability of reporting, in particular financial
reporting4 - Compliance: comply with applicable laws and regulations.

The ERM CoC has a staff of 25 working across the Group. They
communicate regularly through a bi-monthly newsletter, a gazettecovering the ERM community’s actions and an IT collaboration
platform.
IMPROVING TRANSPARENCY

Steps are being taken to improve the visibility of key risks, andto quantify how mitigating actions reduce them. The function iscontinually improving visual tools for quantifying and measuringrisks. A Programme Performance Dashboard brings together all key
performance indicators (KPIs), representing the risks of the different
programmes in waterfall charts. These dashboards quantify the costof a risk, with a given probability. The weighted value of major risks
is monitored across the Group, forming part of reporting to senior
management.

FOCUSING ON OPERATIONSThe Group’s biggest risks relate to the successful execution of its
programmes – on time, on quality and on cost. All risks that could
impact new programmes are identified. The performanceof major suppliers is critical and is checked regularly. This scrutiny
is particularly important when a new programme, such as theA350 XWB or A320 neo, is moving into production.

Virtual control rooms are being implemented at all the Group’s
industrial sites, integrating ERM into the day-to-day management ofprogrammes.

ERM’s role shifted during the year from offering risk consultancy to
critically reviewing the risks of major programmes. It has an ongoingrole in reviewing the risks of the A350 XWB jet programme andmonitors the A380 double-decker programme. The team has also
examined the A400M airlifter programme’s risks.

TRAINING SIMULATES KEY RISKS

In addition to training in the ERM process and its tools, ERM runs
training simulations. Carried out across the Group, it models the
major risks in order to improve management of them. Simulation
training is currently being adapted to focus on important businessissues such as competitiveness and customer satisfaction, and lesson financial KPIs.

ERM staff spend about half their time identifying and addressing
risks related to quality and cost.

PROGRAMME WATERFALL CHART: PLANNING AND ACHIEVING RISK MITIGATIONTEST EQUIPMENT OPTIMISEDRESOURCE
SECUREDMEDIUM
CRITICALITYHIGH

SUPPLY CHAIN
ROBUST

RAMP UPSECUREDCUSTOMERAPPROVALSECUREDLOWCRITICALITYIMPACT (SCHEDULE, BUDGET)VERY HIGHCRITICALITY

LOW

14

758

ERM simulation
training sessions

628

ERM tools training
sessions
Proposed risk mitigation
Risk mitigation achieved
Key milestone
Response actions
Today2014 CR&S REPORT

PUTTING GOVERNANCE FIRSTAIRBUS GROUPETHICS& COMPLIANCE
The Ethics & Compliance Programme seeks to ensurethat the Group’s business practices conform toapplicable laws and regulations, as well as to ethicalbusiness principles, and so establish a culture of
integrity. The Group is convinced that such a culture
helps to sustain its global competitiveness.

managers previously appointed in Brazil, India, Russia and theKingdom of Saudi Arabia. The Country E&C Managers report to
the Group E&C Officer.
BOOSTING EMPLOYEE AWARENESS

Training is an important component of the E&C programme. In 2014,
there were 77,594 training sessions. There is a growing emphasison e-learning, as it can easily reach a large percentage of theworkforce across many countries.
An employee survey tested awareness of the Integrity Principles,
which were released in 2013. 60% of employees and 80% ofmanagers had received them; 46% of employees had attended
a briefing and 72% of managers had.

AN ETHICS & COMPLIANCE LEADER

In 2014, Ethics & Compliance (E&C) was defined as one of theGroup’s top priorities, making clear its fundamental importance to
the Group. As in previous years, in 2014 the Group participated invarious collective actions on ethics and compliance, and anticorruption. For example, Airbus Group signed the ‘Call to Action,
A Call from Business to Governments to Address Corruption andFoster Good Governance’, within the context of the Global Compact
10th Principle. In 2014, Airbus Group also continued to chair theInternational Forum for Business Ethical Conduct (IFBEC), an
association that develops global Ethics & Compliance standards inthe aerospace and defence industry.

2014 E&C training
sessions
CUSTOMER

UP-TO-DATE POLICIES AND PROCESSES

E&C maintains a set of policies and processes, which it updates
regularly. There are two foundation documents in the Airbus Group
E&C Programme: the Standards of Business Conduct and Our
Integrity Principles.
In 2014, a number of policies were updated, making them more
effective in specific areas. For example, the policy on sponsorship anddonations was redefined to allow for Ethics & Compliance vetting.

OnlineClassroom

Total

Ethics & Compliance

10,132

7,395

17,527

Other Ethics & Compliancerelated training

41,3506,056

47,406

Export compliance training

7,093

5,568

12,661OPENLINE ALERT SYSTEM
The Airbus Group Ethics & Compliance Officer reports to
the Audit Committee on compliance allegations twice ayear. The report contains details on the Group’s significant
compliance allegations. In 2014, approximately 450
allegations were made through OpenLine or other channels,
half of which were substantiated. With the OpenLine, Airbus
Group confidential reporting line, employees can raise
concerns about corruption and bribery, accounting, finance,
anti-competitive practices, harassment, conflicts of interest,
quality or product safety.
Employees, customers, suppliers, and third-party
intermediaries are encouraged to share their concerns withmanagement or with E&C resources. Subject to local legal
restrictions, the OpenLine alert system has been available
for several years to employees in France, Germany, Spain,
UK, Canada, Brazil, Australia and the US. In 2014,
it was made available to employees in Mexico, China
and Saudi Arabia.

CASCADING INTO OPERATIONS

E&C considerations are steadily becoming part of day-to-day
operations throughout the Group. E&C goals were includedin the executives’ and managers’ annual objectives for the firsttime in 2014. Under the ‘Develop my team’s E&C leadership’initiative, executives and managers have to take one E&C training
session each year, make sure their teams understand their E&C
responsibilities, nurture an open and transparent team spirit, andencourage staff to talk to them about E&C issues.
Turning to the supply chain, an initiative has been introduced to makesure that suppliers have undergone E&C checks before selection.
In 2014, the breadth of the Group E&C Programme continued
to be extended through the appointment of an E&C manager in
China. This appointment complements a network of four E&C

THE COMPANY’S E&C CYCLEINCLUDES THE FOLLOWING STEPS,
WHICH ARE PUT IN MOTION BY
EMPOWERED E&C RESOURCES:EARLY DETECTIONRISKS ASSESSED& MITIGATION
PLAN ADOPTEDEMPOWEREDETHICS & COMPLIANCERESOURCES& FULL REMEDIATION
OF BREACHESEFFECTIVE
COMMUNICATION& TRAINING

15

USER-FRIENDLY
POLICIES, ADAPTEDPROCESSES & TOOLS

2014 CR&S REPORT

PUTTING GOVERNANCE FIRSTEXPORT COMPLIANCE

AIRBUS GROUP“The Group Export Compliance Office(GECO) updates a list of sanctioned
countries every quarter to reflect
sanction programmes and trade
limitations set by the European Union,
United States, United Nations andthe Group’s home countries.”

Aerospace and defence companies must comply
with a number of regulations controlling their export
activities. The Group Export Compliance Office(GECO) ensures full compliance with all applicable
export/import and trade regulations, including
economic sanctions, which apply to the Group’s
products, technologies and services.
EMBEDDED INTO EARLY PRODUCT PLANNING

As a manufacturer of cutting-edge defence products andtechnologies that are strategic to its home countries and their allies,
the Group has a long history of acting responsibly, continually
maintaining state-of-the-art compliance procedures. Export
compliance considerations are integrated into the early stages of
product planning, so that future difficulties relating to marketingproducts can be anticipated long in advance.

the European Union, United States, United Nations and the Group’s
home countries. Any potential business involving sanctioned
countries must be approved by the top management. Following
recent cases of companies fined for illegally conducting businessin hardline sanctioned countries, as well as the fluid situation withregard to several sanctions programmes, the Airbus Group directive
regarding business with sanctioned countries was revised to remaina robust compliance tool for the Group.

POLICY FRAMEWORKThe Group has a framework of policies and processes that control
exports, safeguarding the trust placed in it by the governments of
its home countries. Its main policy document is the Airbus Group
Export Compliance Directive, which was redrafted in 2014 forrelease in 2015. A further important policy document is the Airbus
Group Export Compliance Procurement Directive, which ensurescompliance with export regulations within the sphere of procurement
processes; employees can access these documents on the Group
intranet.

RAISING AWARENESSThe Group’s third annual export compliance meeting was held in
2014, and was addressed by the Chief Executive Officer, Chief
Strategy and Marketing Officer and Group Ethics & Compliance
Officer. Around 200 participants from across the Group attended themeeting, raising their awareness of export compliance.

SANCTIONED COUNTRIESThe Sanctioned Country Process is key to export compliance (seeillustration). The GECO updates a list of sanctioned countries every
quarter to reflect sanctions programmes and trade limitations set by

Training is a key method for changing behaviour. In 2014, Airbus
Group’s export compliance team provided training to more than
12,000 employees across the Group.

SANCTIONED COUNTRY PROCESSNational laws
and regulations

Customer firstcontact

Check compliancewith laws

BusinessLine

ExportCompliance

List of sanctioned
countries

YES

Check if sanctioned
countryNO
Legal Entity
CEO’s
Decision

ExportComplianceNO
AGREED

DENIED

16

Criteria: business,geopolitics, investors

YES

Preparerecommendation
Strategy andMarketing organisation

Airbus Group
CEO

YES

NO

2014 CR&S REPORT

PUTTING GOVERNANCE FIRST

BUSINESS ETHICSAIRBUS GROUPTRAINING AND COMMUNICATION

Airbus Group is committed to preventing bribery andcorruption. It regularly updates its policies to cover all
risks, while training employees according to the levelof risk they face.

The Group International Compliance Officer (ICO) initiates anddefines training modules for all employees of the Group adapted
to the level of risk they potentially face. The Group ICO performs
training at Group level. Division ICOs customise and perform training
at Division level, as do International Compliance Officers
at subsidiary level. In particular, e-learning focuses on bribery.
The Group’s International Compliance organisation regularly informs
concerned employees about the regulatory environment linked toforeign trade and/or anti-bribery regulation, through newsletters orinformation published on the Ethics & Compliance e-room.

ANTI-CORRUPTION POLICIESA large number of regularly updated policies are in place, covering
a range of potential business ethics issues and situations.
The Airbus Group Business Development Anti Corruption Policy
outlines the main principles, targeting not only the risks linked tobusiness partners, but also those linked to mergers and acquisitions
and any other kind of operation where a business ethics risk has
been detected. Included among the business ethics tools arequestionnaires for business and project partners, as well as
anti-bribery compliance guidelines for mergers and acquisitions.

ANTI-BRIBERY SYSTEM AUDIT

Testifying to the strength of the anti-bribery system, in 2014 ETHICIntelligence awarded Airbus Group an Anti-Corruption Compliance
System Certificate for the design and implementation of its
compliance system to prevent corruption. This followed certificationof each of the Divisions over the previous 18 months.

ADDRESSING ALLEGATIONS
GPTPrompted by a whistleblower’s
allegations, Airbus Group conductedinternal audits and retainedPricewaterhouseCoopers (“PwC”) to
conduct an independent review relating
to GPT Special Project Management
Ltd. (“GPT”), a subsidiary that Airbus
Group acquired in 2007. The allegations
called into question a service contract
entered into by GPT prior to its
acquisition by Airbus Group, relating toactivities conducted by GPT in Saudi
Arabia. PwC’s report was provided by
Airbus Group to the UK Serious Fraud
Office (the “SFO”) in March 2012. In
the period under review and based on
the work it undertook, nothing cameto PwC’s attention to suggest that
improper payments were made by GPT.
In August 2012, the SFO announced
that it had opened a formal criminal
investigation into the matter. Airbus
Group is cooperating fully with theauthorities.
EUROFIGHTER AUSTRIAIn March 2012, the German publicprosecutor, following a request forassistance by the Austrian publicprosecutor, launched a criminal
investigation into alleged bribery,tax evasion and breach of trust by
current and former employees of EADS
Deutschland GmbH (renamed on
1 July 2014 Airbus Defence and SpaceGmbH) and Eurofighter Jagdflugzeug
GmbH, as well as by third parties
relating to the sale of Eurofighter aircraft
to Austria in 2003. After having been
informed on the investigation in 2012,
Airbus Group retained law firm Clifford
Chance to conduct a fact finding
independent review. Upon concluding
its review, Clifford Chance presented
its fact finding report to Airbus Group in
December 2013. Airbus Group provided
the report to the public prosecutors inGermany. Airbus Group is cooperating
fully with the authorities.
OTHER INVESTIGATIONS

Following the publication of
investigations by the Romanianauthorities relating to the bordersurveillance project in Romania in midOctober 2014 Airbus Group confirmsthat Airbus Defence and Space GmbH17

has been informed that also the German
prosecution office investigates withrespect to potential irregularities inrelation to this project, a project inSaudi Arabia and a project of TesatSpacecom GmbH & Co. KG. No legal
entity of Airbus Group is the subject of
any accusations.
Public prosecutors in Greece andGermany launched investigations
into a current employee and former
officers and employees of Atlas
Elektronik GmbH, a joint companyof ThyssenKrupp and Airbus Group,on suspicion of bribing foreign
officials and tax evasion. The publicprosecutor in Germany has launched
an administrative proceeding foralleged organisational and supervisory
shortfalls. The authorities in Greece
have launched civil claims against Atlas
Elektronik GmbH. With the supportof its shareholders, the company iscooperating fully with the authorities
and in consultation with the publicprosecutor is assisting the further
clarification of the matter through its
own internal investigation.

2014 CR&S REPORTDEVELOPING TOMORROW’S TECHNOLOGIES18

AIRBUS GROUPDEVELOPINGTOMORROW’STECHNOLOGIESAIRBUS GROUP DEVELOPS CUTTING-EDGE TECHNOLOGIES THAT IT USES TO BUILDGROUNDBREAKING PRODUCTS. IN THIS WAY, IT DELIVERS SOLUTIONS TO
SOCIETY’S CHALLENGES SUCH AS SUSTAINABLE MOBILITY, ENVIRONMENTAL
PROTECTION AND SECURITY, WHILE DRIVING ITS OWN LONG-TERM GROWTH. THE
GROUP’S NETWORK OF RESEARCH FACILITIES, SCIENTISTS, ENGINEERS AND
PARTNERSHIPS IS AT THE FOREFRONT OF TECHNOLOGY.

SELF-FUNDED R&DNEW PATENTS FILED
IN 2014

€3.39

1,028

bn

PERCENTAGE OF WORKFORCE
COVERED BY ISO 14001& ENVIRONMENTAL REPORTING

83%

CARBON EMISSIONSREDUCTION*-36%*Revenue-based figures 2006-2014, based on 2006 levels,
Airbus Group legal entities scope of reporting. This figure does notinclude fugitive emissions, or emissions related to mobile sources
and processes on site.

2014 CR&S REPORTDEVELOPING TOMORROW’S TECHNOLOGIES19

AIRBUS GROUP

2014 CR&S REPORTDEVELOPING TOMORROW’S TECHNOLOGIESAIRBUS GROUP

DELIVERINGINNOVATION“Approximately 800 scientists andresearchers, including doctorates
and interns, are employed at facilities
in France, Germany, UK, Spain,
USA, Canada, Singapore, India andChina. Additionally, AGI benefits frompartnerships with world-famous schools,
universities and research centres,
seeking out pockets of technologicalexcellence around the world.”

Through innovation, Airbus Group aims to strengthen
its position as a global leader in aerospace anddefence. Scientific research develops
the technologies that are the building blocks for
cutting-edge products such as more eco-efficient
aircraft, satellites that monitor climate change
and cyber security systems.
The Group divides investment in innovation into two categories.
Research and technology (R&T) investigates early-stage
technologies. Research and development (R&D) leverages thesetechnologies to develop groundbreaking products and services.
Environmental efficiency is a particular focus, accounting for morethan 80% of R&T spending at Airbus.
Every year, the Group spends more than € 3 billion on R&D.
In 2014, € 3.39 billion was invested in self-financed R&D(2013: €3.16 billion). Equating to more than five percent of revenues,
R&D spending finances the development of major new programmessuch as the A350 XWB and A320neo.

products and for the development of entirely new products in future.
There is a Group-wide technology roadmap, created in 2014 fromthe combination of formerly separate divisional roadmaps. The R&T
strategy supports the Group’s short-term and long-term productportfolio, with a particular focus on maximising eco-efficiency. Topexperts from across the Group are leveraged in a lean and pragmatic
way to exploit breakthrough technologies. Key performance indicators(KPIs) are used to link technological innovation with strategic goals.

INNOVATION STRATEGY

Following substantial investment in R&D over the past decade, Airbus
Group is shifting its current focus to incremental improvements ofexisting products through, for example, the addition of lightweight wings
incorporating the latest aerodynamic research to reduce drag.
At the same time, it is maintaining commitment to early-stage R&T, often
working with research partners, both for the improvement of existing

AIRBUS GROUP STRATEGY PROCESSPURPOSEOF THE STRATEGYPROCESS:THE AIRBUS GROUPAPPROACH
TO STRATEGYCENTRE ON:

To support the CEO and the GEC in taking the right strategic decisions in a timely manner, while ensuring
the highest quality of strategic management. To enable the strategy community to focus on the most impactful
topics and to make sure that it uses the best knowledge available from the Divisions and Corporate Functions
to strengthen the Group’s strategy.

Top management involvement

An agile process

Most relevant strategic questions
are addressed in Divisional Business
Reviews, in recurring Group top management meetings, or as dedicatedmeetings to

The strategy community produces theelements needed for strategy to be
formulated, evaluated and evolved:
define Strategic Focus Topics
which allow review and preparation
for management decision ina practical mannerreview and adapt strategy on the
Division and Group level ddress and make decisions aboutasubjects of cross-divisional and /or Group relevanceupdate Division and Group strategy
annually in the Strategy Snapshotupdate market and competitor
information annually, mainly throughbusiness, market and competitor
profilesassess implementation statusof strategic projects

20

An integrated working mode orporate Development andC
Divisional / functional strategy teams
work together, they are the privileged
way of contact and ensuringconsistency
Strategy Leadership Team will
— steer joint projects, proactively
engage on cross-divisional topics— facilitate translation of strategy
into action— act as sparring partner
Strategy and the CoordinatedIntelligence Network share internaland external information to build an
intelligence view. They contributeforesight on trends and gamechangers in markets, businessmodels, and technology.

2014 CR&S REPORTDEVELOPING TOMORROW’S TECHNOLOGIESAIRBUS GROUP“In 2014, € 3.39 billion was invested inself-financed R&D (2013: € 3.16 billion).
Equating to more than five percent
of revenues, R&D spending financesdevelopment of major new programmessuch as the A350 XWB and A320neo.”

ORGANISATION AND GOVERNANCE

Airbus Group Innovations (AGI) is a central resource for early-stage
technology research. Approximately 800 scientists and researchers,
including doctorates and interns, are employed at facilities in France,
Germany, UK, Spain, USA, Canada, Singapore, India and China.
Additionally, AGI benefits from partnerships with world-famous schools,
universities and research centres, seeking out pockets of technologicalexcellence around the world. The Divisions have long-term productstrategies that enable them to identify the technologies they will need
many years in advance. AGI advances these technologies to maturity
within the timeframe needed for product development.
STRATEGY PROCESSThe Group’s top-level strategy process reviews product development,
identifying opportunities for incremental product innovation. The
process seeks to refine future product strategy and, in particular, how
the Group can improve its current product platforms. The Strategy
and Marketing Organisation (SMO) conducts the strategy process
and monitors strategy implementation. The objective is to grow profits
steadily, and to maximise the return of long lifecycle investments.

The incubator supplies business coaching, funding and networking. In
2014, for example, two start-up companies expanded. APWORKS,
which focuses on advanced manufacturing engineering services,
enlarged its 3D printing capabilities. And SPEETECT, a company for
rapid detection of bacteria in water, started looking for an external
investor to help fund its growth. Fourteen new business ideas wereanalysed in areas such as lightweight materials, virtual reality, air quality
and unmanned flight applications.

LEADING SCIENTIFIC RESEARCH

Airbus Group has invested in one of the largest portfolios of aerospaceand defence technologies worldwide. In 2014, the Group filed 1,028
new patents (990 in 2013), taking its inventory of patents to 37,262
patents worldwide. In recognition of the Group’s technology leadership,
it was ranked among the world’s leading innovators (see box).
In addition to its in-house research, the Group’s Innovation Nursery &Start-ups incubates disruptive innovations, both internally and externally.

EXPANDING PATENT INVENTORY
Year-end status

2013

2014

Percent increase

First Filings

990

1,028

3.84%

Patent Families

11,095

12,262

10.52%

Living Patent Rights

36,26537,262

2.75%

			

RANKED A LEADINGGLOBAL INNOVATORTECHNOLOGY LICENSING
Airbus Group is making 9,500 of its technologies
available for licensing, fostering innovation withinaerospace and other industries. Its technologies spanareas such as aeronautics, space, communications,production methods, lean manufacturing, renewableenergy, systems reliability, security and safety. In 2014,
Maserati Automotive signed a framework agreement,
giving it access to a portfolio of patents. Maserati
receives consulting services from engineers, after which
it can select the patents of most use.

The Group achieved a top ranking for aerospace anddefence globally in the European Union’s 2014 R&D
Scorecard, ranked 27th among the top 50 companies.
Its high R&D spend and ever-increasing patent portfolio
regularly win it accolades for technology leadership.
Underlining its strong position, a survey by BCG ranked
Airbus Group the 33rd most innovative company globally,
and the leading aerospace and defence company.

