Registration Document 2008
BUSINESS, GOVERNANCE
AND CORPORATE RESPONSIBILITYFINANCIAL STATEMENTS

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Registration Document 2008
BUSINESS, GOVERNANCE
AND CORPORATE RESPONSIBILITYEA DS REGIS T RAT ION DOCU ME NT 2 0 0 8

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European Aeronautic Defence and Space Company EADS N.V. (the “Company” or “EADS” and together with its subsidiaries,
the “Group”) is a Dutch company, which is listed in France, Germany and Spain. The applicable regulations with respect topublic information and protection of investors, as well as the commitments made by the Company to securities and market
authorities, are described in this registration document (the “Registration Document”).
In addition to historical information, this Registration Document includes forward-looking statements. The forward-looking
statements are generally identified by the use of forward-looking words, such as “anticipate”, “believe”, “estimate”, “expect”,“intend”, “plan”, “project”, “predict”, “will”, “should”, “may” or other variations of such terms, or by discussion of strategy.
These statements relate to EADS’ future prospects, developments and business strategies and are based on analyses or forecastsof future results and estimates of amounts not yet determinable. These forward-looking statements represent the view of EADS
only as of the dates they are made, and EADS disclaims any obligation to update forward-looking statements, except as may beotherwise required by law. The forward-looking statements in this Registration Document involve known and unknown risks,
uncertainties and other factors that could cause EADS’ actual future results, performance and achievements to differ materiallyfrom those forecasted or suggested herein. These include changes in general economic and business conditions, as well as
the factors described in “Risk Factors” below.
This Registration Document was prepared in accordance with Annex 1 of EC Regulation 809/2004, ﬁled in English
with, and approved by, the Autoriteit Financiële Markten (the “AFM”) on 22 April 2009 in its capacity as competentauthority under the Wet op het ﬁnancieel toezicht (as amended) pursuant to Directive 2003/71/EC. This Registration
Document may be used in support of a ﬁnancial transaction as a document forming part of a prospectus inaccordance with Directive 2003/71/EC only if it is supplemented by a securities note and a summary approvedby the AFM.

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Registration Document 2008
Risk Factors

1 Information on EADS’ Activities
Management’s Discussion and Analysis of Financial Condition

2 and Results of Operations
3 General Description of the Company and its Share Capital
4 Corporate Governance
5 Corporate Responsibility & Sustainability
6 Entity Responsible for the Registration Document

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GENERAL TABLE OF CONTENTS | REGISTRATION DOCUMENT 2008

Registration Document 2008
BUSINESS, GOVERNANCE
AND CORPORATE RESPONSIBILITY

1.

Risk Factors

7

3

General Description of the Company
and its Share Capital
93

FINANCIAL MARKET RISKS

8

3.1

GENERAL DESCRIPTION OF THE COMPANY

94

3.1.1

Commercial and Corporate Names,
Seat and Registered Ofﬁce

94

3.1.2

Legal Form

94

3.1.3

Governing Laws and Disclosures

94

3.1.4

Date of Incorporation and Duration of the Company

97

3.1.5

Objects of the Company

97

3.1.6

Commercial and Companies Registry

97
97

2.

BUSINESS-RELATED RISKS

11

3.

LEGAL RISKS

17

4.

INDUSTRIAL AND ENVIRONMENTAL RISKS

19

1

Information on EADS’ Activities

21

3.1.7

Inspection of Corporate Documents

1.1

PRESENTATION OF THE EADS GROUP

22

3.1.8

Financial Year

97

1.1.1

Overview

22

3.1.9

Allocation and Distribution of Income

98

1.1.2

Airbus28

3.1.10General Meetings

98

1.1.3

Eurocopter

38

3.1.11

Disclosure of Holdings

100

1.1.4

Astrium

42

3.1.12

Mandatory Offers

101

1.1.5

Defence & Security

47

1.1.6

Other Businesses

53

3.2

1.1.7

Investments

54

GENERAL DESCRIPTION
OF THE SHARE CAPITAL

103

1.1.8

Insurance

55

3.2.1

Modiﬁcation of Share Capital or Rights Attachedto the Shares

103

1.1.9

Legal and Arbitration Proceedings

56

3.2.2

Issued Share Capital

104

1.1.10

Incorporation by Reference

58

3.2.3

Authorised Share Capital

104

58

3.2.4

Securities Granting Access to the Company’s Capital

104

3.2.5

Changes in the Issued Share Capital Since Incorporationof the Company

105

SHAREHOLDINGS AND VOTING RIGHTS

106

1.2

RECENT DEVELOPMENTS

2

Management’s Discussion
and Analysis of Financial Condition
and Results of Operations
61

2.1

OPERATING AND FINANCIAL REVIEW

62

2.1.1

Certain Information

62

2.1.2

Overview

2.1.3
2.1.4

3.3
3.3.1

Shareholding Structure

106

3.3.2

Relationships with Principal Shareholders

108

3.3.3

Form of Shares

113

3.3.4

Changes in the Shareholding of the Company
Since its Incorporation

113

62

3.3.5

Persons Exercising Control over the Company

115

Critical Accounting Considerations, Policies and Estimates

66

3.3.6

Simpliﬁed Group Structure Chart

115

Measurement of Management’s Performance

71

3.3.7

Purchase by the Company of its Own Shares

117

2.1.5

EADS Results of Operations

75

2.1.6

Changes in Consolidated Total Equity(including Minority Interests)

3.4

DIVIDENDS

121

80

3.4.1

2.1.7

Liquidity and Capital Resources

82

Dividends and Cash Distributions Paid
Since the Incorporation of the Company

121

2.1.8

Hedging Activities

89

2.2

FINANCIAL STATEMENTS(included in separate booklet)

90

2.3

STATUTORY AUDITORS’ FEES

91

2.4

INFORMATION REGARDING
THE STATUTORY AUDITORS

91

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3.4.2

Dividend Policy of EADS

121

3.4.3

Unclaimed Dividends

121

3.4.4

Taxation

121

3.5

ANNUAL SECURITIES DISCLOSURE REPORT123

GENERAL TABLE OF CONTENTS | REGISTRATION DOCUMENT 2008

4 Corporate Governance

125

4.1

MANAGEMENT AND CONTROL

130

4.1.1

Board of Directors, Chairman and Chief Executive Ofﬁcer

131

4.1.2

Audit Committee

142

4.1.3

Remuneration and Nomination Committee

142

4.1.4

Strategic Committee

143

4.1.5

Executive Committee

143

4.1.6

Enterprise Risk Management System

145

4.1.7

Compliance Organisation

150

4.2

INTERESTS OF DIRECTORSAND PRINCIPAL EXECUTIVE OFFICERS

151

Compensation Granted to Directors
and Principal Executive Ofﬁcers

151

4.2.2

Long Term Incentives Granted to the Chief Executive Ofﬁcer

155

4.2.3

Related Party Transactions

155

4.2.4

Loans and Guarantees Granted to Directors

155

4.3

EMPLOYEE PROFIT SHARINGAND INCENTIVE PLANS

155

4.3.1

Employee Proﬁt Sharing and Incentive Agreements

155

4.3.2

Employee Share Ownership Plans

156

4.3.3

Long Term Incentive Plans

158

5

Corporate Responsibility& Sustainability

165

5.1

GOVERNANCE, ETHICS AND COMPLIANCE

168

4.2.1

5.1.1

EADS Code of Ethics

168

5.1.2

Ethics and compliance programme

169

5.2

SUSTAINABLE GROWTH

175

5.2.1

Product Quality and Customer Satisfaction

175

5.2.2

Sustaining and Protecting Innovation

177

5.2.3

Supplier Management: Fostering a Mutually Beneﬁcial
Relationship with EADS’ Suppliers

180

5.3

ENVIRONMENTAL CARE

184

5.3.1

Policy184

5.3.2

Organisation

185

5.3.3

Performance and Best Practices

185

5.4

HUMAN RESOURCES: EMPLOYER —EMPLOYEE RELATIONSHIP

189

5.4.1

Workforce Information and Organisation of Work

189

5.4.2

Human Resources Organisation

191

5.4.3

Human Resources Policies and Performance

191

5.5

CORPORATE CITIZENSHIP

198

5.5.1

Maintaining an Open Dialogue with EADS’ Stakeholders

198

5.5.2

Encompassing Community Interests in EADS’ Global
Strategy

200

Entity Responsible
for the Registration Document

203

ENTITY RESPONSIBLE
FOR THE REGISTRATION DOCUMENT

204

STATEMENT OF THE ENTITY RESPONSIBLE
FOR THE REGISTRATION DOCUMENT

204

6.3

INFORMATION POLICY

204

6.4

UNDERTAKINGS OF THE COMPANYREGARDING INFORMATION205

SIGNIFICANT CHANGES

205

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6.1

6.2

6.5

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FINANCIAL MARKET RISKS

82.

BUSINESS-RELATED RISKS

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3.

LEGAL RISKS

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4.

INDUSTRIAL AND ENVIRONMENTAL RISKS 19

Risk Factors

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RISK FACTORS> 1. | Financial Market Risks

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EADS is subject to many risks and uncertainties that may affect its financial performance. The business, financial condition or resultsof operations of EADS could be materially adversely affected by the risks described below. These are not the only risks EADS faces.
Additional risks not presently known to EADS or that it currently deems immaterial may also impair its business operations.

1. FINANCIAL MARKET RISKS
Impact of Ongoing Financial Crisis
which may in turn reduce the availability of bank guarantees
needed by EADS for its businesses;

The current financial turmoil affecting the banking system andfinancial markets and ongoing concerns about the sustainabilityof the business model of investment banks and of otherfinancial institutions have resulted in higher cost and lower
availability of credit, a reduced level of liquidity in manyfinancial markets and extreme volatility across all asset classes.
This has in turn negatively affected the global real economy.
There could be a number of follow-on effects from the financial
crisis on EADS’ business, including but not limited to:> lower availability of credit by hedging counterparties, which
could constrain EADS’ ability to implement desired foreign
currency hedges;> economic distress of customers, resulting in requests topostpone or cancel orders for aircraft due to the inability toobtain credit to finance aircraft purchases, or due to the broad
economic downturn and weakening of passenger and cargodemand for air travel more generally;> changes in short-term interest rates as well as potential
illiquidity of certain asset classes, which may affect thefinancial performance of the Group;> a significant increase in the amount of sales financing that
EADS provides to its customers to support aircraft purchases,
thereby increasing its exposure to the risk of defaults bycustomers;> economic distress or insolvency of key suppliers, resulting
in product delays;> the default of investment or derivative counterparties andother financial institutions, which could negatively impact
EADS’ treasury operations;> continued de-leveraging as well as mergers and bankruptcies
of banks or other financial institutions, resulting in a smaller
universe of counterparties and lower availability of credit,> changes in long-term interest rates, credit spreads or inflation,
which may affect the discount rate applicable to the Group’s
pension liabilities;> continued divestments across all risky asset classes, which
may cause a further depreciation of asset values and lower
diversification benefits for the pension plan assets held tomatch the pension liabilities, thereby resulting in an increasein the Group’s provisions for retirement plans;> reduced access to capital markets and other sources offinancing, which, despite EADS’ net cash position of€ 9.2 billion as of the end of 2008 and no immediate shortterm refinancing needs other than € 1.0 billion in notes
maturing in March 2010, may limit EADS’ future ability tomake capital expenditures, fully carry out its research anddevelopment efforts and fund operations.
Uncertainty about current global economic conditions could
also increase the volatility of EADS’ stock price.

Exposure to Foreign Currencies
A significant portion of EADS’ revenues is denominated in US
dollars, while a substantial portion of its costs is incurred ineuro, and to a lesser extent, in pounds sterling. Consequently,
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to the extent that EADS does not use financial instruments tocover its exposure resulting from this foreign currency
mismatch, its profits will be affected by market changes in the

RISK FACTORS> 1. | Financial Market Risks

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exchange rate of the US dollar against these currencies, and to alesser extent, by market changes in the exchange rate of poundsterling against the euro. EADS has therefore implemented an
exchange rate strategy in order to manage and minimise such
exposure. In order to secure the rates at which US dollar
revenues (arising primarily at Airbus and in the commercial
satellite business) are converted into euro or pound sterling,
EADS manages a long-term hedging portfolio.
There are complexities inherent in determining whether and when
foreign exchange rate exposure of EADS will materialise, inparticular given the possibility of unpredictable revenue variations
arising from order cancellations and postponements. Furthermore,as a significant portion of EADS’ foreign currency exposure ishedged through contractual arrangements with third parties,
EADS is exposed to the risk of non-performance by its hedging
counterparties. EADS may also have difficulty in fully
implementing its hedging strategy depending on the willingness ofhedging counterparties to extend credit. Accordingly, no assurances
may be given that EADS’ exchange rate hedging strategy willprotect it from significant changes in the exchange rate of the US
dollar to the euro and the pound sterling and that such changes
will not affect its results of operation and financial condition.
EADS’ consolidated revenues, costs, assets and liabilities
denominated in currencies other than the euro are translated
into the euro for the purposes of compiling its financial

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statements. EADS’ exchange rate hedging strategy aims to coverits cash flows, and, to a large extent, earnings before interest andtaxes, pre-goodwill impairment and exceptionals (“EBIT*”).
Changes in the value of these currencies relative to the euro will
have an effect on the euro value of EADS’ reported revenues,
other financial result, costs, assets and liabilities and EBIT*.
Currency exchange rate fluctuations in those currencies otherthan the US dollar in which EADS incurs its principal
manufacturing expenses (mainly the euro) may have the effect of
distorting competition between EADS and competitors whose
costs are incurred in other currencies. This is particularly true
with respect to fluctuations relative to the US dollar, as many of
EADS’ products and those of its competitors (e.g., in the defence
export market) are priced in US dollars. EADS’ ability tocompete with competitors may be eroded to the extent that anyof EADS’ principal currencies appreciates in value against the
principal currencies of such competitors.
See “Management’s Discussion and Analysis of Financial
Condition and Results of Operations — 2.1.8 Hedging
Activities” for a discussion of EADS’ foreign currency hedging
policy. See “Management’s Discussion and Analysis of Financial
Condition and Results of Operations — 2.1.3.6 Accounting for
Hedged Foreign Exchange Transactions in the Financial
Statements” for a summary of EADS’ accounting treatment offoreign currency hedging transactions.

Exposure to Sales Financing Risk
In support of sales, EADS may agree to participate in thefinancing of customers. As a result, EADS has a significant
portfolio of leases and other financing arrangements withairlines and other customers. The risks arising from EADS’sales financing activities may be classified into two categories:(i) credit risk, which concerns the customer’s ability to perform
its obligations under a financing arrangement, and (ii) aircraft
value risk, which primarily relates to unexpected decreases in
the future value of aircraft. Measures taken by EADS to
mitigate these risks include optimised financing and legal
structures, diversification over a number of aircraft andcustomers, credit analysis of financing counterparties,
provisioning for the credit and asset value exposure, andtransfers of exposure to third parties. No assurances may be
given that these measures will protect EADS from defaults by
its customers or significant decreases in the value of thefinanced aircraft in the resale market.
EADS’ sales financing arrangements expose it to aircraft valuerisk, because it generally retains collateral interests in aircraft forthe purpose of securing customers’ performance of theirfinancial obligations to EADS, and because it guarantees part ofthe market value of certain aircraft during limited periods after
their delivery to customers. Under adverse market conditions,the market for used aircraft could become illiquid and themarket value of used aircraft could significantly decrease below
projected amounts. In the event of a financing customer default
at a time when the market value for a used aircraft has
unexpectedly decreased, EADS would be exposed to thedifference between the outstanding loan amount and the market
value of the aircraft, net of ancillary costs (such as maintenanceand remarketing costs, etc.). Similarly, if an unexpected decreasein the market value of a given aircraft coincided with theexercise window of an asset value guarantee (“AVG”) withrespect to that aircraft, EADS would be exposed to losing as
much as the difference between the market value of such aircraft
and the AVG amount. No assurances may be given that theprovisions taken by EADS will be sufficient to cover thesepotential shortfalls. Through the Airbus Asset Management
department or as a result of past financing transactions, EADS is* EBIT: earnings before interest and taxes, pre-goodwill impairment and exceptionals.

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1the owner of used aircraft, exposing it directly to fluctuations in
the market value of these used aircraft.
Finally, EADS also has several outstanding backstop
commitments to provide financing related to orders on Airbus’
and ATR’s backlog. While past experience suggests it is unlikelythat all such proposed financing actually will be implemented,
the ongoing financial crisis has resulted in a tightening in thecredit markets and eliminated or reduced the amount of outside
financing available to customers to fund their aircraft purchases.

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Accordingly, such customers may seek to increase theirutilisation of backstop commitments provided by EADS.
Depending on the agreement reached with customers, EADS’sales financing exposure could increase significantly in the
future. Despite the measures taken by EADS to mitigate
the risks arising from sales financing activities described above,
EADS will be further exposed to the risk of defaults by its
customers or significant decreases in the value of the financed
aircraft in the resale market, which may have a negative effecton its future results of operation and financial condition.

Counterparty Credit Risk
EADS is exposed to credit risk to the extent of non-performanceby its counterparties for financial instruments, such as hedging
instruments and cash investments. However, the Group has
policies in place to avoid concentrations of credit risk and toensure that credit risk is limited.
Cash transactions and derivative counterparties are contractedwith a large number of financial institutions worldwide, but
only if they meet certain high credit quality criteria. EADS has
set up a credit limit system to actively manage and limit its

credit risk exposure. This limit system assigns maximum
exposure lines to counterparties of financial transactions,based at a minimum on their credit ratings as published byStandard & Poor’s, Moody’s and Fitch Ratings. The respective
limits are regularly monitored and updated, but there can be noassurances that despite these limits and the diversification ofcounterparties, EADS will not lose the benefit of certain
derivatives, or cash investments, in case of a systemic extensionof market disruptions.

Exposure on Equity Investment Portfolio
EADS holds several equity investments for industrial or strategic
reasons, the business rationale for which may vary over the life of
the investment. Equity investments are either accounted for using
the equity method (associated companies), if EADS has the ability
to exercise significant influence, or at fair value. If fair value is notreadily determinable, the investment is measured at cost.
EADS’ principal investment in associates is Dassault Aviation.
The net asset value of this investment was € 2.2 billion at
31 December 2008. EADS is exposed to the risk of unexpectedmaterial adverse changes in the fair value of Dassault Aviationand that of other associated companies. For equity investments
other than associates, which make up only a fraction of EADS’
total assets, EADS regards the risk of negative changes in fairvalue or impairments on these investments as non-significant.

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Treasury shares held by EADS are not considered to beequity investments. Additionally, treasury shares are notregarded as being exposed to risk, as any change in value oftreasury shares is recognised directly in equity only whensold to the market and never affects net income. Treasury
shares are primarily held to hedge the dilution risk arisingfrom employee stock ownership plans and the exercise by
employees of stock options.
For further information relating to financial market risks and theways in which EADS attempts to manage these risks, see “Notes toConsolidated Financial Statements (IFRS) — Note 35A:
Information about Financial Instruments — Financial risk
management”.

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Pension Commitments
EADS participates in several pension plans for both executive as
well as non-executive employees, some of which are under
funded. For further information related to these plans, see“Management’s Discussion and Analysis of Financial Condition
and Results of Operations” and “Notes to Consolidated
Financial Statements (IFRS) — Note 26B: Provisions for
retirement plans”. Although EADS has recorded a provision inits balance sheet for its share of the under funding based on
current estimates, there can be no assurance that these estimates
will not be revised upward in the future, leading EADS torecord additional provisions in respect of such plans. These
additional provisions would in turn have a negative effect on
EADS’ total equity (net of deferred taxes), which could have anegative effect on its future financial condition.

2. BUSINESS-RELATED RISKS
Commercial Aircraft Market Cyclicality
Historically, the market for commercial aircraft has shown
cyclical trends, due in part to changes in passenger and cargodemand for air travel, which is itself primarily driven by
economic or gross domestic product (“GDP”) growth. Other
factors, however, play an important role in determining themarket for commercial aircraft, such as (i) the average age andtechnical obsolescence of the fleet relative to new aircraft,(ii) the number and characteristics of aircraft taken out of service
and parked pending potential return into service, (iii) passenger
load factors, (iv) airline pricing policies, (v) airline financial
health and the availability of outside financing for aircraft
purchases, (vi) deregulation and (vii) environmental constraints
imposed upon aircraft operations. EADS expects that the market
for commercial aircraft, including to a certain extent the market
for civil helicopters, will continue to be cyclical, and that
downturns in broad economic trends, such as those currently
being experienced, may have a negative effect on its future
results of operation and financial condition.

In particular, the current volatility in the oil, financial and credit
markets and overall economic uncertainty — including theofficial entry into recession of the US and the euro-zone andrecent declines in air passenger traffic — increase the risk that
customers will seek to postpone or cancel otherwise binding
contractual orders, to which EADS may agree. In addition, theliquidation or bankruptcy of airline customers could lead to thecancellation of their existing orders. If any of these events wereto occur, it could significantly reduce EADS’ revenues andability to generate a profit.
Moreover, EADS may be required to adopt significant changes to
its business plan in response to market conditions, including
production rate changes or the re-configuration of aircraft
originally intended for customers whose orders have been
postponed or cancelled. Failure to successfully implement suchchanges could have a negative effect on EADS’ future results ofoperation and financial condition.

Impact of Terrorism, Epidemics and Catastrophic Events on Commercial Aircraft Market
As the terrorist attacks in New York and Madrid and the spreadof the Severe Acute Respiratory Syndrome (“SARS”) virus andavian flu have demonstrated, terrorism and epidemics may
negatively affect public perception of air travel safety andcomfort, which may in turn reduce demand for air travel andcommercial aircraft. The outbreak of war in a given region may
also affect the willingness of the public to travel by air.
Furthermore, major airplane crashes may have a negative effecton the public’s or regulators’ perceptions of the safety of a givenclass of aircraft, form of design, or airline. As a consequence ofterrorism, epidemics and other catastrophic events, an airline
may be confronted with sudden reduced demand for air traveland be compelled to take costly security and safety measures. In
response to such events, and the resulting negative impact on
the airline industry or particular airlines, EADS may suffer froma decline in demand for all or certain types of its aircraft, and
EADS’ customers may postpone delivery of new aircraft orcancel orders.
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Dependence on Public Spending and on Certain Markets
In any single market, public spending (including defence spending)depends on a complex mix of geopolitical considerations andbudgetary constraints. Public spending may be subject tosignificant fluctuations from year to year and country to country.
Adverse economic and political conditions as well as downturns
in broad economic trends in EADS’ markets may reduce theamount of public spending and have a negative effect on EADS’
future results of operations and financial condition.
In the case where several countries undertake to enter together
into defence or other procurement contracts, economic, politicalor budgetary constraints in any one of these countries may havea negative effect on the ability of EADS to enter into or perform
such contracts.
Further, a significant portion of EADS (including Airbus)
backlog is concentrated in certain regions or countries, including
the United States of America, China, India and the United ArabEmirates. Adverse economic and political conditions as well as
downturns in broad economic trends in these countries orregions may have a negative effect on EADS’ and Airbus’future
results of operations and financial condition.

Availability of Government and Other Sources of Financing
Since 1992, the EU and the US have operated under anagreement that sets the terms and conditions of financial
support that governments may provide to civil aircraft
manufacturers. In late 2004, however, the US sought tounilaterally withdraw from this agreement, which eventually led
to the US and the EU making formal claims against each otherbefore the World Trade Organization (“WTO”). While bothsides have expressed a preference for a negotiated settlement thatprovides for a level playing field when funding future aircraft
developments, they have thus far failed to reach agreement on
key issues. The terms and conditions of any new agreement,or the outcome of the formal WTO proceedings, may limit
access by EADS to risk-sharing-funds for large projects, may
establish an unfavourable balance of access to government funds
by EADS as compared to its US competitors or may theoreticallycause the European Commission and the involved governments
to analyse possibilities for a change in the commercial terms offunds already advanced to EADS.
In prior years, EADS and its principal competitors have each
received different types of government financing of productresearch and development. For example, EADS received
repayable financing from certain governments in relation to theA380 commercial aircraft programme, and is in discussions withcertain EU countries regarding financing for the development of
the A350 XWB commercial aircraft programme. However, noassurances can be given that government financing will continue
to be made available in the future for these and other projects,
in part as a result of the proceedings mentioned above.
Moreover, the availability of other outside sources of financing
will depend on a variety of factors such as market conditions,the general availability of credit, EADS’ credit ratings, as well as
the possibility that lenders or investors could develop a negative
perception of EADS’ long- or short-term financial prospects
if it incurred large losses or if the level of its business activity
decreased due to an economic downturn. EADS may therefore
not be able to successfully obtain additional outside financing
on favorable terms, or at all, which, despite EADS’ currently
strong net cash position, may limit EADS’ future ability to makecapital expenditures, fully carry out its research anddevelopment efforts and fund operations.

Emergence of Public-Private Partnerships and Private Finance Initiatives
Defence customers, particularly in the UK, increasingly request
proposals and grant contracts under schemes known as publicprivate partnerships (“PPPs”) or private finance initiatives(“PFIs”). PPPs and PFIs differ substantially from traditional

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defence equipment sales, as they often incorporate elements
such as:> the provision of extensive operational services over the lifeof the equipment;

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12> continued ownership and financing of the equipment by
a party other than the customer, such as the equipment
provider;> mandatory compliance with specific customer requirements
pertaining to public accounting or government procurement
regulations; and> provisions allowing for the service provider to seek out
additional customers for unused capacity.
EADS is party to PPP and PFI contracts, for example throughParadigm with Skynet 5 and related telecommunications

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services, and involved in additional PFI proposals, such as the
AirTanker (FSTA) project. One of the complexities presented by
PFIs lies in the allocation of risks and the timing thereof among
different parties over the lifetime of the project.
There can be no assurances of the extent to which EADS will
efficiently and effectively (i) compete for future PFI or PPP
programmes, (ii) administer the services contemplated under thecontracts, (iii) finance the acquisition of the equipment and theongoing provision of services related thereto, or (iv) access themarkets for the commercialisation of excess capacity. EADS may also
encounter unexpected political, budgetary, regulatory or competitive
risks over the long duration of PPP and PFI programmes.

Competition and Market Access
Most of EADS’ businesses are subject to significant
competition, and Airbus in particular has been affected by
downward price pressure resulting from such competition.
EADS believes that some of the underlying causes of such pricecompetition have been mitigated by restructuring in theaerospace and defence industry. Nevertheless, certain customers
have had greater leverage to encourage competition with respect
to a variety of issues, including price and payment terms.
No assurance can be given that competition may not intensify,
particularly in the context of a prolonged economic downturn.

In addition, the contracts for many aerospace and defence
products are awarded, implicitly or explicitly, on the basis ofhome country preference. Although EADS constitutes
a multinational combination which helps to broaden its domestic
market, it may remain at a competitive disadvantage in certain
countries, especially outside of Europe, relative to local
contractors for certain products. The strategic importance andpolitical sensitivity attached to the aerospace and defence
industries means that political considerations will play a role inthe choice of many products for the foreseeable future.

Technologically Advanced Products and Services
EADS offers its customers products and services that are often
technologically advanced, the design and manufacturing of
which can be complex and require substantial integration andcoordination along the supply chain. In addition, most of EADS’
products must function under demanding operating conditions.
Even though EADS believes it employs sophisticated design,
manufacturing and testing practices, there can be no assurance
that EADS’ products or services will be successfully developed,
manufactured or operated or that they will be developed or will
perform as intended.
Certain of EADS’ contracts require it to forfeit part of its
expected profit, to receive reduced payments, to provide
a replacement launch or other products or services, or to reduce
the price of subsequent sales to the same customer if its products
fail to be delivered on time or to perform adequately. No
assurances can be given that performance penalties or contract

cancellations will not be imposed should EADS fail to meetdelivery schedules or other measures of contract performance.
For example, following the production difficulties that EADS
encountered in 2006 in connection with its A380 programme,
certain customers decided to cancel their A380 freighter orders.
In 2007 and 2008, EADS announced significant delivery delays
on its A400M programme. In each of these years, EBIT* at EADS
was negatively affected as a result. See “Management’s
Discussion and Analysis of Financial Condition and Results ofOperations” and “Notes to the Consolidated Financial Statements(IFRS) — Note 3: Accounting for the A400M programme”.
There can be no assurances that similar problems will not occur
in the future. In addition to any costs resulting from productwarranties, contract performance or required remedial action,such problems may result in increased costs or loss of revenues* EBIT: earnings before interest and taxes, pre-goodwill impairment and exceptionals.

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1— in particular as a result of contract cancellations — which
could have a negative effect on EADS’ future results ofoperation and financial condition. Any problems in this respect

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may also have a significant adverse effect on the competitive
reputation of EADS’ products.

Major Research and Development Programmes
The business environment in many of EADS’ principal
operating business segments is characterised by extensive
research and development costs requiring significant up-front
investments with a high level of complexity. The business plans
underlying such investments often contemplate a long payback
period before these investments are recouped, and assume acertain level of return over the course of this period in order tojustify the initial investment. There can be no assurances thatthe commercial, technical and market assumptions underlying
such business plans will be met, and consequently, the payback
period or returns contemplated therein achieved. EADS expects
that its consolidated research and development expenses may
increase significantly in future years in connection with the
ramp-up of new programmes across all Divisions, in particulardevelopment on the A350 XWB.

Successful development of new programmes also depends on
EADS’ ability to attract and retain aerospace engineers and otherprofessionals with the technical skills and experience required tomeet its specific needs. Demand for such engineers may often
exceed supply depending on the market, resulting in intensecompetition for qualified professionals. There can be noassurances that EADS will attract and retain the personnel it
requires to conduct its operations successfully. Failure to attract
and retain such personnel or an increase in EADS’ employee
turnover rate could negatively affect EADS’ future results ofoperation and financial condition.

“Power8”, “Power8 Plus” and “Future EADS” Restructuring and Cost Saving Programmes
EADS has announced in 2007 the implementation ofa significant cost reduction and restructuring programme at
Airbus, referred to as “Power8”. This programme looks at all
aspects of Airbus to make it leaner, more integrated, more
efficient and more productive. As part of Power8, Airbus
management is seeking to implement strong cost reduction andcash generating efforts with the goal of achieving EBIT*
contributions of € 2.1 billion from 2010 onwards and an
additional € 5 billion of cumulative cash flow from 2007 to
2010. A large part of the cost savings is expected to be realised
through the reduction of Airbus’ headcount by
10,000 employees (with temporary and on-site subcontractors
accounting for approximately 50% of such reduction).
In addition, in 2008, EADS launched a Group-wide cost savings
programme referred to as “Power8 Plus”, with the goal ofachieving EBIT* contributions of € 1 billion beginning in 20112012. Airbus is expected to contribute roughly two-thirds of thetargeted cost savings, with the remaining portion to becontributed by the Eurocopter, Astrium and Defence & Security
divisions as well as by EADS headquarters.

* EBIT: earnings before interest and taxes, pre-goodwill impairment and exceptionals.

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Finally, EADS is currently working on a further integrationand cost savings programme referred to as “Future EADS”,
with the goal of achieving a minimum EBIT* contribution of€ 200 million in 2011–2012. It aims at further integration,
improvement of decision making process and cost savings
through the Headquarters, the Divisions and the interaction
between Headquarters and the Divisions. As part of thisinitiative, the former Military Transport Aircraft division has
been integrated into Airbus under the name of “Airbus
Military”. See “Information on EADS’ Activities — 1.1.2 Airbus— Airbus Military” below.
All of these anticipated cost savings are based on preliminary
estimates, however, and actual savings may vary significantly.
In particular, EADS’ cost reduction measures are based on
current conditions and do not take into account any future cost
increases that could result from changes in its industry or
operations, including new business developments, wage and cost
increases or other factors. EADS’ failure to successfully
implement these planned cost reduction measures, or the
possibility that these efforts may not generate the level of costsavings it expects going forward, could negatively affect its
future results of operation and financial condition.

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In addition to the risk of not achieving the anticipated level ofcost savings from the programmes above, EADS may also incur
higher than expected implementation costs, depending on theoutcome of its current negotiations with labour and otherrepresentatives. In many instances, there may be internal
resistance to the various organisational restructuring and cost
reduction measures contemplated, including site divestitures by
Airbus and the integration of the Military Transport Aircraft
division into Airbus. Restructuring, closures, site divestituresand job reductions may also harm EADS’ labour relations andpublic relations, and have led and could lead to work stoppages
and/or demonstrations. In the event that these work stoppages
and/or demonstrations become prolonged, or the costs of

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implementing the programmes above are otherwise higher than
anticipated following such negotiations, EADS’ future results ofoperation and financial condition may be negatively affected.
Finally, EADS may fail to fully realise the anticipated benefits ofthe programmes above. Divestitures may result in continued
financial involvement in the divested businesses, such as throughguarantees or other financial arrangements, following thetransaction. They may also trigger the recording of an impairment
charge at or prior to closing, which would have a negative impact
on EADS’ future results of operation. Risk-sharing partners atdivested businesses may also fail to perform as expected.

Dependence on Certain Suppliers and Subcontractors
EADS is dependent on numerous key suppliers and subcontractors
to provide it with the raw materials, parts and assemblies that itneeds to manufacture its products. Certain of these suppliers haveexperienced severe financial difficulties recently in light of theongoing financial crisis. If these difficulties were to intensify,
some suppliers could be forced to reduce their output, shut down
their operations or file for bankruptcy protection, which could
disrupt the delivery of supplies to EADS. It may be difficult for

EADS to find a replacement for certain suppliers without
significant delay, which could negatively affect EADS’ future
results of operation and financial condition.
EADS may also decide in the future to provide financial orother assistance to certain suppliers to ensure an uninterrupted
supply of materials and parts, which could expose it to credit
risk on the part of such suppliers.

Programme-Specific Risks
In addition to the risk factors mentioned above, EADS also faces
the following programme-specific risks (while this list does not
purport to be comprehensive, it highlights the current risks
believed to be material by management):> A380 programme. In connection with the A380 programme
and following the delivery delays announced in 2006, EADS
faces the following main challenges: (i) management of stressin the supply chain as a result of the steep ramp-up in
production in coming years, (ii) avoidance of production
disruptions and related costs, in particular in connection with
the implementation of Power8 and its effect on labour
relations, (iii) successful implementation of a digital mock-up
for future A380 production, and (iv) managing maturity inservice. EADS’ ability to successfully meet these challenges
will be critical in ensuring the smooth production of “Wave 2”
aircraft, i.e. those beyond the initial 25 aircraft produced;> A350 XWB programme. In connection with the A350 XWB
programme, EADS faces the following main challenges:(i) meeting the technical performance targets for the aircraft,(ii) ensuring the ramp-up of key skilled personnel, e.g. forcomposite stress and design, (iii) securing the achievementof recurring cost targets, (iv) ensuring that the new industrialorganisation resulting from Power8 supports effective
development, (v) ensuring the performance of the risk
sharing partners, including those selected for sites divested
by Airbus, and (vi) achieving a second engine choice;> A400M programme. In connection with the A400M
programme which represents a significant exposure for
EADS, the Company faces the following main challenges:(i) negotiating changes to the programme schedule along withchanges to other areas of the contract with launch customers,(ii) working with the engine consortium and with major

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suppliers of mission critical systems and system integration
to firm up a reliable programme schedule, including a reliable
date for the first flight, (iii) managing a flight test programmethat differs significantly from that of commercial Airbus
aircraft, (iv) integrating the civil systems (flight management,
navigation, etc.) with the complex military systems,(v) ensuring that the aircraft is both commercially certified
and meets the range of military qualifications required byprogramme customers in each jurisdiction, and (vi) managing
the anticipated difficulties on the ramp-up.

consequences of the shift in the delivery schedule have notbeen taken into account when reassessing the A400M
provision in the 2008 financial statements. Therefore,
significant negative income statement impacts may still haveto be accounted for in future periods when such costs become
estimable or triggering events lead to a return to the estimate
at completion method of accounting. Potential benefits fromfuture discussions with customers, if any, might reduce suchimpacts, but would only be taken into account once agreed
upon by OCCAR and the launch customer nations.

Further, in light of the ongoing delays on the A400M
programme, the Organisation Conjointe en Matière d’Armement(“OCCAR”) has the contractual right with unanimous
mandate of all launch customer nations to claim terminationof the whole A400M launch contract as of 1 April 2009. Incase of valid termination, Airbus Military SL (“AMSL”)
would be obliged to repay to OCCAR all initial payments,
pre-delivery payments and any other payments received fromOCCAR. The total amount is approximately € 5.7 billion.
Separately, each of the launch customer nations may claim
cancellation of those individual aircraft ordered which would
be substantially delayed. This would trigger reimbursement of
the initial payments and pre-delivery payments received fromOCCAR in respect of such aircraft. Depending on themagnitude of these potential cancellations, there could be amaterial negative effect on EADS’ future results of operation,
financial condition and reputation.

In conclusion, while EADS believes that the cost and revenue
estimates currently incorporated in the financial statements
under the early stage method of accounting reflect its mostappropriate judgments under the current circumstances, thetechnical complexity of the A400M programme and theuncertainty about the outcome of on-going technicaldevelopments imply that further financial risks may arise,such as significant additional delays in delivery schedule,
additional contract completion costs as well as the ultimate
amount of liquidated damages to be paid. Materialisation ofthese risks could also trigger an additional significant financial
exposure to potential order cancellations or even a potential
termination of the whole A400M programme.

Under the current scenario of a continuation of the A400M
programme, significant penalties based on contractual
clauses could also be notified for a cumulative amount of€ 1.4 billion, due in case each aircraft delivery would bedelayed by more than 10 months from the originalcontractual timetable. Based upon the current probableminimum delivery delays, this penalty clause would apply atleast to a significant number of aircraft, but would be subject
to future discussion with customers. The A400M provision
as of 31 December 2008 includes EADS’ current assessmentof the prorate amount of penalties to be finally paid.
As they cannot currently be estimated, various potential
additional costs linked to the unquantifiable financial

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For further information relating to the A400M programme,see “Information on EADS’ Activities — 1.1.2 Airbus —Airbus Military”, “Management’s Discussion and Analysis ofFinancial Condition and Results of Operations” and “Notes
to the Consolidated Financial Statements (IFRS) — Note 3:
Accounting for the A400M programme”; and> NH90 programme. In connection with the NH90 programme,
EADS faces the following main challenges: (i) meeting thedevelopment schedule, the cost objectives and the technicalcontent (full operational configuration of the TTH (Tactical
Transport Helicopter) version and final configuration of the
NFH (Nato Frigate Helicopter) version) of ongoingdevelopment programmes on the numerous versions,(ii) managing the industrial ramp-up on the programme, and(iii) assuring support readiness in connection with multiple
fleets entering into service.

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3. LEGAL RISKS
Dependence on Joint Ventures and Minority Holdings
EADS generates a substantial proportion of its revenues throughvarious consortia, joint ventures and equity holdings. Thesearrangements include primarily:> the Eurofighter and AirTanker consortia;> three principal joint ventures: MBDA, ATR and Atlas
Electronik;> majority interest: Dornier GmbH; and> investment in associates: Dassault Aviation.
The formation of partnerships and alliances with other market
players is an integral strategy of EADS and the proportion ofsales generated from consortia, joint ventures and equity
holdings may rise in future years. This strategy may from time
to time lead to changes in the organisational structure, or
realignment in the control, of EADS’ existing joint ventures.

EADS exercises varying and evolving degrees of control in the
consortia, joint ventures and equity holdings in which it
participates. While EADS seeks to participate only in venturesin which its interests are aligned with those of its partners, therisk of disagreement or deadlock is inherent in a jointly
controlled entity, particularly in those entities that require theunanimous consent of all members with regard to majordecisions and specify limited exit rights. The other parties inthese entities may also be competitors of EADS, and thus may
have interests that differ from those of EADS.
In addition, in those holdings in which EADS is a minority
partner or shareholder, EADS’ access to the entity’s books andrecords, and as a consequence, EADS’ knowledge of the entity’s
operations and results, is generally limited as compared toentities in which EADS is a majority holder or is involved in the
day-to-day management.

Product Liability and Warranty Claims

EADS designs, develops and produces a number of high profile
products of large individual value, particularly civil and military
aircraft and space equipment. EADS is subject to the risk of
product liability and warranty claims in the event that any of its

products fails to perform as designed. While EADS believes thatits insurance programmes are adequate to protect it from suchliabilities, no assurances can be given that claims will not arisein the future or that such insurance cover will be adequate.

Intellectual Property
EADS relies upon patent, copyright, trademark and trade secretlaws, and agreements with its employees, customers, suppliers
and other parties, to establish and maintain its intellectual
property rights in technology and products used in its
operations. Despite these efforts to protect its intellectual
property rights, any of EADS’ direct or indirect intellectual
property rights could be challenged, invalidated or
circumvented. Further, the laws of certain countries do notprotect EADS’ proprietary rights to the same extent as the laws
in Europe and the United States. Therefore, in certain

jurisdictions EADS may be unable to protect its proprietary
technology adequately against unauthorised third-party copying
or use, which could adversely affect its competitive position.
In addition, although EADS believes that it lawfully complies
with the intellectual property rights granted to others, it could
have claims asserted against it for infringement of theintellectual property rights of third parties. These claims could
harm its reputation, cost it money and prevent it from offeringcertain products or services. Any claims or litigation in this area,

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enter into these licensing arrangements on acceptable terms. If aclaim of infringement were successful against it, an injunction
might be ordered against EADS, causing further damages.

Export Controls and Other Regulations
The export market is a significant market for EADS. In addition,
many of the products EADS designs and manufactures formilitary use are considered to be of national strategic interest.
Consequently, the export of such products outside of EADS’
domestic markets may be restricted or subject to licensing andexport controls, notably by the UK, France, Germany and Spain,
where EADS carries out its principal military activities as well
as by other countries where suppliers come from, notably, theUS. There can be no assurance (i) that the export controls towhich EADS is subject will not become more restrictive, (ii) thatnew generations of EADS products will not also be subject tosimilar or more stringent controls or (iii) that geopolitical factors
will not make it impossible to obtain export licenses for one ormore clients or constrain EADS’ ability to perform underpreviously signed contracts. Reduced access to military export

markets may have a material adverse effect on EADS’ business,financial condition and results of operations.
EADS is also subject to a variety of other governmental
regulations that may adversely affect its business and financial
condition, including among others, regulations relating tocommercial relationships (including the recent modifications to
French law in this regard), the use of its products, labour
practices and dealings with foreign officials. In addition, EADS’ability to market new products and enter new markets may be
dependent on obtaining government certifications and approvals
in a timely manner. Although EADS seeks to comply with all
such regulations, even unintentional violations or a failure tocomply could have a material adverse effect on EADS’ business,financial condition and results of operations.

Securities Litigation
Since 2006, several investigations and proceedings have been
initiated against EADS and certain of its executives for alleged
breaches of market regulations and insider trading rules,
respectively, with respect to, among other things, the A380
programme delays announced in 2006. See “Information on
EADS’ Activities — 1.1.9 Legal and Arbitration Proceedings”.
Although EADS is unable at this point to predict the outcomeof these investigations and proceedings, it is possible that they

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could result in the imposition of fines, damages or otherremedies and sanctions. The conduct of these proceedings could
negatively impact EADS’ stock price and reputation. In addition,
EADS expects to continue to incur time and expenses associatedwith its defence, regardless of the outcome, and this may divert
the efforts and attention of management from normal business
operations.

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4. INDUSTRIAL AND ENVIRONMENTAL RISKS
Given the scope of its activities and the industries in which it
operates, EADS is subject to stringent environmental, healthand safety laws and regulations in numerous jurisdictions
around the world. EADS therefore incurs, and expects tocontinue to incur, significant capital expenditure and otheroperating costs to comply with increasingly complex laws andregulations covering the protection of the natural environment
as well as occupational health and safety, including costs toprevent, control, eliminate or reduce emissions into theenvironment, releases of air pollutants into the atmosphere,
discharges to surface and subsurface water and soil, usage of
certain substances, the disposal and treatment of wastematerials, and costs to comply with reporting or warning
regulations. Moreover, new laws and regulations, theimposition of tougher licence requirements, increasingly strict
enforcement or new interpretations of existing laws andregulations may cause EADS to incur increased capital
expenditure and operating costs in the future in relation to theabove, which could have a negative effect on its results ofoperation and financial condition.
If EADS fails to comply with these environmental, health andsafety laws and regulations, even if caused by factors beyond
its control, that failure may result in the assessment of civil or
criminal penalties and fines against it. Regulatory authorities
may require EADS to conduct investigations and undertake
remedial activities, curtail operations or close installations or
facilities temporarily, including to prevent imminent risks. In
the event of an industrial accident or other serious incident,
employees, customers and other third parties may file claims

for personal injury, property damage or damage to theenvironment (including natural resources). These potential
liabilities may not always be covered by insurance, or may be
only partially covered. The obligation to compensate for suchdamages could have a negative effect on EADS’ results ofoperation and financial condition.
In addition, the various products manufactured and sold by
EADS must comply with relevant environmental, health andsafety and substances/preparations related laws and regulationsin the jurisdictions in which they operate. Although EADS
seeks to ensure that its products meet the highest quality
standards, increasingly stringent and complex laws andregulations, new scientific discoveries, delivery of defective
products or the obligation to notify or provide regulatory
authorities or others with required information (such as under
the EU regulation known as “REACH”, which addresses the
production and use of chemical substances) may force EADS
to adapt, redesign, redevelop, recertify and/or eliminate its
products from the market. Seizures of defective products may
be pronounced, and EADS may incur administrative, civil or
criminal liability. In the event of an accident or other serious
incident involving a product, EADS may be required to
conduct investigations and undertake remedial activities.
Employees, customers and other third parties may also fileclaims for personal injury, property damage or damage to theenvironment (including natural resources).
For more information, please see “Corporate Responsibility &Sustainability — 5.3 Environmental Care”.

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1.1

PRESENTATION OF THE EADS GROUP

22

1.1.1

Overview

22

1.1.2

Airbus28

1.1.3

Eurocopter

38

1.1.4

Astrium

42

1.1.5

Defence & Security

47

1.1.6

Other Businesses

53

1.1.7

Investments

54

1.1.8

Insurance

55

1.1.9

Legal and Arbitration Proceedings

56

1.1.10

Incorporation by Reference

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1.2

RECENT DEVELOPMENTS

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Information
on EADS’ Activities

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1.1 PRESENTATION OF THE EADS GROUP
1.1.1 Overview
Due to the nature of the markets in which EADS operates andthe confidential nature of its businesses, any statements with respect
to EADS’ competitive position set out in paragraphs 1.1.1 through1.1.7 below have been based on EADS’ internal information
sources, unless another source has been specified below.
With consolidated revenues of € 43.3 billion in 2008, EADS isEurope’s premier aerospace and defence company and the second
largest aerospace and defence company in the world. In terms ofmarket share, EADS is among the top two manufacturers ofcommercial aircraft, civil helicopters, commercial space launchvehicles and missiles, and a leading supplier of military aircraft,satellites and defence electronics. In 2008, it generated
approximately 75% of its total revenues in the civil sector and
25% in the defence sector.

2008 HIGHLIGHTSEADS delivered satisfactory results in 2008, while continuing
to face challenges in critical programmes. EADS recorded strong
order intake across its product portfolio in 2008, receiving€ 98.6 billion in orders for the year. In addition, Airbus aircraft
and helicopter deliveries were at historically high levels. For thefull year 2008, EADS delivered an EBIT* of € 2.8 billion. The
Group benefited from its strong underlying performance andforeign currency effects while dealing with challenges in criticalprogrammes. Revenues increased by 10.6% to € 43.3 billion.
EADS’ order backlog increased to € 400.2 billion. Net cash
amounted to € 9.2 billion at the end of the year due to better
than expected free cash flow generation.
EADS has taken several proactive decisions to face the ongoing
financial and economic crisis head on. With weaker air traffic
and more difficult financing conditions, the commercial aircraft
market is expected to slow, with the risk of deferrals andcancellations. Accordingly, Airbus has adapted production rates
of its A320 family programme from 36 to 34 aircraft per monthfrom October 2009 onwards. Production rates of the A330/A340
family will be paused at the current level of 8.5 aircraft permonth, and not increased further as previously planned (see“— 1.2 Recent Developments”). Airbus is continuously
monitoring the business environment and intends to adapt its
production policy as the economic environment changes.
The transformation process initiated in 2006 in reaction to theA380 delays and the US$ volatility is expected to allow EADS* EBIT: earnings before interest and taxes, pre-goodwill impairment and exceptionals.

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to weather the financial crisis from a stronger position. Througha new organisational structure, leaner processes and stricter cash
management, Power8 has significantly reduced Airbus’ cost base.
In 2008, Power8 delivered cost savings of approximately€ 1.3 billion, which is more than half way to the € 2.1 billion
objective for 2010. To complement Power8 launched in 2007,
EADS initiated other measures to improve its global efficiency.
Power8 Plus has been launched as a Group-wide initiative withthe goal of achieving EBIT* contributions of € 1 billion
beginning in 2011–2012. Airbus is expected to contributeroughly two-thirds of the targeted cost savings, with theremaining portion to be contributed by the Eurocopter, Astrium
and Defence & Security divisions as well as by EADS
headquarters. In addition, a programme called “Future EADS”
aims at a leaner organisation at Group level and better
integration mainly through shared services and targets costsavings at a minimum level of € 200 million in 2011–2012.
In 2008, EADS also made significant progress in focusing on its
core business and successfully completed its aerostructures
reorganisation strategy initiated under Power8. In the course of
2008, the Laupheim site and part of the Filton site were sold,while the German sites Nordenham, Varel and Augsburg weremerged into Premium AEROTEC and the French sites at
Meaulte and St. Nazaire Ville into Aerolia. These two companies
became operational on 1 January 2009. Furthermore, EADS solda 70% holding in Socata to Daher in early 2009, and has retained
the remaining 30% for the time being. In parallel, Airbus
continues to expand its industrial footprint. The new A320
Final Assembly Line in Tianjin, China opened in September andwill help to secure access to the fast-growing Chinese market.
At the same time, the year 2008 was characterised by challenges
on key development programmes. The A400M programme has
been delayed and constitutes a significant risk, while Airbus
continues to face a strong challenge in ramping up A380
production. With respect to the A400M programme inparticular, it will have to be brought back on track, with a clear
and visible time schedule. In order to simplify the management
structure and to exploit synergies with the rest of Airbus,
EADS announced in December 2008 that it would integrate theMilitary Transport Aircraft division into Airbus under the name“Airbus Military”. In particular, the integration is intended tostrengthen management of the challenging A400M militarytransport programme.

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In the meantime, in January 2009, Airbus Military and EADS
announced that they had proposed a new programme approachfor the A400M to the European launch nations, through
OCCAR, with the aim to find an appropriate way forward forthis programme. Airbus Military and EADS wanted to initiate
discussions around the programme schedule along with changes
to other areas of the contract including in particular certain
technical characteristics of this military aircraft. In line withcomplex military development programmes, Airbus Militarysuggested to resume series production only once adequate
maturity is reached based on flight test results. With such new
approach, the first delivery of the A400M would then occur
three years after its first flight. Airbus Military and EADS will
only be able to update all of the financial consequences ofa revised industrial plan, once the availability of the engines andmission critical systems is firmly determined and once OCCAR´sposition on the proposal is known. See “Risk Factors”, “— 1.1.2
Airbus — Airbus Military”, “Management’s Discussion andAnalysis of Financial Condition and Results of Operations” and“Notes to the Consolidated Financial Statements (IFRS) —Note 3: Accounting for the A400M programme”.
The year 2008 started strongly for the commercial business withthe order backlog reaching new highs while the defence andinstitutional activities showed a promising performance.
However, the overall business environment became
unpredictable and turbulent in the second half of the year, due
to fluctuating oil prices and exchange rates. The financial
landscape was hit by a credit crisis that impacted general growthprospects, household wealth and industry liquidity. Despite
downgraded air traffic growth forecasts and indications ofconsolidation in the airline industry, the civil business ended
the year with solid order backlogs. A weaker financing
environment will certainly put pressure on manufacturers tofind solutions for their customers’ financing needs. Historically,
air traffic follows changes in annual global GDP andconsequently this has had a slowdown effect on air transportand passenger traffic. The fall in the oil price provides somerelief for airlines and commercial customers and the generaleasing of commodity prices may lead to lower costs for
manufacturers in the mid-term.
Defence spending is expected to remain stable as it is closely
linked to geopolitical tensions and security needs as well as
economic considerations. The long term nature of theinvestments in defence and space markets makes these segments
less impacted in the short term. In addition, defence related
investments are an efficient means of sustaining a country’s
industrial base and supporting high-technology jobs. Althoughprecedents suggest that the new US Administration may alter
the defence budget during 2009, there is also a possibility thatany significant change in this budget will be postponed due tothe Quadrennial Defence Review to be held at the end of 2010.
It is also worth noting that there is a time lag of several months
between the defence budget appropriations and outlays.

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Following the ministerial conference of European Space Agency,
or ESA, in November 2008, the council called for investments
in innovation, including space technologies and services, despite
the financial crisis.
During 2008, Airbus delivered a record number of aircraft while
addressing major industrial challenges. Airbus delivered
483 aircraft, 30 more than compared to 2007. The revised targetof delivering 12 A380 aircraft in 2008 was reached. In what wasa difficult year for the global economy, Airbus’ order intake wasstrong and above expectations. Airbus recorded 900 firm new
gross orders, increasing the order backlog to a new record of
3,715 aircraft. Net orders, after accounting for cancellations,stood at 777 in 2008. The recently launched A350 XWB won
163 new firm orders increasing the total order count to 478
from 29 customers.
Airbus Military (the former Military Transport Aircraft
division) experienced delays in its flagship A400M heavytransport aircraft, which overshadowed its other activities andweighed on its financial results. In September 2008, EADS
announced an undefined delay of the first flight of the A400M,
mainly due to the unavailability of the propulsion system. In
the meantime, Airbus Military and EADS have proposed a newprogramme approach for the A400M programme, as discussed
above. Otherwise, the first C-295 aircraft has been delivered toPortugal. The A330 Multi-Role Tanker Transport (MRTT)
aircraft won four out of the five competitive tenders worldwide,
including the UK’s Future Strategic Tanker Aircraft programme(14 orders), the United Arab Emirates’ order (3 orders) and Saudi
Arabia’s order (1 order). The Northrop Grumman KC-30 Tanker
aircraft that is based on A330 MRTT was initially selected by
the US Air Force, even though the decision was later overturned
for legal reasons related to the management of the tender processby the DoD (US Department of Defense).
Eurocopter met its 2008 objectives for helicopter sales anddeliveries and increased its revenues by 7.5%. Representing
a production ramp-up of 20% as compared to 2007, a total of
588 helicopters have been delivered. At the end of 2008, theorder backlog amounted to € 13.8 billion, or the equivalent of
1,515 helicopters. Eurocopter made technical progress during theyear by fully qualifying the Tiger in its HAP and UHT variants,
and by ramping up NH90 production with the first deliveries
from the Finnish and Australian assembly lines. After thedelivery of the 50th UH-72A Lakota to the US Army, the US
Navy became a Lakota customer. Meanwhile, production of thefirst EC175 prototype that is being co-developed with Chinese
partners was launched.
Astrium reinforced its competitive position in 2008. As prime
contractor on Europe’s contribution to the International Space
Station (ISS), Astrium achieved a historic technical success as theColumbus laboratory and Automated Transfer Vehicle (ATV)
docked with the ISS in early 2008. The Ariane 5 launcher won

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13 orders, more than half the open market. It has proven highly
reliable, performing 28 successful launches in a row since 2003.
Also within the Space Transportation business unit, France’s
new-generation M51 ballistic missile completed its final trial
flight in 2008. While the telecommunications satellite market
slowed, the Satellites business unit maintained its market share,winning two orders, and launching seven telecommunicationand two observation satellites. ESA awarded Astrium threemajor scientific satellites, while Chile and Spain each ordered an
observation satellite. The Services business unit reachedmaturity. The Paradigm secure communications system became
fully operational and able to service the UK Ministry of
Defence following delivery of the third and final satellite,
Skynet 5c. Progress was satisfactory on similar communications
programmes for Germany and the United Arab Emirates.
Finally, within the Defence & Security division, the established
Eurofighter, missiles and radar programmes continue to support
growth, with increasingly competitive technologies in unmanned
aerial vehicles (UAVs) and global security systems playing an
increasing role. For Eurofighter, delivery of the first tranche of
148 aircraft was completed in 2008 and final assembly of thesecond tranche of 236 aircraft is currently ramping up, with
22 aircraft delivered in 2008. Regarding UAVs, the Defence &Security division is the only European supplier able to provide
both large and small systems. Work on the risk reduction study
for the Advanced UAV continued with the identification ofFrance, Germany and Spain’s capability requirements; for thetwo French UAV programmes, DRAC and SIDM, delivery
milestones were achieved. Furthermore, aerial target drones weredelivered to the US Army. In line with Group strategy, theDefence & Security division continued to expand security
capabilities. The acquisition of PlantCML brought access to the
US market. In Beijing, an EADS-supplied TETRA network— the largest in Asia — played a vital role in securing the 2008
Olympic Games.

STRATEGY
In order to maximise value for its shareholders, management
intends to reinforce EADS’ position as a leader in major global
aerospace and defence markets. Beyond addressing current
operational challenges, EADS will continue to focus onproviding superior value to its customers through innovative
product and service solutions. EADS has defined the following
long-term objectives for the future pursuant to its “Vision
2020” plan:> Improve portfolio balance between Airbus and other EADS
activities. In 2008, revenues at Airbus represented 63.5% of
EADS’ consolidated revenues for the year. As a result, theGroup remains highly vulnerable to commercial aircraft cycles,
the financial burden and risk associated with aircraft
programmes and US dollar exchange rate fluctuation. EADS
will therefore seek to increase the contribution to revenues by

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other divisions in future years while still maintaining longterm parity with Boeing in the commercial aircraft segment. In
particular, EADS will seek to increase the proportion ofrevenues emanating from its defence and security businesses,
which tend to be less cyclical and more predictable in nature.
Within this area, EADS will focus on further strengthening
its presence in platforms and systems (in particular platformrelated systems architecture and integration). The Group willconsider all options for achieving such growth, including
targeted acquisitions or partnerships that enhance its overall
competitive position and add capabilities to its portfolio, in
particular in the US and Asia;> Increase profitability. Through better internal cost control,
lightened capital intensity, enhanced programme and risk
management and a more streamlined industrial organisation,
EADS has taken the initial steps towards restoring its
profitability. EADS intends to increasingly focus on its core
activities, which means moving towards a new businessmodel and reallocating resources away from certain non-corelegacy activities. Through more optimal resource allocationand stronger development of more profitable segments,
EADS will strive to establish a level of profitability that isboth attractive to its shareholders and sufficient to fund its
future development initiatives;> Expand its services offering. Historically, EADS’ growth has
been driven by the sale of technologically advanced products
and solutions. At the same time, management is focused onincreasing EADS’ presence in the high value services market,
given its countercyclical nature and opportunities for sustained
growth. Factors supporting this market include the rapid
expansion of EADS’ in-service commercial and defence fleet— which will require support throughout its life cycle — aswell as the increasing tendency on the part of defence andgovernmental agencies to outsource various key functions.
EADS will seek the provision of high value-added services
related to both platforms and systems, including training,
advanced in-service support and air traffic management
systems. Revenue from services activities is targeted toaccount for 25% of EADS’ consolidated revenues by 2020;> Become a truly global industrial group. A significant portion of
EADS’ suppliers, facilities and employees are based in Europe,
while the majority of its revenues originate outside of Europe.
In order to ensure continued access to certain markets andtechnology, optimise its costs and hedge against future
US dollar volatility, EADS will aim to implement a long-term
industrial strategy that corrects this imbalance by expanding
its industrial footprint and partnerships in key markets outsideof Europe, including the US, China, Russia and India. In theUS, the goal is to establish a firm industrial and commercial
presence in the world’s largest defence and homeland security
market. By 2020, EADS is seeking to have 40% of its suppliersand 20% of its employees based outside of Europe;

INFORMATION ON EADS’ ACTIVITIES> 1.1 | Presentation of the EADS Group1> Continue to innovate. Innovation in product, technology,
manufacturing and customer offerings will define EADS’
future. With development cycles shortening and newcompetitors emerging in all fields, EADS must maintain its
technological edge and cover a broad spectrum of capabilities
in order to remain a market leader. To maintain its innovativeedge, EADS will seek to systematically employ the latest
digital design and engineering tools in order to complete
major platform developments more quickly, and will seek toaccelerate the pace at which it reviews its core technologies so
as to close gaps against the competition. These coretechnologies are expected to include C4I, network centric
operations and UAV technology, among others;> Focus on the environment. EADS will seek to anticipate andaddress future environmental challenges as part of its
commitment to reconciling environmental responsibility witheconomic success. Being greener, cleaner, quieter and smarter,
the A380 has already set new standards for air transport andthe environment. EADS will pursue additional initiatives in
the future — including a comprehensive environmental
management system based on ISO 14001 to cover all EADS
activities — in order to render eco-efficiency a competitive
advantage over the long-term.

ORGANISATION OF EADS BUSINESSES
Following the integration of the former Military Transport
Aircraft division (the “MTA division”) into Airbus as of
1 January 2009 under the name “Airbus Military”, EADS
organises its businesses into the following four operating
divisions: (1) Airbus, (2) Eurocopter, (3) Astrium and (4) Defence& Security. The chart set out in “General Description of theCompany and its Share Capital — 3.3.6 Simplified Group
Structure Chart” illustrates the allocation of activities among
these four divisions.

AirbusCommercial Aircraft

Airbus is one of the world’s two leading suppliers of commercial
aircraft of more than 100 seats. Since it was founded in 1970
and up to the end of 2008, Airbus has received orders for
9,215 aircraft from approximately 306 customers around theworld. Its market share of annual deliveries worldwide hasgrown from 15% in 1990 to 54% in 2008. At 31 December 2008,
Airbus’ backlog of orders (3,715 aircraft) stood at approximately
86% of total EADS worldwide backlog. Gross order intake was
900 aircraft and after accounting for cancellations, net orderintake for 2008 was 777 aircraft. In 2008, Airbus recorded
revenues of € 27.5 billion, representing 63.5% of EADS’ total
revenues. See “— 1.1.2 Airbus”.

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Airbus Military (former MTA division)

Airbus Military produces and sells special mission aircraft,which are derived from existing aircraft platforms and are
dedicated to specialised military and security tasks such as
in-flight refuelling capabilities, maritime surveillance andantisubmarine warfare. Airbus Military also manufactures andsells medium and light military transport aircraft and is
responsible for the European heavy military transport A400M
project. In 2008, the former MTA division recorded revenues of€ 2.8 billion, representing 6.4% of EADS’ total revenues. See“— 1.1.2 Airbus — Airbus Military”.

Eurocopter
Eurocopter is a global leader in the civil and military helicopter
market, offering one of the most complete and modern ranges ofhelicopters and related services. In 2008, Eurocopter maintained
its leadership by capturing more than 50% of the civil helicopter
market in terms of deliveries and by achieving strong growthin its military order book. In 2008, Eurocopter recorded
revenues of € 4.5 billion, representing 10.4% of EADS’ total
revenues. See “— 1.1.3 Eurocopter”.
Astrium
Astrium designs, develops and manufactures satellites, orbital
infrastructures and launcher systems and provides space
services. It is the third largest space systems manufacturing
company in the world after Boeing and Lockheed Martin and theleading European supplier of satellites, orbital infrastructures,launchers and associated services. Astrium has three main
business units: Astrium Satellites, Astrium Space Transportation
and Astrium Services. These include the provision of launchservices through Astrium’s shareholdings in Arianespace(Ariane 5 launcher), Starsem (Soyuz launcher) and Eurockot(Rockot launcher), as well as services related totelecommunications and Earth observation satellites throughwholly or majority owned subsidiaries such as Paradigm Secure
Communications, Infoterra and Spot Image. In 2008, Astrium
recorded revenues of € 4.3 billion, representing 9.9% of EADS’
total revenues. See “— 1.1.4 Astrium”.
Defence & Security
The Defence & Security division (the “DS division”) serves as
the main pillar of EADS’ defence and security activities. By
combining its Defence and Communications Systems, DefenceElectronics, Military Air Systems and missile systems(consisting of EADS’ 37.5% stake in MBDA) business units
within one division, EADS has streamlined its defence andsecurity business to better meet the needs of customers that
require integrated defence and security solutions. In 2008, theDS division recorded revenues of € 5.7 billion, representing
13.1% of EADS’ total revenues. See “— 1.1.5 Defence & Security”.

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Investments
Among its significant investments, EADS holds a 46.3% stake in
Dassault Aviation, a major participant in the world market for
military jet aircraft and business jets. See “— 1.1.7 Investments”.

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SUMMARY FINANCIAL AND OPERATING DATA
The following tables provide summary financial and operating
data for EADS for the past three years.

CONSOLIDATED REVENUES BY DIVISION FOR THE YEARS ENDED 31 DECEMBER 2008, 2007 AND 2006
Year ended 31 December 2008

Year ended 31 December 2007

Year ended 31 December 2006

Amount in € bn

In percentage*

Amount in € bn

In percentage*

Amount in € bn

In percentage*

Airbus

27.4

61.5%

25.2

63.9%

25.2

62.5%

Military Transport Aircraft

2.8

6.2%

1.1

2.9%

2.2

5.5%

Eurocopter

4.5

10.0%

4.2

10.5%

3.8

9.4%

Astrium

4.3

9.6%

3.6

9.0%

3.2

8.0%

5.7

12.7%

5.4

13.7%

5.9

14.6%

44.7

100%

39.5

100%

40.3

100%

Defence & Security**
Total divisional Revenues
Other Businesses

1.5

1.4

1.2

Headquarters/Consolidation***

(2.9)

(1.8)

(2.1)

Total

43.3

39.1

39.4

*
**

Before “Other Businesses” and “Headquarters/Consolidation”.
MBDA proportionally consolidated at 37.5% in 2007 and 2008, 50% in 2006. 2006 figures have not been restated. In addition, business activities at EADS North America have been reclassified
from Defence & Security to Other Businesses in 2007 and 2008 and are not material. 2006 figures have not been restated. See “Management’s Discussion and Analysis of Financial Condition
and Results of Operations”.
*** Includes inter-company eliminations and headquarters sales.