21

2014 CR&S REPORTDEVELOPING TOMORROW’S TECHNOLOGIESAIRBUS GROUP“In 2014, the Group filed 1,028 newpatents (990 in 2013), taking its
inventory of patents to 37,262 patents
worldwide. In recognition of the Group’s
technology leadership, it was ranked
among the world’s leading innovators.”

TECHNOLOGY HIGHLIGHTS

Early-stage research: from electric propulsion
to winged space flight
New technologies are incorporated into demonstrators, which
illustrate futuristic concepts and test the technologies. The
all-electric, CO2-free E-FAN aircraft, for example, showed theGroup’s vision for the future of flight, with electric and hybrid
propulsion. E-FAN performed more than 60 test flights, including
successful demonstrations at the Farnborough Airshow before
thousands of spectators.
The SpacePlane project, which is exploring potential for winged
vehicles in space, also progressed. A one-quarter scale model was
launched from a helicopter over the South China Sea, acquiring
valuable flight data including air pressure, temperature, accelerationand vibration levels.

Manufacturing: ‘Future Factory’A concept called ‘Future Factory’ is bringing major innovation to
the factory floor and the manufacturing process. Robots, under
direct control of workers using virtual reality technology, will executeassembly tasks in parts of an aircraft that are hard to reach. Airbus
plans to use these ‘cobots’ – an acronym for ‘cooperative-robot’
from the end of 2015 on the A380 programme. Three-dimensional
printing is being developed to design and optimise parts, cutting
waste, production time and costs.

Looking to next-generation unmanned aerial vehicles (UAVs),
the Airbus Zephyr High Altitude Pseudo-Satellite (HAPS) completed
a full day and night of operation in Dubai, at more than 60,000 feet,showing its ability to operate in the world’s most crowded
airspaces.

INNOVATION TECHNOLOGY READINESS PROCESS

Grow
Bottom up
ideas collection

Technology Orientation linked
to Strategic Goal and Priorities
MaintainPortfolio dynamics and critical milestones
Review gate

TRL3

Technology
Programmes

Review gate

TRL4

Review gate

TRL5

TRL6

Demonstrators
Projects

GO
Researchand Technology

Crown jewels

Review gate

GO

TRL9

Key
developments

Development

TRL: Technology Readiness Level

22

A set of new
products
to generate
growth2014 CR&S REPORTDEVELOPING TOMORROW’S TECHNOLOGIESAIRBUS GROUPCOMMITTEDTO SAFE OPERATIONS“The scope of safety at Airbus reaches
beyond the product and also includes
an active role at the air transportsystem level.”

The aviation industry regards safety as being ofparamount importance, and Airbus Group’s safety
ethos is deeply embedded. The Group works
proactively with the rest of the industry to continually
improve the safety of aircraft operations. Safety is nota matter of competition in the aviation industry. Airbus
shares its know-how with others to improve safety foreveryone.
Safety has reached a very good level in commercial aviation witha fatal accident rate around one or two flights per ten million forWestern-built jets, depending on the year, according to Commercial
Aviation Accidents 1958-2014, a statistical analysis publishedon Airbus’ web site. Yet, even if the accident rate continues
its decreasing trend over the years, safety can never be taken
for granted and continuous effort is needed to make further
improvements.

Safety activities combine reactive and proactive approaches.
Among the proactive approaches is the ‘Product Safety Process’(PSP) focusing on the analysis of in-service events, leading to theintroduction of safety enhancements either to new products underdevelopment or to existing designs. As a complementary approach,Airbus decided to set up a Corporate ‘Safety Management System’(SMS) allowing for managing and improving the safety risks
associated with Airbus organisations’ activities. Both the PSP and
the SMS rely on a network of safety representatives throughout thewhole Division.

Right from the outset, Airbus has been committed to consideringsafety as a top priority. At every point in design, manufacturing andassembly, Airbus makes sure that its aircraft not only comply with but
exceed the safety requirements laid down by the European Aviation
Safety Authority and the US Federal Aviation Safety Authority. The
development of the ‘Fly-By-Wire’ and ‘flight envelope protection’technologies, more than 25 years ago, or more recently of the‘Runway Overrun Prevention System’ are examples of significant
contributions to safety introduced by Airbus and now becoming
industry standards. Yet what makes a flight safe is a combinationof a safe aircraft, safe airline operations and a safe air transportsystem. Therefore, even if the primary responsibility of Airbus as amanufacturer is the aircraft, the scope of safety at Airbus reaches
beyond the product and also includes an active role at the airtransport system level.

REGULATORY FOUNDATIONSOF AIR SAFETY
Through ‘Certification’ and ‘Continued Airworthiness’,air safety regulators safeguard aircrafts’ intrinsic safety.
Every new aircraft design must comply with current aviation
safety regulations before it can fly commercially. Only once
it has done so will a regulator award the aircraft with its Type
Certificate. Airbus’ internal design requirements exceed
certification requirements; they include additional nonmandatory safety devices. Preparation for Certification starts
with safety studies at the design stage.
In-service aircraft must comply with the applicableairworthiness requirements and remain in a condition
for safe operation throughout their operating lives.
As operational experience teaches new lessons in air safety,
new requirements are embedded in Airworthiness Directives.
At Airbus, the continued airworthiness activity includes:-T he collection, reporting to authorities and analysis of
events in design, production, operation and maintenancethat may impact the continued safe operation of the fleet-T he management of immediate mitigating solutions
followed by the development of final fixes that restore
airworthiness.
All aviation safety information, related to certification orcontinued airworthiness, is publicly available on the aviation
authorities’ websites, notably www.easa.europa.eu
and www.faa.gov

AIRBUS SAFETY ORGANISATION

At corporate level, a central team is in charge of coordinating andmanaging all the activities aiming at preventing incidents andaccidents involving Airbus aircraft, with the help of all the functions.
It is also in charge of managing Airbus’ response to aircraft accidents
and serious incidents. Beyond this group, all Airbus functions also
contribute directly or indirectly to aircraft safety, either in direct
support of the central corporate safety team, or indirectly throughtheir daily jobs by designing, manufacturing and supporting theAirbus fleet.

23

2014 CR&S REPORTDEVELOPING TOMORROW’S TECHNOLOGIESAIRBUS GROUPCUSTOMER SATISFACTION
AND QUALITY
Airbus Group works with a relatively small numberof major customers, building on strong and lasting
relationships. Both Airbus Group and its Divisions
carry out surveys on a regular basis. The intention is to
identify areas of weakness and remedy them. In thisway, a strategic relationship is established with thecustomer.

“A ‘right first time’ approach improves
not only quality but also costmanagement and on-time delivery.”More generally, as one of the world’s biggest aerospace and defence
companies, Airbus Group is trusted by airlines, governments andmany thousands of private companies to deliver high-quality, reliable
products on time. At every point in design, manufacturing andassembly, the Group ensures the highest quality standards.

Customer affairs has also put in place a training programme for
employees, which has helped to increase customer satisfaction.
ORGANISATION

Airbus devotes considerable resources to managing customer
satisfaction. A total of 4,500 staff worldwide, from 57 different
nations, are dedicated to customer satisfaction.

Across the Group, there is a drive to improve quality and customer
satisfaction. Most importantly, the Quest initiative was introduced
in 2014 (see box), building on existing improvement initiatives.

In order to be close to customers, staff are based around the worldin five regions – North America, China, Europe, Asia Pacific and the
Middle East & Africa.

CONTINUALLY MEASURING SATISFACTION

The Airbus Division, for example, measures customer satisfaction
using a number of reviews and surveys. Taken together, they provide
a detailed, up-to-date picture of whether Airbus is heading in theright direction, whether improvement plans are paying off and what
dissatisfied customers want.

LOOKING AHEAD

Airbus is leveraging the customer satisfaction process as a way of
forcing itself to become more focused on customers’ needs and to
improve performance. A tougher set of KPIs have been put in place.
They are likely to identify more areas for improvement, leading to afurther raising of the customer satisfaction bar.

Every year, an operators’ survey canvasses the views of 50% of
Airbus’ airline customers. Every two years the Division surveys all of
its maintenance, repair and overhaul (MRO) clients; it also surveys
its lessor customers every two years (close to half of the Airbus fleet
is leased).

EMBARKING ON A QUEST FOR QUALITY

The customer satisfaction team also interviews senior decision
makers, including CEOs, at airlines over periods of 30 to 40 months.
This more in-depth exercise builds an authoritative picture of airlines’
views about Airbus products.

Airbus Group aims to make high standards of quality a
key competitive advantage. In 2014, it launched the full
implementation of the Quest initiative, which had begun theprevious year, seeking to embed a working culture focused
firmly on quality. Achieving a culture of excellence in quality
for products and services promises high rewards.
‘Non-quality’ is estimated to cost the Group €1 billion
each year. One of Quest’s aims is to halve this number inthree years. Management recognises that Quest will only
be successful if it changes culture and behaviours. For
this reason, it is introducing measures to boost individual
motivation through both incentive schemes and byempowering employees to find practical ways to improve
quality. The initiative aims to share best practices fromacross Airbus Group and other industries. It is introducing
standardised tools, including key performance indicator
dashboards, while improving professional skills.

The results of these surveys are used to build three indices –a relationship index, a customer satisfaction index and a productindex. Within the Airbus Division, initiatives introduced in recent years
to lift the quality of Airbus products and services started to pay off.
There was a marked improvement in customer satisfaction scores,
with three-point rises in both the relationship and satisfaction indices.
TAKING CORRECTIVE ACTION

Airbus acts to improve weaknesses when surveys, and theirassociated key performance indicators (KPIs), show this isnecessary. Typically, there are 50 to 60 initiatives of this kind eachyear. Implementation is followed every four months at scheduled
meetings.

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2014 CR&S REPORTDEVELOPING TOMORROW’S TECHNOLOGIESAIRBUS GROUPDESIGNING
ECO-EFFICIENT PRODUCTS“Airbus Group is committed to theindustry-wide ATAG objectives for
reducing environmental impacts,
and is working towards the ambitious
technology targets in Flightpath 2050
– Europe’s Vision for Aviation.”

Innovation is making aviation more sustainable while
securing the competitiveness of Airbus Group’s
existing and future products. The Group is developing
and integrating new aircraft technologies that willallow commercial aviation to grow while reducing
environmental impacts.
Working together, the aviation industry, international and government
bodies have established a number of complementary targets for
improvement. Airbus Group is a prime mover in all of these initiatives.
TOWARDS GOALS FOR LOWER EMISSIONS AND NOISE

Aviation is steadily improving its fuel efficiency, leading to lower
emissions. Better aerodynamics, lighter aircraft and latest-generationengines are yielding significant improvements. Between 2009 and2013, fuel efficiency improved by an annual average of 2.9% –according to the Air Transport Action Group (ATAG), and based on
key inputs from the International Energy Agency, the International
Civil Aviation Organisation (ICAO) and the International Air Transport
Association.

EC targets:
In addition, the Group works towards reaching the ambitious
technology targets of the European Commission, stated in the“Flightpath 2050 – Europe’s Vision for Aviation” report:—R eduction of aircraft CO2 emissions by 75%—R eduction of nitrogen oxides (NOx) by 90%—R eduction of noise level by 65% - all compared to the levelsof the year 2000
—C
 ustomer orientation and market needs— Industrial competitiveness and maintain adequate skills andresearch infrastructure base in Europe.
Working with the other major players in Europe’s aerospace industry,
Airbus Group is developing aircraft technologies that aim to show by
2020 how the Flightpath 2050 targets will be met. In order to do so,
it is playing a leading role in the EU’s recently launched CleanSky 2(CS2) joint technology initiative – the follow-up to CleanSky and themost extensive aeronautical research programme ever launchedin Europe. Airbus is leading the CS2 collaborative research work
stream focusing on the future of large passenger aircraft, while Airbus
Helicopters is leading the work stream designing a high-speed
compound rotorcraft.
In broad terms, within the Group a number of initiatives are helping toachieve the ATAG and Flightpath 2050 goals. They involve five areas:
technology, sustainable fuels, operations, infrastructure and industrywide initiatives.

ATAG targets:
Airbus Group is committed to the industry-wide ATAG objectives for
reducing environmental impacts (see graphic below). ATAG’s current
targets are:—1
 .5% average annual fuel efficiency improvement from 2009
to 2020—S
 tabilise net aviation CO2 emissions at 2020 levels throughcarbon-neutral growth—R educe aviation’s net CO2 emissions to 50% of the level in 2005,
by 2050.
Airbus Group is working closely with partners across the industry tobuild upon the ATAG four-pillar strategy, which combines technology,
operations, infrastructure and market-based measures to construct
an industry roadmap for reducing CO2 emissions from aviation.
The Group collaborates closely with airlines to look at how theenvironmental performance of Airbus’ latest generation aircraft can be
optimised to reduce fuel burn and noise in aircraft operations.

AVIATION’S CLIMATE ACTION FRAMEWORKATAG TARGETS

STATUS

HOW IS INDUSTRY ACHIEVING THIS?

1.5% AVERAGE ANNUAL
FUEL EFFICIENCY IMPROVEMENTFROM 2009 TO 2020

EXCEEDING GOALLATEST DATA SHOWS ANNUAL
IMPROVEMENT OF 2.9%

Through the first three pillars: new technology, more
efficient operations and better use of infrastructure.

STABILISE NET AVIATION CO2
EMISSIONS AT 2020 LEVELS THROUGHCARBON-NEUTRAL GROWTH

PUSHING POLITICALACTIONThrough the four-pillar strategy, including a global
market-based measure at the International Civil
Aviation Organisation (ICAO).

REDUCE AVIATION’S NET
CO2 EMISSIONS TO 50% OF
WHAT THEY WERE IN 2005, BY 2050

IN PROGRESS

25

Two main areas of action: development of sustainable
alternative aviation fuels; research into future designconcepts by aircraft and engine manufacturers.

2014 CR&S REPORTDEVELOPING TOMORROW’S TECHNOLOGIESTECHNOLOGY(INCLUDING SUSTAINABLE FUELS)AIRBUS GROUP

with eco-efficiency. Modern engines, lightweight materials andaerodynamically-enhanced blade profiles all significantly reduce CO2
and NOx emissions. A new generation of the quiet Fenestron® antitorque system greatly reduces noise levels and improves the acoustic‘feel’ of the aircraft. Research has, for example, led to the developmentof the Blue Edge® double-swept platform, which has demonstrated
significant noise reduction on a demonstrator aircraft. The new H145
helicopter that was introduced in 2014 features a quiet Fenestron®
anti-torque system, leading to a substantial noise reduction.

The Group applies new technologies to improvethe efficiency of existing products, reducing theirenvironmental impact. It is applying incremental
innovation, for example, to develop the neo (newengine option) ranges of Airbus aircraft. Looking
further to the future, game-changing technologies
are being researched to drive the next generation of‘cleantech’ and sustainable mobility.
CURRENT INNOVATION

Existing technologies are being used to make existing aircraft more
efficient. Within Airbus, both an A320neo version of the popular singleaisle Family and an A330neo version of the twin-engine widebody
Family are under development, with more efficient engines andaerodynamic wingtips. Airbus Helicopters is also constantly working
on product innovations in order to decrease fuel consumption andreduce noise.
Aircraft:
The A320neo Family aircraft are now expected to offer even better
fuel efficiency than originally targeted, at up to 20% lower fuel burnper seat compared to the previous generation. In addition to its newengines and wingtips, the aircraft benefits from optimised seating
options. The A320neo programme remained on schedule following
the first flight in September 2014, with certification planned in thethird quarter of 2015 and first deliveries in the fourth quarter. The
A330neo programme was launched during 2014, for entry into
service in December 2017 (see box, facing page).

NEW HEIGHTS FOR HELICOPTERPERFORMANCE
In early 2015, Airbus Helicopters unveiled its nextgeneration H160 helicopter, which will improve operating
performance, enhance fuel economy and reduce operating
costs by 15 to 20%. This groundbreaking helicopter
incorporates Airbus Helicopters’ expertise in aerodynamics,
rotor blade design and avionics. Key to the performance areweight savings achieved through the extensive use of newmaterials and technologies. The H160 flight-test programme
will begin in 2015.

Helicopters:
Airbus Helicopters is developing a new generation of helicopters,
aiming to combine superior mission capability, safety and reliability,

A320neo

A350 XWB-20% fuel burn compared
to previous generation from 2020-25% fuel burn compared
to previous generation

Lower noise levels – up to 15dB
below ICAO Ch4 standard

Lower noise levels - 21dB
below ICAO Ch4 standard

NOx emissions 50% below CAEP6 standards

NOx emissions 35% below CAEP6

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2014 CR&S REPORTDEVELOPING TOMORROW’S TECHNOLOGIES

Eco-design approach:
Reducing the environmental impact of the Group’s products andmanufacturing is a priority. The Design for Environment (DfE) working
group is developing new ways to integrate eco-efficiency in thedesign of new products. Following a three-year pilot scheme,from 2014 all of Airbus’s new technologies are reviewed at eachof their maturity stages (known as technology readiness levels) to
see if their environmental impact could be reduced. In time, thisapproach should spread to Airbus Helicopters and Airbus Defence
and Space. From a manufacturing perspective, DfE is studying bestpractice at Airbus and Airbus Helicopters to see how their leadingedge manufacturing techniques can be used across the Group. In
terms of governance, DfE aims to become a centre of excellence for
the Group as a whole.

AIRBUS GROUP

In the medium-term, the technical and operational experiences
gained with E-FAN will serve as stepping stones for improvements
across the product range – for example for hybrid helicopters andlarger electric aircraft in general.
Another electric propulsion project is ‘E-Thrust’, which is researching
the potential of using ‘distributed propulsion’ to optimise propulsion
system integration, thereby reducing an aircraft’s weight and drag.
The Group is working with engine manufacturer Rolls-Royce within
the Distributed Electrical Aerospace Propulsion (DEAP) project,co-funded by the UK’s Technology Strategy Board. E-Thrust
has six electrically powered fans, which are distributed in clustersof three along the wing and housed with a common intake duct.
An advanced gas power unit provides electrical power for the fans
and for re-charging energy storage.

FUTURE INNOVATION

Advanced materials:
Advances in materials have an important role to play in making aviation
more eco-efficient. In 2014, Airbus Group Innovations unveiled a
new process for creating lightweight hybrid-construction materials.
The Stingtech process offers a lightweight sandwich material withsuperior damage tolerance, improved fatigue behaviour and excellent

Early-stage research is preparing the technologies that will be thebuilding blocks of tomorrow’s products. For example, the Group is
conducting extensive research into electric propulsion for aircraft,as well as advanced materials. It is also looking into more futuristic
technologies such as high-speed concepts.
Electric propulsion:
Electric and hybrid propulsion represents an important focus of
the Group’s early-stage research. The Group’s E-FAN electric
flight demonstrator is a major step on the road towards electricallypowered flight. The E-FAN is the first aircraft with fans to have fully
electric propulsion. This 600-kilogramme, two-seater plane, witha wingspan of nearly 10 metres, currently has a flight endurance of
one hour. In 2014, a major milestone was achieved with the first flightof the E-FAN demonstrator. The E-FAN 2.0 version is set to enter into
service in 2017, primarily as a training aircraft for flight schools. This
will be followed by the E-FAN 4.0, a four-seater plane targeted for fullpilot licensing and the general aviation market.

INTRODUCING THE A330neo
2014 saw the launch of the A330neo, Airbus’ latest advancein eco-efficiency performance. Incorporating the latest
generation engines, aerodynamic enhancements andoptimised cabins, this enhancement of the twin-engine
widebody jet is set to offer a 14% improvement in fuelefficiency per seat. Within six months of its launch, theA330neo had already received 120 firm orders. Deliveriesof the A330neo are due to start in December 2017.

A380

A330neo-20% fuel burn compared
to closest competitor-14% fuel burn compared
to previous generation

Lower noise levels – up to 17dB
below ICAO Ch4 standard

Lower noise levels – QC1 departure,
QC 0.5 arrival

NOx up to 25% below CAEP6

NOx emissions 15% below CAEP8 standards

27

2014 CR&S REPORTDEVELOPING TOMORROW’S TECHNOLOGIESAIRBUS GROUP“For ex The Group is playing animportant role in ATM programmes suchas ‘Single European Sky ATM Research’(SESAR) in Europe, and NextGen in
the US. The SESAR Joint Undertaking
aims to increase the European air traffic
capacity threefold while significantly
improving safety.”mechanical flexibility compared to existing honeycomb structures.
Thanks to this technology, a jetliner’s reinforcing stringers andapproximately 50% of its strengthening frames should no longer benecessary, according to researchers at Airbus Group Innovations.
High-speed concepts:
The vision of high-speed, low emissions transport remains a long-termgoal. The Group is working with international research organisations
to evaluate potentially ground-breaking hypersonic flight technology
at speeds of up to Mach 6. The collaboration builds on the Group’s
ZEHST (Zero Emission High-Speed Transport) concept, a visionary
high-speed commercial aircraft capable of flying from Tokyo to Paris inless than three hours.
SUSTAINABLE FUELSThe Group is supporting the development of sustainable fuels, madefrom biomass feedstock that through their lifecycle emit less CO2
than conventional fossil fuels. The Group has been working with abroad range of partners – universities, farmers, airlines, refineries andstandard-setting organisations – to act as an agent of change, helping
to develop value chains that produce ‘drop-in’ sustainable fuels thattoday’s aircraft can burn without modification. Airbus aims to be acatalyst, sparking the search for production of affordable sustainable
fuels, in sufficient commercial quantities to help the aviation industry
reach its goals for minimising greenhouse gas emissions.