CONSOLIDATED REVENUES BY GEOGRAPHICAL AREA FOR THE YEARS ENDED 31 DECEMBER 2008, 2007 AND 2006
Year ended 31 December 2008

Year ended 31 December 2007

Year ended 31 December 2006

Amount in € bn

In percentage*

Amount in € bn

In percentage*

Amount in € bn

In percentage*

Europe

18.9

43.6%

17.4

44.4%

17.1

43.6%

North America

7.8

18.0%

7.9

20.3%

9.4

23.9%

Asia/Pacific

10.8

24.9%

8.8

22.6%

7.9

19.9%

Rest of the World**

5.8

13.5%

5.0

12.7%

5.0

12.6%

43.3

100%

39.1

100%

39.4

100%

Total
* Percentage of total revenues after eliminations.
** Including the Middle East.

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CONSOLIDATED ORDERS BOOKED FOR THE YEARS ENDED 31 DECEMBER 2008, 2007 AND 2006
Year ended 31 December 2008

Year ended 31 December 2007

Year ended 31 December 2006

Amount in € bn

In percentage*

Amount in € bn

In percentage*

Amount in € bn

In percentage*

Orders booked**
Airbus***

82.0

82%

117.3

86%

53.4

77%

Military Transport Aircraft

5.1

5%

0.8

1%

1.6

2%

Eurocopter

4.9

5%

6.6

5%

4.9

7%
6%

Astrium

3.3

3%

4.5

3%

4.4

Defence & Security****

5.3

5%

7.5

5%

5.2

8%

Total divisional orders

100.6

100%

136.7

100%

69.5

100%

Other Businesses

1.9

2.0

1.5

Headquarters/Consolidation

(3.9)

(1.9)

(1.9)

Total

98.6

136.8

69.1

*
Before “Other Businesses” and “Headquarters/Consolidation”.
** Without options.
*** Based on catalogue prices for commercial aircraft activities.
**** MBDA proportionally consolidated at 37.5% in 2007 and 2008, 50% in 2006. 2006 figures have not been restated. In addition, business activities at EADS North America have been reclassified
from Defence & Security to Other Businesses in 2007 and 2008 and are not material. 2006 figures have not been restated. See “Management’s Discussion and Analysis of Financial Condition
and Results of Operations”.

CONSOLIDATED BACKLOG FOR THE YEARS ENDED 31 DECEMBER 2008, 2007 AND 2006*
Year ended 31 December 2008

Year ended 31 December 2007

Year ended 31 December 2006

Amount in € bn

In percentage**Amount in € bn

In percentage**Amount in € bn

In percentage**

Airbus****

344.8

84%

283.8

81%

210.1

77%

Military Transport Aircraft

22.3

6%

19.9

6%

20.3

8%

Eurocopter

13.8

3%

13.5

4%

11.0

4%

Astrium

11.0

3%

12.9

4%

12.3

5%

Defence & Security*****

17.0

4%

17.8

5%

17.6

6%

Total divisional Backlog

408.9

100%

347.9

100%

271.3

100%

Backlog***

3.4

2.7

2.3

Headquarters/Consolidation(12.1)(11.1)(10.8)

Total

400.2

339.5

262.8

Other Businesses******For a discussion on the calculation of backlog, see “Management’s Discussion and Analysis of Financial Condition and Results of Operations — 2 .1.4.1 Order Backlog”.
** Before “Other Businesses” and “Headquarters/Consolidation”.
*** Without options.
**** Based on catalogue prices for commercial aircraft activities.
***** MBDA proportionally consolidated at 37.5% in 2007 and 2008, 50% in 2006. 2006 figures have not been restated. In addition, business activities at EADS North America have been reclassified
from Defence & Security to Other Businesses in 2007 and 2008 and are not material. 2006 figures have not been restated. See “Management’s Discussion and Analysis of Financial Condition and
Results of Operations”.

RELATIONSHIP BETWEEN EADS N.V.
AND THE GROUPEADS N.V. itself does not engage in the core aerospace, defenceor space business of its Group but coordinates related businesses,
sets and controls objectives and approves major decisions for its
Group. As the parent company, EADS N.V. conducts activities
which are essential to the Group activities and which are an

integral part of the overall management of the Group.
In particular, finance activities pursued by EADS N.V. are insupport of the business activities and strategy of the Group.
In connection therewith, EADS N.V. provides or procures theprovision of services to the subsidiaries of the Group. Generalmanagement service agreements have been put in place with thesubsidiaries and services are invoiced on a cost plus basis.

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For management purposes, EADS N.V. acts through its Board of
Directors, Executive Committee, and Chief Executive Officer inaccordance with its corporate rules and procedures detailed in“Corporate Governance”.

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Within the framework defined by EADS, each division,business unit and subsidiary is vested with full entrepreneurial
responsibility.

1.1.2 Airbus
COMMERCIAL AIRCRAFT
Introduction and Overview
Airbus is one of the world’s two leading suppliers of commercial
aircraft of more than 100 seats. Since it was founded in 1970
and up to the end of 2008, Airbus has received orders for
9,215 aircraft from approximately 306 customers around theworld. Its market share of annual deliveries worldwide hasgrown from 15% in 1990 to 54% in 2008. In 2008, Airbus
recorded revenues of € 27.5 billion, representing 63.5% of
EADS’ total revenues.
With 483 aircraft deliveries in 2008 (453 in 2007), Airbus wasfor the sixth consecutive year the largest supplier of commercial
aircraft in the world. Airbus received 900 gross orders in 2008
(compared to 1,458 gross orders in 2007). After accounting forcancellations, net order intake for 2008 was 777 aircraft(compared to 1,341 aircraft in 2007). At 31 December 2008,
Airbus’ backlog of orders was 3,715 aircraft, representing
approximately 86% of total EADS worldwide backlog.
As of 1 January 2009, the former Military Transport Aircraft
division has been integrated into Airbus under the name of“Airbus Military”. This integration aims at reinforcing themanagement of the A400M programme and other Airbus
military derivatives programmes while maximising synergies
with other Airbus functions and entities. For further information
related to Airbus Military, see “Airbus Military” below.

Strategy
Airbus’ primary goal is to deliver strong results in a sustainedmanner, while commanding between 40% and 60% of the worldcommercial aircraft market over the long-term and expanding its
customer services offering. To achieve this goal, Airbus isactively:Power8. As part of Power8, Airbus management is seeking to
implement strong cost reduction and cash generating efforts
with the goal of achieving EBIT* contributions of € 2.1 billion
from 2010 onwards and an additional € 5 billion of cumulative
cash flow from 2007 to 2010. Savings realised pursuant toPower8 provided gross cost savings of € 1.3 billion in 2008
compared to the projected cost baseline. See “Management’s
Discussion and Analysis of Financial Condition and Resultsof Operations”.
In addition, a further cost savings programme referred to as“Power8 Plus” was launched in September 2008, with the goalof achieving EBIT* contributions of € 650 million beginning in
2011-2012. Airbus management intends to achieve the Power8
Plus objectives by extending the Power8 initiatives up to 2012(€ 350 million) and through further globalisation of engineeringand manufacturing work (€ 300 million).
Developing the most comprehensive line of products in
response to customer needs

Airbus continuously seeks to develop and deliver new products
to meet customers’ evolving needs. In this regard, Airbus iscurrently pursuing (i) implementation of the current A380
delivery schedule, (ii) the development of the new A350 XWB
family of highly advanced medium capacity long-range aircraft,(iii) the gradual expansion of relevant freighter applications acrossthe range of Airbus aircraft, by developing the A330-200F and
the A320 passenger-to-freighter, (iv) the continuous improvementof existing models’ competitive edge in their respective markets,(v) the entry into the military business through new aircraft suchas the A400M or the development of military derivatives
products such as the Multi Role Tanker Aircraft based on theA330 airframe, and (vi) research on the development of new
aircraft in the short and medium range sector.
Focusing on key geographic markets

Building a leaner, more fully integrated company

In order to address the challenges posed by persistent US dollar
weakness, increased competitive pressures and the financial
burden related to the A380 and A400M delays, and to meet its
future investment needs, Airbus launched a four-year
restructuring programme at the beginning of 2007 referred to as* EBIT: earnings before interest and taxes, pre-goodwill impairment and exceptionals.

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Airbus is seeking to expand its global presence and to increase
its market share in key emerging markets such as China, Russia
and India. As part of this strategy, Airbus is developing a
number of international industrial partnerships and is building
strategic relationships with strong industry partners.

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Expanding its customer services offering

Airbus seeks to remain at the forefront of its industry by
expanding its customer services offering to meet customers’
evolving needs. As a result, Airbus has designed acomprehensive portfolio of services named Air+ by Airbus.
See “— Products and Services — Customer Service”. It isthrough this interface that Airbus aims to satisfy all of its
customers’ pre-delivery and in-service support requirements
through individually tailored packages.

MarketCyclicality and Market Drivers

The main factors affecting the aircraft market include passenger
demand for air travel, cyclicality, national and international
regulation (and deregulation), the rate of replacement andobsolescence of existing fleets and the availability of aircraft
financing sources. The performance, competitive posture andstrategy of aircraft manufacturers, airlines, cargo operators andleasing companies as well as wars, political unrest andextraordinary events may also precipitate changes in demand andlead to short-term market imbalances.
In recent years, China and India have emerged as significant new
aircraft markets. According to internal estimates, they are
expected to constitute the second and fifth most important
markets for aircraft deliveries, respectively, in the next twenty
years. As a result, Airbus has sought to strengthen its
commercial and industrial ties in these countries.
The no-frills/low-cost carriers also continue to emerge as asignificant sector, and are expected to continue growing aroundthe world, particularly in Asia. Airbus single aisle aircraftcontinue to be a popular choice for these carriers. As some ofthese carriers begin testing the market with new long-hauloperations, demand for Airbus’ range of twin aisle aircraft may
also increase.
Overall Growth. The long-term market for passenger aircraft
depends primarily on passenger demand for air travel, which isitself primarily driven by economic or gross domestic product(“GDP”) growth, fare levels and demographic growth. Measured
in revenue passenger kilometres, air travel increased every year
from 1967 to 2000, except for 1991 due to the Gulf War,resulting in an average annual growth rate of 7.9% for the period.
Demand for air transportation also proved resilient in the years
following 2001, when successive shocks, including 9/11 and
SARS in Asia, dampened demand. Nevertheless, the market
quickly recovered, with more than 38% traffic growth recorded
over the past seven years (source: International Civil Aviation
Organization (ICAO) world traffic data for 2001, Airbus internal
estimate for world traffic in 2008).
Based on internal estimates, Airbus believes that air travel willgrow at 4.9% per annum during the period 2007-2026. Airbus

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therefore expects passenger traffic, as measured in revenue
passenger kilometres, to more than double in the next twenty
years.
Cyclicality. Despite the expected overall growth in the air travel
market, the market for aircraft has proven to be cyclical, due tothe volatility of airline profitability and cyclicality of the world
economy. Accordingly, following the peak in new orders reachedin 2007, Airbus recorded significantly fewer new orders in 2008
and expects this trend to continue in 2009. Isolated events —such as 9/11 and SARS — may also have an impact on aircraft
demand and exacerbate the current downturn.
When cyclical downturns have occurred in the past, aircraft
manufacturers have typically experienced decreases in aircraft
orders and have made fewer deliveries, with some customers
seeking to postpone or cancel their existing orders. This has
generally been followed by a period of sustained new order anddelivery activity. Accordingly, while total worldwide orders foraircraft of 100 seats or more reached a cyclical low of 524 in
2003, the number of new orders rebounded to an industry
record of 2,881 in 2007. As with any macro-economic
development, however, it is difficult to predict how the current
downturn and the next cycle will develop.
Regulation/Deregulation. National and international regulation(and deregulation) of international air services and majordomestic air travel markets affect demand for passenger aircraft
as well. In 1978, the United States deregulated its domestic airtransportation system, followed by Europe in 1985. The recently
negotiated “Open Skies Agreement” between the United Statesand Europe, which became effective in March 2008, allows any
European or US airline to fly any route between any city inthe EU and any city in the US. Other regions and countries arealso progressively deregulating, particularly in Asia. This trend
is expected to continue, facilitating and in some cases driving
demand. In addition to providing greater market access (which
may have formerly been limited), deregulation may allow for thecreation and growth of new airlines or new airline models, as
has been the case with the no-frills/low-cost airline model,
which has increased in importance throughout major domestic
and intra regional markets since deregulation (e.g., in the US
and Europe).
Airline Network Development: “Hub” and “Point-to-Point”
Networks. Following deregulation, major airlines have sought totailor their route networks and fleets to continuing changes incustomer demand. Accordingly, where origin and destination
demand prove sufficiently strong, airlines often employ direct,
or “point-to-point” route services. However, where demand
between two destinations proves insufficient, airlines havedeveloped highly efficient “hub and spoke” systems, which
provide passengers with access to a far greater number of air
travel destinations through one or more flight connections.

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The chosen system of route networks in turn affects aircraft
demand, as hubs permit fleet standardisation around both
smaller aircraft types for the short, high frequency and lower
density routes that feed the hubs (between hubs and spokes)
and larger aircraft types for the longer and higher density routes
between hubs (hub-to-hub). As deregulation has led airlines todiversify their route network strategies, it has at the same time
therefore encouraged the development of a wider range ofaircraft in order to implement such strategies.
Airbus, like others in the industry, believes that route networks
will continue to grow through expansion of capacity on existing
routes and through the introduction of new routes, which will
largely be typified by having a major hub city at least at one endof the route. These new route markets are expected to be wellserved by Airbus’ latest product offering, the A350 XWB,
which has been designed with them in mind. The A380, now
in revenue service, is designed primarily to meet the significant
demand between the major hub cities, very often also the major
centres of population such as London, Paris, New York and
Beijing for example. Airbus has identified 32 such cities in its
market analysis. Airbus believes that it is well positioned to meetcurrent and future market requirements given its complete familyof products, from the 107-seat A318 to the 525-seat A380.
Alliances. The development of world airline alliances has
reinforced the pattern of airline network development describedabove. According to data from Ascend, a UK-based aviationindustry consultancy, more than one third of the world’s jetliner
fleet of over 100 seats was operated by just 20 airlines as ofFebruary 2009. In the 1990s, the major airlines began to enter
into alliances that gave each alliance member access to the otheralliance members’ hubs and routings, allowing airlines toconcentrate their hub investments while extending their productoffering and market access. Airlines have also begun to explore
different merger possibilities in recent years. Examples include
the merger of Air France and KLM, US Airways and America
West and Delta and Northwest, with talks between otherairlines currently ongoing.
Governmental Funding. A 1992 bilateral agreement between the
EU and the US provided for ceilings on reimbursable launch
investments (typically used by European governments) of 33%
of the total development costs of new large civil aircraft
programmes. It also set a ceiling at 3% of industry revenues forindirect support in relation to the development or productionof large civil aircraft (typically the Department of Defense andNational Aeronautics and Space Administration (“NASA”)
mechanisms used in the US). This bilateral agreement provided alevel playing field for government support, reflecting the needsof both Europe and the US.
However, the unilateral withdrawal from the 1992 agreementby the US government in late 2004 eventually led to formal
claims and counterclaims being made by the US and the EU,

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respectively, with the WTO. The EU and the US haveconducted negotiations to seek a formal settlement of the issues
pending before the WTO. Absent agreement between theparties, the WTO tribunal hearing the dispute will issue reports
evaluating the legality of any governmental funding provided to
Boeing and Airbus. These reports and any associatedrecommendations will be addressed to the WTO members(i.e. national governments), and not to Boeing, Airbus or EADS
directly.
Market Structure and Competition

Market Segments. According to a study conducted by Airbus, a
total of 13,715 aircraft with more than 100 seats were in service
with airlines worldwide at the end of 2008 (as compared to
13,284 aircraft at the end of 2007). Currently, Airbus competes
in each of the three principal market segments for aircraft withmore than 100 seats. “Single aisle” aircraft, such as the A320
family, have 100-210 seats, typically configured with two tripleseats per row divided by one aisle, and are used principally forshort-range and medium-range routes. “Twin aisle” or “widebody” aircraft, such as the A330/A340/A350 XWB families,
have a wider fuselage with more than 210 seats, typicallyconfigured with eight seats per row and with two aisles. The
A330/A340/A350 XWB families are capable of serving all short
to long-range markets, with the A340-500/600 designed for
ultra-long-range operations in particular. “Very large aircraft”,
such as the A380 family, are designed to carry more than
400 passengers, non-stop, over very long-range routes withsuperior comfort standards and with significant cost-per-seatbenefits to airlines. Freight aircraft, which form a fourth, related
segment, are often converted ex-passenger aircraft. See “— 1.1.6
Other Businesses — Aerostructures, Aircraft Conversion andFloor Panels”.
Airbus also competes in the corporate, VIP business jet market
with the ACJ, an A319-based Corporate Jetliner, and the A318
Elite. It has also recently sold the A320, A340 and A380 toserve the business jet market in private, corporate shuttle and ingovernment/VIP roles.
Geographic differences. The high proportion of single aisle
aircraft in use in both North America and Europe reflects the
predominance of domestic short-range and medium-range
flights, particularly in North America due to the developmentof hubs following deregulation. In comparison with North
America and Europe, the Asia-Pacific region uses a greater
proportion of twin aisle aircraft, as populations tend to be moreconcentrated in fewer large urban centres. The tendency towards
use of twin aisle aircraft is also reinforced by the fact that manyof the region’s major airports limit the number of flights, due
either to environmental concerns or to infrastructure constraints
that limit the ability to increase flight frequency. These
constraints necessitate higher average aircraft seating capacity per
flight. However, Airbus believes that demand for single aisle
aircraft in Asia will grow over the next 20 years, particularly as

INFORMATION ON EADS’ ACTIVITIES> 1.1 | Presentation of the EADS Group1domestic markets in China and India continue to develop. Thisis expected to occur at the same time that Asian demand forlarger/long-range aircraft continues to increase.
Competition. Airbus has been operating in a duopoly since
Lockheed’s withdrawal from the market in 1986 and Boeing’s
acquisition of McDonnell Douglas in 1997. As a result, themarket for passenger aircraft of more than 100 seats is now
effectively divided between Airbus and Boeing. According
to the manufacturers’ published figures, in 2008 Airbus andBoeing, respectively, accounted for 56% and 44% of total
deliveries, 57% and 43% of total gross orders, and 50% and
50% of the total year-end backlog.

Customers

As of 31 December 2008, Airbus had 306 customers, 5,500
Airbus aircraft had been delivered to operators worldwide since
the creation of Airbus, and 3,715 aircraft were on order. The
table below shows Airbus’ largest commitments in terms of total
gross firm orders by customer for the year 2008.
Firm Orders*

CASGC

110

DAE Capital

100

AWAS

75

Etihad

51

TAM

46

Gulf Air35

Air One34

Vietnam Airlines

30

CIT

30

Asiana

30

*

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Airbus family with minimal additional training. Cross-crewqualification (CCQ) across families of aircraft provides airlines
with significant operational flexibility. In addition, theemphasis on fleet commonality permits aircraft operators
to realise significant cost savings in crew training, spare parts,
maintenance and aircraft scheduling.
The extent of cockpit commonality within and across familiesof aircraft is a unique feature of Airbus that, in management’s
opinion, constitutes a sustainable competitive advantage.

The high technology and high value nature of the businessmakes aircraft manufacturing an attractive industry in which toparticipate, with China recently expressing its interest in thelong-term manufacturing of large commercial aircraft. However,significant barriers to entry into the market for passenger aircraftof more than 100 seats make it unlikely that a newcomer will beable to compete effectively with either of the established aircraft
manufacturers for a considerable number of years.

Customer

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Options are not included in orders booked or year-end backlog.

Products and Services
The Family Concept — Commonality across the Fleet

Airbus’ aircraft families promote fleet commonality. Thisphilosophy takes a central aircraft and tailors it to create
derivatives to meet the needs of specific market segments. Thisapproach means that all new-generation Airbus aircraft share thesame cockpit design, fly-by-wire controls and handlingcharacteristics. Pilots can transfer among any aircraft within the

In addition, technological innovation has been at the core of
Airbus’ strategy since its creation. Each product in the Airbus
family is intended to set new standards in areas crucial
to airlines’ success, such as cabin comfort, cargo capacity
performance, economic performance, environmental impact andoperational commonality. Airbus innovations often provide
distinct competitive advantages, with many becoming standard
in the aircraft industry. Key examples include fly-by-wire
controls, aircraft commonality and the introduction of
widebody twin-engine aircraft.
In 2008, Airbus pursued its innovation drive and successfully
tested a fuel cells system in flight, for example. For the firsttime on a civil aircraft this innovative energy source powered
the aircraft’s back-up hydraulic and electric power systems. The
test is part of Airbus’ overall plans for an eco-efficient aviationindustry and supports on-going research to evaluate thepotential use and environmental benefits of fuel cell technology
and zero emissions power generation in civil aviation.
A320 Family

Airbus’ family of single aisle aircraft, based on the A320 (which
entered service in 1988 following a development programme
launched in 1984), includes the A318, A319 and A321
derivatives, as well as the A319-based Airbus Corporate Jetlinerand A318 Elite business jet, which Airbus launched in 1997
and 2005, respectively. Each aircraft in the A320 family shares
the same systems, cockpit, operating procedures and crosssection. The A320 family covers the market from 100 to 220
seats, flying routes up to 3,000nm/5,700km.
At 3.96 metres diameter, the A320 family has the widest
fuselage cross-section of any competing single aisle aircraft. This
provides a roomy passenger cabin, a high comfort level and amore spacious underfloor cargo volume than its competitors.
The A320 family incorporates digital fly-by-wire controls, anergonomic cockpit and a lightweight carbon fibre composite
horizontal stabiliser. The use of composite material has also
been extended to the vertical stabiliser. The A320 family’scompetitor is the Boeing 737 series.
With more than 6,300 aircraft sold and 3,683 currently inservice, the A320 family has proven extremely popular withEA DS REGIS T RAT ION DOCU ME NT 2 0 0 8

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customers, offering high standards of cabin comfort, technology
and economic performance. Its success with low-cost airlines inparticular demonstrates the economic appeal of the A320 family.

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In 2008, Airbus received 472 firm orders for the A320 familyof aircraft, and delivered 386 to customers.

A320 FAMILY TECHNICAL FEATURES
Model

Entry into service

Passenger capacity*

Maximum range (km)Length (metres)

Wingspan (metres)

A318

2003

107

6,000

31.4

34.1

A319

1996

124

6,800

33.8

34.1

A320

1988

150

5,700

37.6

34.1

A321

1994

185

5,600

44.5

34.1

*

Two-class layout.

A330/A340 FamilyWith approximately 1,400 aircraft sold and 940 currently inservice, the A330/A340 family is Airbus’ solution for regional,
long-range and ultra long-range travel, designed to carry
between 250 to 350 passengers. The A330/A340 family concept
is unique: one airframe is powered by either two or four
engines. The twin-engine A330 offers attractive economic
performance for regional up to long-range routes, while the fourengine A340 can perform on the most demanding long-range
and ultra long-range routes, including non-stop flights such as
Los Angeles — Singapore.
The A330/A340 family is composed of six passenger versions.
Each shares the same 222-inch fuselage cross-section, cockpit
and other advanced features, delivering the commonality thatencourages airlines to adopt the most efficient mix of aircraft for

their networks. The A330/A340 family offers high levels of
passenger comfort as well as large under-floor cargo areas. The
competitors of the A330/A340 family are the Boeing 767, 777
and 787 aircraft series.
Development also continues on the A330-200F, Airbus’ new
freighter offering for mid-size markets. With a maximum
payload capability of up to 69 tonnes, the A330-200F will offer
airlines the opportunity to increase services in low frequency
long-haul markets currently served with much larger aircraft,develop new routes and respond to market growth. First flightof the initial aircraft is planned for 2009.
In 2008, Airbus received 138 firm orders for the A330/A340
family of aircraft, and delivered 85 to customers.

A330/A340 FAMILY TECHNICAL FEATURES
Model*

Entry into service

Passenger capacity*

Maximum range (km)Length (metres)

Wingspan (metres)

A330-200

1998

253

12,50059.0

60.3

A330-300

1994

295

10,50063.7

60.3

A340-300

1992

295

13,70063.7

60.3

A340-500

2002

313

16,70067.8

63.6

A340-600

2002

380

14,600

75.3

63.6

*

Three-class layout.

A380

The A380 is the most spacious aircraft ever conceived, andrepresents Airbus’ offering in the very large aircraft market.
Its cross-section provides flexible and innovative cabin space,allowing passengers to benefit from wider seats, wider aisles
and more floor space, tailored to the needs of each airline.
Seating 525 passengers in three classes and with a range
of 8,000nm/19,400km, the A380 offers superior economic
performance, lower fuel consumption, less noise and reduced
emissions. The A380’s main competitor is the 400-seat
Boeing 747-8.

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In 2008, Airbus announced changes to the A380 delivery
schedule as it transitioned from low rate “individual” aircraft
production, so-called Wave 1, to the full serial design andmanufacturing process, called Wave 2. Time and resources
needed for Wave 1 production aircraft have been higher than
expected, which created some delay in the changeover to Wave 2
with its new design and manufacturing process. In addition, theramp-up in production on Wave 2 has presented its own set ofchallenges.

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Accordingly, Airbus delivered 12 aircraft in 2008 (instead of the
13 previously announced). In 2009, Airbus currently targets
delivery of 18 aircraft (instead of the 21 announced in
May 2008). Airbus continues to face significant challenges as it
seeks to ramp-up A380 production, and is currently focused on

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6meeting its delivery commitments for 2009. See also
“Management’s Discussion and Analysis of Financial Condition
and Results of Operations”.
In 2008, Airbus received 9 firm orders for the A380, for a totalof 198 firm orders from 16 customers at the end of the year.

A380 TECHNICAL FEATURES
Model*

Entry into service

Typical capacity*

Maximum range (km)Length (metres)

Wingspan (metres)

2007

525

15,00073.0

79.8

A380-800*

Three-class layout.

New Product Development
A350 XWB Family

At the end of 2006, Airbus launched the A350 XWB Family, a
new extra-wide body medium capacity long-range family, which
will accommodate between 270 to 350 passengers and is
expected to enter service in 2013. The A350 XWB features
A380 technology, a wider fuselage than that of competing new
generation aircraft and a greater use of composite material. The
A350 XWB’s main competitor is the Boeing 787 aircraft series.

At the end of 2008, the A350 XWB passed the detailed
definition freeze milestone, which assessed the maturity of the
programme. Airbus will now continue with further specificdesign work, in parallel with the development of associatedtooling and building investments.
In 2008, Airbus received 163 firm orders from 16 customers for
the A350 XWB Family of aircraft, for a total of 478 firm orders
from 29 customers at the end of the year.

A350 XWB FAMILY TECHNICAL FEATURES
Model*

Entry into service

Passenger capacity*

Maximum range (km)Length (metres)

Wingspan (metres)

A350-800

2014

270

15,40061.0

64.0

A350-900

2013

314

15,00067.3

64.0

A350-1000

2015

350

14,800

74.3

64.0

*

Three-class layout.

For information related to the A400M programme, see “Airbus
Military” below.

Management division also provides a full range of support
services, including assistance with entry into service, interior
reconfiguration and maintenance checks.

Asset Management

Sales Finance

The Airbus Asset Management division was established in 1994
to manage and re-market used aircraft acquired by Airbus,
originally as a result of customer bankruptcies, and subsequently
in the context of certain buy-back commitments. The Division
operates with a dedicated staff and manages a fleet comprised ofAirbus aircraft across the range of models. Through its activities,
the Asset Management division helps Airbus respond more
efficiently to the medium and long-term fleet requirements of
its customers.

Airbus favours cash sales, and does not envisage customer
financing as an area of business development. However, Airbus
recognises the commercial need for manufacturers to assist
customers in arranging financing of new aircraft purchases, andin certain cases to participate in such financing itself.

A400M

Its key roles comprise the commercial and risk management of
the Airbus portfolio of used aircraft. Most of the aircraft areavailable to customers for cash sale, while some can only beoffered on operating lease, depending on the financing attachedto such aircraft. At the end of 2008, the Airbus AssetManagement portfolio contained 10 aircraft, a net reduction offour aircraft compared to the end of 2007. The AssetAn extension of credit or assumption of exposure is subject tocorporate oversight and monitoring, and follows strict standardsof discipline and caution. Airbus’ dedicated customer financeteam has accumulated decades of expertise in aircraft finance.
When Airbus finances a customer, the financed aircraft
generally serve as collateral, with the engine manufacturer
participating in the financing. These elements assist in reducing
the risk borne by Airbus. Airbus’ customer financing
transactions are designed to facilitate subsequent sell-down of
the exposure to the financial markets, third party lenders or
lessors.

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Airbus’ financing exposure is counter-cyclical and Airbus wastherefore able to conclude significant sell-down of its exposurein the 2005-2007 period. However, in light of the current
volatility in the financial and credit markets, Airbus expects toincrease the amount of financing it provides to customers in the
future. Management believes, in light of its experience, that thelevel of provisioning protecting Airbus from default costs is
adequate and consistent with standards and practice in theaircraft financing industry. See “Management’s Discussion andAnalysis of Financial Condition and Results of Operations”.
Cape Town Convention. The Cape Town Convention on
International Interests in Mobile Equipment (“CTC”) as applied
to aircraft equipment through a protocol is an international
treaty intended to standardise transactions involving movable
property, particularly aircraft and aircraft engines, and has been
ratified so far by 26 countries including the US, India,
Indonesia, United Arab Emirates (UAE) and Ireland. The CTC
creates international standards for registration of ownership,
security interests, leases and conditional sales contracts, andvarious legal remedies for default in financing agreements,
including repossession and the effect of particular states’
bankruptcy laws. The goal of the CTC is to facilitate asset-based
financing and leasing transactions by creating the concept of an“international interest” and setting out the rules and proceduresthat govern the registration, priority and remedies associatedwith such international interests.

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The development of services is particularly important in the areaof integrated maintenance packages, where Airbus offers a suiteof services, Flight Hours Services (FHS) and Tailored Support
Package (TSP), to assist customers seeking to reduce their spareparts and maintenance investments.
In 2008, Airbus launched several innovations in the area ofcustomer services, such as AirStart, a consulting service
specifically designed for new operators which offers broad
expertise in flight operations, maintenance and engineering,material and logistics and training. Airbus has also established
a comprehensive fuel efficiency service to optimise aircraft
performance and identify fuel-efficient maintenance tasks.
Improvements have also been made in repair engineering
support through development of a new tool (Repair Manager)
to allow better and faster response times to repair needs.
Finally, to accompany Airbus operators in all regions of theworld, Airbus opened a new Material and Logistics Centre
located next to the Dubai International Airport in 2008. The
24-hour a day centre will stock more than 5,000 different parts
with around 43,000 items in at any one time, offering customer
support and aircraft spares distribution to regional andworldwide destinations 24-hours a day.

Production
Industrial Organisation

Customer Service

Airbus Customer Services provides a full range of support
services to airlines so that they can operate their Airbus fleet
safely, efficiently and on schedule. The Airbus Customer
Services directorate heads an engineering and technical support
group, a flight operations support group, a technicaldocumentation organisation, a network of training and spareparts support centres, customer support teams and field services
teams that are based at customer airlines. Airbus thereby aims tosatisfy all of its customers’ pre-delivery and in-service supportand services requirements. Airbus Customer Services currently
supports approximately 5,200 Airbus aircraft, ranging from thesmallest short range A318 to the large double deck A380.
Airbus has packaged its customer service offering into acomprehensive portfolio of support and services named “Air+ by
Airbus”. Thanks to the Air+ by Airbus “à la carte” approach,customers can select the products they need from the wide
offering. Complemented by Airbus partners’ offerings, it covers
all airline technical operations. With Air+ by Airbus, thesupport provided is adapted to different outsourcing policies andbusiness models, helping operators to significantly reduce theiroperating costs, increase their aircraft availability and enhance
the quality of their operations.

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Each task in the building of Airbus aircraft (from design,
definition and production to product or operational support) is
allocated to a designated Centre of Excellence (“CoE”) according
to its specialised expertise. In connection with theimplementation of Power8, as discussed above, Airbus
underwent a major reorganisation and revised its CoEs to ensurethat they were fully transnational. The current CoEs coverFuselage and Cabin, Wing and Pylon, Aft Fuselage andEmpennage and Aerostructures. The development of centres of
excellence constitutes an essential feature of Airbus
manufacturing.
The CoEs are overseen by Airbus’ head of operations and his
team, who are in charge of all industrial processes. This includes
ensuring that the best tools, methods and processes are selected
and implemented across the CoEs in order to increase efficiency
and control costs.
Programmes, which is responsible for the work of the final
assembly lines including cabin definition and installation as well
as overall management processes, works closely with the CoEs,
to secure firm commitments from them on what is delivered to
the final assembly lines.

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The CoEs also maintain close links with core functions such as
procurement, human resources, engineering, quality andcustomer services to develop and manage skills, manage policies
and ensure that Airbus employees share knowledge and ideas
with colleagues in other CoEs.
In 2008, EADS and Airbus completed the aerostructures
reorganisation strategy initiated under Power8. This initiative
combines the divestment of non-core activities and sites in orderto establish a network of strong tier one suppliers, allowing
Airbus to concentrate on its core business as an aircraft architect
and integrator. Accordingly, GKN Aerospace acquired theAirbus wing component and sub-assembly manufacturing
facility in Filton, UK, and Diehl/Thales acquired Airbus’ site in
Laupheim, Germany. Prior to this, the carve-out process for theformer German Airbus sites in Nordenham and Varel and theformer EADS site in Augsburg to create the new Premium
AEROTEC GmbH was also accomplished. A similar process wasundertaken in France, where Meaulte and St. Nazaire Ville are
now the foundation of Aerolia S.A. Both Premium AEROTEC
and Aerolia commenced full operations on 1 January 2009
under EADS ownership, and are well positioned to become
major players on the global aerostructure market. Not only will
all companies be significantly involved in the A350 XWB
programme, they will also commit to the EADS/Airbus
Power8 targets.
Engineering

Engineering innovation at Airbus is driven by Centres ofCompetence (“CoCs”), which develop general aircraft
technologies and provide functional design leadership for
specific aircraft components. The CoCs operate transnationallywith engineers from each of the CoCs present at all Airbus
sites. Airbus engineers work on specific and non-specific aircraft
designs to create solutions that meet airline customer needs.
An important part of the Airbus engineering organisation is theArchitect and Integration centre, which ensures, together with ateam of senior aircraft architects and the programme chiefengineers, that a consistent and multi-disciplinary approach isapplied during aircraft development.
The Airbus Engineering testing centre gathers all major systems
and integration laboratories as well as the flight test centre inorder to have a common approach towards testing of the criticalaircraft systems.
Over the course of the last seven years, Airbus has opened
engineering centres in Wichita (Kansas, US), in Mobile(Alabama, US), in Moscow (Russia), in Bangalore (India) and in
Beijing (China), through which it has gained access to a largepool of experienced aerospace engineers.

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In 2008, Airbus Engineering took significant steps towards
maturing the A350 design in terms of structural architecture
and large-scale structural demonstrators, tuning of aerodynamic
performance, systems architecture design, major system supplierselection and propulsion integration studies. Airbus Engineering
also signed on to the European CleanSky Research & Technology
programme, in which Airbus is involved with all major
European aeronautics companies.
Manufacturing Facilities and Production Flow

The CoEs are responsible for the design and manufacturing offully equipped and tested deliverables, ranging from specificparts to major aircraft components. Aircraft components aretransferred between the network of sites and the final assemblylines using Airbus’ five custom built A300-600 “Beluga” Super
Transporters. To support the A380 production flow, Airbus has
integrated road, river and sea transport. Typical lead times
between customer definition freeze and industrial delivery forsingle aisle aircraft are 7–8 months, and 9–12 months forlong-range twin aisle aircraft.
Targeted Deliveries in 2009

Airbus delivered 483 aircraft in 2008 (compared to 453 in 2007)
and is targeting delivery of approximately the same number ofaircraft in 2009. Any major production, market disruption or
economic downturn could lead to revision of these figures. See
also “— 1.2 Recent Developments”.

AIRBUS MILITARY
Introduction and Overview
As discussed above, the former Military Transport Aircraft
division has been integrated into Airbus under the name of“Airbus Military”.
Airbus Military produces and sells special mission aircraft,which are derived from existing aircraft platforms and are
dedicated to specialised military and security tasks such as
in-flight refuelling capabilities, maritime surveillance andantisubmarine warfare. Airbus Military also manufactures andsells medium and light military transport aircraft and is
responsible for the European heavy military transport A400M
project.
In 2008, the former MTA division recorded revenues of€ 2.8 billion, representing 6.4% of EADS’ total revenues.

Strategy
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technology know-how, while at the same time enhancing
profitability. Accordingly, Airbus Military is actively:
Consolidating its position as a major supplier of special
mission aircraft

As a supplier of special mission aircraft, Airbus Militarysatisfies customers’ mission-specific requirements by relying on
its own specialised technologies as well as those of EADS’ wide
range of platforms. Airbus Military will seek further
consolidation of its position in this market in the future, inparticular through its offering of the A330 Multi-Role Tanker
Transport (MRTT) aircraft.
Maintaining its leadership for military transport aircraft

Airbus Military is a global leader in the market segments for
medium and light military transport aircraft. Through theaddition of the A400M heavy transport aircraft, Airbus Military
expects to offer a full range of tactical military transport aircraft.

MarketSpecial Mission AircraftSpecial mission aircraft are derived from existing aircraft
platforms and adapted to particular missions, in general for
military and security customers. Adaptations to the platform
require thorough knowledge of the basic airframe, which
generally only the aircraft manufacturer possesses. The skills
necessary for the overall systems integration into the aircraft areextensive and the number of participants in the world market isvery limited.
Moreover, modern defence and warfare require independent
access to complex forms of information in various operational
theatres, and customers are therefore increasingly demanding
comprehensive systems tailored to their specific operational
requirements. This development and European defence andsecurity needs are expected to boost demand for special mission
aircraft in the near term. Airbus Military believes that it is well
positioned in this market based on the range of customised
solutions that it offers.
Military Transport Aircraft

Governments and national organisations constitute the main
customers in the market for military transport aircraft. This
market consists of three segments: (i) light transport aircraft,with a payload of one to three tonnes, (ii) medium transport
aircraft, with a payload of four to fourteen tonnes, and(iii) heavy transport aircraft, with a payload of fifteen tonnes ormore. According to an analysis by the Teal Group — anindependent aerospace and defence industry consulting firm
— the global market for military transport aircraft during thenext ten years is expected to amount to approximately
US$ 52 billion.

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Heavy Military Transport. This market segment has been driven
historically by US policy and budget decisions, and therefore has
been dominated by US manufacturers, in particular Lockheed
Martin’s C-130 Hercules. The A400M represents Airbus
Military’s entry into this market, at a time when the US andEurope are expected to begin upgrading and replacing their
existing fleets. In the upper part of the segment, the A400M
could compete against the C-17 from Boeing.
Medium Military Transport. Management believes that thismarket will continue to grow at a moderate rate. EADS aircraft
are leaders in this segment, specifically the CN-235 andC-295 aircraft, which have a combined average market share of
64% over the last ten years. Their competitors are the C-27J
Spartan, manufactured by the joint venture LMATTS (Lockheed
Martin Alenia Tactical Transport System), and the An-32,
manufactured by Antonov. Recently, the C-27J has beenpromoted by Global Military Aircraft Systems (GMAS), a groupof companies consisting of Alenia, L-3 and Boeing.
Light Military Transport. This is a mature market that isdiminishing in size as countries develop economically and areable to afford medium military transport aircraft. The C-212 hashistorically led this market segment, with an average market
share of 26% over the last ten years. The C-212’s maincompetitors are the M-28, manufactured by Polskie Zaklady
Lotnice, Mielec and the Do-228 manufactured by HAL(Hindustan Aeronautics Limited).

Products and Services
Special Mission Aircraft

Strategic Tanker Aircraft — A330 MRTT. The A330 MRTT,a derivative of the successful Airbus A330/A340 family, is theworld’s leading air-to-air refuelling aircraft. Its huge basic fuelcapacity means that no auxiliary tanks are needed to give
air-to-air refuelling performance that far exceeds its nearest
competitors. Fuel is passed through an innovative fly-by-wirerefuelling boom that delivers a larger refuelling envelope andbetter control than other systems. As the A330 MRTT does notneed auxiliary fuel tanks, the entire cargo bay is available for
freight, with the possibility of incorporating LD3 or LD6
containers, military pallets and/or any other type of load device
in use today.
The A330 MRTT is being considered for multi-role tanker
transport mission requirements throughout the world. To date,
Airbus Military has won contracts for the A330 MRTT withthe governments of Australia, Saudi Arabia and the UAE, whichhave ordered five, three and three aircraft, respectively. In
addition, in early 2008, AirTanker (the EADS-led consortium)
signed a 27-year contract with the UK Ministry of Defence inconnection with the latter’s Future Strategic Tanker Aircraft(“FSTA”) programme. The FSTA programme includes theprovision of a fleet of 14 new tanker aircraft, based on the latest

INFORMATION ON EADS’ ACTIVITIES> 1.1 | Presentation of the EADS Group1generation Airbus A330-200 to enter service from 2011,
replacing the previous fleet of VC-10 and Tristar refuelling
aircraft. The contract also includes provision for all necessary
infrastructure, training, maintenance, flight management, fleet
management and ground services to enable the Royal Air Forceto fly air-to-air refuelling and transport missions worldwide.
In the US, the Air Force had also been conducting a programme
to replace its ageing fleet of air-to-air refuelling aircraft,
pursuant to which EADS had teamed up with Northrop
Grumman (as prime contractor) in preparing a proposal to satisfy
the US Air Force’s requirements. In early 2008, the US Air
Force announced that it had awarded the initial contract toNorthrop Grumman, which was later challenged by Boeing
before the Government Accountability Office (GAO). Following
the upholding of this challenge by the GAO, the US
Department of Defense has announced the termination of thecurrent tanker competition for the time being.
Finally, Airbus Military is leading a technological programme
aimed at developing a new “air-to-air refuelling boom system”(“ARBS”). The new ARBS is designed to provide a refuelling
performance that is substantially faster than that of thecompetition — a considerable advantage given the vulnerabilityof the aircraft during the refuelling procedure. During 2008,
Airbus Military conducted multiple wet and dry contacts and aflight test, while finalising development of a prototype. The
industrial planning for serial production of the new ARBS has
been fixed for 2009.
Maritime Patrol Aircraft. Airbus Military provides different
solutions ranging from maritime surveillance to anti-submarine
warfare missions through aircraft based on the C-212, CN-235,
C-295 or P-3 Orion platforms. The accomplishment of thesemissions is achieved by means of a Fully Integrated Tactical
System (FITS), a new generation, open architecture, proven,reliable and cost efficient solution. In 2008, the US Coast Guard
ordered three additional CN-235 aircraft as part of the“Deepwater” programme, bringing its total to 11 firm orders
from a plan to purchase a total of 36 aircraft. The Mexican Navyordered two CN-235 aircraft in 2008 for maritime patrol
missions. In terms of deliveries, Airbus Military delivered fiveCN-235 aircraft (military patrol version) in 2008, to the Guardia
Civil and US Coast Guard.
The modernisation of two CN-235 aircraft on behalf of the
Irish Air Corps and the conversion of six CN-235 militarytransport aircraft into maritime patrol aircraft on behalf of the
Spanish MoD are also progressing on schedule. In both cases,
the first deliveries took place at the end of 2007 and thefollowing ones in 2008.

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Military Transport Aircraft

Airbus A400M. The A400M is designed to meet the future
large aircraft requirements of seven European nations seeking to
replace their ageing C-130 Hercules and C-160 Transall fleets. In
addition to fast and flexible intercontinental force projection,
the new aircraft is intended to respond to changing geopoliticalrequirements (including increased humanitarian andpeacekeeping missions).
In May 2003, OCCAR signed a contract with Airbus Military
to order 180 A400M aircraft on behalf of seven nations:
Germany committed to 60 aircraft, France to 50, Spain to 27, theUK to 25, Turkey to 10 and Belgium to 8 (including one on
behalf of Luxembourg). In addition to the initial 180 aircraft,export orders (8 for South Africa and 4 for Malaysia) bring thetotal order book for the A400M aircraft to 192 at the end of2008.
On 25 September 2008, EADS announced an undefined delayof the first flight of the A400M, mainly due to theunavailability of the propulsion system. This undefined delay
was primarily due to an official notice from the engine
manufacturers’ consortium as to their inability to specify a newdelivery date for the A400M engines. Moreover, other major
suppliers of mission critical systems and of system integration
indicated that they were severely struggling with thechallenging technical requirements of this aircraft.
On 9 January 2009, Airbus Military and EADS announced thatthey had proposed a new programme approach for the A400M
to the European launch nations, through OCCAR, with the aim
to find an appropriate way forward for this programme. Airbus
Military and EADS wanted to initiate discussions around theprogramme schedule along with changes to other areas of thecontract including in particular certain technical characteristicsof this military aircraft. In line with complex militarydevelopment programmes, Airbus Military suggested to resumeseries production only once adequate maturity is reached basedon flight test results. With such new approach, the firstdelivery of the A400M would then occur three years after its
first flight. Airbus Military and EADS will only be able toupdate all of the financial consequences of a revised industrial
plan, once the availability of the engines and mission criticalsystems is firmly determined and once OCCAR´s position on
the proposal is known. See “Risk Factors” and “Management’s
Discussion and Analysis of Financial Condition and Results ofOperations” for further detail.
CN-235 — Medium Military Transport. The first version in the
CN-235 family, the S-10, entered into service in 1987. The latest
one, the Series 300, is a new-generation, twin turboprop,pressurised aircraft. The CN-235-300 is capable of transportinga payload of up to 6,000 kg, accommodating (i) 36 paratroopers,

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INFORMATION ON EADS’ ACTIVITIES> 1.1 | Presentation of the EADS Group1(ii) 18 stretchers plus three medical attendants, (iii) four of themost widely used types of freight pallets, or (iv) oversized loads
such as aircraft engines or helicopter blades. Paratrooper
operations can be performed through the two lateral doors in
the rear part of the aircraft or over the rear ramp. Variants of theCN-235-300 are used for other missions such as maritime patrolor pollution control, among others.
C-295 — Medium Military Transport. Certified in 1999, theC-295 has a basic configuration similar to the CN-235, with astretched cabin to airlift a 50% heavier payload at greater speed
over longer distances. The C-295 is equipped with integrated
avionics incorporating digital cockpit displays and a flight
management system, enabling tactical navigation, planning andthe integration of signals from several sensors.
Both the CN-235 and the C-295 have been designed ascomplements or replacements for the ageing C-130 Hercules,
accomplishing most of their missions at a much lower
operating cost.
In 2008, Airbus Military signed a contract with Botswana forthe supply of one CN-235 aircraft and with the US Company

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L3 for two, one of which as already been delivered. During
2008, Airbus Military delivered two CN-235s to L3, a US
company, as well as four C-295 aircraft to Brazil as part of acontract for twelve C-295 aircraft signed in 2005. In addition,
two C-295 aircraft were delivered to Poland.
C-212 — Light Military Transport. The C-212 was designed as asimple and reliable unpressurised aircraft able to operate frommakeshift airstrips in order to perform both civilian and militarytasks. The first version, the S-100, entered into service in 1974.
The latest version, the S-400, incorporates several improvements
such as new avionics and engines for enhanced performance in
hot climates and high altitudes, as well as improved short takeoff and landing performance. In addition, the C-212’s rear cargodoor provides multi-mission capability with a configuration thatcan be changed quickly and easily, thereby reducing turnaroundtimes. In 2008, three C-212 aircraft were ordered by Vietnam,
and one C-212 aircraft was delivered to Korea.

Production
The C-212, CN-235 and C-295 are manufactured at a facility
located at the San Pablo airport in Seville. In 2007, the assemblyof the A400M started in a new facility in Seville.

1.1.3 Eurocopter
INTRODUCTION AND OVERVIEW
Eurocopter is a global leader in the civil and military helicopter
market, offering one of the most complete and modern ranges ofhelicopters and related services. In 2008, Eurocopter maintained
its leadership by capturing more than 50% of the civil helicopter
market in terms of deliveries and by achieving strong growth inits military order book.
In 2008, Eurocopter recorded revenues of € 4.5 billion,
representing 10.4% of EADS’ total revenues.

STRATEGY
Eurocopter aims at strengthening its market position by furtherbalancing its portfolio of military and civil business, andincreasing its share of revenue generated by services activities inorder to achieve sustained profitable growth. To this end,
Eurocopter is actively:

Pursuing internal growth and international expansion
Management is focused on strengthening Eurocopter’s positionin the markets where it has traditionally held a strong position,such as the US civil and homeland security market, and further

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developing its presence in potential growth markets such as
China, India, South America and Eastern Europe. Part of its
strategy relies on the offering of leading edge technology
products in all its markets, such as the first successful sale oflarge quantities of helicopter systems to the US Army by anon-US manufacturer. Eurocopter will seek to pursue thisexpansion through both organic and external growth, with afocus on services. Eurocopter will also seek to capitalise on its
experience of cooperation with local industries for programme
development and joint production projects.

Implementing an ambitious product and services policy
In order to maintain market leadership and technologicalsuperiority, Eurocopter must continuously invest in and renew
its comprehensive product line of civil and military helicopters.
Accordingly, management is currently focused on(i) strengthening the market position of key products such as theEcureuil family, the Dauphin, the EC135, the EC145 and theEC225/725, (ii) promoting Eurocopter’s most recent products(Tiger and NH90), and (iii) enhancing its product line
(e.g. co-development of the civil medium lift EC175 with China
and partnership with Korean industry to develop the militaryutility Korean Helicopter Programme (“KHP”)). Through theINFORMATION ON EADS’ ACTIVITIES> 1.1 | Presentation of the EADS Group

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combination of core technological solutions with high-value
customisation capabilities, Eurocopter seeks to offer a cost
efficient solution to multi mission needs, for both civil andmilitary customers throughout all segments of the helicopter
market.

Russian manufacturers have reappeared after a complete
reorganisation on commercial and industrial fronts. Recently
they have been more aggressive particularly in the Asian and
Latin American markets. Military sales accounted for 46% ofEurocopter’s revenues in 2008.

In addition, Eurocopter will seek a significant expansion in its
service offering in order to enhance aircraft availability as well
as mission performance and cost effectiveness for its customers,
while increasing margins on longer-term contracts through theprovision of higher value added services. Eurocopter is also
considering further development on training and software
maintenance activities, which have been identified as key drivers
for the future.

Helicopters sold in the civil sector provide transport forcorporate executives, offshore oil operations, diverse commercial
applications and state agencies, including coast guard, police,
medical and fire-fighting services. Management expects that thevalue of global civil deliveries will stabilise and possibly
decrease if the financial crisis deepens and lasts beyond 2010.
Market data indicates that in 2008, worldwide deliveries of civil
turbine helicopters stood at approximately 945 units.

MARKET

Eurocopter’s main worldwide civil competitors are Bell
Helicopter, Agusta-Westland and Sikorsky. The civil helicopter
market has grown more competitive in recent years, with
Sikorsky and Agusta-Westland having increased their market
share in the heavy and medium helicopter classes.

Market Drivers
In 2008, the value of helicopters delivered worldwide wasestimated at over € 8.8 billion, a figure that management believes
may grow to € 11.5 billion in 2009. According to market
forecasts published by The Teal Group, Honeywell and Rolls
Royce, between 7,500 to 9,000 civil helicopters and 5,000 to
5,500 military helicopters are expected to be built globally
between 2008 and 2016. This forecast, particularly with respect
to the military segment, relies to a large extent on the large US
development programmes.
Demand for military helicopters, which are usually larger andhave more sophisticated systems than civil helicopters, is mainly
driven by budgetary and strategic considerations, and the needto replace ageing fleets. Management believes that the advanced
age of current fleets, the emergence of a new generation ofhelicopters equipped with integrated systems and the ongoing
introduction of combat helicopters into many national armed
forces will contribute to increased military helicopter
procurement over the next years. Recent large-scale military
programmes, such as those conducted by Australia, Brazil,
Spain, UK, Korea and the Nordics Standard Helicopter Project,
have confirmed this trend. Demand from the military segment
has historically been subject to large year-to-year variations, due
to evolving strategic considerations.
The military segment is highly competitive and is characterisedby competitive restrictions on foreign manufacturers’ access tothe domestic defence bidding process, sometimes to the virtual
exclusion of imports. Nevertheless, with the introduction of the
Tiger, NH90 and EC725 and with a more aggressive approach tointernational industrial cooperation, Eurocopter’s share of the
global market for military helicopters has increased, and themarket in 2008 was nearly balanced between competitors.
Eurocopter’s main competitors in this segment are AgustaWestland in Europe, and in the United States Bell Helicopter (adivision of Textron Inc.), Boeing and Sikorsky. In addition, theCustomers and Marketing
Approximately 2,800 operators worldwide currently operate
Eurocopter helicopters in 142 countries, forming a broad base forEurocopter’s customer support activities. Eighty-five percent ofEurocopter’s customers have fleets of between one and four
helicopters. Eurocopter’s principal military clients are European
Ministries of Defence (MoDs), as well as MoDs in Asia and the
US In the civil and parapublic market, Eurocopter has a leading
market share in Europe, the US and Canada.
The versatility and reliability of Eurocopter products have madethem the preferred choice of the most prominent customers.
The world’s largest offshore operators (Bristow, CHC, Era, PHI,etc.) use Eurocopter helicopters for passenger transport andoffshore oil industry support. In the emergency medical services
market segment, Eurocopter helicopters dominate the fleets oflarge operators such as Air Methods in the US and ADAC in
Germany. Agencies with high serviceability requirements,
including police and armed forces, also rely on Eurocopter
products.
Eurocopter’s global marketing strategy is reflected in the scale ofits large international network. Eurocopter’s network currently
encompasses 18 foreign subsidiaries, complemented bya network of authorised distributors and service centres aimed
at a large number of existing and potential clients. Eurocopter
strengthened its subsidiary network in 2008 through thecreation of a wholly owned subsidiary in Indonesia and theacquisition of Mortorflug in Germany. In addition, Eurocopter
has developed expertise in production licensing, joint production
and subcontracting agreements, and has been developing links
with industrial partners and suppliers in more than 35 countries.

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PRODUCTS AND SERVICES
Existing Products
Eurocopter offers a complete range of helicopters that covers
nearly the entire civil and military market spectrum, which it
updates continuously with leading-edge technologies. This

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product range includes light single-engine, light twin-engine,
medium and medium-heavy helicopters, and is based on a seriesof new-generation platforms designed to be adaptable to bothmilitary and civil applications. In addition, products sharemultiple technical features as part of a family concept approach.

The following table sets forth Eurocopter’s existing product line, consisting of optimised products for different mission types:
Helicopter TypePrimary Missions

Light Single Engine
EC120 “Colibri”

Corporate/Private, Civil & Military Training

Single Engine (“Ecureuil” Family)
AS350 “Ecureuil”/AS550 “Fennec”

Parapublic*, Civil & Military Utility**, Corporate/Private

EC130

Tourism, Oil & Gas, Corporate/Private

Light Twin Engine
AS355NP/AS555

Parapublic*, Utility, Corporate/Private

EC135/EC635

Emergency Medical, Parapublic*, Oil & Gas, Corporate/Private

EC145/UH145

Civil & Military Utility**, Emergency Medical, Parapublic*, Shuttle

Medium (“Dauphin” Family)
AS365 “Dauphin”/AS565 “Panther”
EC155

Parapublic* (in particular Coast Guard & SAR), Oil & Gas
Corporate/Private, VIP, Oil & Gas, Parapublic*, Shuttle

Medium Heavy
AS332 “Super Puma”/AS532 “Cougar”
EC225/EC725

Military Transport, Oil & Gas, Shuttle
SAR, Combat-SAR, Military Transport, Oil & Gas, VIP* Parapublic includes homeland security, law enforcement, fire fighting, border patrol, coast guard and public agency emergency medical services.
** Civil Utility includes different kinds of commercial activities such as aerial works, ENG (Electrical New Gathering), passenger and cargo transport.

Civil range. Eurocopter has consistently made strong efforts to
update and renew its civil product line in order to enhance andmaintain its competitive edge in the civil segment. Over theyears Eurocopter has successfully introduced internationally new
products such as the light single-engine EC120 and the lighttwin-engine EC135, and major product upgrades such as theEC155 latest evolution of the medium-class Dauphin, as well as
the EC145. The latest addition to the heavy-class family is theEC225. It is designed for passenger transport, in particular Oil& Gas and VIP, but also for public service missions, such as
search and rescue (SAR).
In 2008, Eurocopter received 703 firm orders for its civil rangeof helicopters, and delivered 559 to customers.
Light Utility Helicopter (LUH) programme. The US Army has
selected the UH-72A Lakota (a military derivative of thecommercial EC145) as its next-generation LUH, with arequirement for up to 345 aircraft over a 10-year span with a
total life-cycle value of more than $ 2 billion. The US Armyordered 42 aircraft in 2006, followed by additional orders for
43 aircraft in 2007 and 39 aircraft in 2008. There were 38 LUH
deliveries in 2008, for a total of 51 deliveries as of the end of
2008. All deliveries were made from American Eurocopter’s new
facility in Columbus, Mississippi.

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Products in Development
Current product development programmes in the military andcivil segment include (i) the NH90, a military transport
helicopter with more than 20 versions for tactical, naval andcombat-search and rescue applications, (ii) the HAD version of
the Tiger helicopter, (iii) the KHP for civil and military
applications, and (iv) the EC175, as described below.
NH90. Designed for modern multi-mission capabilities and costeffectiveness throughout its lifecycle, the NH90 has beendeveloped as a multi-role helicopter for both tactical transport(TTH) and naval (NFH) applications. The programme, mainly
financed by the governments of France, Germany, Italy and theNetherlands, has been jointly developed by Eurocopter, AgustaWestland of Italy and Fokker Services of the Netherlands as
joint partners in Nato Helicopter Industries (“NHI”) in direct
proportion to their countries’ expressed procurement
commitments. Eurocopter’s share of NHI is 62.5%. Productionof the first lot of 243 helicopters and 55 optional helicopters tobe delivered to the four partner countries started in 2000, with
14 deliveries in 2008 (2 to Germany, 4 to Italy, 5 to Finland and
3 to Australia) for a total of 25 deliveries as of the end of 2008.

INFORMATION ON EADS’ ACTIVITIES> 1.1 | Presentation of the EADS Group1

Following the contract signed in December 2007 with the
French Defence Procurement Agency (DGA) for 68 NH90,
Eurocopter received an order in 2008 for a first batch of
12 aircraft. At the end of 2008 the NH90’s backlog stood at
482 firm orders.
The NH90 has rapidly become the reference military tacticalhelicopter for armed forces worldwide, with orders for
23 different versions from 14 countries. The strong commercial
success of the NH90, combined with the complexity of such amodern aircraft and the management of relationships between
industry and customers has generated a significant increase inprogramme management challenges. In order to better manage
these challenges, Eurocopter launched an action plan in 2008 torevisit programme governance (including industry
re-organisation), reframe contract management, and restructureindustry processes (with a focus on simplification, clearer
allocation of responsibility and increased responsiveness).
Tiger. The Tiger combat attack helicopter programme includes
four variants based on the same airframe: the HAP (turreted
gun, rockets and air-to-air missile), 40 of which have beenordered by France; the UHT (antitank missile, air-to-air missile,
axial gun and rockets), 80 of which have been ordered byGermany; the ARH (antitank missile, turreted gun and rockets),
22 of which have been ordered by Australia; and the HAD(antitank missile, air-to-air missile, turreted gun, rockets andupgraded avionics and engines), 24 and 40 of which have beenordered by Spain and France, respectively. In 2008, Eurocopter
received final qualification of the HAP and UHT versions, andmade continued progress on the HAD version.
There were 15 Tiger deliveries in 2008 (4 to France, 2 to Spain,
4 to Germany and 5 to Australia), for a total of 48 deliveries asof the end of 2008.
KHP. The Korean government chose Eurocopter as the prime
partner of Korea Aerospace Industries (“KAI”) in the new KHP
programme for the development of Korea’s first militarytransport helicopter in the 8 metric ton class. The 6-year KHP
development phase will run from 2006 to 2011. In the following
10-year production phase, 245 helicopters are to be
manufactured. As the primary partner of KAI, Eurocopter has
a stake of 30% in the development phase and 20% in the
production phase. Eurocopter and KAI have agreed to establish
a 49% EC/51% KAI subsidiary to market the export version of
the KHP.
EC175. Eurocopter and Chinese AVIC II Corporation launched
the joint development and production (on a 50/50 basis) of theEC175, a civil helicopter in the 6-ton category, which will
broaden both partners’ product ranges. The 5-year development
phase began in 2006. In 2008, the EC175 was unveiled at the
US-based Heli-Expo, which led to the signature of letters ofintent with 13 operators for a total of 111 aircraft. Assembly of

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the first prototype began at the end of 2008 in Marignane
following the delivery of the first airframe structure from the
Chinese partner. The new civil helicopter is due to make its
first flight in 2009, with delivery of the first EC175 helicopter
expected to occur in 2012.

Customer Support
As of 31 December 2008, Eurocopter products constituted theworld’s second largest manufacturer fleet, with more than
10,600 helicopters in service worldwide. As a result, customer
support activities to service this large fleet generated 33% ofEurocopter’s revenues for 2008. Eurocopter’s customer support
activities consist primarily of training, technical support,
maintenance, repairs and spare parts supply. To provide efficientworldwide service, Eurocopter has established an international
network of subsidiaries, authorised distributors and service
centres. Furthermore, in order to meet globalising customer
demand, Eurocopter is extending the range of services it
provides to its customers.
In 2008, Eurocopter launched an EC225 Flight Training Device
project in Aberdeen (UK) to reinforce local support to Oil & Gas
customers, and inaugurated the first EC225 full flight simulator
to reinforce training capacities for customers. In addition, theRFT (Ready For Training) declaration of the first NH90 Full
Mission Flight Simulator was signed in Germany.
Eurocopter seeks to continuously improve the quality of its
service offering, such as spares delivery performance, which in2008 recorded an on-time delivery ratio of approximately 90%.

PRODUCTION
Eurocopter’s industrial activities are conducted in five primarylocations, two in France, two in Germany and one in Spain.
The French sites are Marignane, in southern France, and
La Courneuve, near Paris. The German sites are located in
Donauwörth and Ottobrunn, near Munich. The Spanish site
is located in Albacete.
Inaugurated in 2007, the new Eurocopter España plant in
Albacete is responsible for the production of the rear fuselagesof the EC135 and Tiger as well as the front fuselage of theNH90. The plant houses the final assembly lines for the EC135
intended for the Spanish market, the Spanish HAD version of
the Tiger from 2008 and the NH90 in TTH version for the
Spanish Ministry of Defence.
The Columbus plant of American Eurocopter in Mississippi
continued to undergo major expansion in 2008 to support LUH
production, assembly and delivery. Industrial activity
commenced in 2006 with LUH assembly and delivery and is
now at full-scale production following the production
authorisation granted by the Federal Aviation Administration in2007. Activities at the Columbus plant also include production
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INFORMATION ON EADS’ ACTIVITIES> 1.1 | Presentation of the EADS Group1and assembly of the AS350 and EC120 for US Customs andBorder Patrol as well as the support of the US Coast Guard’s
programme of modernisation of its Dolphin helicopter fleet.
Overall, serial helicopter deliveries increased by approximately
21% in 2008 and are expected to stabilise in 2009. Eurocopter
will continue to pursue international expansion of its global
supply chain with an emphasis on dollar-based and low-costsourcing in particular. For example, in 2008, Eurocopter signed

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partnerships with HAL (India) for the manufacturing ofEcureuil airframes, transferred the NH90 front fuselage
manufacturing to Spain and the EC145 tailboom to AE(Mississippi, US), started the serial production in HAI (Greece)of new composite elements and completed a composite facility
in Australia (Brisbane) within the framework of a joint venturewith Daher (production to start in early 2009). It is also actively
seeking to rationalise its supply network and streamline its
internal industrial organisation.

1.1.4 Astrium
INTRODUCTION AND OVERVIEW
Astrium designs, develops and manufactures satellites, orbital
infrastructures and launcher systems and provides space
services. It is the third largest space systems manufacturing
company in the world after Boeing and Lockheed Martin andthe leading European supplier of satellites, orbital
infrastructures, launchers and associated services. In 2008,
Astrium recorded revenues of € 4.3 billion, representing 9.9% of
EADS’ total revenues.
Astrium has three main business units: Astrium Satellites,
Astrium Space Transportation and Astrium Services. These
include the provision of launch services through Astrium’s
shareholdings in Arianespace (Ariane 5 launcher), Starsem(Soyuz launcher) and Eurockot (Rockot launcher), as well as
services related to telecommunications and Earth observation
satellites through wholly or majority owned subsidiaries such as
Paradigm Secure Communications, Infoterra and Spot Image.

STRATEGY
With an established presence in five European countries withactive space programmes (France, Germany, United Kingdom,
Spain and the Netherlands), Astrium is the only European
company to offer comprehensive expertise in all areas of thespace industry (satellites, launchers, orbital infrastructure andservices). Astrium’s strategy is to build on these key strategic
assets and to strengthen its position in the market. In particular,
with the launchers and satellites markets being flat, Astrium has
successfully built a services activity which is expected to provide
the largest part of its development in the coming years.