For example, the Group is playing an important role in ATM
programmes such as ‘Single European Sky ATM Research’ (SESAR)in Europe, and NextGen in the US. The SESAR Joint Undertaking
aims to increase the European air traffic capacity threefold while
significantly improving safety. SESAR and its partners are working
to achieve the highest operational efficiencies with more direct
routings, resulting in 10% less aircraft fuel consumption and significant
reductions in CO2 emissions and noise by 2020. In 2014, the EU
extended SESAR to 2024.

Airbus currently has development partnerships in place in Spain,
Qatar, Brazil, Australia, Malaysia and China. It also supportscommercial airlines’ sustainable fuel trials, and is co-leading ITAKA(Initiative Towards sustainable Kerosene for Aviation), a collaborative
project that is funded by the EU, aiming to produce sustainableaviation fuel and to test its use in existing systems and normal
flight operations. Europe’s largest initiative for local productionof sustainable jet fuels, the first campaign with used cooking oil(UCO) was completed in 2014, totaling 14 commercial flights from
Amsterdam to Aruba with an Airbus A330 operated by KLM.
More flights are planned for the future, fuelled by camelina oil
feedstock. Over 1,500 commercial flights have now been flown
with sustainable fuels worldwide.

MARKET-BASED MEASURESThe 38th ICAO Assembly in October 2013 concluded with the
adoption of a landmark decision by states to develop a global
market-based measure (MBM) for international aviation, to be effectivefrom 2020 and complement the important action taking place intechnology, operations and infrastructure efficiency improvements.
Airbus Group, alongside the aviation industry, supports the ICAO
MBM. A global industry requires a global solution – regional ordifferentiated schemes could create market distortions. ICAO statesand observers are currently working towards finding an agreement
at the next ICAO General Assembly in 2016, effective from 2020, tocontribute to the aviation industry’s Carbon Neutral Growth (CNG)
Goal.

Also during 2014, Airbus signed a memorandum of understanding
with Malaysian partners to assess local solutions for sustainablebio-mass production in Malaysia. The partners aim to determine themost suitable feedstocks for future alternative jet fuel production in theregion.
OPERATIONS AND INFRASTRUCTURE

The Group is working closely with a range of partners to develop new
air traffic management (ATM) solutions, which will save fuel by planning
optimal routes for commercial aircraft. More efficient ATM has thepotential to save eight percent on aviation fuel, according to the ICAO.

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2014 CR&S REPORTDEVELOPING TOMORROW’S TECHNOLOGIESAIRBUS GROUP

DEFENCEAND SPACE
As a major aerospace and defence company,
Airbus Group’s products and services help society
in a number of important ways, from securing nation
states, to monitoring climate change. The Group
recognises the responsibility to society that its
position implies, and is energetically transforming
its businesses and products to respond to the globalchanges taking place.

MAKING NATION STATES SECURE

Airbus Group designs and manufactures a wide range of defence
and space products, many of which perform essential tasks. As atrusted partner to governments, the Group provides military aircraft,
communications, radars and related services that safeguard the
security of Europe, NATO countries and allies. Geopolitical instability,
terrorism and cyber warfare are growing challenges. Airbus Groupis developing innovative products, systems and services that equip
governments to respond to these evolving threats, safeguarding theircitizens and the stability of nation states.
Airbus Defence and Space also provides Europe’s access to space,a vital strategic capability that has a wider range of civil and defence
applications. The Ariane series of satellite launchers are developed
and manufactured by the recently founded Airbus Safran Launcher
joint venture.
Space technologies have an increasingly broad range of uses, withapplications across many other sectors. The Division is a key partner
for the European Space Agency (ESA), building satellites for its Earthexploration and environmental monitoring activities, including theAutomated Transfer Vehicle (ATV) spacecraft and Copernicus Earthobservation programme (see following pages). Its technologies arepushing the boundaries of space, while pioneering new ways ofmonitoring the environment.

New technologies and products are being introduced to help
countries meet new security threats. For example, Airbus Defence
and Space is a partner in the Eurofighter Typhoon programme. Morethan 420 Eurofighter Typhoons have been delivered. The aircraft
patrols the airspace of six nations – Austria, Germany, Italy, theKingdom of Saudi Arabia, Spain and the United Kingdom – and has
flown over 275,000 flight hours since entering into service in 2003.
With 571 aircraft ordered, Eurofighter is Europe‘s largest militarycollaborative programme.
The A400M is another important programme. Eight countries
have ordered 174 aircraft, replacing their aged transports fleets.
In 2014, Germany, Turkey and the United Kingdom took deliveryof their first aircraft, following on from France, which received its
first aircraft in 2013. By the end of the year, 10 A400M aircraft had
been delivered to four nations. As agreed with the customer, the

The Group is one of the main providers of defence
and security products for European nations, NATOcountries and their partners. Its products include theEurofighter Typhoon, the A400M and other militarytransport aircraft, A330 MRTT air-to-air refuellingtanker, NH90 military helicopter, satellite secure
military communications and border security systems.

FRENCH DETERRENCE-RELATEDACTIVITIESAirbus Group is a trusted partner that equips the French
deterrence force through the French parts of its Airbus
Defence and Space Division. Airbus Defence and Spaceis the exclusive supplier of ballistic missiles to the Frenchstate, its sole customer in this area. It is responsible forthe development, manufacturing and maintenanceof the M45 and M51 submarine-launched missiles andrelated system, but not for the production of the nuclear
warhead. Additionally, the business unit conducts ongoing
maintenance work to ensure system readiness overthe equipment’s life. MBDA (Airbus Group holds 37.5%of the shares) supports the second pillar of French nuclear
deterrence, the ASMPA air-to-ground missile—once again,
it is not involved in warhead production. Production of thismissile has ended and the last missiles have been delivered
to the French Air Force. No future production of the current
ASMPA missile is expected. As part of the contract, MBDA
is supporting this weapon system (vector only, notthe warhead). A mid-life update is expected in 2020.
The commissions of both chambers of France’s Parliament
regularly examine these programmes, publishing detailed
reports.

DELIVERING DEFENCE AND SPACE PRODUCTS
MORE EFFICIENTLY

In 2014, the new Airbus Defence and Space Division was formed,
creating synergies that will lead to greater efficiency for the benefit ofcustomers. The Division has four business lines: Military Aircraft, Space
Systems, Electronics and Communication, Intelligence & Security.
In line with the Division’s announced restructuring target, eight industrialsites were closed, and the number of employees was reduced byapproximately 1,900. In the second half of 2014, the Division unveiledplans to refocus activities around its core businesses: space, military
aircraft, missiles and related services around these products. As part ofits portfolio optimisation, the Division plans to divest non-core activities
such as the secure land communications business and the commercial
satellite communications services. In addition, the Division is exploring
industrial alternatives for the security and defence electronics business,and intends to sell some of its minority investments and subsidiaries.
The new Division will eliminate product and resource overlaps, createsynergies in operations and product portfolios, sharpen its focus on
research and development, and concentrate investment on corebusinesses.

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2014 CR&S REPORTDEVELOPING TOMORROW’S TECHNOLOGIESAIRBUS GROUP

it acts as a monitoring system or communication relay.
UASs are also helping to tackle the crisis of economic migrationand smuggling on Europe’s maritime borders. Airbus Defence andSpace is providing the Atlante UAS for the four-year, EU-funded
Perseus demonstrator programme that started in 2013 and isEurope’s flagship maritime security project. Atlante follows maritime
targets, identifying and classifying them.
The Division’s products also protect entire borders. In early 2015,
it completed Qatar’s security shield, securing 600 kilometresof borders across land and sea.

A400M development included an Initial Operating Clearance (IOC),obtained in July 2013, followed by subsequent upgrades that will be
introduced gradually with the full capability available by end 2018.
Innovative solutions are being developed to combat increasingly
sophisticated cyber attacks, which represent a growing threat toprivate and public sector organisations. Airbus Defence and Spacebrought to the market its new-generation of cyber security products
in 2014, which are certified at the highest level in Europe and protect
customers’ networks, work stations and corporate data.
Looking ahead, Airbus Defence and Space is Europe’s leading
developer of Unmanned Aerial Systems (UAS), which are thelong-term future of military and civil aviation. In May 2014, Airbus,
Dassault and Alenia proposed a joint approach to the governmentsof France, Germany and Italy for a Medium Altitude Long Endurance(MALE) UAS, which would support the needs of European armed
forces while pooling research and development funding. The
Division’s UAS expertise includes developing the Unmanned Aerial
Vehicule (UAV) Barracuda technology demonstrator and developing
and integrated the mission payload equipment for the HALE (High
Altitude Long Endurance) UAV Euro Hawk. Furthermore, the TANAN
new-generation compact VTOL Tactical UAS (Vertical Take-Off andLanding Tactical Unmanned Aerial System) for maritime and land
missions is currently being developed.
Illustrating its Unmanned Aerial Systems (UAS) technology, theDivision’s unmanned, solar-powered Zephyr platform completed its
first civil flight in the United Arab Emirates in 2014. The Zephyr High
Altitude Pseudo-Satellite (HAPS) flew at more than 60,000 feet,completing a full day and night of operation. Using solar power tocharge a battery during the day, HAPS can continue operations atnight, spending weeks at heights of up to 20 kilometres, from where

SPACE EXPLORATIONAND EARTH MONITORINGThe Group continually advances its range of space
products and technologies, pushing new boundaries
in space exploration and Earth monitoring.
ACCESSING AND RESEARCHING SPACE

Airbus Defence and Space develops and builds the satellite
launchers that secure Europe’s access to space, as well as many of
the spacecraft and satellites that further scientific knowledge.
In 2014, its Ariane 5 launcher conducted its 63rd successful launch
in a row, demonstrating unparalleled reliability. In order to become
more efficient and competitive, Airbus Group and Safran formed ajoint venture, Airbus Safran Launchers, which went live in January
2015. As well as producing Ariane 5, the joint venture will develop
and produce the next-generation Ariane 6 launcher.
Demonstrating the Division’s technological leadership, the Rosetta
spacecraft achieved after a 10-year journey through space anamazing world first by touching down its Philae lander on a comettravelling at 135,000 kilometres per hour. The mission’s aim is toshed light on the origins of the solar system. Rosetta was developed
and built for ESA under the industrial leadership of Airbus Defence
and Space.
The ATV spacecraft docked with the International Space Station
for the fifth and last time in August 2014. In total, it has delivered
32 tonnes of cargo and 40 re-boosts, and is the most complex
spacecraft ever developed and constructed in Europe. Building on
the ATV technology, ESA awarded the Division a contract to develop
and construct the service module for Orion, the future US humanspace capsule. Orion will fly astronauts to the Moon and possibly
even Mars.
The Division also became the first manufacturer in the world to offer
next-generation electric satellites with two key contracts for large
telecom satellites using electric propulsion.

COMPLIANCE WITH OTTAWA TREATYAND OSLO CONVENTION
Recent international conventions proscribe anti-personnel
landmines (Ottawa Treaty) and certain munitions (“cluster
munitions”, as defined in the Convention on Cluster
Munitions, “Oslo Convention”). Airbus Group conducts
its business in full compliance with all applicable laws andregulations. In this respect, Airbus Group complies withthe regulations of its home countries that have adopted
the provisions of both the Ottawa Treaty and the Oslo
Convention. Airbus Group wishes to underline that neither
it, nor any of its subsidiaries, is involved in the production,use, maintenance, offering for sale, distribution, import orexport, storage or transportation of anti-personnel landminesor cluster munitions targeted by the Oslo Convention. Since
Airbus Group is always consistent with the highest industry
standards, it is committed to respecting and implementing the
Ottawa Treaty and the Oslo Convention throughout the Group.

EARTH MONITORING

Satellite technology is monitoring changes in the environment,
giving governments and other agencies greater understandingof changes in the Earth’s atmosphere. The satellite data help toquantify the effects of climate change, and provide high-value

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2014 CR&S REPORTDEVELOPING TOMORROW’S TECHNOLOGIESAIRBUS GROUP

Orbiter Rosetta➊ Release

The lander is detachedfrom Rosetta approximately
one kilometre above thecomet’s surface. A flywheel
ensures that Philae isaligned correctly

Lander Philae➋ Touchdown

Philae lands at
walking speed,
less than one
metre per second➌ Thruster

A thruster situated at the
top of the lander helps
steer it to the comet’s
surface, ensuring that it
stays there until anchoredwith the harpoon➍ Anchoring

A harpoon ensuresthat the lander
does not ricochet off
into space due tothe comet’s low
gravitational pull

10 August 2014
Rosetta andcomet 67P/
ChuryumovGerasimenko
meet➎ Drilling

Philae’s three legs
contain drills that also
help to keep Philae inplace on the comet

11 November 2014
Philae lands on comet 67P/
Churyumov-Gerasimenko

geospatial information in fields such as agriculture, deforestationor environment monitoring. The European Earth observation
programme ‘Copernicus’ is creating a modern, capableinfrastructure for Earth observation and geo-information services.
The European Commission together with ESA and the European
Environment Agency are running the programme. Copernicus
aims to provide important information in six areas: land monitoring;
marine environment monitoring; disaster and crisis management;
monitoring the Earth’s atmosphere; climate change monitoring; andsecurity. Airbus Defence and Space is the prime contractor for the
programme’s ‘Sentinel’ satellites, the first of which was launched in
2014.
ESA also awarded the Division a contract to design and build thesecond generation of Meteorological Operational (MetOp-SG)
satellites in 2014. The satellites will deliver enhanced meteorologicalobservations from 2021, improving weather forecasting andmonitoring climate change.
The Division is also pioneering services that quantify the greenhousegas emissions of cities and countries in close to real-time. This
allows governments, cities and local authorities to measure theeffectiveness of their emission reduction policies. The project has
set up demonstrators in Paris and Rotterdam, following testingin London.
Enhanced imagery from Airbus Defence and Space’s constellationof both optical and radar satellites is helping to monitor deforestationand manage agricultural land use with higher image resolution
than ever before. SPOT 7 joined its twin, SPOT 6, and the Pleiades
constellation in 2014 in a phased orbit. Among other projects, it isbeing used by UN REDD (Reducing Emissions from Deforestation
and Forest Degradation) projects in major forest zones such as theCongo Basin and Indonesia. These projects aim to protect standing
forest by providing a means to monetise their value, which they doby trading avoided emissions on voluntary carbon markets.
In the agriculture sector, SPOT satellites contribute to sustainable
practices by helping farmers to make the right decisions regarding
irrigation and the optimal use of pesticides and fertilisers.
In 2014, satellites performed humanitarian missions. A SPOT
satellite captured images of the floods in the UK and the Balkans.
And the Pléiades satellites played a role in reconstruction efforts
in Gaza, under contract to the United Nations.

312014 CR&S REPORTDEVELOPING TOMORROW’S TECHNOLOGIESAIRBUS GROUP

ECO-EFFICIENTMANUFACTURING
The drive to reduce the Group’s industrial
environmental footprint continued in 2014. Industrial
facilities are being modernised to reduce energy
consumption and CO2 emissions, while new
manufacturing practices and processes are cutting
waste and water consumption, as well as volatileorganic compound (VOC) emissions. The Group has
a structured approach to optimising eco-efficiency,
broadly defined as maximising added value andminimising the environmental footprint.

aiming to find new ways to reduce the Group’s impact on theenvironment. This network brings together approximately 350
people from 17 business units into technical working groups. In
2014, exchanges were strengthened in a number of areas, including
eco-design.
The Design for Environment (DfE) Working Group is introducing
eco-design approaches to improve the environmental footprintof products across their life cycles. Having identified the mostadvanced practices in the Divisions, the DfE Working Group is now
deploying them across the Group (for example, Airbus’ integrationof environmental criteria in R&T; Airbus Helicopters’ use of ecoefficiency assessments to develop manufacturing processes).
Following a three-year pilot scheme, from 2014 all of Airbus’s newtechnologies are reviewed at each of their maturity stages (known
as technology readiness levels) to see if their environmental impact
can be reduced. In time, this approach should spread to Airbus
Helicopters and Airbus Defence and Space.

A STRUCTURED APPROACH

The Group’s environmental policy defines and directs the way
eco-efficiency is embedded within product development, industrial
operations and services. The Corporate Environmental Affairs
department oversees implementation of this policy, coordinating thework of the Group’s Environmental Network, as well as identifying
trends, defining strategy and managing reporting.
Goals for environmental efficiency have been in place for the pastseven years. They are currently being refined, with targets tailored toeach Division, rather than set for the entire Group as was previously
the case.

The Chemical Regulations Working Group plays an important role indeveloping the understanding of regulations governing hazardous
chemicals, impacting both products and operations. It createsinternal synergies and organises dialogue with the wider industry
and with institutions, providing real added value to the whole Group.

FRAMEWORK FOR IMPLEMENTATION

ISO 14001 is an internationally recognised Environmental
Management System (EMS) efficiency standard for businesses andorganisations, which sets a framework for minimising the Group’s
environmental footprint. Airbus Group encourages the development
and the maintenance of a robust ISO14001 certified EMS. Thesestandards have been progressively implemented across theGroup’s manufacturing sites. 83% of Group employees operate
under ISO 14001 certification.

REPORTING

Environmental reporting is embedded across the Group, measuring
progress and complying with reporting obligations. Consolidated
data has been externally audited since 2010 by EY. In 2014, some
13 environmental indicators were verified, covering topics such asenergy consumption, CO2 emissions, waste production and water
consumption.
ENVIRONMENTAL COMPETENCES

The Corporate Governance Academy has set up a competence
catalogue which will identify and develop the environmental
competences needed for the future.

SHARING BEST PRACTICE

Under the guidance of the Environmental Network, a number ofworking groups discuss and promote the sharing of good practice,

ENVIRONMENTAL FOOTPRINT REDUCTIONS

-32 %
-36 %
-20 %

-36 %
-58 %

in energy use*

in CO2 emissions**

in waste production***in VOC emissions

Revenue-based figures 2006-2014, based on 2006 levels,
Airbus Group legal entities scope of reporting.
* This figure does not include consumption related to mobile sources.
** T his figure does not include fugitive emissions, or emissions related to mobile sources
and processes on site.
*** This figure does not include exceptional waste.

in water consumption

32

2014 CR&S REPORTDEVELOPING TOMORROW’S TECHNOLOGIESGOOD INDUSTRIAL PRACTICESAIRBUS GROUP“Robust certified EMS standards havebeen progressively implemented acrossthe Group’s manufacturing sites.
83% of Group employees operate under
ISO 14001 certification.”

Good industrial practices and processes are being
developed in specific facilities, which then becomebenchmarks for the Group as a whole. Lean processes
and eco-efficient facilities are reducing the Group’s
energy footprint, putting it ahead of other majorindustries. They are also achieving waste, water, VOC
and CO2 reduction improvements.
Energy management
While substantial savings have already been achieved throughspecific energy-saving technologies at different manufacturing
facilities (such as wood boilers for France or combined heat andpower for Germany), there is a drive to introduce common solutions
across Airbus Group sites. Some far-reaching initiatives haveemerged, such as a common lighting solution for the top 22 sites
in Europe. According to current estimates, this project will save 20
GWh per year at the Group’s four largest sites, equivalent to theannual consumption of nearly 5,990 households.

‘Factory of the Future’
The Group is designing the ‘factory of the future’, identifying different
technologies to find new ways of producing and assemblingcomponents. Through greater automation, new production
methods aim to ease the workload and reduce the risk of quality
defects. More efficiency will also reduce waste. For example, anumber of projects are accelerating the development of 3D printing
to produce prototypes and series components, potentially delivering
cheaper and lighter parts with less waste.

Further standardising the approach to reducing energy
consumption, five sites were granted the ISO50001 energy
management certification during 2014 – the Airbus Helicopters
plants in Albacete, Spain and Marignane, France (certified ISO
50001 level 1, with level 2 planned in 2015), as well as the Airbus
Defence and Space sites in Newport, Toulouse (Astrolab) and Ulm.
This accreditation specifies the requirements for the establishment,
implementation, maintenance and improvement of an energy
management system, the objective being to systematically andcontinuously improve energy performance and reduce costs.

Blue5
The Airbus Blue5 organisation implements reduction projects inthe following areas: energy, CO2, water, waste and VOC, working
with the functions and sites through multi-functional teams. The
organisation has demonstrated impressive results in reductions
across all of its domains (see results on following pages).
During 2014, an event was held to recognise employees’
contribution to reducing Airbus’ environmental footprint. The
following projects were highlighted and received awards for theirachievements:—E nergy - New lighting technology with LEDs - Spain—C O2 - Combined heat and power technology - Germany—W ater - Waterless urinals - Spain—W aste - Introduction of tote boxes for stationery - UK
—V OC - VOC reduction in paint shops – France.

Additionally, a ‘Green IT’ initiative is reducing energy use at data
centres through the review of urbanisation of the data rooms(e.g. the use of hot aisle and cold aisle layouts between server racks),
as well as a leaner management of IT equipment and processes.
At site level, more than 100 energy-saving projects that have
improved performance in 2014 include the following initiatives:—A irbus Toulouse: Solar cooling system and biomass boiler—A irbus Hamburg: Motion sensors in A380 assembly stations,absorption chillers using recovered heat from combined heatand power to cool the data centre—A irbus Getafe, Illescas and Puerto Real: Change to LED lighting
in halls—A irbus Helicopters Marignane: Data centre refurbishment with
ambitious energy performance target—A irbus Helicopters Donauwörth (Germany) and Querétaro
(Mexico): Combined heat and power—A irbus Defence and Space Manching: Energy-efficient LED
lighting in new jet hangar—A irbus Defence and Space’s Les Mureaux: Biomass boiler.