Generate profitable growth in a flat market
Institutional and military spending on space activities is flat inEurope due to existing budget constraints. There is also intensecompetition in commercial markets for launchers andtelecommunication satellites, in particular given the historicallows reached by the US dollar against the euro during most of

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2008. Within this difficult market context, Astrium is pursuing
the following strategy:> with respect to the Ariane launcher and M51 missile systems,
Astrium Space Transportation has sought to rationalise andstreamline its activities by assuming the role of prime
contractor (as opposed to a main supplier and industrial
architect only). This has strongly contributed to increasing
the reliability and cost effectiveness of these products. In
addition, Astrium is currently the second largest shareholder
of Arianespace with a 30.5% stake. Astrium SpaceTransportation will seek to build on this leadership to better
serve its customers;> with respect to satellites and services, Astrium has sought inrecent years to move from being solely a systems supplier to aleader of satellite service provision in secure communications
and navigation. The successful deployment of a secure global
military satellite communications system to primarily serve
the UK Ministry of Defence in 2008 and the planned launchof a similar system on behalf of the German Armed Forces(Bundeswehr) in 2009 represent important steps forward. In
the future, Astrium will seek to expand its offering ofinnovative, highly competitive end-to-end tailored solutionsin the field of secure communications. It will also seek toenhance its presence in the satellite navigation field, inparticular following the reorganisation of development ofa European global satellite navigation system, “Galileo”, as
discussed below, and to leverage its leading position in earth
observation services.

Attain European benchmark profitability
Management is committed to the implementation of additional
measures to enhance profitability and innovation (“Innovex” forAstrium Satellites, “Boost+” for Astrium Space Transportation
and “Impact” for Astrium Services). These measures target
continued margin improvement between now and the end of thedecade.

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ASTRIUM SATELLITES
Astrium Satellites is a world leader in the design andmanufacture of satellite systems, payloads, ground infrastructureand space equipment for a wide range of civil and military
applications. Prime contractor for over 80 communications
satellites, Astrium Satellites is a partner of choice for manyof the world’s most prestigious operators. Astrium Satellites’
business covers the four categories of satellite systems
described below:> telecommunications satellites, which have multiple
applications, such as long-distance and mobile telephone
links, television and radio broadcasting, data transmission,
multimedia and Internet trunking. They may be used for civilor military applications;> observation satellites, which allow the collection of
information for various fields, such as cartography, weather
forecasting, climate monitoring, agricultural and forestry
management, mineral, energy and water resource management
and military surveillance applications;> scientific satellites, which are tailor-made products adapted tothe specific requirements of the mission assigned to them.
They have applications such as astronomical observation ofradiation sources within the universe, planetary explorationand Earth sciences; and> navigation satellite systems, which deliver signals that enable
users to determine their geographic position with highaccuracy, and are increasingly significant in many sectors ofcommercial activity, such as airlines, transport operators onland, sea and air, emergency services, agriculture andfisheries, tourism and telecommunications networks.
At the end of 2008, Astrium acquired Surrey Satellite
Technology Limited (SSTL), the innovative University of Surrey
spin-out company, expanding its product range to the small
satellites and subsystems end of the market.

Market
The commercial telecommunications satellite market isextremely competitive, with customer decisions based on price,technical expertise and track record. Astrium Satellites has aworldwide market share of approximately 20% according tointernal estimates, and its main competitors are Boeing,
Lockheed Martin and Loral of the United States and Thales
Alenia Space (TAS) of France and Italy. Management views thetelecommunications satellite market as one of slow but sustained
growth, supported by factors such as (i) increased
telecommunications demand, including Internet, multimedia
and military needs, and (ii) greater demand to replace aging
products. In the face of continued strong competition, Astrium
Satellites will seek to consolidate its position in this market.

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In the market for observation, scientific and navigation satellites,
competition in Europe is organised either on a national or
multinational (European Space Agency (ESA), Eumetsat) level.
In the latter instance, a fair return principle pursuant to which
contracts are awarded to national suppliers in proportion to therespective financial contribution made by their governments isoften employed. There is also sizable export demand for Earthobservation systems, for which EADS is currently the solesignificant European provider. Furthermore, civil state agencies,
including ESA, have displayed increased needs for Earthobservation satellites in the framework of European
environmental programmes. Management expects this market
to remain stable over the medium term.
Finally, in the market for military satellites, demand fortelecommunications and observation satellites has strengthened.
In recent conflicts, the shortcomings of European militarycapabilities in these areas has become apparent, while the needfor preparedness in the face of elusive threats has only grown.
The Skynet 5/Paradigm contract in the United Kingdom, theSatcom BW contract in Germany, the Yahsat contract in the
UAE and other development contracts in France demonstrate thegrowth trend in this market.

Products
Astrium offers turnkey satellite systems to its customers
through an array of wholly owned subsidiaries such as(i) Astrium Spain, which supplies platforms, space-borne
antennas, deployment mechanisms and harness subsystems fortelecommunication satellites, (ii) Tesat (Germany), which is incharge of telecommunication electronic equipment andsubsystems, (iii) EADS Sodern (France), which provides satellites
sensors, and (iv) Dutch Space (Netherlands), which provides
solar arrays and other specialised items.
Telecommunications Satellites. Astrium Satellites produces
telecommunication satellites for fixed and mobile applications
and direct-to-home broadcast services. EADS’ geostationary
telecommunications satellites are based on the EUROSTAR
family platforms (56 ordered to date), the latest version of which
is EUROSTAR 3000.
Astrium Satellites won two commercial satellite orders in 2008
(for an 18% worldwide market share), all based on the
EUROSTAR platform (Express AM 4 for RSCC and Astra 1Nfor SES). Six commercial telecommunication satellites weresuccessfully launched in 2008: Arabsat 4 AR for Arabsat,
Inmarsat IV F3 for Inmarsat (August 2008); Nimiq for Telesat(September 2008); Astra 1M for SES (November 2008); HB9 andW2M for Eutelsat in December 2008).
Observation and Science Satellites. Astrium Satellites is theleading European supplier of Earth observation satellite systems
for both civil and military applications. In this field, Astrium

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Satellites derives significant benefits from the common elementsof its civil and military programmes.
Astrium Satellites designs and manufactures a wide range ofhighly versatile platforms, optical and radar instruments, andground segment equipment for the complete scope of remotesensing applications, operations and services. Astrium Satellites
is the prime contractor for many of ESA’s and French Space
Agency’s (CNES) principal observation programmes. In
particular, it is the prime contractor for (i) the Spot multimission platform series, in use in 15 European Earth observation
satellites and recognised as an industry standard, (ii) Metop, anext-generation polar-orbiting meteorological satellite, with thefirst one out of three having been launched in 2006,(iii) Pleiades, two small and highly agile earth observation
satellites for civil and military applications, expected to belaunched in 2009, (iv) Swarm, a climatology satellite monitoring
the evolution of the earth’s magnetic fields, (v) Cryosat 2, aradar satellite designed to monitor the thickness of polar ice
caps, (vi) Tandem X, an imagery satellite, (vii) Bepi Colombo, an
observation mission to Mercury, and (viii) Seosat and Seosar, aradar earth observation system for the Spanish government.
An observation satellite was sold to Chile in 2008. Theos, anobservation satellite for Thailand, was launched in
October 2008.
Navigation Satellites. Following the decision reached by theEuropean Union at the end of 2007 to move ahead with thedevelopment of a European global satellite navigation system,“Galileo”, ESA has been placed in charge of direct procurementof the various necessary components (space segment, groundsegment, system support, launchers, etc.). With respect to thesatellites needed for the validation phase of the programme,
Astrium successfully launched the Giove B satellite in
April 2008.
Military Satellites. In addition to military Earth observation
activity, Astrium Satellites is active in the market for various
other advanced applications. These systems demonstrate
Astrium’s leading role in complex systems offers, reflecting theefficient use of synergies between Astrium’s space and defence
activities.

ASTRIUM SPACE TRANSPORTATION
Astrium Space Transportation is the European space
infrastructure and space transportation specialist. It designs,
develops and produces Ariane 5 launchers, the Columbus
laboratory and the ATV cargo carrier for the International Space
Station (ISS), ballistic missiles for France’s deterrence forces,
propulsion systems and space equipment.

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Orbital Infrastructure
The orbital infrastructure segment in which Astrium SpaceTransportation operates comprises manned and unmanned
space systems. The ISS, together with related vehicle andequipment development programmes and services, constitutes
the predominant field of activity in this segment. Astrium
Space Transportation is the prime contractor under an ESA
contract relating to two key elements of the ISS: the Columbus
Orbital Facility laboratory (COF) and the ATV cargo carrier.
MarketDemand for orbital infrastructure systems originates solely frompublicly funded space agencies, in particular from ESA, NASA,
Roscosmos (Russia) and NASDA (Japan). Such systems areusually built in cooperation with international partners. In
addition to the COF and ATV projects, ESA is responsible for
additional ISS components for the station’s construction andoperational phases. National space agencies, such as DLR and
CNES, are also involved in the development of experimental
facilities to be used on the ISS.
Products

Astrium Space Transportation is the prime contractor for thedevelopment and integration of the COF. The COF is apressurised module with an independent life-support system.
The COF was lifted to the ISS on the shuttle flight of
7 February 2008. It provides a full-scale research environment
under microgravity conditions (material science, medicine,human physiology, biology, Earth observation, fluid physics andastronomy) and serves as a test-bed for new technologies.
Astrium Space Transportation is also the prime contractor forthe development and construction of the ATV, designed tocarry fuel and supplies to the ISS and to provide reboost
capability and a waste disposal solution. The first ATV, Jules
Vernes, was launched on 9 March 2008, and docked to the ISS.
After six months in orbit, it was de-docked from the ISS andburned when re-entering the atmosphere. Additional ATV
missions are scheduled through 2013.

Launchers & Launch Services
Space systems (including satellites, orbital infrastructureelements and interplanetary probes) depend on rocket propelled
multi-stage launchers, which are consumed during the launch
process, to place them into orbit. Astrium Space Transportationis active in two distinct businesses: (i) designing andmanufacturing launchers for both civil and military purposes,and (ii) providing launch services through its interests in
Arianespace, Starsem and Eurockot.

INFORMATION ON EADS’ ACTIVITIES> 1.1 | Presentation of the EADS Group1Astrium Space Transportation is the sole prime contractor for
the Ariane 5 system, with responsibility for the delivery to
Arianespace of a complete and fully tested vehicle. Astrium
Space Transportation also supplies all Ariane 5 stages, theequipment bay, the flight software, as well as numerous subassemblies. Additionally, Astrium Space Transportation is theprime contractor for ballistic missile systems to the French State.
It is responsible for the development, manufacturing andmaintenance of the M45 and M51 submarine-launched missiles
and related operating systems.
Market

The commercial market for launch services has changed
significantly in recent years. Russian companies and stateagencies have increased their prices dramatically, thereby making
other launchers more competitive in the market. Management
believes that the commercial market for launch services will
likely remain stable at 20/25 payloads per year, relating primarily
to the launch of geostationary telecommunications satellites.
However, due to various factors (e.g., technology advances andconsolidation of customers), this figure remains highly volatile.
This market does not include institutional launch services for
the US, Russian and Chinese military and governmental
agencies.
In the area of national defence, Astrium Space Transportation
has been the exclusive supplier of ballistic missiles to the French
State since the early 1960s. In addition to conducting production
and state-financed development work, Astrium SpaceTransportation performs substantial maintenance work on theballistic missile arsenal to ensure system readiness over the life
span of the equipment, which may stretch over several decades.
Astrium Space Transportation also provides on-site support to
the French military. Finally, Astrium Space Transportation is
working in partnership with others on a NATO contract relating
to theatre missile defence architecture.
Products and Services

Launch Services. Astrium Space Transportation is active in thefield of launch services through its shareholdings in Arianespace(for heavy-lift launchers), Starsem (for medium-lift launchers)
and Eurockot (for small-lift launchers).
> Arianespace. Astrium Space Transportation is Arianespace’s
second largest shareholder (after CNES) with a 30.5% stake(direct and indirect), and its largest industrial shareholder.
Arianespace is the world’s largest commercial launch service
provider in terms of total order book. At the end of 2008,
Ariane had launched a total of 265 satellites. Arianespacemarkets and sells the Ariane launcher worldwide and carries
out launches from the Kourou space centre in French Guyana.

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In 2008, Arianespace won twelve new commercial contracts,
representing more than 70% of the available market, and one
institutional contract. Arianespace conducted six Ariane
launches, which placed eight commercial satellites, twoinstitutional satellites and the ATV into orbit. Since 1999,
when the first Ariane 5 commercial launch occurred,
37 Ariane 5 rockets have been successfully launched.
> Starsem. Astrium Space Transportation directly owns 35% ofStarsem, a French corporation, along with Arianespace (15%),
the Russian space agency (25%) and the Russian state-owned
Central Specialised Design Bureau “Progress” (25%). ThroughArianespace, Starsem markets launch services by Soyuz
launchers for medium-weight spacecrafts into low or sunsynchronous orbits as well as for interplanetary missions.
One new contract was signed in 2008, and Starsem
successfully launched the Giove B satellite for ESA in
April 2008. Work is progressing on the Kourou launch pad,with the first launch (to be operated by Arianespace)scheduled in 2009.
> Eurockot. Astrium Space Transportation (51%) andKhrunichev (49%) jointly control Eurockot Launch Services,which provides launch services for small, low-Earth orbit
satellites with Rockot launchers derived from SS-19 ballistic
missiles.
Commercial Launchers. Astrium Space Transportation
manufactures launchers and performs research and development
for the Ariane programmes. Member states, through ESA, fundthe development cost for Ariane launchers and associatedtechnology.
Astrium Space Transportation has been the sole prime contractor
for the Ariane 5 system since 2004. Given the commercial
success of Ariane 5, Astrium Space Transportation signed
a memorandum of understanding with Arianespace in 2008
to produce 35 Ariane 5 launchers, in addition to the batch of
30 Ariane 5 launchers ordered in 2004.
Ballistic Missiles. Astrium Space Transportation is the only
company in Europe which designs, manufactures, tests andmaintains ballistic missiles. Under its contracts with the French
State, Astrium Space Transportation has produced thesubmarine launched MSBS family (M1, M2, M20, M4 and M45)
and developed the launch facilities at the Brest naval base. The
M45 is deployed onboard France’s new-generation nuclearpowered ballistic missile submarine. Astrium SpaceTransportation manages the operational maintenance of the M45
missile system, assisting the French armed forces until the endof its operational service.
Astrium Space Transportation is also under contract to develop
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increased technical and operational capabilities. The third andlast test flight of this new missile was conducted in
November 2008 and was fully successful. At the end of 2004,
the French MoD awarded Astrium Space Transportation acontract for the M51 production phase and test range facilities
with a frame-contract in excess of € 3 billion. At the end of
2006 a contract for an enhanced upper-stage was awarded by the
French MoD for an amount of more than € 200 million, helping
to secure Astrium Space Transportation’s technical capabilities inthis field for the long term.

ASTRIUM SERVICES
Astrium Services offers innovative, highly competitive end-to-end
tailored solutions in the fields of secure communications andsatellite navigation. The European “one-stop-shop” provider for
military satellite communications services, Astrium Services
delivers secure military satellite services to a number of countries.
It also intends to be a major player in the satellite navigation field
through work on “Galileo”, following the renewed commitment
to the programme made by the EU.

Products and Services
Military Communications. In 2003, the UK MoD selected
Paradigm to deliver a global military satellite communications
service for its next-generation Skynet 5 programme. Thisgroundbreaking contract, pursuant to which Paradigm currently
owns and operates the UK military satellite communications
infrastructure, allows the UK MoD to place orders and to pay
for services as required. Offering a catalogue of services,
Paradigm delivers tailored in-theatre and back-to-basecommunication solutions for voice, data and video services,
ranging from a single voice channel to a complete turnkey
system incorporating terminals and network management.
Paradigm also provides welfare services, ensuring that deployedtroops can call home and can use the Internet. The first two
Skynet 5 satellites were launched in 2007 and the third waslifted in June 2008, enabling the UK MoD to pronounce fulloperational service (limited acceptance).
In Germany, a team led by Astrium Services will be providing
Germany’s first dedicated satellites for a securecommunications network, due to be operational from 2009.
Two military-frequency satellites and a comprehensive user
ground terminal segment will give the German Armed Forces(Bundeswehr) a secure information resource for use by units on
deployed missions, with voice, fax, data, video and multimedia
applications. The programme is well on track, with thedelivery of the first ground station in 2007. Astrium Services,
through a joint venture with ND Satcom (Astrium Services:

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75%, ND Satcom: 25%) will operate the system on a long-termbasis and provide additional capacity from commercial operators.
In 2007, Astrium Services (together with Thales Alenia Space)signed a contract with Mubadala Development Company in Abu
Dhabi for the construction of a secure satellite communications
system. Astrium Services will manage the programme, supply
the space segment (except for the payload) and 50% of the groundsegment. Work is ongoing and full delivery is expected in 2011.
Navigation. Following extensive negotiation and discussion, theEU decided at the end of 2007 to move ahead with developmentof the Galileo programme. The ESA has been placed in charge ofdirect procurement of the various necessary components (spacesegment, ground segment, system support, launchers, etc.) withfull deployment targeted for 2013. This process has begun,
Astrium Services being a major player in the reorganised
programme. The Galileo programme is a major step forward forEurope, representing the first major European-level
infrastructure procurement programme with a global dimensionthat will bring numerous benefits to the continent and the restof the world. The market potential is promising, as global
demand for satellite navigation services and derivative products
is growing at approximately 25% a year according to internal
estimates.
Earth Observation Services. Infoterra provides geoinformation
products and services to customers including international
corporations, governments and authorities around the world.
The successful launch of TerraSAR-X in 2007 — a new radarbased Earth observation satellite that provides high-quality
topographic information — enabled Infoterra to significantly
expand its capabilities by proposing new kinds of images basedon radar. In 2008, Astrium, Infoterra’s parent company,
increased its shareholding in Spot Image, a provider of satellitebased geographic information and services, from 40% to 81%.
In addition, Infoterra acquired Imass Ltd in the UK, a company
specialising in precise-positioning solutions.

PRODUCTION
Astrium currently operates production facilities located in
France (Vélizy, Les Mureaux, Bordeaux, Toulouse, LimeilBrévannes, Orléans, les Ulis), Germany (Backnang, Bremen,Friedrichshafen, Lampoldshausen, Ottobrunn, Rostock, Trauen),
Spain (Madrid), the United Kingdom (Portsmouth, Stevenage,
Leicester, Newcastle), the Netherlands (Leiden) and French
Guyana (Kourou).

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1.1.5 Defence & Security
INTRODUCTION AND OVERVIEWThe Defence & Security division (the “DS division”) serves as
the main pillar of EADS’ defence and security activities. By
combining its Defence and Communications Systems, DefenceElectronics, Military Air Systems and missile systems(consisting of EADS’ 37.5% stake in MBDA) business units
within one division, EADS has streamlined its defence andsecurity business to better meet the needs of customers that
require integrated defence and security solutions.
In 2008, the DS division recorded revenues of € 5.7 billion,
representing 13.1% of EADS’ total revenues.

STRATEGY
The DS division seeks to provide its customers with a complete
portfolio of platforms, systems and services, in support of
EADS’ stated objective to improve portfolio balance between
Airbus and other EADS activities in the future. DS will
therefore focus on maintaining its leadership in core areas (suchas combat aircraft, defence electronics, defence and security
equipment and systems or missiles) and simultaneously pursue
future growth areas (such as unmanned aerial vehicles,
integrated systems for global security or comprehensive security
and communications solutions). In addition, the DS division
will seek to enhance its offering of comprehensive packages of
mission-critical services — ranging from consultancy, concept
development and simulation to operations and outsourcing
solutions. At the same time, it continues to pursue new ways inwhich to generate internal synergies and cost savings. To thisend, the DS division is actively:

Supporting the transformation process of customers
Through already existing programmes with NATO and the
Defence Ministries of its home countries France, the UK,
Germany and Spain, among others, the DS division is actively
promoting European and NATO transformation. The DS
division also participates in the Network Centric Operations
Industry Consortium (NCOIC), an industry-based collaborative
forum formed to recommend an architectural approach forsystem and platform developers within a global network
environment. In the future, the DS division will continue towork closely with industry and customer working groups tohelp define and deliver system solutions geared towards
customers’ capacity requirements and transformation needs.
Consolidating its position in home markets
and targeting selective expansion globally
The DS division will seek to sustain growth by consolidating its
position in its home markets of France, Germany, Spain and theUK. Within these markets, further efforts in the platform,
missiles, and security businesses will remain a strategic goal
towards profitable growth. At the same time, the DS division
will seek to expand its presence in developing markets, including
the Middle East, India and Asia.
Increasing its market share in the US defence and security
market is also a major priority for the DS division, in
coordination with EADS North America Defense Company (NADefCo), which seeks contracts with the US Department of
Defense and large US industrial companies. Accordingly, the DS
division is currently:> pursuing specific market segments in the US in which it canoffer superior products and technologies, such as the
HELLAS obstacle avoidance system for helicopters and thefire control radar electronics of the air defence system
MEADS. The DS division has also made headway in themarket for professional mobile radio by demonstrating its P25
technology to US states like Wisconsin;> building strong transatlantic industrial partnerships with US
prime contractors to explore new opportunities driven bymilitary transformation, including Northrop Grumman (Euro
Hawk®), Lockheed Martin (MEADS, Deepwater, Littoral
Combat Ship, COBRA, Missile Defence) and Raytheon(Missile Defence); and> seeking acquisitions and new partnerships to expand the DS
division’s industrial presence in the US across several market
sectors, including platform, systems, operational support,
defence electronics and security solutions — similar to theacquisition of the US company PlantCML (a leading providerof emergency response solutions) in 2008.

DEFENCE AND COMMUNICATIONS SYSTEMS (DCS)
DCS is the EADS “Systems House”. Its mission is to develop
complete communication and information system solutions(including platforms) and provide the means for theirimplementation. DCS offers its customers comprehensive andtailored solutions, including the ability to design, develop andimplement Lead Systems Integration (LSI) and link the widest
possible range of individual platforms and subsystems into asingle effective network. Systems integration has become
increasingly important for customers engaged in border control
and coastal surveillance, as well as for non-military customers inareas such as homeland security, all of which are areas of major
focus for DCS.
In 2008, DCS generated 25% of the DS division’s total revenues.

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Market
DCS faces competition from large US and European companies
that also specialise in its markets. Major competitors are
Lockheed Martin, Thales, Motorola and General Dynamics. Key
customers for DCS’ business primarily include governmental
customers, such as MoDs and Ministries of Interior in its homemarkets of France, Germany and the UK, with an increasing
focus on other European countries, the Middle East, South
Africa, Asia and the US.
Products and Services
Defence. DCS offers comprehensive mission systems andsolutions in the areas of air dominance, battle space systems,
intelligence solutions and naval systems, as well as overallsystems support. It is a leading provider for full systems design
architecture and systems integration responsibility for militaryland-, sea-, air- and space-based systems. DCS delivers airspacedominance systems for defensive, offensive and support
operations in a combined, joint environment, thereby realising
flexible, network enabled capabilities. DCS designs, integrates
and implements secure fixed, tactical, theatre and mobile
information infrastructure solutions, including all of theservices needed to support integrated mission systems andsolutions. DCS is also a major designer and supplier of C3I
systems to the armed forces in France and Germany, and the
Joint Staffs in France, Germany and NATO.
The business unit is focused on customers’ need for information
infrastructure solutions. Its expertise includes a detailed
understanding of the technology necessary to achieve this,including interfaces, gateways and the use of open systemarchitectures.
Global security. DCS provides fully integrated global security
solutions and services in the areas of border security, maritime
security, crisis and emergency management, criticalinfrastructure protection and large event protection, such as the
Asian Games in Qatar. Due to the increased connections
between different areas of threat and in light of the growinginterdependence of internal and external security in particular,
the seamless collaboration of different security organisations has
become increasingly important. The DS division seeks tomaximise efficiencies through the optimised use of data andinformation together and across these different security
organisations.
Professional Mobile Radio. DCS is a leading provider of digitalprofessional mobile radio (PMR) and secure networks. DCS
solutions for PMR enable professional organisations in various
areas — such as public safety, civil defence, transport andindustry — to communicate effectively, reliably and securely.
DCS offers its customers specialised PMR solutions based on
TETRAPOL, TETRA and P25 technologies, amongst others.

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In 2008, DCS reinforced its capabilities in this area through theacquisition of California-based PlantCML, a leading provider of
emergency response solutions. PlantCML provides callmanagement and radio dispatch products for emergency callcentres, among other things.

APSYS: Safety Engineering
APSYS is a DS division subsidiary and is managed by the DCS
business unit. In 2008, APSYS strengthened its position in the
French market for consulting, training and studies services intechnical risk management. New expertise was developed toaddress specific markets and maintain the competitive edge of
APSYS, such as software quality insurance, communication
systems security, 3D phenomena modeling and transportation
scheme performance analysis.
Dornier Consulting GmbH
Dornier Consulting GmbH is a DS division subsidiary and ismanaged by the DCS business unit. Dornier Consulting is acompany for future-oriented transportation and technology
consulting with a focus on traffic, transportation and logistic
concepts, system specification and integration, modern
technologies for the management of natural resources as well as
professional full-service project management. It is anindependent consulting and engineering company with clientsin the public and private sector in Germany, Central and Eastern
Europe, Central Asia and the Middle East. Major clients include
national and international institutions (World Bank, UNDP, EU,
KfW, GTZ), governments, authorities, the German Railways(Deutsche Bundesbahn), Daimler and EADS as well as aspectrum of private companies. As part of its future strategy,
Dornier Consulting will seek to develop additional
opportunities for other EADS units while also focusing on
international growth.
Sofrelog
Sofrelog is a DS division subsidiary and is managed by the DCS
business unit. Sofrelog provides integrated mission criticalreal-time systems using radar and other wide area sensors,
mostly for maritime applications, typically vessel traffic services
and costal surveillance. These systems are based on Sofrelog’s
unique SYTAR™ product, which has set the technical standard
in the maritime world: more than 450 radars have beenconnected, with Sofrelog having design responsibility on morethan 50 control centres in 30 different countries around theworld. Sofrelog is well positioned for growth in its core markets:
building on the award of Qatar and Tanger Med port security in
2007, Sofrelog plans to further contribute to DS’ global security
growth.

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ATLAS ELEKTRONIKATLAS ELEKTRONIK GmbH, headquartered in Bremen(Germany), is a joint venture of ThyssenKrupp (51%) and EADS(49%). In 2008, ATLAS ELEKTRONIK achieved importantsuccesses, including orders for the command and weapon control
system as well as the tactical data link for the new German
frigate F125, the delivery of submarine command systems for
the Indian Navy, orders by the Finnish Navy in the field ofmine hunting and orders by international customers within the
sector of maritime safety and security. The company took
important steps to assert itself firmly in a market that —although growing — is characterised by increasing competitionand cost pressures.
DEFENCE ELECTRONICS (DE)As the “Electronics House” of the DS division, DE provides
mission-critical elements for data gathering, data processing anddistribution for defence and civil security systems. Its dominantbusiness is based on high-end security electronic equipment andsubsystems addressing the market for surveillance andreconnaissance, military mission management, protection of own
forces and critical infrastructures, as well as testing systems andservices.
In 2008, DE generated 16% of the DS division’s total revenues.

MarketDE’s main competitors in defence electronics are large andmedium-sized US and European companies (i.e., Raytheon,
Northrop Grumman, Thales, BAE Systems, Galileo Avionica,
Indra and Saab) as well as competitors from Israel. DE’s key
customers include MoDs, interior ministries, military services,
security forces, the in-house EADS systems suppliers and other
LSI’s worldwide. Through various joint ventures, participations
and partnerships, DE has access to customers in every NATOcountry, in particular in Germany, France, the UK, Spain and
Italy, and to important export markets, such as the US, Turkey,
India and South Africa.
Products and Services
Electronic Warfare and Self Defence. Growth in electronic
warfare (EW) and self-defence is a key strategic goal for DE.
DE supplies electronic self-protection systems for aircraft, ships
and armoured vehicles, such as laser warning, missile warningand active electronic countermeasure units, including directed
infrared countermeasures, self-protection jammers and towed
decoys. For example, DE delivers jammers to counter theincreasing threat by roadside bombs. It has subsystem
responsibility for the A400M’s self-protection system, also
supplying core EW equipment such as the infrared missile
warning system MIRAS. For military mission aircraft,
helicopters (NH90, Tiger) and VIP aircraft, DE is developing

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Back to Contentssolutions to counter threats posed by infrared-guided missiles inparticular. To date, DE has sold approximately 5,600 units of its
missile warning sensor (MILDS), which is deployed on a varietyof helicopters and transport aircraft.
Avionics. As a major partner in the field of military mission
avionics for the A400M, DE assumes subsystem responsibility
for mission management and defensive aids. The DE portfolio
also comprises avionics equipment, such as digital map units(EuroGrid), flight data recording units and obstacle warning
systems for helicopters. In addition, DE is developing multisensor integration and data fusion technology, which is a key
future technology for network-enabled capabilities. For example,
DE is in charge of sensor fusion software on the NATO
AWACS E3A and the similar Australian “Wedgetail” and theTurkish “Peace Eagle” programmes. Additional products offeredby DE in the field of communication and identification includewide-band modular data links.
Sensors. DE is a principal partner in the development of airborne
multi-mode radars such as the Captor radar in the Eurofighter
programme, and also provides integrated logistics support,
maintenance and upgrades. DE is also heavily involved in thetechnological development and application of next-generation
active electronically scanning (AESA) radars for air, naval andground applications. In the field of fighter radars, an AESA
radar demonstrator demonstrated its capabilities in flight on
Eurofighter, and in 2008 DE finalised a demonstrator for theland-based application of this new technology. In the area of air
defence, DE produces mid-range radars for ship (TRS-3D) andland (TRML-3D) applications. DE also takes a lead role indeveloping and manufacturing synthetic aperture radars (SAR),
which are considered essential for future reconnaissance andsurveillance operations. In this field, DE has developed theEuropean stand-off SAR sensor for wide-area surveillance(SOSTAR-X) and provides the Tandem-X space-borne Earthobservation satellites with unique radar components.
Test & Services. The Test & Services product range covers theentire life cycle of equipment and systems and includes
comprehensive solutions that rely on test services and systems.
The solutions are either integrated or sold as stand-alone
elements: instrumentation, system software and application
software. The versatility of Test & Services systems means that a
multitude of equipment and systems can be tested. Accordingly,
the same airline can use a single model test bench formaintaining both its Airbus and Boeing fleets, while the French
Army uses the same test system for numerous weapon systems.
Already present worldwide with its civil and military equipment
testers, Test & Services is consolidating its development strategy
on the international stage with new locations in France,
Germany, Spain, the UK and the United States, as well as a
global distribution network.

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INFORMATION ON EADS’ ACTIVITIES> 1.1 | Presentation of the EADS Group1MILITARY AIR SYSTEMS (MAS)The MAS business unit specialises in the field of combat air
systems — in particular development, production and deliveryof the Eurofighter combat aircraft (46% owned by EADS). In
addition, MAS produces and tests mission air systems, including
unmanned aerial vehicles (UAV). MAS offers corresponding
product support, including maintenance, repair and overhaul,
modernisation, logistics optimisation, product-specific training
and integrated system support centres.
In 2008, MAS finalised the centralisation of all German
business activities relating to military air systems at a single
site in Manching. The new Military Air Systems Centre in
Manching is expected to foster synergies with other parts of the
DS division and to reinforce customer relationships, especiallywith WTD 61 and the German Air Force.
In 2008, MAS generated 40% of the DS division’s total
revenues.

Products and Services
Combat Air Systems. Eurofighter, known as “Typhoon” forexport outside of Europe, is a network-enabled, extremely agile,high-performance multi-role combat aircraft optimised forswing-role operations in complex air-to-air and air-to-surface
combat scenarios. Eurofighter is designed to enhance fleet
efficiency through a single flying weapon system capable offulfilling supersonic, beyond-visual-range combat, subsonicclose-in air combat, air interdiction, air defence suppression
and maritime and littoral attack roles. The tactical requirementsof the aircraft include all-weather capability, short take-off andlanding capability, high survivability and operational readiness.
The Eurofighter was designed to be adapted and improved overthe long-term, as new avionics and weapons evolve, to provide
for an extended service life.
The Eurofighter programme is organised through the NATOEurofighter and TORNADO Management Agency (NETMA) forthe participating nations. NETMA contracts with
Eurofighter GmbH, the programme management company for
the Eurofighter programme. The Eurofighter GmbH shareholders
and subcontractors are EADS (46% share), BAE Systems (33%
share) and Alenia Aerospazio, a division of Finmeccanica (21%share). With regard to series production, the respective
production workshares of the participating partners within theEurofighter consortium stand at 43% for EADS, 37.5% for BAE
Systems and 19.5% for Alenia, reflecting the relative number ofaircraft ordered by each country’s programme participant. EADS
is responsible for the centre fuselage, the flight control system,
the manufacturing of the right wing and leading edge slats for all
aircraft ordered under the programme, as well as the final
assembly of the 180 aircraft ordered by the German Air Force

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and 87 aircraft ordered by the Spanish Air Force. The final
assembly of the Eurofighter takes place in the relevant
contracting country: Manching in Germany, Getafe in Spain,
Warton in the UK and Torino in Italy.
In January 1998, NETMA signed an umbrella Eurofighter
contract for 620 aircraft: UK 232 (with 65 options);
Germany 180; Italy 121 (with 9 options); and Spain 87 (with
16 options). The umbrella contract, while fixing a maximum
price for the overall programme, also stipulates that production
agreements are to be awarded in three tranches, with production
expected to continue until 2015. The programme includes thedevelopment, production investment and series production of
the aircraft. Currently, 384 aircraft are firmly on order within
the core programme.
Delivery of the first tranche of 148 aircraft (including six
instrumented production aircraft) was completed in 2008 andfinal assembly of the second tranche of 236 aircraft is currently
ramping up, with 22 aircraft (including one instrumented
production aircraft) delivered in 2008. Outside the coreprogramme, Eurofighter has already sold 15 aircraft to Austria(with nine deliveries through the end of 2008), and further
export opportunities are believed to exist in Europe and the Far
East. A government-to-government agreement has been reached
between the UK and Saudi Arabia on the purchase ofEurofighter aircraft, marking the first export success of theaircraft outside Europe. The respective contract between the two
governments regarding the delivery of 72 aircraft was signed in2007. Delivery of the Eurofighter for the Royal Saudi Air Force(RSAF) is planned to begin in mid-2009.
Mission Air Systems - Advanced UAV Systems. In response toGermany’s need for wide-area surveillance and stand-off
reconnaissance, MAS and its US partner Northrop Grumman are,through their joint venture EuroHawk GmbH, supplying it with
the HALE-UAV System Euro Hawk. Euro Hawk is a highaltitude unmanned aerial system for signal intelligence (SIGINT)
that has been specially equipped to meet national requirements.
It is based on the Global Hawk RQ4-B platform developed by
Northrop Grumman. MAS is responsible for the overall mission
system including situation analysis and report, as well as sensorpayload and modifications. The German air force plans to start
operational flying with the Euro Hawk FSD by 2011.
The European countries Germany, France and Spain havecommissioned the programme “Advanced UAV” to analyse andmore closely define the system needed to fulfil the requirements
placed by the military customer for future unmanned
surveillance and reconnaissance missions. The novel aspect of
this approach is a modular system-of-systems design and theintegration of the UAV in a network-enabled operations
scenario. The three countries awarded a 15-month risk-reduction
study in December 2007 for high performance UAVs.

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DRAC (Drone de Renseignement Au Contact) tactical UAV isbased on the TRACKER, developed in partnership between
MAS and SurveyCopter, which is providing the aerial vehicle
and the cameras. Following its industrial qualification achievedin 2007, the DRAC system has received the airworthinesscertificate of the French authorities. After having delivered 25
DRAC systems to DGA, initial operator training was completed
at the end of June 2008 paving the way for operational use of
the system by the French Army. A second batch of 35 DRAC
systems was ordered by DGA in June 2008. In addition, a
couple of systems were delivered to export customers.
SIDM (Système Intérimaire de Drone MALE)/Eagle 1 is a
Medium Altitude Long Endurance (MALE) UAV system thathas been developed for the French Air Force. SIDM — based on
the IAI (Israel Aeronautic Industries) Eagle 1 platform — is alatest-generation system in the MALE category of UAVs and isdedicated to reconnaissance and tracking operations in the depthof the battlefield. The first SIDM systems were successfully
delivered to the French customer in summer 2008 and operated
at a high rate in the last half of 2008 in France.
Atlante is the long endurance tactical unmanned aerial vehicle
that MAS provides to the Spanish customer. The unmanned
aerial system is designed by MAS in Spain and will be operated
by the Ejército de Tierra to carry out target identification, shootcorrection and damage evaluation operations, among other
ISTAR missions (intelligence, surveillance, target acquisition
and reconnaissance).
MAS is also working on the “Generic System Demonstrator
Agile UAV in Network Centric Environment” (Agile UAVNCE). It is a German Armed Forces’ Research and Technology(R&T) programme aimed at demonstration of technologies andoperational aspects with emphasis on network enabled
operations. The major contribution from MAS will be theBarracuda demonstrator UAV system.
Support Services and Upgrades. MAS offers its customers a fullsuite of services associated with operating their military air
systems, including maintenance, repair and overhaul,
modernisation, logistics optimisation, product-specific training
and integrated system support centres.
In addition to these services, MAS offers its clients thepossibility of upgrading their military air systems. If thepurchase of new aircraft is either politically or economicallyunfeasible, conducting an upgrade of existing airframes is themost cost-effective solution. MAS has developed expertise inthis area through upgrade programmes for such aircraft as the
Tornado, F-4 Phantom, F-18, F-5, MiG-29, Mirage F-1, C101
Aviojet, Harrier AV-8B, E-3A AWACS, P-3C Orion, C-160
Transall and Breguet Atlantic 1.

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Pilot Training and Training Aircraft and Services. MAS offers apilot training programme for European fighter jets: in 2007, it
launched the new European Advanced Training Jet Pilot Schoolat Talavera together with the Spanish Air Force. The school
provides comprehensive jet pilot training using an upgraded F-5
with near latest-generation combat aircraft performance
characteristics and sophisticated ground equipment. Pursuant
to a ten-year multi-services contract signed in 2006, MAS also
manages “ab-initio” pilot training for future military aircrews
at the French Air Force’s flying school in Cognac. The ECATS(EADS Cognac Aviation Training Services) contract includes
the procurement of new aircraft, line and base aircraft
maintenance as well as ground-based training devices.
Finally, MAS offers training for air defence crews. MAS
develops, produces and maintains aerial target systems andcoordinates aerial target services worldwide.

MISSILE SYSTEMSMBDA (a joint venture between EADS, BAE Systems andFinmecannica with stakes of 37.5%, 37.5% and 25% respectively)
is the missile systems group within the DS division (which
beginning in 2007 consolidates 37.5% of MBDA’s sales). MBDA
offers superior capabilities in missile systems and covers thewhole range of solutions for air superiority, land control andsea power missions, while also providing the most advanced
technological solutions in strike weapons and missile defence.
The further integration of the four home markets (France,
Germany, Italy and the UK), the consolidation of the businessand increased efforts in the export market remain the principal
goals for 2009.
In 2008, Bayern-Chemie GmbH, the German rocket motor
subsidiary of MBDA, completed the sale of its subsidiary
Protac SA to Roxel, a jointly owned company of MBDA (50%)
and SNPE (50%).
In 2008, MBDA generated 18% of the DS division’s total
revenues.

MarketMBDA has a geographically diverse customer portfolio. Beyond
its four national home markets, the Group has direct access tothe other important European markets, Spain, Greece andSweden. It also has a stable foothold in growing export markets
such as Asia, the Gulf region and Latin America, and benefits
from transatlantic cooperation on programmes such as MEADS,
as discussed below.
Four principal defence contractors are active in the worldwide
market for tactical missiles and missile systems. The current
worldwide market for missile systems is estimated to exceed€ 12 billion, with a downward trend forecast until 2010/2011.

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Thereafter, the worldwide market is nevertheless expected tostrengthen due to:> the need to replace older generation missile systems and todevelop new capabilities (such as ground-based air defence
systems, precision and deep strike weapons and naval
superiority integrated combat systems);

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carried out. The test firing programme continued in 2007 witha high altitude supersonic launch that successfully demonstrated
the missile’s integrated boost, ramjet sustain motor and control
systems during extended free flight and manoeuvring.

> the entry into service of new missile carrying platforms(Rafale, Eurofighter/Typhoon, Gripen, Tiger helicopter, newfrigates and aircraft carriers and in due course other new
platforms such as the F-35 Lightning II Joint Strike Fighterand UCAVs);

Scalp NAVAL. Benefiting from the effort already invested indevelopment of the Storm Shadow/SCALP European airlaunched cruise missile programme, MBDA is developing Scalp
NAVAL to provide the French Navy’s FREMM frigates andBarracuda class submarines with superior deep strike capability.
In 2007, MBDA received the contract notification from the
French DGA for 250 of these missiles, a contract worth€ 910 million to MBDA.

> the appearance of new requirements for future weapon
systems based on new operational tasks and lessons learned
from past conflicts, in particular Network Centric Warfare
related systems as well as indirect line of sight or beyond
visual range target acquisition systems.

Storm Shadow/SCALP. Already in service in the UK, France and
Italy, the Storm Shadow/SCALP was also selected by Greece in
2004. The Hellenic Air Force has ordered 34 Storm Shadow/
Scalp missile systems. Deliveries have also been made to the
UAE air force, where the missile is known as “Black Shaheen”.

Products and Services
The broad range of MBDA products covers all six principal
missile system categories: air-to-air, air-to-surface, ground-to-air,surface-to-air, anti-ship and surface-to-surface. MBDA’s productrange also includes a portfolio of airborne countermeasures suchas missile warning and decoying systems and decoy dispensers,
airborne combat training and countermining systems. The mostsignificant programmes currently under development are theAster PAAMS naval air defence system, the METEOR air
superiority missile system, the Medium Extended Air Defence
System MEADS and the Scalp NAVAL ship and submarine
launched deep strike weapon, while those in production
include Aster SAMP/T air defence, Storm Shadow/SCALP
and Taurus stand-off missile systems.

Taurus KEPD 350. MBDA Deutschland and SAAB Bofors
are working together through Taurus Systems GmbH to createand deliver the Taurus KEPD 350, a precision stand-off guided
missile system for Tornado, Gripen and Eurofighter aircraft.
Taurus KEPD 350 is in series production for the German Air
Force, with which the weapon is now in service. During 2007,
the 300th Taurus missile left the production line in
Schrobenhausen, marking the production halfway mark for
the German Air Force. In 2005, Spain also announced its
intention to procure 43 Taurus KEPD 350 missiles for its F/A-18
and Eurofighter aircraft, with the first two missiles deliveredin 2007.

Aster Family. The FSAF Phase 3 contract signed with OCCAR(Organisation Conjointe de Coopération en matière d’Armement)
in 2003 is worth € 3 billion (€ 2.3 billion thereof to be allocatedto MBDA). This contract covers the series production of
approximately 1,400 Aster missiles and associated missile
systems and represents Europe’s first advanced naval andground-based air defence missile system with Anti-Tactical
Ballistic Missiles (ATBM). Aster SAMP/T, the ground-based
variant, is already in series production with the first deliveries
to the French and Italian armed forces having occurred in 2007,
while Aster PAAMS, the naval variant, is well advanced in its
development programme.

MEADS. MEADS (Medium Extended Air Defence System), a
ground-based tactical air defence system, is a good example ofdynamic and successful cooperation on a transatlantic level.
MEADS will protect troops during out-of-area missions within
the scope of homeland defence. The financial share of the
programme is 58% US, 42% European (German and Italian).
The technical workshare of the companies involved — MBDA
Deutschland, MBDA Italia and Lockheed Martin (United States)— corresponds to the respective cost contribution percentages.
MBDA’s activities are coordinated through the joint venturecompany euroMeads GmbH, which, like Lockheed Martin, has
a 50% share in MEADS International Inc. (MI). On 1 June 2005,
MI formally signed a contract to design and develop MEADS.
The contract value is approximately $2 billion plus € 1.4 billion
for the programme’s design and development (D&D) phase.

METEOR. METEOR is a highly flexible, visual and beyond
visual range, agile, air-to-air weapon system that provides acomprehensive operational capability in the most complex
combat scenarios. METEOR was ordered by the UK MoD andfive other European nations (France, Germany, Italy, Spain and
Sweden) to meet their future air-to-air requirements. In 2006,
the first air-launched demonstration firings of METEOR were

Production — System Design Centre (SDC)
Within the DS division, the System Design Centre (withbranches in France, Germany and the UK) supports defence
and security customers in designing, developing and testing
their products and system architectures through use ofadvanced modelling and simulation techniques. The SDC

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thereby provides a framework for systems design and related
skills on behalf of the DS division and EADS as a whole.
Thanks to its use of standardised methods (such as thearchitecture frameworks used by the US Department of Defense
and the UK Ministry of Defence) and other system development

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tools, the SDC also helps to reinforce the DS division’s strategy
of improving capabilities in LSI more generally. One tool at the
SDC’s disposal in this regard is a transnational networked
experimentation and test environment, referred to as Network
Centric Operations Simulations Centres (NetCOS).

1.1.6 Other Businesses
REGIONAL AIRCRAFT — ATR
ATR (Avions de Transport Régional) is a world leader in themarket for regional turboprop aircraft of 40 to 74 seats. ATR
Integrated is a consortium composed of EADS and Alenia
Aeronautica, in which each hold a 50% stake. The EADS ATR
business unit, which represents EADS’ 50% share of ATR
Integrated, is under the responsibility of Airbus.

Market
The regional aircraft industry has experienced growing
concentration over the years. During the 1990s, a number ofmanufacturers merged, closed or ceased production of regional
aircraft, leading to the withdrawal from the market of BAe,
Beechcraft, Fokker, Saab and Shorts. Currently, the worldwide
market for turboprop aircraft of 40-70 seats in production isdominated by two manufacturers: ATR and Bombardier.
After a number of years of relatively low activity, the regional
turboprop market has experienced sustained growth since 2005,
due in large part to the advantages of turboprop aircraft over jet
aircraft in terms of fuel efficiency and CO2 emissions. In 2008,
ATR delivered 55 new aircraft (compared to 44 in 2007) andrecorded orders for 42 new aircraft (compared to 113 in 2007).
In addition, ATR added five new customers in 2008, which
together represented almost 40% of the total new orders forthe year. As of 31 December 2008, ATR had a backlog of
169 aircraft (compared to 195 in 2007). The relative fuelefficiency and reduced CO2 emissions of turboprop engines
are expected to lead to sustained market activity over the coming
years. The market for second-hand aircraft also remained strongin 2008, which led to a further increase in the residual valueof used ATR aircraft.

Products and Services
ATR 42 and ATR 72 Series Aircraft. Commencing with the
ATR 42, which entered service in 1985, ATR has developed afamily of high-wing, twin turboprop aircraft in the 40-74
passenger market that are designed for optimal efficiency,
operational flexibility and comfort. In 1996, in order to respondto operators’ increasing demands for comfort and performance,
ATR launched a new generation of aircraft, the ATR 72-500

and ATR 42-500. Like Airbus, the ATR range is based on thefamily concept, which provides for savings in training,
maintenance operations, spare parts supply and CCQ. In its
effort to improve its product performance and value for airlines,
ATR launched a new version in 2007, the ATR-600 family, withnew glass cockpit and improved engine performance.
Customer Service. ATR has established a worldwide customer
support organisation committed to supporting the aircraft overits service life. Service centres and spare parts stocks are locatedat Toulouse, in the vicinity of Washington D.C. and in
Singapore. An e-market place designed to enhance support
services developed with Embraer is also available to customers.
ATR Asset Management. Consistent with industry practice, asignificant portion of orders received by ATR is conditional on
its assistance in financing these orders mainly through loan
guarantee arrangements. ATR Asset Management manages theresulting risk and employs a strategy of consistent reduction ofsales financing exposure.
ATR Asset Management also responds to the growing market
for second-hand aircraft by assisting in the placement andfinancing of used and end-of-lease aircraft. By providing quality
reconditioned aircraft at attractive prices, ATR AssetManagement has helped both to broaden ATR’s customer base,in particular in emerging markets, and to maintain the residual
values of used aircraft. In the past, clients for such used aircraft
have subsequently purchased new aircraft as they have gained
experience in the operation of ATR turboprops. Returned
aircraft generally remain out of service for approximately fivemonths as they await reconditioning and resale or leasing,subject to market conditions.

Production
The ATR production facilities are located near Naples, Italy
and at Merignac, Bordeaux and Saint-Martin near the Toulouse
airport in France. Final assembly, flight-testing, certificationand delivery occurs at the Toulouse site. ATR outsources
certain areas of responsibility to Airbus, including wing design
and manufacture, flight-testing and information technology.

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AEROSTRUCTURES, AIRCRAFT CONVERSIONAND FLOOR PANELSEADS Sogerma
EADS Sogerma is specialised in aerostructures and cabininterior activities. The company designs and manufactures major
aerostructure elements in metal and composite for commercial
and military aircraft and is also a leading provider of cockpit andpassenger seats (first and business class) for commercial andmilitary aircraft as well as for business jets and helicopters.
In the aerostructures field, EADS Sogerma engages in thedesign, manufacturing and assembly of Airbus aircraft sections(A318/A320/A330/A340), manufacturing and assembly of ATR
wings, design and manufacturing of the A400M ramp door aswell as design and manufacturing of pilot and co-pilot seats.
In the cabin interior segment, EADS Sogerma designs andmanufactures first and business class seats for Airbus andBoeing platforms.
EADS Sogerma owns three sites in France (Rochefort, Bordeaux
and Toulouse) and benefits from a low cost subsidiary in
Morocco (Maroc Aviation) as well as two subsidiaries specialisedin composites: CAQ (Composite Aquitaine) in France and CAL(Composite Atlantic) in Canada.

EADS Elbe Flugzeugwerke GmbH — EFW
EFW has two main business activities: the conversion ofcommercial passenger aircraft into freighters and the productionof flat sandwich aerostructures for all Airbus models.
The conversion of passenger aircraft into freighter aircraft is
a common heavy modification undertaken on behalf ofcommercial aircraft owners. The market for aircraft freighter
conversion encompasses freight service airlines such as FedEx,
airlines with small aircraft fleets and finance groups. In theaerostructures field, EFW is the supplier of fibre reinforced flat
sandwich panels for all Airbus models. Its product range covers
floor and ceiling panels, cargo linings and bullet-proof cockpit
doors. EFW’s engineering department is a certified designorganisation that works to develop future products.

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Aerolia
Aerolia is a wholly owned subsidiary of EADS which wasformed from the spin-off of the former French Airbus sites in
Meault and St-Nazaire Ville pursuant to the aerostructures
reorganisation strategy initiated under Power8. Having
commenced operations as of 1 January 2009, Aerolia has
2,200 employees who work on the design and manufacture of
4 million detail parts and 500 work packages of the Airbus nose
fuselage. The company comprises four operational directorates(Engineering, Operations, Procurement, Programmes &Commercial) and four support directorates (Quality, Finances,
Human Resources, Strategy & Communications), privileging
proximity with its customers and in-house teams. The Design
Office, based in Toulouse, will assemble the competencies ofsome 250 engineers and collaborators, coming for the most partfrom the Airbus design offices.
The activities integrated in Aerolia will maintain and develop
commercial and industrial relations mainly with Airbus, while
continuing to develop relations with others such as Bombardier,
ATR, Latecoere, Sonaca, Sogerma, Stork Fokker, Piaggio, SAAB
and SABCA.

Premium AEROTEC
Premium AEROTEC is a wholly owned subsidiary of EADS
which was formed from the spin-off of the former German
Airbus sites in Nordenham and Varel and the former EADS site
in Augsburg pursuant to the aerostructures reorganisation
strategy initiated under Power8. Having commenced operations
as of 1 January 2009, the company will focus on the design andmanufacturing of metal and CFRP (carbon-fibre-reinforced
plastic) aerostructures and related manufacturing systems.
Premium AEROTEC is a partner in all major European aircraft
development programmes, such as the commercial Airbus
aircraft families, the A400M military transport aircraft
programme and the Eurofighter Typhoon. It plays a significant
role in the design of new concepts in such fields as carbon
composite technologies.

1.1.7 Investments
DASSAULT AVIATIONEADS holds a 46.3% stake in Dassault Aviation (listed on
the Eurolist of Euronext Paris), with Groupe Industriel Marcel
Dassault holding a 50.55% stake and a free float of 3.15%.

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Dassault Aviation is a major player in the world market for
military jet aircraft and business jets. Founded in 1945,
Dassault Aviation has delivered more than 7,500 militaryand civil aircraft to purchasers in more than 75 countries. On
the basis of its experience as designer and industrial architectof complex systems, Dassault Aviation designs, develops andINFORMATION ON EADS’ ACTIVITIES> 1.1 | Presentation of the EADS Group1

produces a wide range of military aircraft and business jets.
In order to avoid any potential conflict between the military
products of Dassault Aviation and EADS (Rafale andEurofighter) and to facilitate a “Chinese wall” approach, EADS’
Dassault Aviation shareholding is managed by EADS Corporate,
whereas the Eurofighter programme is managed by EADS’Defence & Security division.
In 2008, Dassault Aviation recorded orders totalling € 5.8 billion(compared to € 6.3 billion in 2007), including 115 firm orders
received worldwide for Falcon business jets (compared to 212
orders in 2007). Consolidated revenues amounted to € 3.7 billion
in 2008 (compared to € 4.1 billion in 2007), with consolidated
net profit of € 373 million (compared to € 382 million in 2007).

Military Jet Aircraft
Dassault Aviation offers wide expertise in the design andmanufacture of the latest generation military combat aircraft.
Rafale. The Rafale is a twin-engine, omni-role combat aircraft
developed for both Air Force and Navy applications. According
to government budgetary documents, France is considering theacquisition of 294 Rafale, 234 for the Air Force and 60 for theNavy, for a total programme cost of € 32.3 billion. 120 aircraft
have already been ordered; of these, 82 are destined to the Air
Force, and 38 to the Navy.
Mirage 2000. The Mirage 2000 family reached the end of its
production phase in 2006. Today, approximately 600 Mirage
2000 aircraft are in service worldwide.
nEUROn. Dassault Aviation is the prime contractor for thedevelopment of the UCAV (Unmanned Combat Air Vehicle)
demonstrator, nEUROn. The programme was open to European
cooperation and five countries have decided to join in and share

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the skills of their aerospace industries: EADS CASA (Spain),
SAAB (Sweden), HAI (Greece), RUAG (Switzerland) and Alenia
Aeronautica (Italy). The nEUROn demonstrator is scheduled
to fly in 2011.

Business Jets
Dassault Aviation offers a wide range of products at the top
end of the business jet sector. Over 1,700 Falcon business jets
have been delivered since the first Falcon 20 delivery in 1965.
In-service Falcons currently operate in over 65 countries
worldwide, filling corporate, VIP and governmenttransportation roles. The family of Falcon jets currently
includes four tri-jets: the Falcon 50EX, 900C, 900EX and 7X,
the twin-engine Falcon 2000 and the Falcon 2000EX EASy.
SOCATAIn early January 2009, EADS sold a 70% stake in Socata to
Daher, while retaining the remaining 30% stake.
Socata is one of the world’s leading general aviation
manufacturers, with more than 17,000 aircraft built since its
creation as Morane-Saulnier in 1911. Current products include
the TBM 850 family of high-speed turboprop aircraft andaerostructure development for Airbus civil airliners, the A400M
military transporter, Dassault Falcon jets, Eurocopter helicoptersand Embraer regional jets.
Socata is expanding its customer service activities to support its
growing fleet of TBMs and offer its light aviation expertise foraircraft below 5.7 metric tonnes through avionics modernisation,
maintenance, repair and overall package offers. SOCATA is
headquartered in Tarbes (France) with North American
operations in Pembroke Pines, Florida (US).

1.1.8 Insurance
EADS Corporate Insurance Risk Management (“IRM”),
centralised at EADS headquarters, is responsible for all corporate
insurance activities and related protection for the Group. It
includes continuous and consistent identification, evaluation,
prevention and protection of insurable risks. Insurance
techniques are used to manage these risks professionally and toprotect the assets and liabilities of EADS against financial
consequences due to unexpected events. Harmonised insurance
policies and standards are in place for all insurable risks
underwritten by the Group.

An integrated reporting and information system is in place toenable IRM, in close relationship with insurance managers
named by the EADS divisions and business units, to respond toinsurance related risks of the Group. EADS pursues aninsurance risk management strategy that includes operatingprocedures as well as policies regarding procurement and sales
agreements.
A systematic review and monitoring procedure is in place toasses the exposure and protection systems applicable to all
EADS sites, (i) ensuring comprehensive and timely identification

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and evaluation of risks, (ii) the initiation of appropriate
mitigation and risk avoidance measures (iii) and/or related
adjustments of insurance coverage.

> Company Automobiles; andEADS’ insurance programmes cover high risk (Core) and low
risk (Non-Core) exposures.

Insurance amounts for Non Core Insurance Lines adequately
cover the respective exposure.

Core Insurance Policies underwritten by IRM for the Group
cover risks such as:

EADS follows a policy of obtaining external insurance coverage
for all main and individual risks that can be insured atreasonable rates, on sufficient terms and limits provided by theinternational insurance markets. All insurance policies are
required to satisfy EADS’ mandatory standards of insurance
protection.

> Property Damage and Business Interruption;> Aviation Third Party Liabilities including Product Liabilities;> Manufacturer’s Aviation Hull Insurance up to thereplacement value of each aircraft;> Space Third Party Liabilities including Product Liabilities;> Commercial General Liabilities including non-aviation andnon-space Product Liabilities and risks related toenvironmental accidents; and> Directors & Officers Liability.
Claims related to Property Damage are covered up to a limit of€ 2.5 billion per loss and in an annual aggregate. Aviation
Liability Coverage is provided up to a limit of € 2.5 billion perloss, with an annual aggregate cap of € 2.5 billion for productliability claims. Certain sub limits are applicable for Core
Insurance Policies as outlined above.
Non Core Insurance Policies cover risks such as:> Personal and property exposures during business trips.

However, to be more independent from the volatilities of theinsurance markets, EADS uses the capabilities of a corporateowned reinsurance captive as a strategic tool with respect to theProperty Damage, Business Interruption Programme and theAviation Insurance Programme. The captive is sufficiently
capitalised and protected so as to ensure its ability to reimburse
claims without limiting the scope of coverage of the original
insurance policies and not additionally exposing financial assets
of EADS.
The insurance industry is still undertaking efforts to reduce its
overall exposure. These efforts include increasing premiums,
raising deductible amounts and limiting the scope of coverage.
Furthermore, the number of insurers having the capabilities andfinancial strength to underwrite industrial risks is still
shrinking. No assurance can be given that EADS will be able tomaintain its current levels of coverage on similar financial terms
in the future.

> Personal Accidents;

1.1.9 Legal and Arbitration Proceedings
EADS is involved from time to time in various legal andarbitration proceedings in the ordinary course of its business,the most significant of which are described below. Other thanas described below, EADS is not aware of any governmental,
legal or arbitration proceedings (including any such proceedings
which are pending or threatened of which EADS is aware),during a period covering at least the previous twelve months
which may have, or have had in the recent past significant
effects on EADS and/or the Group’s financial position or
profitability.

in pre-delivery payments, together with interest and costs.
The lawsuit followed Airbus’ termination of the Purchase
Agreement with GFAC in October 2001 for 38 SA and LR
aircraft, in the context of Swissair’s bankruptcy. On
6 February 2009, the judge decided in favour of GFAC. Airbus
has asked the court to reconsider its decision at a hearing on
18 March 2009 and has also filed an appeal. Both requests areunder consideration by the courts, and it cannot be excluded
that Airbus could be ordered to pay an amount equal to thepre-delivery payments plus legal interest.

In 2005, a liquidator representing the special purpose vehicle
GFAC (a joint venture between Swissair and GATX) sued
Airbus before a New York court to recover USD 227 million

Although EADS is not a party, EADS is supporting theEuropean Commission in litigation before the WTO. Following
its unilateral withdrawal from the 1992 EU-US Agreement on

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Trade in Large Civil Aircraft, the US lodged a request on
6 October 2004 to initiate proceedings before the WTO. On thesame day, the EU launched a parallel WTO case against the US
in relation to its subsidisation of Boeing. On 31 May 2005, theUS and the EU each requested the establishment of a panel. At
its meeting on 20 July 2005, the Dispute Settlement Body
established the panels. Between November 2005 and thepresent, the parties filed numerous written submissions andattended several oral hearings in both cases. The parties continue
to provide input in response to the WTO’s written questions inadvance of issuance of the WTO panels’ reports. Exact timing offurther steps in the WTO litigation process is subject to rulingof the panels and to negotiations between the US and the EU.
Unless a settlement, which is currently not under discussion, isreached between the parties, the WTO panels have indicatedthat they will issue draft reports sometime in 2009.
The French Autorité des marchés financiers (the “AMF”) began
investigations in 2006 for alleged breaches of market regulations
and insider trading rules with respect to, among other things,
the A380 delays announced in 2006. On 1 April 2008, theAMF announced the notification of charges against EADS andcertain of its executives for breach of such market regulations
and insider trading rules, respectively. EADS and the individual
defendants intend to vigorously exercise their defence rights infront of the Sanction Commission of the AMF, which will
decide whether to impose fines after due hearing of the parties.
EADS believes that the financial risk associated with thisprocedure and its possible consequences is not material.
However, it recognises that these proceedings may havesignificant consequences on its image and reputation. Following
criminal complaints filed by a shareholders’ association and by
an individual shareholder (including a civil claim for damages),
French investigating judges are also carrying out investigations
on the same facts.
In Germany, the German Federal Financial Supervisory
Authority (the “BaFin”) began its own investigations in 2006
for alleged breaches of market regulations and insider trading
rules. However, the BaFin formally notified EADS on
2 March 2007 that it had discontinued its investigation forsuspected breaches of market regulations. Upon referral by the
BaFin, German criminal proceedings regarding suspected insider
trading offences are still pending against a small number ofindividuals at lower management level, while investigations
against other individuals were discontinued without charges
being brought.

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Furthermore, in Germany, several shareholders have filed civil
actions against EADS since 2006 to recover their alleged losses
in connection with the disclosure of A380 programme delays,
the latest such actions being filed in early 2009. A plaintiff
motion for “model proceedings” is also currently pending before
the court, which would allow common issues of fact or law in
multiple individual securities actions to be bundled together.
The actions are in their preliminary stage and the amounts
claimed are relatively small. EADS anticipates a vigorous
defence.
On 12 June 2008, two actions were initiated in the UnitedStates District Court for the Southern District of New York,
one of which has since been voluntarily withdrawn. The
remaining action purports to be a class action brought on behalfof all persons and entities residing in the United States whopurchased or otherwise acquired EADS’ common stock during
the period from 27 July 2005 through 9 March 2007. Named as
defendants are EADS and four current or former executives of
EADS and Airbus. The action seeks damages in an unspecified
amount, with interest and attorneys’ fees, for alleged violationsof the US securities laws in connection with financial
disclosures issued by EADS in 2005, 2006 and 2007 and publicstatements made during that same time frame relating to A380
programme delays. On 2 January 2009, defendants filed motions
to dismiss the complaint in the action, to which plaintiff filed
its opposition brief on 17 March 2009. EADS anticipates avigorous defence.
Regarding EADS’ provisions policy, EADS recognises provisions
for litigation and claims when (i) it has a present obligation fromlegal actions, governmental investigations, proceedings andother claims resulting from past events that are pending or may
be instituted or asserted in the future against the Group, (ii) it
is probable that an outflow of resources embodying economic
benefits will be required to settle such obligation and (iii) a
reliable estimate of the amount of such obligation can be made.
EADS believes that it has made adequate provisions tocover current or contemplated general and specific litigation
risks. For the amount of provisions for litigation and claims,
see “Notes to Consolidated Financial Statements (IFRS) —Note 26C. Other provisions”.

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1.1.10 Incorporation by Reference
The English versions of the following documents shall bedeemed to be incorporated in and form part of this Registration
Document:> “Part 2/1.1 Presentation of the EADS Group” of theRegistration Document filed in English with, and approved
by, the AFM on 24 April 2008.

> “Part 2/1.1 Presentation of the EADS Group” of theRegistration Document filed in English with, and approved
by, the AFM on 25 April 2007; andCopies of the above-mentioned documents are available freeof charge upon request in English, French, German and Spanish
at the registered office of the Company and on www.eads.com.

1.2 RECENT DEVELOPMENTS
EADS APPOINTS BODO UEBBER
AS NEW CHAIRMAN
The EADS Board of Directors has appointed Bodo Uebberas Chairman of the Board of Directors. Mr Uebber, who has
been member of the EADS Board of Directors since 2007,
has succeeded Ruediger Grube effective 14 April 2009.
Mr Grube resigned his current position following his new
appointment at Deutsche Bahn.
Furthermore, the EADS Board of Directors has proposed theappointment of a new Board Member, Wilfried Porth(Member of the Management Board of Daimler AG), to fill
the Board vacancy left by Mr Grube’s departure. EADS’shareholders will be asked to confirm this appointment attheir Annual General Meeting to be held on 27 May 2009.