Lean & Green
Airbus Helicopters has introduced a new ‘lean and green’
methodology and applies it to Starflex rotor hub manufacturing. It hasstudied each stage of the manufacturing process in order to identify
potential improvements in industrial efficiency (cost, time cycle) andenvironmental impacts (waste, energy, volatile organic compounds).
The results are promising, with substantial savings in energy, time,
waste and cost.

33

2014 CR&S REPORTDEVELOPING TOMORROW’S TECHNOLOGIESAIRBUS GROUPAIRBUS BLUE5 2014 RESULTS

The text below reports the environmental footprint reduction status, with some examples of projects that havebeen implemented on Airbus sites in Europe*:* Scope: European Airbus sites, baseline 2006, revenue based.

ENERGY CONSUMPTION*
Evolution of energy consumption – Airbus European sites
Revenue-based energy consumption decreased by 45%
between 2006 and 2014
Energy consumption(MwH)
1,800,000
1,600,000

0.0%

1,400,000-10.0%

1,200,000-20.0%

1,000,000-30.0%

800,000-40.0%

600,000-50.0%

400,000-60.0%

200,000-70.0%

02006 2007 2008 2009 2010 2011—	The Nantes plant in France has set up a heat recovery wheel for the
Nepal paint booth. A heat recovery wheel is a rotary heat exchanger.
It recovers more than 60% of the energy used to condition a paintbooth.
	Savings: 56% of the annual consumption of gas and around
185 tonnes of CO2 emissions.

Revenues-based
reduction2012 2013 2014

—	The integration of the cold water production from 2B stage phase
into centralised control and expand the centralisation to the wholeeast area of Illescas’ plant in Spain. The central cooling power
installation was optimised without increasing the number of coolingmachines.
Savings: 2,503 MWh/year and 876 tonnes CO2/year.

-80.0%* This figure does not include consumption related to mobile sources.

CO2 EMISSIONS*
Evolution of CO2 emissions – Airbus European sites
Revenue-based CO2 emissions decreased by 51%
between 2006 and 2014
CO2
emissions (tonnes)
400,000

0.0%

350,000-10.0%

300,000-20.0%

250,000-30.0%

200,000-40.0%

150,000-50.0%

100,000-60.0%

50,000-70.0%

0—	Installation of a 12 MW biomass boiler as a source of renewableenergy in Toulouse, France. By burning woodchips sourced fromnearby certified forests, the boiler provides enough low-carbon
energy for the new A350 XWB Final Assembly Line.
	Savings: 52,000 MWh of energy produced and 12,000 tonnesof CO2 emissions avoided every year.

Revenues-based
reduction

2006 2007 2008 2009 2010 20112012 2013 2014

* This figure does not include consumption related to mobile-80.0%

sources, fugitive sources and processes on site.

WATER CONSUMPTION
Evolution of water consumption – Airbus European sites
Revenue-based water consumption* decreased by 52%
between 2006 and 2014
Water
consumption (m3)
1,800,000

0.0%

1,600,000-10.0%

1,400,000
1,200,000-20.0%

1,000,000-30.0%

800,000-40.0%

600,000-50.0%

400,000-60.0%

200,000-70.0%

0—	Fix-installed water leakage detection equipment in all German sites.
	Savings: 10,200 m³ potable water and 4,500 m³ waste water per
year.

Revenues-based
reduction

2006 2007 2008 2009 2010 20112012 2013 2014

—	Substitution of obsolete autoclave water pumps with refrigeration
system by loss water in Illescas, Spain. The new pumps areenergetically more efficient than the current ones due to frequency
converter, achieving additional energy savings.
	Savings: 10,000 m3 per year (approximately 10% of plant
consumption)
 lue5 scope: does not include the volume of water that goes back*B

-80.0%

to the same natural environment without any external treatment.

34

2014 CR&S REPORTDEVELOPING TOMORROW’S TECHNOLOGIESAIRBUS GROUPINDUSTRIAL WATER DISCHARGE
Evolution of industrial water discharge – Airbus European sites
Revenue-based industrial water discharge*
decreased by 68% between 2006 and 2014
Industrial water
discharge (m3)200,000

Revenues-based
reduction
0.0%-10.0%

150,000-20.0%-30.0%

100,000-40.0%-50.0%

50,000-60.0%-70.0%

02006 2007 2008 2009 2010 20112012 2013 2014 lue5 scope: includes water discharged from industrial processes*B-80.0%

and from pre-treatment plants, if existing.

WASTE PRODUCTION*

NON-RECYCLED WASTE PRODUCTION*

Evolution of total waste production – Airbus European sites
Revenue-based waste production decreased by 40%
between 2006 and 2014

Non-recycled waste production – Airbus European sites
Revenue-based non-recycled waste production**decreased by 50% between 2006 and 2014

Waste
production (tonnes)
60,000

Waste
production (tonnes)
30,000

Revenues-based
reduction
0.0%

50,000-40.0%-50.0%-60.0%

10,00002012 2013 2014

15,000-40.0%

10,000-50.0%-60.0%

5,000-70.0%
2006 2007 2008 2009 2010 2011

-20.0%-30.0%-30.0%

20,000-10.0%

20,000-20.0%

30,0000.0%

25,000-10.0%

40,000

Revenues-based
reduction-80.0%

0—	In Broughton, UK the introduction of the new style bins has led to a
30% increase in segregation and recycling of waste across the site.

-70.0%
2006 2007 2008 2009 2010 20112012 2013 2014

-80.0%

	Savings: Increased recycling, therefore diverting waste from landfill,leading to a reduction of 763 tonnes of non-recycled waste.

* This figure does not include exceptional waste.

* This figure does not include exceptional waste.
** T otal waste produced - amount of material recovery.

VOLATILE ORGANIC COMPOUNDS EMISSIONS
Evolution of VOC emissions – Airbus European sites
Revenue-based Volatile Organic Compounds emissions
decreased by 54% between 2006 and 2014
VOC
emissions (tonnes)
1,400

0.0%

1,200

-10.0%

1,000-20.0%

800-30.0%

600-40.0%—	Water-based primers and internal topcoats were introduced to thecomponent manufacturing paint booths, replacing high solids paints
in Broughton plant in UK, therefore reducing the emissions of VOCfrom Broughton plant.
	Savings: 3.5 tonnes VOC per year.

-50.0%

400-60.0%

200
0—	Introduction of an encapsulated spray gun for spot repairs of fuselage
surface protection in the structure assembly in Hamburg, Germany.
	Savings: Reduction of 90% of paint and 95% of solvent when thesystem is cleaned.

Revenues-based
reduction-70.0%
2006 2007 2008 2009 2010 20112012 2013 2014

-80.0%

35

2014 CR&S REPORTENGAGING OUR PEOPLE

36

AIRBUS GROUP

ENGAGINGOUR PEOPLE
AEROSPACE REQUIRES HIGHLY-SKILLED PEOPLE TO DELIVER ITS PROGRAMMES.
AIRBUS GROUP HAS A LONG-TERM PEOPLE STRATEGY, FIRSTLY IDENTIFYING THE
COMPETENCES IT WILL NEED FOR FUTURE PROGRAMMES AND THEN PLANNING
RECRUITMENT, TRAINING, ENGAGEMENT AND CAREER DEVELOPMENT
ACCORDINGLY. IN THIS WAY, THE GROUP DEVELOPS THE SKILLS IT NEEDS TOSUPPORT FUTURE PROGRAMMES, AND IS A MAJOR PROVIDER OF HIGH-VALUE
JOBS IN EUROPE AND OTHER INTERNATIONAL MARKETS.

ACTIVE WORKFORCEBY AGE
>60

4%

20-29

11%

<20

Airbus Group Corp.

28%

US

2,991

Other
businesses

99

Spain

12,44930%

40-49

10,285

UK

12,78322,93930-39

26%

Other Countries

2,989

AirbusHelicopters

0.2%
50-59

ACTIVE WORKFORCEBY REGION

ACTIVE WORKFORCEBY DIVISION

Airbus73,958

AirbusDefenceand Space

France51,740Germany

48,374

38,637TRAININGWOMEN
IN ACTIVE
WORKFORCE

17%
WOMEN
IN MANAGEMENTPOSITIONS

10.2%

EMPLOYEETURNOVER

3.3%

TOTAL TRAINING HOURS
IN 2014PART-TIMEPROPORTION

NUMBER OF PARTICIPANTS
IN 20143.9%

238,386

2,906,356

2014 CR&S REPORTENGAGING OUR PEOPLE

37

AIRBUS GROUP

2014 CR&S REPORTENGAGING OUR PEOPLEAIRBUS GROUPSTRATEGY“Airbus Group is one of Europe’s
largest providers of skilled jobs andhas a growing presence in importantinternational markets such as the UnitedStates, the Middle East and Asia Pacific.”

The Group has a clear strategy for attracting,developing and retaining a world-class, competent,
motivated and flexible workforce, anticipating thecompetences it needs many years in advance.
Within aerospace, it aims to maintain its status asan employer of choice, creating an inclusive andengaging workplace for all employees, while fostering
relationships with universities.
DEVELOPING TALENTED PEOPLE

Airbus Group is one of Europe’s largest providers of skilled jobs
and has a growing presence in important international markets
such as the United States, the Middle East and Asia Pacific. As of
31 December 2014, the Group workforce amounted to 138,622
employees (compared to 138,404 employees in 2013 (restated toreflect the application of IFRS 10 and 11)), ranging from engineers
to technicians and managers. Surveys of European graduates andother potential employees recognise the Group’s position as a major
employer, offering attractive career development and the opportunity
to play a part in developing groundbreaking new technologies.
5,211 employees were recruited worldwide in 2014 (8,823
recruits in 2013), mainly for Airbus’ new aircraft programmessuch as the A350 XWB and the A320neo. At the same time,
4,478 people left the company, in line with the low attrition
rate of approximately 3%.

PREPARING THE FUTURE

The Group plans many years in advance to build the right balance ofcompetences to support its strategy. It is committed to maintaining
a strong talent pipeline, attracting skilled and motivated individuals
from all backgrounds. In 2014, it launched a University Partner
Programme to help students develop the skills that the Group willneed in the future (see page 39).
The Group develops employees’ careers and provided 2.9 million
training hours in 2014. In order to strengthen the Group’s approachto leadership, it has launched a leadership university for its 17,000
leaders at all levels.
Supporting business transformation
The HR department played an important role in supporting thecreation of the Airbus Defence and Space Division, created fromthree former business entities. In order to establish a common
culture and team spirit, site meetings, workshops and focus groups
were carried out. Through constructive dialogue with workers’
representatives, the restructuring of the business is being achieved
according to plan.

HR works to make sure that the Group’s workforce is as effective
as possible, with people fully engaged and working together, united
by a single culture. It develops talented people all over the world,working to innovate and deliver the best in aviation.
In order to achieve its goals, HR is concentrating on three issues:
1 - Preparing the future – maintaining a strong talent pipeline andensuring competences match business needs
2 - Supporting business transformation
3 - Developing the HR organisation, its processes and tools.

The new Division was created in the first six months of 2014,
with more than 40,000 employees successfully transferred. A
new headquarters was set up in Munich and eight industrial sites
were closed. In line with the announced restructuring target, theDivision’s headcount was reduced by around 1,900 positions. The
restructuring will be completed by the end of 2016. This is in line withthe targeted reduction of 5,300 employees, mainly through voluntarymeasures and redeployment of affected employees to other parts of
the Group.

“Surveys of European graduates andother potential employees recognise theGroup’s position as a major employer,
offering attractive career development
and the opportunity to play a partin developing groundbreaking newtechnologies.”

Developing the HR organisation, its processes and tools
A new Group HR organisation was formed in 2014, uniting theprevious divisional teams. It promotes integration and collaboration,
developing harmonised tools and processes across the Group.
HR measures its success every month, using key performanceindicators covering topics such as mobility, training, talent andrecruitment.

38

2014 CR&S REPORTENGAGING OUR PEOPLEAIRBUS GROUPCASE STUDYSECURING TOP TALENT FOR THE FUTURE“A campus team of more than 80 Airbus
Group employees is working to bring
the partnerships to life. They are working
with their associates in the universities
to review course curricula, implement
training modules, courses andsometimes an entire Masters degree.”In 2014, Airbus Group launched a partner programmewith 22 universities in 12 countries to mould thecurricula of their degree courses to the future
requirements of the aerospace industry, among
other objectives. This strategic initiative should
help Airbus Group find the critical skills it needs for
future programmes and secure its future competitive
advantage.
The Airbus Group University Partner Programme is the forum for a
dialogue with key educational institutions across the world, making
sure that they are aware of the competences that future graduates
should master. This long-term collaboration covers a range ofsubjects, including technical and soft skills, as well as encouraging
diversity.

The aerospace industry is changing fast and employees’ skills needto adapt. The so-called ‘Engineer of the Future’ is an importantpart of the partnership programme. It seeks to identify what will benecessary in the future to educate engineers with a high-level ofskills in complex systems integration, and a broad understandingof the related technical skills needed to design, build and service
aerospace products.

A campus team of more than 80 Airbus Group employees is
working to bring the partnerships to life. They are working with theirassociates in the universities to review course curricula, implement
training modules, courses and sometimes an entire Masters degree.
So far, the ambassadors have concentrated on the Group’s midterm competence priorities but they will move on to the long-termcompetences in 2015.

This represents a significant change from the traditional skills
required by engineers, who have often been deep specialists in one
field only. In the future, engineers will need an open, flexible mindset.
They will need to be constantly learning, and be comfortable working
in multidisciplinary teams.

THE PROGRAMME IN NUMBERS

Developing an understanding of the synergies between engineeringand other disciplines now starts at university. Many of the partner
universities are looking into ways for students to discover the
benefits of working in multidisciplinary, diverse, international teams.
Such activities closely model the real challenges of the workplace,where trans-disciplinary teams design multi-faceted solutions for themost pressing engineering challenges.

22
partner universitiesin 12 countries
training 120,000+
engineers for the future55+ activities on campus

throughout 2014 at partner
universities

83 employees are partof the Group-wide campus
team supporting the
programme

The Airbus Group University Partner Programme will cultivate thebenefits of working more closely with universities. It will develop
the Group’s competences portfolio, promote its employer brand,
broaden the recruitment pool and increase workforce diversity. It will
also give some of the roughly 119,000 young people studying atthese universities highly relevant skills, and introduce themto rewarding careers.

2,500+ students

interacting with Airbus Group
staff during the year

400+ members on the Airbus social
network for university relations

39

2014 CR&S REPORTENGAGING OUR PEOPLEAIRBUS GROUPCOMPETENCEMANAGEMENT
Airbus Group anticipates the workforce competences
it will need to deliver planned products and services
long in advance. It then gathers these skills byrecruiting people and helping existing employees todevelop their capabilities.

Employee Competence Management (ECM) is a Group-wide
solution, with common processes and tools. It manages individualand collective competences from a qualitative and quantitative pointof view. ECM supports Airbus’s long-term strategy in the following
ways:• Anticipating the supply and demand of competences• Identifying, securing and developing key competences• Creating added value through synergies, networking and bestpractices.

PLANNING FOR FUTURE PROGRAMMES

Aerospace is an industry with exceptionally long product cycles,
where specific types of skills, such as some forms of engineeringand project management, are expected to be in short supply
in the future. Consequently, the Group identifies the strategiccompetences it will need for future programmes in advance,planning recruitment and career development accordingly.
Competence management translates business strategy into a
forecast for skills requirements. The Group develops the skills andknow-how of employees, both for their individual benefit and for theGroup’s collective success.

Approximately 23% of the workforce works in the ‘engineering’job function. The majority are qualified general engineers, withaerospace engineers the second most common type of employee.
A further 30% of employees are in the ‘manufacturing, assembly,
integration and test’ job function.
The process of managing competences was under review in 2014
and is likely to change in 2015.

19 CORE COMPETENCES

Systems Engineering
for Complex
Systems

Project &Programme
Management

Manufacturing
Engineering

Quality,
Improvement& LeanNetworks &Content Security;
Product Security

Services
SolutionsCustomer
Centric
Management

Design for
Lifecycle

Innovative Endto-end Solutions

Marketing & Sales:
Positioning to Win

Supplier
Development &Assessment

Flight Line
Technician

Aircraft
Maintenance
Licensed Staff

MachineOperations &Maintenance

Ground Test
Technician

Support Ageing
Fleet

Power Electronics& Electrical
Distribution

Industrial Planning,
Logistics &Transportation

Innovation40

2014 CR&S REPORTENGAGING OUR PEOPLEAIRBUS GROUP“Action plans have been developed
to secure the strategic competences
needed, especially over the long term.”

CORE COMPETENCES

Airbus Group defines the core competences it needs in orderto fulfil its strategy for developing products and services. The list
constantly evolves in line with the changing strategy. For example,
in 2014 a list of 19 core competences was defined. Competences
have been defined at Group level and within the Divisions – ranging
from systems engineering, quality and programme management at
Group level, through to more specific skill sets including marketingand supporting an ageing fleet at divisional level.

HR compares mapped employee competences against theGroup’s forecast requirements in the short, medium and longterm. Action plans have been developed to secure the strategiccompetences needed, especially over the long term. These plansinclude: recruitment, career development, training, mobility between
Divisions and knowledge management.

MAKING TALENT MOBILE
One way to leverage core competences is to encourage
people to change jobs. In 2014, more than 10,000 peoplechanged jobs within Airbus Group, moving it one step closer
to making mobility part of its DNA. HR is keen to encourage
10% of employees a year to change jobs, especially those
identified as ‘talents’ with leadership potential. Mobility canbe a powerful tool for integration, and also for ensuring thattalented employees are used to their best potential.

MAPPING CORE COMPETENCES

A framework for anticipating short, mid and long-term competence needs.

ECM-C
Collective
CompetenceManagement
ECM

ECM-I
INDIVIDUAL
CompetenceManagement

Strategic
competence
management

Workforceplanning

Individualcompetencedevelopment

Process41- Identification of “key/critical” Jobs,
Technical Domains,
Competences- Workforce planningfocused on key/critical items- AS-Is Mapping- To-Be Distribution- Future Gap identification- Competence Action Plan-C
 ompetence assessment interview(Position requirements, Self-assessment,Interview, Review, Validation)- Consolidation and Action Plan

Scope

2014 CR&S REPORTENGAGING OUR PEOPLEAIRBUS GROUPTRAINING
AND DEVELOPMENT
Airbus Group has a strong commitment to developing
its employees. It offers training, mentoring, coachingand on-the-job development to build key competencesin technical skills, leadership, soft skills and languages,
thereby fostering employee engagement.

Career development paths have been established in corecompetences such as programme management and systems
engineering, as well as areas of ‘expert’ technical skills that are
essential to the Group. Training leading to certification supports
these career paths.
To make training options clearer for employees, the Group’s learning
catalogue has been simplified recently, reducing the number ofcourses from 16,000 to 4,500 – with modules ranging from project
management, to acoustics, to validation and verification. Key topics
have been identified in which the Group wants to focus training for its
employees. These topics include systems engineering, quality andprogramme management.

DEVELOPING EMPLOYEESIn total, employees received more than 2.9 million hours of training in
2014. There is a particular emphasis on the 19 strategic competence
priorities which, together with leadership development, account for
approximately 50% of the learning investment. Airbus Group has
initiated a substantial transformation of its learning organisation. It ispreparing the future by aligning and improving the learning offer acrossthe whole Group. Shifting the balance from classical classroom
training to more digital and social learning is increasing the efficiency
and effectiveness of learning for all employees.
The Group actively seeks to make sure its employees develop to
their full potential, helping it to develop the competences it needs.
The Annual HR Cycle – which consists of two interviews between
employees and managers a year – is used to review employees’
performance and identify development needs. During thesereviews, managers and employees discuss competence gaps andappropriate learning solutions to support employee development.
In addition, HR actively seeks out individuals with the aspiration, ability
and engagement to perform roles of critical responsibility. These
talented individuals are encouraged to take responsibility for their own
development, for example by taking on challenging assignments andseeking feedback. Their managers and HR encourage these ‘talents’to stretch themselves – both within their jobs and through training andother career development activities. Talents are supported, mentored
and encouraged. But they are expected to perform and deliver for theGroup and be open to mobility.

LEADERSHIP UNIVERSITY

In order to strengthen its approach to leadership, the Grouplaunched a leadership university for its 17,000 leaders —fromshop floor to senior management. This will harmonise leadershiplearning across the Divisions and subsidiaries, offering equivalent
opportunities for all leaders to develop their careers anywhere in
the Group. The University has been running since July 2014 and isoperational. Inauguration of the main campus at Toulouse is plannedfor 2016. Additional campuses are planned for Ottobrunn, Marseille,
Madrid, London, Hamburg and Paris. Campuses in the UnitedStates and Asia will follow.
INTRODUCING ‘BLENDED’ LEARNING

Learning and training catalogues are harmonised across theGroup, and the effectiveness of training is systematically assessed
to ensure continuous improvement. A move towards ‘blended’
learning, combining digital solutions and the classroom, will fostera more personalised approach. By 2016, the Group aims to make
50% of all training ‘blended’ learning, up from 10% in 2014.

TRAINING PRIORITIES IN 2014
AIRBUSAIRBUS DEFENCE & SPACE

Support Ramp up and Business priorities• Develop core competences and “specialists” career paths• Support Quality improvement projects (mindset, careerpath)• Support Systemhaus and Paris Le Bourget projects
Internationalisation• Support subsidiaries activities (Brazil, China…)• Learning related to KeyEngineering Capabilities• Systems Engineering & ProjectManagement also linked withexternal accreditation (INCOSE,
PMI)• Sales competences andinitiatives supporting
Internationalisation• Leadership• Ethics & Compliance• Innovation• Programme & Project Management• Change Management

Implement and Promote new Leadership model & Values• MRA deployment to all Executives including development
solutions• Adapt actual Leadership portfolio
Put People at the heart of the Company• Engagement: support actions implementation, prepareand deploy engagement survey• Diversity initiatives• Contribute to Health & Safety working environment• Change Management,
LEAN & Operational
efficiency• Leadership, People
Management & Expertise• Leadership supporting
Change Management andPeople Engagement• Health, Safety & Environment /Stress Management• Action Learning to developBand Z / V Talents• Learning effectiveness measurement andimprovement• Blended learning portfolio development
and deployment• Sessions filling rate and attendance rate
improvement

Continue Lean Journey: HR improvement• Support HR Lean processes implementation• Support full VTM implementation• Improve interfaces with Shared Services• Finance• HR4HR• Ethics & Compliance• Trainings for Finance to improve
Business Partnership• Strengthen awareness on Ethics& Compliance• Internal PM Certification

Organisational/
Managerial/
Leadership

Other priorities

Business /Technical

AIRBUS HELICOPTERS• Business & Customer
focused• Programme & Risk
management• Technical excellence &Innovation• Suppliers Management• Quality & Eco Efficiency• Engineering, Manufacturing and Supply
chain related Key Competences mostly
for A350 and A320Neo programmes
ramp-up, as well as incremental
innovations on all aircrafts and services• Quality (QUEST) and Lean
• ARP (Airbus Resource Planning) and A380
PLM Harmonisation projects

422014 CR&S REPORTENGAGING OUR PEOPLEAIRBUS GROUPRECRUITMENTAND EMPLOYMENT MARKETING“In 2014, the Group hired 5,211 people
worldwide, mainly to support thecommercial aircraft programmes, butalso to source scarce skills in areas suchas cyber security and structure/stressengineering.”

Airbus Group is one of Europe’s leading providersof high-value jobs. After expanding the size of its
workforce substantially in the past decade, recruiting
the talented employees it needed for increased
production and to fuel future growth, recruitment has
returned to more normal levels.
HIRING TO SUPPORT EXPANSION

In 2014, the Group hired 5,211 people worldwide, 2,200 of whomwere in the core Divisions. At the same time, 4,478 people left thecompany, in line with the low attrition rate of approximately 3%.
A LEADING EUROPEAN EMPLOYER BRAND

employer in 2014, according to the Trendence and Universum
Global surveys. Testifying to Airbus Group’s popularity in France, thesame organisations found it to be France’s most popular employer
when they surveyed France’s leading engineering universities.

In line with Airbus Group integration, a single Airbus Group employer
brand was implemented across employment tools, platforms andcampaigns.
Amid fierce competition for key engineering skills, the Group ranks
among Europe’s top employers. Its leadership in aerospace,international presence, career opportunities and competitive pay
make it an attractive employer. HR works with universities in Europe
and elsewhere to promote the Group’s employment credentials. The
Group’s engineers collaborate with universities to tailor their courses
to the aerospace industry’s future needs.
Engineering students viewed the Group as a top 10 European

5,211

14%

Number of new hires in 2014

Percentage of recruitments
outside Europe

19%
Women as percentage of newhires in 2014

YOUTH EMPLOYMENT INITIATIVESThe Group is committed to training and developing young people. In
2014, it welcomed 2,800 trainees and a further 4,000 apprentices.
Additionally, it takes on interns, giving them valuable technical andpersonal experience, as well as a unique opportunity to have acloser look at the industrial world.

ON-THE-JOB TRAININGFOR FRANCO-GERMANUNEMPLOYED YOUTHThe Group has teamed up with the Franco-German Youth
Office to offer two-month internships to unemployedyoung people aged between 18 and 30. The programme
offers on-the-job training, as well as a structured
mentoring and support programme. It builds workplaceskills, improves employability and provides an insight
into the aerospace industry. Started at the beginning of2014, the programme has welcomed 80 interns across all
Divisions of the Group.

3.3%
Employee turnover rate

39%
Employees under 26
as percentage of new hires in 201443

2014 CR&S REPORTENGAGING OUR PEOPLEAIRBUS GROUP

DIVERSITY
AND INCLUSION
Airbus Group promotes diversity in its workforce,as well as inclusion in the workplace. Recruitingfrom varied areas and backgrounds gives the best
opportunity to hire outstanding talent. The Group
believes that diversity boosts engagement, innovationand long-term value.

to be women. Progress is being made. In 2014, women madeup 19% of recruits, 17% of the active workforce, and 10% of thesenior manager and executive community. In Airbus, events havebeen held to raise awareness of careers in manufacturing. This
started with two events in Toulouse, including a Final Assembly Linevisit, networking opportunities and testimonies from production
workers. About 100 women attended the first events, which were so
successful they have been extended to other sites.

A DIVERSE AND INCLUSIVE ORGANISATION

Reflecting the Group’s international presence and wide range ofcustomers, employees are already highly diverse, spanning four
generations and more than 130 nationalities. The Group recognisesthat embracing diversity and working together across cultures todevelop innovative products has helped to foster its success.
To support the Group’s medium-term business targets, it continues
its focus on developing a diverse workforce and an inclusive
working environment that allows everyone to use their full potential
irrespective of their differences. Actions are implemented toadvance behavioural change; encourage people to assume greater
personal responsibility for diversity; have an organisation and systemthat supports a diverse workforce; improve outreach throughbenchmarking, partnering with relevant associations and including
all levels of the organisation.

CULTURAL, SOCIAL AND AGE DIVERSITY

HR is focusing on cultural, social and age diversity, reflecting theGroup’s growing international presence and changing workforce
demographics. Cultural diversity helps Airbus Group to enter
non-European markets, improving relations with both customers
and suppliers in these markets. Airbus aims to employ 20% of its
employees outside Europe by 2020. At the end of 2014, employees
based outside Europe accounted for 9% of the workforce(7.5% in 2013).
In the field of age diversity, 39% of new recruits were under 26. The
Group is encouraging the older generation to pass on knowledge
through tutoring or ‘buddying’. The Group is sponsoring an external‘inter-business’ programme to share best practice and innovativeideas to improve coordination between generations.

GENDER

It is increasingly accepted that having a balance of both genders ina team fosters creativity and innovation.
With a background in aerospace engineering, Airbus Group’s
workforce has historically been mainly composed of men. Therefore
encouraging more women to consider careers in the industry, raisingawareness in schools and universities, and developing womeninternally, is now a priority.
While jobs will always be given to the candidate with the bestcompetences, Airbus Group’s target is for 25% of new recruits

DISABILITY

All Divisions are working to raise awareness and eliminate bias
against disabilities through a range of initiatives. For example,
they are partnering with specialist agencies such as the Business
Disability Forum, to promote best practice in integrating disabled
people into the workforce. As a matter of course, the Group
complies with national legislation on the employment and integrationof disabled people.

DIVERSITY AND INCLUSION (D&I) STRATEGIC MODEL

Champion and lead
D&I related change inthe business. Change
mindsets, perceptions
and behaviours

Behavioural
ChangeRemovebarriers

Ensure effective
processes, tools
and policies andeliminate barriersin the system

CultureChangeEncourage and support
employee involvement

Internaland External
Benchmark

SelfInitiative

44

Leverage global bestpractices internallyand externally throughpartnering andbenchmarks

2014 CR&S REPORTENGAGING OUR PEOPLEAIRBUS GROUPENGAGEMENT“We shall soon discover the results of
our latest engagement survey and,whatever the improvements requiredat team, Division or Group level, theymust be addressed in a sustained
and rigorous manner, because our
performance, competitiveness,
successful transformation andinnovation capability depend upon it,”Tom Enders, Chief Executive Officer,
letter to all employees, January 2015.

Engaged employees help to maximise theperformance of the Group. An ongoing programmeseeks to enhance trust and enthusiasm, empowering
employees to innovate and make more decisions.
Regular surveys measure engagement, identifying
improvement actions for management to take.
IMPROVING OVER TIME

Employee engagement is a priority. The Group promises a trusting
environment with open dialogue about how engagement can be
improved.
For the past six years, measures have been introduced to empower
employees and remove obstacles to engagement. These
measures include sharing best practices; increasing bottom-up
communication; holding team workshops that enable teams toevaluate ways of working and identify issues hindering engagement;
reducing bureaucracy of policies and processes; developing aGroup-wide leadership model.
Since 2009, regular surveys have recorded improvements
in engagement as a result of these actions. The third survey,
conducted in 2012, showed a meaningful increase in employee
engagement and satisfaction.

TESTING MOTIVATION

The fourth survey took place towards the end of 2014, reporting
its findings in early 2015. The survey, which employees answered
anonymously, took place at an important time for the Group.
Questions assessed whether employees understood the changes
underway as the Group becomes more integrated. They also related
to the Divisions and subsidiaries where people work. Management
has committed itself to acting on the findings to continue
engagement’s trend of improvement.
The survey covered the following six topics: immediate work
environment, general work environment, top management,
company culture and inclusiveness, agility and performance, andprogress and change. It covered a wider range of topics than before,
for example looking into whether the Group lives up to its values offairness, ethics, openness and well-being.
Approximately 82% of employees – 105,890 people – took partin the 2014 survey. It showed a positive trend in the immediate
work environment, thanks to local leaders and teams working on
engagement together. The general environment also scored well,reflecting employee pride in the Group.

45

2014 CR&S REPORTENGAGING OUR PEOPLEAIRBUS GROUPSOCIALDIALOGUE“Through constructive dialogue
with workers’ representatives, therestructuring of the business is being
achieved according to plan.”

The Group works constructively with employee
representatives. In the past 15 years, management
has collaborated with these partners to makeadjustments to working practices. In 2014,
management worked with Group, divisional andnational representatives to minimise the social impactof restructuring.
A HISTORY OF COOPERATION

Airbus Group management and workers’ representatives have along history of cooperating. The European Works Council (EWC),
established at the Group’s inception in 2000, is the main forum for
dialogue with unions and employee representatives on matters
at Group level. The EWC and divisional and national committees
have been informed and consulted on a series of improvement
programmes over the history of the Group that have introduced
leaner working practices, reduced the cost base and increased
flexibility.

Since 2005, the EWC’s influence has extended beyond the homecountries, following the signing of an International Framework
Agreement committing the Group to common social principles
and standards throughout operations worldwide. The principles
contained in the agreement are aligned with the general rules of theInternational Labour Organisation conventions, the Organisation
for Economic Cooperation and Development Guidelines forMultinational Enterprises and the UN Global Compact.
The agreement commits the Group to providing equal employment
opportunities and not discriminating against any specific groups, togood working conditions and environmental protection. It condemns
child labour, recognises the principles of freedom of association andthe protection of trade unions’ rights.

THE PROCESS OF SOCIAL DIALOGUE

On a European level, the Group has agreements to discusschanges such as the business transformation with the EWC andnational Works Councils. At national level, the different countries’
labour laws require the Group to consult the relevant unions, giving
them varying levels of influence over the exact social measures andsolutions introduced.
The EWC meets twice a year to be informed and consulted
about the Group’s prospects and planned evolution. It also has
an economic committee that meets four times a year to discuss
economic matters. European sub-committees have been set up ineach of the Divisions.

In March 2015, an agreement on the establishment of a European
Works Council in the context of the project to convert Airbus GroupNV into a European Company was signed. This agreement governs,
under common rules, the European Group Works Council and theEuropean Committees of the Group Divisions. It will come into force
at the time of the conversion to a European Company.

ORGANISATIONS REPRESENTING WORKERSEWC Economic
Committee

Airbus Group European Works Council
Airbus European
Works Council

Airbus Defence
and Space Works Council
FRENCH NATIONAL COMMITTEEGERMAN GROUP WORKS COUNCILSPANISH INTER-COMPANIES COMMITTEE
BRITISH COMMITTEELEGAL ENTITIES’ WORKS COUNCILS

46

Airbus Helicopters
European Works Council

2014 CR&S REPORTENGAGING OUR PEOPLEAIRBUS GROUPHEALTHAND SAFETY
The Group has exceeded its three-year accident
reduction target and continues to make good
progress towards the goal of a world-class standardof occupational health and safety risk management.

The ‘ well-being at work’ network was also finalised, composedof expert representatives from across the Group. It is a multidisciplinary monitoring body with the objectives of defining strategy,
and coordinating actions to reduce the causes of work-related
psychosocial risk, and to facilitate internal best practice sharing andbenchmarking. More than 4,500 managers have been trained on‘managing in times of change’ delivered by e-learning in four different
languages. Airbus also entered two initiatives in the European Union
Occupational Safety and Health Agency competition for stressmanagement, and was highly commended for both.

Protection of health and safety at work remains a top priority for theGroup. Good health and safety performance supports efficient
production and is an indication of management excellence. The
health and safety key performance indicator is the rolling averageof the Lost Time Injury Incidence Rate. Measured on a like for likebasis, the Group exceeded its target of reducing such injuries by
15% between December 2011 and December 2014, achieving
a 24.3% reduction overall.

A project to develop and deploy a Group-wide software tool forrecording and managing accidents and incidents is progressing
well. The project team includes safety experts from all Divisions andhome countries.

In 2014 the Group worked on a number of topics and initiatives,
aimed at improving the effectiveness of health and safety
management. Primarily it focused on improving collaboration ofexpert resources and better data collection, management andanalysis.

The Group health and safety team implemented recommendations
from the 2013 health and safety report, by working with Airbus
Industrial Strategy and Systems to further develop and universally
deploy a system of weekly manager health and safety tours inindustrial areas. Airbus Defence and Space and Airbus Helicopters
are deploying localised versions of this system. Coupled with this,the system for accident investigation and escalation has been
refreshed, in preparation for the new software tool.

To continue the process of building a solid professional network,some 125 health and safety experts attended the second Group
Health and Safety Congress, held in Toulouse. Health and safety
resources have also been organised in a Group-wide Centre ofCompetence, led by the Airbus Group and Division Head of Healthand Safety. Divisional Heads of Health and Safety have been
appointed in Airbus Helicopters, and Airbus Defence and Space.
This new organisation is designed to promote harmonisation ofphilosophy and method. To support this objective, a set of common
definitions has been agreed upon.

To provide a solid foundation of competence and to promote arobust health and safety management and culture, a health andsafety e-learning course has been selected. This multi-lingual,externally accredited, modular course is currently being tested andevaluated, in anticipation of a Group-wide deployment.

GROUP LOST TIME INJURY INCIDENCE RATE: ROLLING YEAR AVERAGE
1.0

0.8

0.6

0.4

Airbus Group
Group Target

2012

2013

47

2014

Dec

Nov

Oct

Sep

Aug

Jul

Jun

May

Apr

Mar

Feb

Jan

Dec

Nov

Oct

Sep

Aug

Jul

Jun

May

Apr

Mar

Feb

Jan

Dec

Nov

Oct

Sep

Aug

Jul

Jun

May

Apr

Mar

Feb

Jan

0.0

2014 CR&S REPORTGROWING OUR SUPPLY CHAIN

48

AIRBUS GROUPGROWINGOUR SUPPLYCHAINAIRBUS GROUP DESIGNS AND INTEGRATES COMPLEX AEROSPACE AND DEFENCEPRODUCTS, LEVERAGING AN EXTENSIVE SUPPLY CHAIN. THE GROUP IS WORKING
CLOSELY WITH SUPPLIERS IN ORDER TO ENSURE THE TIMELY DELIVERY OF MAJOR
PROGRAMMES, WHICH WILL LEAD TO SHARED SUCCESS.

AIRBUS EXTERNAL SOURCINGVOLUME PER CURRENCY
GBP

EXTERNAL SOURCINGTURNOVER BY REGION
Asia 1.6%

REST

4%

1%

TOTAL NUMBER OF
DIRECT GROUP SUPPLIERS

11,827

Middle East

0.4%

South
America

Africa

0.1%

0.1%

North
America

27.6%

Oceania

Europe

0.3%
EUR

69.8%

USD

42%

53%

TOTAL AMOUNT OF AIRBUS
GROUP’S EXTERNALSOURCING

AIRBUS GROUP’S EXTERNALSOURCING AS A PERCENTAGE
OF REVENUESNUMBEROF SUPPLIER AUDITS(AIRBUS)

€43.0

71%

1,123

bn

2014 CR&S REPORTGROWING OUR SUPPLY CHAIN

49

AIRBUS GROUP

2014 CR&S REPORTGROWING OUR SUPPLY CHAIN

AIRBUS GROUPIMPROVING
SUPPLY CHAIN MANAGEMENTWith the Group outsourcing a significant proportionof its activities, the supply chain is an integral part ofits ecosystem. As several major aircraft programmes
ramp up, the Group is focusing on improving supply
chain management. This enhancement drive benefits
both the Group and its suppliers.

Each Division’s procurement function integrates enterprise risk
management into its processes. In 2014, the procurement risk
management process has been harmonised across the Group.
Following 2013’s compliance risk assessment, the Compliance
Committee and Audit Committee decided to set up a Group-level
Ethics and Compliance Watchtower in 2015, to perform supplierintegrity checks.
Following the creation of the Airbus Defence and Space Division, acentralised supplier quality team was established in 2014. This team
took over responsibility for the performance of suppliers from thefunctions in the former business units that were merged to form the
new Division.

Every year the Group spends the equivalent of approximately 70% of
its revenue with suppliers. In 2014, it spent an estimated €43 billion
with suppliers, up by 1.5 percent on the previous year in line with thegrowth in revenue. Aircraft propulsion systems accounted for thelargest share at 30%, followed by structure and airframes with 14%
and systems and equipment with 16%.
In recent years, Airbus Group has continued to increase the volumeof its dollar procurement as part of its strategy of reducing exchange
rate risk. In 2014, 53% of external sourcing turnover was booked in
US dollars (2013: 51%), 42% in euros and 4% in pounds sterling.

GLOBAL SOURCING AND SUPPLIER CONCENTRATIONIn the past few years, the supply chain has become concentrated
and more international. Consolidation within Europe’s aerospaceand defence sector, as well as the tendency of major new aircraft
programmes to place larger work packages with a smaller numberof lead suppliers, has led to greater concentration. In 2014, theGroup’s top 10 suppliers accounted for more than 40% of externalsourcing.
Supporting the Group’s international expansion and production
ramp up, country sourcing offices in China, India, the United States
and Brazil have helped to identify a high-quality and diversified baseof suppliers beyond the Group’s traditional home countries. While
European suppliers accounted for 70% of Airbus Group external
turnover in 2014, 30% was sourced from the rest of the world. The
Group has increased sourcing from outside Europe in recent years,
in line with its international expansion.
The Group continues to explore the potential of suppliers in
additional countries. In 2014, supplier surveys were carried out in
Vietnam, Malaysia, Japan, South Africa, the Baltic States, Poland
and Turkey.

ORGANISATION, GOVERNANCE AND RISK MITIGATIONThe Group Head of Procurement was appointed to the Airbus
Group Executive Committee, recognising the supply chain’s
importance in strategy and key decisions. In the course of 2014,
the governance and the coordination across the Group have beenfurther strengthened by the implementation of functional targets
between the Group’s head of procurement and the heads ofdivisional procurement. An updated procurement strategy for theGroup, aligned to the Airbus Group Strategy 2.0, has been defined
and two new Group procurement boards – the Supply Chain Board
and Cabin Board – have been established.
The Procurement function is improving its performance throughcreating a more integrated, effective and lean organisation. It aims toincrease harmonisation of internal and supplier-related processes,
job profiles, training processes and tools.

PROCUREMENT STRATEGY: SIX CORE ELEMENTS

OPTIMISE TOTAL COST OF OWNERSHIPPOSITION PROCUREMENT
IN A LEADERSHIP ROLEDESIGN
THE SUPPLY CHAIN

PRO-ACTIVELY MANAGE
SUPPLY BASE PERFORMANCEACT RESPONSIBLY
AND ENFORCE COMPLIANCE

CONTINUOUSLY DEVELOP A LEAN
AND AGILE PROCUREMENTORGANISATIONINSPIRE AND DEVELOPPROCUREMENT EMPLOYEES

50

2014 CR&S REPORTGROWING OUR SUPPLY CHAIN

AIRBUS GROUPCOLLABORATIONACROSS THE SUPPLY CHAIN
The Group has a philosophy of collaboration with
suppliers, designed to foster risk-sharing partnershipsthat benefit all parties. This philosophy is backed by aseries of tools to ensure control and transparency.

This philosophy of partnership entails sharing both risks andopportunities with suppliers. Specifically, suppliers share responsibility
for developing technology in return for larger work packages.
Strict selection for Extended Enterprise-type suppliers include
qualities such as expertise in aerospace, defence and security; ability
to get involved in the programme during the development stage; andcritical size and capability to complete the proposed work package.
Such relationships are formed only after careful review of their strategic
merits.

Close collaboration helps to support supply chain performance.
The Group speaks regularly with major suppliers in order to discoverareas of strategic cooperation. Through regular events and forums,
such as supplier days, it discusses and resolves topics concerning
the aerospace and defence industry’s supply chain.
Europe’s small and medium sized enterprises (SMEs) also receive
support. They are an important part of the region’s aerospaceand defence supply chain. For example, the Group is a founding
member and driving force behind SPACE, an organisationthat supports aerospace SMEs, helping them to improve theirperformance, to prepare for industrial ramp ups, and to innovate
through research and development (see Airbus Helicopters casestudy, page 53).