EADS APPOINTS DOMINGO UREÑA-RASO
AS HEAD OF AIRBUS MILITARY, MEMBER OF
THE EADS EXECUTIVE COMMITTEE
AND CHAIRMAN OF EADS CASA
On 24 February 2009, EADS announced that upon proposalof the CEO of EADS Louis Gallois, the Board of Directors of
EADS has appointed Domingo Ureña-Raso as the new Headof Airbus Military, Member of the EADS Executive
Committee and Chairman of EADS CASA, replacing Carlos
Suárez. He will be further appointed as member of the Airbus
Executive Committee. Domingo Ureña-Raso will report to
Tom Enders, CEO of Airbus.

AIRBUS REVISES PRODUCTION RATES —DELIVERY TARGET 2009 REMAINS UNCHANGED
On 19 February 2009, Airbus announced that it was adapting
production rates of its A320 family programme from 36
58 EADS R EG I S TR ATI O N DO C U ME N T 2 0 0 8

to 34 aircraft per month from October 2009 onwards.
Production rates of the A330/A340 family will be paused at
the current level of 8.5 aircraft per month, and not increased
further as previously planned. This decision reflects Airbus’
current view on market demand in times of airlines adapting
their capacities and of continuing uncertainties caused by
the worldwide economic crisis. At this point, no impact on
employment is foreseen.
Airbus monitors the market continuously and tries to beproactive. Flexibility and adaptability are essential in times ofcrises. Airbus reached record production rates in late 2008,
but now sees a drop of air traffic in most regions, as many
airlines are taking capacity out of the market. Airbus does not
exclude further production cuts if the need arises.
Airbus achieved 483 deliveries in 2008 and aims to achievea similar figure in 2009. This precautionary measure will
not affect the 2009 Airbus delivery target.

ARIANESPACE ORDERS 35 ARIANE 5
ECA LAUNCHERS FROM ASTRIUM
On 30 January 2009, Arianespace and Astrium signed
a contract for the production of 35 Ariane 5 ECA launchers(designated the “PB” batch). Worth more than € 4 billion,
this contract follows the letter of intent signed at the lastParis Air Show in 2007. The launchers in the PB batch
will be used starting in the second half of 2010, after
the 30 Ariane 5 launchers ordered in 2004 (the “PA” batch).
Astrium is the sole prime contractor for Ariane 5, delivering
a complete, tested and integrated launcher to Arianespaceat the Guyana Space Center. Astrium manages all industry
contracts for the 12 countries who are partners in the Ariane
programme.

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OPERATING AND FINANCIAL REVIEW

62

2.1.1

Certain Information

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2.1.2

Overview

62

2.1.3

Critical Accounting Considerations, Policies and Estimates

66

2.1.4

Measurement of Management’s Performance

71

2.1.5

EADS Results of Operations

75

2.1.6

Changes in Consolidated Total Equity(including Minority Interests)

80

2.1.7

Liquidity and Capital Resources

82

2.1.8

Hedging Activities

89

2.2

FINANCIAL STATEMENTS

90

2.3

STATUTORY AUDITORS’ FEES

91

2.4

INFORMATION REGARDING
THE STATUTORY AUDITORS

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Management’s
Discussion and Analysisof Financial Condition
and Results of Operations

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2.1 OPERATING AND FINANCIAL REVIEWThe following discussion and analysis is derived from and should
be read together with the audited Consolidated Financial
Statements (IFRS) of EADS as of and for the years ended
31 December 2008, 2007 and 2006 incorporated by reference
herein. These financial statements have been prepared inaccordance with International Financial Reporting Standards(“IFRS”) adopted by the International Accounting Standards
Board as endorsed by the European Union, and with Part 9of Book 2 of the Netherlands Civil Code. For the purposes ofthis section, provisions for loss-making contracts is the collective
term used for both “loss at completion contract provisions”
and “onerous contract provisions”.

2.1.1 Certain Information
EXCHANGE RATE INFORMATION
The financial information presented in this document is expressed in euros, US dollars or pounds sterling. The following table setsout, for the periods indicated, certain information concerning the exchange rate between the euro and the US dollar and poundsterling, calculated using the official European Central Bank fixing rate:
Average

Period End

Year ended€ -US$€ -£€ -US$€ -£31 December 2006

1.2556

0.68171.31700.671531 December 2007

1.37020.6842

1.47210.733431 December 2008

1.47080.7963

1.39170.9525RATINGS
EADS is currently rated A1 with a stable outlook by Moody’s Investors Service, BBB+ with a stable outlook by Standard and Poor’s
and BBB+ with a stable outlook by Fitch Ratings.

2.1.2 Overview
With consolidated revenues of € 43.3 billion in 2008, EADS isEurope’s premier aerospace and defence company and one of thelargest aerospace and defence companies in the world. In termsof market share, EADS is among the top two manufacturers ofcommercial aircraft, civil helicopters, commercial space launchvehicles and missiles, and a leading supplier of military aircraft,satellites and defence electronics. In 2008, it generated
approximately 75% of its total revenues in the civil sector(compared to 77% in 2007) and 25% in the defence sector(compared to 23% in 2007). As of 31 December 2008, EADS’
active headcount was 118,349.

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Through the end of 2008, EADS organised its businesses into
the following five operating divisions:> Airbus: Development, manufacturing, marketing and saleof commercial jet aircraft of more than 100 seats and thedevelopment and manufacturing of aircraft for military use;
> Military Transport Aircraft: Development, manufacturing,marketing and sale of military transport aircraft and special
mission aircraft;> Eurocopter: Development, manufacturing, marketingand sale of civil and military helicopters, and provisionof maintenance services;

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1> Astrium: Development, manufacturing, marketing and saleof satellites, orbital infrastructures and launchers,
and provision of space services; and> Defence & Security: Development, manufacturing,marketing and sale of missile systems, military combat
aircraft and training aircraft; provision of defence electronics
and defence-related telecommunications solutions
and logistics, training, testing, engineering and otherrelated services.
In addition, EADS has five business units (“BUs”) — ATR,EFW (Elbe Flugzeugwerke GmbH), EADS Socata, EADS Sogerma
and EADS North America — which are allocated to “Other
Businesses” for purposes of segment reporting. Their activities
comprise the development, manufacturing, marketing and saleof regional turboprop aircraft, light commercial aircraft
and aircraft components, civil and military aircraft conversion
and maintenance services, as well as the prime contractorshipin the LUH programme.

2.1.2.1

SIGNIFICANT PROGRAMMEAND RESTRUCTURING DEVELOPMENTS
IN 2006, 2007 AND 2008

A400M programme. At the end of 2006, Airbus performed
a financial review of its workshare on the A400M programme.
Based on the programme’s risks and complexities, Airbus
recorded a loss-making contract provision of € -352 million
in 2006 for its workshare on the programme, with acorresponding negative impact on its EBIT* for the year.
However, as the other divisions of EADS foresaw a positive
contribution from the whole A400M programme at the time,
the provision at Airbus was reversed at the EADS group levelin 2006. Nevertheless, due to the overall cost increase for thewhole programme, a negative catch-up of € -66 million wasrecorded at the EADS group level in 2006 in order to adjust
the cumulative EBIT* recognised on the programme for theyears 2003 to 2006.
Just before the end of 2007, EADS announced that the firstdeliveries of the A400M would be delayed by six to twelve
months. In terms of financial impact, Airbus recorded an
additional loss-making contract provision and charges totalling€ -1.2 billion in 2007, in addition to provisions and chargesof € -0.2 billion recorded at EADS group level and € -0.1 billion
recorded at other divisions. The provisions were intended tocover, among other things, cost overruns on the programme
and the risk of penalty payments to customers.

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On 25 September 2008, EADS announced an undefined delayof the first flight of the A400M, mainly due to theunavailability of the propulsion system. This undefined delay
was primarily due to an official notice from the engine
manufacturers’ consortium as to their inability to specify a newdelivery date for the A400M engines. Moreover, other major
suppliers of mission critical systems and of system integration
indicated that they were severely struggling with thechallenging technical requirements of this aircraft.
On 9 January 2009, Airbus Military and EADS announced thatthey had proposed a new programme approach for the A400M
to the European launch nations, through OCCAR, with the aim
to find an appropriate way forward for this programme. Airbus
Military and EADS wanted to initiate discussions around theprogramme schedule along with changes to other areas of thecontract including in particular certain technical characteristicsof this military aircraft. In line with complex militarydevelopment programmes, Airbus Military suggested to resumeseries production only once adequate maturity is reached basedon flight test results. With this new approach, the first deliveryof the A400M would then occur three years after its first flight.
Airbus Military and EADS will only be able to update all of thefinancial consequences of a revised industrial plan, once theavailability of the engines and mission critical systems is firmly
determined and once OCCAR’s position on the proposal
is known.
As a result of the undefined delays and the uncertain technicalenvironment which eventually led to the proposed new
programme approach as described above, EADS applied the earlystage method of accounting on the A400M programme from25 September 2008 onwards. Under this method, all A400M
related work-in-progress, which would have been expensed upon
the completion of technical milestones according to the estimate
at completion method of accounting, have since then been
expensed as incurred, with related revenues recognised up to
the recoverable part of these costs as per the A400M contract.
At the same time, the A400M loss-making contract provision
was updated on the basis of the probable excess contract costs
over remaining contract revenues that could be estimated at
year-end 2008.

* EBIT: earnings before interest and taxes, pre-goodwill impairment and exceptionals.

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The following table sets forth the income statement impact in 2008 of the items described above:
Year ended 31 December 2008
Early stage accounting

Estimate at completion
before early stage

Total impactof the A400M programme

Revenues

1,107

419

1,526

Expensed work in progress(1,449)(489)(1,938)Subtotal

(342)

(70)

(412)

334

70

404

(in €m)Consumption of provision
Additional costs (including increase in provision)

(696)

0

(696)

Total EBIT* impact

(704)

0

(704)

As they cannot currently be estimated, various potential
additional costs linked to the unquantifiable financial
consequences of the shift in the delivery schedule have not beentaken into account when reassessing the A400M loss-making
contract provision in the 2008 financial statements. Therefore,
significant negative income statement impacts may still have tobe accounted for in future periods when such costs become
estimable or triggering events lead to a return to the estimate atcompletion method of accounting. Potential benefits fromfuture discussions with customers, if any, might reduce suchimpacts, but would only be taken into account once agreed uponby OCCAR and the launch nations.

> all other settlement obligations as a result of the delivery
delays and accrued for in 2006. Together with the three
preceding charges, this accounted for approximately€ -2.0 billion of the € -2.5 billion decrease in EBIT* in 2006;

For further information on the A400M programme, including
related contingent liabilities, see “Notes to Consolidated
Financial Statements (IFRS) — Note 3: Accounting for the
A400M programme” and “— Note 34: Commitments andContingencies”.

In 2007, Airbus continued to incur significant costs in respect of
the A380 programme, due primarily to excess costs above theinitially expected learning curve and ongoing fleet support.
Nevertheless, the impact on EBIT* represented a € 1.5 billion
improvement over 2006.

A380 programme. During 2006, Airbus twice revised its
delivery schedule for the A380 after having encountereddifficulties in the industrialisation of the programme, inparticular in the area of electrical engineering. As a result, EBIT*at Airbus was negatively affected by a net charge of€ -2.5 billion in 2006 compared to 2005. This net charge related
to the following items:

In 2008, the business update of the A380 programme led to therecording of an additional loss-making contract provision of€ -1.1 billion. This charge incorporates the latest change to theA380 production plan to be implemented in 2009 and somehigher recurring costs reflecting the ramp-up challenges that
EADS is facing. In addition, ongoing support costs are reflectedin the underlying EBIT* performance.

> excess costs above the initially expected learning curve, asdifficulties in the production process caused Airbus to fallshort of the expected improvements in production efficiency
over time;

A350 XWB programme. At the end of 2006, Airbus formallylaunched its new A350 XWB programme and at the same time
discontinued the original A350 programme. The launch of theA350 XWB triggered the accrual of a € 505 million provision in
2006, related to the anticipated buy-out of delivery
commitments under firm orders for the original A350 aircraftthat could no longer be fulfilled.

> the recording of loss-making contract provisions, related tocontractual penalties to be paid to customers as a result of thedelivery delays;> write-down of inventories, where necessary to align bookvalue with net realisable value;* EBIT: earnings before interest and taxes, pre-goodwill impairment and exceptionals.

64 EAD S R EG I S TR ATI O N DO C U ME N T 2 0 0 8> impairment of assets and provision charges recorded
following the freezing of development on the freighter
version of the A380 (€ -0.3 billion); and> ongoing production support for the programme, representing
recurring expenses unallocated to unit production costs(€ -0.2 billion).

In 2007, EBIT* at Airbus continued to be burdened by charges
with respect to the A350 XWB programme, which amounted toapproximately € -1.0 billion. These charges related in particular
to the recording of loss-making contract provisions on the firstorders for the A350 XWB, the margins of which were weighed
down by launch-order pricing and initial learning curve costs.

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At the end of 2008, the A350 XWB passed the detailed
definition freeze milestone, which assessed the maturity ofthe programme. Airbus will now continue with further specificdesign work, in parallel with the development of associatedtooling and building investments.

Power8, Power8 Plus and Future EADS programmes.
At the beginning of 2007, Airbus launched a four-year
restructuring programme referred to as “Power8”, with the goalof achieving EBIT* contributions of € 2.1 billion from 2010
onwards and an additional € 5 billion of cumulative cash flowfrom 2007 to 2010. As part of the planned measures underPower8 to reduce overhead costs, and specifically headcount,
EADS recorded a restructuring expense of € -624 million in
EBIT* in 2007. In 2008, € 194 million of this provision has been
reversed to reflect the current level of restructuring obligation
which is lower than originally anticipated.
Savings realised pursuant to Power8 provided gross cost savingsof € 1.3 billion in 2008 compared to the initial cost baseline.
Given the progress and prospects achieved on the Power8
programme so far, EADS maintains the previously
communicated Power8 targets regarding EBIT* and cash savings.
In 2008, EADS launched a Group-wide cost savings programme
referred to as “Power8 Plus”, with the goal of achieving
further EBIT* contributions of € 1 billion beginning in
2011-2012. Airbus is expected to contribute roughly two-thirdsof the targeted cost savings, with the remaining portion
to be contributed by the Eurocopter, MTA, Astrium andDefence & Security divisions as well as by EADS headquarters.
In addition, EADS is currently working on an integration
programme with resulting streamlining and cost savings,
referred to as “Future EADS”, with the goal of achieving aminimum EBIT* contribution of € 200 million in 2011-2012.
It aims at further integration of the organisational structure,
improvement of decision making processes and cost savings
through the Headquarters and the Divisions as well as anenhanced interaction between Headquarters and the Divisions.

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EADS Sogerma. On 10 January 2007, EADS Sogerma
completed the sale of three of its subsidiaries dedicated to global
support and maintenance — Sogerma Services, Sogerma America
Barfield B.C. and Sogerma Tunisia — to the TAT Group. Prior
to their sale, EADS recorded an asset impairment totalling€ -117 million in 2006 — including € -33 million relating to its
retained subsidiaries, Seca and Revima — as well as
restructuring provisions of € -42 million. Combined with anunderlying operational loss of € -96 million, EADS Sogerma
recorded EBIT* of € -351 million in 2006, a deterioration of€ -114 million compared to 2005. Following the sale of thesesubsidiaries, EADS Sogerma’s EBIT* was positive in 2007.
In 2008, EADS Sogerma sold its subsidiary, Revima,
and further confirmed its recovery.

2.1.2.2 TRENDSEADS expects that new aircraft orders at Airbus will continue
to decline in 2009 to between 300 and 400 gross orders(following the 900 gross orders recorded in 2008), which is
challenging taking into account current market conditions.
It also expects that its consolidated research and development
expenses will increase in 2009 in connection with the ramp-up
of new programmes, in particular the A350 XWB, and thatsome deterioration in the price of aircraft delivered in 2009 will
occur as a result of strong past competition, particularly on
long-range aircraft. In addition, EADS will be faced withsignificant currency deterioration in 2009 linked to thedeclining dollar rate in the hedge portfolio.
On 19 February 2009, Airbus also announced that it wasadapting production rates of its A320 Family programme from36 to 34 aircraft per month from October 2009 onwards.
Production rates of the A330/A340 family will be paused at thecurrent level of 8.5 aircraft per month, and not increased further
as previously planned. These decisions reflect EADS’ current
view on market demand as airlines adapt their capacities in lightof continuing uncertainties caused by the worldwide economiccrisis. Production rates may be further adjusted as EADS deems
appropriate. Airbus delivered 483 aircraft in 2008 and aims toachieve a similar performance in 2009.

* EBIT: earnings before interest and taxes, pre-goodwill impairment and exceptionals.

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2.1.3 Critical Accounting Considerations, Policies and Estimates
2.1.3.1

SCOPE OF AND CHANGESIN CONSOLIDATION PERIMETER

Disposals and acquisitions of interests in various businesses canaccount, in part, for differences in EADS’ results of operations
for one year as compared to another year.
Airbus: Airbus has been fully consolidated by EADS since
1 January 2001, in light of the control EADS has exercised over
the assets, liabilities and operations of Airbus since that date.
BAE Systems held a 20% share in Airbus until October 2006,
at which time this share was purchased by EADS.
BAE Systems held a put option with respect to its share in
Airbus that was granted to it by EADS as part of the Airbus
business combination in 2001. BAE Systems’ put option was
exercisable at fair value and payable in cash or an equivalentamount of EADS shares. In light of these characteristics,
revised IAS 32 (which EADS retrospectively applied as of
1 January 2005) required EADS to account for the put option as
a liability (“liability for puttable instruments”) in the
consolidated balance sheet, stated at fair value. (Before thischange in accounting policy, EADS recorded BAE Systems’ stakein Airbus as minority interests within equity).
Pursuant to revised IAS 32, dividend payments to BAE Systems
were treated as partial repayments of the liability, thus reducing
the liability for puttable instruments, without affecting
minority interests. Other changes to the liability’s fair value
were recorded as changes to the liability for puttable
instruments and adjustments of goodwill, without any direct
impact on the consolidated income statement.
At 31 December 2005, the fair value of the liability for puttable
instruments was assessed at € 3.5 billion.
In June 2006, BAE Systems exercised its put option.
An independent investment bank then determined the fair valueof its 20% share in Airbus at € 2.75 billion, a decrease of€ 750 million from the assessed value at 31 December 2005.
Dividend payments to BAE Systems in 2006 accounted for€ 129 million of the decrease, while most of the remaining
portion of € 621 million led to a corresponding reduction in
Airbus’ goodwill (€ 613 million). Following payment of the€ 2.75 billion purchase price in cash by EADS in October 2006,
the liability for puttable instruments was derecognised from thebalance sheet.
MBDA: EADS and BAE Systems each hold a 37.5% stake in
MBDA, with Finmeccanica holding the remaining 25%. In 2006,
EADS proportionally consolidated 50% of MBDA within the
DS division, with Finmeccanica’s holding reflected as a 12.5%

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minority interest. As of 1 January 2007, the percentage of the
proportional consolidation of MBDA changed from 50% to37.5%. In 2007 and 2008, therefore, Finmeccanica’s holding is
no longer reflected as a minority interest in EADS’ accounts.
2006 consolidated figures have not been restated.

Acquisitions and Disposals
On 22 April 2008, EADS acquired PlantCML basedin California (US), a leading provider of emergency response
solutions, which is fully consolidated from that date in
the DS division. The difference between the purchase price andthe acquired net assets led to the recognition of a preliminary
goodwill of US$ 302 million (not yet finally determined).
On 28 July 2008, EADS acquired an additional 41% of Spot
Image based in Toulouse (France), a world leader in the provisionof satellite imagery and geo-information value-added services.
EADS thereby increased its stake in Spot Image to 81% but had
been consolidating it fully in Astrium since 1 January 2008
based on effective control since that date. This additionalpurchase led to the recognition of additional goodwill of€ 4 million.
On 7 April 2008, EADS acquired Surrey Satellite Technology
Limited (SSTL) based in the UK, which is specialised in thedesign and manufacture of small and micro satellites. The
acquisition was approved by the European Commission in
December 2008 leading to consolidation of the SSTL balance
sheet as at 31 December 2008 in Astrium. This purchase led
to the recognition of a preliminary goodwill of £43 million (notyet finally determined).
In January 2007, EADS increased its share in the Atlas
Elektronik group from 40% to 49% in connection with thecontribution in kind of EADS’ naval business to Atlas
Elektronik. Atlas Elektronik is proportionately consolidated
and the final determination of the difference between thepurchase price and the acquired net assets then led to therecognition of € 42 million of goodwill.
On 10 January 2007, EADS sold its remaining 60% stake inSogerma Services, as well as its remaining stakes in Sogerma
America Barfield B.C. (100%) and EADS Sogerma Tunisie(50.1%), as described above.
On 13 October 2006, EADS acquired BAE Systems’ 20%
minority share in Airbus after BAE Systems had exercised theput option it held on its Airbus stake in June 2006. Before thetransaction, EADS already controlled Airbus and therefore fully
consolidated this division.

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On 3 August 2006, EADS acquired 40% of the shares of the
Atlas Elektronik group, specialised in equipment and systems
for naval forces.
On 28 February 2006, 81% of LFK GmbH and TDW GmbH,
which had been fully consolidated by EADS, were sold to theEuropean missile group MBDA, which EADS proportionallyconsolidates.
See “Notes to Consolidated Financial Statements (IFRS) —Note 5: Acquisitions and disposals”.

2.1.3.2 UK PENSION COMMITMENTS
In the UK, EADS participates in several funded trusteeadministered pension plans for both executive and nonexecutive employees, with BAE Systems being the principal
employer. These plans qualify as multi-employer defined
benefit plans under IAS 19 “Employee Benefits”. EADS’
most significant investments in terms of employees
participating in these BAE Systems UK pension plans are
Airbus UK and MBDA UK. For Airbus, this remains the caseeven subsequent to the acquisition of BAE Systems’ 20%
minority interest in Airbus on 13 October 2006. Participating
Airbus UK employees have continued to remain members in
the BAE Systems UK pension plans due to the UK pension
agreement between EADS and BAE Systems and a change inUK pension legislation enacted in April 2006.
Generally, based on the funding situation of the respective
pension plans, the pension plan trustees determine thecontribution rates to be paid by the participating employers toadequately fund the plans. The different UK pension plans inwhich EADS investments participate are currently underfunded.
BAE Systems has agreed with the trustees to undertake various
measures in order to remedy such underfunding. These include:(i) making regular contribution payments for active employees
at levels well above those that would prevail in the caseof adequately funded plans and (ii) making extra
employers’ contributions.
Due to contractual arrangements between EADS and BAE
Systems, the contributions that EADS must make in respectof its participation in the two largest pension plans arecapped for a defined period of time (until July 2011 for
Airbus UK and until December 2007 for MBDA UK).
Contributions exceeding the respective capped amounts arepaid by BAE Systems. During the period of the contribution
caps, EADS is therefore neither exposed to increased regularcontribution payments resulting from the pension plans’
underfunding, nor to a participation in extra contribution
payments. Even after the expiry of the contribution caps, theunique funding arrangements between BAE Systems and
EADS create a situation for EADS different from common

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UK multi-employer plans, with special regulations limiting
the regular contributions that must be paid by Airbus UK
and MBDA UK to rates applicable to all participating
employers.
Based on the information that BAE Systems has provided
regarding the various pension plans, EADS has prepared an
estimate of its share in plan assets, defined benefit obligations
and related underfunding, which takes into account the impactsof the contribution caps’ mechanism described above as well as
those of future extra contributions agreed by BAE Systems withplan trustees. Accordingly, EADS has recorded a provision of€ -578 million as of 31 December 2008 (compared to€ -494 million as of 31 December 2007) for its current share of
the net pension underfunding in the UK A related amount of
actuarial gains and losses of € -804 million has been recorded in
total equity (net of deferred taxes) as of 31 December 2008
(compared to € -554 million as of 31 December 2007) inaccordance with IAS 19.
For further information related to EADS’ participation in multiemployer pension plans in the UK, see “Notes to Consolidated
Financial Statements (IFRS) — Note 26B: Provisions for
retirement plans”.

2.1.3.3 FAIR VALUE ADJUSTMENTS
The merger of the operations of Aerospatiale-Matra(“ASM”), DaimlerChrysler Aerospace (“DASA”) andConstrucciones Aeronáuticas S.A. (“CASA”), leading to thecreation of EADS in 2000, was recorded using the purchasemethod of accounting with ASM as the acquirer.
Accordingly, the book value of certain assets and liabilities,
mainly property, plant and equipment and inventories, wasadjusted by an aggregate amount of € 1.8 billion, net ofincome taxes, to allocate a portion of the respective fairmarket values of DASA and CASA at the time of the merger(the “fair value adjustments”). These aggregate additions invalue are generally being depreciated over four to fifteen
years for fixed assets and were amortised over approximately
24 months for inventories. In addition, in 2001 in connection
with the formation of Airbus S.A.S., EADS adjusted thebook value of Airbus fixed assets and inventories by anaggregate amount of € 0.3 billion, net of income taxes, toreflect their fair market values. The fair value adjustments
lead to a depreciation expense that is recorded in cost of sales
in the consolidated income statement. For management
reporting purposes, EADS treats these depreciation charges as
non-recurring items in EBIT* pre-goodwill impairment andexceptionals. See “— 2.1.4.2 Use of EBIT*”.

* EBIT: earnings before interest and taxes, pre-goodwill impairment and exceptionals.

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In 2006, a tax audit of DASA for the years 1994 until 1999 was
finalised. Pursuant to the EADS shareholders’ agreement, therelated tax expense was reimbursed by Daimler AG. As a resultof this audit, goodwill and deferred tax assets were adjusted asof 31 December 2006 with respective impacts in the DS division
and at the Headquarters/Consolidation level of € 52 million and€ 12 million, leading to both a charge within “Other expenses”
and a tax benefit of € 64 million in the consolidated income
statement for 2006. EADS has treated the charge as a nonrecurring item in EBIT*. See “— 2.1.4.2 Use of EBIT*”.

2.1.3.4 IMPAIRMENT/WRITE-DOWN OF ASSETS
When a triggering event, such as an adverse material market
event or a significant change in forecasts or assumptions, occurs,
EADS performs an impairment test on the assets, group ofassets, subsidiaries, joint ventures or associates likely to beaffected. In addition, EADS tests goodwill for impairment in the
fourth quarter of each financial year, whether or not there is any
indication of impairment. An impairment loss is recognised in
the amount by which the asset’s carrying amount exceeds its
recoverable amount.
Generally, the discounted cash flow method is used todetermine the value in use of the assets. The discounted cash
flow method is sensitive to estimates of future cash flows by
EADS’ management (“Management”) and the selected discountrate. Consequently, slight changes to these elements canmaterially affect the resulting asset valuation and therefore theamount of the potential impairment charge.
The discount rate used by EADS is derived from the Group’s
weighted average cost of capital, adjusted to reflect the risk ofthe business concerned. See “Notes to Consolidated Financial
Statements (IFRS) — Note 2: Summary of significant accounting
policies — Significant Accounting Policies — Impairment of
non-financial assets” and “— Note 14: Intangible assets”.
The impairment of goodwill has an effect on profitability, as itis recorded in the line item “Other expenses” on EADS’
consolidated income statement. No goodwill was impaired in
2006, 2007 or 2008. However, in 2006, non-goodwill asset
impairment charges were recorded at EADS Sogerma(€ -84 million in respect of its subsidiaries Sogerma Services,
Sogerma Tunisia and Barfield, which were sold to the TATGroup on 10 January 2007, and € -33 million relating to theremaining Sogerma subsidiaries, Seca and Revima), and at
Airbus (€ -250 million) related primarily to write-down of
inventory and impairment of fixed assets on the A380
programme. These charges in turn had a negative effect on EBIT*
for 2006. For a discussion of goodwill impairment testing
methodology, in particular at Airbus, see “Notes to Consolidated
Financial Statements (IFRS) — Note 14: Intangible assets”.

* EBIT: earnings before interest and taxes, pre-goodwill impairment and exceptionals.

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2.1.3.5 RESEARCH AND DEVELOPMENT EXPENSES
Since 2003, with the application of IAS 38 “Intangible Assets”,
EADS has assessed whether product-related development costs
qualify for capitalisation as internally generated intangible
assets. Criteria for capitalisation are strictly applied. All researchand development costs not meeting the IAS 38 criteria are
expensed as incurred in the consolidated income statement.
In 2006, € 411 million of product-related development costs
were capitalised in accordance with IAS 38 (including€ 335 million relating to the Airbus A380 programme).
€ 93 million were capitalised in 2007 (with no further
capitalisation relating to the Airbus A380 programme following
its entry into the production phase at the end of 2006),
and € 87 million were capitalised in 2008.
Capitalised development costs are generally amortised over theestimated number of units produced. If the number of units
produced cannot be estimated reliably, capitalised development
costs are amortised over the estimated useful life of theinternally generated intangible asset. Amortisation of capitalised
development costs is recognised within “Cost of sales”.
Amortisation of capitalised development costs amounted to€ -46 million in 2007 and € -56 million in 2008, most of which
related to the MRTT and the Airbus A380 programme.
Amortisation in respect of the Airbus A380 programme began
in 2007 following its entry into the production phase at the endof 2006.
Internally generated intangible assets are reviewed for
impairment annually when the asset is not yet in use andsubsequently whenever events or changes in circumstancesindicate that the carrying amount may not be recoverable.

2.1.3.6 ACCOUNTING FOR HEDGEDFOREIGN EXCHANGE TRANSACTIONSIN THE FINANCIAL STATEMENTS
More than 60% of EADS’ revenues are denominated in US
dollars, whereas a substantial portion of its costs is incurred ineuros and, to a lesser extent, pounds sterling. EADS uses
hedging strategies to manage and minimise the impact of
exchange rate fluctuations on its profits. See “— 2.1.8.1 Foreign
Exchange Rates” and “Risk Factors — 1. Financial Market Risks— Exposure to Foreign Currencies”.

Cash flow hedges. The Group generally applies cash flow
hedge accounting to foreign currency derivative contracts that
hedge the foreign currency risk on future sales as well as tocertain interest rate swaps that hedge the variability of cash
flows attributable to recognised assets and liabilities. Changes infair value of the hedging instruments related to the effective
part of the hedge are reported in accumulated other

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1comprehensive income (“AOCI”), a separate component of total
consolidated equity, net of applicable income taxes andrecognised in the consolidated income statement in conjunction
with the result of the underlying hedged transaction, whenrealised. See “— 2.1.6 Changes in Consolidated Total Equity(including Minority Interests)”. The ineffective portion isimmediately recorded in “Profit (loss) for the period”. Amounts
accumulated in equity are recognised in profit or loss in the
periods when the hedged transaction affects the income
statement, such as when the forecast sale occurs or when thefinance income or finance expense is recognised in the income
statement. If hedged transactions are cancelled, gains and losseson the hedging instrument that were previously recorded inequity are generally recognised in “Profit (loss) for the period”.
For products such as aircraft, EADS typically hedges the first
forecasted highly probable future cash inflows for a given
month based upon final payments at delivery. See “— 2.1.8.1
Foreign Exchange Rates”.
Cash flow hedges associated with transactions that are cancelled
are generally deemed terminated for accounting purposes.
The sum of (i) changes in the fair value of these hedges since
1 January and (ii) a reversal of the portion of AOCI
corresponding to these hedges prior to 1 January, are thengenerally recorded in revenues and deferred tax benefits(expenses) in the consolidated income statement.
Revenues in currencies other than the euro that are not hedged
through financial instruments are translated into euro at the
spot exchange rate at the date the underlying transaction occurs.

2.1.3.7 FOREIGN CURRENCY TRANSLATIONEADS’ consolidated financial statements are presented in euros.
The assets and liabilities of foreign entities whose reporting
currency is other than euro are translated using period-end
exchange rates, while the corresponding income statements aretranslated using average exchange rates during the period.
All resulting translation differences are included as a componentof AOCI.
Transactions in foreign currencies are translated into euro at theexchange rate prevailing on transaction date. Monetary assets
and liabilities denominated in foreign currencies at period-end
are translated into euro using the period-end exchange rate.
Foreign exchange gains and losses arising from translation ofmonetary assets are recorded in the consolidated income
statement, except when deferred in equity as qualifying hedging
instruments in cash flow hedges.

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liabilities are reported as part of the fair value gain or loss.
Translation differences of non-monetary financial assets suchas equity securities classified as available for sale are includedin AOCI.
Goodwill and fair value adjustments arising on the acquisitionof a foreign entity that was acquired after 31 December 2004
are treated as assets and liabilities of the acquired company
and are translated into euro at the period-end exchange rate.
Regarding transactions prior to that date, goodwill, assets andliabilities acquired are treated as those of the acquirer.
The accumulated amount of translation differences recorded
in AOCI is released to profit or loss when the associated foreign
entity is disposed of or liquidated or the associated asset or
liability is disposed of, respectively.

Currency Translation Adjustment Related to Airbus
Following the signing of an Advance Pricing Agreement with
tax authorities in April 2004, Airbus GIE (a US dollardenominated entity) was merged into Airbus S.A.S. (a eurodenominated entity) with retrospective effect as of
1 January 2004. Consequently, as from such date, operations of
the former Airbus GIE are treated as “foreign currency
operations” and accounted for in accordance with EADS’
consistently applied accounting principles.
Prior to the merger, Airbus GIE operations, with the exceptionof those hedged with financial instruments, were recorded at
the exchange rate prevailing at the time of aircraft delivery, withoutstanding operations being re-valued in the balance sheet at
each period end using the closing exchange rate of such period.
From 1 January 2004, all non-hedged US dollar-denominatedoperations, including outstanding operations of the former
Airbus GIE, are recorded on the basis of exchange rates
prevailing at the date of receipt or payment of US dollars.
In particular, customer advances (and the corresponding
revenues recorded when sales recognition occurs) are now
translated at the exchange rate prevailing on the date they arereceived. US dollar-denominated costs are converted at theexchange rate prevailing on the date they are incurred. To theextent that US dollar-denominated customer advances differ, interms of timing of receipt or amount, from corresponding US
dollar-denominated costs, there is a foreign currency exchange
impact on EBIT*. Additionally, the magnitude of any suchdifference, and the corresponding impact on EBIT*, is sensitive
to variations in the number of deliveries.

Non-monetary assets and liabilities denominated in foreign
currencies, which are stated at historical cost, are translated into
euro at the exchange rate in effect on the date of the transaction.
Translation differences on non-monetary financial assets and* EBIT: earnings before interest and taxes, pre-goodwill impairment and exceptionals.

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2.1.3.8 ACCOUNTING FOR SALESFINANCING TRANSACTIONSIN THE FINANCIAL STATEMENTS
In order to support product sales, primarily at Airbus and ATR,EADS may agree to participate in the financing of customers, ona case-by-case basis, directly or through guarantees provided tothird parties. Certain sales contracts may include the provisionof an asset value guarantee (“AVGs”), whereby EADS
guarantees a portion of the market value of an aircraft during alimited period, starting at a specific date after its delivery (inmost cases, 12 years post-delivery). See “— 2.1.7.4 Sales
Financing” and “Notes to Consolidated Financial Statements(IFRS) — Note 34: Commitments and contingencies”. The
accounting treatment of sales financing transactions varies basedon the nature of the financing transaction and the resulting
exposure.

On Balance Sheet. When, pursuant to a financing transaction,
the risks and rewards of ownership of the financed aircraft
reside with the customer, the transaction is characterised aseither a loan or a finance lease. In such instances, revenues fromthe sale of the aircraft are recorded upon delivery, while
financial interest is recorded over time as financial income. The
outstanding balance of principal is recorded on the balance sheet
in long-term financial assets, net of any accumulated
impairments. See “Notes to Consolidated Financial Statements(IFRS) — Note 17: Investments in associates accounted for underthe equity method, other investments and other long-term
financial assets”.
By contrast, when the risks and rewards of ownership remain
with Airbus or ATR, the transaction is characterised as an
operating lease. EADS’ general policy is to avoid, wheneverpossible, operating leases for new aircraft to be delivered tocustomers. Therefore, new operating leases primarily arise inconnection with the future re-marketing of aircraft. Rather thanrecording 100% of the revenues from the “sale” of the aircraft at
the time of delivery, rental income from such operating leases isrecorded in revenues over the term of the respective leases. The
leased aircraft are recorded at production cost on the balance
sheet as property, plant and equipment, and the corresponding
depreciation and potential impairment charges are recorded incost of sales. See “Notes to Consolidated Financial Statements(IFRS) — Note 15: Property, plant and equipment”.
If the present value of an AVG exceeds 10% of the sales price of
the aircraft, the sale of the underlying aircraft is accounted for as
an operating lease in the consolidated financial statements. In
this case, upon aircraft delivery, the cash payment received fromthe customer is recognised on the consolidated balance sheet asdeferred income and amortised straight-line up to the amount,
and up to the last exercise date, of the AVG. The production
cost of the aircraft is recorded on the balance sheet as property,
plant and equipment. Depreciation expenses are recorded in costof sales in the consolidated income statement. See “Notes to
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Consolidated Financial Statements (IFRS) — Note 15: Property,
plant and equipment” and “Note 31: Deferred income”.

Off Balance Sheet — Contingent Commitments. Certain
sales financing commitments, such as lease in/lease out
structures and AVGs the present value of which is below the
10% threshold, are not recorded on the balance sheet.
As a result, transactions relating to such AVGs are accounted for
as sales, with the related exposure deemed to be a contingent
commitment. To reduce exposure under AVGs and to minimise
the likelihood of their occurrence, Airbus and ATR extend themwith prudent guaranteed asset values and restrictive exercise
conditions, including limited exercise window periods.
Under lease in/lease out structures, which Airbus and ATR
applied in the past to allow investors to take advantage of certain
jurisdictions’ leasing-related tax benefits, the risks and rewardsof ownership of the aircraft are typically borne by a third party,
usually referred to as the head lessor. The head lessor leases theaircraft to Airbus or ATR, which in turn sub-leases it to thecustomer. To the extent possible, the terms of the head lease andsub-lease match payment streams and other financial conditions.
Such commitments by Airbus or ATR are reported as offbalance sheet contingent liabilities. See “Notes to Consolidated
Financial Statements (IFRS) — Note 34: Commitments
and contingencies”.

Provisions and Allowances. Under its provisioning policy forsales financing risk, EADS records provisions to fully cover its
estimated financing and asset value net exposure. Provisions
pertaining to sales financing exposure, whether on-balance sheet
or off-balance sheet, are recorded as impairments of the related
assets or in provisions. Provisions recorded as liabilities relate
primarily to off-balance sheet commitments. See “Notes toConsolidated Financial Statements (IFRS) — Note 26C: Other
provisions”. Provisions are recorded as impairments of therelated assets when they can be directly related to thecorresponding asset. See “Notes to Consolidated Financial
Statements (IFRS) — Note 15: Property, plant and equipment”
and “— Note 17: Investments in associates accounted for underthe equity method, other investments and other long-term
financial assets”. While management views its estimates ofvaluations of collateral as conservative, changes in provisions
reflecting revised estimates may have a material impact on net
income in future periods.

2.1.3.9 PROVISIONS FOR LOSS-MAKINGCONTRACTS
EADS records provisions for loss-making contracts when it
becomes probable that total contract costs will exceed total
contract revenues. Due to the size, length of time and nature ofmany of EADS’ contracts, the estimation of total revenues andcosts at completion is complicated and subject to many variables
and estimates, including penalties to be paid to customers related

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to contract performance. Loss-making contract provisions are
therefore reviewed and reassessed regularly. However, futurechanges in the assumptions used by EADS or a change in theunderlying circumstances — including the impact of foreign
currency exchange rate fluctuations, as described above under“— 2.1.3.7 Foreign Currency Translation” — may adversely or
positively affect the amount of EADS’ loss-making contract
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provisions for loss-making contracts do not take into accountassumptions on the hedge rates that may apply under suchcontracts. Therefore, such provisions will vary depending on theevolution of currency exchange rates (in particular the euro
versus the US dollar and the pound sterling) and otherassumptions resulting from regular contract review, including
cost reviews, with a corresponding impact on EBIT*.

2.1.4 Measurement of Management’s Performance
2.1.4.1

ORDER BACKLOG

Year-end order backlog (valued at catalogue prices forcommercial aircraft activities) consists of contracts signed up tothat date. Only firm orders are included in calculating orderbacklog — for commercial aircraft, a firm order is defined as one
for which EADS receives a non-refundable down payment on adefinitive contract not containing a “walk-away” provision.
Defence-related orders are included in the backlog uponsignature of the related procurement contract (and the receipt, inmost cases, of an advance payment). Commitments under
defence “umbrella” or “framework” agreements by governmental

customers are not included in backlog until they are officiallynotified to EADS.
For civil market contracts, amounts of order backlog reflected in
the table below are derived from catalogue prices, escalated tothe expected delivery date and, to the extent applicable,
converted into euro (at the corresponding hedge rate for thehedged portion of expected cash flows, and at the period-end
spot rate for the non-hedged portion of expected cash flows).
The amount of defence-related order backlog is equal to thecontract values of the corresponding programmes.

CONSOLIDATED BACKLOG(1) FOR THE YEARS ENDED 31 DECEMBER 2008, 2007 AND 2006
Year ended 31 December 2008

(2)

Year ended 31 December 2007

Year ended 31 December 2006

Amount in € bn

In percentage(3)Amount in € bn

In percentage(3)Amount in € bn

In percentage(3)77%Airbus

344.8

84%

283.8

81%

210.1

Military Transport Aircraft

22.3

6%

19.9

6%

20.3

8%

Eurocopter

13.8

3%

13.5

4%

11.0

4%

Astrium

11.0

3%

12.9

4%

12.3

5%

Defence & Security(4)

17.0

4%

17.8

5%

17.6

6%

408.9

100%

347.9

100%

271.3

100%

Total divisional backlog
Other Businesses(4)

3.4

2.7

2.3

Headquarters/Consolidation(12.1)(11.1)(10.8)

Total

400.2

339.5

262.8

(1) Without options.
(2) Based on catalogue prices for commercial aircraft activities.
(3) Before “Other Businesses” and “Headquarters/Consolidation”.
(4) MBDA proportionally consolidated at 37.5% in 2007 and 2008, 50% in 2006. 2006 figures have not been restated. In addition, business activities at EADS North America have been reclassified
from Defence & Security to Other Businesses in 2007 and 2008 and are not material. 2006 figures have not been restated.

The € 60.7 billion increase in the 31 December 2008 orderbacklog, to € 400.2 billion, primarily reflects an order intake at
EADS in 2008 (€ 98.6 billion) that was more than double therevenues accounted for in the same year (€ 43.3 billion). Also
contributing to the increase was the stronger US dollar spot rateused for conversion of the non-hedged portion of the backlog
into euro (€ -US$ 1.39 at the end of 2008 as compared to€ -US$ 1.47 at the end of 2007), which had a positive impact ofapproximately € 10 billion at year end.

* EBIT: earnings before interest and taxes, pre-goodwill impairment and exceptionals.

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Airbus’ backlog increased by € 61.0 billion from 2007, to€ 344.8 billion, primarily reflecting a book-to-bill ratio of morethan three with new orders of € 82.0 billion. This strong orderintake consisted of 777 new net orders in 2008 (as comparedto 1,341 in 2007). Also contributing to the increase was the
positive net foreign currency adjustment to the backlog,
reflecting the year-end valuation of the non-hedged portionof Airbus’ order backlog. Total order backlog amounted to
3,715 aircraft at the end of 2008 (as compared to 3,421 aircraftat the end of 2007).
The MTA division’s backlog increased by € 2.4 billion from2007, to € 22.3 billion, reflecting a book-to-bill ratio of morethan one with new orders of € 5.1 billion. Order intake wasdriven by orders for 20 A330 MRTT aircraft from the UK,
Saudi Arabia and the United Arab Emirates.
The Eurocopter division’s backlog posted a slight € 0.3 billion
increase from 2007, to € 13.8 billion, reflecting a book-to-billratio of more than one with new orders of € 4.9 billion. Thisstrong order intake consisted of 715 total new orders in 2008(as compared to 802 in 2007). Total order backlog amounted
to 1,515 helicopters at the end of 2008 (as compared to 1,388
helicopters at the end of 2007).

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Astrium’s backlog decreased by € -1.9 billion from 2007,
to € 11.0 billion, reflecting a book-to-bill ratio of less than
one with new orders of € 3.3 billion. Order intake was driven
by orders for commercial telecommunications and earth
observation satellites.
The DS division’s backlog decreased by €-0.8 billion from 2007,
to € 17.0 billion, reflecting a book-to-bill ratio of slightly lessthan one with new orders of € 5.3 billion. Order intake
was driven by orders for military air systems and secured
communication networks.
The amounts recorded under “Headquarters/Consolidation”
primarily reflect the elimination of Airbus’ work sharein the A400M programme. The MTA division’s order backlog
includes 100% of the value of the A400M order to reflect
the Division’s prime-contractor responsibility over the
programme. The effect of internal subcontracting (corresponding
to the work share of other EADS divisions on the A400M
programme) is therefore eliminated in EADS’ consolidated
order backlog.

The table below illustrates the proportion of commercial and defence backlog at the end of each of the past three years.
Year ended 31 December 2008

Year ended 31 December 2007

(1)

In percentage

Amount in € bn

Year ended 31 December 2006

(1)

In percentage

Amount in € bn(1)In percentage

80%

Amount in € bn

Backlog:
Commercial Sector

345

86%

285

84%

210

Defence Sector(2)

55

14%

55

16%

53

20%

Total

400

100%

340

100%

263

100%

(1) Including “Other Businesses” and “Headquarters/Consolidation”.
(2) MBDA proportionally consolidated at 37.5% in 2007 and 2008, 50% in 2006. 2006 figures have not been restated.

2.1.4.2 USE OF EBIT*EADS uses EBIT* pre-goodwill impairment and exceptionals
as a key indicator of its economic performance. The term
“exceptionals” refers to such items as depreciation expensesof fair value adjustments relating to the EADS merger, theAirbus combination and the formation of MBDA, as well as
impairment charges thereon. It also comprises disposal

impacts related to goodwill and fair value adjustments resulting
from these transactions.
Set forth below is a table reconciling EADS’ profit (loss) before
finance costs and income taxes (as reflected in EADS’
consolidated income statement) with EADS’ EBIT*.

Year ended
31 December 2008

Year ended
31 December 2007

Year ended
31 December 2006

2,772

(33)

278

Disposal of goodwill/Subsequent adjustment to goodwill

-

12

64(1)

Exceptional depreciation

52

49

57

Exceptional disposal (fixed assets)

6

24

-

2,830

52

399

(in €m)Profit (loss) before finance costs and income taxes

EBIT*(1) Relates to the finalisation of a tax audit for DASA for the years 1994 until 1999. See “ — 2.1.3.3 Fair Value Adjustments”.
* EBIT: earnings before interest and taxes, pre-goodwill impairment and exceptionals.

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2.1.4.3 EBIT* PERFORMANCE BY DIVISION
Set forth below is a breakdown of EADS’ consolidated EBIT* by division for the past three years.
(in €m)Year ended
31 December 2008

Year ended
31 December 2007

Year ended
31 December 2006

Airbus

1,790

(881)

(572)

Military Transport Aircraft

(16)

(155)

75

Eurocopter

293

211

257

Astrium

234

174

130

Defence & Security(1)

408

345

348

Total divisional EBIT*

2,709

(306)

238

Other Businesses(1)

80

84

(288)

HQ/Consolidation(2)

41

274

449

2,830

52

399

Total

(1) MBDA proportionally consolidated at 37.5% in 2007 and 2008, 50% in 2006. 2006 figures have not been restated. In addition, business activities at EADS North America have been reclassified
from Defence & Security to Other Businesses in 2007 and 2008 and are not material. 2006 figures have not been restated.
(2) HQ/Consolidation includes results from headquarters, which mainly consist of the “share of profit from associates accounted for under the equity method” from EADS’ investment in Dassault
Aviation. It also reflects the consolidation adjustments at group level in respect of the A400M programme (€ 286 million in 2006; € (169) million in 2007; € (135) million in 2008).

2008 compared to 2007. EADS’ consolidated EBIT* increased
from € 0.1 billion for 2007 to € 2.8 billion for 2008, primarilyreflecting the increased EBIT* at Airbus. Also contributing
to the increase was an improvement in EBIT* at the Group’s
four other operating divisions.
Airbus’ EBIT* increased from € -0.9 billion for 2007
to € 1.8 billion for 2008, primarily reflecting (i) goodunderlying business performance, including an increase in thenumber of aircraft delivered (483 in 2008, as compared to 453
in 2007) and savings from Power8, and (ii) lower programme
and restructuring charges than in 2007. See “— 2.1.2.1
Significant Programme and Restructuring Developments
in 2006, 2007 and 2008”. Also contributing to the increasein EBIT* was an approximate € 0.7 billion positive impact
of exchange rate effects compared to 2007 relating to(x) revaluation of loss-making contract provisions which had
a positive effect of € 1.3 billion compared to 2007, partially
offset by (y) generally less favourable rates of hedges thatmatured in 2008 as compared to 2007 (based on Airbus’ 2008
compounded conversion rate of € -US$ 1.15, as comparedto € -US$ 1.14 in 2007) which had a negative effectof € -0.1 billion and (z) other currency translation adjustments(€ -0.5 billion), including those related to the mismatch between
US dollar-denominated customer advances and corresponding
US dollar-denominated costs. See “— 2.1.3.7 Foreign Currency
Translation”. The increase in 2008 EBIT* was partially offsetby (i) the impact of the A400M programme, (ii) an increased
level of recurring costs recorded in respect of the A380
programme, reflecting the continued challenges that Airbus
faces on the ramp-up in industrial production, and(iii) approximately € -0.3 billion deterioration in the priceof delivered aircraft.

The MTA division’s EBIT* improved from € -155 million
for 2007 to € -16 million for 2008, primarily reflecting a rampup in tanker development and lower exceptional charges thanin 2007.
The Eurocopter division’s EBIT* increased by 38.9%, from€ 211 million for 2007 to € 293 million for 2008, primarilyreflecting strong growth in deliveries (588 in 2008, as comparedto 488 in 2007) and a favourable mix effect. The increase in
EBIT* was partially offset by negative foreign exchange rate
effects and higher research and development expenses, mainly
related to the joint development of the EC175 civil helicopter
with China.
Astrium’s EBIT* increased by 34.5%, from € 174 million for2007 to € 234 million for 2008, primarily reflecting increased
productivity and a ramp-up in production at Astrium SpaceTransportation, as well as an increased contribution fromservices due to the consolidation of Spot Image within
Astrium’s accounts (see “— 2.1.3.1 Scope of and Changes inConsolidation Perimeter”) which had a positive EBIT* impactof € 16 million, as well as a decrease in research and development
expenses in 2008 as a result of R&D tax credits. The increasein EBIT* was partially offset by negative foreign exchange rate
effects as a result of the decline in the pound sterling versus
the euro.
The DS division’s EBIT* increased by 18.3%, from € 345 million
for 2007 to € 408 million for 2008, due primarily to profitability
improvement across all businesses. Maturing programmes —such as missiles, radar and secure networks — drove such
improvement, as did further cost reduction initiatives and lower
restructuring costs.

* EBIT: earnings before interest and taxes, pre-goodwill impairment and exceptionals.

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The EBIT* of Other Businesses decreased slightly from€ 84 million for 2007 to € 80 million for 2008, due primarily tonegative foreign exchange rate effects. EBIT* decreased at ATR,EFW and Socata in 2008 while increasing at EADS Sogerma.
Headquarters/Consolidation EBIT* decreased by 85.0%, from€ 274 million for 2007 to € 41 million for 2008, with thedecrease primarily due to the gains from real estate disposals
and the sale of Embraer shares that occurred in 2007. The
decrease in EBIT* was also partially due to a decrease in “shareof profit from associates accounted for under the equity
method” from EADS’ investment in Dassault Aviation,
including the absence of an IFRS catch-up in 2008(as compared to a positive € 17 million IFRS catch-up in 2007).

2007 compared to 2006. EADS’ consolidated EBIT* decreased
by 87.0%, from € 0.4 billion for 2006 to € 0.1 billion for 2007,
primarily reflecting the increased loss at Airbus as well as
the loss at the MTA division. This decrease was partially offset
by an increase in EBIT* at Other Businesses and at Astrium.
Airbus’ EBIT* decreased by 54.0%, from € -0.6 billion for 2006
to € -0.9 billion for 2007, primarily reflecting (i) a larger lossmaking contract provision recorded in respect of the A400M
programme, (ii) a restructuring expense recorded in respectof Power8 implementation, (iii) charges recorded in respectof the A350 XWB programme, and (iv) approximately€ -0.2 billion deterioration in the price of delivered aircraft. See“— 2.1.2.1 Significant Programme and Restructuring
Developments in 2006, 2007 and 2008”. Also contributing to
the decrease was an approximate € -0.2 billion negative impact of
exchange rate effects relating to (x) generally less favourable ratesof hedges that matured in 2007 as compared to 2006 (based on
Airbus’ 2007 compounded conversion rate of € -US$ 1.14,
as compared to € -US$ 1.10 in 2006) which had a negative
effect of € -0.4 billion and (y) revaluation of loss-making
contract provisions which had a negative effect of € -0.4 billion,
partially offset by (z) gains on maturing A380 hedges and somepositive impact of the revaluation of certain assets and liabilities
and other currency translation adjustments. The decreasein EBIT* was partially offset by (i) an increase in the numberof aircraft delivered (453 in 2007, as compared to 434 in 2006),(ii) lower charges recorded in respect of the A380 programme,and (iii) initial savings from Power8.
The MTA division’s EBIT* decreased from € 75 million for 2006
to € -155 million for 2007, primarily reflecting (i) a margin
reduction of € -92 million recorded in respect of the A400M
programme as a result of the announced delay, combined withrevenue recognition of only two milestones in 2007 as comparedto five in 2006, and (ii) € -62 million of inventory write-down
related to medium and light aircraft. See “— 2.1.2.1 Significant
Programme and Restructuring Developments in 2006, 2007 and2008”.
* EBIT: earnings before interest and taxes, pre-goodwill impairment and exceptionals.

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The Eurocopter division’s EBIT* decreased by 17.9%, from€ 257 million for 2006 to € 211 million for 2007, primarilyreflecting a margin correction and provision in the NH90
programme for € -125 million. The decrease in EBIT* waspartially offset by a record level of deliveries (488 in 2007,
as compared to 381 in 2006) with a favourable mix effect.
Astrium’s EBIT* increased by 33.8%, from € 130 million for2006 to € 174 million for 2007, primarily reflecting an increased
contribution from services, in particular from Paradigm Secure
Communications Ltd., as well as a volume increase and better
process efficiency in space transportation. The increase in EBIT*
was partially offset by a decline in the satellites business.
The DS division’s EBIT* decreased by 0.9%, from € 348 million
for 2006 to € 345 million for 2007, due primarily to (i) thechange of consolidation effect relating to MBDA in 2007,
and (ii) higher one-time effects in 2006 (mainly € 121 million
higher capital gains). The decrease in EBIT* was partially offsetby (i) improved operating performance at Defence &Communication Systems, Defence Electronics and Military Air
Systems, and (ii) restructuring costs that were lower than in
2006. At comparable perimeter, the DS division’s EBIT*
increased by 8.3% in 2007 compared to 2006.
The EBIT* of Other Businesses increased from € -288 million for2006 to € 84 million for 2007. EBIT* in 2006 primarily reflected
the burden of non-recurring asset impairment charges andrestructuring provisions recorded at EADS Sogerma. In contrast,
EBIT* was positive at EADS Sogerma in 2007, while also
increasing at ATR, EFW and Socata.
Headquarters/Consolidation EBIT* decreased by 39.0%, from€ 449 million for 2006 to € 274 million for 2007, primarilyreflecting the € -169 million consolidation adjustment at grouplevel in respect of the A400M programme in 2007, in contrast
to the positive € 286 million adjustment in 2006. See “— 2.1.2.1
Significant Programme and Restructuring Developments in2006, 2007 and 2008”. Partially offsetting the decrease in EBIT*
was an increase in “share of profit from associates accounted forunder the equity method” from EADS’ investment in Dassault
Aviation, including a positive € 17 million IFRS catch-up in2007 (as compared to the absence of an IFRS catch-up in 2006),
as well as a higher € 69 million in gains from real estate
disposals and the sale of Embraer shares totalling € 46 million.

Foreign Currency Impact on EBIT*. More than 60%
of EADS’ consolidated revenues in 2008 were denominatedin currencies other than the euro. Given the long-term natureof its business cycles (evidenced by its multi-year backlog),
EADS hedges a significant portion of its net foreign exchange
exposure to mitigate the impact of exchange rate fluctuations
on its EBIT*. See “— 2.1.8.1 Foreign Exchange Rates” and “Risk
Factors — 1. Financial Market Risks — Exposure to Foreign

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Currencies”. In addition to the impact that hedging activities
have on EADS’ EBIT*, the latter is also affected by the impact ofrevaluation of certain assets and liabilities at the closing rate,
such as loss-making contract provisions, as described above.
During 2008, cash flow hedges covering approximately
US$ 16.4 billion of EADS’ US dollar-denominated revenues
matured. In 2008, the compounded exchange rate at which
hedged US dollar-denominated revenues were accounted for was€ -US$ 1.18, as compared to € -US$ 1.16 in 2007. This difference
resulted in an approximate € -0.2 billion decrease in EBIT* from2007 to 2008, of which approximately three-quarters was at
Airbus. In addition, foreign currency effects on EBIT*, including
those related to the mismatch between US dollar-denominatedcustomer advances and corresponding US dollar-denominatedcosts, resulted in an approximate € -0.5 billion decrease in EBIT*
compared to 2007. These decreases were more than offset by therevaluation of loss-making contract provisions related to the

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significant impact of US dollar and pound sterling which had apositive effect of € 1.3 billion compared to 2007.
During 2007, cash flow hedges covering approximately
US$ 16.3 billion of EADS’ US dollar-denominated revenues
matured. In 2007, the compounded exchange rate at which
hedged US dollar-denominated revenues were accounted for was€ -US$ 1.16, as compared to € -US$ 1.12 in 2006. This difference
resulted in an approximate € -450 million decrease in EBIT* from2006 to 2007, of which approximately € -400 million was at
Airbus. This decrease, together with the revaluation of lossmaking contract provisions which had a negative effect of€ -400 million, was partially offset by the € 667 million positive
impact of gains on matured A380 hedges and some higher
positive impact of the revaluation of certain assets and liabilities
and currency translation adjustments related to former Airbus
GIE.

2.1.5 EADS Results of Operations
The following table sets forth a summary of EADS’ Consolidated Income Statements for the past three years.
IFRS CONSOLIDATED INCOME STATEMENTS FOR THE YEARS ENDED 31 DECEMBER 2008, 2007 AND 2006
(in €m, except for earnings (losses) per share)

Year ended
31 December 2008

Year ended
31 December 2007

Year ended
31 December 2006

Revenues

43,265

39,12339,434

Cost of sales(35,907)(34,802)(34,722)

Gross margin

7,358

4,321

4,712

Selling and administrative expenses(2,186)(2,178)(2,274)

Research and development expenses(2,669)(2,608)(2,458)Other income

189

233

297

Other expenses
Share of profit from associates accounted for under the equity method andother income from investments

(131)

(97)

(188)

211

296

189

Profit (loss) before finance costs and income taxes

2,772

(33)

278

36

(199)

(121)

(508)

(538)

(123)

Interest result
Other financial result
Income taxes

(703)

333

81

Profit (loss) for the period

1,597

(437)

115

1,572

(446)

99

25

9

16

Earnings (losses) per share (basic) (in €)1.95(0.56)

0.12

Earnings (losses) per share (diluted) (in €)1.95(0.55)

0.12

Attributable to:Equity holders of the parent (Net Income (loss))
Minority interests

Set forth below are year-to-year comparisons of results of operations, based upon EADS’ Consolidated Income Statements.
* EBIT: earnings before interest and taxes, pre-goodwill impairment and exceptionals.

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CONSOLIDATED REVENUES
Consolidated revenues increased by 10.6% in 2008 to € 43.3 billion, as compared to € 39.1 billion for 2007. This increase was due
to revenue growth at all divisions during 2008 and includes € 1.1 billion due to the shift to early stage accounting for the A400M
programme.
Set forth below is a breakdown of EADS’ consolidated revenues by division for the past three years.
(in €m)Year ended
31 December 2008

Year ended
31 December 2007

Year ended
31 December 2006

Airbus27,45325,21625,190

Military Transport Aircraft

2,759

1,140

2,200

Eurocopter

4,486

4,172

3,803

Astrium

4,289

3,550

3,212

Defence & Security(1)

5,668

5,392

5,864

44,65539,47040,269Total divisional revenues
Other Businesses(1)

1,528

1,407

1,257

HQ/Consolidation(2)(2,918)(1,754)(2,092)

Total

43,265

39,12339,434(1) MBDA proportionally consolidated at 37.5% in 2007 and 2008, 50% in 2006. 2006 figures have not been restated. In addition, business activities at EADS North America have been reclassified
from Defence & Security to Other Businesses in 2007 and 2008 and are not material. 2006 figures have not been restated.
(2) HQ/Consolidation includes, in particular, adjustments and eliminations for intercompany transactions.

AirbusSet forth below is a breakdown of Airbus’ deliveries by aircraft type for the past three years.
Number of aircraftYear ended
31 December 2008

Year ended
31 December 2007

Year ended
31 December 2006

339

Single Aisle

386

367

Widebody-

69Long-Range

85

79

86(1)

Large Aircraft
Total

12

1

-

483

453

434

(1) Includes internal delivery of green a/c (MRTT for Australia) from Airbus to MTA d ivision .

2008 compared to 2007. Airbus’ consolidated revenues
increased by 8.9%, from € 25.2 billion for 2007 to € 27.5 billion
for 2008. The increase was primarily due to higher aircraft
deliveries (483 in 2008 as compared to 453 in 2007),in particular single-aisle A318/A319/A320/A321 aircraft andA380 aircraft. The shift to early stage accounting for the A400M
programme also yielded a revenue increase of € 765 million
compared to 2007, reflecting Airbus’ workshare in
the programme.
Partially offsetting this revenue increase was (i) an approximate€ -0.3 billion deterioration in the price of delivered aircraft,and (ii) an approximate € -1.4 billion negative impact resulting
primarily from the continued decline of the average exchange
rates used to convert payments upon deliveries. For a discussionof the impact of exchange rate variations on EADS’ results of

76 EAD S R EG I S TR ATI O N DO C U ME N T 2 0 0 8

operations, see “— 2.1.3.6 Accounting for Hedged Foreign
Exchange Transactions in the Financial Statements”, “— 2.1.3.7
Foreign Currency Translation”, “— 2.1.8.1— Foreign Exchange
Rates” and “Risk Factors — 1. Financial Market Risks —Exposure to Foreign Currencies”.

2007 compared to 2006. Airbus’ consolidated revenues
remained stable, amounting to € 25.2 billion for 2006 and 2007.
Aircraft deliveries recognised in revenues increased (453 in 2007
as compared to 434 in 2006), driven by deliveries of single-aisle
A318/A319/A320/A321 aircraft. Airbus delivered 28 moreaircraft of this type in 2007 (367 aircraft) than in the previous
year. Deliveries of long-range aircraft decreased slightly
from 86 in 2006 to 79 in 2007.

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in revenue recognition on the A400M programme, as well as an
approximate € -1.1 billion negative impact resulting primarily

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from the continued decline of the hedge rates used to convert
payments upon deliveries for the portion of such payments
which was hedged.

Military Transport Aircraft
Set forth below is a breakdown of the MTA division’s deliveries by aircraft type for the past three years.
Number of aircraft

CN-235

Year ended
31 December 2008

Year ended
31 December 2007

Year ended
31 December 2006

7

7

1

C-212

1

-

-

C-295

11

7

7

P-3

-

1

-

Total

19

15

8

For 2008, consolidated revenues of the MTA division increased
from € 1.1 billion for 2007 to € 2.8 billion for 2008. This
increase is primarily due to the shift to early stage accounting
for the A400M programme which yielded a revenue increaseof € 1,107 million compared to 2007, as well as to a ramp-up
in tanker activity and an increase in medium and light aircraft
deliveries.

For 2007, consolidated revenues of the MTA division decreased
by 48.2%, from € 2.2 billion for 2006 to € 1.1 billion for 2007.
The large decrease is primarily due to the completion of fewer
milestones on the A400M programme (two in 2007 as comparedto five in 2006 (including the shift of revenue recognition for
one milestone to the first quarter of 2006 from 2005)).

Eurocopter
Set forth below is a breakdown of Eurocopter’s deliveries by product type for the past three years.
Year ended
31 December 2008

Year ended
31 December 2007

Year ended
31 December 2006

Tiger

15

10

9

Light

302

275

217

Medium

229

172

134

Heavy

42

31

21

Number of aircraft

Of which NH90
Total

For 2008, consolidated revenues of Eurocopter increasedby 7.5%, from € 4.2 billion for 2007 to € 4.5 billion for 2008,
primarily reflecting an overall increase in helicopter deliveries
from 488 in 2007 to 588 in 2008, as well as growth in customer
services and development activities.

14

8

3

588

488

381

For 2007, consolidated revenues of Eurocopter increased
by 9.7%, from € 3.8 billion for 2006 to € 4.2 billion for 2007,
primarily reflecting an overall increase in helicopter deliveries
from 381 in 2006 to 488 in 2007, in particular in the civil
segment, as well as growth in customer services.

Astrium
Set forth below is a breakdown of Astrium’s deliveries of telecommunications satellites for the past three years.

Telecommunications Satellites

Year ended
31 December 2008

Year ended
31 December 2007

Year ended
31 December 2006

6

2

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For 2008, consolidated revenues of Astrium increased by 20.8%,
from € 3.6 billion for 2007 to € 4.3 billion for 2008. The increase
was primarily due to higher deliveries of commercial
telecommunication satellites, ramp-up in Ariane 5 production
and an increase in earth observation services. The increase inrevenues also reflects the consolidation of Spot Image in 2008.