COMMITMENTTO FRENCH SPACE SMEs
French SMEs are key suppliers to Airbus Defence andSpace’s Space Systems business line. In order to booster
collaboration, the Division has been supporting 20 suppliersin the Aquitaine and Midi Pyrénées regions since 2013
through its COMETES initiative. The 18-month programmeaims to improve SMEs’ technical skills and operational
efficiency. Airbus Group consultants help to implement the
improvement plans. In 2014, significant progress was madetowards the objective of 95% on-time delivery and 98%
on-quality delivery by May 2015.

EXTENDED ENTERPRISE

Airbus has developed a supply chain philosophy called the‘Extended Enterprise,’ to optimise ways of working with suppliers.
In particular, Airbus has matured the philosophy and its practices
during development and ramp up of the A350 XWB programme.
As the A350 XWB and other major aircraft programmes enter criticalphases, Airbus conducted joint improvement programmes coveringengineering and production capabilities in 2014 with its major
suppliers (see A350 XWB case study, page 55).

DIMENSIONS OF REVERSE SUPPLIER QUESTIONNAIRE
All questionnaire dimensions include specific compliance-related questions.

RELATIONSHIPCOMMUNICATIONREQUIREMENTS

LOGISTICS

Quality of the relationshipwith Airbus Group interfaces

Transparency of thecommunication and qualityof information provided
by Airbus Group

Quality of the requirements
provided by Airbus Group

Knowledge of the delivery
conditions for Airbus GroupFORECAST

TRANSACTIONAL PROCESSCOOPERATIONDEVELOPMENT

Knowledgeof the forecasts
from Airbus Group

Clearness and efficiencyof Airbus Group Procurement
process

Support and collaborationof Airbus Group in termsof engineering, innovationand strategy

Support from Airbus Groupin terms of development
and innovation51

2014 CR&S REPORTGROWING OUR SUPPLY CHAINTOOLS FOR CONTROL AND TRANSPARENCYAIRBUS GROUPENSURING HIGH QUALITYThe Group has developed a range of tools for fostering
control and transparency, the best of which are being
used increasingly across the Group. The tools aredescribed below. They help to make sure that supply
chain components and structures are received ontime and up to the required quality, safeguarding
production schedules.

Supplier audits:
Supplier audits and assessments support the goal of making surethat supplier deliveries meet the Group’s specific requirements.
Several thousand audits and assessments were performed in 2014.
Suppliers are assessed annually, with five areas of performance
evaluated: logistics, quality, customer support, commercial
performance and technical performance. An average scoreis calculated for each supplier.

STABILITY OF SUPPLY

Watchtower:
The Divisions deploy “Watchtower” processes to avoid supply
chain disruptions caused by major suppliers’ financial troubles
or instability in their home countries. The Watchtower monitors
the financial statements and operational performance of major
suppliers, and those thought likely to be at risk, for signs of distress.
If Airbus discovers difficulties, it suggests recovery plans ranging fromengineering or financing measures to more fundamental solutions.
In particular, Watchtowers are used for programmes
in series production. They are empowered at divisional level but share
a common governance model and centralised financial analysis
resources.

Reverse supplier evaluation:
The Group carries out reverse supplier evaluations to get feedback
about its own procurement and supply chain management
performance. Conducted in 2013, the first survey involved morethan 260 suppliers working for Airbus Defence and Space.
The questionnaire looked into issues such as the qualityof relationships, communication, cooperation, support andcompliance. Following analysis of the results, corrective actions arebeing undertaken. The next evaluation will be completed in 2015.

TYPES OF SUPPLIER AUDITS & ASSESSMENTS(AIRBUS)

Strategic procurement solution (ePROC):The Group’s common procurement platform, ePROC, provides
greater visibility into the Group’s supply chain, allowing the different
buyers to collaborate with each other. It is an efficient way of working
together on supplier selection, contract management and supplierevaluation. Following Airbus Defence and Space joining the platform
at the beginning of 2015, all three Divisions use ePROC.
Procurement Academy:
The Airbus “Procurement Academy” provides training to harmonise
procurement job profiles, competences and skills. The academy
has introduced a complete set of common training solutions, covering
the full range of supply chain topics. Additionally, training is offeredto suppliers.

Equipment, Systems & Support 12%
Aerostructure 43%
Materials 19%
Power Plant & Nacelle 1%

Cabin & Cargo 5%
General Procurement 17%
Multiple types 3%

PROMOTING“DISABILITY-FRIENDLY” SUPPLIERS
For the past four years, Airbus in France has promoted
employment of disabled people by its suppliers. A dedicatedproject team was set up in 2011 to increase sourcing from“disability-friendly” companies. A specific clause has been
integrated into calls for tender. As a result, sub-contracting

volume with these specialised companies has grown by
158%, from € 6.4 million to € 16.5 million. Having madesuch a positive impact, the General Procurement function isextending the procurement project across all Divisions andcountries from 2015.

52

2014 CR&S REPORTGROWING OUR SUPPLY CHAIN

AIRBUS GROUPCASE STUDYAIRBUS HELICOPTERS:HELPING TO RAISE SME PERFORMANCE
In its drive to raise the standards of supplier quality
and performance, Airbus Helicopters is working hardto help its suppliers in several different ways.

Designed specifically for SMEs, Performances Industrielles gathers
them into clusters of five to seven companies. SMEs can either
participate by creating a cluster of fellow SMEs or by joining
a cluster. In both cases, they receive training in areas such as leanmanufacturing and management improvement that is designed
to build industrial maturity.

Within France, it is participating in a three-year initiative, started in2014, to raise the standards of operational execution in
the aerospace supply chain, encouraging industrial excellence.
Organised by the Groupement des Industries Françaises
Aéronautiques et Spatiales (GIFAS), this € 22.9 million programme
is known as Performances Industrielles.

Airbus Helicopters is heading the project in France’s ProvenceAlpes-Côte d’Azur (PACA) region, and has recruited some of its tierone suppliers as cluster leaders. In this way, the local SMEs gainfrom both GIFAS’s funding and the expertise of leading aerospacecompanies such as Airbus Helicopters. Furthermore, Performances
Industrielles encourages stronger links between the aerospacecompanies and suppliers taking part in the programme.
(The illustration below shows how the scheme is organised.)

The programme is pursuing its goals in four ways:
1 - Improving the performance of the supply chain
2 - Enhancing relationships between customers and suppliers
3 - Raising the competitiveness of SMEs
4 - Sustaining and developing jobs.

STRENGTHENING SUPPLY CHAIN PERFORMANCE WITH PERFORMANCES INDUSTRIELLES
Airbus Helicopters is one of the 34 industry leaders involved in this programme. In 2014, 202 SMEs were involved

TIER
1
SUPPLIER
TIER
2
SUPPLIER
Airbus Helicopters is teaming
up with some of its suppliers
regardless of their rank in its supply
chain: as an industry leader inProvence-Alpes-Côte d’Azur(PACA) region, Airbus Helicoptersneeds to ensure that all the
suppliers involved in its supply
chain are sharing common quality
standards and methods.
Because the quality of a supply
chain relies on the strengthof each of its links, optimisation of
the processes is critical.
The accessibility to independent
experts is therefore a successfactor. This is precisely the aimof the programme.

TIER
3
SUPPLIER

The expert analyses how to improve theprocesses of each SME involved in the cluster
led by Airbus Helicopters in order to:• Reduce costs due to non quality• Increase on-time deliveries• Identify which competences are required
INDEPENDENTEXPERT53

As a result, the strength of the full supply chain
is enhanced

2014 CR&S REPORTGROWING OUR SUPPLY CHAIN

AIRBUS GROUPCASE STUDYCREATING THE A350 XWB‘EXTENDED ENTERPRISE’ SUPPLY CHAIN
When Airbus conceived the A350 XWB project, it
pioneered a new way of working with suppliers. Major
suppliers work more closely with Airbus, gaining larger
work packages but sharing some of the development
risks. This form of ‘partnering’ has resulted in
improved performance from suppliers, helping tosecure the programme’s industrial success.

NEW WAYS OF WORKING: BROADER, EARLIER, CLOSER

A350 XWB PROCUREMENT POLICY

Having a greater involvement in the aircraft’s development,tier one suppliers are responsible for meeting targets for productspecifications and performance. They also have targets for cost andschedule. Contracts span the A350 programme’s entire lifecycle.

In order to make working with suppliers as efficient as possible,
the A350 XWB programme is based on three pillars:• More comprehensive and integrated work packages;• Earlier supplier involvement in the process;• Closer collaboration with suppliers, sharing key processes and
IT tools, like the digital mock-up.

As it has piloted the A350 XWB from design to successful
production, Airbus has pioneered both new aircraft technology
and an innovative way of working with suppliers. It has adopted an“integrator” strategy for this latest-generation jet, outsourcing muchof its design, manufacturing and sub-assembly.
Far more comprehensive work packages have been purchasedfrom suppliers than in previous programmes. In particular, eachsupplier work package is much larger, more integrated andtechnologically more innovative than in previous programmes.
Airbus has transformed its supplier relationships, awarding larger
work packages to a selection of major tier one suppliers, transferringcosts of development and some of the risks.

Suppliers, therefore, have far greater autonomy when completing
their work packages and delivering them, saving costs all along thephases. This helps to make sure that suppliers make fewer errors,
improves the maturity of work packages and reduces development
and production costs.
SUPPLIER MANAGEMENT AND DEVELOPMENT

While Airbus has invested significantly in producing the aircraft’s
parts and components, the A350 XWB’s success rests equally
on mastering its supply chain. This depends on robust surveillanceand continuous improvement.

From the beginning, the A350 XWB programme opened up a newlevel of partnership with tier one suppliers, known as membersof the ‘Extended Enterprise’. A multi-stream approach has beendeveloped to make sure that suppliers are managed in a waythat is well synchronised with the programme’s milestones. The
programme’s reliance on suppliers is shown by the fact that theyaccount for roughly 60% of the A350 XWB aerostructure cost.

For each major supplier, a risk profile has been created, showing
supplier capabilities for programme management, engineering,
configuration management, quality management, supply chain
and logistics, as well as industrial and product support. Operational

AIRBUS SOURCING PRINCIPLES: ENHANCED RESPONSIBILITIES
Past
Platform Assembly

Today
AirbusAirbusTIER 1 RSP

Large-scale Integration
Value-added Parts
and Assemblies
Make-to-print Parts
and Assemblies
Raw Materials- Fewer, but still many direct partners- Limited role for “integrators”- Some technical competences remain exclusively internal

54- Far fewer large direct risk-sharing partners with whom
to build strong ties and who can share capital expenditure,development costs and risk
- A real global extended enterprise- Extensive role for “integrators”- Design to functional specifications of large main components
or sub-assemblies- Some technical competences remain exclusively internal

2014 CR&S REPORTGROWING OUR SUPPLY CHAIN

performance is measured in terms of adherence to planningand targets. Airbus has developed a tailored action plan for eachsupplier, so that it can support measures that will increase suppliercapacity and improve performance.

AIRBUS GROUP

CONCLUSIONThe Extended Enterprise model is an important factor in the A350
XWB programme’s success. Thanks to improved working methods,
as well as optimised and efficient data exchange,
both Airbus and its suppliers share a common framework.
A structured risk management approach has supported supplierreadiness. As a result, airworthiness certification was received in2014, preparing the way for the first delivery to Qatar Airways, thelaunch customer.

‘Joint-improvement’ or ‘transformation’ plans have been preparedfor high-risk suppliers. These plans align priorities between Airbus
and the supplier, so reinforcing programme management, andimproving engineering and production capabilities. The aim is
to create long-term partnerships while improving performance.

In 2015, Airbus is on the way to turning out monthly from its final
assembly line three of the A350-900 version of the aircraft.
The number of supplier errors, such as missing items, has fallen
significantly. This provides strong support for the industrial ramp up.
Regarding the A350-1000 stretch version of the jet that is still indevelopment, suppliers’ engineers have completed the design of
their work packages. The MG7 (end of the design) milestone waspassed in December 2014. The first A350-1000 aircraft is set
to enter the final assembly line early in 2016.

In order to control the supply chain effectively, Airbus needs acomplete picture of the performance of tier one suppliers at all times.
A digital control room integrates all the supplier performance data,
giving visibility into the supply chain, and providing early warningsof any performance problems.
Furthermore, the supply chain Watchtower monitors the financial
statements and operational performance of major suppliers, andthose thought likely to be at risk, for signs of distress (see page 51).

In future, the lessons of the A350 XWB Extended Enterprise will help
to improve supply chain performance both within Airbus and acrossthe wider Group.

PARTNERING APPROACH FOR WORKING WITH SUPPLIERSEVOLUTION OF SUPPLIER INVOLVEMENTOVER THE PRODUCT LIFECYCLEREDUCTION IN NUMBER
OF WORK PACKAGES (A330:100)
100

HIGH

75
50
EARLIER

WIDER

A330

AFTERSALESSALESASSEMBLY

MODULEFABRICATIONDEVELOPMENT/ENGINEERINGCONCEPT

LOW
A380

A350

TOGETHEREVOLUTION OF SHARING OF DEVELOPMENT STEPSCONCEPT DESIGNDEFINITIONSYSTEMREQUIREMENT

PRE-DEFINITION

PRE-DEFINITIONFUNCTIONALSPECIFICATIONSYSTEM
ARCHITECTURE

DEVELOPMENTTECHNICALSPEC

EQUIPMENTDEVELOPMENTTECHNICALSPEC

EQUIPMENTDEVELOPMENT

Original
Equipment
Manufacturer(OEM) activity
Supplier activity
Joint activity
Supplier selection

55

2014 CR&S REPORTFOCUSING OUR PHILANTHROPY56

AIRBUS GROUPFOCUSING
OUR
PHILANTHROPY

AS A RESPONSIBLE CORPORATE CITIZEN, AIRBUS GROUP WORKS WITH KEY
STAKEHOLDERS AND LOCAL COMMUNITIES TO DELIVER HUMANITARIAN RELIEF
AND SUPPORT YOUTH PROGRAMMES. ITS FOUNDATIONS LEVERAGE LEADERSHIPIN AEROSPACE TO MAKE A DIFFERENCE, ESPECIALLY BY ORGANISING TRANSPORTFOR RELIEF SUPPLIES. IN 2014, THEY CONCENTRATED THEIR ACTIVITIES FURTHER,IN LINE WITH THE GROUP’S MOVE TOWARDS GREATER INTEGRATION.

HUMANITARIAN SUPPORTYOUTH PROGRAMMES

3
FLIGHTS BY
AIRBUS FOUNDATION
IN 2014

MORE THANAROUNDYOUNG PEOPLE PARTICIPATEDIN FLYING CHALLENGE
BY THE AIRBUS CORPORATE
FOUNDATION IN 2014150
FLIGHT HOURSBY AIRBUS HELICOPTERS
FOUNDATION IN 2014500

2014 CR&S REPORTFOCUSING OUR PHILANTHROPY57

AIRBUS GROUP

2014 CR&S REPORTFOCUSING OUR PHILANTHROPYAIRBUS GROUP

CONCENTRATING ON HUMANITARIAN AIDAND YOUTH DEVELOPMENT“This centralisation will allow theremaining Airbus Foundation to use allof the Group’s resources in its mission.
In the aftermath of natural disasters,for example, it will be able to deploy
aircraft or ferry flights, supply helicopters,
take satellite imagery and provide
communications.”

The Group’s foundations focused their activities still
further in 2014. Membership of the Airbus (Corporate)
Foundation was extended to all three Divisions,creating a new Group-wide foundation, with fieldsof activity centred on humanitarian aid and youth
development.
Reflecting the increasing integration and centralisation of the Airbus
Group, the number of philanthropic foundations is being reduced
in order to concentrate and simplify their activities. In the future
the Airbus (Corporate) Foundation will become the Group’s solefoundation. It will continue to work in the fields of humanitarian relief
and youth development.
The Airbus Group Foundation (formerly the EADS Foundation)
reached the end of its statutory five-year term in 2014, and its
funding was not renewed. While the Airbus Helicopter Foundation’s
term is set to run until 2017, its mandate will not be renewed foranother term.
This centralisation will allow the remaining Airbus Foundation touse all of the Group’s resources in its mission. In the aftermath ofnatural disasters, for example, it will be able to deploy aircraft or
ferry flights, supply helicopters, take satellite imagery and provide
communications.

MATCHING EMPLOYEE GIVING

A Group-wide fundraising campaign gathered €260,000 in 2014
for Syrian refugees in Iraq, as well as victims of the Ebola crisis
in West Africa. The Airbus Foundation donated the first €50,000
and then matched employee donations to the campaign,
including €10,000 from Tom Enders, CEO. The campaign was
coordinated by the IFRC.

FOCUSING OUR ACTIVITIES2004

Key intervention areas: support
to academic research and its
actors, promotion of scienceby accompanying foundations
and developing incentive
actions towards young people

Key intervention areas:
youth development,
humanitarian activities,
the environment

2008
2012
2014
2017

€50mn over 10 years€4.9

mn over 5 years
Airbus Corporate Foundation

Airbus Group Corporate Foundation€15

mn over 3 years
Airbus Corporate Foundation

Priorities for the Group
Foundation:• Humanitarian• Youth58

Key intervention areas: urgent
humanitarian aid, support for
disadvantaged populations,
youth development, aid fordeveloping countries€2

mn over 5 years
Airbus Helicopters Foundation

2014 CR&S REPORTFOCUSING OUR PHILANTHROPYAIRBUS GROUP“Between its establishment in 2008 and2014, the Airbus Foundation coordinated38 humanitarian flights, successfully
delivering more than 470 tonnes ofaid – including medical supplies, food,water sanitation equipment and clothes– across five regions. Since 2013, theAirbus Helicopters Corporate Foundation
has volunteered around 150 helicopters
flight hours in response to humanitariancrises around the world – a number that
continues to grow.”

A DECADE OF ACHIEVEMENTS

While the Airbus Group Foundation’s activities were discontinued
in 2014, its support of scientific research and youth development
over the 10 years of its existence has made a significant positive
impact. One of its best-known activities was the Irène Joliot-Curie
Prize, sponsored jointly with the French Ministry of Higher Education
and Research, designed to encourage women in science andtechnology. 2014’s ‘Woman Scientist of the Year’ is Hélène OlivierBourbigou, head of research in molecular catalysis at public-sector
research body IFP New Energies, who is developing sustainable
processes that reduce the environmental impact of chemicals.
In the field of research, the Foundation funded 12 research andteaching chairs at universities, including the Castex Chair for
Cyberstrategy and the Chair for Composites Manufacturing at the
École Centrale de Nantes. Additionally, it organised the annual
Research Takes Flight Day, which brings together representatives of
the French and European scientific community from the corporate
and research worlds to discuss key issues for the future. In 2014,
the theme was robotics, including issues such as what degree of
autonomy can be expected from robots.
The Foundation’s youth development activities gave 80 students
10-year grants to enable them to pursue their education. Four ofthem graduated in 2014, some are still in engineering schools, orare studying medicine or mechanics at university. Although theFoundation has been dissolved, its support of these young people
will continue until their graduation.

DELIVERING FOOD AND MEDICAL SUPPLIESTaking advantage of the transport capacity of Airbus aircraft, theAirbus Foundation ferries aid to communities in need around theworld. Between its establishment in 2008 and 2014, the Foundation
coordinated 38 humanitarian flights, successfully delivering morethan 470 tonnes of aid – including medical supplies, food, water
sanitation equipment and clothes – across five regions.

HUMANITARIAN RELIEF FLIGHTS
Relief flights are organised to deliver food and medical
supplies to disaster zones and other areas worldwide
where communities are in need, and helicopters are
put at the disposal of NGOs so that they can accessremote areas.

Both customer aircraft on their maiden flights and Airbus
development aircraft deliver the supplies. After the customer
receives its aircraft from the Toulouse or Hamburg delivery centre,
the Foundation coordinates between the customer and one of

AIRBUS GROUP FOUNDATION’S POSITIVE IMPACT

180

employees from all Divisions
involved in projects

100

More thanscientists awarded by the Airbus
Group Foundation Prizes€2.5

milliongranted to different associations
and initiatives~ 100site visits organisedfor pupils

12

research and teaching
chairs funded

6,000

More thanpupils benefited directlyfrom Foundation activities

59

120

research projects supported
in more than 50 research labs

3

partner foundations
created

40,000Flight Books
distributed

2014 CR&S REPORTFOCUSING OUR PHILANTHROPYAIRBUS GROUP

its partner NGOs to fill the otherwise empty aircraft cargo hull withhumanitarian aid. At the end of 2014, the Foundation had worked
with 14 different customer airlines, which had performed 29 of thetotal flights.

Additionally, an A321 delivery to JetBlue transported 10 tonnesof medical supplies, blankets, sheets and toys from Hamburg,
Germany to Haiti. The donations included cholera medication,
sheets, clothing and toys.

The Airbus Foundation has signed a cooperation agreementwith the Federation of Red Cross and Red Crescent Societies(IFRC), pooling expertise and resources in order to bring relief tocommunities in distress as quickly as possible. The intention is todeliver emergency response units when a natural disaster strikes orin the midst of a humanitarian crisis. The IFRC agreement, signed in2012, gives it the right to use up to four Airbus development aircraft ayear, depending on their availability.

HELICOPTER FLIGHTS AND TRAINING

Whenever infrastructure is destroyed or communities are afflictedby severe weather, helicopters are the best option to save lives andalleviate suffering. Helicopters play a critical role in humanitarianrelief work, performing a number of important missions. The Airbus
Helicopters Corporate Foundation arranges for helicopters to be
deployed to disaster areas and coordinates their operations. It
charters helicopters from operators based near disaster zones,
putting them at the NGO’s disposal.
In 2014, the Foundation formalised its support for the French
Ministry of Foreign Affairs Crisis Centre, partnering with the centre
to provide humanitarian agencies with helicopter airlift support for
natural disasters and other emergency situations.