Consolidated cost of sales also includes the amortisationof capitalised development costs pursuant to IAS 38, whichamounted to € -46 million in 2007. Mainly as a result of
the above stated items and a negative dollar effect at Airbus
in respect of revenues, the gross margin decreased from 11.9%
in 2006 to 11.0% in 2007.

For 2007, consolidated revenues of Astrium increased by 10.5%,
from € 3.2 billion for 2006 to € 3.6 billion for 2007. The increase
was primarily due to an increase in revenues from Paradigm
services, Ariane 5 production and ballistic missile deliveries.

CONSOLIDATED SELLING
AND ADMINISTRATIVE EXPENSES

Defence & Security
For 2008, consolidated revenues of the DS division amounted to€ 5.7 billion. Eurofighter, radar and missiles businesses represent
the majority of the revenues. The increase of 5.1% from€ 5.4 billion for 2007 primarily reflects further development ofintegrated security systems, secure networks and UAVs, as wellas the shift to early stage accounting for the A400M programme
which yielded a revenue increase of € 171 million compared to2007. The increase in revenues also reflects the acquisition of
PlantCML in 2008.
For 2007, consolidated revenues of the DS division decreased by
8.0%, from € 5.9 billion for 2006 to € 5.4 billion for 2007,
primarily reflecting the change of proportionate consolidation
effect (€ -0.4 billion) relating to MBDA and a decrease in standoff missile activity. Partially offsetting this decrease was
the ramp-up in Eurofighter production and growth in security
revenues.

CONSOLIDATED COST OF SALESFor 2008, consolidated cost of sales increased by 3.2%, from€ 34.8 billion for 2007 to € 35.9 billion for 2008. The increase
was primarily due to the higher number of aircraft deliveries
and the shift to early stage accounting for the A400M
programme, partially offset by lower programme andrestructuring charges than in 2007 and foreign exchange effects
from natural hedging. See “— 2.1.2.1 Significant Programme andRestructuring Developments in 2006, 2007 and 2008”.
Consolidated cost of sales also includes the amortisation ofcapitalised development costs pursuant to IAS 38, whichamounted to € -56 million in 2008. Mainly as a result of theabove stated items and despite a negative dollar effect at Airbus
in respect of revenues, the gross margin increased from 11.0% in2007 to 17.0% in 2008.
For 2007, consolidated cost of sales was roughly stable,
increasing from € 34.7 billion for 2006 to € 34.8 billion for 2007.
The slight increase was primarily due to the higher number ofaircraft deliveries and to charges relating to the A400M
programme, A350 XWB programme and Power8
implementation (as described above), which were partially offset
by decreased charges in respect of the A380 programme in 2007.
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For 2008, consolidated selling and administrative expenses
remained stable, at the 2007 level of € 2.2 billion. Higher
expenses at Astrium (primarily related to services growth andthe consolidation of Spot Image), the MTA division (related
to activity growth) and other areas were largely offset by theabsence of Power8 restructuring expenses recorded at Airbus
in 2007. See “— 2.1.2.1 Significant Programme andRestructuring Developments in 2006, 2007 and 2008”.
For 2007, consolidated selling and administrative expenses
decreased by 4.2%, from € 2.3 billion for 2006 to € 2.2 billion
for 2007, primarily reflecting lower expenses at the DS division(perimeter effect relating to MBDA, business unit savings, etc.)
and at EADS Sogerma (following the sale of its support andmaintenance activities at the beginning of 2007). This decrease
was partially offset by higher expenses at the Eurocopter
division and Astrium, primarily reflecting an overall increase
in selling activities, and by restructuring expenses relating
to Power8 implementation at Airbus.

CONSOLIDATED RESEARCH
AND DEVELOPMENT EXPENSES
For 2008, consolidated research and development (“R&D”)
expenses increased by 2.3%, from € 2.6 billion for 2007 to€ 2.7 billion for 2008. Most of the increase was attributable tohigher expenses at Airbus and Eurocopter, due to developmenton the A350 XWB and various helicopter programmes. This
increase was partially offset by less R&D for the A380
programme and at the other divisions as well as higher R&D
tax credits.
For 2007, consolidated R&D expenses increased by 6.1%,
from € 2.5 billion for 2006 to € 2.6 billion for 2007. Mostof the increase was attributable to higher expenses at Airbus,
due to development on the A350 XWB and A330-200F. The
DS division recorded slightly lower R&D expenses in 2007,
whereas the MTA division, Eurocopter and Astrium recordedslightly higher expenses than in 2006. These changes also reflect
the fact that in 2007 only € 93 million of R&D qualified forcapitalisation as an intangible asset under IAS 38, which wasconsiderably less than the € 411 million of R&D capitalisedin 2006. See “— 2.1.3.5 Research and Development Expenses”.

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CONSOLIDATED OTHER INCOME
AND OTHER EXPENSES
Consolidated other income and other expenses represent gains
and losses on disposals of investments in fixed assets, income
from rental properties and certain provisions.
For 2008, the net of other income and other expenses was
positive € 58 million as compared to positive € 136 million
for 2007. The decrease was mainly attributable to gains from saleof land and buildings in France and Germany recorded in 2007.
For 2007, the net of other income and other expenses was
positive € 136 million as compared to positive € 109 million
for 2006. The increase was mainly attributable to the recordingof lower overall expenses in 2007, as well as to gains on thesale of land and buildings in France and Germany.

CONSOLIDATED SHARE OF PROFIT FROMASSOCIATES ACCOUNTED FOR UNDER THE EQUITYMETHOD AND OTHER INCOME FROM INVESTMENTS
Consolidated share of profit from associates accounted for underthe equity method and other income from investments
principally includes results from companies accounted for underthe equity method and the results attributable to nonconsolidated investments.
For 2008, EADS recorded € 211 million in consolidated shareof profit from associates accounted for under the equity method
and other income from investments as compared to € 296 million
for 2007. The € -85 million decrease primarily reflects the
reduced contribution from EADS’ equity investment in Dassault
Aviation, including the absence of an IFRS catch-up in 2008, as
well as the one-off gain from EADS’ sale of its 2.13% interest in
Embraer in 2007. See “Notes to Consolidated Financial
Statements (IFRS) — Note 11: Share of profit from associates
accounted for under the equity method and other income frominvestments”.
For 2007, EADS recorded € 296 million in consolidated shareof profit from associates accounted for under the equity method
and other income from investments as compared to € 189 million
for 2006. The € 107 million increase primarily reflects theresults of EADS’ equity investment in Dassault Aviation,
including a € 17 million positive IFRS catch-up in 2007 (ascompared to the absence of an IFRS catch-up in 2006), as well asa capital gain of € 46 million from EADS’ sale of its 2.13%
interest in Embraer.

CONSOLIDATED INTEREST RESULT
Consolidated interest result reflects the net of interest income
and expense arising from financial assets and liabilities,
including interest expense on refundable advances provided

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by European governments to finance research and development
activities.
For 2008, EADS recorded a consolidated net interest result of€ 36 million, as compared to a consolidated net interest expenseof € -199 million for 2007. The improvement is due primarily
to a higher average net cash balance held during 2008 and anincrease in investments in short- and medium-term securities.
For 2007, EADS recorded a consolidated net interest expenseof € -199 million, as compared to € -121 million of consolidated
net interest expense for 2006. The deterioration is due primarily
to a lower average net cash balance held during 2007 following
the acquisition of BAE Systems’ 20% share in Airbus in
October 2006, as well as the incurrence of higher interest
expenses on European government refundable advances.

CONSOLIDATED OTHER FINANCIAL RESULTFor 2008, consolidated other financial result improved to€ -508 million from € -538 million for 2007. This positive€ 30 million change primarily results from (i) a € -28 million
negative effect in 2008 from valuation changes of US dollar- andpound sterling-denominated cash balances on the eurodenominated balance sheets of Group companies, compared
to a € -274 million negative effect in 2007, (ii) the€ -230 million negative effect in 2008 from the unwinding of
discounts on provisions recorded primarily at Airbus, compared
to a € -202 million negative effect in 2007, and (iii) a negative€ -121 million effect from the mark-to-market valuation of“embedded derivatives”, compared to a negative € -5 million
effect in 2007. Such “embedded derivatives” are financial
instruments that, for accounting purposes, are deemed
to be embedded in US dollar-denominated purchase ordersof equipment, where the US dollar is not conclusively
the currency in which the price of the related equipment isroutinely denominated in international commerce and is not
the functional currency of any of the parties to the transaction.
Also included in 2008 is the negative impact of the reassessmentof counterparty risk in the amount of € -49 million. See “Notes
to Consolidated Financial Statements (IFRS) — Note 12: Total
finance costs”.
For 2007, consolidated other financial result deteriorated to€ -538 million from € -123 million for 2006. This negative€ -415 million change primarily results from (i) the€ -202 million negative effect in 2007 from the unwindingof discounts on provisions recorded at Airbus, compared to a
€ -22 million negative effect in 2006, and (ii) a € -274 million
negative effect in 2007 from valuation changes of US dollardenominated cash balances on the euro-denominated balance
sheets of Group companies, compared to a € -136 million
negative effect in 2006, and (iii) a negative € -5 million effectfrom the mark-to-market valuation of “embedded derivatives”,
compared to a positive € 46 million effect in 2006.

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CONSOLIDATED INCOME TAXESFor 2008, income taxes yielded a € -703 million expense, compared
to a € 333 million benefit in 2007. The expense was due to thetaxable income of € 2,300 million recorded in 2008, compared toa taxable loss of € -770 million recorded in the previous year. The
effective tax rate was 31% in 2008. See “Notes to Consolidated
Financial Statements (IFRS) — Note 13: Income taxes”.
For 2007, income taxes yielded a positive € 333 million benefit,
compared to a positive € 81 million in 2006. The increase was due toa taxable loss of € -770 million recorded in 2007, compared totaxable income of € 34 million recorded in the previous year.

CONSOLIDATED MINORITY INTERESTS
For 2008, consolidated minority interests were € 25 million,
as compared to € 9 million for 2007, reflecting primarily theminority interest in the results of EADS Deutschland GmbHand subsidiaries of Airbus Financial Services. The increase ofminority interests for 2008 primarily relates to the increasein minority interest in the results of Airbus Financial Services,and the minority interest recorded in respect of Spot Image
following its initial consolidation. See “— 2.1.3.1 Scope of andChanges in Consolidation Perimeter”.
For 2007, consolidated minority interests were € 9 million, as
compared to € 16 million for 2006, reflecting primarily the minority
interest in the results of Dornier GmbH. The decrease in minority
interests for 2007 primarily relates to the change in the proportional
consolidation of MBDA from 50% to 37.5% as of 1 January 2007, asa result of which Finmeccanica’s 12.5% stake in MBDA is no longer
reflected as a minority interest in EADS’ accounts.

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CONSOLIDATED NET INCOME (LOSS) (PROFIT(LOSS) FOR THE PERIOD ATTRIBUTABLE TO EQUITYHOLDERS OF THE PARENT)
As a result of the factors discussed above, EADS recorded aconsolidated net income of € 1,572 million for 2008, ascompared to a consolidated net loss of € -446 million for 2007
and a consolidated net income of € 99 million for 2006.

EARNINGS PER SHARE (EPS)
Basic earnings per share increased by € 2.51 per share, from aloss of € -0.56 per share in 2007 to a profit of € 1.95 per sharein 2008. The number of outstanding shares at 31 December
2008 was 809,509,147. The denominator used to calculate EPS
was 806,978,801 shares, reflecting the weighted average numberof shares outstanding during the year. In 2006, EADS reported
basic earnings per share of € 0.12.
Diluted earnings per share increased by € 2.50 per share, froma loss of € -0.55 per share in 2007 to a profit of € 1.95 per sharein 2008. The denominator used to calculate diluted EPS was
807,596,942, reflecting the weighted average number of shares
outstanding during the year, adjusted to assume the conversionof all potential ordinary shares. In 2006, EADS reported diluted
earnings per share of € 0.12.
See “Notes to Consolidated Financial Statements (IFRS) —Note 24: Total equity” and “— Note 39: Earnings per share”.

2.1.6 Changes in Consolidated Total Equity (including Minority Interests)
The following table sets forth a summary of the changes in consolidated total equity for the period 1 January 2008 through31 December 2008.
(in €m)Balance at 31 December 2007
Actuarial gains and losses
Accumulated other comprehensive income
Thereof currency translation adjustments
Profit for the period
Capital increase
Share-based payments (IFRS 2)
Cash distribution to EADS N.V. shareholders/dividends paid to minorities

13,175(313)(3,321)
417
1,597
25
22
(107)

Change in minority interests

9

Change in treasury shares

39

Balance at 31 December 2008

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The decrease in consolidated total equity in 2008 primarilyreflects the effects of changes in accumulated othercomprehensive income (“AOCI”) and changes in actuarial gains
and losses. These were partially offset by net income for theperiod. Set forth below is a discussion of AOCI and its impact
on consolidated total equity. For a discussion of the other line
items affecting consolidated total equity, see “Notes toConsolidated Financial Statements (IFRS) — Note 24:
Total equity”.
In 2008, AOCI decreased by € -3,321 million. The change in
AOCI was primarily due to the negative variation (net of tax) of
the year-end mark-to-market valuation of that portion of EADS’
hedge portfolio qualifying for cash flow hedge accounting under
IAS 39.

IAS 39 RELATED IMPACT ON AOCI
At 31 December 2008, the notional amount of the outstanding
portfolio of hedges qualifying for IAS 39 hedge accounting
treatment (“cash flow hedges”) amounted to approximately

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US$ 68.1 billion hedged against the euro and the pound sterling.
The year-end mark-to-market valuation of EADS’ portfolio ofcash flow hedges resulted in a negative pre-tax AOCI valuation
change of € -5.4 billion from 31 December 2007, based on aclosing rate of € -US$ 1.39, as compared to a positive pre-tax
AOCI valuation change of € 0.2 billion at 31 December 2007
from 31 December 2006, based on a closing rate of € -US$ 1.47.
Positive pre-tax mark-to-market values of cash flow hedges areincluded in other financial assets, while negative pre-tax markto-market values of cash flow hedges are included in otherfinancial liabilities. Year-to-year changes in the mark-to-market
value of cash flow hedges are recognised as adjustments to
AOCI. These adjustments to AOCI are net of corresponding
changes to deferred tax assets (for cash flow hedges withnegative mark-to-market valuations) and deferred tax liabilities(for cash flow hedges with positive mark-to-market valuations).
Set out below is a graphic presentation of cash flow hedge
related movements in AOCI over the past three years (in €m).

RELATED MOVEMENTS IN AOCI IN €M

As a result of the negative change in the fair market valuation of
the cash flow hedge portfolio in 2008, AOCI amounted to a net
liability of € -0.3 billion for 2008, as compared to a net asset of€ 5.1 billion for 2007. The corresponding € 1.7 billion tax effectled to a net deferred tax asset of € 0.1 billion at
31 December 2008 as compared to a net deferred tax liability of€ -1.6 billion at 31 December 2007.

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CURRENCY TRANSLATION ADJUSTMENT IMPACTON AOCI
The positive € 417 million currency translation adjustment(CTA) related impact on AOCI in 2008 reflects the positiveeffect of the strengthening US dollar and the weakening poundsterling (in total positive € 517 million), partially offset by theconsequences (negative € -100 million) of the merger of Airbus
GIE (a US dollar-denominated entity) into Airbus S.A.S. (a eurodenominated entity). Before the merger, Airbus GIE operations
were recorded at the current exchange rate of the period except

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for those hedged with financial instruments. As from 1 January
2004, former Airbus GIE operations are recorded on the basis ofhistorical exchange rates. As a result, no additional CTA isgenerated by former Airbus GIE operations. The portion ofoutstanding CTA as at 31 December 2003, booked in respect of
non-monetary balance sheet items relating to transactions realised asfrom 1 January 2004 (i.e., mainly aircraft deliveries), is gradually
released to the consolidated income statement, in line with suchdeliveries. See “— 2.1.3.7 Foreign Currency Translation”.

2.1.7 Liquidity and Capital Resources
The Group’s objective is to maintain sufficient cash and cash
equivalents at all times to meet its present and future cash
requirements and maintain a favourable credit rating. It attempts
to achieve this policy objective by:> implementing measures designed to generate cash;> developing and maintaining access to the capital markets; and> containing its exposure to customer financing.
EADS benefits from a strong positive cash position, with€ 13.7 billion of consolidated gross cash (including securities of€ 7.0 billion) at 31 December 2008, with no immediate shortterm refinancing needs other than € 1.0 billion in notes
maturing in March 2010. This cash position is further supported
by a € 3.0 billion syndicated back-up facility, undrawn as at
31 December 2008 with no covenants. Overall, financing
liabilities (short and long-term) amounted to € 4.5 billion at
31 December 2008.

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EADS defines its consolidated net cash position as thedifference between (i) cash and cash equivalents, (ii) securities,and (iii) financing liabilities (as recorded in the consolidatedbalance sheet). The net cash position at 31 December 2008 was€ 9.2 billion. The factors affecting EADS’ cash position, andconsequently its liquidity risk, are discussed below.

2.1.7.1

CASH FLOWSEADS generally finances its manufacturing activities andproduct development programmes, and in particular thedevelopment of new commercial aircraft, through a combinationof flows generated by operating activities, customers’ advancepayments, risk-sharing partnerships with sub-contractors andEuropean government refundable advances. In addition, EADS’
military activities benefit from government-financed researchand development contracts. If necessary, EADS may raise funds
in the capital markets.

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The following table sets forth the variation of EADS’ consolidated net cash position over the periods indicated.
(in €m)Year ended
31 December 2008

Year ended
31 December 2007

Year ended
31 December 2006

Consolidated net cash position at 1 January

7,024

4,229

5,489

Gross cash flows from operations(1)

4,571

3,862

3,541

Changes in other operating assets and liabilities (working capital)(2)

(172)

1,236

1,017

Thereof customer financing

(327)

61

1,160

Thereof Paradigm refinancing

58

1,158

98

Cash used for investing activities(3)(1,840)(1,744)(2,590)

Thereof industrial capital expenditures(1,837)(2,028)(2,708)

(3)

284

118

(107)

(98)

(536)

Capital increase

24

46

94

Change in treasury shares

39

-

(35)

(436)

(303)

-

-

-

(2,879)(4)Thereof others
Cash distribution to shareholders/dividends paid to minorities

Contribution to plan assets of pension schemes
Payments related to liability for puttable instruments

90

(204)

128

Consolidated net cash position at 31 December

Other changes in financial position

9,193

7,024

4,229

Free cash flows(3)

2,559

3,354

1,968

Thereof free cash flows before customer financing

2,886

3,293

808

(1) Represents cash flow from operations, excluding variations in working capital.
(2) Including cash outflows of € 302 million for option premiums in 2008. In addition, following a change in presentation under IFRS, working capital now contains the net effect of customer
financing. 2006 and 2007 figures have been restated.
(3) Does not reflect (i) investments in, or disposals of, available-for-sale securities (disposal of € 3,357 million for 2006; addition of € (2,641) million for 2007; addition of € (2,676) million for 2008),
which are classified as cash and not as investments solely for the purposes of this net cash presentation; (ii) changes in cash from changes in consolidation (€ (249) million for 2007); or(iii) contribution to plan assets of pension schemes (€ (303) million for 2007; € (436) million for 2008).
(4) Payments include the acquisition price of € 2,750 million for the 20% stake in Airbus as well as a dividend payment from Airbus to BAE Systems amounting to € 129 million.

The consolidated net cash position at 31 December 2008was € 9.2 billion, a 30.9% increase from 31 December 2007. The
increase primarily reflects a solid € 4.6 billion gross cash flowfrom operations. This increase was partially offset by investing
activities that consumed € -1.8 billion as well as other items.

Gross Cash Flows from Operations
Gross cash flow from operations increased by € 709 million
to € 4,571 million for 2008, primarily as a result of the higher
earnings generated during the year.
Changes in Other Operating Assets and Liabilities(Working Capital)
Working capital is comprised of inventory, trade receivables,
other assets and prepaid expenses netted against trade liabilities,
other liabilities (including customer advances), deferred income
and customer financing. Changes in working capital resulted
in a negative impact on the net cash position for 2008(€ -0.2 billion) and a positive impact on the net cash position
for 2007 (€ 1.2 billion). In 2008, the main net contributors
to the negative working capital variation were (i) the change
in inventory (€ -1.2 billion), reflecting inventory growth inAirbus, Eurocopter and the DS division, and (ii) the change
in other assets and liabilities (€ -1.0 billion), primarily reflecting

the payment for option premiums (€ -0.3 billion) and customer
financing (€ -0.3 billion). The negative working capital variation
within the year was almost entirely offset by pre-delivery
payments from customers (€ 2.4 billion), approximately halfof which resulted from customer payments at nonAirbus divisions.
In 2007, the main net contributor to the positive working
capital variation was pre-delivery payments from customers(€ 4.8 billion), € 1.2 billion of which resulted from thesecuritisation of future receivables (guaranteed customer
payments) following achievement of an important milestone
on the Paradigm programme in 2007. Approximately half ofthe remaining € 3.6 billion in pre-delivery payments resulted
from customer payments at Airbus. The positive variation ofadvance payments received was partially offset by the change
in gross inventory in 2007 (€ -3.0 billion), reflecting inventory
growth across all divisions, in particular at Airbus which
accounted for approximately half of the total.

European Government Refundable Advances. As of
31 December 2008, total European government refundable
advances received, recorded on the balance sheet in the line
items “non-current other financial liabilities” and “current
other financial liabilities”, amounted to € 4.9 billion,
including accrued interest.

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For 2008, new receipts of European government refundable
advances totalled € 0.1 billion and reimbursements totalled€ -0.4 billion. Related accrued interest of € -0.3 billion wasrecorded in 2008.

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Set out below is a breakdown of the total amount of European
government refundable advances outstanding, by product/
project.

(in € bn)

2008

2007

2006

Long Range & Wide Body

1.1

1.3

1.5

A380

3.4

3.5

3.3

Eurocopter

0.1

0.2

0.2

Others

0.3

0.3

0.4

Total

4.9

5.3

5.4

Cash Used for Investing Activities
Management categorises cash used for investing activities into
two components: (i) industrial capital expenditures, and(ii) others.
Industrial Capital Expenditures. Industrial capital
expenditures (investments in property, plant and equipment
and intangible assets) amounted to € 1.8 billion for 2008, ascompared to € 2.0 billion for 2007 and € 2.7 billion for 2006.
Capital expenditures in 2008 related to programmes at Airbusof € 0.9 billion (relating primarily to the A350 XWB, singleaisle and MRTT projects) and additional projects in the otherdivisions of € 0.9 billion, including the build-up of Skynet
5 satellites at Paradigm and ongoing businesses. Excluding
Airbus and Paradigm-related expenditures, EADS’ otherdivisions incur approximately € 0.8 billion annually in capital
expenditures related to ongoing businesses.
For the period 2009 to 2010, it is expected that the majority
of EADS’ capital expenditures will occur in connection with
Airbus activities — in particular, for the A350 XWB
programme — and be broadly distributed across EADS’ homemarkets of France, Germany, the Spain and UK, as well as at theA320 Final Assembly Line in Tianjin, China.

Others. For 2008, negative € -3 million was recorded in thiscategory. For 2007, the positive € 284 million figure primarilyreflects the sale of buildings and participations in small entities
as well as the sale of Embraer shares. For 2006, the positive€ 118 million figure primarily reflects the sale of LFK GmbHto MBDA and other asset sales.

Free Cash FlowsAs a result of the factors discussed above, positive free cash
flows amounted to € 2.6 billion for 2008, as compared to€ 3.4 billion for 2007 and € 2.0 billion for 2006. Positive free
cash flow before customer financing was € 2.9 billion for 2008,
as compared to € 3.3 billion for 2007 and € 0.8 billion for 2006.

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Contribution to Plan Assets of Pension Schemes
In 2007, the cash outflow of € -0.3 billion relates to theimplementation of a Contractual Trust Arrangement (CTA)
for allocating and generating pension plan assets in accordancewith IAS 19. The CTA was initially funded by a € 0.5 billion
contribution in cash and securities (thereof € 0.3 billion in cash,€ 0.2 billion in securities not classified as cash-equivalent) by
certain EADS companies in Germany.
In 2008, there was a cash outflow of € -0.4 billion representing
mainly an additional contribution to the CTA by certain EADS
companies. See “Notes to Consolidated Financial Statements(IFRS) — Note 26B: Provisions for retirement plans”. EADS may
make additional contributions to plan assets over time in order toreduce the provision for retirement plans on its balance sheet.

Other Changes in Financial Position
In 2008, the positive change of € 90 million generally mirrors thecurrency effects on financing liabilities. In 2007, the cash outflow
of € -204 million primarily reflects the change in the percentage of
proportional consolidation of MBDA from 50% in 2006 to 37.5%
in 2007. The cash inflow of € 128 million in 2006 generally
mirrors the currency effects on financing liabilities.
2.1.7.2

CONSOLIDATED CASH AND CASH
EQUIVALENTS AND SECURITIESThe cash and cash equivalents and securities portfolio of theGroup is invested mainly in non-speculative financial
instruments, mostly highly liquid, such as certificates ofdeposit, overnight deposits, commercial paper, other money
market instruments and bonds. See “— 2.1.8.2 Interest Rates”
and “Notes to Consolidated Financial Statements (IFRS) —Note 35A: Information about Financial Instruments — Financial
risk management”.
EADS has a fully automated cross-border cash pooling system(covering France, Germany, Spain, the Netherlands, the UK and
the US). The cash pooling system enhances management’s ability
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short-term needs.
Total cash and cash equivalents (including available-for-salesecurities) in 2008 included € 0.7 billion from the 37.5%
consolidation of MBDA, compared to € 0.6 billion in 2007.

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CONSOLIDATED FINANCING LIABILITIESThe following table sets forth the composition of EADS’
consolidated financing liabilities, including both short-and
long-term debt, as of 31 December 2008:

31 December 2008(in €m)Not Exceeding 1 year

Over 1 year
up to 5 years

More
Than 5 years

Bonds

-

1,029

498

1,527

Total

Liabilities to financial institutions

103

304

591

998

Loans

197

169

312

678

Finance Leases

19

46

97

162(1)

Others

1,139

-

-

1,139

Total

1,458

1,548

1,498

4,504(2)(1) This figure reflects the € 373 million effect of the netting of defeased bank deposits against finance lease liabilities.
(2) Financing liabilities include non-recourse Airbus debt for € 737 million.

The outstanding balance of financing liabilities decreased from€ 4.8 billion at 31 December 2007 to € 4.5 billion at
31 December 2008. Financing liabilities include liabilities
connected with sales financing transactions amounting to€ 836 million at 31 December 2008, most of which bore interest
at variable rates. See “— 2.1.7.4 Sales Financing”.

EMTN Programme. EADS currently has a € 3 billion Euro
Medium Term Note (“EMTN”) Programme in place. In 2003, it
conducted an initial € 1.0 billion issue of notes maturing in 2010
and bearing interest at 4.625% (effective interest rate: 4.686%),
which was later swapped into a variable rate of 3-month
EURIBOR plus 1.02%. Later in 2003, it issued an additional€ 0.5 billion of notes maturing in 2018 and bearing interest at
5.5% (effective interest rate: 5.6%), which was swapped during
2005 into a variable rate of 3-month EURIBOR plus 1.72%.
European Investment Bank Loan. In 2004, the European
Investment Bank granted a long-term loan to EADS in theamount of US$ 421 million at an interest rate of 5.1% (effective
interest rate: 5.1%).
Commercial Paper Programme. EADS has the ability to issuecommercial paper on a rolling basis, under a so-called “billet detrésorerie” programme. This commercial paper would bearinterest at fixed or floating rates with individual maturities
ranging from 1 day to 12 months. The programme has been inplace since 2003 and has a maximum authorised volume limit of€ 2 billion. As of 31 December 2008, there was no commercial
paper outstanding under the programme.

2.1.7.4

SALES FINANCINGEADS favours cash sales, and encourages independent financing
by customers, in order to avoid retaining credit or asset risk inrelation to delivered products. However, in order to support
product sales, primarily at Airbus and ATR, EADS may agree toparticipate in the financing of customers, on a case-by-case basis,
directly or through guarantees provided to third parties.
In response to the continued demand by its customers forfinancing and the current volatility in the financial and credit
markets, EADS expects to increase its outlays in connection
with customer financing of commercial aircraft, mostly throughfinance leases and secured loans. Nevertheless, it intends to keep
the amount as low as possible.
Dedicated and experienced teams structure such financing
transactions and closely monitor total EADS finance and asset
value exposure and its evolution in terms of quality, volume andintensity of cash requirements. EADS aims to structure all
financing it provides to customers in line with market-standard
contractual terms so as to facilitate any subsequent sale or
reduction of such exposure.
In determining the amount and terms of a financing transaction,
Airbus and ATR take into account the airline’s credit rating aswell as risk factors specific to the intended operating
environment of the aircraft and its expected future value.
Market yields and current banking practices also serve tobenchmark the financing terms offered to customers.
Approximately 19% of the € 4.5 billion of total consolidated
financing liabilities as at 31 December 2008 are derived fromthe funding of EADS’ sales financing assets, which are of along-term nature and have predictable payment schedules.
Set out below is a breakdown of the total amount of sales
financing liabilities outstanding.

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2008

2007

2006

(1)

Finance Leases

14

35

72

Liabilities to financial institutions

664

742

905

Loans

158

183

245

Total sales financing liabilities

836

960

1,222

(1) These figures reflect the effect of the netting of defeased bank deposits against finance lease liabilities (€ 373 million in 2008; € 677 million in 2007; € 927 million in 2006).

The amounts of total sales financing liabilities at 31 December 2008,2007 and 2006 reflect the offsetting of sales financing liabilities by€ 0.4 billion (for 2008), € 0.7 billion (for 2007) and € 0.9 billion (for2006). Of the remaining € 0.8 billion total sales financing liabilities
at 31 December 2008, € 0.7 billion is in the form of non-recourse
debt, where EADS’ repayment obligations are limited to its receipts
from transaction counterparties. A significant portion of financial
assets representing non-cancellable customer commitments haveterms closely matching those of the related financing liabilities. See“Notes to Consolidated Financial Statements (IFRS) — Note 27:
Financing liabilities”. See also “— 2.1.3.8 Accounting for Sales
Financing Transactions in the Financial Statements”.
Furthermore, in 1999, Airbus received a reinvestment notefrom Deutsche Bank AG in the amount of US$ 800 million,
with an outstanding debt of € 372 million (2007: € 396 million,
2006: € 480 million). 2006 and 2007 sales financing loans havebeen adjusted by the preceding amounts.
Sales financing transactions are generally collateralised by theunderlying aircraft. Additionally, Airbus and ATR benefit fromprotective covenants and from security packages tailored according
to the perceived risk and the legal environment of each transaction.
EADS classifies the exposure arising from its sales financing
activities into two categories: (i) Customer Financing Exposure,
where the customer’s credit — its ability to perform its obligations
under a financing agreement — constitutes the risk; and (ii) Asset
Value Exposure, where the risk relates to decreases in the future
EVOLUTION OF AIRBUS GROSS EXPOSURE DURING 2008

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value of the financed aircraft. See also “Risk Factors — 1. Financial
Market Risks — Exposure to Sales Financing Risk”.

Customer Financing Exposure
Gross Exposure: Gross Customer Financing Exposure is computed
as the sum of (i) the net book value of aircraft under operatingleases; (ii) the outstanding principal amount of finance leases orloans; and (iii) the net present value of the maximum
commitment amounts under financial guarantees.
Gross Customer Financing Exposure from operating leases,
finance leases and loans differs from the value of related assets
on EADS’ balance sheet and related off-balance sheet contingent
commitments for the following reasons: (i) assets are recordedin compliance with IFRS, but may relate to transactions where
there is limited recourse to Airbus or ATR; (ii) the value ofthe assets is impaired or depreciated on the consolidated balance
sheet; (iii) off-balance sheet gross exposure is calculated as thenet present value of future payments, whereas the financial
statements present the total future payments in nominal terms;and (iv) exposure related to certain AVGs recorded as operatingleases in the financial statements is categorised under Asset
Value Exposure, not Customer Financing Exposure.
Airbus’ Gross Customer Financing Exposure amounted
to US$ 1.5 billion (€ 1.1 billion) as of 31 December 2008.
The chart below illustrates the evolution of this exposure
during 2008 (in US$ million).

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Airbus Gross Customer Financing Exposure as of 31 December
2008 is distributed over 74 aircraft, operated at any time byapproximately 20 airlines. In addition, the level of exposure may
include other aircraft-related assets, such as spare parts. 90% of
Airbus Gross Customer Financing Exposure is distributed over
11 airlines in 11 countries (this excludes backstop commitments).
ATR’s Gross Customer Financing Exposure amounted to
US$ 0.3 billion (€ 0.2 billion) as of 31 December 2008. This
exposure is distributed over 182 aircraft. EADS proportionallyconsolidates only 50% of ATR and shares the risk with its
partner, Alenia.

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Net Exposure. Net exposure is the difference between gross
exposure and the estimated value of the collateral security.
Collateral value is assessed using a dynamic model based on the
net present value of expected future rentals from the aircraft in
the leasing market and potential cost of default. This valuation
model yields results that are typically lower than residual value
estimates by independent sources in order to allow for whatmanagement believes is its conservative assessment of market
conditions, as well as for repossession and transformation costs.
See “— 2.1.3.8 Accounting for Sales Financing Transactions in
the Financial Statements”.

The table below shows the transition from gross to net financing exposure (which does not include AVGs) as at 31 December 2008,2007 and 2006. It includes 100% of Airbus’ customer financing exposure and 50% of ATR’s exposure, reflecting EADS’ stake in ATR.
Airbus(in €m)Note*

12/31/2008

ATR 50%Total EADS

12/31/2007

12/31/2006

12/31/2008

12/31/2007

12/31/2006

12/31/2008

12/31/2007

12/31/2006

Operating Lease

15

366

506

1,080

67

94

136

433

600

1,216

Finance leases and loans

17

1,329

1,017

957

23

19

29

1,352

1,036

986

-

-

-

88

81

87

88

81

87

1,695

1,523

2,037

178

194

252

1,873

1,717

2,289

484

526

834

46

42

43

530

568

877

(1,012)(931)(1,121)---(1,012)(931)(1,121)

(115)

(128)

(351)

-

-

-

(115)

(128)

(351)

OthersOn Balance sheet customer
financing
Off Balance sheet customer
financingNon-recourse transactions
on balance sheet

34

Off balance sheet adjustments
Gross customer financing
exposure

34

1,052

990

1,399

224

236

295

1,276

1,226

1,694

Collateral Values

34

(476)

(411)

(521)

(203)

(211)

(270)

(679)

(622)

(791)

576

579

878

21

25

25

597

604

903

Net exposure
Asset impairments
and provisions on:
Operating Lease

34

(52)

(102)

(272)

-

-

-

(52)

(102)

(272)

Finance lease & loans

34

(244)

(191)

(199)

-

-

-

(244)

(191)

(199)

On balance sheet commitments

34

-

-

-

(21)

(25)

(25)

(21)

(25)

(25)

Off balance sheet commitments
Asset impairments
and provisions

34

(280)

(286)

(407)

-

-

-

(280)

(286)

(407)

(576)

(579)

(878)

(21)

(25)

(25)

(597)

(604)

(903)

-

-

-

-

-

-

-

-

-

Residual exposure*

The indicated numbers refer to the number of the Notes to Consolidated Financial Statements (IFRS).

The gross value of consolidated operating leases shown in thetable above (€ 433 million in 2008, € 600 million in 2007 and€ 1,216 million in 2006) is accounted for in “Property, Plant andEquipment” at net book value of operating leases before
impairment. Corresponding accumulated asset impairments(€ 52 million in 2008, € 102 million in 2007 and € 272 million in2006) are charged against this net book value. See “Notes toConsolidated Financial Statements (IFRS) — Note 15: Property,
plant and equipment” and “— Note 34: Commitments andcontingencies”.

Also shown in the table above is the gross value for consolidated
finance leases and loans (€ 1,352 million in 2008, € 1,036 million
in 2007 and € 986 million in 2006). Consolidated finance leases(€ 848 million in 2008, € 690 million in 2007 and € 739 million
in 2006) are accounted for as long-term financial assets, recordedat their book value before impairment. Loans (€ 504 million in
2008, € 346 million in 2007 and € 247 million in 2006) are also
accounted for as long-term financial assets, recorded at theiroutstanding gross amount. Corresponding overall accumulated
impairments (€ 244 million in 2008, € 191 million in 2007 andEA DS REGIS T RAT ION DOCUME NT 2 0 0 887

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1€ 199 million in 2006) are charged against the book values. See“Notes to Consolidated Financial Statements (IFRS) — Note 17:
Investments in associates accounted for under the equity
method, other investments and other long-term financial assets”.
Off-balance sheet customer financing exposure at Airbus andATR (accounted for at 50% by EADS) was € 530 million in
2008, € 568 million in 2007 and € 877 million in 2006. Theseamounts reflect the total nominal value of future payments
under lease in/lease out structures. The corresponding netpresent value of future payments (discounted and net of
mitigating factors) is included in total Gross Financing Exposure
for an amount of € 415 million in 2008, € 440 million in 2007and € 526 million in 2006. A provision of € 280 million has
been accrued for in EADS’ balance sheet as of 31 December
2008 to cover the full amount of the corresponding net
exposure. See “Notes to Consolidated Financial Statements(IFRS) — Note 34: Commitments and contingencies”.

Asset Value Exposure. A significant portion of EADS’ asset
value exposure arises from outstanding AVGs, primarily at
Airbus. Management considers the financial risks associatedwith such guarantees to be manageable. Three factors contributeto this assessment: (i) the guarantee only covers a tranche of theestimated future value of the aircraft, and its level is considered
prudent in comparison to the estimated future value of eachaircraft; (ii) the AVG-related exposure is diversified over a large
number of aircraft and customers; and (iii) the exercise periodsof outstanding AVGs are distributed through 2019, resulting in
low levels of exposure maturing in any year. Because exercise
dates for AVGs occur on average in the 12th year following
aircraft delivery, AVGs issued in 2008 will generally not be
exercisable prior to 2020, and, therefore, an increase in near-term
exposure is not expected. In addition, these AVGs must
generally be exercised during a pre-defined window and containspecific conditions that must be met in order for them to be
exercisable.
Gross Exposure. Gross Asset Value Exposure is defined as thesum of the maximum guaranteed tranche amounts (as opposedto the sum of the maximum guaranteed asset value amounts)
under outstanding AVGs. At 31 December 2008, Airbus Gross
Asset Value Exposure was US$ 2.5 billion (€ 1.8 billion). The
off-balance sheet portion of Airbus Gross Asset Value,
representing AVGs with net present values of less than 10% of
the sales price of the corresponding aircraft, was € 946 million,
excluding € 476 million where the risk is considered to be
remote. In many cases, the risk is limited to a specific portion of
the residual value of the aircraft. The remaining Airbus Gross
Asset Value Exposure is recorded on-balance sheet.

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Net Exposure. The present value of the risk inherent to the given
asset value guarantees, where a settlement is considered to beprobable, is fully provided for and included in the total amountof provisions for asset value risks of € 604 million. This
provision covers a potential expected shortfall between theestimated value of the aircraft of the date upon which theguarantee can be exercised and the value guaranteed on atransaction basis taking counter guarantees into account. See“Notes to Consolidated Financial Statements (IFRS) —Note 26C: Other provisions”.

Backstop Commitments. While backstop commitments toprovide financing related to orders on Airbus’ and ATR’s
backlog are also given, such commitments are not considered tobe part of gross exposure until the financing is in place, which
occurs when the aircraft is delivered. This is due to the fact that(i) past experience suggests it is unlikely that all such proposed
financings actually will be implemented (although it is possiblethat customers not benefiting from such commitments may
nevertheless request financing assistance ahead of aircraft
delivery), (ii) until the aircraft is delivered, Airbus or ATR retain
the asset and do not incur an unusual risk in relation thereto(other than the corresponding work-in-progress), and (iii) third
parties may participate in the financing.
Orders and Backstop Commitments. Over the last three years(2006, 2007 and 2008), the average number of newly orderedaircraft in respect of which a backstop commitment has beenoffered amounted to 5% of the average orders recorded over thesame period, i.e. 56 supported aircraft per year out of 1,061
orders per year on average. These financing commitments may or
may not materialise at the contractual delivery date of theaircraft. In addition, the level of financing support together withthe terms and conditions offered to customers will vary.
Deliveries and Financing Support Implemented at Delivery. Over thelast three years (2006, 2007 and 2008), the average number ofaircraft delivered in respect of which financing support has been
provided by Airbus amounted to 2% of the average number ofdeliveries over the same period, i.e. 8 aircraft financed per year outof 457 deliveries per year on average. This financing support may
take the form of senior or junior loans or guarantees. Such support
may have originated from EADS’ contractual backstop
commitments provided at signing of the purchase agreement (seeabove) or may be the result of a request for financing assistancemade by the customer ahead of aircraft delivery.
See “Notes to Consolidated Financial Statements (IFRS) —Note 34: Commitments and contingencies” for further
discussion of EADS’ sales financing policies and accounting
procedures.

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2.1.8 Hedging Activities

2.1.8.1

FOREIGN EXCHANGE RATESMore than 60% of EADS’ revenues are denominated in US
dollars (approximately US$ 31 billion at Airbus in 2008), withapproximately half of such currency exposure “naturally hedged”
by US dollar-denominated costs. The remainder of costs isincurred primarily in euros, and to a lesser extent, in pounds
sterling. Consequently, to the extent that EADS does not use
financial instruments to hedge its net current and futureexchange rate exposure from the time of a customer order to thetime of delivery, its profits will be affected by market changes inthe exchange rate of the US dollar against these currencies, andto a lesser extent, by market changes in the exchange rate ofpound sterling against the euro. As EADS intends to generate
profits only from its operations and not through speculation on
foreign currency exchange rate movements, EADS uses hedging
strategies solely to mitigate the impact of exchange rate
fluctuations on its EBIT*. See “— 2.1.4.3 EBIT* Performance by
Division — Foreign Currency Impact on EBIT*”. See also “Risk
Factors — 1. Financial Market Risks — Exposure to Foreign
Currencies”.
As EADS uses financial instruments to hedge its net foreign
currency exposure, the portion of its US dollar-denominatedrevenues not hedged by financial instruments (approximately
28% of total consolidated revenues) is exposed to changes inexchange rates. Of this non-hedged portion of revenues, acertain percentage (relating to customer pre-delivery payments)
is converted into euro at the spot rate effective at the time thepayment was received by EADS. The remainder of non-hedged
US dollar-denominated revenues (corresponding to payments
upon delivery) are subject to changes in the spot rate at the timeof delivery. See “— 2.1.3.7 Foreign Currency Translation”.

Exposure on aircraft sales. For products such as aircraft,
EADS typically hedges forecasted sales in US dollars. The
hedged items are defined as the first forecasted highly probablefuture cash inflows for a given month based upon final
payments at delivery. The amount of the expected flows to behedged can cover up to 100% of the equivalent of the net US
dollar exposure at inception. For EADS, a forecasted transaction
is regarded as highly probable if the future delivery is includedin the firm order book or is very likely to materialise in view ofcontractual evidence (e.g., a letter of intent). The coverage ratio isadjusted to take into account macroeconomic movements
affecting the spot and interest rates as well as the robustness ofthe commercial cycle.

foreign currencies from sales and purchase contracts following
the same logic, typically in lower volumes.

Exposure on treasury operations. In connection with its
treasury operations, EADS enters into foreign exchange swaps(notional amount of € 5.2 billion at year-end 2008) to adjust for
short-term fluctuations of non-euro cash balances at thebusiness unit level. Year-to-year changes in the fair market valueof these swaps are recorded in the consolidated income
statement in the line item “other financial result”. Thesechanges may have a material impact on EADS’ net income.
Embedded derivatives. EADS also has foreign currency
derivative instruments which are embedded in certain purchaseand lease contracts denominated in a currency other than thefunctional currency of the significant parties to the contract,
principally US dollar and pound sterling. Gains or losses relating
to such embedded foreign currency derivatives are reported in
the line item “other financial result”. These changes may have amaterial impact on EADS’ net income. In addition, EADS
hedges currency risk arising from financial transactions in othercurrencies than euro, such as funding transactions or securities.
Hedge Portfolio. EADS manages a long-term hedge portfoliowith a maturity of several years covering its net exposure to US
dollar sales, mainly from the activities of Airbus (and to a lesser
extent, of the Eurocopter division, ATR, the DS division and
the MTA division). The net exposure is defined as the total
currency exposure (US dollar-denominated revenues), net of thepart that is “naturally hedged” by US dollar-denominated costs.
The hedge portfolio covers the vast majority of the Group’s
hedging transactions.
For financial reporting purposes, EADS mostly designates a
portion of the total firm future cash flows as the hedged position
to cover its expected net foreign currency exposure. Therefore, aslong as the actual gross foreign currency cash inflows (per month)exceed the portion designated as being hedged, a postponement orcancellation of sales transactions and corresponding cash inflows
have no impact on the hedging relationship. As hedging
instruments, EADS primarily uses foreign currency forwards andsynthetic forwards, as well as options.

Exposure on non-aircraft business. For the non-aircraftbusiness, EADS typically hedges inflows and outflows of* EBIT: earnings before interest and taxes, pre-goodwill impairment and exceptionals.

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The table below sets forth the notional amount of foreign exchange hedges in place as of 31 December 2008, and the average US
dollar rates applicable to corresponding EBIT*.
2009

2010

2011

2012

2013

2014

2015+

Total

16.0

18.7(1)

15.3(1)9.9(1)

4.5

2.2

1.5

68.1

€ -US$

1.26

1.35

1.41

1.41

1.41

1.42

1.42

£-US$

1.69

1.78

1.87

1.85

1.81

1.81

1.87

Total Hedges (in US$ bn)
Forward Rates (in US$ )(2)

(1) Including $3.5 billion, $4.4 billion and $1.1 billion of options in 2010, 2011 and 2012, respectively.
(2) Excluding options.

For further information regarding the notional amounts of theGroup’s foreign exchange derivative financial instruments, see“Notes to Consolidated Financial Statements (IFRS) —Note 35C: Information about Financial Instruments — Notionalamounts of derivative financial instruments”.

2.1.8.2 INTEREST RATESEADS uses an asset and liability management approach with theobjective of limiting its interest rate risk. EADS attempts tomatch the risk profile of its assets with a corresponding liability
structure. The remaining net interest rate exposure is managed
through several types of instruments in order to minimise risks
and financial impacts. Therefore, EADS may use interest rate
derivatives for hedging purposes.
Hedging instruments that are specifically related to debt
instruments (such as the notes issued under the EMTN

programme) have at most the same nominal amounts, as well as
the same maturity dates, as the corresponding hedged item.
Regarding the management of its cash balance, EADS invests
mainly in short-term instruments and/or floating rate
instruments in order to further minimise any interest risk in its
cash and securities portfolio.
For information regarding the notional amounts of the Group’s
interest rate derivative financial instruments, see “Notes toConsolidated Financial Statements (IFRS) — Note 35C:
Information about Financial Instruments — Notional amountsof derivative financial instruments”.
For further information relating to market risk and the ways in which
EADS attempts to manage this risk, see “Notes to Consolidated
Financial Statements (IFRS) — Note 35A: Information about Financial
Instruments — Financial risk management”.

2.2 FINANCIAL STATEMENTS
The Consolidated Financial Statements (IFRS) and the Company
Financial Statements of EADS for the year ended 31 December
2008, together with the related notes, appendices and auditors’
reports, are attached hereto and shall be deemed to beincorporated in and form part of this Registration Document.
In addition, the English versions of the following documents
shall be deemed to be incorporated in and form part of this
Registration Document:> the Consolidated Financial Statements (IFRS) and theCompany Financial Statements of EADS for the year ended
31 December 2006, together with the related notes,
appendices and auditors’ reports, as included in “Part 1/1.2
Financial Statements” of the Registration Document filed
in English with, and approved by, the AFM on 25 April* EBIT: earnings before interest and taxes, pre-goodwill impairment and exceptionals.

90 EADS R EG I S TR ATI O N DO C U ME N T 2 0 0 8

2007 and filed in English with the Chamber of Commerceof Amsterdam; and> the Consolidated Financial Statements (IFRS) and theCompany Financial Statements of EADS for the year ended
31 December 2007, together with the related notes,
appendices and auditors’ reports, as included in “Part 1/1.2
Financial Statements” of the Registration Document filed
in English with, and approved by, the AFM on 24 April
2008 and filed in English with the Chamber of Commerceof Amsterdam.
Copies of the above-mentioned Registration Documents areavailable free of charge upon request in English, French,
Spanish and German at the registered office of the Company
and on www.eads.com. Copies of the financial statements

2

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12

referred to above are also available in English on www.eads.com
and for inspection at the Chamber of Commerce of The Hague.
EADS confirms that the reports of the auditors attached hereto(as well as those incorporated by reference herein) have been

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accurately reproduced and that as far as EADS is aware and isable to ascertain from the information provided by the auditors,
no facts have been omitted which would render such reports
inaccurate or misleading.

2.3 STATUTORY AUDITORS’ FEES
Services provided to the Group by statutory auditors and members of their network for the financial years 2008, 2007 and 2006:
KPMG Accountants N.V.
2008

Audit
Audit process, certification,
examination of individualand consolidated accounts
Additional tasks
Sub-total

Amount
in €K

4,872

2007
%

Amount
in €K

67.5

5,291

Ernst & Young Accountants
2006%

Amount
in €K

73.2

6,181

2008
%

Amount
in €K

75.2

4,684

2007
%

Amount
in €K

84.7

4,571

2006
%

Amount
in €K

%

86.7

4,843

82.5

821

11.4

491

6.8

630

7.7

548

9.9

284

5.4

646

11.0

5,693

78.9

5,782

80.0

6,811

82.9

5,232

94.6

4,855

92.1

5,489

93.5

1,191

16.5

897

12.4

1,051

12.8

160

2.9

333

6.3

271

4.6

251

3.5

117

1.6

50

0.6

-

-

-

-

30

0.5

82

1.1

428

6.0

301

3.7

138

2.5

82

1.6

83

1.4

Other services as relevant
Legal, tax, employment
Information Technology
Other (to be specified if >10%of the fees for the audit)
Sub-total

1,524

21.1

1,442

20.0

1,402

17.1

298

5.4

415

7.9

384

6.5

Total

7,217

100.0

7,224

100.0

8,213

100.0

5,530

100.0

5,270

100.0

5,873

100.0

2.4 INFORMATION REGARDING THE STATUTORY AUDITORSKPMG Accountants N.V.
Fascinatio Boulevard 200, 3065 WB Rotterdam — The Netherlands
Represented by L.A. Blok
Ernst & Young Accountants LLP
Antonio Vivaldistraat 150, 1083 HP Amsterdam — The Netherlands Represented by F.A.L. van der Bruggen*

Date of First
Appointment

Expiration of Current
Term of Office*

10 May 2000

27 May 200924 July 2002

27 May 2009

A resolution will be submitted to the Annual General Meeting of shareholders to be held on 27 May 2009, in order to appoint Ernst & Young Accountants LLP and KPMG Accountants N.V. as theCompany’s auditors for the 2009 financial year.

KPMG Accountants N.V., Ernst & Young Accountants LLP and their respective representatives are registered with the RoyalNIVRA (Nederlands Instituut van Register Accountants).

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3
General Descriptionof the Company
and its Share Capital
3.1

GENERAL DESCRIPTION OF THE COMPANY 94

3.3

3.1.1

Commercial and Corporate Names, Seat and Registered Ofﬁce

94

3.3.1

Shareholding Structure

106

3.1.2

Legal Form

94

3.3.2

Relationships with Principal Shareholders

108

3.1.3

Governing Laws and Disclosures

94

3.3.3

Form of Shares

113

3.1.4

Date of Incorporation and Duration of the Company

97

3.3.4

3.1.5

Objects of the Company

97

Changes in the Shareholding of the Company
Since its Incorporation

113

3.3.5

Persons Exercising Control over the Company

115

3.3.6

Simpliﬁed Group Structure Chart

115

3.3.7

Purchase by the Company of its Own Shares

117

3.4

DIVIDENDS

121

3.4.1

Dividends and Cash Distributions Paid Since the Incorporationof the Company

121

3.1.6

Commercial and Companies Registry

97

3.1.7

Inspection of Corporate Documents

97

3.1.8

Financial Year

97

3.1.9

Allocation and Distribution of Income

98

3.1.10General Meetings

98

3.1.11

Disclosure of Holdings

100

3.1.12

Mandatory Offers

101

3.2

GENERAL DESCRIPTION
OF THE SHARE CAPITAL

103

3.2.1

Modiﬁcation of Share Capital or Rights Attached to the Shares

103

3.2.2

Issued Share Capital

104

3.2.3

Authorised Share Capital

104

3.2.4

Securities Granting Access to the Company’s Capital

104

3.2.5

Changes in the Issued Share Capital Since Incorporationof the Company

105

SHAREHOLDINGS AND VOTING RIGHTS

106

3.4.2

Dividend Policy of EADS

121

3.4.3

Unclaimed Dividends

121

3.4.4

Taxation

121

3.5

ANNUAL SECURITIES DISCLOSUREREPORT123

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3.1 GENERAL DESCRIPTION OF THE COMPANY
3.1.1

Commercial and Corporate Names, Seat and Registered Ofﬁce

Commercial Name: EADS

Seat (statutaire zetel) : Amsterdam

Corporate Name: European Aeronautic Defence and Space
Company EADS N.V.

Tel: + 31 (0)71 5245 600
Fax: +31 (0)71 5232 807

Registered Office: Mendelweg 30, 2333 CS Leiden, theNetherlands

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

As a company operating worldwide, EADS is subject to, andoperates under, the laws of each country in which it conducts
business.

3.1.3 Governing Laws and Disclosures
The Company is governed by the laws of the Netherlands (inparticular Book 2 of the Dutch Civil Code) and by its Articles
of Association (the “Articles of Association”).
The Company is subject to various legal provisions of the Dutch
Financial Supervision Act (Wet op het financieel toezicht) (the“WFT”). In addition, given the fact that its shares are admitted
for trading on a regulated market in France, Germany and Spain,
the Company is subject to certain laws and regulations in thesethree jurisdictions. A summary of the main regulations
applicable to the Company in relation to information to be madepublic in these three jurisdictions, as well as the Netherlands, is
set out below.

3.1.3.1

PERIODIC DISCLOSURE OBLIGATIONS

Pursuant to Directive 2004/109/EC on the harmonisationof transparency requirements in relation to information about
issuers whose securities are admitted to trading on a regulated
market (the “Transparency Directive”), EADS is required
to disclose certain periodic and ongoing information(the “Regulated Information”).

94 EAD S R EG I S TR ATI O N DO C U ME N T 2 0 0 8

Pursuant to the Transparency Directive, EADS must disseminate
such Regulated Information throughout the European
Community in a manner ensuring fast access to suchinformation on a non-discriminatory basis. For this purpose,
EADS may use a professional service provider (wire). In
addition, Regulated Information must be filed at the same timewith the relevant competent market authority. EADS must thenensure that Regulated Information remains publicly available
for at least five years.
Finally, Regulated Information must be made available forcentral storage by a mechanism that is to be officially designatedby the issuer’s home member state.

Dutch Regulations
For the purpose of the Transparency Directive, supervision
of EADS is effected by the member state in which it maintains
its registered office, which is the Netherlands. The competentmarket authority that assumes final responsibility forsupervising compliance by EADS in this respect is the AFM.

GENERAL DESCRIPTION OF THE COMPANY AND ITS SHARE CAPITAL> 3.1 | General Description of the Company

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Under the Transparency Directive as implemented under Dutch
law, EADS is subject to a number of periodic disclosure
requirements, such as:> publishing an annual financial report, together with an audit
report drawn up by the statutory auditors, within fourmonths after the end of each financial year;> publishing a semi-annual financial report, within two months
after the end of the first six months of the financial year; and> publishing quarterly financial reports, within a period
between ten weeks after the beginning and six weeks before
the end of the first or second six-month period of thefinancial year.
In addition, the Company must file with the AFM, within fivedays following their adoption by the Company’s shareholders,
its audited consolidated annual financial accounts, themanagement report, the auditors’ report and other information
related to the financial accounts.
The Company has also provided in this Registration Document alist of certain corporate and financial documents and otherinformation that it has published or made available to the public
over the last 12 months and details of where these documents
can be obtained (see “— 3.5 Annual Securities Disclosure
Report”).

French Regulations
Since the Transparency Directive was implemented in France on
20 January 2007, EADS is no longer required to comply withcertain disclosure obligations pursuant to the general regulationsof the AMF.
In accordance with the requirement set forth in theTransparency Directive to disseminate Regulated Information
throughout the European Community, EADS is required toprovide simultaneously in France the same information as thatprovided abroad.

German Regulations
Since the Transparency Directive was implemented in Germany
on 20 January 2007, EADS is no longer required to comply withcertain disclosure obligations pursuant to the German Stock
Exchange Act (Börsengesetz) and the German Stock Exchange
Admissions Regulation (Börsenzulassungs-Verordnung).
Due to the listing of the Company’s shares in the regulierter
Markt (specifically, in the sub-segment of the regulierter Markt,
the Prime Standard) on the Frankfurt Stock Exchange, theCompany is subject to the post-listing obligations described
below. In addition, the Company is included in the selection
index MDAX, the MidCap index of Deutsche Börse AG.

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According to sections 65 and 66 of the Exchange Rules(Börsenordnung) of the Frankfurt Stock Exchange, the listing in
the Prime Standard of the regulierter Markt results in the
obligation of the Company to publish consolidated annual
accounts as well as quarterly reports.
In addition, the Company is required as a result of its listing in
the regulierter Markt (Prime Standard) to prepare an update of acorporate action timetable at the beginning of each fiscal year.
The Company is also required to hold a meeting of analysts atleast once a year in addition to the press conference regarding
the balance sheet.
Save for certain exceptions, the Company has to apply foradmission of shares issued at a later date to the regulierter Marktof the Frankfurt Stock Exchange, see section 69 of the German
Stock Exchange Admissions Regulation.

Spanish Regulations
Since the entering into force of the law and regulation
implementing the Transparency Directive in Spain in April and
December 2007, respectively, EADS is no longer required tocomply with certain disclosure obligations pursuant to the
Spanish Securities Act as developed by Royal Decree 1362/2007
of 19 October 2007.
In accordance with the requirement set forth in theTransparency Directive to disseminate Regulated Information
throughout the European Community, EADS is required toprovide simultaneously in Spain the same information as thatprovided abroad.

3.1.3.2 ONGOING DISCLOSURE OBLIGATIONS
Pursuant to the Transparency Directive, Regulated Information
includes in particular inside information as defined pursuant to
Article 6 of Directive EC/2003/6 on insider dealing and market
manipulation (the “Market Abuse Directive”). Suchinformation must be disseminated throughout the European
Community (see introduction to section “— 3.1.3.1 Periodic
Disclosure Obligations”).
Inside information shall mean information of a precise nature
which has not been made public, relating, directly or indirectly,
to one or more issuers of financial instruments or to one ormore financial instruments and which, if it were made public,
would be likely to have a significant effect on the prices of thosefinancial instruments or on the price of related derivative
financial instruments.
Inside information must be disclosed to the markets as soon as
possible. However, an issuer may under its own responsibility
delay the public disclosure of inside information so as not toprejudice its legitimate interests provided that such omission

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1would not be likely to mislead the public and provided that theissuer is able to ensure the confidentiality of that information.

Dutch Regulations
Following the implementation of the Transparency Directive
into Dutch law, EADS must publicly disclose RegulatedInformation and also file Regulated Information with the AFM,
which will keep all relevant Regulated Information in a publicly
available register. EADS will, whenever it discloses inside
information pursuant to applicable mandatory law as part of theRegulated Information, disclose and disseminate throughout theEuropean Community any such information.
Under Dutch law, the Company must also publish any change inthe rights attached to its shares, as well as any changes in therights attached to any rights issued by the Company to acquire
the Company’s shares.

French Regulations
Since the Transparency Directive was implemented in France on
20 January 2007, the French requirement to publish inside
information in France according to Article 223-1 et seq. of the
AMF general regulations no longer applies to EADS.
However, any inside information as defined above will be
disclosed in France by means of dissemination throughout theEuropean Community, as it will be organised under Dutch law
implementing the Transparency Directive so as to provide
simultaneously in France equivalent information to thatprovided abroad.

German Regulations
Since the Transparency Directive was implemented in Germany
on 20 January 2007, the German requirement to publish inside
information according to Section 15 of the Securities Trading
Act (Wertpapierhandelsgesetz) no longer applies to EADS.
However, any inside information as defined above will be
disclosed in Germany by means of dissemination throughout
the European Community, as it will be organised under Dutch
law implementing the Transparency Directive so as to provide
simultaneously in Germany equivalent information to thatprovided abroad.

Spanish Regulations
Pursuant to Article 82 of the Spanish Securities Act, theCompany is required to make public, as soon as possible, any
fact or decision that may substantially affect the quotation of its

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shares (“a relevant event”). Any relevant event must be
notified to the CNMV simultaneously with its diffusion by anyother means, as soon as the relevant fact is known, the relevant
decision has been made or, the relevant agreement has been
executed, as the case may be. The Company may, under its own
responsibility, delay the publication of any relevant event if itconsiders that such publication damages its legitimate interests,
provided that such lack of publication does not mislead the
public and that the Company is in a position to guarantee theconfidentiality of the relevant information. Nonetheless, theCompany will immediately inform the CNMV should it decideto delay the publication of any relevant event. Furthermore,pursuant to the Spanish Securities Act, the Company must post
details of any relevant event on its website.
The Company must try to ensure that the relevant information
is disclosed simultaneously to all types of investors in themember States of the European Union where it is listed.
Pursuant to the Spanish Securities Act and its developing rules
and regulations, the Company is required:(i) to have rules of the Board of Directors which must be filedwith the CNMV and published on the Company’s website;(ii) to file with the CNMV a description of the relevant Dutch
law provisions and provisions in the Articles of Association
governing the conduct of shareholders’ meetings and postsuch description on its website;(iii) to have a website which must contain as a minimum theinformation specified by Spanish regulations;(iv) to file a corporate governance report with the CNMV on anannual basis (the “Annual Corporate Governance
Report”); and(v) in respect of the provisions of any shareholders’ agreement
which relate to the exercise of voting rights at shareholders’meetings or restrictions or conditions on the freetransferability of shares or convertible bonds, to (a) provided
the Company is a party to the shareholders’ agreement, filesuch provisions with the CNMV who will then publish theprovisions as a relevant event, (b) post the provisions on the
Company’s website, unless the CNMV exempts theCompany from doing so, and (c) set out details of theprovisions in the Annual Corporate Governance Report.

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

3.1.5 Objects of the Company
Pursuant to Article 2 of the Articles of Association, the objectsof the Company are to hold, co-ordinate and manage
participations or other interests and to finance and assume
liabilities, provide for security and/or guarantee debts of legal
entities, partnerships, business associations and undertakingsthat are involved in:> the aeronautic, defence, space and/or communicationindustry; or> activities that are complementary, supportive or ancillary
thereto.

3.1.6 Commercial and Companies Registry
The Company is registered with the Registry of the Chamber of Commerce of The Hague (Handelsregister van de Kamer van
Koophandel en Fabrieken voor Den Haag) under number 24288945.

3.1.7 Inspection of Corporate Documents
The Articles of Association are available for inspection in Dutchat the Chamber of Commerce of The Hague.
Pursuant to Articles R. 123-115, R. 123-116 and R. 123-117 of
the French Commercial code, a certified copy of a translation in
French of the Articles of Association has been filed with the
Greffe of the Tribunal de commerce of Paris. A copy is alsoavailable at the head office of EADS in France (37, boulevard deMontmorency, 75016 Paris, France, Tel.: + 33 1 42 24 24 24). In
the event of amendments being made to the Articles of
Association, an updated certified copy of the translation in

French thereof will be filed with the Greffe of the Tribunal decommerce of Paris and made available at the head office of
EADS in France.
In Germany, the Articles of Association are available at the head
office of EADS in Germany (Willy-Messerschmitt-Str. − Tor 1,
81663 Munich, Germany, Tel.: + 49 89 60 70).
In Spain, the Articles of Association are available at the CNMV
and at the head office of EADS in Spain (Avda. Aragón 404,
28022 Madrid, Spain, Tel.: + 34 91 585 70 00).

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

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3.1.9 Allocation and Distribution of Income

3.1.9.1

DIVIDENDS

The Board of Directors shall determine which part of the profits
of the Company shall be attributed to reserves. The remaining
distributable profit shall be at the disposal of the shareholders’meeting.
The shareholders’ meeting may resolve (if so proposed by the
Board of Directors) that all or part of a dividend shall be paid inshares of the Company as opposed to cash.
The declaration of a dividend, an interim dividend or another
distribution to the shareholders shall be made known to themwithin seven days after such declaration. Declared dividends
shall be payable within four weeks of such declaration unless

another date for payment is proposed by the Board of Directors
and approved by the shareholders’ meeting.
Dividends, interim dividends and other distributions on sharesshall be paid by bank transfer to the bank or giro accounts
designated in writing to the Company by, or on behalf of,shareholders at the latest 14 days after their announcement.

3.1.9.2 LIQUIDATIONIn the event of the dissolution and liquidation of the Company,
the assets remaining after payment of all debts and liquidation
expenses shall be distributed amongst the holders of the sharesin proportion to their shareholdings.