In 2014, three flights ferried aid for communities in need, but theabsence of natural disasters meant there were no emergency aid
deliveries. The occasion of the delivery of Emirates’ 50th A380 was
an opportunity to fly 41 tonnes of relief goods – the largest ever on asingle Airbus Foundation flight – to the UN World Food Programme
humanitarian response depot in Dubai. The goods were deployed incooperation with Action Contre La Faim.

Activities performed in 2014 in Bolivia and the Balkans included
ground surveillance, search and rescue, medical evacuations,and the transport of food, basic necessities and even construction
materials:

An A320 delivery to South Africa Airways was used to transport atonne of medical equipment, school supplies and clothing donatedby la Banque Alimentaire du Pallet and Office Depot, the businessequipment supplies chain. Aviation Sans Frontières and World
Vision South Africa, an NGO specialising in sponsoring children inneed from around the world, coordinated the goodwill ferry flight toJohannesburg. Children’s clothing and stationery supplies were
distributed to hospitals, clinics and schools.

• In order to respond to the needs of Bolivia’s flood-ravaged
population, where torrential rains left many people dead andhomeless, the Foundation took measures to assure helicopter
support to first aid operations. The helicopter provided by theFoundation logged 40 flight hours, assisting in the evacuation andtransport of the wounded and the distribution of food and water.

NUMBER OF FLIGHTS PER NGO

15
8
7

5
3
Other

60

2014 CR&S REPORTFOCUSING OUR PHILANTHROPYAIRBUS GROUP“Over the six years since its inception in
2008, the Foundation has supported
more than 50 youth development
projects that used aviation to makethe dreams of children under 20 fromdifficult backgrounds a reality.”• In response to the catastrophic floods that hit the Balkans, theFoundation partnered with the French Ministry of Foreign Affairs
and International Development in Serbia and with the International
Federation of the Red Cross in Bosnia, in order to help people
stricken by the disaster. The team’s missions were to assist with
evacuations, as well as identifying and cordoning off the areas
worst affected by the adverse weather.
Beyond providing helicopter transport, the Foundation supports thetraining of volunteers and medical staff in the use of helicopters for
emergency rescue missions. A 2014 agreement with the French sea
rescue organisation, Société Nationale de Sauvetage en Mer (SNSM),
committed the Foundation to provide support for the training andequipment that will prepare volunteers for helicopter rescue missions.
SNSM has more than 7,000 volunteers based at 220 lifeguard
stations along the coast of France and in its overseas territories.

In 2014, the Foundation also piloted a programme in Toulouse,encouraging young people to volunteer with the French Red Cross.
Once again, Airbus employees mentor the young Red Cross
volunteers, who are between school and higher education, or taking
a gap year.

The year also saw the Foundation working in partnership with the
Société Française de Médecine de Catastrophe and its Braziliancounterpart Consultoria e Gestão em Saúde, training the Brazilian
medical corps in urgent medical aid provided by helicopter. Morethan 40 doctors and nurses from all over Brazil received training,developing their knowledge of air rescue.

During the Foundation’s existence, it has supported a number ofother initiatives. For example, it has partnered since 2011 with the
Gulf Coast Exploreum Science Centre in Mobile, Alabama to launch
the ExploreAir Programme, which aims to ignite curiosity in children
aged 11 to 16 in the subjects of science, maths and technology.
Similarly, the AirMinies project has been inspiring children aged 8 to
14 from challenging backgrounds since 2010. Run in collaboration
with Spielhaus Horner Rennbahn in Hamburg, AirMinies gives
children the opportunity to learn about science, maths and physics
in a fun and engaging environment. Finally, the Ailes Pour Tous
programme, run in collaboration with the Purpan Children’s Hospitaland the Toulouse Rotary Club, brings child patients and their families
together with the flight test teams to visit Airbus A380 test aircraft inthe morning. In the afternoon, the children experience first flights with
the Rotary Club. Since its launch in 2009, several hundred children
have attended this eventful day.

YOUTH PROGRAMMESSupporting disadvantaged and disengaged young
people is a priority for the Airbus Foundation.
Over the six years since its inception in 2008, the Foundation has
supported more than 50 youth development projects, which haveused aviation to inspire children from difficult backgrounds.
The Foundation develops and implements signature projects thatare carried out annually around Airbus sites worldwide. For example,
the ‘Flying Challenge’ has grown over the past three years into the
Airbus Foundation’s largest youth mentoring programme. Launched inpartnership with United Way, a non-profit organisation that promotes
education as a means of development, Flying Challenge programmes
seek to inspire youngsters through weekly tutoring by business andengineering school students, and through coaching sessions by
Airbus employee volunteers. After starting out at the Airbus site inToulouse, France, it has expanded to Wichita in Kansas and Getafe inSpain. A pilot programme was also held at Cadiz, Spain during 2014.
More than 500 school children aged 13 to 16 from disadvantaged
backgrounds took part in the 2014 events. By leveraging Airbus
employees’ competences, the Flying Challenge helps students
who are at high risk of not continuing to higher education. It aims
to help them to achieve success in their academic, social andprofessional lives.

612014 CR&S REPORTOUR DATA62

AIRBUS GROUPINDICATORS AND APPENDICESINDEPENDENT ASSURANCE REPORTSCOPE AND METHODOLOGYDATA TABLESGRI INDEX AND GLOBAL COMPACT CORRESPONDENCE

64
66
68
70

CONTACTS

74
63

2014 CR&S REPORT

INDICATORS AND APPENDICESAIRBUS GROUPINDEPENDENTASSURANCE REPORTAIRBUS GROUPYEAR ENDED DECEMBER 31, 2014

Reporting Criteria can be consulted at Airbus Group headquarters
and are described in chapter “Scope and Methodology” of the
Corporate Responsibility & Sustainability Report 2014.
It is our responsibility to express a conclusion on these Indicators.
Our review was conducted in accordance with International
Standard on Assurance Engagement (ISAE 3000), publishedin December 2003. Our independence is defined by legal andregulatory texts as well as by our Professional Code of Ethics.
The conclusion expressed below relates solely to these Indicators
reviewed and not to the entire sustainability information published in
the 2014 report. A higher level of assurance would have required amore extensive review.

Independent assurance report on the review
of a selection of environmental and social
performance indicators.
Further to your request, we have performed a review of a selection ofenvironmental and social performance indicators selected by Airbus
Group (“the Indicators”1), identified in this report by the symbol √, in
the Corporate Responsibility & Sustainability 2014 Report on pages
68 and 69.
These Indicators have been prepared under the responsibilityof the management of Airbus Group, in accordance with Airbus
Group environmental performance indicators reporting guidelines,
Airbus Group greenhouse gas emissions inventory guidelines,
Airbus Group HR Definitions Policy, “Headcount definitions for
all consolidated companies of Airbus Group”, Airbus GroupSpecification for HR Definitions (Available ; Active Work Force;
Availability Reason) and Airbus Group Band and PD Eligibility(Specification for Executive/Non-Executive status), hereinafter
the “Reporting Criteria”, which can be consulted at Airbus Group
headquarters and are summarized in chapter “Scope andMethodology” of the Corporate Responsibility & Sustainability 2014
Report.

NATURE AND SCOPE OF THE WORK

We performed the following review to obtain a limited assurance that
the Indicators are free of material misstatements:— We assessed the Reporting Criteria with respect to
its reliability, understandability, neutrality, completenessand relevance.
— We interviewed the persons in charge of environmental
and social reporting at corporate level to check compliancewith the Reporting Criteria.

The Airbus Group Environmental Reporting Coordinator and thehead of HR Operations Data management were respectively
responsible for preparing the environmental performance indicatorsand social performance indicators. Environmental and social— We assessed the risk of material misstatement, performed
analytical review and tests with relevant ratios and verified,
on a test basis, the calculations and data consolidation.

1• E
 nvironmental indicators: Total energy consumption; Total fuel consumption fromstationary and mobile sources; Purchased electricity consumption; Generated
electricity/heat on site (from CHP and photovoltaic; for own use and resale);
Total direct and indirect GHG Emissions; Volume of purchased water; Total water
consumption; Total amount of non-hazardous waste and hazardous waste
produced (excluding Exceptional waste); Material recovery rate
(excluding Exceptional waste);•S ocial indicators: Active workforce by region, division, contract type ; HR structure
by age, gender, part-time proportion ; Employee turnover rate; Women of active
workforce; Women in management positions; Total Number of training Hours;
Total number of persons trained, Total Number of Training Hours related
to Environment, Total Number of Persons trained on Environmental.

64

2014 CR&S REPORT

INDICATORS AND APPENDICES— As part of our environmental performance indicators review,
we selected a sample of 8 sites2 and subsidiaries. Sites
were selected based on their activity, their materiality to
the Group and their location. For these sites and units,
we verified the understanding and the implementationof the Reporting Criteria and, on a test basis, verified thecalculations and reconciled data with the supporting
documentation.
Our review covered an average of 23% for water indicators,
31% for waste indicators, 26% for CO2 emissions indicatorsand 24% for energy indicators.

AIRBUS GROUP

CONCLUSION

Based on our review, nothing has come to our attention that causes
us to believe that the reviewed indicators have not been prepared,in all material aspects, in compliance with the Reporting Criteria.
Paris-La Défense, April 17 2015
Cleantech & Sustainability
ERNST & YOUNG et Associés
Eric Duvaud— As part of our social performance indicators review,
we verified the understanding and the application of
the Reporting Criteria, performed a review of the data
consolidation procedures via corporate reporting systems
and verified the calculations of the final indicators. With
regards to the active workforce indicators, we also
performed the detailed tests and reconciled data with thesupporting documentation over the data of employees
based in in Broughton.
— We have also reviewed the presentation of the Indicators in
the 2014 Corporate Responsibility & Sustainability report.

2A
 irbus Puerto Real; Stelia Méaulte; Airbus Hambourg limited to energy indicators;
Airbus Broughton; Airbus Helicopter Donauworth; Airbus Defence & Space
Manching; Airbus Defence & Space St Médard; Airbus Toulouse limited
to waste and water indicators.

65

2014 CR&S REPORT

INDICATORS AND APPENDICESAIRBUS GROUPSCOPE ANDMETHODOLOGYThis section summarises our reporting protocols. The full reporting guidelines are available upon request.

HUMAN RESOURCESREPORTING PROTOCOLPERCENTAGE OF WOMEN IN MANAGEMENT POSITIONS

The calculation of the percentage of women in management positions
within Airbus Group is based on the number of women in Senior
Management or higher levels included in the active workforce, status
31 December 2014. In the Airbus Group, the Senior Management or
higher levels represent approximately 4% of the Active Workforce.

REPORTING SCOPE
Airbus Group’s headcount reporting includes all consolidated companies
worldwide. The internationally comparative figures are based on the active
workforce, i.e. the number of permanent and short-term employees,
irrespective of their individual working times. Starting Fiscal Year 2014,
only employees from fully consolidated companies are included in the HR
reporting perimeter. The application of this new consolidation rule is themain explanation for the decrease observed in the overall active workforce
when compared to previous year data. The scope for HR structurereporting covers about 98% of the Group’s consolidated companies,
including all employees of these companies. This includes employees
working for Airbus Group or its subsidiaries in France, Germany, Spain,
the UK and internationally. In total, about 2% of the companies belonging
to Airbus Group – usually recently acquired – are not included in the scope,
as no detailed employee data is available at Airbus level.

EMPLOYEE TURNOVER

This indicator is defined as the percentage of people who have left theorganisation during all year 2014 (number of resignations, terminations,retirement, partial retirement, etc.) in the proportion to the average
active headcount of the same period. The indicator only includes
employees having been active on their last working day. Inactive
employees having left – mostly employees on special retirement
schemas – represent less than 1% additional turnover.

Health and safety data reporting

The reported figures in this section include all employees of the Airbus
Group according to the consolidation quota of the respective companies.
Lost-time injury incidence rate 12
The reported Lost-time injury rate figure shows a rolling-12 months
average rate. The rules for reporting introduced in 2011 are defined in the
distributed presentation named “What is the Health and Safety KPI?”.

REPORTING TOOLSThe indicators are calculated using SAP Business Warehouse, which
is based on the Airbus Group global SAP Payroll, and interfaces to local
payrolls worldwide. Precise definitions of each indicator, consistency
checks and relevant testing aim to ensure the quality and consistency ofreporting. The Business Warehouse is operated by the Airbus Group HR
Business Services and Operations department.

– R12 Incidence Rate is the average Incidence Rate for the rolling
12-month average.
– Incidence Rate = (Number of Lost-Time Injuries x 1000)/Number ofFulltime employees.

DETAILS AND METHODOLOGY– Lost-Time Injuries are work related injuries that restrict employees’
work activity for more than 24hrs.

Headcount reporting

The reported figures in this section include all employees of Airbus Group.

– The > 24hrs “restricted activity” time includes weekends
and holidays.

ACTIVE WORKFORCEThe reported number of employees shows the active workforce
available in Airbus Group on 31 December 2014. Active workforce isthe official key parameter in the Group’s reporting. It is defined in the
Airbus Group HR Definitions policy which was introduced in 2006.
This policy is valid and binding for all full consolidated entities within
the Airbus Group worldwide. It was approved by the HR Directors andFinance Controlling. Active workforce includes regular employees(unlimited and limited contracts > 3 months duration) as well as
seconded/transferred employees (within the Group). Temporary
workforce, students, trainees and externals are excluded.

– Restricted activity includes all days when the employee is absent
from work and days when the employee is in work but must do adifferent task because of his or her injury.
– “Work Related” means related to the functioning of the organisation;
happening at a Company site or related to Company work (e.g.,travelling between work sites, repair work at a customer site, etc.).

Training data reporting

The reported figures in this section include all employees of the Airbus
Group for HQ, Airbus, Airbus Helicopters, and Airbus Defence and Spacein France, Germany, the United Kingdom, and Spain whose training needs
are retrieved from the SAP-based Learning Management System (LMS),
used by Airbus Group Learning Services. The Learning Management
System is the one Airbus Group common tool used for the collection, theapproval of training needs, the implementation of training sessions, theirfollow-up and reporting.

PERMANENT/LIMITED CONTRACTS

Only limited contracts with a work contract duration of more than threemonths are included in this figure as only those employees are partof the active workforce. Neither Mini-Jobs employees (“Geringfügige
Beschäftigung”), who are earning up to €450 a month, nor theso-called “CIFRE” (“Conventions Industrielles de Formation par la
Recherche”) belong to the active workforce. Employees whose
contracts were transferred during the year from limited to unlimited arecounted as permanent.

TOTAL NUMBER OF TRAINING HOURS

This indicator is defined as the number of training hours retrieved fromthe SAP-based Learning Management System (LMS).

HR Structure reporting

The reported figures included in this section cover the employees of about
98% of the Group’s consolidated companies.

TOTAL NUMBER OF PARTICIPANTS

ACTIVE WORKFORCE BY AGE

This indicator is defined as the Total Number of participants (oneperson could have attended more than one time) of a training session.

This indicator shows the percentage of employees per age group on
31 December 2014.

TOTAL NUMBER OF TRAINING HOURS RELATED TO ENVIRONMENT,HEALTH AND SAFETY

This indicator is defined as the total number of training hours related toEnvironmental, Health and Safety topics retrieved in LMS.

PART-TIME QUOTAThis indicator shows the percentage of employees holding a part time
contract on 31 December 2014 in proportion to the active headcountat this time.

TOTAL NUMBER OF PARTICIPANTS IN ENVIRONMENTAL, HEALTHAND SAFETY TOPICS

This indicator is defined as the total number of participants (one person
could have attended more than one time) of a training session, related
to Environmental, Health and Safety topics, managed and delivered by
Airbus Group Learning Services in 2014.

PERCENTAGE OF WOMEN

The calculation of the percentage of women within Airbus is basedon the number of women included in the active workforce, status 31
December 2014.
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2014 CR&S REPORT

INDICATORS AND APPENDICESENVIRONMENTAL REPORTING PROTOCOLAIRBUS GROUP

Greenhouse Gas due to physical or chemical processes (energy
processes excluded) are also part of the Scope 1 direct emissions.

REPORTING SCOPE
The data here results from Airbus Group worldwide reporting campaign,
carried out by our Environmental Network. Airbus Group environmental
reporting includes all the Group’s 100% consolidated companies withmore than 50 employees, which represent 98% of the Airbus Group total
workforce. Among these companies, 86% had reporting contributors andtools. Note that some entities with less than 50 employees are taken into
account in the reporting, as they are included in bigger entities which reporttheir environmental data.
The reporting period goes from 1st January 2014 to 31st December 2014.
Astrium Elancourt, for which no data was available in 2013, has been
integrated in the 2014 environmental reporting campaign. Eurocopter
Oxford is included for the first time in the consolidated data.

Total water consumption

This indicator is the sum of all water drawn into the boundaries of thereporting site from all sources (including surface, ground, rain andpurchased water). It includes water for industrial installations, offices,
catering facilities, buildings, etc. It is expressed in m3/year.

Water discharges

This indicator is the sum of water effluents (expressed in m3/year)
discharged over the course of the reporting period to subsurface waters,
surface waters, sewers that lead to rivers, oceans, lakes, wetlands,
treatment facilities, and ground water:— Through a defined discharge point (point source discharge)—O ver land in a dispersed or undefined manner (non point source
discharge), watering excluded.
Waste water removed from the site via truck is reported as a waste
indicator, to comply with European Waste Regulation. Water withdrawn
from the environment for cooling purposes is now included in thisdefinition, and is also reported in a new separate indicator “Total waterused for cooling purposes”.
A specific indicator to report water discharged via an internal pre-treatment
plant is also published with the other environmental indicators.

REPORTING TOOLS
Indicators used are derived from Global Reporting Initiative guidelines.
Data is collected through an Environmental Management Information
system called ENABLON. Precise definitions of each indicator,
consistency checks and relevant testing aim to ensure the quality andconsistency of reporting. The guidelines supporting the reporting process
are updated when relevant, so as to be more in line with sites’ activities andmanagement. Significant changes and external sources of calculation andconversion factors, if any, are indicated within this protocol.
EXTERNAL VERIFICATION
As part of our commitment to providing reliable information on our
performance, we have asked EY to review the reporting procedures
and data for a selection of key environmental performance indicators
published in this report: energy and CO2 indicators, non-hazardousand hazardous waste produced (excluding exceptional waste) andmaterial recovery rate, purchased water and total water consumption.
This brings the total of audited indicators to 13, as in past years.
The nature of the work performed and the results of the verification
are presented on pages 64-65.

Waste production

The quantity of waste of a site combines hazardous and non-hazardous
waste. This includes in particular all waste regularly created by production
processes, and treated internally and externally. The European Directive
2008/98/EC defines waste, disposal and recovery. Improvements havebeen made since last year in order to reinforce the reliability of the waste
reporting.
Note that exceptional waste, meaning all is construction/deconstructionwaste from buildings and installations, is reported separately.
Non-hazardous and hazardous waste data published on p. 69 exclude
exceptional waste, in order to bring relevance in the follow-up of objectives
linked to these indicators.

DETAILS AND METHODOLOGY

Energy consumption

Volatile Organic Compounds (VOC)

The energy consumption of a site is the combination of fossil energy
and electricity, expressed in Mega Watt hours.
1— Fuel consumption from owned/controlled stationary sources;
2— Fuel consumption from mobile sources managed by the site;
3— Electricity and heat/steam purchased;
4— Electricity generated by photovoltaic or other renewable sourceson site for own use.
Electricity generated from CHP (Combined Heat Power plant) on site
for own use is reported separately, as the primary energy used for its
production is natural gas which is already reported in the fossil energy
consumption detailed above.
The energy consumption due to Beluga flights is reported in a separate
indicator and automatically added to the total energy consumption fromsites.

All organic compounds which present a vapour pressure higher than
10 Pa at 293.15°K are included in the definition adopted in this reportingfor VOC (definition according to Council Directive 1999/13/EC).
All exempted solvents according to US regulation (see US EPA at 40CFRPART 51-100) were included here.
The main VOC sources of emissions from Airbus Group’s activities derivefrom surface treatment, cleaning, painting and coating operations throughthe use of the following materials:— s olvents: halogenated (TCE, PER, MC), non halogenated excluding
paints and coatings— s olvated paints and coatings: primers, wash primers, topcoats andspecific coating (for structural and non-structural parts)— Additional VOC

NOx and SOx

CO2eq emissions

NOx and SOx are by-products of the combustion of fossil fuels (gas or
liquid fuel). These emissions are mainly responsible for acid pollution,
which could lead to modifications of ground and water chemicalcompositions and affect ecosystems. For SOx, the level of sulphur
contained in the used gas, heating oils or fuels can be employed todetermine the emission level.
The emissions are calculated automatically within the ERT if nomeasurement is taken on site, with help of the energy consumption
reported and the relevant emission factors.
NOx and SOx emissions from mobile sources are excluded.