3.1.10 General Meetings
3.1.10.1 CALLING OF MEETINGS
Shareholders’ meetings are held as often as the Board of
Directors deems necessary or upon the request of shareholders
holding, individually or together, at least 10% of the total issued
share capital of the Company.
The Board of Directors must give notice of general meetings in
at least one of the Netherlands’ national daily newspapers, atleast one international daily newspaper and at least one daily
newspaper in each of the countries in which the Company’s
shares are listed. Such publication must be made at least 15 days
before the day of the meeting, not counting the day on whichnotice was given, and shall state either the matters to beconsidered at such meeting or that the agenda is open to
inspection by the shareholders at the offices of the Company
and at such other locations as may be specified in the notice.
The annual shareholders’ meeting of the Company is held
within six months of the end of the financial year.
Shareholders’ meetings are held in Amsterdam, The Hague,
Rotterdam or Haarlemmermeer (Schiphol Airport). The Board of
Directors may decide that shareholders’ meetings may beattended by means of electronic or video communication devices
from the locations mentioned in the convening notice.
The Board of Directors must announce the date of the annual
shareholders’ meeting at least two months before the meeting.
Requests made by one or more shareholders collectively
representing at least 1% of the issued share capital (or shares
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having an aggregate market value of € 50 million), to put itemson the agenda for the annual shareholders’ meeting, must be
effected by the Board of Directors, if such requests to the Boardof Directors have been made at least six (6) weeks prior to thedate scheduled for the meeting except if, in the opinion of theBoard of Directors, important interests of the Company prevailover the insertion of such items into the agenda.
A request as referred to in the preceding paragraph may only bemade in writing. The Board of Directors can decide that in“writing” is understood to include a request that is recorded
electronically.

3.1.10.2 RIGHT TO ATTEND MEETINGS
Each holder of one or more shares may attend shareholders’meetings, either in person or by written proxy, to speak and tovote according to the Articles of Association. See “— 3.1.10.4
Conditions of Exercise of Right to Vote”.
A shareholder or person who has the right to attend a meetingcan see to it that he is represented by more than one proxyholder, provided that only one proxy holder can be appointed
for each share.
In relation to holders of registered shares, the Board of Directors
may provide in the convening notice that those persons arerecognised as authorised to exercise the rights to attend, speak
and vote at the shareholders’ meetings, who at the point in time
mentioned in the convening notice are authorised to exercise
those rights and as such have been registered in the register

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appointed for the purpose by the Board of Directors,
irrespective of who is authorised to exercise those rights
on the day of the meeting.
Any person who is entitled to exercise the rights set out in theabove paragraph (either in person or by means of a writtenproxy) and is attending the meeting from another location (see“— 3.1.10.1 Calling of Meetings”) in such a manner that theperson acting as Chairman of the meeting is convinced that sucha person is properly participating in the meeting, shall bedeemed to be present or represented at the meeting, shall beentitled to vote and shall be counted towards a quorum
accordingly.

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France S.A. or to any other person designated for this purpose,as specified by the Company in the convening notice.
Pursuant to the Articles of Association, EADS may set a“registration date” at which the persons entitled to attend andvote at the shareholders’ meetings are recorded for this purpose
irrespective of who is shareholder at the time of the meeting. It
may also provide for electronic means of convocation, attendance
and voting at the shareholders’ meetings. The introduction ofsuch electronic means will depend on the availability of thenecessary technical means and the market practice.

3.1.10.3 MAJORITY AND QUORUM

Such convening notice shall also state the day that has been
fixed as the final day on which the share certificates and the
documents evidencing the aforementioned rights may bedeposited. That day may not be earlier than five business days,
but in each case not earlier than the seventh day, prior
to the meeting.

All resolutions are adopted by means of a simple majority of thevotes cast except when a qualified majority is prescribed by the
Articles of Association or by Dutch law. No quorum is required
for any shareholders’ meeting to be held. Dutch law requires a
special majority for the passing of certain resolutions: inter alia,
capital reduction, exclusion of pre-emption rights in connection
with share issues, statutory mergers or statutory demergers; thepassing of such resolutions requires a majority of two-thirds ofthe votes cast if 50% of the share capital with voting rights is
not present at the meeting (or otherwise a simple majority). In
addition, resolutions to amend the Articles of Association or todissolve the Company may only be adopted with a majority of atleast two-thirds of the valid votes cast at a shareholders’meeting, whatever the quorum present at such meeting.

As far as registered shares are concerned, the Board of Directors
should be informed in writing within the timeframe mentioned
in the two preceding sentences of the intention to attend
the meeting (the Board must receive such written information
ultimately on the date specified in the notice by which themeeting is convened).

Pledgees of shares and beneficiaries of a usufruct, which do nothave voting rights, do not have the right to attend and to speakat shareholders’ meetings. The owners of shares which are
subject to a pledge or a usufruct, which do not have voting
rights, are entitled to attend and to speak at shareholders’meetings.

Holders of shares that are registered in the shareholders’ register
kept in Amsterdam have the option of holding them throughEuroclear France S.A. In this case the shares are registeredin the name of Euroclear France S.A.

3.1.10.4 CONDITIONS OF EXERCISE OF RIGHTTO VOTE

As a prerequisite to attending the shareholders’ meeting andto casting votes, the holders of bearer shares and those who
derived the aforementioned rights from these shares shall beobliged to deposit their share certificate or the documents
evidencing their rights against receipt, at such locations as
shall be determined by the Board of Directors and stated in
the convening notice.

Shareholders holding their EADS shares through Euroclear
France S.A. who wish to attend general meetings will have torequest from their financial intermediary or accountholder anadmission card and be given a proxy to this effect from Euroclear
France S.A. in accordance with the instructions specified by theCompany in the convening notice. For this purpose, ashareholder will also be able to request that it be registereddirectly (and not through Euroclear France S.A.) in the registerof the Company. However, only shares registered in the name ofEuroclear France S.A. may be traded on stock exchanges.
In order to exercise their voting rights, the shareholders will
also be able, by contacting their financial intermediary or
accountholder, to give their voting instructions to Euroclear

In all shareholders’ meetings, each shareholder has one vote inrespect of each share it holds. The major shareholders of EADS
—as set forth in “— 3.3.2 Relationships with Principal
Shareholders”— do not enjoy different voting rights from thoseof the other shareholders.
A shareholder whose shares are subject to a pledge or usufruct
shall have the voting rights attaching to such shares unlessotherwise provided by law or by the Articles of Association orif, in the case of a usufruct, the shareholder has granted voting
rights to the usufructuary. Pursuant to the Articles of
Association and subject to the prior consent of the Board of
Directors, a pledgee of shares in the Company may be granted
the right to vote in respect of such pledged shares.
Article 25 (paragraph 2 and 3) of the Articles of Association
provides that “The right to vote can be granted to an
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usufructuary. The right to vote can be granted to a pledgee, but
only with the prior consent of the Board of Directors. No vote
may be cast at the general meeting of shareholders on a sharethat is held by the Company or a subsidiary; nor for a share in
respect of which one of them holds the depositary receipts.

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Usufructuaries and pledgees of shares that are held by theCompany or its subsidiaries are, however, not excluded fromtheir voting rights, in case the right of usufruct or pledge wasvested before the share was held by the Company or its
subsidiary.”

3.1.11 Disclosure of Holdings
Pursuant to the WFT, any person who, directly or indirectly,
acquires or disposes of an interest in the capital or voting rightsof the Company must immediately give written notice to the
AFM by means of a standard form, if, as a result of suchacquisition or disposal, the percentage of capital interest or
voting rights held by such person meets, exceeds or falls below
the following thresholds: 5%, 10%, 15%, 20%, 25%, 30%, 40%,
50%, 60%, 75% and 95%. Under certain circumstances (such as
the conversion of certain types of securities or the exercise ofrights under voting rights agreements), an investor must provide
an update of its previous disclosure within four weeks of theend of each calendar year by giving written notice thereof to
the AFM. The disclosures are published by the AFM on its
website (www.afm.nl). Pursuant to the Articles of Association,
shareholders must also notify the Company when crossing
the thresholds above.
The Articles of Association also require that any person
acquiring directly or indirectly or with others with whom it isacting in concert more than one tenth of the issued share capitalor voting rights of the Company must notify the Company of
its intentions (i) to buy or sell shares of the Company in thefollowing 12 months; (ii) to continue or to stop acquiring sharesor voting rights of the Company; (iii) to acquire control of theCompany; or (iv) to seek to designate a member of the Boardof Directors of the Company. The Company will provide theAMF with the information received in this context.
Failure to comply with the legal obligation to notify a change
in shareholding under the WFT is a criminal offence punishable
by criminal and administrative penalties as well as civil law
penalties, including the suspension of voting rights.

DISCLOSURE REQUIREMENTS FOR MEMBERS
OF THE BOARD OF DIRECTORSAND THE EXECUTIVE COMMITTEE
Disclosure of holdings
In addition to the requirements under the WFT regarding thedisclosure of holdings in case the specified thresholds are met or
exceeded or if holdings fall below these thresholds, members of
the Board of Directors must report to the AFM the number ofshares in EADS and attached voting rights(1) held by him or anentity controlled by him, within two weeks following their
appointment as director, whether or not such shareholdings
meet or exceed any of the specified thresholds. Subsequently,
any member of the Board of Directors is required to notify the
AFM of any changes in such number of shares in EADS andattached voting rights.

Disclosure of transactions carried out on any securities
issued by the Company
Based on Section 5:60 of the WFT, certain persons discharging
managerial responsibilities within the Company and, whereapplicable, persons closely associated with them (together“Insiders”, as defined below), notify the AFM of alltransactions conducted for their own account involving sharesof the Company, or derivatives or other financial instruments
related to such shares. These persons notify the AFM of
the transactions within five trading days unless the aggregate
amount of such transactions does not exceed € 5,000 in respectof all transactions in a calendar year.
“Insiders” for EADS include (i) members of the Board of
Directors and the Executive Committee of the Company,(ii) persons closely associated with any person mentioned undercategory (i) (including their spouses, dependent children andother relatives who have shared the same household), and(iii) legal entities, trusts or partnerships whose managerial
responsibilities are discharged by any person referred to in
categories (i) or (ii) or which are directly or indirectly controlled
by such a person, or that have been set up for the benefit ofsuch a person, or whose economic interests are substantiallyequivalent to those of such a person.
EADS has adopted specific internal insider trading rules (the“Insider Trading Rules”) in order to ensure compliance withthe above requirements and with other share trading regulations
applicable in the Netherlands, France, Germany and Spain.
Pursuant to the Insider Trading Rules, (i) all employees anddirectors are prohibited from conducting transactions in EADS
shares or stock options if they have inside information, and(ii) certain persons are only allowed to trade in EADS sharesor stock options within very limited periods and have specific(1) In this context, the term “shares” also includes for example depositary receipts for shares and rights resulting from an agreement to acquire shares or depositary receipts for shares, speciﬁcally call options,warrants, and convertible bonds. Equally, the term “voting rights” also includes actual or contingent rights to voting rights (e.g., embedded in call options, warrants or convertible bonds).

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information obligations to the ITR Compliance Officer of theCompany and the competent financial market authorities withrespect to certain transactions. The updated version of the
Insider Trading Rules effective from 1 January 2007 is available
on the Company’s website.
Hans Peter Ring, Chief Financial Officer of EADS, has been
appointed as the ITR Compliance Officer by the Board of
Directors of EADS. The ITR Compliance Officer is responsible
for the implementation of the Insider Trading Rules and forreporting to the AFM.
Pursuant to section 5:59 paragraph 7 of the WFT, the Company
must maintain a list of all persons working for it by virtue of alabour relationship or otherwise, who may have access to inside
information. Equivalent requirements exist under French,
German and Spanish law.

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According to paragraph 15a of the German Securities Trading
Act, persons with significant managerial responsibility within
the Company (i.e., for EADS, the members of the Board of
Directors and of the Executive Committee), or the persons
closely associated with them, must disclose transactions
conducted for their own account involving shares of theCompany or financial instruments that relate to those shares,
especially derivatives. These persons have to notify theCompany and the German Federal Financial Supervisory
Authority of the transactions within five trading days unlessthe aggregate amount of such transactions does not exceed€ 5,000 in respect of all transactions in a calendar year. Upon
implementation of the Transparency Directive into German
law on 20 January 2007, EADS is no longer required to publish
such notifications on its website or in a German supra-regional
mandatory stock exchange newspaper.

3.1.12 Mandatory Offers
3.1.12.1 TAKEOVER DIRECTIVE

3.1.12.2 DUTCH LAW

The Directive 2004/25/EC on takeover bids (the “Takeover
Directive”) sets forth the principles governing the allocationof laws applicable to EADS in the context of a takeover bid
for the shares of the Company. The Takeover Directive refers
to the rules of the Netherlands and the rules of the European
Union Member State of the competent authority that must
be chosen by EADS from among the various market authorities
supervising the markets where its shares are listed.

The bill implementing the Takeover Directive (the “TakeoverAct”) in Dutch Law entered into force on 28 October 2007. In
accordance with the Takeover Act, shareholders are required
to make an unconditional public offer for all issued andoutstanding shares in EADS’ share capital if they —individually or acting in concert (as such term is defined below),
directly or indirectly — have 30% or more of the voting rights(significant control) in EADS. In addition to the other available
exemptions listed below, the requirement to make a public offer
does not apply to persons, who at the time the Takeover Act
came into force, already held — individually or acting in concert— 30% or more of the voting rights in EADS.

For EADS, matters relating to, inter alia, the consideration
offered in the case of a bid, in particular the price, and mattersrelating to the bid procedure, in particular the information on
the offeror’s decision to make a bid, the contents of the offer
document and the disclosure of the bid, shall be determinedby the laws of the European Union Member State having thecompetent authority, which will be selected by EADS at afuture date.
Matters relating to the information to be provided to theemployees of EADS and matters relating to company law, inparticular the percentage of voting rights which confers control
and any derogation from the obligation to launch a bid, theconditions under which the Board of Directors of EADS mayundertake any action which might result in the frustration of
the bid, the applicable rules and the competent authority will
be governed by Dutch law (see sections — 3.1.12.2 and— 3.1.12.3). Dutch law also contains provisions on theconsideration offered, in particular the price and determinationof a fair price by the Enterprise Chamber of the Amsterdam
Court of Appeals at the request of the bidder, the target
company or any holder of shares.

Under the Takeover Act, natural persons, legal entities orcompanies are “acting in concert” if they cooperate on the basisof an agreement with the objective to acquire significant control(as defined above) in the target company, or if they cooperatewith the company with the objective to prevent the success ofan announced public offer for the shares in such company.
The following categories of natural persons, legal entities orcompanies are deemed to be “acting in concert” under the
Takeover Act: (i) legal entities or companies that form a groupof companies as defined in section 2:24b of the Dutch Civil
Code, (ii) legal entities or companies and their subsidiaries,and (iii) natural persons and their subsidiary companies.

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In addition to the exemption stated above, the obligation
to make a public offer does not apply to the natural person,
legal entity or company that, amongst others:> acquires significant control as a result of declaring
unconditional (gestand doen) a public offer made for all shares(or depositary receipts) in the target company;> is a legal entity, independent from the target company, that
acquires significant control after a public offer has beenannounced by a third party, provided that such entity(i) holds the shares in the target company for a maximum
period of two years and for purposes of protection of thetarget company and (ii) the corporate objects of such entity
are to preserve the interests of the target company;> is a legal entity, independent from the target company, which
has issued depositary receipts for the shares in the target
company;> acquires significant control as a result of: (i) an intra-grouptransfer of the shares representing significant control; or (ii) atransfer between a parent company and its subsidiary;> acquires significant control acting in concert with one ormore other natural persons, legal entities or companies, inwhich case the obligation to make a public offer lies with thenatural person, legal entity or company that can exercise mostof the voting rights in the general meeting of shareholders of
the Company;> acts as a custodian (if and to the extent it cannot exercise any
voting rights in its sole discretion).
The obligation to make a public offer also does not apply if:> the natural person, legal entity or company, after acquiring
significant control, loses such control within a thirty day
grace period, unless (i) loss of control is due to a transfer to anatural person, legal entity or company to which one of the
exemptions set out above applies, or (ii) the acquirer of thesignificant control has exercised its voting rights during thisthirty day period; or> the Company’s general meeting of shareholders agrees
upfront with the acquisition of significant control - and any
subsequent acquisition of shares - by a third party with 95%
of votes cast in favour of such proposal, excluding any votes
by such third party and any of its concert parties.
Under the Takeover Act, a minority shareholder may also make arequest for his shares to be purchased by an offeror who holds atleast 95% of the issued share capital and the voting rights. This

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claim must be brought before the Enterprise Chamber of the
Court of Appeals in Amsterdam within the three-month period
after the closing of the acceptance period of the public offer.

3.1.12.3 ARTICLES OF ASSOCIATION
Without prejudice to the provisions of the Takeover Act as set
out in section — 3.1.12.2 above, the Company’s Articles of
Association contain a number of provisions that could also
trigger the requirement to make a public offer for the shares in
the Company.
Pursuant to Article 15 of the Articles of Association, in theevent that a direct or indirect acquisition of shares in the
Company results in a person acting alone or in concert (as set
out in Section 5:45 of the WFT) holding shares or voting rights
where the control over the number of shares or votes reaches orexceeds 33 1/3% of the issued share capital of the Company thensuch person(s) is (are) required to make an unconditional public
offer to all shareholders to acquire all of their shares or to
procure that such an offer is made. Such offer must comply withall of the applicable regulatory or other legal requirements ineach jurisdiction in which the Company’s shares are listed.
Pursuant to Article 16 of the Articles of Association, in theevent of a failure to launch such an offer (or if the offer does notsatisfy the relevant legal or regulatory requirements in each of
the jurisdictions where the Company’s shares are listed) within
two months after notification to the Company of shareholdings
reaching or exceeding 33 1/3% or failing such notification, withina period of 15 days of receipt of notice from the Board of
Directors confirming the obligation to make the public offer,then any person(s) who is (are) required to make the offer shallwithin the period specified by the notice sent by the Board of
Directors exchange for depositary receipts to be issued by the
Stichting Administratiekantoor EADS (the “Foundation”), such
percentage of shares they hold over and above the 33 1/3% of theshares issued by the Company (the “Excess Percentage”). From
the date specified in the notice sent by the Board of Directors,
the right to attend meetings, to vote and to receive dividends
shall be suspended in respect of the Excess Percentage. If, withina period of 14 days from a further notice from the Board of
Directors, the person required to exchange his shares representing
his Excess Percentage for depositary receipts still has not done so,then the Company is irrevocably authorised to exchange suchshares for depositary receipts issued by the Foundation. The
constitutive documents of the Foundation provide that theFoundation shall not have the right to attend shareholders’meetings of the Company as a shareholder, to speak at suchmeetings and to exercise the voting rights attached to the shares
it holds, except if, in the view of the Board of Directors of theFoundation, such action is required for the performance of themandatory offer provisions in the Articles of Association.

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Pursuant to Article 17 of the Articles of Association, theobligation to make a public offer does not apply in the following
situations:> (i) to a transfer of shares to the Company itself or to theFoundation;> (ii) to a securities custody, clearing or settlement institution
acting in that capacity, provided that the provisions ofArticle 16 of the Articles of Association described above
shall be applicable where shares are held for persons acting inbreach of the provisions of Articles 15 and 16 of the Articles
of Association described above;> (iii) to a transfer of shares by the Company or to an issue ofshares by the Company on a merger or on an acquisition by
the Company of another company or business;> (iv) to a transfer of shares from one party to another party
who is a party to an agreement as envisaged in the WMZ to

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define “concert parties” where the agreement is entered into
before 31 December 2000 (as amended, supplemented or
replaced by a new agreement by the admission of one or more
new parties or the exclusion of one or more parties), exceptthat this exemption will not apply to a new party that
individually or with its subsidiaries and/or group companies
holds at least 33 1/3% of the control over shares or votes in
the Company; this exemption is intended to exclude theparties to the Participation Agreement (See “— 3.3.2
Relationships with Principal Shareholders”) (as amended,
supplemented or replaced by a new agreement by theadmission of one or more new parties or the exclusion of one
or more parties) from the obligation to make the mandatoryoffer in the event of a transfer of shares between themselves;or> (v) to a transfer by a shareholder to a subsidiary in which it
holds more than 50% or by a shareholder to a company whichholds more than 50% in such transferring shareholder.

3.2 GENERAL DESCRIPTION OF THE SHARE CAPITAL
3.2.1 Modiﬁcation of Share Capital or Rights Attached to the Shares
Unless such right is limited or eliminated by the shareholders’meeting as described below, holders of shares have a pre-emptive
right to subscribe for any newly issued shares pro rata to theaggregate nominal value of shares held by them, except forshares issued for consideration other than cash and shares issued
to employees of the Company or of a Group company. For thecontractual position as to pre-emption rights, see “— 3.3.2
Relationships with Principal Shareholders”.
The shareholders’ meeting has the power to issue shares. The
shareholders’ meeting may also authorise the Board of Directors
for a period of no more than five years, to issue shares and to
determine the terms and conditions of share issuances.
The shareholders’ meeting also has the power to limit or to
exclude pre-emption rights in connection with new issues ofshares, and may authorise the Board of Directors for a period of
no more than five years, to limit or to exclude preemption
rights. All resolutions in this context must be approved by a
two-thirds majority of the votes cast during the shareholders’meeting in the case where less than half of the capital issued ispresent or represented at said meeting.

In accordance with the ninth resolution passed by the annual
shareholders’ meeting of EADS held on 4 May 2007, the Boardof Directors was granted the powers (i) to issue shares and to
grant rights to subscribe for shares which are part of EADS’
authorised share capital provided that such powers shall belimited to 1% of the Company’s authorised share capital fromtime to time and (ii) to limit or exclude preferential subscription
rights, in both cases for a period expiring at the Annual General
Meeting of shareholders to be held on 27 May 2009.
Shareholders will be asked to renew this authority at suchmeeting.
The shareholders’ meeting may reduce the issued share capitalby cancellation of shares or by reducing the nominal value ofthe shares by means of an amendment to the Articles of
Association, the latter requiring the approval of at least
two-thirds of the votes cast at the general meeting. It will be
proposed to cancel up to a maximum of 22,987 shares at theAnnual General Meeting of shareholders to be held on
27 May 2009.

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3.2.2 Issued Share Capital
As at 31 December 2008, the Company’s issued share capital amounted to € 814,769,112, consisting of 814,769,112 fully paid-up
shares of a nominal value of € 1.0 each.

3.2.3 Authorised Share Capital

As at 31 December 2008, the Company’s authorised share capital amounted to € 3 billion, consisting of 3,000,000,000 shares of € 1.0 each.

3.2.4 Securities Granting Access to the Company’s Capital
Except for stock options granted for the subscription of EADS
shares (See “Corporate Governance — 4.3.3 Long Term Incentive
Plans”), there are no securities that give access, immediately orover time, to the share capital of EADS.

The table below shows the total potential dilution that would
occur if all the stock options issued as at 31 December 2008
were exercised:

Numberof shares% ofdiluted capital

Numberof voting rights% ofdiluted voting rights*

Total number of EADS shares issued as of 31 December 2008

814,769,112

96.69%

811,627,354

96.67%

Total number of EADS shares which may be issued following
exercise of stock options

27,935,589

3.31%

27,935,589

3.33%

842,704,701

100%

839,562,943

100%

Total potential EADS share capital*

The potential dilutive effect on capital and voting rights of the exercise of these stock options may be limited as a result of the Company’s share purchase programmes and in the caseof subsequent cancellation of repurchased shares. See “— 3 .3.7.1 Dutch Law and information on repurc has e buyback programmes”.

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

Date

Nature of Transaction

29 December 1998

Incorporation

3 April 2000

Conversion into €8 July 2000
13 July 2000
21 September 2000

5 December 2001

4 December 2002

5 December 2003

20 July 2004

3 December 2004
In 2004
25 July 2005

29 July 2005
In 2005
20 July 2006
In 2006
In 2007
In 2007
In 2007
In 2008
In 2008
In 2008

Issue of shares in exchange for contributions
by Aerospatiale Matra, DASA AG and SEPI
Issue of shares for the purpose of the initial public
offering and listing of the Company
Issue of shares for the purpose of the employee
offering carried out in the context of the initial public
offering and listing of the Company
Issue of shares for the purpose of an employee
offering (note d’opération approved by the COB**
on 13 October 2001 under number 01-1209)
Issue of shares for the purpose of an employee
offering (note d’opération approved by the COB
on 11 October 2002 under number 02-1081)
Issue of shares for the purpose of an employee
offering (note d’opération approved by the COB
on 25 September 2003 under number 03-836)
Cancellation of shares upon authorisation grantedby the annual shareholders’ meeting heldon 6 May 2004
Issue of shares for the purpose of an employee
offering (note d’opération approved by the AMF
on 10 September 2004 under number 04-755)
Issue of shares following exercise of options granted
to employees***
Cancellation of shares upon authorisation grantedby the annual shareholders’ meeting heldon 11 May 2005
Issue of shares for the purpose of an employee
offering (note d’opération approved by the AMF
on 4 May 2005 under number 05-353)
Issue of shares following exercise of options granted
to employees***
Cancellation of shares upon authorisation grantedby the annual shareholders’ meeting heldon 4 May 2006
Issue of shares following exercise of options granted
to employees***
Cancellation of shares upon authorisation granted by
the annual shareholders’ meeting held on 4 May 2007
Issue of shares for the purpose of an employee
offering
Issue of shares following exercise of options granted
to employees***
Cancellation of shares upon authorisation grantedby the annual shareholders’ meeting heldon 26 May 2008
Issue of shares for the purpose of an employee
offering
Issue of shares following exercise of options granted
to employees***

Nominalvalue
per share

Numberof shares
issued/cancelled

Total number
of issued shares
after transaction

Total
issued capital
after transaction

Premium*

NLG 1,000

100€1

50,000-100

NLG 100,000-

50,000€ 50,000€1

715,003,828€ 1,511,477,044

715,053,828€ 715,053,828€1

80,334,580€ 1,365,687,860

795,388,408€ 795,388,408€1

11,769,259€ 168,300,403

807,157,667€ 807,157,667€1

2,017,894€ 19,573,571.80

809,175,561€ 809,175,561€1

2,022,939€ 14,470,149.33

811,198,500€ 811,198,500€11,686,682€ 19,363,109.36

812,885,182€ 812,885,182€1

5,686,682-

807,198,500€ 807,198,500€12,017,822€ 34,302,974

809,216,322€ 809,216,322€1

362,747€ 6,133,436

809,579,069€ 809,579,069€1

1,336,358-

808,242,711€ 808,242,711€1

1,938,309€ 34,618,198.74

810,181,020€ 810,181,020€17,562,110€ 144,176,031.61

817,743,130€ 817,743,130€1

6,656,970-

811,086,160€ 811,086,160€1

4,845,364€ 89,624,589

815,931,524€ 815,931,524€14,568,405-

811,363,119€ 811,363,119€1

2,037,835€ 33,482,173

813,400,954€ 813,400,954€1

613,519€ 9,438,683

814,014,473€ 814,014,473€1

1,291,381-

812,723,092€ 812,723,092€1

2,031,820€ 22,084,500

814,754,912€ 814,754,912€1

14,200€ 208,030

814,769,112€ 814,769,112*
The costs (net of taxes) related to the initial public offering of the shares of the Company in July 2000 have been offset against share premium for an amount of € 55,849,772.
** Predecessor of the AMF.
*** For information on stock option plans under which these options were granted to EADS employees, see “Corporate Governance — 4 .3.3 Long Term Incentive Plans”.

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3.3 SHAREHOLDINGS AND VOTING RIGHTS
3.3.1 Shareholding Structure
EADS combined the activities of Aerospatiale Matra(“Aerospatiale Matra” or “ASM”), Daimler Aerospace AG(“DASA AG”) (with the exception of certain assets andliabilities) and Construcciones Aeronauticas SA (“CASA”)
pursuant to a series of transactions completed in July 2000.
In this document, the term “Completion” relates to theJuly 2000 completion of the contributions made by Aerospatiale
Matra, DASA AG and Sociedad Estatal de Participaciones
Industriales (“SEPI”) (a Spanish state holding company) to EADS
to combine such activities into EADS.
The term “Indirect EADS Shares” relates to the EADS shares
held by Daimler AG (“Daimler”), SEPI and Société de Gestion
de l’Aéronautique, de la Défense et de l’Espace (“Sogeade”), forwhich EADS Participations B.V. exercises all the attached voting
rights, as well as, for Lagardère SCA (“Lagardère”) and Sociétéde Gestion de Participations Aéronautiques (“Sogepa”), or thecompanies of their group, the number of EADS shares held
indirectly via Sogeade, reflecting by transparency, theirrespective interest in Sogeade.
Unless the context requires otherwise, the shareholdingsof DASA AG in EADS are referred to in this document asshareholdings of Daimler, and the rights and obligations of
DASA AG pursuant to the agreements described herein arereferred to as rights and obligations of Daimler.

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As at 31 December 2008, 22.50% of EADS’ share capital washeld by DASA AG, which is a 66.67% subsidiary of Daimler
Luft- und Raumfahrt Holding AG (“DLRH”), a 99.90%
subsidiary of Daimler. The remaining 33.33% of DASA AG is
held by a consortium of private and public-sector investors.
Sogeade, a French partnership limited by shares (société encommandite par actions) whose share capital, as at 31 December
2008, is held 60% by Sogepa (a French state holding company)
and 40% by Désirade (a French société par actions simplifiée
wholly owned by Lagardère), held 25.00% of EADS’ sharecapital. Thus, 47.50% of the share capital of EADS was heldby Daimler and Sogeade who jointly control EADS througha Dutch law contractual partnership managed by EADSParticipations B.V. (the “Contractual Partnership”). SEPI,
which is a party to the Contractual Partnership, held 5.49%of the share capital of EADS. The public (including EADS
employees) and the Company held, respectively, 46.56% and0.39% of the share capital of EADS. The République française
(the “French State”) directly held 0.06% of EADS’ share capital,such shareholding being subject to certain specific provisions.
The diagram below shows the ownership structure of EADS as
at 31 December 2008 (% of capital (voting rights) before exerciseof outstanding stock options granted for the subscriptionof EADS shares. See “Corporate Governance — 4.3.3 Long
Term Incentive Plans”.

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OWNERSHIP STRUCTURE OF EADS AS AT 31 DECEMBER 2008***

EADS Participations B.V. exercises the voting rights attached to these EADS shares pledged by Sogeade, Daimler and SEPI who retain title to their respective shares.
The French State exercises the voting rights attached to these EADS shares (such shares being placed with the Caisse des D épôts ) in the same way that EADS Participations B.V. exercises thevoting rights pooled in the Contractual Partnership.
*** Shares held by the French State following the distribution without payment of consideration to certain former shareholders of Aerospatiale Matra as a result of its privatisation in June 1999. All
the shares currently held by the French State will have to be sold on the market.
**** DLRH is 99.90% held by Daimler; the balance is held by individual minority shareholders.
***** As at 31 December 2008, the Company holds, directly or indirectly through another company in which the Company holds directly or indirectly more than 50% of the share capital, 3,141,758 of
its own shares. The EADS shares owned by the Company itself do not carry voting rights.

For the number of shares and voting rights held by membersof the Board of Directors and Executive Committee, see“Corporate Governance — 4.2.1 Compensation Granted to
Directors and Principal Executive Officers”.

Approximately 2.1% of the capital and 2.1% of the voting
rights are held by EADS employees as of 31 December 2008.

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3.3.2 Relationships with Principal Shareholders
The principal agreements governing the relationships between
the founders of EADS are an agreement (the “Participation
Agreement”) entered into on Completion between Daimler,
DASA AG, Lagardère, Sogepa, Sogeade and SEPI, and a Dutch
law Contractual Partnership agreement entered into on
Completion between Sogeade, DASA AG, SEPI and EADSParticipations B.V. (the “Contractual Partnership
Agreement”), which repeats certain terms of the Participation
Agreement and a certain number of other agreements (inparticular, a shareholder agreement (the “Sogeade
Shareholders’ Agreement”) entered into on Completion
between Sogepa and Lagardère and an agreement between the
French State, Daimler and DLRH). EADS Participations B.V. is a
Dutch private company with limited liability (besloten
vennootschap met beperkte aansprakelijkheid) and is the managing
partner of the Contractual Partnership. The Indirect EADS
Shares held by Daimler, Sogeade and SEPI have been pledged to
EADS Participations B.V., which has been granted the exclusive
power to exercise the voting rights attached to the pledged
shares (including the right to attend and speak at shareholders’meetings) in accordance with the Contractual Partnership
Agreement.
The agreements above contain, among other things, provisions
relating to the following matters:> the composition of the Boards of Directors of EADS, EADSParticipations B.V. and Sogeade Gérance (gérant commanditéof Sogeade);> restrictions on the transfer of EADS shares and Sogeade
shares;> pre-emptive and tag-along rights of Daimler, Sogeade, Sogepa
and Lagardère;> defences against hostile third parties;> consequences of a change of control of Daimler, Sogeade,
Lagardère, Sogepa or SEPI;> a put option granted by Sogeade to Daimler over its EADS
shares in certain circumstances;> specific rights of the French State in relation to certain
strategic decisions, regarding among other issues, EADS’ballistic missiles activity; and> certain limitations on the extent of the French State’sownership of EADS.
Further details on the agreements among the principal
shareholders of EADS are set out below.
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ORGANISATION OF EADS PARTICIPATIONS B.V.
The Board of Directors of EADS Participations B.V. has an equal
number of directors nominated by Daimler and by Sogeade,respectively (taking into account proposals made by Lagardère in
respect of the Sogeade-nominated directors). Daimler andSogeade each nominate two directors, unless otherwise agreed,
and the Daimler-Directors and the Sogeade-Directors jointly
have the right to nominate and to remove the Chairman and theChief Executive Officer. In addition, SEPI has the right tonominate a director, as long as the shareholding of SEPI in
EADS is 5% or more but in any case until the Annual General
Meeting of shareholders to be held in 2012. The Chairman shalleither have French or German nationality and the Chief
Executive Officer shall have the other nationality.
This structure gives Daimler and Sogeade equal nominatingrights in respect of the majority of the directors of the decisionmaking body of EADS Participations B.V. All decisions of
EADS Participations B.V.’s Board of Directors shall require thevote in favour of at least four directors, including the vote infavour of all Sogeade-Directors and all Daimler-Directors. The
quorum for transacting any business at a meeting of the Boardof Directors of EADS Participations B.V. is one Sogeade director
and one Daimler director being present.

TRANSFER OF EADS SHARES
During the period commencing at Completion and ending on
1 July 2003 (the “Standstill Period”), there were restrictions on
Daimler’s, Sogeade’s, SEPI’s, Lagardère’s, Sogepa’s and theFrench State’s ability to transfer EADS shares.
Following the expiration of the Standstill Period, as of 1 July
2003, Daimler, Sogeade, SEPI, Lagardère and Sogepa each havethe right to sell its EADS shares on the market, subject to thefollowing conditions:> if a party wishes to sell any EADS shares, it shall first sell its
shares other than its Indirect EADS Shares before exercising
its right to sell its Indirect EADS Shares in accordance withthe provisions set out below;> on the sale of Indirect EADS Shares, Daimler (in the case of asale by Sogeade), Sogeade (in the case of a sale by Daimler) or
Sogeade and Daimler (in the case of a sale by SEPI) may
either exercise a pre-emption right or sell their respective
Indirect EADS Shares on the market in the same proportions
as the respective Indirect EADS Shares of the relevant parties
bear to each other;> any transfer of Indirect EADS Shares by either Sogepa or
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Lagardère or Sogepa, as the case may be. In the event thatsuch pre-emption right is not exercised, the Indirect EADS
Shares may be sold (a) to an identified third party subject toLagardère’s or Sogepa’s consent (as the case may be) and also
to Daimler’s consent and (b) if such consent is not obtained,
the Indirect EADS Shares may be sold on the market, subject
to Daimler’s pre-emption right referred to above;> Lagardère and Sogepa shall each have a proportional right totag-along on a sale of its Indirect EADS Shares; and> the pre-emption and tag-along rights of Lagardère and Sogepa
referred to above do not apply to a transfer of EADS shares
directly held by one of them.
Any sale on the market of EADS shares in accordance with theParticipation Agreement shall be conducted in an orderly
manner so as to ensure the least possible disruption to themarket of EADS shares. To this effect, the parties shall consult
with each other before any such sale.

CONTROL OF EADSIn the event that a third party to which Daimler or Sogeade
objects (a “Hostile Third Party”) has a direct or indirectinterest in EADS shares equal to 12.5% or more of the numberof such EADS shares the voting rights of which are pooled
through the Contractual Partnership (a “Qualifying Interest”),
then, unless a Hostile Offer (as defined below) has been madeby the Hostile Third Party or until such time as Daimler andSogeade agree that the Hostile Third Party should no longer beconsidered a Hostile Third Party or the Hostile Third Party nolonger holds a Qualifying Interest, the parties to theParticipation Agreement shall exercise all means of control andinfluence in relation to EADS to avoid such Hostile Third Party
increasing its rights or powers in relation to EADS.
Following the expiration of the Standstill Period, as of 1 July
2003, the parties to the Participation Agreement may accept anoffer (whether by way of tender offer or otherwise) by a Hostile
Third Party which is not acceptable to either Daimler or Sogeade(a “Hostile Offer”), subject to provisions requiring, inter alia,
the party wishing to accept, to first offer its EADS shares toDaimler and/or Sogeade, in which case Daimler and/or Sogeade
may exercise their pre-emption rights in respect of all or someonly of the EADS shares held by the party wishing to accept
the Hostile Offer.
Any sale of EADS shares, other than the EADS Indirect Shares,
by Daimler, Sogeade or Lagardère, at a time when a Hostile
Third Party is a shareholder and purchaser of EADS shares on
the market, is subject to the pre-emption right of Sogeade,
Daimler and Sogepa respectively. In the case of a sale by
Lagardère, if Sogepa does not exercise its right of pre-emption,
Daimler has in turn a pre-emption right.

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DISSOLUTION OF CONTRACTUAL PARTNERSHIPAND EADS PARTICIPATIONS B.V.
The Contractual Partnership and EADS Participations B.V. will
be dissolved and wound up upon the occurrence of certain
events (each, a “Termination Event”) including:(i) if the proportion which the Indirect EADS Shares of either
Daimler or Sogeade bears to the total number of EADS
shares is less than 10%, unless the difference between theholdings of Daimler and Sogeade (calculated as a percentage
by reference to the number of Indirect EADS Shares heldby each of them as against the total number of EADS
shares) is 5% or less, in which case the dissolution andwinding up shall only occur if the proportion which theIndirect EADS Shares of Daimler or Sogeade bears to thetotal number of EADS shares is 5% or less; or(ii) if, on a change of control of either Lagardère, Sogepa,
Sogeade or Daimler, no notice of an offer by a third party topurchase the Sogeade shares or the Indirect EADS Shares
held by the party undergoing the change of control (the“Changed Party”) (which offer the Changed Party wishes
to accept) has been served in accordance with theParticipation Agreement (see below “Change of Control”)
within 12 months of the date of the change of control
occurring (the absence of notice of an offer by a third party
to purchase the Indirect EADS Shares held by SEPI upon achange of control of SEPI does not trigger a dissolution of
the Contractual Partnership or EADS Participations B.V. butshall cause SEPI to lose its main rights or liabilities under
the Participation Agreement or the Contractual Partnership
Agreement).
On the occurrence of a Termination Event, EADS Participations
B.V. is prohibited from conducting further business except as isnecessary to its liquidation or the liquidation of the ContractualPartnership.

CHANGE OF CONTROLThe Participation Agreement provides, inter alia, that if (a)Lagardère or Sogepa undergoes a change of control and Daimler
so elects (b) Sogeade undergoes a change of control and Daimler
so elects (c) Daimler undergoes a change of control and Sogeadeso elects (d) SEPI undergoes a change of control and Sogeade orDaimler so elects then:(i) the party undergoing the change of control shall use its
reasonable efforts to procure the sale of its Sogeade interest(if the party undergoing the change of control is Lagardère or
Sogepa) or of its Indirect EADS Shares (if the party
undergoing the change of control is Daimler, Sogeade or
SEPI) to a third party purchaser on bona fide arm’s length
terms. When the party subject to the change of control is
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nominated with Daimler’s consent, not to be unreasonably
withheld; and(ii) in the event that a third party offers to purchase the
Sogeade interest held by Lagardère or Sogepa or the Indirect
EADS Shares held by Daimler, Sogeade or SEPI as the casemay be, is received and the party undergoing the change ofcontrol wishes to accept that offer, such offer shallimmediately be notified to (a) Daimler in the case of achange of control occurring to Lagardère or Sogepa, (b)Sogeade in the case of the change of control occurring toDaimler, (c) Daimler in the case of the change of control
occurring to Sogeade, or (d) Daimler or Sogeade in the caseof the change of control occurring to SEPI (the party
notified under (a), (b), (c) or (d) being the “Non-Changed
Party”). The Non-Changed Party shall have a first right topurchase the Sogeade interest or the Indirect EADS shares
being offered for sale at the price being offered by the third
party. In relation to (d), if Daimler and Sogeade have bothelected that SEPI procure a third party purchaser, then theyshall each have the right to acquire SEPI’s Indirect EADS
Shares in the respective proportions which the number of
their EADS shares bear to one another at that time. In theevent that the Non-Changed Party does not give notice of
its intention to purchase the Sogeade interest or the Indirect
EADS Shares within 30 days of the offer being made, thenthe Changed Party is obliged to sell such Sogeade interest or
Indirect EADS Shares to the third party on the terms of thethird party’s original offer.
The third party purchaser may not be a competitor of EADS,
Sogeade or Daimler (as the case may be) nor a member of theGroup which has taken control of the Changed Party.

EVENTS OF DEFAULT OTHER THAN CHANGE
OF CONTROLThe Participation Agreement provides for certain actions
following events of default (other than a change of control) (i.e.,
insolvency-related or a material breach of the Participation
Agreement). In particular, if such an event of default occurs in
relation to Daimler, Sogeade or SEPI, the non-defaulting party(respectively Sogeade, Daimler and Sogeade and Daimler acting
together) has a call option over the defaulting party’s EADS
shares and interest in EADS Participations B.V. If such an eventof default occurs in relation to Lagardère or Sogepa, such party is
obliged to use its best efforts to sell its interest in the capital of
Sogeade on bona fide arm’s length terms to a third party
purchaser (who must not be a competitor of EADS or Daimler).
In the case of a sale by Lagardère, the third party purchaser must
be nominated by Sogepa with Daimler’s consent (which may not
be unreasonably withheld). In the case of such a sale by Sogepa,
Daimler must consent to the sale (again, such consent may not
be unreasonably withheld).

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SPECIFIC RIGHTS AND UNDERTAKINGS
OF THE FRENCH STATEThe French State, not being a party to the Participation
Agreement, entered into a separate agreement, governed by
French law, with Daimler and DLRH on 14 October 1999
(as amended) pursuant to which:> the French State undertakes to hold an interest of no morethan 15% of the entire issued share capital of EADS throughSogepa, Sogeade and EADS Participations B.V.;> the French State undertakes that neither it nor any of its
undertakings will hold any EADS shares directly;> in each case disregarding (i) those EADS shares held by the
French State following the distribution without payment ofconsideration to certain former shareholders of Aerospatiale
Matra as a result of its privatisation in June 1999 and which
will have to be sold on the market; (ii) those shares held bySogepa or the French State which may be sold or acquired
pursuant to the Participation Agreement or the Sogeade
Shareholders’ Agreement (see below); and (iii) those shares
held for exclusively investment purposes.
Moreover, pursuant to an agreement entered into between
EADS and the French State (the “Ballistic Missiles
Agreement”), EADS has granted to the French State (a) a vetoright and subsequently a call option on the ballistic missiles
activity exercisable in the event that (i) a third party which is
not affiliated to the Daimler and/or Lagardère Groups acquires,directly or indirectly, either alone or in concert, more than 10%
or any multiple thereof of the share capital or voting rights of
EADS or (ii) the sale of the ballistic missiles assets or of theshares of such companies carrying out such activity is consideredafter the termination of the Sogeade Shareholders’ Agreementand (b) a right to oppose the transfer of any such assets or shares
during the duration of the Sogeade Shareholders’ Agreement.

SOGEADE
Sogeade is a French partnership limited by shares (société encommandite par actions) the share capital of which is split
between Sogepa (60%) and Désirade, a French société par actions
simplifiée (40%). The share capital of Désirade is itself wholly
owned by Lagardère. Lagardère hence owns indirectly 40% of
Sogeade.
The general partner (associé commandité) of Sogeade, Sogeade
Gérance, is a French société par actions simplifiée which is the
manager of Sogeade and the share capital of which is split
equally between Sogepa and Lagardère SCA.
Sogeade Gérance’s Board of Directors consists of eight directors,
four of them nominated by Lagardère (among whom one shallbe designated as the Chairman of the Board) and four by Sogepa.
Decisions of Sogeade Gérance’s board shall be approved by a

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simple majority of directors except for the following matterswhich require the approval of a qualified majority of six of theeight directors: (a) acquisitions or divestments of shares or assets
the individual value of which exceeds € 500 million; (b)agreements establishing strategic alliances, or industrial or
financial co-operation; (c) a capital increase of EADS of morethan € 500 million to which no preferential right to subscribe
for the shares is attached; (d) any decision to divest or create asecurity interest over the assets relating to prime contractor
status, design, development and integration of ballistic missiles
or the majority shareholdings in the companies Cilas, Sodern,
Nuclétudes and the GIE Cosyde (each a “Sogeade Reserved
Matter”). The decisions contemplated under (d) above are also
governed by the Ballistic Missiles Agreement (see above“Specific Rights and Undertakings of the French State”).
When a vote of Sogeade Gérance’s board on such matters does
not reach the qualified majority of six directors by reason of anyof the Sogepa-nominated directors casting a negative vote, theSogeade-nominated directors on the board of EADSParticipations B.V. are obliged to vote against the proposal. Thismeans that the French State as the owner of Sogepa can veto any
decisions on these matters within EADS Participations B.V. andin turn within EADS as long as the Sogeade Shareholders’
Agreement remains in existence.
In addition, in the case where the Board of Directors of EADSParticipations B.V. and/or the Board of Directors of EADS
would be called to address the following matters:(a) appointment/removal of the Chairman and the Chief
Executive Officer of EADS and appointment/removal of
the Chief Executive Officer of Airbus;(b) investments, projects, launch of new products ordivestments within the Group with an individual value/amount exceeding € 500 million;(c) strategic and cooperation agreements;(d) modifications of the authorised share capital of EADS andincrease in the issued capital of EADS, with the exceptionof capital increases for the purposes of ESOP or othersecurities issuances in favour of employees for an amount,
per year or per plan, less than 2% of the issued capital;(e) modifications of (1) the Articles of Association of EADS,(2) the internal rules for the Board of Directors and (3)the internal rules for the Executive Committee;(f) change of name, place of incorporation and nationality
of EADS; and(g) significant decisions in connection with the ballistic
missiles activities of EADS.

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Sogeade Gérance’s board shall previously meet to come to adecision on the appropriateness of any of the above-mentioned
matters. In this respect, the decision of Sogeade Gérance’s board
shall be in writing and require the approval of a qualified
majority of six of the eight directors; it being understood that
the Sogeade-nominated directors on the board of EADSParticipations B.V. shall in no event be bound by such decision.
Such procedure shall not apply in the case where the relevant
matter will have been examined as a Sogeade Reserved Matter inaccordance with the above.
The shareholding structure of Sogeade shall reflect at all times
the indirect interests of all the shareholders of Sogeade in EADS.
In certain circumstances, in particular in the event of a changeof control of Lagardère, Lagardère shall grant a call option overits Sogeade shares to any non-public third party designated by
Sogepa and approved by Daimler. This option may be exercised
during the term of the Sogeade Shareholders’ Agreement on thebasis of the market price for the EADS shares.
The Sogeade Shareholders’ Agreement shall terminate if
Lagardère or Sogepa ceases to hold at least 20% of the capital of
Sogeade, except that: (a) the provisions relating to the call option
granted by Lagardère described above shall remain in force aslong as the Participation Agreement is in force, (b) as long as
Sogepa holds at least one Sogeade share, it will remain entitled
to nominate a Sogeade Gérance Director whose approval will be
required with respect to any decision to divest or create asecurity interest over the assets relating to prime contractor
status, design, development and integration of ballistic missiles
activity or the majority shareholdings in the companies Cilas,
Sodern, Nuclétudes and the GIE Cosyde; and (c) the Sogeade
Shareholders’ Agreement will be terminated in the event of adissolution of EADS Participations B.V. caused by Daimler. In
the latter case, the parties have undertaken to negotiate a newshareholders’ agreement in the spirit of the shareholders’agreement between them dated 14 April 1999 relating
to Aerospatiale Matra and with regard to their respective
shareholdings in Sogeade at the time of the dissolution of
EADS Participations B.V.

PUT OPTION
Under the Participation Agreement, Sogeade has granted a put
option to Daimler over its EADS shares which shall be
exercisable by Daimler, (i) in the event of a deadlock arisingfrom the exercise by Sogepa of its rights relating to certain
strategic decisions (listed above under the description of
Sogeade) other than those relating to the ballistic missiles
activity or (ii) during certain periods provided that in both cases
the French State still holds any direct or indirect interest in
EADS shares. The put option may only be exercised in respectof all and not some only of Daimler’s EADS shares.

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The exercise price of the option will be calculated on the basisof an average market price for EADS shares.
In the event that Daimler exercises the put option granted to it
by Sogeade, Sogeade will acquire the EADS shares from
Daimler. However, Lagardère has the right to require Sogepa to
substitute itself for Sogeade in relation to the acquisition ofDaimler’s EADS shares following the exercise by Daimler of theput option. Such substitution right has been accepted byDaimler. In the event that Lagardère does not exercise such
substitution right, Lagardère would have to provide its pro rata
part of the financing necessary for such acquisition. Sogepa
undertakes to provide its pro rata part of the financing
corresponding to its rights in Sogeade. Should Lagardère decide
not to take part in the financing, (a) Sogepa undertakes tosubstitute itself for Sogeade to buy the shares sold by Daimler
as a result of the exercise of its put option and Sogepa or
Lagardère may request the liquidation of Sogeade and EADSParticipations B.V. and the termination of the Sogeade
Shareholders’ Agreement (notwithstanding the termination
provisions of the Sogeade Shareholders’ Agreement describedunder the paragraph “Sogeade” above). In that case, Lagardère
could freely sell its EADS shares on the market or in a blocksale to a third party.

PLEDGE OVER EADS’ SHARES GRANTEDTO EADS PARTICIPATIONS B.V.
Upon Completion and in order to secure their undertakings
under the Contractual Partnership Agreement and theParticipation Agreement, Sogeade, Daimler and SEPI granted apledge over their respective Indirect EADS Shares to EADSParticipations B.V. for the benefit of EADS Participations B.V.
and the other parties to the Contractual Partnership Agreement.
DADC
EADS holds 75% of the shares in DADC Luft- und Raumfahrt
Beteiligungs AG (“DADC”) (the other 25% being held by
DLRH). The share capital of Dornier GmbH is held as to 97.1%
by DADC and as to 2.9% by the Dornier family. In shareholders’meetings, DADC is entitled to more than 95.2% and theDornier family to less than 4.8% of the voting rights in
Dornier GmbH. DADC and Dornier GmbH have entered into acontrol and profit and loss transfer agreement.
A considerable number of shareholders’ resolutions in
Dornier GmbH require a majority of 100% of the votes cast in
the shareholders’ meeting notably resolutions to dissolve theCompany, alterations of the Articles of Association if theyterminate, limit or have an impact on the rights of the minority
shareholders, reduction of share capital, mergers (unlessDornier GmbH is the surviving entity), the transfer of holdings
in other enterprises or the transfer of whole areas of enterprise
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with Daimler, which is assumed to be the case if Daimler
controls at least 20% of its share capital. The same requirement
applies with regard to all transfers of shares of Dornier GmbHheld by the Daimler Group (including associated enterprises)
subject to certain exceptions including the transfer to otherDaimler Group companies (including associated enterprises).
Furthermore, the Dornier family receives a guaranteed dividend
from Dornier GmbH (depending on the nature of the shares) of
8.7% or 15% of the nominal amount of their shares plus any
corporation tax credits. The guaranteed dividend is indexed.
Daimler has guaranteed the payment of the minimum dividend
to the Dornier family shareholders. In the case of the profit andloss transfer agreement, which presently exists between DADC
and Dornier GmbH, the Dornier family shareholders areentitled to receive payments corresponding at least to theamount which they would be entitled to in the absence of suchprofit and loss transfer agreement. Internally DADC has
assumed this obligation.
On 30 November 1988 Daimler and the Dornier family enteredinto a separate agreement to strengthen the rights of Daimler
and, simultaneously, to protect the economic interests of theminority shareholders. The latter can, in particular, demand that
their shares in Dornier GmbH be bought (i) for cash
consideration or (ii) in exchange for Daimler shares or (iii) in
exchange for shares in a company in which, or under which,Daimler concentrates its aerospace activities by Daimler oranother company associated with Daimler and nominated byDaimler. On 29 March 2000 Daimler, DLRH, DADC,EADS Deutschland GmbH and DASA AG entered into anagreement according to which Daimler has the right to demand
from DADC to buy the shares so offered by the Dornier family
shareholders. Daimler shall reimburse DADC for any amount tobe paid being above the fair market value of the shares.
Moreover, DADC will assume certain other rights andobligations relating to the protection of the interests of theDornier family.
On 29 December 2004, Silvius Dornier and Daimler enteredinto an agreement to transfer all of the remaining shares ofSilvius Dornier in Dornier GmbH (3.58%) to Daimler or anothercompany of the Daimler Group nominated by Daimler and tosettle all of the rights and potential claims of Silvius Dornier
resulting from or in connection with his shareholding in
Dornier GmbH. None of the other family shareholders exercised
their three month right of first refusal to acquire these shares sothat the legal transfer became effective on 17 April 2005.
According to the above mentioned agreement between Daimler,
DLRH, DADC, EADS Deutschland GmbH and DASA AG(“Handhabungsvereinbarung”), DADC had irrevocably offered toDaimler to buy these shares at market value upon effectivenessof their sale to Daimler, which offer was accepted by Daimler
and the deal being brought to closure on 3 May 2005.
Under the terms of the business combination agreements
entered into in the context of the creation of EADS, DLRH has

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undertaken to indemnify Lagardère (for itself and on behalf ofeach member of the Lagardère Group) and SEPI and shall keepthem indemnified, against (save in respect of any consequential
loss not foreseeable by DLRH (or any member of the Daimler
Group)) all or any costs, claims, demands, expenses, losses or
liabilities that they (or any of them) may suffer or incur fromthe date of the business combination agreements entered into in
the context of the creation of EADS as a result of all or any of
the shareholders of Dornier GmbH other than a member of the
DASA Group obtaining or seeking to obtain any rights orremedies against Lagardère (or any member of the LagardèreGroup), SEPI, the Contractual Partnership, EADS

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Participation B.V., DASA AG, EADS or any entity contributedby or on behalf of Daimler which is to become a member of theGroup or any member of the DASA AG Group. This indemnity
shall also extend to EADS to the extent that such protection is
not provided for in the transfer of the DASA business to EADS.
Other than the relationships between the Company and its
principal shareholders described above in this Section 3.3.2,
there are no potential conflicts of interest between the duties to
the Company of the Directors and their respective privateinterests or other duties.

3.3.3 Form of Shares

The shares of EADS are in registered form. The Board of
Directors may decide with respect to all or certain shares, onshares in bearer form.
Shares shall be registered in the shareholders’ register without
the issue of a share certificate or, should the Board of Directors

so decide, with respect to all or certain shares, with the issue ofa certificate. Share certificates shall be issued in such form as
the Board of Directors may determine. Registered shares shall benumbered in the manner to be determined by the Board of
Directors.

3.3.4 Changes in the Shareholding of the Company Since its Incorporation
The Company was founded with an authorised share capital of
500,000 Netherlands Guilders (“NLG”) divided into 500 shareseach having a nominal value of 1,000 NLG, of which 100 were
issued to Aerospatiale Matra on 29 December 1998. Theseshares were transferred to DASA AG by way of notarised
transfer certificate on 28 December 1999.
The changes in the shareholding of the Company since its initialpublic offering and listing are set forth below (for a descriptionof the changes in the issued share capital of the Company since
its incorporation, see “— 3.2.5 Changes in the Issued Share
Capital Since Incorporation of the Company”).
Since July 2000, 4,293,746 EADS shares have been distributed
without payment of consideration by the French State to certain
former shareholders of Aerospatiale Matra as a result of its
privatisation in June 1999. The last distribution took place inJuly 2002.
In addition, in January 2001, the French State and Lagardère
sold on the market all of their EADS shares (respectively
7,500,000 and 16,709,333 EADS shares) other than their
Indirect EADS Shares (and, in the case of the French State,other than the EADS shares to be distributed to former
shareholders of Aerospatiale Matra, see “— 3.3.2 Relationships
with Principal Shareholders — Specific Rights and Undertakingsof the French State”) that they held as a result of the nonexercise of the over-allotment option granted to theunderwriters in the context of the initial public offering carriedout by the Company for the purpose of its listing in July 2000
(including, in the case of Lagardère, those shares other than its
Indirect EADS Shares purchased from the French Financial
Institutions at the end of the exercise period of the overallotment option).
On 8 July 2004, Daimler announced that it had placed on themarket (in the context of a hedging transaction) all of its EADS
shares (22,227,478 EADS shares), representing 2.73% of thecapital and 2.78% of the EADS voting rights at that date, except
for its Indirect EADS Shares.
On 11 November 2005, DASA AG transferred its entire interest
in EADS to its wholly owned subsidiary DaimlerChrysler
Luft-und Raumfahrt Beteiligungs GmbH & Co. KG (“DC KG”).
However, in November 2006, DC KG then transferred its entire
interest in EADS back to DASA AG.

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On 4 April 2006, Daimler and Lagardère announced the entry
into simultaneous transactions aimed at reducing by 7.5% each
their respective shareholdings in EADS. Daimler entered into aforward sale agreement of approximately 61 million EADS
shares with a group of investment banks. Daimler indicated thatit had lent these shares to the banks in anticipation of thesettlement of the forward sale. Lagardère issued mandatoryexchangeable bonds. The EADS shares deliverable at thematurity of the bonds represented a maximum of 7.5% of theshare capital of EADS, or approximately 61 million EADS
shares, and were delivered in three equal tranches representing
2.5% of the share capital of EADS. The first two tranches weredelivered in June 2007 and June 2008, with delivery of thethird tranche brought forward from June 2009 to March 2009,
as discussed below.
On 8 September 2006, the Company was notified that JSC
Vneshtorgbank (formerly Bank of Foreign Trade) acquired
41,055,530 shares of EADS, representing 5.04% of the sharecapital of EADS at that date.
On 9 February 2007, Daimler reached an agreement with aconsortium of private and public-sector investors by which it
effectively reduced its shareholding in EADS from 22.5% to15%, while keeping and maintaining the balance of voting rights
between German and French controlling shareholders. Pursuant
to this agreement, on 13 March 2007, Daimler has placed its
entire 22.5% equity interest in EADS into a new company
controlled by Daimler, in which the consortium of investors has
acquired a one-third interest through a special-purpose entity.
This effectively represents a 7.5% stake in EADS. Daimler

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continues to control the voting rights of the entire 22.5%
package of EADS shares. Daimler has the option of dissolving
the new structure on 1 July 2010 at the earliest. If the structure
is dissolved, Daimler has the right either to provide theinvestors with EADS shares or to pay cash compensation. If
EADS shares are provided, the German State, and the French
State and Lagardère through Sogeade, will be entitled to preempt such EADS shares to retain the balance between theGerman and the French side. This transaction constitutes a
specific exception to the agreements described in “— 3.3.2
Relationships with Principal Shareholders”.
On 26 December 2007, JSC Vneshtorgbankhas sold andtransferred 41,055,530 EADS shares to the Bank forDevelopment and Foreign Economic Affairs(Vnesheconombank). EADS was notified of such transaction
thereafter.
On 26 January 2009, Lagardère and Natixis, the sole subscriber
to and sole holder of the outstanding mandatory exchangeablebonds issued by Lagardère in 2006, signed an amendment to thesubscription contract whereby they agreed, on the initiative of
Natixis, to bring forward the redemption date of the mandatoryexchangeable bonds — and consequently, the delivery date of
the third tranche of EADS shares — from 25 June 2009 to
24 March 2009. Under the terms of this amendment, Lagardère
delivered 20,370,000 EADS shares, representing 2.5% of thecapital and voting rights of EADS, to Natixis on 24 March 2009.
As of such date, Sogeade therefore held 22.50% of EADS’ sharecapital, i.e. 183,337,704 shares out of the total issued sharecapital of 814,769,112 shares.

The evolution in ownership of the share capital and voting rights of the Company over the past three years is set forth in the table below:
Position as at 31 December 2008

Position as at 31 December 2007

Position as at 31 December 2006

Shareholders% ofcapital% ofvoting rights

Numberof shares% ofcapital% ofvoting rights

Numberof shares% ofcapital% ofvoting rights

Numberof shares

DASA AG22.50%

22.59%

183,337,704

22.52%

22.64%

183,337,704

22.47%

22.71%

183,337,704

Sogeade25.00%

25.10%

203,707,704

27.53%

27.67%

224,077,704

29.96%

30.27%

244,447,704

SEPI
Sub-total ContractualPartnership

5.49%

5.51%

44,690,871

5.49%

5.52%

44,690,871

5.48%

5.54%

44,690,871

52.99%

53.20%

431,736,279

55.54%

55.83%

452,106,279

57.91%

58.52%

472,476,279

French State*

0.06%

0.06%

502,746

0.06%

0.06%

502,746

0.06%

0.06%

502,746

Public**46.56%

46.74%

379,388,329

43.88%

44.11%

357,198,446

40.99%

41.42%

334,448,355

Own share buy-back***

0.39%

-

3,141,758

0.52%

-

4,207,002

1.04%

-

8,504,144

Total

100%

100%

814,769,112

100%

100%

814,014,473

100%

100%

815,931,524*

Shares held by the French State following the distribution without payment of consideration of 4,293,746 shares to certain former shareholders of Aerospatiale Matra as a result of its
privatisation in June 1999. All of the shares currently held by the French State will have to be sold on the market.
** Including EADS employees. As at 31 December 2008, EADS employees held 2.1% of the share capital and 2.1% of the voting rights.
*** The shares owned by the Company do not carry voting rights.

To the knowledge of the Company, except as disclosed previously in “— 3.3.2 Relationships with Principal Shareholders”, there are
no pledges over the shares of the Company.

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The Company requested a disclosure of the identity ofthe beneficial holders of its shares held by identifiable holders(“Titres au porteur identifiables”) holding more than 10 shares
each. The study, which was completed on 31 December 2008,
resulted in the identification of 456,958 shareholders holding
a total of 371,542,120 EADS shares (including 6,996,161 shares

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held by Iberclear on behalf of the Spanish markets and43,599,839 shares held by Clearstream on behalf of the Germanmarket).
The current shareholding structure of the Company is as shownin the diagram in “— 3.3.1 Shareholding Structure”.

3.3.5 Persons Exercising Control over the Company

See “— 3.3.1 Shareholding Structure” and “— 3.3.2 Relationships with Principal Shareholders”.

3.3.6 Simpliﬁed Group Structure Chart
The following chart illustrates the simplified organisational
structure of EADS as of 1 January 2009, comprising four
divisions (following the integration of the former MTA division
into Airbus under the name “Airbus Military”) and the main
business units. For ease of presentation, intermediate holding
companies have been omitted. The coloured boxes denote entities
forming part of one of EADS’ four divisions. The non-coloured

boxes denote entities that are holding companies or participations
not within one of EADS’ four divisions and do not directly form
part of the management responsibility of a specified director.
EFW, Sogerma, ATR, Aerolia and Premium AEROTEC are
allocated to “Other Businesses” and do not form part of EADS’
four divisions. See “Information on EADS’ Activities — 1.1.1
Overview — Organisation of EADS Businesses”.

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*
EADS holds its interest in Dassault Aviation through EADS France.
** EADS’ interest in Eurofighter is jointly held by EADS Deutschland and EADS CASA.
*** EFW, Sogerma, ATR, Aerolia and Premium AEROTEC are allocated to “Other Businesses”. In early January 2009, EADS sold a 70% stake in Socata to Daher, while retaining the remaining 30% stake.

EADS GROUP MAIN SHAREHOLDINGS

3> 3. 3 | Shareholdings and Voting Rights

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3.3.7 Purchase by the Company of its Own Shares

3.3.7.1

DUTCH LAW AND INFORMATIONON SHARE REPURCHASE PROGRAMMES

Pursuant to EC Regulation No. 2273/2003, the Company issubject to conditions for share repurchase programmes anddisclosure relating thereto, as described below.
Under Dutch Civil law, the Company may acquire its own
shares, subject to certain provisions of the law of theNetherlands and the Articles of Association, if (i) the
shareholders’ equity less the payment required to make theacquisition does not fall below the sum of paid-up and called
portion of the share capital and any reserves required by thelaw of the Netherlands and (ii) the Company and its subsidiaries
would not thereafter hold or hold in pledge shares withan aggregate nominal value exceeding one-half (50%) of
the Company’s issued share capital. Share acquisitions may
be effected by the Board of Directors only if the shareholders
in general meeting have authorised the Board of Directors
to effect such repurchases. Such authorisation may apply fora maximum period of 18 months.
Shares held by the Company do not carry voting rights.
Usufructuaries and pledgees of shares that are held by theCompany are, however, not excluded from their voting rights
in such cases where the right of usufruct or pledge was vested
before the share was held by the Company.
The annual shareholders’ meeting of EADS held on 26 May
2008 authorised the Board of Directors, in a resolution that
renewed the previous authorisation given by the annual
shareholders’ meeting of EADS held on 4 May 2007, for aperiod of 18 months from the date of such meeting, torepurchase shares of the Company, by any means, including
derivative products, on any stock exchange or otherwise, as longas, upon such repurchase, the Company shall not hold morethan 10% of the Company’s issued share capital and at a pricenot less than the nominal value and not more than the higherof the price of the last independent trade and the highest
current independent bid on the trading venues of the regulated
market of the country in which the purchase is carried out.
A resolution will be submitted to the annual shareholders’meeting of EADS called for 27 May 2009 in order to renew theauthorisation given by the annual shareholders’ meeting held on
26 May 2008 and authorise the Board of Directors, for a new
period of 18 months as from the date of such meeting, torepurchase shares of the Company, by any means, including
derivative products, on any stock exchange or otherwise, as longas, upon such repurchase, the Company shall not hold morethan 10% of the Company’s issued share capital and at a pricenot less than the nominal value and not more than the higherof the price of the last independent trade and the highest
current independent bid on the trading venues of the regulated
market of the country in which the purchase is carried out.
As of the date of this document, the Company held 3,140,708
of its own shares, representing 0.39% of its share capital.