The CO2eq emissions result from direct (Scope 1) and indirect (Scope 2)
emissions according to the definition provided by the GHG Protocol. They
relate directly to energy consumption by the following formula: CO2eq
emissions = Energy consumption x Emission factor. Scope 1 are also
include CO2eq emissions linked to the use of refrigerants, calculated using
the following formula: CO2eq emissions = Refrigerant leakage amount x
Global Warming Potential. These emissions are automatically calculatedby the reporting tool based on energy consumption and refrigerantleakages reported and expressed in t CO2 equivalent. Emissions of67

2014 CR&S REPORT

INDICATORS AND APPENDICESAIRBUS GROUPDATA TABLES
SOCIAL PERFORMANCE
GRI

KPI

2014

2013*

Active workforce (employees) ✓138,622

144,061

Active workforce by region ✓FranceGermany
Spain
UK
USA
Other countries

51,74048,374
12,44912,783
2,991
10,28554,51050,08011,217
14,626
3,255
10,373

Active workforce by division ✓Airbus*Airbus Defence and Space*
Astrium
Cassidian
Airbus Helicopters
Airbus Corporate Functions**
Other Businesses

73,95838,637n/an/a22,9392,989
9978,862n/a
17,255
21,22923,3742,951
390

Active workforce by contract type ✓Unlimited contract
Limited contract > 3 months

135,6882,934

140,327
3,733

Active workforce by age ✓
<20
20-29
30-39
40-49
50-59
60+

0.2%
11.4%
30.0%
27.8%
26.3%
4.3%

0.1%
12.7%
30.1%
27.8%
25.4%
3.9%

Part-time quota ✓

3.4%

3.5%

Women of Active workforce ✓

17.1%

17.2%

Women in management positions ✓

10.2%

9.6%

Headcount reporting

ACTIVE
WORKFORCE

G4-10

HR Structure

TURNOVER

LA1

Employee turnover rate ✓

3.3%

3.0%

HEALTHAND SAFETY

LA6

Lost-time injury incidence rate

0.56

0.62

2,906,356

3,170,102

238,386

239,544

Total number of training hours related to Environmental, Health and Safety topics ✓272,851

252,290

Total number of participants trained in Environmental, Health and Safety topics ✓50,58439,431

Total number of training hours ✓Total number of participants
TRAINING✓

LA9

All figures based on available detailed employee data as described in the HR protocol.
* Employees of companies accounted for by the proportionate method (such as ATR, MBDA) in 2013 are included in the tables on the same proportionate basis and have not been
restated to reflect the application of IFRS 10 and 11.

✓ 2014 data audited by EY
68

2014 CR&S REPORT

INDICATORS AND APPENDICESAIRBUS GROUPDATA TABLESENVIRONMENTAL PERFORMANCEGRIENERGY

EN3

EN15
AIR
EMISSIONS
EN16
EN21

EN8
WATER
EN22

WASTE

EN23

EMS
certification

Unit

2014

2013

Total energy consumption(excluding electricity generated by CHP on site for own use) ✓

KPI

MWh

3,875,226

4,120,059

Energy consumption from stationary sources ✓of which, natural gas consumption
distillate fuel oil consumption (gas oil, diesel, FOD)
heavy fuel oil consumption (residual fuel oil)liquefied natural gas consumption
propane consumption
biomass consumption
other type of fuel consumption
Energy consumption from mobile sources ✓of which, gasoline consumption
distillate fuel oil consumption (gas oil, diesel, FOD)
liquefied natural gas consumption
propane consumption
jet fuel aircraft/kerosene consumption- flight tests- Beluga
aviation gasoline consumption
Total electricity consumptionof which, purchased electricity consumption ✓purchased heat/steam
generated electricity from photovoltaic sources on-site for own use
generated electricity from other renewable sources on-site for own use
Generated electricity from CHP on site for own use ✓

MWh
MWh
MWh
MWh
MWh
MWh
MWh
MWh
MWh
MWh
MWh
MWh
MWh
MWh
MWh
MWh
MWh
MWh
MWh
MWh
MWh
MWh
MWh

1,313,714.40
1,228,281.73
16,8380
322.02
10,32057,9520
1,043,221.55
2,418
23,780.3
128
1,046.38
1,012,502.91
660,535.91
351,967
3,346
1,518,289.92
1,414,031.64
103,929187
143
260,541

1,533,756.52
1,479,453.14
21,8380258
12,90919,29801,013,548.82
2,509
16,806.23
508
1,248
988,271.84
644,867.59
343,404
4,206
1,572,753.49
1,458,742.86
113,717150
144
259,708

940,492
541,017
255,913
268,607
16,41250
399,475
1,527
18
190

1,010,866
584,732
309,463
260,730
13,1061,433
426,134
1,615
20
241

tonnes CO2
tonnes CO2
tonnes CO2
tonnes CO2
tonnes CO2
tonnes CO2
tonnes CO2
tonnestonnestonnesTotal CO2 emissions ✓Total direct CO2 emissions (Scope 1) ✓of which, CO2 emissions from stationary sources
CO2 emissions from mobile sources
CO2 emissions from fugitive sources
CO2 emissions from processes on site
Total indirect CO2 emissions (Scope 2) ✓Total VOC emissions
Total SOx emissions
Total NOx emissions
Total water consumption ✓of which, purchased water ✓abstracted ground water
withdrawn surface water
rainwater collected used
Total water discharges
of which, water discharged via an internal pre-treatment plant

m3
%
%
%
%
m3
m3

5,367,872.92
54.3%
43.0%
2.4%
0.1%
4,245,520.85
1,179,761.63

5,515,695.25
54.3%
42.9%
2.7%
0.1%
4,366,209.46
1,177,391.95

Total waste production, excluding exceptional wasteof which, non-hazardous waste ✓hazardous waste ✓waste going to material recovery
waste going to energy recovery
Material recovery rate ✓Energy recovery ratetonnestonnestonnestonnestonnes%%102,927.49
73,782.02
29,145.5
55,741.60
21,137.67
54.2%
20.5%

114,135.45
83,617.30
30,518.2
64,264.8
20,555.38
56.3%
18.0%

Number of sites with ISO 14001/EMAS certification

unit

79

79

Percentage of workforce covered by ISO 14001 and environmental
reporting

%

83%

81%

✓ 2014 data audited by EY

69

2014 CR&S REPORT

INDICATORS AND APPENDICESAIRBUS GROUPGRI INDEXAND GLOBAL COMPACT CORRESPONDENCE
The following tables present the Airbus Group sustainability report according to Global Reporting Initiative (GRI) principles. The following GRI index
indicates to what extent we take the GRI indicators into account. At the same time, it shows where in the report the indicators are dealt with. For someindicators, we also refer to the Annual Report (registration document) of Airbus Group. This report follows the GRI G4 Guidelines, meeting the ‘core’in accordance option. Following the Airbus Group materiality analysis on page 6, all following aspects are material for the Group and for its external
stakeholders, with the exception of the aspects covered by the “Labor practices and decent work” sub-category.
GeneralStandard
Disclosures

Page Number(or Link)

GRI Description

STRATEGY AND ANALYSIS
G4-1
Statement from the most senior decision-maker of the organisation (such as
CEO, chair, or equivalent senior position) about the relevance of sustainability tothe organisation and the organisation’s strategy for addressing sustainability.
ORGANISATIONAL PROFILE
G4-3
Name of the organisation.
G4-4

Primary brands, products, and services.

G4-5

Location of the organisation’s headquarters.

G4-6

Number of countries where the organisation operates, and names of countries
where either the organisation has significant operations or that are specifically
relevant to the sustainability topics covered in the report.
Nature of ownership and legal form.

G4-7
G4-8
G4-9
G4-10
G4-11
G4-12
G4-13
G4-14
G4-15
G4-16

Markets served (including geographic breakdown, sectors served, and types ofcustomers and beneficiaries).
Scale of the organisation.
Number of employees by employment contract and gender, workforce byregion, significant variations in employment numbers.
Employees covered by collective bargaining agreements.
Description of the organisation’s supply chain.
Significant changes during the reporting period regarding the organisation’ssize, structure, ownership, or its supply chain, including changes in location,
share capital structure, relationships with suppliers.
Addressing the precautionary principle within the organisation.
Externally developed economic, environmental and social charters, principles,or other initiatives to which the organisation subscribes or which it endorses.
Memberships of associations (such as industry associations) and national orinternational advocacy organisations in which the organisation:• Holds a position on the governance body
• Participates in projects or committees• Provides substantive funding beyond routine membership dues
• Views membership as strategic.

IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES
G4-17
Entities included in the organisation’s consolidated financial statements orequivalent documents.
Exclusion of any entity included in the organisation’s consolidated financial
statements or equivalent documents from the report. The organisation canreport on this Standard Disclosure by referencing the information in publicly
available consolidated financial statements or equivalent documents.
G4-18
Process for defining the report content and the Aspect Boundaries andexplanation of how the organisation has implemented the Reporting Principles
for Defining Report Content.
G4-19
Material Aspects identified in the process for defining report content.
G4-20
Material Aspect Boundaries within the organisation.
G4-21
Material Aspect Boundaries outside the organisation.
G4-22
Effects of any restatements of information provided in previous reports, and thereasons for such restatements.
G4-23
Significant changes from previous reporting periods in the Scope and Aspect
Boundaries.
70

GlobalCompact
External
Cross
Assurance Referencep. 2-3Inside front cover (leaflet
Airbus Group at a glance)
Inside front cover (leaflet
Airbus Group at a glance)
Inside front cover (leaflet
Airbus Group at a glance)
Inside front cover (leaflet
Airbus Group at a glance)
Inside front cover (leaflet
Airbus Group at a glance)
Inside front cover (leaflet
Airbus Group at a glance)
p. 47 and Registration
Document, p. 18-19
p. 37, 66, 68
p. 68
p. 49-55
p. 50-57 and Registration
Document p. 53
Registration Document
p. 8-20
Registration Document
p. 49
p. 25 and Registration
document p.49

p. 66-67 and Registration
Document p. 32-37

p. 6-9p. 6-9p. 6-9, p.70
p. 6-9, p.70
p. 76
p. 66-67

Principle 6
Principle 3

2014 CR&S REPORTGeneralStandard
Disclosures

INDICATORS AND APPENDICESAIRBUS GROUP

Page Number(or Link)

GRI Description

STAKEHOLDER ENGAGEMENT
G4-24
Stakeholder groups engaged by the organisation.
G4-25
Basis for identification and selection of stakeholders with whom to engage.
G4-26
Organisation’s approach to stakeholder engagement, including frequency ofengagement by type and by stakeholder group, and an indication of whether
any of the engagement was undertaken specifically as part of the report
preparation process.
G4-27
Key topics and concerns that have been raised through stakeholder
engagement, and how the organisation has responded to those key topics andconcerns, including through its reporting. Report the stakeholder groups thatraised each of the key topics and concerns.
REPORT PROFILE
G4-28
Reporting period (such as fiscal or calendar year) for information provided.
G4-29
Date of most recent previous report (if any).
G4-30
Reporting cycle (such as annual, biennial).
G4-31
Contact point for questions regarding the report or its contents.
G4-32
The ‘in accordance’ option the organisation has chosen, the GRI Content Index
for the chosen option, and the External Assurance Report.
G4-33
The organisation’s policy and current practice with regard to seeking external
assurance for the report.

p. 7-8
p. 7-8
p. 7-8

p. 7-8

p. 66-67
p. 76
p. 66-67
p. 74
p. 64-65, p. 70-73
p. 64-65

GOVERNANCE
G4-34
Governance structure of the organisation, including committees of the highest
governance body. Identify any committees responsible for decision-making on
economic, environmental and social impacts.

p. 10-11

ETHICS AND INTEGRITY
G4-56
The organisation’s values, principles, standards and norms of behavior such ascodes of conduct and codes of ethics.

p. 10-11, 13-17

71

GlobalCompact
External
Cross
Assurance Reference

Principle
10

2014 CR&S REPORT

SpecificStandard
Disclosures

INDICATORS AND APPENDICESAIRBUS GROUP

Page Number(or Link)

GRI Description

GlobalCompact
External
Cross
Assurance Reference

CATEGORY: ECONOMIC
MATERIAL ASPECT: ECONOMIC PERFORMANCE
G4-DMAManagement approach.
G4-EC1
Revenues and revenue distribution amongst stakeholders, operating costs,
community investments, payments to governments, payments to providers ofcapital.
MATERIAL ASPECT: INDIRECT ECONOMIC IMPACTS
G4-DMAManagement approach.
G4-EC8
Examples of the significant identified positive and negative indirect economic
impacts the organisation has.
MATERIAL ASPECT: PROCUREMENT PRACTICES
G4-DMAManagement approach.
G4-EC9External sourcing by region.

p. 8
p. 8, p. 56-61 andRegistration Document
p. 67

p. 8
p. 8, p. 53-55

p. 50-52
p. 49

CATEGORY: ENVIRONMENTAL
MATERIAL ASPECT: ENERGY
G4-DMAManagement approach.
G4-EN3
Total fuel consumption from non-renewable sources, renewable sources,
including fuel types used.
Total electricity consumption, energy consumption.
Standards, methodologies and assumptions used, as well as the source of theconversion factors used.
G4-EN5
Energy intensity ratio, with the organisation-specific metric (the ratio
denominator) chosen to calculate the ratio, the types of energy included in theintensity ratio.
G4-EN6
Reductions in energy consumption achieved as a direct result of conservationand efficiency initiatives, with the basis for calculating reductions in energy
consumption such as base year or baseline, and the rationale for choosing it aswell as standards, methodologies, and assumptions used.
G4-EN7
Reductions in the energy requirements of sold products and services achieved
during the reporting period, the basis for calculating reductions in energy
consumption such as base year or baseline, and the rationale for choosing it aswell as the standards, methodologies, and assumptions used.
MATERIAL ASPECT: WATER
G4-DMAManagement approach.
G4-EN8
Total volume of water withdrawn from different sources with standards,
methodologies, and assumptions used.
MATERIAL ASPECT: EMISSIONS
G4-DMAManagement approach.
G4-EN15Gross direct (Scope 1) GHG emissions in metric tons of CO2 equivalent,
independent of any GHG trades, such as purchases, sales, or transfers ofoffsets or allowances with standards, methodologies, and assumptions used.
Indication of the source of the emission factors used and the global warming
potential (GWP) rates used or a reference to the GWP source as well as thechosen consolidation approach for emissions (equity share, financial control,
operational control).
G4-EN16Gross energy indirect (Scope 2) GHG emissions in metric tons of CO2
equivalent, independent of any GHG trades, such as purchases, sales,or transfers of offsets or allowances with standards, methodologies, andassumptions used.
Indication of the source of the emission factors used and the global warming
potential (GWP) rates used or a reference to the GWP source as well as thechosen consolidation approach for emissions (equity share, financial control,
operational control).
G4-EN18
GHG emissions intensity ratio, with the organisation-specific metric (the ratio
denominator) chosen to calculate the ratio, the types of GHG emissions
included in the intensity ratio.

72

p. 25-28, 32-35
p. 32-35, 67, 69

yes

Principles
7, 8

p. 19, p. 34-35

yes

Principle
8, 9

p. 32-35, 67, 69

yes

Principle
8, 9

p. 25-28

Principle
8, 9

p. 32-35
p. 32-35, 67, 69

yes

Principle
7, 8

p. 32-35
p. 32-35, 67, 69

yes

Principle
7, 8

p. 32-35, 67, 69

yes

Principle
7, 8

p. 19, p. 34-35

yes

Principle
8, 9

2014 CR&S REPORT

SpecificStandard
Disclosures
G4-EN19

G4-EN21

INDICATORS AND APPENDICESGRI Description
Amount of GHG emissions reductions achieved as a direct result of initiatives
to reduce emissions, in metric tons of CO2 equivalent, indicating the chosenbase year or baseline and the rationale for choosing it, as well as standards,
methodologies, and assumptions used.
Amount of significant air emissions, in kilograms or multiples for each of thefollowing:
• NOx
• SOx
• Volatile organic compounds (VOC)
Indication of standards, methodologies, and assumptions used as well as thesource of the emission factors used.

AIRBUS GROUP

Page Number(or Link)

GlobalCompact
External
Cross
Assurance Reference

p. 32-35, 67, 69

yesp. 32-35, 67, 69

MATERIAL ASPECT: EFFLUENTS AND WASTE
G4-DMAManagement approach.
G4-EN22
Total volume of planned and unplanned water discharges.
G4-EN23
Total weight of hazardous and non-hazardous waste, as well as material andenergy recovery.

p. 32-35
p. 32-35, 67, 69
p. 32-35, 67, 69

MATERIAL ASPECT: PRODUCTS AND SERVICES
G4-DMAManagement approach.
G4-EN27
The extent to which environmental impacts of products and services have been
mitigated during the reporting period.

p. 25-28
p. 25-28

Principle
8, 9
Principle
7, 8

yes

Principle 8
Principle 8

Principle
7, 8, 9

CATEGORY: SOCIAL
SUB-CATEGORY: LABOR PRACTICES AND DECENT WORK
MATERIAL ASPECT: EMPLOYMENT
G4-DMAManagement approach.
G4-LA1
Total number and rate of new employee hires during the reporting period, by
age group, gender and region, as well as turnover.

p. 38, 40, 42
p. 37, 66, 68

MATERIAL ASPECT: OCCUPATIONAL HEALTH AND SAFETY
G4-DMAManagement approach.
G4-LA6
Types of injury, injury rate (IR), occupational diseases rate (ODR), for the total
workforce.

p. 47
p. 47, 66, 68

MATERIAL ASPECT: TRAINING AND EDUCATION
G4-DMAManagement approach.
G4-LA9
Hours of training that the organisation’s employees have undertaken.
G4-LA10
Type and scope of programs implemented and assistance provided to upgrade
employee skills.

p. 41, 45
p. 41, 66, 68
p. 41, 45

yes

Principle 6

yes

Principle 6

SUB-CATEGORY: SOCIETY
MATERIAL ASPECT: LOCAL COMMUNITIESG4-DMAManagement approach.
G4-SO2Significant actual and potential negative impacts of operations.
MATERIAL ASPECT: ANTI-CORRUPTION
G4-DMAManagement approach.
G4-SO4
Total number and percentage of governance body members that theorganisation’s anti-corruption policies and procedures have beencommunicated to, broken down by region and total number and percentageof employees that have received training on anti-corruption, broken down by
employee category and region.
G4-SO8
Report significant fines and non-monetary sanctions.

p. 23
p. 23, p. 25-31

p. 10-11
p. 14

p. 15-17

SUB-CATEGORY: PRODUCT RESPONSIBILITY
MATERIAL ASPECT: PRODUCT AND SERVICE LABELING
G4-DMAManagement approach.
G4-PR5Results or key conclusions of customer satisfaction surveys (based on
statistically relevant sample sizes) conducted in the reporting period.
73

p. 21-24
p. 24

Principle 1

Principle
10

Principle
10

2014 CR&S REPORT

INDICATORS AND APPENDICESAIRBUS GROUPCONTACTSAIRBUS GROUPADDRESSES

Airbus Group would be pleased
to receive your feedback
or comments on this report.

REGISTERED OFFICEAIRBUS

Airbus Group1, rond-point Maurice Bellonte
31707 Blagnac cedex
FranceTel + 33 5 61 93 33 33

Please contact us at:
CR_Sustainability@airbus.com
Visit our website at:www.airbus-group.com

Mendelweg 302333 CS Leiden
The Netherlands
Tel + 31 71 524 56 00

HEADQUARTERS
Airbus Group
Auriga Building
4, rue du Groupe d’Or
BP 90112 31703 Blagnac cedex France
Tel + 33 5 81 31 75 00
Fax + 33 5 81 31 79 00

74

AIRBUSHELICOPTERS
Aéroport International
Marseille Provence
13725 Marignane cedex
FranceTel + 33 4 42 85 85 85

AIRBUSDEFENCE AND SPACE
Willy-Messerschmitt-Staße 1.
85521 Ottobrunn
GermanyTel + 49 89 607 02014 CR&S REPORT

INDICATORS AND APPENDICESAIRBUS GROUPOTHER CORPORATEOFFICESAIRBUS GROUPREPRESENTATIVE OFFICESFranceEuropeLatin America

Brussels, Belgium
Tel + 32 2 504 78 11

São Paulo, Brazil
Tel + 55 11 3093 2800

Berlin, Germany
Tel + 49 30 259 269 11

Mexico City, Mexico
Tel + 52 55 47 77 51 00

12, rue Pasteur
92150 Suresnes
FranceTel + 33 1 46 97 30 00

Warsaw, Poland
Tel + 48 22 627 05 28

Germany
81663 Munich - Germany
Tel + 49 89 607 0

Spain
Avenida de Aragón 404
28022 Madrid - Spain
Tel + 34 915 85 70 000

Beijing, China
Tel + 86 10 64 61 12 66

London, United Kingdom
Tel + 44 207 845 84 00

New Delhi, India
Tel + 91 11 4580 1100

Astana, Kazakhstan
Tel + 771 72 99 05 01

Sydney, Australia
Tel + 612 979 49 900

Middle East / Africa

USA
Airbus Group, Inc.
2550 Wasser Terrace,
Suite 9000
Herndon, VA 20171 - USA
Tel + 1 703 466 5600

Jakarta, Indonesia
Tel + 62 21 57 97 36 15

Dubai, UAE
Tel + 971 4 299 6761

Kuala Lumpur, Malaysia
Tel + 60 3 2163 0233

Abu Dhabi, UAE
Tel + 971 2 657 89 00

Seoul, South Korea
Tel + 86 10 64 61 12 66

Riyadh, Saudi Arabia
Tel + 966 1 88 07 420

Bangkok, Thailand
Tel + 662 610 4300

Doha, Qatar
Tel + 974 4 411 0752

Singapore, Singapore
Tel + 65 66 03 08 29

Muscat, Oman
Tel + 968 244 92 760

75

Asia

Moscow, Russia
Tel + 7 495 797 53 67

2014 CR&S REPORTAIRBUS GROUP

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Accompanying the AIRBUS GROUP Corporate
Responsibility and Sustainability Report 2014,
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2014
CORPORATE RESPONSIBILITY & SUSTAINABILITY REPORT

Airbus Group N.V.
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