3.3.7.2 FRENCH REGULATIONS
As a result of its listing for trading on a regulated market inFrance, the Company is subject to the regulations summarised
below.
Pursuant to Articles 241-1 to 241-6 of the AMF General
Regulations, the purchase by a company of its own sharesrequires the publication of the description of the share
repurchase programme. Such description must be publishedprior to the implementation of the share repurchase programme.
Under Articles 631-1 to 631-4 of the AMF General Regulations,a company may not trade in its own shares for the purpose ofmanipulating the market. Articles 631-5 and 631-6 of the AMF
General Regulations also define the conditions for a company’s
trading in its own shares to be valid.
After purchasing its own shares, the Company is required
to disclose on its website specified information regarding such
purchases within at least seven trading days.
Additionally, the Company must notably report to the AMF,
on at least a monthly basis, all the specified information
regarding such purchases previously published on its website
and information concerning the cancellation of such
repurchased shares.

3.3.7.3 GERMAN REGULATIONS
As a foreign issuer, the Company is not subject to German rules
on repurchasing its own shares, which only apply to German
issuers.

3.3.7.4 SPANISH REGULATIONS
As a foreign issuer, the Company is not subject to Spanish rules
on trading in its own shares, which only apply to Spanish
issuers.
However, according to the Conduct Rules under the Spanish
Securities Act 24/1988 of 28 July 1988, the Company may
not trade in its own shares for the purpose of manipulating
the market.

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3.3.7.5 DESCRIPTION OF THE SHARE REPURCHASEPROGRAMME TO BE AUTHORISED
BY THE ANNUAL GENERAL SHAREHOLDERS’MEETING TO BE HELD ON 27 MAY 2009
Pursuant to Articles 241-2-I and 241-3 of the AMF General
Regulations, below is a description of the share repurchaseprogramme (“descriptif du programme”) to be implemented
by the Company:> Date of the general shareholders’ meeting to authorise
the share repurchase programme: 27 May 2009;> Intended use of the EADS shares held by the Company
as at the date of this document: the reduction of sharecapital by cancellation of all or part of the repurchased shares,
in particular to avoid the dilution effect related to certain
share capital increases for cash (i) reserved or to be reservedfor employees of the EADS Group and/or (ii) carried out or to
be carried out in the context of the exercise of stock options
granted or to be granted to certain EADS Group employees:
3,140,708 shares;
For information on shares held by EADS at the date of theentry into force of EC Regulation No. 2273/2003 and still
held by EADS at the date of this document, see below;> Purposes of the share repurchase programme to be
implemented by the Company (by order of decreasingpriority, without any effect on the actual orderof use of the repurchase authorisation, which shallbe determined according to needs and possibilities):> the reduction of share capital by cancellation of all or partof the repurchased shares, in particular to avoid the
dilution effect related to certain share capital increases forcash (i) reserved or to be reserved for employees of the
EADS Group and/or (ii) carried out or to be carried out inthe context of the exercise of stock options granted or to
be granted to certain EADS Group employees, it being
understood that the repurchased shares shall not carryany voting or dividend rights;> the owning of shares for the performance of obligations
related to (i) debt financial instruments convertible into
EADS shares, or (ii) employee share option programmes
or other allocations of shares to EADS Group employees;> the purchase of shares for retention and subsequent use
for exchange or payment in the framework of potential
external growth transactions; and> the liquidity or dynamism of the secondary market of the
EADS shares carried out pursuant to a liquidity agreement
to be entered into with an independent investment
services provider in compliance with the decision of the118 EAD S R EG I S TR ATI O N DO C U ME N T 2 0 0 8

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AMF dated 1 October 2008 related to approval of liquidity
agreements recognised as market practices by the AMF;
> Procedure:> maximum portion of the issued share capital that may be
repurchased by the Company: 10%;> Maximum number of shares that may be repurchased by
the Company: 81,476,911 shares, based on an issued sharecapital of 814,769,112 shares as of the date of thisdocument. Assuming the exercise of all stock options
outstanding as of the date of this document, the thresholdof 10% would represent 84,110,342 shares based on the841,103,422 shares which would make up the entire
fully-diluted share capital of the Company;> the amounts to be paid in consideration for the purchaseof the treasury shares must not, in accordance withapplicable Dutch law, exceed the equity components which
are repayable or distributable to the shareholders. “Equity
components repayable or distributable to the shareholders”
means the contribution premiums (in relation tocontributions in kind), the issue premiums (in relation to
cash contributions) and the other reserves as set out in thefinancial statements of EADS, from which the repurchaseprice for the treasury shares must be deducted.
As at 31 December 2008, the respective values of eachof these EADS equity components which are by nature
repayable or distributable to the shareholders were:€ 7,836,000,000 (contribution premiums), € -1,319,000,000(other reserves and retained earnings, including net profit
for the year) and € -109,000,000 (treasury shares), i.e., anaggregate amount of € 6,408,000,000.
EADS reserves the right to implement the share purchaseprogramme to its full extent and undertakes not to exceed,
directly or indirectly, the threshold of 10% of the issued
share capital as well as the amount of € 6,408,000,000
throughout the term of the programme.
Finally, EADS undertakes to maintain at any time asufficient number of shares in public hands to meet thethresholds of Euronext Paris S.A.;> shares may be bought or sold at any time (including during
a public offering) to the extent authorised by the stock
exchange regulations and by any means, including,
without limitation, by means of block trades and including
the use of options, combinations of derivative financial
instruments or the issue of securities giving rights in any
way to EADS shares within the limits set out in thisdocument. Moreover, EADS will use call options andswaps that have been acquired pursuant to the agreements
it had entered into during the previous share repurchaseprogramme (see below) and does not exclude theGENERAL DESCRIPTION OF THE COMPANY AND ITS SHARE CAPITAL> 3.3 | Shareholdings and Voting Rights

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possibility of using a structure of transaction similar to the
one that had been used in the previous share repurchaseprogramme in order to repurchase its own shares.

> Declaration by the Company of transactions carriedout in relation to its own shares from 26 May 2008
to the date of this document:

The portion of shares repurchased through the use ofblock trades may amount to all the shares to be
repurchased in the context of this programme.

Percentage of share capital held directly and indirectly

0.39%

Number of shares cancelled during the last 24 months

5,859,786

Number of shares held in portfolio

3,140,708

In addition, in the event that derivative financial
instruments are used, EADS shall ensure that it does notuse mechanisms which would significantly increase thevolatility of the shares in particular in the context of call
options;> characteristics of the shares to be repurchased by theCompany: shares of EADS, a company listed on Euronext
Paris, on the regulierter Markt of the Frankfurt Stock
Exchange and on the Madrid, Bilbao, Barcelona andValencia Stock Exchanges;> Daimler, DASA AG, the French State, Lagardère, SEPI,
Sogeade and Sogepa will retain all of their rights,
depending on the circumstances, to sell their available
EADS shares to EADS as part of this share repurchaseprogramme;> maximum purchase price per share: € 50;> Term of the share repurchase programme: this share
repurchase programme shall be valid until 27 November 2010
inclusive, i.e., the date of expiry of the authorisation
requested from the Annual General Meeting of shareholders
to be held on 27 May 2009. As one of the main aims of thisEADS share repurchase programme is related to the possible
exercise by EADS Group employees of stock options granted
to them in 2000, 2001 and 2002, it is currently intended(i) that such a programme be continued and renewed so that it
expires on 9 August 2012 (8 August 2012 being the latest dateupon which an employee of the EADS Group may exercise
all or part of his/her stock options granted in 2002) and(ii) that the EADS Annual General Meeting of shareholders
be asked to renew the authorisations until such date;

Book value of portfolio*€ 48,789,707

Market value of portfolio*€ 27,512,602*

As of 31 March 2009.

The 1,843,814 EADS shares held by EADS at the date of theentry into force of EC Regulation No. 2273/2003 of
22 December 2003 on 13 October 2004 and still held by EADSat the date of this document shall be, in order of decreasingpriority, either (i) cancelled pursuant to a decision to be made,according to Dutch law, by an Annual General Meeting ofshareholders, to avoid the dilution effect related to certain sharecapital increases for cash carried out, during the fiscal year
preceding such Annual General Meeting, in the context of an
EADS employee share ownership programme and/or upon theexercise of stock options granted to certain EADS Group
employees, or (ii) retained in order to allow the performance of
certain obligations described within the aims of the share
repurchase programme referred to in this document, or (iii) used
for exchange or payment in the framework of a potential
external growth transaction, or (iv) sold in the context of aliquidity agreement.
In addition, it is envisaged that the annual meeting of EADS
shareholders to be held on 27 May 2009 will be requested todecide upon the cancellation of 22,987 repurchased shares tocompensate the dilution effect resulting from the issuance ofshares in 2008 following the exercise of stock options under the2000 and 2002 stock option plans.
As of the date of this document, EADS has not entered into any
liquidity agreement with an independent investment services
provider in the context of this share repurchase programme.

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In the context of this share repurchase programme, EADS has used derivative financial instruments (see below). These derivative
financial instruments (call options) have the characteristics set out in the table below.
Gross cumulative flows
Purchases

0

Number of Shares

Sales/transfers(exercise of option)-

Average Maximum Maturity Date*
Average Price of the Transaction*-

Average Exercise Price*

-

Total
*

€0

Opening positions as of the date of this document
Opening position on the purchase

Opening position on the sale

Call purchased
8,686,593

Forward sale

Call purchased

Sale

9 August 2012

-

-

-

-

-

-

-

-

See “Corporate Governance — 4 .3.3 Long Term Incentive Plans”.

A share repurchase programme has been implemented since2004 in order to avoid the dilution effect related to the sharecapital increases in cash which would result from the exerciseof the stock options granted to certain employees of the EADSGroup in 2000, 2001 and 2002. This share repurchaseprogramme is implemented according to the neutral delta
method as a means of repurchase in order to compensate for the
dilution effect of such stock option plans as approved by the
Board of Directors on 5 December 2002 and 10 October 2003.
In relation to this repurchase programme, EADS entered into
the following agreements: (i) call options agreements allowing
EADS to acquire from a top ranking French bank a number of
EADS’ shares equal to the number of shares to be created as aresult of the exercise of stock options granted to certain
employees of the EADS Group in 2000, 2001 and 2002, and(ii) swap agreements for the periodical adjustment of an amountin cash equal to the premiums paid by EADS to a top ranking
French bank pursuant to the call options agreements, inaccordance with the neutral delta method.
Pursuant to these agreements, the call options which EADS
acquired from a top ranking French bank, have the same terms(as to exercise prices, exercise dates, quantities and expiry dates)as the stock options granted pursuant to the 2000, 2001 and2002 stock option plans. If the EADS share price increases, thetop ranking French bank must buy the number of EADS shares
which then derived from the increase in price according to thedelta neutral method formula. The total amount paid for theseshares by the top ranking French bank corresponds to thefinancial charge borne by EADS, as determined from thevariable amounts in the swap agreement. On the other hand, inthe case of a reduction in the EADS share price, the top ranking
French bank must sell a number of EADS shares which derived
from the reduction in the share price according to the neutral
delta method formula. The total amount received by the top
ranking French bank for the sale of these shares corresponds tothe financial revenues received by EADS as determined fromthe variable amounts in the swap contract. Under these120 EADS R EG I S TR ATI O N DO C U ME N T 2 0 0 8

conditions, the final amount due as a result of the purchasesof the call options is only known at the time of the payment as
determined from the last variable amount of the swap contract.
The structure of the transaction aims at covering off thedilution effect and the price risk for EADS linked to the exerciseof stock options granted to certain EADS Group employees in
2000, 2001 and 2002.
Within this context, EADS uses the internal control procedures
put in place by the Company in order to ensure the reliabilityof the management of the risks linked to these call options andswap. The procedures and tools for reporting have been set up,
the responsibility and powers have been delegated to the Financeand Treasury department of EADS which has responsibility for
all operational decisions and all activities within its competence.
The relevant competent bodies within the organisation must be
made aware of all substantial transactions, activities and risks.
From an accounting standpoint, the call options qualify as equity
instruments, provided that they are physically settled in EADS’
own stock (IAS 32.16). The initial accounting led to a reduction
in cash balances for the premiums paid and in stockholder’sequity for the same corresponding amount. With each variable
payment made in application of the delta neutral method
formula, there is a corresponding impact on cash and on equity
to reflect the cumulative premiums paid on the call options.
Upon exercise of the call options, EADS decreases cash by theamount paid (strike price times number of options) and deducts
treasury shares from shareholder’s equity. Variations in themarket value of the call options are not recognised in thefinancial statements. All such transactions are therefore neutral
on the income statement.
The top ranking French bank has contractually undertaken tocomply with the regulations in force in relation to repurchaseprocedures applicable to EADS and in particular the provisionsof Articles 241-1 to 241-6 and 631-1 et seq. of the AMF General
Regulations.

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3.4 DIVIDENDS
3.4.1 Dividends and Cash Distributions Paid Since the Incorporation of the Company
Cash distributions paid to the shareholders since the incorporation of the Company are set forth in the table below:
Financial Year

Date of the cash distribution payment

Gross amount per share*

2000

27 June 2001

€ 0.502001

28 June 2002

€ 0.502002

12 June 2003

€ 0.302003

4 June 2004

€ 0.402004

8 June 2005

€ 0.502005

1 June 2006

€ 0.652006

16 May 2007

€ 0.122007

4 June 2008

€ 0.12*

Note: figures have not been adjusted to take into account changes in the number of shares outstanding.

3.4.2 Dividend Policy of EADSThe Group’s improved operational performance in legacy
programmes and the strong cash development drove earnings
per share to € 1.95 and justify the increase in dividend.

The Board of Directors is proposing to the Annual General Meetingof shareholders a dividend of € 0.20 per share (gross amountdividend per share 2007: € 0.12). Subject to the Annual General
Meeting approval, the dividend will be paid on 8 June 2009.

3.4.3 Unclaimed Dividends
Pursuant to Article 31 of the Articles of Association, the claim
for payment of a dividend or other distribution approved by thegeneral meeting shall lapse five years after the day on whichsuch claim becomes due and payable. The claim for payment

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

3.4.4 Taxation
The statements below represent a broad analysis of the current
Netherlands tax laws. The description is limited to the material
tax implications for a holder of the Company’s shares (the“Shares”) who is not, or is not treated as, a resident of theNetherlands for Netherlands tax purposes (a “Non-Resident
Holder”). Certain categories of holders of the Company’s shares

may be subject to special rules which are not addressed below
and which may be substantially different from the general rules
described below. Investors who are in doubt as to their tax
position in the Netherlands and in their state of residence
should consult their professional advisors.

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WITHHOLDING TAX ON DIVIDENDS
In general, a dividend distributed by the Company in respectof Shares will be subject to a withholding tax imposed by
the Netherlands at a statutory rate of 15%. Dividends include
dividends in cash or in kind, deemed and constructive
dividends, repayment of paid-in capital not recognised as capitalfor Netherlands dividend withholding tax purposes, andliquidation proceeds in excess of the average paid-in capital
recognised as capital for Netherlands dividend withholding
tax purposes. Stock dividends paid out of the Company’s
paid-in-share premium, recognised as capital for Netherlands
dividend withholding tax purposes, will not be subject tothis withholding tax.
A Non-Resident Holder of Shares can be eligible for a partial
or complete exemption or refund of all or a portion of the above
withholding tax under a tax convention that is in effect between
the Netherlands and the Non-Resident Holder’s country ofresidence. The Netherlands has concluded such conventions
with the US, Canada, Switzerland, Japan, almost all European
Union member states and other countries.

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Back to Contents> the Non-Resident Holder is an individual and (i) the NonResident Holder has, directly or indirectly, a substantial
interest (“aanmerkelijk belang”) or a deemed substantial
interest in the Company and such interest does not form
part of the assets of an enterprise, or (ii) such income or gain
qualifies as income from miscellaneous activities (“belastbaar
resultaat uit overige werkzaamheden”) in the Netherlands
as defined in the Dutch Income Tax Act 2001 (“Wetinkomstenbelasting 2001”).
Generally, a Non-Resident Holder of Shares will not have asubstantial interest in the Company’s share capital, unless the
Non-Resident Holder, alone or together with certain related
persons holds, jointly or severally and directly or indirectly,
Shares in the Company, or a right to acquire Shares in the
Company representing 5% or more of the Company’s total issued
and outstanding share capital or any class thereof. A deemed
substantial interest exists if all or part of a substantial interest
has been or is deemed to have been disposed of with applicationof a roll-over relief.

GIFT OR INHERITANCE TAXESWITHHOLDING TAX ON SALE OR OTHERDISPOSITIONS OF SHARES
Payments on the sale or other dispositions of Shares will not
be subject to Netherlands withholding tax, unless the sale orother disposition is, or is deemed to be, made to the Company
or a direct or indirect subsidiary of the Company. A redemption
or sale to the Company or a direct or indirect subsidiary of
the Company will be treated as a dividend and will in principle
be subject to the rules set forth in “Withholding Tax
on Dividends” above.

Netherlands gift or inheritance taxes will not be leviedon the transfer of Shares by way of gift, or upon the deathof a Non-Resident Holder, unless:> the transfer is made by or on behalf of a person who, at
the time of the gift or death, is or is deemed to be resident
in the Netherlands; or> the Shares are attributable to an enterprise or part thereof
that is either effectively managed in the Netherlands or
carried on through a permanent establishment or a permanent
representative in the Netherlands.

TAXES ON INCOME AND CAPITAL GAINSA Non-Resident Holder who receives dividends distributedby the Company on Shares or who realises a gain from thesale or disposition of Shares, will not be subject to Netherlands
taxation on income or capital gains unless:

VALUE-ADDED TAX> such income or gain is attributable to an enterprise or part
thereof which is either effectively managed in the
Netherlands or carried on through a permanent establishment(“vaste inrichting”) or permanent representative (“vaste
vertegenwoordiger”) in the Netherlands;

OTHER TAXES AND DUTIES> the Non-Resident Holder is not an individual and the
Non-Resident Holder has, directly or indirectly, a substantial
interest (“aanmerkelijk belang”) or a deemed substantial
interest in the Company and such interest does not form
part of the assets of an enterprise; or

No Netherlands value-added tax is imposed on dividends on
the Shares or on the transfer of the Shares.

There is no Dutch registration tax, transfer tax, capital tax,
stamp duty or any other similar tax or duty other than court
fees payable in the Netherlands in respect of or in connection
with the execution, delivery and/or enforcement by legal
proceedings (including any foreign judgment in the courtsof the Netherlands) with respect to the dividends relating
to the Shares or on the transfer of the Shares.

RESIDENCE
A Non-Resident Holder will not become resident, or be deemed
to be resident, in the Netherlands solely as a result of holding
a Share or of the execution, performance, delivery and/or
enforcement of rights in respect of the Shares.

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GENERAL DESCRIPTION OF THE COMPANY AND ITS SHARE CAPITAL> 3.5 | Annual Securities Disclosure Report

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3.5 ANNUAL SECURITIES DISCLOSURE REPORTThe list of the following announcements comprises the disclosures made pursuant to Section 5:25f of the WFT and constitutes
the annual securities disclosure report in application of Article 10 of EC Directive 2003/71. The announcements and underlying
information can be accessed through the Company’s website at www.eads.com:
Press release − A380 Review

13 May 2008

Press release − First Quarter 2008 Results

14 May 2008

Press release − First Half 2008 Results
Press release − Third Quarter 2008 Results

30 July 2008
14 November 2008

Press release − Airbus Military and EADS propose a new approach for the A400M Programme

9 January 2009

Press release − 2008 Annual Results

10 March 2009

In addition, EADS publishes announcements made in the ordinary course of business which are also available through its website atwww.eads.com.

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64Corporate Governance
4.1

MANAGEMENT AND CONTROL

130

4.1.1

Board of Directors, Chairman and Chief Executive Ofﬁcer

131

4.1.2

Audit Committee

142

4.1.3

Remuneration and Nomination Committee

142

4.1.4

Strategic Committee

143

4.1.5

Executive Committee

143

4.1.6

Enterprise Risk Management System

145

4.1.7

Compliance Organisation

150

4.2

INTERESTS OF DIRECTORSAND PRINCIPAL EXECUTIVE OFFICERS

151

Compensation Granted to Directors
and Principal Executive Ofﬁcers

151

4.2.2

Long Term Incentives Granted to the Chief Executive Ofﬁcer

155

4.2.3

Related Party Transactions

155

4.2.4

Loans and Guarantees Granted to Directors

155

4.3

EMPLOYEE PROFIT SHARINGAND INCENTIVE PLANS

155

4.2.1

4.3.1

Employee Proﬁt Sharing and Incentive Agreements

155

4.3.2

Employee Share Ownership Plans

156

4.3.3

Long Term Incentive Plans

158

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CORPORATE GOVERNANCE

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EADS is a company registered in the Netherlands and listed in
France, Germany and Spain. Given the numerous corporate
governance regimes applicable to it, EADS applies a set ofcommon corporate governance principles and recommendations
in order to be in line with the corporate governance bestpractices applicable in these jurisdictions.

Accordingly:

In accordance with Dutch law and with the provisions of the
Dutch Corporate Governance Code (the “Dutch Code”), which
includes a number of non-mandatory recommendations, theCompany either applies the provisions of the Dutch Code or, if
applicable, explains the reasons for their non-application. While
EADS, in its continuous efforts to adhere to the highest
standards, applies most of the current recommendations of the
Dutch Code, it must, in accordance with the “apply or explain”
principle, provide the explanations below.

(b) members of the Board retire simultaneously on a five-yearbasis (whereas provision III.3.6 of the Dutch Coderecommends that there be a retirement schedule to avoid,as far as possible, a situation in which many non-executive
members of the Board retire at the same time);

At the end of 2008, the Dutch Corporate Governance CodeMonitory Committee presented various amendments to the
Dutch Code (the “Revised Code”), which will become
applicable in respect of financial years starting on or after
1 January 2009. EADS will state in its next board report for the2009 financial year how it applied the principles and bestpractice provisions of the Revised Code and will, whereapplicable, explain why a provision was not applied.

1.

EADS IS A CONTROLLED COMPANY AND,
THEREFORE, A NUMBER OF THE MEMBERS
OF THE BOARD OF DIRECTORS, AUDITCOMMITTEE, REMUNERATION ANDNOMINATION COMMITTEE AND STRATEGICCOMMITTEE ARE DESIGNATED AND CAN
BE REMOVED BY ITS CONTROLLINGSHAREHOLDERS

Nevertheless, it should be noted that a self-assessment of theBoard of Directors confirmed that the members of the Board of
Directors designated by the controlling shareholders holdopinions and defend positions that are in all relevant aspectsaligned with the economic interests of individual shareholders.
Given the absence of material conflicting business interests
between EADS and its controlling shareholders, and the
independence of the controlling shareholders from one another,
the members of the Board of Directors designated by thecontrolling shareholders are deemed to fairly represent theinterest of all shareholders in acting critically and independentlyof one another and of any particular interests. Furthermore, theBoard of Directors’ composition, as reshaped in October 2007 toincrease in particular the number of independent Board members,
with a wide range of different experiences represented in the
Board of Directors and the running of meetings is conducive tothe expression of autonomous and complementary views.

126 EADS R EG I S TR ATI O N DO C U ME N T 2 0 0 8(a) four Members of the Board out of eleven are independent(whereas provision III.2.1 of the Dutch Code recommends
that there be no more than one non-independent Board
member);(c) the Board is headed by the Chairman of the Board. In caseof dismissal or resignation of the Chairman, the Board shallimmediately designate a new Chairman. There is therefore
no need for a vice-Chairman to deal with the situation whenvacancies occur (whereas provision III.4.1(f) of the Dutch
Code recommends that there be a vice-Chairman);(d) EADS’ Audit Committee includes two members of theBoard designated by the controlling shareholders (whereas
provision III.5.1 of the Dutch code recommends that there
be no more than one non-independent Audit Committee
member);(e) EADS’ Remuneration and Nomination Committee includes
two members of the Board designated by the controllingshareholders (whereas provision III.5.1 of the Dutch code
recommends that there be no more than one nonindependent Committee member);(f) EADS’ Remuneration and Nomination Committee is not therelevant body responsible for the selection procedure andnomination proposals for members of the Board of Directors(whereas provision III.5.13 (a) of the Dutch Coderecommends that such Committee focus on drawing up
selection criteria and the appointment procedures formembers of the Board of Directors; and provision III.5.13 (d)recommends that such Committee focus on making proposals
for appointments and reappointments).

2.

AS FOR REMUNERATION OF MEMBERS
OF THE BOARD OF DIRECTORSEADS applies different rules for the remuneration of Executive(the Chief Executive Officer) and non-executive members of theBoard of Directors, as explained in “— 4.2.1.2 Compensation of
the Members of the Board of Directors”.
In case of dismissal from the Company of the Chief Executive
Officer, a termination indemnity equal to one and a half time
the annual total target salary would be paid subject to thefollowing conditions (whereas provision II.2.7 of the Dutch
Code recommends that the maximum remuneration in the eventof dismissal be one year’s salary (the “fixed” remuneration

CORPORATE GOVERNANCE

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component), and that if the maximum of one year’s salary would
be manifestly unreasonable for an Executive Board member who
is dismissed during his first term of office, such board member
be eligible for severance pay not exceeding twice the annual
salary): the Board of Directors has concluded that the Chief
Executive Officer can no longer fulfil his position as a result ofchange of EADS’ strategy or policies or as a result of a change incontrol of EADS. Termination indemnity will be paid only
provided that the performance conditions assessed by the Boardof Directors have been fulfilled by the Chief Executive Officer.
However this termination indemnity would be reduced pro rata
or would even not be applicable depending on the age and dateof retirement. No termination indemnity would be paid when
the Chief Executive Officer is terminated and has reached theage of 65 prior or on the date of termination.
This change in the policy for the termination indemnity of the
Chief Executive Officer will be proposed by the Board of
Directors to be adopted at the Annual General Meeting ofshareholders to be held on 27 May 2009.

3.

EADS IS LISTED ON THE FRANKFURT,PARIS AND SPANISH STOCK EXCHANGESAND ENDEAVOURS TO STRICTLY COMPLYWITH THE RELEVANT REGULATIONSAND FOLLOW THE GENERAL PRACTICESON THESE MARKETS PROTECTING ALL
ITS STAKEHOLDERS(a) Moreover EADS has adopted Insider Trading Rules
providing for specific internal rules, inter alia, governing
members’ of the Board holding and trading of shares in
EADS and other companies. Therefore, in line with theserules and these regulations and common practices in thejurisdictions in which the Company is listed:(b) EADS does not require members of the Board to give
periodic notice of any changes in their holding of securities
in Dutch listed companies to the ITR Compliance Officer(whereas provisions II.2.6 and III.7.3 of the Dutch Coderecommend such a notice unless a Board member only
invests in listed investments funds);(c) EADS does not require members of the Board to treat theirsecurities in the Company as a long-term investment(whereas provision III.7.2 of the Dutch Code recommends
such a treatment);(d) The term of the office of members of the Board is five years
without limitation on renewal (whereas provisions II.1.1 and
III.3.5 of the Dutch Code recommend that there be no morethan three four-year-terms for non-executive members of theBoard and that there be four-year-terms (without limitation
on renewal) for Executive members of the Board);

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Back to Contents(e) EADS does not follow various recommendations for dealings
with analysts, including allowing shareholders to follow
meetings with analysts in real time and publishingpresentations to analysts on the website as set out inprovision IV.3.1 of the Dutch Code;(f) In accordance with EADS’ Articles of Association, if theBoard does not set a “registration date”, the shareholders
must be shareholders at the date of the meeting to exercise
their voting rights and other rights at the meeting (whereas
provision IV.1.7 of the Dutch Code recommends that theCompany set a “registration date” prior to the shareholder’smeeting and that the shareholders must be shareholders on
the date of such “registration date” to exercise their voting
rights at the shareholders’ meetings even if those persons are
no longer shareholders on the date of such meeting).

4.

EADS MAINTAINS AN INTEGRATEDGROUP-WIDE INTERNAL CONTROLAND RISK MANAGEMENT SYSTEM WITH
THE PURPOSE OF PROVIDINGREASONABLE ASSURANCE THAT RISKSARE EFFECTIVELY MANAGED

One of management’s fundamental goals is to foster an effective
Internal Control (“IC”) and Risk Management (“RM”)
environment at EADS. In 2008, EADS began implementation ofa new group-wide Enterprise Risk Management (“ERM”)
system that further develops and builds upon the achievementsof the previous IC and RM system. The new ERM system seeks
to provide management with an enhanced tool for effectively
dealing with the uncertainty and associated risks inherent in
EADS’ business and to track opportunities. At the same time,the ERM system seeks to ensure compliance with corporate
governance requirements and best practices in the Netherlands,
France, Germany and Spain with respect to IC and RM. EADS’ERM system is based on the Internal Control and Enterprise
Risk Management Frameworks of the Committee of Sponsoring
Organisations of the Tread way Commission (COSO II).
The ERM system serves as the basis for all sub-ERM, sub-IC
and sub-RM procedures present throughout EADS at thevarious organisational levels such as the divisions, business units
and headquarters departments. It encompasses a hierarchicalbottom-up and top-down reporting procedure to help ensure
greater transparency of the risks and opportunities faced by theGroup. The internal controls process consists of regularly
up-dated documentation and assessment of the effectiveness of
the individual controls for all applicable processes.
See “Risk Factors” for information on certain principal risks towhich the Group is exposed.

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Limitations
No matter how well designed, all ERM systems have inherent
limitations, such as vulnerability to circumvention or
management overrides of the controls in place. Consequently, no
assurance can be given that EADS’ ERM system and procedures
are or will be, despite all care and effort, entirely effective.
Developments in 2008 and Outlook
During 2008, EADS sought primarily to apply the newly
developed ERM approach to IC and RM, seeking to combine thetwo subjects into a more effective management tool. Building on
the comprehensive ERM review and evaluation procedures
carried out in 2008, EADS will assess the results over the courseof 2009. Moreover, reviews of the ERM systems were performed
by internal audit to substantiate the self-assessment during 2008.
As a result of the ongoing monitoring activities of the ERM
system’s effectiveness, further modifications to the ERM system
and integration efforts are expected throughout 2009.
As the new ERM system (and relevant aspects referred to in the
Dutch Code) is currently being implemented throughout theGroup, the Board of Directors has not yet made a declaration on
the adequacy and effectiveness of the Group’s IC and RM
systems (whereas provision II.1.4 of the Dutch Coderecommends that such a declaration be made).
Further, under the Revised Code which will become applicablein respect of financial years starting on or after 1 January 2009,
the recommendation that a declaration be made on the adequacyand effectiveness of the IC and RM system will be replaced by astatement that the IC and RM system provides reasonableassurance that the financial reporting does not contain any errorsof material importance and that the risk management andcontrol systems worked properly in the year under review. Basedon the progress of the implementation of EADS’ ERM system
during the financial year 2009, the Board of Directors willassess whether such a statement can be made or explain why
such statement cannot be made in the board report for the 2009
financial year.

EADS ERM Policy
The core policy, objectives and procedures that define EADS’ERM system are communicated throughout the Group in amanual referred to as the “EADS ERM Policy”, which sets
forth:> the ERM policy and objectives;> the ERM procedures adopted by EADS including astandardised ERM monitoring system:> to ensure a uniform understanding of a comprehensive
enterprise-wide risk and opportunity management and IC
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management in programmes/projects, functions andprocesses, with both internal and external sources,> to satisfy compliance requirements for an effective IC andRM system.
The EADS ERM Policy constitutes the framework for all existing
IC and RM guidance and practice throughout EADS. The EADSERM Policy is applicable throughout EADS to all divisions,business units and headquarters’ departments. Joint ventures may
also operate separate ERM systems, though the fundamental
principles of the EADS ERM Policy generally apply.
The “EADS ERM Policy” is supplemented by:> codes of conduct (e.g. EADS Code of Ethics, Corporate Social
Responsibility);> handbooks (e.g. “EADS Corporate Management Principles
and Responsibilities”, the “Financial Control Handbook”);> manuals (e.g. Treasury Procedures, “Accounting Manual”,“Reporting Manual”); and> guidelines (e.g. “Funding Policy”).
External standards influencing the EADS ERM System include
the IC and ERM frameworks of COSO, as well as industryspecific standards as defined by the International Standards
Organisation (ISO).
For further information relating to financial market risks and theways in which EADS attempts to manage these risks, see “Notes toConsolidated Financial Statements (IFRS) — Note 35A: Information
about Financial Instruments — Financial risk management”.

Responsibility for the ERM System
Responsibility for the ERM system is as follows:> the Board of Directors assumes overall responsibility for the
ERM system and defines the level of risk that EADS wishes
to accept on a corporate level;> the divisions, business units and headquarters’ departments
assume responsibility for the operation and monitoring of the
ERM system. They seek to ensure transparency andeffectiveness of the ERM system and adherence to its
objectives. They take responsibility for the implementation of
appropriate response activities to reduce probability andimpact of risk exposures, and conversely for the
implementation of appropriate response activities to increaseprobability and impact of opportunity exposures. They are
responsible for the communication of risks and opportunities
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1> corporate objectives are defined with an accountable ownerfor each. These objectives are cascaded throughout the wholeorganisation. Each level within the business adopts businessobjectives that link into and support EADS’ corporate objectives;> EADS uses its employees’ knowledge of the business to identify
and assess key risks that might prevent EADS from achieving its
objectives and to identify and assess new opportunities. EADS
strives to do this on a regular basis through normal businessprocesses to ensure it focuses on identifying and managing risks
that might undermine its performance.

Objectives of ERM
The ERM system is designed to provide reasonable assurance
to the Board of Directors, the Chief Executive Officer andthe Chief Financial Officer regarding the achievement of thefollowing objectives:

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Back to Contents> ERM support procedures covering important topics like
ERM trainings, knowledge transfer, change management andthe role of corporate audit.
ERM at EADS seeks to cover all types of risk such as
operational, functional (e.g. strategic, compliance, reputationalrisks) and process risks, both quantifiable and unquantifiable,potentially affecting EADS short-, middle- and long-term as
well as opportunities.
Risk and Opportunity Management procedures

The recurring Risk and Opportunity Management procedures
comprise several components:> setting of objectives and definition of risk tolerances;> identification and assessment of risks and opportunities;> the delivery of products on time and in accordance with costand quality objectives;> determination of risk and opportunity responses and control
activities (i.e. policies, procedures and other activities);> the reliability of financial reporting and the achievementof financial targets;> monitoring and reporting of risks and opportunities.

> the adequate identification, assessment, response, control
action and monitoring of risks and opportunities on a timely
basis throughout the Group, consistent with EADS objectives;> the compliance with applicable external laws and regulations
and with internal policies and guidelines;> the effectiveness and efficiency of operations;> the transparency and quality of risk, opportunity andmonitoring and reporting (e.g. internal management reporting,financial statements, etc.).

ERM Procedures
To enhance its effectiveness and operational reliability as well as
to satisfy compliance requirements, certain mandatory
procedures exist:> Risk and Opportunity Management procedures toenhance operational risk and opportunity management
throughout EADS by using ERM methodology;> Financial risk measurement procedures for consistent risk
and opportunity quantification;> ERM reporting procedures for the status reporting of the
ERM system and the risk and opportunity situation;

The detailed processes and associated procedures will vary
according to the size and nature of the programme/project orfunction, but the principles apply in any case. Local tailoring
may be performed according to the internal business constraints
and/or customer specific requirements.
ERM compliance and monitoring procedures

EADS has established formal ERM self-assessment mechanisms,
to be applied by each identified process/control owner on aregular basis, who must assess his operational and functionalrisks as well as the operating and design effectiveness of theinternal controls in place for his process. The progress ismonitored by the respective division, business unit andheadquarters department and reported to EADS headquarters.
To verify the successful implementation of the remediation
actions, the remedied controls are periodically re-assessed. The
relevant risks are subject to a management discussion process
at the Group level. Each year, corporate audit provides an
independent review of the status of the ERM systems inselected divisions, business units and headquarters departments.
Based on the ERM self-assessments, management of eachdivision, business unit and headquarters department prepares aformal representation letter as to the adequacy and effectivenessof the ERM systems within their scope of responsibility. Joint
ventures, such as MBDA, operate separate IC and RM systems.
Alignment with the EADS ERM system is facilitated, inter alia,
through EADS’ presence on such affiliates’ supervisory andmanagement bodies (e.g. Board of Directors, Audit Committees).

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In addition to regular monitoring activities at the divisional,
business unit and headquarters levels, assessments about theadequacy and effectiveness of the ERM system are discussed
between the Chief Executive Officer and Chief Financial
Officer and the respective division, business unit or
headquarters department heads. These discussions serve toprioritise potential issues at the EADS level, define andimplement appropriate actions, if needed, and derive conclusions
for the overall EADS ERM report.
ERM reporting procedures

Every year, identified significant deficiencies and material
weaknesses are reported in sub-representation letters. The
sign-off process requires the Chief Executive Officer and Chief
Financial Officer confirm to the Board of Directors, to the bestof their knowledge, whether:> the IC system is adequate to provide reasonable assurance
regarding the reliability of financial reporting as well ascompliance with applicable laws and regulations;> the control objectives are being achieved by controls that are
documented, adequately designed for their business and areoperating effectively, in all material respects;> the owner of each control activity is clearly identified; and> the RM system is designed and operated to identify, assess,
respond to, design controls and monitor/report on risks on atimely basis.

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The Chief Executive Officer and Chief Financial Officer’s ERM
statement is mainly based on the self-assessments, reviews(including internal audits) and management discussions
described above, and is substantiated by sub-representation
letters provided to the Chief Executive Officer and Chief
Financial Officer by all divisional and business unit
management.

5.

ETHICS ALERT SYSTEMEADS is in the process of putting in place an alert systemprocedure for receiving, in full confidentiality, concerns
regarding e.g. financial reporting, internal risk management andcontrol systems, as well as regarding general operational matters.
The Board of Directors and the Audit Committee have decided
to implement this alert system procedure as part of the Ethics
and Compliance Programme, under the authority of the Group
Chief Compliance Officer (“CCO”). After a decision has been
made on the detailed procedure and various proceedings
including those with the respective works councils have been
completed, the Group alert system will be implemented. The
Company will thereafter comply with provision II.1.6 of the
Dutch Code, which recommends that a company ensure that its
employees have the possibility of reporting alleged irregularities
of a general, operational and financial nature in the company orconcerning the functioning of the Executive member of theBoard of Directors to the Chairman of the Board of Directors or
to an official designated by them and that such arrangements forwhistleblowers be posted on the Company’s website.

4.1 MANAGEMENT AND CONTROL
Since its creation in 2000 and until 22 October 2007, EADS was
led by a dual-headed management structure, with two Chairmen
and two co-Chief Executive Officers, which provided thenecessary balance and stability required for a company with sucha unique industrial and multi-national heritage.
On 16 July 2007, Daimler (formerly DaimlerChrysler), theFrench Government and Lagardère decided, together with the
EADS management team, to implement a new management
and leadership structure. The German Government was also
consulted. Guiding principles of this modification were
efficiency, cohesiveness and simplification of EADS’management and leadership structure, towards corporate
governance best practices while maintaining a balance between
the French and the German core shareholders. Under the

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simplified management structure, EADS is now led by a single
Chairman and a single Chief Executive Officer.
The core shareholders also concluded that it was in the bestinterest of the Group to recommend an increase in the numberof independent members on the Board of Directors toappropriately reflect the global profile of EADS by conforming
to international corporate governance best practices.
In this respect, both Daimler and Sogeade relinquished twoseats on the Board of Directors and four independent directors
were elected during the Extraordinary General Meeting of
Shareholders held on 22 October 2007. Apart from the Chief
Executive Officer, the Board of Directors no longer comprises
executive directors.

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The core shareholders have also decided to amend the
responsibilities assumed by the Board of Directors, the Chairman,
the Chief Executive Officer and the Executive Committee, as
described below. These modifications were fully implemented and

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became effective from the Extraordinary General Meeting of
Shareholders and Board of Directors’ meeting both held on
22 October 2007.

4.1.1 Board of Directors, Chairman and Chief Executive Ofﬁcer
4.1.1.1

COMPOSITION, POWERS AND RULES

Pursuant to the Articles of Association, the Board of Directors
is responsible for the management of the Company.
The Board of Directors consists of a maximum of elevenmembers appointed and removed by the shareholders’ meeting.
The Board of Directors adopted rules governing its internalaffairs (the “Rules”) at a Board of Directors’ meeting held on
7 July 2000. The Rules were amended at a Board of Directors’
meeting held on 5 December 2003 to take into accountrecommendations for changes to corporate governance. These
Rules were further amended at a Board of Directors’ meeting
held on 22 October 2007, to take into account the corporate
governance modifications approved during the Extraordinary
General Meeting of Shareholders held the same day.
The Rules specify the composition, the role and the key
responsibilities of the Board of Directors, and also determine themanner of appointment and the responsibilities of the Chairman
and the Chief Executive Officer. The Rules also specify the creationof three committees (the Audit Committee, the Remuneration and
Nomination Committee and the Strategic Committee) and specify
their composition, role and operating rules.
The Board of Directors has also adopted specific Insider Trading
Rules, which restrict its members from trading in EADS sharesin certain circumstances (for more information, please see“General Description of the Company and its Share Capital —3.1.3 Governing Laws and Disclosures”).
The parties to the Participation Agreement (as amended on
22 October 2007 and as defined in the opening paragraph of“General Description of the Company and its Share Capital —3.3.2 Relationships with Principal Shareholders”) have agreed
that the voting rights attached to the Indirect EADS Shares shallbe exercised by EADS Participations B.V. to ensure that theBoard of Directors of EADS comprises the Directors of EADSParticipations B.V. and four additional independent Directors.
According to the Rules, an independent Director is defined as“a Director who is not an officer, director, employee, agent orotherwise has any significant commercial or professional
connection with either the DASA Group, the Lagardère Group,
the Sogepa Group, the SEPI Group, the French State, theGerman State, the Spanish State or the EADS Group”.

Pursuant to the Participation Agreement, the Board of Directors
comprises eleven members as follows (the “Board of
Directors”, the members of the Board of Directors beingreferred to as the “Directors”):> one non-executive Chairman, appointed on joint proposal by
the Daimler-Directors and the Sogeade-Directors;> the Chief Executive Officer of EADS, appointed on joint
proposal by the Daimler-Directors and the Sogeade-Directors;> two Directors nominated by Daimler;> two Directors nominated by Sogeade;> one Director nominated by SEPI, so long as the Indirect
EADS Shares held by SEPI represent 5% or more of the total
number of EADS Shares but in any case until the general
meeting of shareholders to be held in 2012; and> four independent Directors, jointly proposed by the
Chairman and the Chief Executive Officer of EADS andindividually approved by the Board.
Pursuant to the Articles of Association, each member of theBoard of Directors holds office for a term that expires at theannual shareholders’ meeting of EADS to be held in 2012.
Members of the Board of Directors will be elected at each fifth
annual shareholders’ meeting thereafter.
The shareholders’ meeting may at all times suspend or dismiss
any member of the Board of Directors. There is no limitation on
the number of terms that a Director may serve.
The Board of Directors appoints a Chairman, upon the joint
proposal of the Daimler-Directors and the Sogeade-Directors.
The Chairman ensures the smooth functioning of the Board of
Directors in particular with respect to its relations with theChief Executive Officer with whom he teams up for top levelstrategic discussions with outside partners, which are conductedunder his supervision.
The Chairman shall have either French or German nationality,
provided that the Chief Executive Officer is of the othernationality.
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The Chairman can submit his resignation as Chairman to theBoard of Directors or can be dismissed as Chairman by the Boardof Directors, upon the joint proposal of the Daimler-Directors andthe Sogeade-Directors. The appointment further terminates if the
Chairman is dismissed or resigns as Director. Immediately
following the dismissal or resignation of the Chairman, and if theDaimler-Directors and the Sogeade-Directors do not immediately
jointly designate a new Chairman, the Board of Directors appoints
by simple majority a Director (with the same citizenship as theformer Chairman) as interim Chairman for a period which expires
at the earlier of either (i) twenty clear days after the DaimlerDirectors and the Sogeade-Directors jointly designate a new
Chairman (during which period, a Board of Directors meeting iscalled in order to appoint the new Chairman, upon the joint
proposal of the Daimler-Directors and the Sogeade-Directors), or(ii) two months from that interim Chairman’s appointment.
Upon request by any member of the Board of Directors made three
years after the beginning of the Chairman’s term and alleging thatsignificant adverse deviation(s) from objectives and/or failure(s) toimplement the strategy defined by the Board of Directors
occurred, the Board of Directors shall meet, to decide whether
deviations and/or failures actually occurred during this period andif so, to decide whether to renew its confidence in the Chairman(the “Vote of Confidence”). The Board of Directors resolves uponsuch Vote of Confidence by simple majority. The Chairman isremoved if he does not obtain such Vote of Confidence, a new
Chairman being then appointed in accordance with the above.
Upon the joint proposal by the Daimler-Directors and the
Sogeade-Directors. the Board of Directors has appointed a Chief
Executive Officer to be responsible for the day-to-day
management of the Company. The way the Chief Executive
Officer can resign or be dismissed and the way the Chief
Executive Officer would, if any, be replaced are identical tothose applying to the Chairman. The Vote of Confidence
procedure stated above is also applicable to the Chief Executive
Officer under the same conditions as for the Chairman.

Powers of the Board of Directors
The Company is represented by the Board of Directors or by the
Chief Executive Officer. The Chief Executive Officer may notenter into transactions that form part of the key responsibilitiesof the Board of Directors unless these transactions have been
approved by the Board of Directors.
The key responsibilities of the Board of Directors include
amongst others:> approving any change in the nature and scope of the businessof the Group;> approving any proposal to be submitted to the general
meeting of shareholders in order to amend the Articles ofassociation of EADS (Qualified Majority, as defined below);
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Back to Contents> approving the overall strategy and the strategic plan of the Group;> approving substantial changes to the business plan and theyearly budget of the Group;> setting the major performance targets of the Group;> designating or removing the Chairman and the Chief
Executive Officer and deciding upon the designation or
removal of the Chief Executive Officer of Airbus(Qualified Majority);> appointing the members of the Executive Committee (seebelow), as a whole team, not on an individual basis;> establishing and approving amendments to the Rules and to
the rules for the Executive Committee (Qualified Majority);> deciding upon the appointments of the Airbus Shareholder
Committee, the EADS Corporate Secretary and the chairmenof the Supervisory Board (or similar organ) of otherimportant Group companies and business units;> approving material changes to the organisational structureof the Group;> approving investments, projects or product decisions ordivestments of the Group with a value exceeding€ 350,000,000 (it being understood that this item shallrequire the Qualified Majority only for investments, projects
or product decisions or divestments of the EADS Group
with a value exceeding € 500,000,000);> approving strategic alliances and co-operation agreementsof the Group (Qualified Majority);> approving matters of shareholder policy, major actions or
major announcements to the capital markets;> approving any material decision regarding the ballistic
missiles business of the Group (Qualified Majority);> approving other measures and business of fundamental
significance for the Group or which involve an abnormal
level of risk;> approving any proposal by the Chairman and the Chief
Executive Officer as to the appointment of the independent
Directors, for submission to the general meeting ofshareholders.

Voting and rules
Each Director has one vote, provided that, if there are more
Sogeade-nominated Directors than Daimler-nominated Directors
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Director who is present at the meeting can exercise the same
number of votes as the Sogeade-nominated Directors who arepresent or represented at the meeting, and vice versa. Alldecisions of the Board of Directors are taken by a simple
majority of votes (six Directors, present or represented, voting infavour of the decision), except for the votes relating to certain
matters which can only be validly resolved upon a majority of
votes including the unanimous vote of the two Sogeadenominated Directors and the two Daimler nominated Directors(the “Qualified Majority”). The quorum for the transaction ofbusiness at meetings of the Board of Directors requires thepresence of at least one of the Sogeade-nominated Directors andone of the Daimler-nominated Directors. A Director canauthorise another Director to represent him or her at a Board
meeting and to vote on his or her behalf. Such authorisationmust be in writing.
In the event of a deadlock in the Board of Directors, other thana deadlock giving Daimler the right to exercise the put option
granted to it by Sogeade (see “General Description of theCompany and its Share Capital — 3.3.2 Relationships with
Principal Shareholders — Put Option”), the matter shall bereferred to Arnaud Lagardère (or such person as shall be
nominated by Lagardère) as representative of Sogeade and to thechief executive officer of Daimler. In the event that the matterin question, including a deadlock giving Daimler the right toexercise the put option (but in this case with the agreement ofSogepa and Daimler) is a matter within the competence of thegeneral meeting of EADS, a resolution on the issue shall be put
to the general meeting, with the voting rights of Sogeade,
Daimler and SEPI being negated.

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Pursuant to the Rules, the Board of Directors may form
committees from its members. In addition to the Audit
Committee, the Remuneration and Nomination Committee andthe Strategic Committee, the Board of Directors may form othercommittees to which it may transfer certain minor or ancillarydecision-making functions although such assignment does notnegate the joint responsibility of all Directors. The quorum forthe transaction of business at any meeting of a committee
requires the presence of at least one of the Sogeade-nominatedDirectors and one of the Daimler-nominated Directors. Alldecisions of a committee require the simple majority of themembers.
In addition to the Rules, the work of the Board of Directors isgoverned by internal directors’ guidelines (the “Directors’
Guidelines”) adopted in light of corporate governance bestpractices. The Directors’ Guidelines are composed of a Directors’
charter (the “Directors’ Charter”) detailing the rights andduties of the members of the Board of Directors, an Audit
Committee charter (the “Audit Committee Charter”), a
Remuneration and Nomination Committee charter (the“Remuneration and Nomination Charter”) and a Strategic
Committee charter (the “Strategic Committee Charter”), witheach such charter setting forth the respective committees’ roles.
The Directors’ Charter sets out core principles that bind eachand every Director, such as acting in the best interest of theCompany and its stakeholders, devoting necessary time andattention to the carrying out of their duties and avoiding any
and all conflicts of interest.

Composition of the Board of Directors
Name

Age

Term started (as memberof the Board of Directors)

Termexpires

Principal function

StatusBodo Uebber

49

2007

2012

Chairman of EADS

Non-Executive

Louis Gallois

65

2000, re-elected in 2005 and 20072012

Chief Executive Officer of EADS

Executive

Rolf Bartke

62

2007

2012

Chairman of Kuka AG

Nominated by Daimler

Dominique D’Hinnin

49

2007

2012

Chief Financial Officer of Lagardère

Nominated by Sogeade

Juan Manuel Eguiagaray Ucelay

63

2005, re-elected in 20072012

Director of Studies at Fundación Alternativas

Nominated by SEPI

Arnaud Lagardère

48

2003, re-elected in 2005 and 20072012

General Partner and CEO of Lagardère

Nominated by Sogeade

Hermann-Josef Lamberti

53

2007

2012

Lakshmi N. Mittal

58

2007

2012

Sir John Parker

66

2007

2012

Chairman of National Grid

Independent

Michel Pébereau

67

2007

2012

Chairman of BNP Paribas

Independent

Member of the Management Boardof Deutsche Bank AG
President and Chief Executive Officer
of ArcelorMittal

Independent
Independent

Note: The professional address of all members of the Board of Directors for any matter relating to EADS is Mendelweg 30, 2333 CS Leiden, The Netherlands.

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On 14 April 2009, Mr Rüdiger Grube presented his resignation
as Chairman of the Board and the Board decided to designate
Mr Bodo Uebber as his successor in this position, withimmediate effect. Mr Grube also presented his resignation asa Director, and the Board has decided to propose Mr Wilfried
Porth as his replacement for the remaining term of his
appointment (i.e., until the Annual General Meeting ofshareholders to be held in 2012). EADS’ shareholders will be
asked to confirm this appointment at their Annual General
Meeting to be held on 27 May 2009. See “Information on
EADS’ Activities — 1.2 Recent Developments”.
The Company has not appointed observers to the Board of
Directors. Pursuant to applicable Dutch law, the employees are
not entitled to elect a Director. There is no minimum numberof shares that must be held by a Director.

Curriculum Vitae and other Mandates and Duties
Performed in any Company by the Members of the Boardof Directors
Bodo Uebber

Mr Bodo Uebber is Chairman of EADS and has been a memberof Daimler AG’s Board of Management since 2003. He iscurrently responsible for finance, controlling, corporate
procurement and Daimler Financial Services. In 2001, he wasappointed member of the Board of Management and Chief
Financial Officer of Daimler Financial Services AG andsubsequently in 2003 Chairman of the Board of Management ofDaimler Financial Services AG, as well as Deputy member of theBoard of Management of Daimler AG. He previously held various
financial positions within DASA AG, Dornier Luftfahrt and
MTU Aero Engines GmbH. Mr Uebber graduated in engineeringand economics at the Technical University of Karlsruhe.
Current mandates in addition to the one listed in the chart
above are set forth below:> Member of the Supervisory Board of Mercedes-Benz Bank AG;> Chairman of the Supervisory Board of Daimler Financial
Services AG;> Member of the Board of Directors of Freightliner LLC;
> Member of the Advisory Board of Daimler
Unterstützungskasse GmbH;> Member of the Supervisory Board of McLaren;> Member of the Supervisory Board of Talanx;> Member of the Board of Directors of EADSParticipations B.V.;

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Back to Contents> Member of the Advisory Board of Landesbank BadenWürttemberg; and> Member of the Advisory Board of Deutsche Bank AG
in Munich.
Former mandates for the last five years:> Chairman of the Board of Directors of debis Air Finance B.V.
(resigned April 2005);> Chairman of the Board of Directors of DaimlerChrysler
Japan Holding, Ltd. (resigned 1 December 2005);> Member of the Supervisory Board of Hannover
Rückversicherungs AG (resigned 12 May 2006);> Member of the Board of Directors of DaimlerChrysler
México Holding S.A. de C.V. (resigned 31 July 2007);> Chairman of the Board of Directors of DaimlerChrysler
North America Holding Corporation (DCNAH)(resigned 3 August 2007);> Chairman of the Board of Directors of DaimlerChrysler
Corporation (DCC) (resigned 3 August 2007);> Chairman of the Board of Directors of DC UK Holding plc(resigned 1 November 2007);> Member of the Supervisory Board of Daimler España
Holding S.A. (resigned 30 June 2008); and> Chairman of the Supervisory Board of Daimler France
Holding S.A.S. (resigned 31 October 2008).
Louis Gallois

Mr Louis Gallois has been Chief Executive Officer (CEO) of
EADS since August 2007, after having been co-CEO of EADS,and President and CEO of Airbus since 2006. Previously, heserved successively as Chairman and CEO of SNECMA,
Chairman and CEO of Aerospatiale and Chairman of SNCF.
Earlier in his career, he held positions in the French Ministry of
Economy and Finance, the Ministry of Research and Industry,
and the Ministry of Defence. Mr Gallois graduated from the
École des Hautes Etudes Commerciales in economic sciences andis an alumnus of the École Nationale d’Administration.
Current mandates in addition to the one listed in the chart
above are set forth below:> Chief Executive Officer of EADS Participations B.V.;> Member of the Board of Directors of Stichting
Administratiekantoor EADS (the “Foundation”);

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1> Member of the Supervisory Board of Michelin;> Member of the Board of Directors of École Centrale des Arts
et Manufactures; and> President of the Fondation Villette-Entreprises.
Former mandates for the last five years:> Member of the Board of Directors of Thales(resigned 30 June 2005);

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Dominique D’Hinnin

Mr Dominique D’Hinnin has been Chief Financial Officer(CFO) of Lagardère SCA since 1998. He joined Lagardère in1990 as advisor to the Chairman of the Finance Committee of
the Group. After that, he held different positions within theGroup, first being appointed as Internal Audit Manager, andthen CFO Hachette Livre in 1993, before being appointed
Executive Vice President of Grolier Inc in the United States.
Mr D’Hinnin is an alumnus of the École Normale Supérieureand is an Inspecteur des Finances.

> President of SNCF (resigned 2 July 2006); andCurrent mandates in addition to the one listed in the chart
above are set forth below:> Member of the Board of Directors of Dassault Aviation(resigned 26 November 2008).

> Chairman and Managing Director of Ecrinvest 4 S.A.;> Administrator of Hachette S.A.;

Rolf Bartke

Mr Rolf Bartke is Chairman of Kuka AG. He was Head of thevans business unit at DaimlerChrysler AG from 1995 to 2006.
Previously, he was Mercedes Benz’s Managing Director in thefields of commercial vehicle planning and projects, commercial
vehicle development, marketing and sales planning for Unimog
and MB-trac. He started his career in 1976 as Managing Director
of commercial agents of Unimat GmbH in Düsseldorf. Mr Bartke
holds a PhD in economics from the University of Karlsruhe.
Current mandates in addition to the one listed in the chart
above are set forth below:> Chairman of the Supervisory Board of SFC Smart Fuel Cell AG;> Chairman of the Advisory Board of Keiper-Recaro-Group(Putsch GmbH & Co. KG);
> Member of the Board of Directors of J&R Carter PartnershipFoundation;> Member of the Board of Directors of SORTIMO North
America Inc.; and> Member of the Board of Directors of EADS Participations B.V.
Former mandates for the last five years:> Chairman of the Supervisory Board of Daimler
Ludwigsfelde GmbH (resigned 31 March 2006);> Member of the Supervisory Board of Daimler Manufacturing
International LLC (resigned 31 March 2006);> Member of the Supervisory Board of Lagardère Active S.A.S.;> Permanent representative of Hachette S.A. at the Supervisory
Board of Lagardère Active Broadcast;> Administrator of Lagardère Entertainment S.A.S.;> Administrator of Lagardère Services S.A.;> Administrator of Hachette Livre S.A.;> Administrator of Lagardère Ressources S.A.S.;> Member of the Supervisory Board of Lagardère Sports S.A.S.;> Administrator of Sogeade Gérance S.A.S.;> Chairman of Eole S.A.S.;> Member of the Supervisory Board of Financièrede Pichat & CIE SCA;
> Member of the Supervisory Boardof Matra Manufacturing & Services S.A.S.;> Chairman of the Supervisory Board of
the “Club des Normaliens dans l’Entreprise”;> Member of the Trustee Board and Treasurerof “Fondation de l’École Normale Supérieure”;> Chairman of the “Institut d’expertise et de prospective
de l’École Nationale Supérieure”;> Member of the Supervisory Board of Daimler España S.A.
(resigned 31 March 2006); and> Chairman of the “Club des Trente”;> Chairman of the Board of Directors of SAF-Holland S.A.
(resigned 31 January 2009).

> Vice-Chairman of Infogrames Entertainment S.A. andChairman of the Audit Committee of Infogrames
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1> Member of the Supervisory Board and Chairman of
the Audit Committee of Le Monde S.A.;> Administrator of Le Monde Interactif S.A.;> Member of the Supervisory Board and of the Audit
Committee of CANAL + France S.A.;> Director of Lagardère North America, Inc; and> Member of the Board of Directors of EADS Participations B.V.

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Back to Contents> Member of the Council Adviser of Cap Gemini Spain; and> Member of the Board of Directors of EADSParticipations B.V.
Former mandates for the last five years:> Member of the Advisory Board of Futurspace S.A.
(resigned 5 July 2004);> Associate Professor of Macroeconomics at the University ofCarlos III in Madrid (resigned 30 September 2006).

Former mandates for the last five years:> Permanent representative of Lagardère Active Broadcast
in the Supervisory Board of Multithématiques(resigned February 2005);> Permanent representative of Lagardère SCA
in the Supervisory Board of Hachette Filipacchi Medias(transformed in S.A.S. on 25 October 2006);> Chairman and Managing Director of Lagardère Télévision
Holdings S.A. (resigned January 2007);> Administrator of Legion Group S.A. (resigned May 2007);> Director of Lagardère Management, Inc (resigned
October 2007);> Member of the Supervisory Board of Hachette Holdings
S.A.S. (resigned December 2007);> Member of the Supervisory Board of Financière Pichat S.A.S.
(resigned April 2008); and> Chairman of the Supervisory Board of Newsweb S.A.
(resigned June 2008).
Juan Manuel Eguiagaray Ucelay

Mr Juan Manuel Eguiagaray Ucelay is Director of Studies at
the Madrid-based think tank Fundación Alternativas. Formerly
Spain’s Minister for Public Administration (1991-1993) and
Minister for Industry and Energy (1993-1996), he resigned from
Parliament in 2001. Between 1970 and 1982 he taught
economics at Deusto University in Bilbao. Mr Eguiagaray Ucelay
holds degrees in economics and law, as well as a Ph.D, from
Deusto University.

> Member of the Council Adviser of Creation, Advising andDevelopment (Creade), S.L. (resigned 1 July 2007); and> Economic Adviser of Arco Valoraciones S.A.
(resigned 1 November 2007).
Arnaud Lagardère

Mr Arnaud Lagardère has been General Partner and Chief
Executive Officer (CEO) of Lagardère since 2003. He has been
Managing Partner of Lagardère since 1998, being appointed CEOof both Lagardère Media and Lagardère Active in 1999.
Previously he was CEO of Grolier Inc. in the United States,
Head of emerging activities and electronic media for Matra andVice President of the Supervisory Board of Arjil bank. He began
his career in 1986 as General Manager of MMB, the holding
company of Hachette and Europe 1. Mr Lagardère graduated ineconomics from the University of Paris Dauphine.
Current mandates in addition to the one listed in the chart
above are set forth below:> Chairman and Chief Executive Officer of Lagardère Media(corporate name: Hachette S.A.);> Director of Hachette Livre (S.A.);> Chairman of the Supervisory Board of Lagardère Services(S.A.S.) (ex Hachette Distribution Services);> Chairman of the Supervisory Board of Lagardère Active(S.A.S.);> Chairman of the Supervisory Board of Lagardère Sports(S.A.S.);

Current mandates in addition to the one listed in the chart
above are set forth below:> Permanent Representative of Lagardère Active Publicité tothe Board of Directors of Lagardère Active RadioInternational (S.A.);> President of Solidaridad Internacional (NGO);> Director of Lagardère Ressources (S.A.S.);> Member of the Council Adviser of the FoundationGroup EP;> Chairman of SOGEADE Gérance (S.A.S.);136 EAD S R EG I S TR ATI O N DOC U ME N T 2 0 0 8

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Back to Contents> Member of the Board of Directors of EADSParticipations B.V.;> President of the association “Club des entreprises Paris 2012”(resigned January 2006);> Chairman of Fondation Jean-Luc Lagardère;> Director of Fimalac (S.A.) (resigned January 2006);> President of the sports association Lagardère Paris Racing
Ressources (Association loi 1901);> Chairman and Chief Executive Officer of Lagardère Active(S.A.S.) (resigned October 2006);> President of the sports association Lagardère Paris Racing(Association loi 1901);> Director of Hachette Filipacchi Medias (S.A) (resigned
October 2006);> Chairman of Lagardère (S.A.S.);> Permanent Representative of Hachette S.A. to theManagement Board of SEDI TV-TEVA (SNC) (resigned
December 2006);> Chairman of Lagardère Capital & Management (S.A.S.);> Chairman and Chief Executive Officer of Arjil Commanditée— ARCO (S.A.);> Member of the Supervisory Board of Daimler (AG);> Chairman and Chief Executive Officer (Président Délégué) of
Lagardère Active Broadcast (S.A Monégasque) (resigned
March 2007);> Director of LVHM Moet Hennessy Louis Vuitton (S.A.); and> Member of the Supervisory Board of Lagardère Sports (S.A.S.)(resigned April 2007);> President of the “Association des Amis de Paris Jean-Bouin
C.A.S.G.” (Association loi 1901).

> Director of Lagardère Management, Inc (resigned
October 2007);

Former mandates for the last five years:> Chairman of the Board of Directors of Lagardère Active
North America, Inc (resigned October 2007);> Co-Manager of I.S.-9 (SARL) (resigned May 2003);> Manager of Lagardère Active Publicité (SNC)(resigned May 2003);> Chairman of the Supervisory Board of Hachette Holding(S.A.S.) (ex Hachette Filipacchi Medias) (resigned
December 2007);> Director of the Societé d’Agences et de Diffusion (S.A).
(resigned June 2003);> Director of France Télécom (S.A.) (resigned January 2007);> Manager of the Nouvelles Messageries de la Presse Parisienne— N.M.P.P. (SARL) (resigned July 2003);> Member of the Supervisory Board of Virgin Stores (S.A.)(resigned February 2008);> Director of Canalsatellite (S.A) (resigned December 2003);> Member of the Supervisory Board of Le Monde (S.A.)(resigned February 2008); and> Director of Lagardère-Sociétés (S.A.S.) (resigned
December 2003);> President (Chief Executive Officer) of Lagardère Active
Broadband (S.A.S.) (resigned June 2008).

> Director of the Editions P. Amaury (S.A) (resigned
December 2003);

Hermann-Josef Lamberti> Chairman and Chief Executive Officer of Lagardère Images(S.A.S.) (resigned October 2004);> Chairman and Chief Executive Officer of Lagardère
Thematiques (S.A) (resigned November 2004);> Manager of Lagardère Elevage (resigned March 2005);> Vice-President of the Supervisory Board of Arjil &Compagnie (SCA) (resigned April 2005);

Mr Hermann-Josef Lamberti is a member of the Management
Board of Deutsche Bank AG since 1999 and is the bank’s Chief
Operating Officer. From 1985, he held various management
positions within IBM, working in Europe and the United States,in the fields of controlling, internal application development,
sales, personal software, marketing and brand management. In
1997, he was appointed Chairman of the Management of IBM
Germany. He started his career in 1982 with Touche Ross inToronto, before joining the Chemical Bank in Frankfurt.
Mr Lamberti studied business administration at the Universities
of Cologne and Dublin, and graduated with a Master’s degree.

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Current mandates in addition to the one listed in the chart
above are set forth below:> Member of the Board of Trustees of Junge Deutsche
Philharmonie;> Member of the Supervisory Board of BVV Pensionsfonds desBankgewerbes AG;> Deputy Chairman of the Board of Trustees of the Societyof Promotion of Kölner Kammerorchester e.V.;> Member of the Supervisory Board of BBV
Versicherungsverein des Bankgewerbes A.G. und BVV
Versorgungskasse des Bankgewerbes e.V.;> Member of the Programme Advisory Board of LOEWE
Landes-Offensive zur Entwicklung Wissenschaftlichökonomischer Exzellenz des Hessischen Ministeriums
für Wissenschaft und Kunst;> Member of the Supervisory Board of Carl Zeiss AG;> Member of the Supervisory Board of Deutsche Börse AG;> Chairman of the Supervisory Board of Deutsche Bank Privatund Geschäftskunden AG;> Member of the Board of Management of Arbeitgeberverband
des privaten Bankgewerbes e:V.;> Member of the Board of Trustees of Baden-Badener
Unternehmergespräche — Gesellschaft zur Förderung desUnternehmensnachwuchses e.V.;> Member of the Advisory Board of Barmenia VersicherungenWuppertal;> Deputy member of the Deposit Insurance Committee of
Bundesverband deutscher Banken e:V.;> Delegate of the Delegatesassembly of Bundesverband
deutscher Banken e.V.;> Member of the Financial Community Germany Committeeof Bundesverband deutscher Banken e.V.;> Member of the Board of Management of Deutsches
Aktieninstitut e.V.;> Member of the Board of Trustees of e-Finance Lab Frankfurt
am Main;> Member of the Stock Exchange Council of Eurex
Deutschland;> Member of the Stock Exchange Council of Frankfurter
Wertpapierbörse AG;> Member of the Advisory Board of Freunde der Bachwoche
Ansbach e.V.;> Member of the Advisory Circle of Münchner Kreis;> Deputy member of the Advisory Board and the Examination
Board of Prüfungsverband deutscher Banken e.V.;> Executive Customer of the Advisory Council of Symantec
Corporation;> Member of the Board of Trustees of The Frankfurt
International School e.V.;> Member of the managing Committee of the Institut fürWirtschaftsinformatik der HSG of the Universität St. Gallen;> Member of the Administrative Council of
Universitätsgesellschaft Bonn-Freunde, Förderer, Alumni;> Member of the Founder Council of Wallraf-RichartzMuseum;> Member of the Board of Trustees of Wallraf-RichartzMuseum und Museum Ludwig e.V.;> Member of the Advisory Board in the centre for marketorientated corporate management of WHU;
> Member of the Steering Committee and of
the Federal Committee of Wirtschaftsrat der CDU e.V.;> Member of the Commission of
Börsensachverständigenkommission(Bundesfinanzministerium);> Member of the Board of Management ofFrankfurt Main Finance e.V.;> Member of the Senate of Fraunhofer Gesellschaft;> Member of the Advisory Board of Franhofer-IUK-Verbund;> Member of the Board of Trustees of Institute for Law and
Finance Frankfurt;> Member of the University Council of the University of
Cologne; and> Member of the Advisory Board of Institut fürUnternehmensplanung — IUP;

> Member of the Board of Directors of Stichting
Administratiekantoor EADS (the “Foundation”).

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1

Former mandates for the last five years:> Member of the Supervisory Board of SupplyOn AG(resigned 1 January 2003);> Chairman of the Board of Directors of Deutsche Bank S.A./
N.V. (resigned 21 April 2004);> Chairman of the Supervisory Board of European transaction
bank AG (resigned 9 June 2004);> Chairman of the Board of Directors Deutsche Bank S.A.E.
(resigned 16 June 2004);> Chairman of the Supervisory Board of Deutsche Bank
Payments Projektgesellschaft AG (resigned 1 July 2004);> Chairman of the Advisory Council of Deutsche
Clubholding GmbH (resigned 1 May 2005);> Chairman of the Supervisory Board of E-Millennium
1 GmbH & Co. KG (resigned 1 May 2005);> Member of the Privat and Business Clients Committee of
Bundesverband Deutscher Banken e.V. (resigned 1 July 2005);

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Sunday Times, “International Newsmaker of the year 2006”
by Time Magazine, “Person of the year 2006” by Financial
Times, “2007 Dwight D. Eisenhower Global LeadershipAward”, “Grand Cross of Civil Merit from Spain”, “Padma
Vibushan” by the President of India and “Fellowship fromKing’s College”.
Current mandates in addition to the one listed in the chart
above are set forth below:> Member of the Board of Directors of ArcelorMittal S.A.;> Member of the Board of Directors of ICICI Bank Limited;> Member of the Foreign Investment Council in Kazakhstan;> Member of the International Investment Council in South
Africa;> Member of the Presidential International Advisory Boardof Mozambique;> Member of the World Economic Forum’s International
Business Council;> Non-Executive Director of the Board of Directors ofEuroclear S.A./N.V. (resigned 19 September 2005);> Chairman and Executive Committee member of World Steel
Association (earlier named International Iron and SteelInstitute);> Non-Executive Director of the Board of Directors ofEuroclear plc (resigned 19 September 2005);> Member of the Advisory Board of the Kellogg Schoolof Management;> Member of the Supervisory Board of Schering AG (resigned
20 March 2006);> Member of the Investors’ Council at Cabinet of Ministers
of Ukraine;> Member of the Board of Directors of Fiat S.p.A. (resigned
24 July 2007);> Member of the Board of Commonwealth Business Council
Limited;> Member of the Verband der Sparda-Banken e.V. (resigned
30 September 2007);> Member of the Board of ArcelorMittal USA Inc.;> Member of the Foundation Board of Otto A. WipprechtStiftung (resigned 31 May 2008); and> Member of the Advisory Board of Universität Augsburg(resigned 30 September 2008).
Lakshmi N. Mittal

Lakshmi N. Mittal is the Chairman and CEO of ArcelorMittal.
He founded Mittal Steel Company in 1976 and was the architectof its 2006 merger with Arcelor to found the world’s largest
steel maker. He is widely recognised for the leading role heplayed in restructuring the global steel industry, and has over
30 years’ experience working in steel and related industries.
Mr Mittal was awarded Fortune magazine’s “European
Businessman of the year 2004”, “Business Person of 2006” by> Member of the Board of ONGC Mittal Energy Ltd.;> Member of the Board of ONGC Mittal Energy Services Ltd.;> Trustee of Gita Mittal Foundation;> Trustee of Gita Mohan Mittal Trust;> Member of Executive Board of Indian School of Business;> Trustee of Lakshmi and Usha Mittal Foundation;> Chairman of Governing Council of LNM Institute ofInformation Technology;> Trustee of Mittal Champion Trust;

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1> Golden Patron of Prince’s Trust;> Member of the Board of the Managing Trustee of Lakshmi
Niwas and Usha Mittal Foundation; and> President of Ispat Inland U.L.C.
Former mandates for the last five years:> Member of the International Advisory Board of Citigroup(resigned June 2008)

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Michel Pébereau

Mr Michel Pébereau has been BNP Paribas’ Chairman of theBoard since 2003. He presided over the merger that created BNPParibas in 2000, becoming Chairman and Chief Executive
Officer (CEO). In 1993, he was appointed Chairman and CEOof the Banque Nationale de Paris and privatised it. Previously,
he was Chairman and CEO of the Crédit Commercial de France.
He started his career in 1967 at the Inspection Générale desFinances. In 1970 he joined the French Treasury where he held
various high ranking posts. Mr Pébereau is an alumnus of the
École Nationale d’Administration and of the École
Polytechnique.

Sir John Parker

Sir John Parker is Chairman of National Grid and the NonExecutive Directors Committee of the Bank of England. He
is joint Chairman of Mondi, Deputy Chairman of DP World(Dubai), Non-Executive Director of the Carnival Cruise Line
Group, a member of the International Advisory Board of
Citigroup and Chancellor of the University of Southampton.
His career has spanned the engineering, shipbuilding anddefence industries, including some 25 years’ experience as a
Chief Executive Officer with Harland & Wolff and the Babcock
International Group. He studied Naval Architecture andMechanical Engineering at the College of Technology, Queens
University, Belfast.
Current mandates in addition to the one listed in the chart
above are set forth below:> Senior non-executive director of Bank of England;

Current mandates in addition to the one listed in the chart
above are set forth below:> Member of the Board of Directors of Lafarge;> Member of the Board of Directors of Saint-Gobain;> Member of the Board of Directors of Total;> Member of the Board of Directors of Pargesa Holding S.A.,
Switzerland;> Member of the Board of Directors of BNP Paribas (Suisse)
S.A.;> Member of the Supervisory Board of Axa;

> Director of Carnival plc;

> Member of the Supervisory Board of Banque Marocaine pourle Commerce et l’Industrie, Morocco;> Director of Carnival Corporation;> Censor of Galeries Lafayette S.A.;> Deputy Chairman of D.P. World (Dubai);> Chairman of the European Banking Federation;> Member of the International Advisory Board of Citigroup;> Chairman of the Investment Banking and Financial Markets
Committee of Fédération Bancaire Française;> Governor of Royal National Lifeboat Institution;> Chancellor of the University of Southampton;> Chairman of the Management Board of Institut d’Etudes
Politiques de Paris;> Director of White Ensign Association Limited;> Chairman of the Supervisory Board of Institut Aspen France;> Non-Executive Co-Chairman of Mondi Group;> Chairman of the Institut de l’Entreprise;> Member of the Prime Ministers Business Council for Britain;and> Member of the Executive Committee of Mouvement desEntreprises en France;> Member of the Board of Directors of Stichting
Administratiekantoor EADS (the “Foundation”).

> Member of the Haut Conseil de l’Education;

Former mandates for the last five years:
None.
140 EADS R EG I S TR ATI O N DOC U ME N T 2 0 0 8> Member of the Institut International d’Etudes Bancaires;> Member of the International Advisory Panel of Monetary
Authority of Singapore;

CORPORATE GOVERNANCE> 4.1 | Management and Control

1> Member of the International Capital Markets Advisory
Committee of Federal Bank of New York;> Member of the International Business Leaders’ Advisory
Council for the Mayor of Shanghai (IBLAC);> Member of the European Financial Round Table; and> Member of the “Academie des sciences morales et politiques”.
Former mandates for the last five years:> Member of the Supervisory Board of Dresdner Bank AG(resigned 2002); and> Member of the Board of Directors of EADSParticipations B.V. (resigned 22 October 2007).
Independent Directors

The four independent directors appointed pursuant to the criteria
of independence set out above are Hermann-Josef Lamberti,
Lakshmi N. Mittal, Sir John Parker and Michel Pébereau.
Prior Offences and Family Ties

To the Company’s knowledge, none of the Directors (in either
their individual capacity or as director or senior manager of anyof the entities listed above) has been convicted in relation to
fraudulent offences, been the subject of any bankruptcy,
receivership or liquidation, nor been the subject of any official
public incrimination and/or sanction by a statutory or regulatory
authority, nor been disqualified by a court from acting as amember of the administrative, management or supervisory
bodies of any issuer or conduct of affairs of any company,
during at least the last five years. As of the date of thisdocument, there are no family ties among any of the Directors.

4.1.1.2

OPERATION OF THE BOARD
OF DIRECTORS IN 2008

Board of Directors meetings
The Board of Directors met nine times during 2008 and wasregularly informed of developments through business reports
from the Chief Executive Officer, including rolling forecasts aswell as strategic and operational plans. The average attendance
rate at such meetings was 80%.
Topics intensively discussed, and operations authorised at theBoard of Directors meetings included: EADS’ strategy (including
M&A matters and the competitive environment), major businessissues such as the A380 and A400M recovery efforts, theimplementation of the future EADS programme and of thePower8 Plus programme for Airbus, the A350 programme
progress and Airbus future product strategy, the regular updates
on the remaining programmes, the approval of operational plans,reorganisation topics, budgets, the Group’s financial results and

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forecasts, as well as the creation of a new Compliance
Organisation. The Board of Directors also dealt with topics
regarding personnel and human resources, such as management
qualification, remuneration (including a long-term incentive plan
and an employee share ownership plan) as well as attracting,retaining and developing individuals with high potential in orderto ensure the future quality of EADS’ management and themultinational leadership structure. In addition, the Board of
Directors took note of the decision to integrate the MilitaryTransport Aircraft Division into Airbus under the name of“Airbus Military”, and to establish a co-ordination (without
merger) of Astrium and the Defence and Security Division tocapture technical and commercial synergies between thesedivisions. In addition, the Board of Directors intensively discussed
the impact of the financial and economic crisis on EADS.

Assessment of the Performance of the Board of Directors
The Board of Directors carries out a self-assessment of its
performance on an annual basis and a more thorough assessment
every three years conducted by independent consultants. Due tothe reconfiguration of the Board in October 2007, the selfassessment for that year did not take place, as its findings would
have been irrelevant due to the short period of operation of the
newly constituted Board.
The 2008 self-assessment was conducted by the Corporate
Secretary, based upon one-to-one discussions between each
Director and the Corporate Secretary. A discussion of the results
was planned for a subsequent Board of Directors meeting. The
evaluation explored the role of the Board of Directors, thecorrelation of its operations with its mission, and the
instruments and processes that affect its performance.
The assessment concluded that the Board is generally satisfied
with its ability to work as a team and to tackle relevant matters
openly in the best interest of the Company. In other words,
there is room for enhancements, but no need for drastic
adjustments, after 16 months of operation.
The Directors consider the frequency and the length of theBoard meetings adequate and feel that issues are covered
thoroughly. Supporting documentation is of good quality andinformative, but deemed excessively detailed, with a need for
refocusing to better support Board decision making. However,the comprehensiveness arises from the complexity of thebusiness, and the proportion of information delivery relative to
discussion reflects this fact.
With regards to the Board’s teamwork, attendance is adequate andthe unanimous opinion is that conflicting views are expressed,
discussions are open and dissent can be voiced constructively.
Overall, the Board considers it assembles a very international,
diverse and relevant set of skills, with a strong emphasis on
finance competencies which are valuable to navigate the global
financial crisis.
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In addition, the Directors feel that the Board-work allows themto fulfil their duty, and attention to compliance permeates thework of the Board. But they sense that the Board is too involvedin operational matters — brought about by pressing programmedifficulties — and absorbed by short term issues at the expenseof the longer term view. Therefore the majority of Board
members requires more time devoted to long lead questions,such as strategy and succession planning, by the whole Board.

Finally, the Chairmanships of the Board and the Committees arerecognised as very competent and dedicated.

Committees are very thorough and professional, and thearticulation of the Audit Committee and of the Remuneration
and Nomination Committee with the rest of the Board issatisfactory; however, Committee work should increasingly beheld on dates separate from the Board meeting.

Continuous improvement and effectiveness of governance andmanagement of the Group will remain a prime focus and key
success factor of EADS.

Since the last assessment in 2006, the diversity of the skill set
and experience in the Board room, and the focus on the agenda
are the most tangible improvements. Meeting attendance for the
Audit and the Remuneration and Nomination Committees has
improved.

4.1.2 Audit Committee
Pursuant to the Rules, the Audit Committee makes
recommendations to the Board of Directors on the appointmentof auditors and the determination of their remuneration, as wellas the approval of the annual financial statements and theinterim accounts, discusses with the auditors their audit
programme and the results of their audit of the accounts andmonitors the adequacy of the Group’s internal controls,
accounting policies and financial reporting. The Audit
Committee has responsibility for ensuring that the internal andexternal audit activities are correctly directed and that the audit
matters are given due importance at meetings of the Board of
Directors. The rules and responsibilities of the Audit
Committee have been set out in more detail in the Audit
Committee Charter.
The Audit Committee reviews the quarterly, half and full year
accounts on the basis of the documents distributed in advanceand its discussions with the auditors. The Head of Accounting

and the Chief Financial Officer are requested to attend meetingsof the Audit Committee to answer any questions.
During 2008, the Audit Committee was chaired by HermannJosef Lamberti, and also included Dominique D’Hinnin, Sir
John Parker and Bodo Uebber as members. Following
Mr Uebber’s appointment as Chairman of EADS on
14 April 2009, the Audit Committee is currently chaired byHermann-Josef Lamberti, and also includes Rolf Bartke,
Dominique D’Hinnin and Sir John Parker as members. The
Chairman and the Chief Executive Officer are invited toparticipate in each meeting of the Committee.
The Audit Committee meets four times a year, or more
frequently according to need. It met five times during 2008,
with a 75% average attendance rate, to review the 2007 results aswell as the first half-year results for 2008 of the Company, thequarterly financial reviews, and topics such as enterprise risk
management (ERM) and compliance.

4.1.3 Remuneration and Nomination Committee
Pursuant to the Rules, the Remuneration and Nomination
Committee makes recommendations to the Board of Directors
regarding the appointment of the EADS Corporate Secretary,
the members of the Airbus Shareholder Committee, and thechairmen of the Supervisory Board (or similar organ) of otherimportant Group member companies and business units. The
Remuneration and Nomination Committee also makes
recommendations to the Board of Directors regarding
remuneration strategies and long-term remuneration plans and
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decides on the service contracts and other contractual mattersin relation to the Board of Directors and Executive Committee
members. Once approved by the Chairman, it also reviews the
proposals by the Chief Executive Officer for the appointment ofmembers of the Executive Committee and of the Airbus Chief
Executive Officer. The rules and responsibilities of theRemuneration and Nomination Committee have been set out inmore detail in the Remuneration and Nomination Charter.

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The guiding principles governing management appointments in
the Group should be that the best candidate is appointed to theposition (“best man for the job”), while maintaining at the sametime a broad balance in terms of nationalities which should not
be detrimental to the quality and cohesiveness of the
management team. The implementation of these principles
should not create restrictions on the diversity of nationalities
within the EADS executive management team.
During 2008, the Remuneration and Nomination Committee
was chaired by Sir John Parker, and also included Rolf Bartke,
Dominique D’Hinnin and Hermann-Josef Lamberti as members.
Following Bodo Uebber’s appointment as Chairman of EADS on
14 April 2009, the Board of Directors has decided to propose
Mr Wilfried Porth to succeed Mr Rolf Bartke on the

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Remuneration and Nomination Committee with effect fromthe Annual General Meeting of shareholders to be held on
27 May 2009. The Chairman and the Chief Executive Officer
are invited to participate in each meeting of the Committee.
The Remuneration and Nomination Committee meets twice ayear, or more frequently according to need. It met four times
during 2008, with a 94% average attendance rate. In addition to
making recommendations to the Board of Directors for major
appointments within the Group, the Remuneration and
Nomination Committee reviewed the compensation policy(including pension schemes), the bonus payments for 2007, thelong-term incentive plan and the employee share ownership planfor 2008/2009, as well as the salary review of the Executive
Committee members for 2008.

4.1.4 Strategic Committee
The Strategic Committee was created in October 2007. It is not adecision making body but a resource available to the Board of
Directors for the preparation of decisions on strategic matters.
Pursuant to the Rules, the Strategic Committee makes
recommendations to the Board of Directors regarding strategic
developments, corporate strategies, major merger and acquisition
projects, major investments, projects or product decisions ordivestments, as well as major research and development projects.
During 2008, the Strategic Committee was chaired by Rüdiger
Grube, and also included Louis Gallois, Arnaud Lagardère,
Michel Pébereau and Bodo Uebber as members. Following
Mr Uebber’s appointment as Chairman of EADS on
14 April 2009, the Strategic Committee is currently chaired by

Bodo Uebber, and also includes Louis Gallois, Arnaud Lagardère
and Michel Pébereau as members. In addition, the Board of
Directors has decided to propose Mr Wilfried Porth as anadditional member with effect from the Annual General
Meeting of shareholders to be held on 27 May 2009.
The Strategic Committee meets twice a year, or more frequently
according to need. It met four times during 2008. In addition toapproving the Strategic Committee Charter, the Strategic
Committee monitored the implementation of the EADS Vision
2020, screened the share price developments, maderecommendations to the Board on merger and acquisition
projects and reviewed the Power8+ programme and theEuropean consolidation process.

4.1.5 Executive Committee
The Chief Executive Officer, supported by an Executive
Committee (the “Executive Committee”), is responsible formanaging the day-to-day operations of the Company. The
Executive Committee, chaired by the Chief Executive Officer,
also comprises the Heads of the major Functions and divisions of
the Group. The Executive Committee met ten times during 2008.

> investment approvals up to € 350,000,000;

The following matters are discussed, amongst others, at the
Executive Committee meetings:> performance level of the Group’s businesses and support
functions; and> appointment approvals of their management teams by theheads of the Group divisions (with the exception of the
Airbus Chief Operating Officer);> all business issues, including the operational plan of theGroup and its divisions and Business Units.

> setting up and control of the implementation of the strategy
for EADS businesses;> management, organisational and legal structure of the Group;

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The internal organisation of the Executive Committee is defined by
the business allocation among the members under the supervisionof the Chief Executive Officer. Notwithstanding the joint
responsibilities as defined above, each member of the Executive
Committee is individually responsible for the management of his
portfolio and must abide by decisions taken by the Chief Executive
Officer and the Executive Committee, as the case may be.
The Chief Executive Officer endeavours to reach consensus among
the members of the Executive Committee on the matters discussed
at the Executive Committee meetings. In the event a consensus is
not reached, the Chief Executive Officer is entitled to decide thematter. If there is a fundamental or significant disagreement withrespect to any undecided matter, the dissenting Executive

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Committee member may request that the Chief Executive Officer
submit such matter to the Chairman for his opinion.
The term of office for the Executive Committee members is five
years.
The Executive Committee members are appointed by the Boardof Directors on the proposal of the Chief Executive Officer first
approved by the Chairman after review by the Remuneration
and Nomination Committee. The appointment of the Executive
Committee should be approved as a whole team, not on an
individual basis, with the exception of the Chief Executive
Officer of Airbus, who shall be appointed by the Board of
Directors individually.

COMPOSITION OF THE EXECUTIVE COMMITTEE
Name

Age

Term started

Term expires

Principal Occupation

Louis Gallois

65

2007

2012

Chief Executive Officer EADSHead of Astrium and Coordination Space & Defence

François Auque

52

2005

2010

Lutz Bertling

46

2006

2011

Head of Eurocopter

Jean J. Botti

52

2006

2011

Chief Technical Officer

Fabrice Brégier

47

2005

2010

EADS Operational Performance

Ralph D Crosby Jr.

61

2007

2012

Head of EADS North America

Thomas Enders

50

2007

2012

Head of Airbus

Jussi Itävuori

53

2008

2013

Head of Human Resources

Marwan Lahoud

43

2007

2012

Chief Marketing and Strategy Officer

Hans Peter Ring

58

2007

2012

Chief Financial Officer EADS

Domingo Urena-Raso

50

2009

2014

Head of Airbus Military

Stefan Zoller

51

2005

2010

Head of Defence &Security

Note: The professional address of all members of the Executive Committee for any matter relating to EADS is Mendelweg 30, 2333 CS Leiden, The Netherlands.

Louis Gallois, Chief Executive Officer EADS
See “— 4.1.1 Board of Directors, Chairman and Chief Executive
Officer — Curriculum Vitae and other Mandates and Duties
Performed in any Company by the members of the Board of
Directors”.
François Auque, Head of Astrium
and Coordination Space & Defence
Mr Auque was appointed in 2000. He was previously Chief
Financial Officer (CFO) of Aerospatiale and Managing Director
for satellites. He spent his earlier career with the Suez Group andthe French Cour des Comptes. Mr Auque graduated from École
des Hautes Études Commerciales, Institut d’Études Politiques
and is an alumnus of École Nationale d’Administration.
Lutz Bertling, Head of Eurocopter
Mr Bertling was appointed in 2006, following a year as CEO of
Eurocopter Deutschland. He joined Eurocopter in 2003 as Headof Governmental Programmes, coming from the Defence &Security division. Previously, he held various positions at
144 EAD S R EG I S TR ATI O N DOC U ME N T 2 0 0 8

DaimlerChrysler Rail Systems and Braunschweig University. He
earned a PhD in Engineering at the Braunschweig University.

Jean J. Botti, Chief Technical Officer
Mr Botti was appointed in 2006. He joined from General
Motors, where he was Chief Technologist and then BusinessLine Executive of the Delphi Powertrain business. He started
his career in 1978 as product engineer for Renault. Mr Botti
holds a degree from INSA Toulouse, an MBA from Central
Michigan University and a PhD from the Conservatoire desArts et Métiers and is an SAE fellow.
Fabrice Brégier, EADS Operational Performance
Mr Brégier was appointed Airbus COO in 2006, with additional
responsibility for EADS operational performance. He became
President and Chief Executive Officer (CEO) of Eurocopter in
2003. Previously, he was CEO of MBDA. He joined Matra
Défense in 1993 as Chairman of the Apache MAW and Eurodrone
GIEs. He is alumnus of École Polytechnique and École des Mines.

CORPORATE GOVERNANCE> 4.1 | Management and Control

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Ralph D. Crosby Jr., Head of EADS North America
Mr Crosby has been Chairman and Head of EADS North
America since 2002. He serves on the supervisory boards ofAmerican Electric Power and the Ducommun Corporation.
Mr Crosby holds degrees from the US Military Academy, theGraduate Institute of International Studies in Geneva andHarvard University.
Thomas Enders, Head of Airbus
Mr Enders was appointed in August 2007. Previously, since2005, he was co-CEO of EADS. From 2000 to 2005 he was
Head of the Defence and Security Systems Division at EADS.
Prior to that he had been Director Corporate Development andTechnology at DASA. He joined DASA in 1991. Mr Enders
holds a Doctorate degree from the University of Bonn.
Jussi Itävuori, Head of Human Resources
Mr Itävuori joined EADS in 2001 and became a member of the
Executive Committee in 2003. Previously, he had worked for
KONE Corporation from 1982, being appointed Head of Human
Resources and member of the Executive Committee of KONE
Corporation in 1995. Mr Itävuori graduated from the Vaasa
School of Economics, Finland, and served as an air force pilot.
Marwan Lahoud, Chief Marketing and Strategy Officer
Mr Lahoud was appointed in June 2007. Previously, he was CEO
of MBDA. He worked for Aerospatiale on its merger with Matra

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and on the foundation of EADS. Within EADS, he served as
Senior Vice President Mergers & Acquisitions. Mr Lahoud is analumnus of École Polytechnique and graduated from the École
Nationale Supérieure de l’Aéronautique et de l’Espace.

Hans Peter Ring, Chief Operating Officer Finance EADSMr Ring was appointed EADS CFO in 2002, Chief Operating
Officer in 2005 and Airbus CFO in dual role in 2007. In 1996,
he was made Senior Vice President of Controlling at DASA and,
subsequently, EADS. From 1992, he was CFO and Board
member of Dornier Luftfahrt. He holds a degree in Business
Administration from the University of Erlangen-Nuremberg.
Domingo Urena-Raso, Head of Airbus Military
Mr Urena-Raso was appointed in February 2009. He waspreviously in charge of the Power8 and “Future EADS”
programmes. Since 1989, he has held various positions, amongst
others at CASA, EADS PZL, Defence & Security Division andAirbus. Mr Urena-Raso holds degrees from the Polytechnic
University of Madrid, from ESSEC in Paris and has an MBA.
Stefan Zoller, Head of Defence & Security
Mr Zoller was appointed in 2005, having held top management
positions within the Division since 2000. Previously, he held
various management positions within DASA, DaimlerChrysler,
Dornier and Senstar/Canada. Mr Zoller graduated from the
University Tübingen and holds a PhD.

4.1.6 Enterprise Risk Management System
4.1.6.1

OVERVIEWOne of Management’s fundamental goals is to foster an effective
Internal Control (“IC”) and Risk Management (“RM”)
environment at EADS. In 2008, EADS began implementation ofa new group-wide Enterprise Risk Management (“ERM”)
system that further develops and builds upon the achievementsof the previous IC and RM system. The new ERM system seeks
to provide Management with an enhanced tool for effectively
dealing with the uncertainty and associated risks inherent in
EADS’ business and to track opportunities. At the same time,the ERM system seeks to ensure compliance with corporate
governance requirements and best practices in the Netherlands,
France, Germany and Spain with respect to IC and RM. EADS’ERM system is based on the Internal Control and Enterprise
Risk Management Frameworks of the Committee of Sponsoring
Organisations of the Tread way Commission (COSO II).
The ERM system serves as the basis for all sub-ERM, sub-IC
and sub-RM procedures present throughout EADS at thevarious organisational levels such as the divisions, business units
and headquarters departments. It encompasses a hierarchicalbottom-up and top-down reporting procedure to help ensure
greater transparency of the risks and opportunities faced by
the Group. The internal controls process consists of regularly
up-dated documentation and assessment of the effectivenessof the individual controls for all applicable processes.
See “Risk Factors” for information on certain principal risks
to which the Group is exposed.

Limitations
No matter how well designed, all ERM systems have inherent
limitations, such as vulnerability to circumvention or
management overrides of the controls in place. Consequently, no
assurance can be given that EADS’ ERM system and procedures
are or will be, despite all care and effort, entirely effective.

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Developments in 2008 and Outlook
During 2008, EADS sought primarily to apply the newly
developed ERM approach to IC and RM, seeking to combine
the two subjects into a more effective management tool. Buildingon the comprehensive ERM review and evaluation procedures
carried out in 2008, EADS will assess the results over the courseof 2009. Moreover, reviews of the ERM systems were performed
by internal audit to substantiate the self-assessment during 2008.
As a result of the ongoing monitoring activities of the ERM
system’s effectiveness, further modifications to the ERM
system and integration efforts are expected throughout 2009.
As the new ERM system (and relevant aspects referred to in
the Dutch Code) is currently being implemented throughout
the Group, the Board of Directors has not yet made a declarationon the adequacy and effectiveness of the Group’s IC and RM
systems (whereas provision II.1.4 of the Dutch Coderecommends that such a declaration be made).
Further, under the Revised Code which will become applicablein respect of financial years starting on or after 1 January 2009,
the recommendation that a declaration be made on the adequacyand effectiveness of the IC and RM system will be replaced bya statement that the IC and RM system provides reasonableassurance that the financial reporting does not contain any errorsof material importance and that the risk management andcontrol systems worked properly in the year under review. Basedon the progress of the implementation of EADS’ ERM system
during the financial year 2009, the Board of Directors willassess whether such a statement can be made or explain why
such statement cannot be made in the board report forthe 2009 financial year.

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The EADS ERM Policy constitutes the framework for all existing
IC and RM guidance and practice throughout EADS. The EADSERM Policy is applicable throughout EADS to all divisions,business units and headquarters’ departments. Joint ventures
may also operate separate ERM systems, though the fundamental
principles of the EADS ERM Policy generally apply.
The “EADS ERM Policy” is supplemented by:> codes of conduct (e.g., EADS Code of Ethics, Corporate
Social Responsibility policies (see “Corporate Responsibility& Sustainability”));> handbooks (e.g., “EADS Corporate Management Principles
and Responsibilities”, the “Financial Control Handbook”);> manuals (e.g., Treasury Procedures, “Accounting Manual”,“Reporting Manual”); and> guidelines (e.g., “Funding Policy”).
External standards influencing the EADS ERM System include
the IC and ERM frameworks of COSO, as well as industryspecific standards as defined by the International Standards
Organisation (ISO).
For further information relating to financial market risks andthe ways in which EADS attempts to manage these risks, see“Notes to Consolidated Financial Statements (IFRS) —Note 35A: Information about Financial Instruments — Financial
risk management”.

4.1.6.2 EADS ERM POLICY

Responsibility for the ERM System
Responsibility for the ERM system is as follows:

The core policy, objectives and procedures that define EADS’ERM system are communicated throughout the Group in amanual referred to as the “EADS ERM Policy”, which sets forth:> the Board of Directors assumes overall responsibility for the
ERM system and defines the level of risk that EADS wishes
to accept on a corporate level;> the ERM policy and objectives;> the divisions, business units and headquarters’ departments
assume responsibility for the operation and monitoring of
the ERM system. They seek to ensure transparency andeffectiveness of the ERM system and adherence to its
objectives. They take responsibility for the implementationof appropriate response activities to reduce probability andimpact of risk exposures, and conversely for the
implementation of appropriate response activities to increaseprobability and impact of opportunity exposures. They are
responsible for the communication of risks and opportunities
which affect others within EADS;> the ERM procedures adopted by EADS including astandardised ERM monitoring system:> to ensure a uniform understanding of a comprehensive
enterprise-wide risk and opportunity management and IC
system;> to comprehensively cover risk and opportunity
management in programmes/projects, functions andprocesses, with both internal and external sources;> to satisfy compliance requirements for an effective IC
and RM system.

146 EADS R EG I S TR ATI O N DOC U ME N T 2 0 0 8> corporate objectives are defined with an accountable ownerfor each. These objectives are cascaded throughout the wholeorganisation. Each level within the business adopts businessobjectives that link into and support EADS’ corporate objectives;

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1> EADS uses its employees’ knowledge of the business to identify
and assess key risks that might prevent EADS from achieving its
objectives and to identify and assess new opportunities. EADS
strives to do this on a regular basis through normal businessprocesses to ensure it focuses on identifying and managing risks
that might undermine its performance.

Objectives of ERM
The ERM system is designed to provide reasonable assurance
to the Board of Directors, the Chief Executive Officer andthe Chief Financial Officer regarding the achievement of thefollowing objectives:> the delivery of products on time and in accordance with costand quality objectives;> the reliability of financial reporting and the achievementof financial targets;> the adequate identification, assessment, response, control
action and monitoring of risks and opportunities on a timely
basis throughout the Group, consistent with EADS objectives;> the compliance with applicable external laws and regulations
and with internal policies and guidelines;> the effectiveness and efficiency of operations;> the transparency and quality of risk, opportunity andmonitoring and reporting (e.g. internal management reporting,financial statements, etc.).

4.1.6.3 ERM PROCEDURES
To enhance its effectiveness and operational reliability as wellas to satisfy compliance requirements, certain mandatory
procedures exist:> Risk and Opportunity Management procedures toenhance operational risk and opportunity management
throughout EADS by using ERM methodology;> Financial risk measurement procedures for consistentrisk and opportunity quantification;> ERM reporting procedures for the status reporting of
the ERM system and the risk and opportunity situation;> ERM compliance and monitoring procedures tosubstantiate to the Chief Executive Officer and Chief
Financial Officer assessment of the effectiveness of the
EADS ERM system;> ERM support procedures covering important topics like
ERM trainings, knowledge transfer, change management
and the role of corporate audit.

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ERM at EADS seeks to cover all types of risk such as
operational, functional (e.g. strategic, compliance, reputationalrisks) and process risks, both quantifiable and unquantifiable,potentially affecting EADS short-, middle- and long-term as
well as opportunities.

Risk and Opportunity Management procedures
The recurring Risk and Opportunity Management procedures
comprise several components:> setting of objectives and definition of risk tolerances;> identification and assessment of risks and opportunities;> determination of risk and opportunity responses and control
activities (i.e. policies, procedures and other activities);> monitoring and reporting of risks and opportunities.
The detailed processes and associated procedures will vary
according to the size and nature of the programme/project orfunction, but the principles apply in any case. Local tailoring
may be performed according to the internal business constraints
and/or customer specific requirements.

ERM compliance and monitoring procedures
EADS has established formal ERM self-assessment mechanisms,
to be applied by each identified process/control owner on aregular basis, who must assess his operational and functionalrisks as well as the operating and design effectiveness of theinternal controls in place for his process. The progress ismonitored by the respective division, business unit andheadquarters department and reported to EADS headquarters.
To verify the successful implementation of the remediation
actions, the remedied controls are periodically re-assessed. The
relevant risks are subject to a management discussion process at
the Group level. Each year, corporate audit provides an
independent review of the status of the ERM systems inselected divisions, business units and headquarters departments.
Based on the ERM self-assessments, management of eachdivision, business unit and headquarters department prepares aformal representation letter as to the adequacy and effectivenessof the ERM systems within their scope of responsibility. Joint
ventures, such as MBDA, operate separate IC and RM systems.
Alignment with the EADS ERM system is facilitated, inter alia,
through EADS’ presence on such affiliates’ supervisory andmanagement bodies (e.g., Board of Directors, Audit Committees).
In addition to regular monitoring activities at the divisional,
business unit and headquarters levels, assessments about theadequacy and effectiveness of the ERM system are discussed
between the Chief Executive Officer and Chief Financial
Officer and the respective division, business unit or
headquarters department heads. These discussions serve to
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1prioritise potential issues at the EADS level, define andimplement appropriate actions, if needed, and derive conclusions
for the overall EADS ERM report.

ERM reporting procedures
Every year, identified significant deficiencies and material
weaknesses are reported in sub-representation letters. The
sign-off process requires the Chief Executive Officer and Chief
Financial Officer confirm to the Board of Directors, to the bestof their knowledge, whether:> the IC system is adequate to provide reasonable assurance
regarding the reliability of financial reporting as well ascompliance with applicable laws and regulations;> the control objectives are being achieved by controls that are
documented, adequately designed for their business and areoperating effectively, in all material respects;> the owner of each control activity is clearly identified; and> the RM system is designed and operated to identify, assess,
respond to, design controls and monitor/report on risks on atimely basis.
The Chief Executive Officer and Chief Financial Officer’s ERM
statement is mainly based on the self-assessments, reviews(including internal audits) and management discussions
described above, and is substantiated by sub-representation
letters provided to the Chief Executive Officer and Chief
Financial Officer by all divisional and business unit
management.

4.1.6.4 BUSINESS PROCESSES COVEREDBY THE ERM SYSTEM
Based on EADS’ activities, 18 high-level business processes havebeen identified within EADS. They are categorised into core
processes (research and development, production, sales, after
sales and programme management), support processes(procurement, human resources, accounting, fixed assets,treasury, information technology, mergers & acquisitions, legal
and insurance) and management processes (strategy, internal
audit, controlling and management controls). Set out below is a
description of certain of these business processes in place during
2008, and the correlating ERM procedures, covering risks thathave a significant potential of affecting the Group’s financial
condition and results of operations.

Accounting
At the core of EADS’ ERM system are accounting processes andcontrols designed to provide reasonable assurance regarding thereliability of financial reporting and the preparation of financial
statements and other financial information used by management
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and disclosed to EADS’ investors and other stakeholders. This
integrated approach to planning and reporting aims to improve
internal communication and transparency across departments
and organisational units within EADS.
The EADS financial control model defines the planning andreporting procedures that apply to all operational units of theGroup, as well as the responsibilities of the Chief Financial
Officer, who is charged with developing, implementing andmonitoring these procedures. Among the Chief Financial
Officer’s primary tasks is oversight of the preparation of theconsolidated financial statements for EADS, which are prepared
under the direct supervision of the Chief Accounting Officer(“CAO”). The CAO is responsible for the operation of theGroup’s consolidation systems and rules and for the definitionof Group-wide accounting policies which comply with IFRS,
reporting rules and financial guidelines that ensure theconsistency and quality of financial information reported by thedivisions and business units. EADS’ accounting policies are set
out in a written accounting manual, which is agreed with theCompany’s external auditors. Changes to the EADS accounting
manual require approval by the CAO, and, where significant
changes are involved, the Chief Financial Officer or the Boardof Directors (based upon the advice of the Audit Committee).
Control of the financial planning and reporting processes isachieved not only through the elaboration of Group-wideaccounting systems and policies, but also through an organised
process for providing information from the reporting units on atimely basis as an up-to-date decision-oriented management
information to control the operational performance of theGroup. This information includes regular cash and treasury
reports, as well as other financial information used for future
strategic and operative planning and control and supervision of
economic risks arising from the Group’s operations.
During the course of each reporting cycle, the business unit
chief financial officers are in regular contact with the division
chief financial officers, and frequently meet with the CAO
and his responsible staff to discuss the financial information
generated by the divisions and business units.
Prior to being disclosed to the public and subsequently
submitted for approval to the shareholders, the consolidated
year-end financial statements are audited by EADS’ external
auditors, reviewed by the Audit Committee and submitted forapproval by the Board of Directors. A similar procedure is used
for the semi-annual and quarterly closing. Group auditors are
involved before EADS financial statements are submitted to theBoard of Directors.

Treasury
Treasury management procedures, defined by EADS’ central
treasury department at Group headquarters, enhance
management’s ability to identify and assess risks relating toCORPORATE GOVERNANCE> 4.1 | Management and Control1liquidity, foreign exchange rates and interest rates. Controlledsubsidiaries fall within the scope of the centralised treasury
management procedures, with similar monitoring procedures
existing for jointly controlled affiliates, such as MBDA.
Cash Management

Management of liquidity to support operations is one of the
primary missions of the EADS Central Treasury department.
Monthly cash planning and reporting by the Central Treasury
department, in conjunction with the Planning/Reporting
department, provides management with the information
required to oversee the Group’s cash profile and to initiate
necessary corrective action in order to ensure overall liquidity.
To maintain targeted liquidity levels, and to safeguard cash,
EADS has implemented a cash pooling system with daily cash
sweeps from the controlled subsidiaries to centrally managed
accounts. Payment fraud prevention procedures have beenstandardised throughout the Group.
Hedge Management

Commercial operations generate material foreign exchange andinterest rate exposures. A Group hedging policy is defined andupdated regularly by the Board of Directors. In order to ensurethat all hedging activity is undertaken in line with the Group
hedging policy, the Central Treasury department executes all
hedging transactions. The Central Treasury department conducts
ongoing risk analysis and proposes appropriate measures to thedivisions and business units with respect to foreign exchange
and interest rate risk. Subsidiaries are required to calculate,
update and monitor their foreign exchange and interest rate
exposure with the EADS Central Treasury department on amonthly basis, in accordance with defined treasury procedures.
See “Management’s Discussion and Analysis of Financial
Condition and Results of Operations — 2.1.8 Hedging
Activities”.
Sales Financing

In connection with certain commercial contracts, EADS may
agree to enter into sales financing arrangements. In respect ofsales financing at Airbus, an annual sales financing budget isdefined as part of the EADS operative planning process. Sales
financing transactions are approved on a case-by-case basis with
the involvement of top management, in line with certain risk
assessment guidelines and managed by a group wide integratedorganisation.

Procedures for Monitoring Off-Balance Sheet Liabilities
Within EADS, off-balance sheet liabilities mainly arise inconnection with lease arrangements, extensions of guarantees
and pending or threatened litigation. Divisions and business
units are required to record, or to provide information on, allfinancial guarantees in a tracking system. Guarantees foramounts in excess of a certain threshold must be approved by

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the Chief Executive Officer, the Chief Financial Officer or the
Board of Directors, as the case may be.
Management has instituted procedures to monitor the levelof certain off-balance sheet liabilities throughout the Group.
In particular, a specialised guarantee tracking system has beenrolled out to monitor exposure arising from guarantees
throughout the Group. For jointly controlled affiliates, such as
MBDA, summary information on guarantee-related off-balance
sheet exposure is captured by EADS headquarters based on
regular reports of this exposure and discussion in the respective
governance bodies.

Sales
Commercial contracts entered into by EADS’ operating
subsidiaries have the potential to expose the Group tosignificant financial, operational and legal risks. To control theserisks, Management has implemented contract proposal review
procedures that seek to ensure that EADS does not enter intomaterial commercial contracts that expose it to unacceptable risk
or are not in line with the Group’s overall objectives. These
procedures include (i) Board of Directors-approved thresholds
and criteria for determining the risk and profitability profilesand (ii) a mandated pre-approval process for contracts defined
as “high-risk”. Contracts falling within the defined thresholdcategories require approval by the respective divisional Chief
Financial Officer. Contracts that are deemed “high-risk” and/or
exceed certain thresholds must be submitted to a standing
Commercial Committee (with the Chief Financial Officer andthe CSMO serving as Chairmen and a possible escalation to theChief Executive Officer when needed). This committee is
responsible for reviewing the proposal, giving recommendations
if deemed necessary based on which the concerned business
unit is allowed to remit its offer. In the case of Airbus, contracts
are approved in accordance with Airbus’ own corporate
governance policy, based on EADS guidelines which follow thesame principle. In general, where EADS shares control of a
subsidiary with a third party, the Commercial Committee is
responsible for developing the EADS position on proposedcommercial contracts.
Mergers and Acquisitions
With respect to merger, acquisition and divestiture activities of
the Group, Management has implemented transaction review
and approval procedures centralised at EADS headquarters. The
ERM procedures require all M&A transactions to be reviewed
by an M&A Committee. The M&A Committee is chaired by thehead of Strategic Coordination, and includes the Chief Financial
Officer and the directors of Group headquarters level M&A andcontrolling departments. The EADS Legal department ispermanently represented on the M&A Committee, andrepresentatives of other departments are also invited to attend
meetings. Projects that are considered non-strategic and fallunder a defined value threshold are reviewed and approved by
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the M&A Committee. Strategic and high-value projects require
additional approval by the Chief Executive Officer or the Boardof Directors. This review and approval procedure is carried out
at four critical stages of the M&A process, beginning with ananalysis of the strategic fit and definition of the legal frameworkand concluding with a final review of the overall transaction.

Legal
EADS is subject to myriad legal requirements in eachjurisdiction in which it conducts business. The mission of the
EADS Legal department, in coordination with the division andbusiness unit legal departments, is to actively promote anddefend the interests of the Group on all legal issues and toensure its legal security at all times. By carrying out thismission it is responsible for implementing and overseeing theprocedures designed to ensure that EADS’ activities comply
with all applicable laws, regulations and requirements. It is also
responsible for overseeing all major litigation affecting theGroup, including intellectual property.
The EADS Legal department, together with the Corporate
Secretary, also plays an essential role in the design andadministration of (i) the EADS corporate governance proceduresand (ii) the legal documentation underlying the delegation of
powers and responsibilities which define the EADS management
and its IC environment.

Internal Audit
The EADS Internal Audit department, under the direction of
the Corporate Secretary, provides Management with a risk-based
evaluation of the effectiveness of the Group’s ERM procedures.
Based upon a risk oriented approved annual audit plan and a
global risk assessment of the Group’s activities, the Internal
Audit department (i) reviews operational processes for risk
management and operating efficiency improvement
opportunities and (ii) monitors compliance with legal

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requirements and internal policies, process guidelines andprocedures. Internal Audit also involves ad hoc reviews,
performed at the request of management, focusing on current(e.g., suspected fraudulent activities) and future (e.g., contract
management and programme management) risks.

Procurement
The performance of EADS is to a large extent determinedthrough its supply chain. Therefore, sourcing is a key lever for
EADS in its marketplace.
EADS’ size and complexity requires a common approach tomaximise market levers and to avoid inefficiencies in the
procurement process. To help ensure that sourcing is carried out
in the most effective, efficient and ethical manner, a set ofcommon procurement processes, which support a common
sourcing strategy and ultimately the Group strategy and vision,is defined by the head of Corporate Sourcing and the Chief
Procurement Officers Council.
The common approach and processes are then implemented
across all divisions through the sourcing networks. Thesesourcing networks comprise representatives from all EADS
divisions. They are tasked by the EADS Chief Procurement
Officers Council to define and roll out across EADS strategic
sourcing topics such as Supplier Relationship Management,
Common Processes and Tools, Global Sourcing, Joint
Procurement, Corporate Social Responsibility, and Procurement
Performance Management. The procurement processes are
regularly reviewed by means of audits and self-assessments andthus consistently challenged and optimised.

Compliance
In 2008, the Board of Directors decided to implement a newcompliance organisation for the Group. See “— 4.1.7 Compliance
Organisation” below.

4.1.7 Compliance Organisation
Having reviewed the Company’s compliance practices andpolicies, the Board of Directors decided in 2008 to update theGroup’s compliance approach through the establishment of afurther integrated Compliance Organisation.

with export control regulations and laws. Accordingly, theCompany has established a cascading system of export control
procedures and policies which are implemented by export
control professionals amongst the Group.

Since its early days, the Group has adopted demanding standards
on its international trade activities, with the detailed policies
and rules having been continuously improved and reinforced in
keeping with the highest ethical and compliant industry
standards. The Group has also put a special focus on compliance

Building on this experience, the group-wide integrated
Compliance Organisation is meant to emphasise the Group’scommitment to the highest ethical and compliance standards; itreinforces the independence of the compliance resources while
securing proximity with the business for efficiency.

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The Board of Directors has appointed an EADS Group CCO inorder to set up the Compliance Organisation, and to design andimplement the EADS Ethics and Compliance Programme, which
will seek to ensure that the Group conducts its business incompliance with relevant laws and best practices endorsed by
the Group. The programme will include the maintenance of up
to date guidelines and policies, starting with the EADS Code of
Ethics as well as a communication and training plan aimed atraising awareness in order to promote compliance as a corporate
culture.
Within its overall mission to control that the Company’s
activities conform to applicable regulations and ethical rules
adopted by the Group, the specific objectives of the CCO havebeen set by the CEO and discussed with the Audit Committee.
Within these objectives, a high priority has been placed on a
specific assessment of the compliance risks, identifying

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the existing and potential risks, such as the risk of corruption,
the risk of violation of export control regulations or insider
trading, to which the Group may be exposed. This risk review
will be performed in keeping with the company ERM process.
Part of this risk assessment will include proposals for adequate
risk mitigation measures together with adequate compliancepolicies and processes.
As part of his assignment, confirmed by the Audit Committee,
the CCO will also be managing the development of a Groupalert system, which will allow the Company to identify noncompliance within the Group so that adequate remediation
measures can be taken.
The status of the Compliance programme implementation
will be regularly reported to the Board of Directors andAudit Committee.

4.2 INTERESTS OF DIRECTORSAND PRINCIPAL EXECUTIVE OFFICERS
4.2.1 Compensation Granted to Directors and Principal Executive Ofﬁcers
4.2.1.1

GENERAL PRINCIPLES

Shareholders expect a strong commitment from members of theBoard of Directors; the compensation policy is therefore
designed to focus efforts on what the Group wants to value andreward. To meet these objectives, a significant portion of thecompensation is variable and linked to key performancemeasures and individual objectives. The remuneration isbenchmarked regularly against the practice of other global
companies based in Europe and the USA to ensure fairness
and competitiveness.

The compensation of the executive member of the Board (the Chief Executive Officer) and of the members of the Executive
Committee combines short-term and long-term reward and is summarised as follows:
Main drivers

Performance measures

Base salary

Position/job value

Individual performance/
Market practice-

Variable pay

Achievement of Groupbusiness and financial yearlyobjectives and reward
of individual performance

Collective part (50% of Target
variable pay): EBIT* (75%) and cash(25%) achievement (1)

EADS Chief Executive Officer andAirbus CEO: 55% of Total target
income (range from 0% to 175%)

Individual bonus (50% of Target
variable pay): achievementof annual individual objectives

Other members of the Executive
Committee: 50% of Total target
income (range from 0% to 175%)

Performance unit plan

Achievement of long-term
operational profit, measured
through cumulative EBIT*
achievement

Short-termMid- and Long-term

Variation of payment as%of Total target income/% of vesting

Compensation element

The number of Performance units
which will vest is based on 2nd and Vested Performance units will range
3rd year cumulative EBIT*
from 0% to 100% of initial grant
achievement(1) Starting 2009, EBIT* will represent 50%, cash 25% and Capital Employed 25% of the collective part
* EBIT: earnings before interest and taxes, pre-goodwill impairment and exceptionals.

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4.2.1.2 COMPENSATION OF THE MEMBERS
OF THE BOARD OF DIRECTORS
Each non-executive member of the Board will receive an annual
fixed fee of € 80,000 and a fee for participation in Board
meetings of € 5,000 per meeting attended.
The Chairman of the Board will receive an annual fixed fee of€ 180,000 for carrying out this role and a fee for participation in
Board meetings of € 10,000 per meeting attended.
The Chairmen of each of the Board Committees will receive anadditional annual fixed fee of € 30,000. The members of eachof the Board Committees will receive an additional annual fixed
fee of € 20,000 for each Committee membership.
Since 1 January 2008, non-executive members of the Board are
no longer entitled to variable pay.
Committee Chairmanship and Committee Membership annual
fees are cumulative if the concerned non-executive members of
the Board belong to two different Committees.

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The Chief Executive Officer receives neither fees forparticipation in Board of Directors’ meetings nor any dedicatedcompensation as member of the Board of Directors in addition
to his compensation as member of the Executive Committee (seebelow “— 4.2.1.3 Compensation of the Members of the
Executive Committee”). The Chief Executive Officer is eligible
for benefits under Long Term Incentive Plans including
performance unit plan (see “— 4.3.3 Long Term Incentive
Plans”) and under employee share ownership plans in his
capacity as qualifying employees (see also “— 4.3.2 Employee
Share Ownership Plans”). Additionally, the Chief Executive
Officer is entitled to pension benefits.
The amounts of the various components constituting thecompensation granted to the Chief Executive Officer andto Non-Executive Directors during 2008, together withadditional information such as the number of performance units(see “— 4.3.3 Long Term Incentive Plans”) and details of thepension benefits entitlements of the Chief Executive Officer
are set out in “Notes to the Company Financial Statements —Note 11: Remuneration”.

They are summarised below:

Total remuneration and related compensation costs:
The total remuneration and related compensation costs of the members of the Board of Directors and former directors in 2008
and 2007 (prorate in accordance with their periods of memberships) can be specified as follows:
Non Executive Members of the Board of Directors

Fixum
Bonus (related to reporting period)
Fees

Executive Members of the Board of Directors

Fixum
Bonus (related to reporting period including part paid by EADS NV)

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2008

2007

in €

in €

263,125

240,000

Not applicable

550,370

322,500

390,000

2008

2007

in €

in €

900,000

2,729,179

1,545,500

4,028,998

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The cash remuneration of the Non Executive Members of the Board of Directors was as follows:
Fixum in €Bonus in €related to 2008

Fees in €Total in €Rüdiger Grube

52,500N/A

52,500105,000

Rolf Bartke

5,625

N/A

45,00050,625

Dominique D’Hinnin

5,625

N/A

40,00045,625

Juan Manuel Eguiagaray Ucelay

30,000N/A

45,00075,000Arnaud Lagardère

54,375

N/A

10,00064,375

Hermann-Josef Lamberti

5,625

N/A

40,00045,625

-

-

-

-

5,625

N/A

25,00030,6252008

Directors

Lakshmi N. Mittal*
Sir John Parker
Michel Pébereau

20,000N/A

25,00045,000Bodo Uebber

20,000N/A

40,00060,000Former directors**
Manfred Bischoff

15,00015,000Francois David

24,37524,375

Michael Rogowski

24,37524,375

TOTAL

263,125

322,500

585,625* Remuneration waived at the Director’s request.
** Pro rata in accordance with their periods of membership with the Board of Directors.

The cash remuneration of the Executive Member of the Board of Directors was as follows:
2008

Fixum in €Bonus in € related to 2008

900,000

1,545,500

Directors
Louis Gallois

In previous years, the part of the Executive Board members’ compensation which is paid by EADS NV was disclosed within the
fixum. The EADS NV compensation is now disclosed as a component of the variable compensation related to the reporting period.

Long term incentives
The table below gives an overview of the Long term Incentive Plans (performance units) granted by EADS in 2008 to the Chief
Executive Officer:
Unit plan: number of performance units*
Granted in 2008

Vesting dates

40,000

Vesting schedule is made up of 4 payments over 2 years:(a) 25% expected in May 2012;(b) 25% expected in November 2012;(c) 25% expected in May 2013;(d) 25% expected in November 2013.

Louis Gallois*

Vesting of all Performance units granted to the Chief Executive Officer is subject to performance conditions.

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Pension benefits
The members of the Executive Committee have pension
promises as part of their employment agreements. The generalpolicy is to give them annual pensions of 50% of their annual
base salary upon reaching 5 years of service in the Executive
Committee of EADS at the age of 60 or 65.
These rights can gradually increase to 60% after a second term,
usually after ten years of service in the EADS Executive Committee.
These pension schemes have been implemented through collective
executive pension plans in France and Germany. These pension
promises have also separate rules e.g. for minimum length ofservice and other conditions to comply with national regulations.
For the Chief Executive Officer, the amount of the pension defined
benefit obligation amounted to € 1.4 million as of
31 December 2008, while the amount of current service and interest
cost related to his pension promise accounted for during fiscal
year 2008 represented an expense of € 0.6 million. This obligation
has been accrued for in the Consolidated Financial Statements.

Termination indemnity
As part of his mandate contract, the Chief Executive Officer isentitled to a termination indemnity when the parting resultsfrom a decision by the Company in case of change in control orchange in the Company’s strategy. Payment of the terminationindemnity is also subject to performance conditions as fixed andassessed by the Board of Directors. The termination indemnity,
if applicable, will be of a maximum of 18 months of annual
total target salary.
The indemnity could be reduced pro rata or would even not beapplicable depending on age and date of retirement.
Apart from the Chief Executive Officer, no other Director who
is in office is entitled to a termination indemnity.

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4.2.1.3 COMPENSATION OF THE MEMBERS
OF THE EXECUTIVE COMMITTEE
The members of the Executive Committee, including the Chief
Executive Officer, are entitled to receive for the year 2008 an
accumulated total target compensation on a full year basis of€ 13,872,380. This compensation is divided for the EADS Chief
Executive Officer and Airbus Chief Executive Officer into a
45% fixed part and a 55% variable part on target and for theother members of the Executive Committee into a 50% fixedpart and a 50% variable part on target.
The members of the Executive Committee including the Chief
Executive Officer receive the majority of their compensationfrom their relevant national Group entity (under the terms of
their employment or mandate contract) and the remaining partfrom EADS N.V (“NV compensation”, under the terms of theN.V letter of agreement).
The variable part is calculated on the basis of two equal
components:> Collective part (50% of the variable part) to reward businessperformance at Group level or division level (if applicable).
Cash and EBIT* are the financial indicators chosen to measurecollective performance (EBIT* represents 75% of the collective
part and cash represents 25% of the collective part in 2008);> Individual bonus (50% of the variable part) to reward
individual performance measured against the achievement of
individual objectives.
The Group is committed to setting individual and financial
targets, the achievement of which would reflect the real
performance of EADS. Starting 2009, the collective part (50% of
the variable pay) will be based on EBIT* (50%), Cash (25%) and
Capital Employed (25%). The new choice of EBIT*, cash andCapital Employed as financial indicators ensures the alignmentof the Chief Executive Officer with EADS priorities.

Non-competition clause
A non-competition clause is included in the contract of the
Chief Executive Officer. This clause is applicable for a one-year
period, starting at the end of the mandate contract, and isrenewable for one year at the Company’s initiative.

Based on the level of performance, the collective as well as theindividual payout can vary from 0% to 175% of the target payment.

The Chief Executive Officer will receive a compensation basedon his monthly salary (including variable pay) in return of
the application of the non-competition clause.

The Remuneration and Nomination Committee reviews and makes
recommendations to the Board of Directors on bonus payments to
the Chief Executive Officer and to the members of the Executive
Committee; the Board of Directors makes the final decision.

Other benefits
The Chief Executive Officer is entitled to a company car. The
value of his company car as at 31 December 2008 is € 23,977.

The total compensation paid by EADS and all its Group companies
to Mr Louis Gallois, Chief Executive Officer, during theyear 2008, was € 2,415,250 (this sum includes the payments of his
January to December 2008 fixum and the variable pay for 2007).

* EBIT: earnings before interest and taxes, pre-goodwill impairment and exceptionals.

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On target payment at 100% for both individual and financial
targets would indicate strong personal and company performance.

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4.2.2 Long Term Incentives Granted to the Chief Executive Ofﬁcer
See “— 4.3.3 Long Term Incentive Plans”.

4.2.3 Related Party Transactions
Article 2:146 of the Dutch Civil Code provides as follows:“Unless the Articles of association provide otherwise, a company(naamloze vennootschap) shall be represented by its board of
supervisory directors in all matters in which it has a conflict ofinterest with one or more of the members of its Board of
Directors. The shareholders’ meeting shall at all times havepowers to designate one or more persons for this purpose”. In
the case of EADS, the Articles of Association do provide
otherwise since they enable the Board of Directors to havepower to represent the Company in matters where the Company
has a conflict of interest with one or more members of theBoard of Directors.
During the years 2006, 2007 and 2008, no agreement wasentered into by the Company with one of its directors or
principal officers or a shareholder holding more than 5% of thevoting rights of the Company outside the ordinary course ofbusiness and in conditions other than arm’s length conditions.
See “Notes to Consolidated Financial Statements (IFRS) —Note 37: Related party transactions” for the year ended
31 December 2008 and “Notes to Consolidated Financial
Statements (IFRS) — Note 32: Related party transactions” forthe year ended 31 December 2007, as incorporated by reference
herein.
For a description of the relationships between the Company andits principal shareholders, see “General Description of theCompany and its Shareholders — 3.3.2 Relationships with
Principal Shareholders”. Other than the relationships between
the Company and its principal shareholders described therein,
there are no potential conflicts of interest between the duties to
the Company of the Directors and their respective privateinterests or other duties.

4.2.4 Loans and Guarantees Granted to Directors
EADS has not granted any loans to its Directors or members of the Executive Committee.

4.3 EMPLOYEE PROFIT SHARING AND INCENTIVE PLANS
4.3.1 Employee Proﬁt Sharing and Incentive Agreements
EADS’ remuneration policy is strongly linked to theachievement of individual and Company objectives, both foreach division and for the overall Group. In 2008, a performanceand restricted unit plan has been established for the senior
management of the Group (see “— 4.3.3 Long Term Incentive
Plans”) and employees were offered shares at favourable

conditions at the time of the public offering and listing of
EADS (see “— 4.3.2 Employee Share Ownership Plans”).
Since 2005, the success sharing schemes which are implemented
in EADS in France, Germany, Spain, and the UK follow one setof common rules of the Group, ensuring a consistent applicationin these four countries.

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4.3.2 Employee Share Ownership Plans
4.3.2.1 ESOP 2000
As part of its initial public offering, EADS offered to qualifying
employees approximately 1.5% of its total share capital after the
global offering. This employee offering of up to
12,222,385 shares included an option allowing qualifying
employees to leverage their investment in the shares theypurchased. Under this option, the investment consistedof the amount paid plus an amount resulting from a swap
agreement of the investment management company for thisoption that equalled nine times such amount paid. Qualifying
employees were offered shares at a price of € 15.30, being
the price for the retail offering, less a discount of 15%.
The employee offering was open only to employees who:
> had at least three months’ seniority;> had French, German or Spanish employment contracts; and> were employed by companies incorporated under French, German
or Spanish law in which EADS held (i) the majority of the sharecapital or (ii) at least 10% of the share capital, provided suchminority-owned companies were designated as eligible by EADS.
Depending on whether the employee purchased shares througha French, German or Spanish plan, directly or via a mutual fund,the employee is restricted from selling the shares for one of thefollowing lock-up periods: 18 months, three years, five years or
six years.
A total number of 11,769,259 shares were subscribed for in theemployee offering. Shares were delivered on 21 September 2000.

4.3.2.2 ESOP 2001
In October 2001, EADS offered to qualifying employees amaximum of 0.25% of its total issued share capital before theoffering. This employee offering was for up to 2,017,894 sharesof a nominal value of € 1 each.
The employee offering (note d’opération préliminaire approvedby the COB (former name of the Autorité des marchés financiers(the “AMF”)) on 8 October 2001 under number 01-1200 andnote d’opération définitive approved by the COB on
13 October 2001 under number 01-1209) was open only toemployees who:
> had at least three months’ seniority;> were employed by (i) EADS or (ii) one of its subsidiaries or(iii) a company in which EADS holds at least 10% of the sharecapital and over whose management it has a determining
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influence and whose registered office is located in South Africa,
Germany, Brazil, Canada, Spain, the United States, the United
Kingdom, France, Italy, Morocco, Mexico and Singapore.
The employee offering was divided into two tranches:> shares subscribed for by qualifying employees in Group
employee savings plan were offered for a price of€ 10.70 per share;> shares subscribed for by qualifying employees directly were
offered for a price of € 10.70 per share.
The employees are generally restricted from selling the shares
offered in this employee offering for one year and sometimes
more in certain countries.
A total number of 2,017,894 shares were subscribed for in theemployee offering. Shares were delivered on 5 December 2001.

4.3.2.3 ESOP 2002
In October 2002, EADS offered to qualifying employees amaximum of 0.25% of its total issued share capital before theoffering. This employee offering was for up to 2,022,939 sharesof a nominal value of € 1 each.
The employee offering (note d’opération préliminaire approved by
the COB on 30 September 2002 under number 02-1062 and noted’opération définitive approved by the COB on 11 October 2002
under number 02-1081) was open only to employees who:
> had at least three months’ seniority;> were employed by (i) EADS or (ii) one of its subsidiaries or(iii) a company in which EADS holds at least 10% of the sharecapital and over whose management it has a determining
influence and whose registered office is located in Germany,
Brazil, Canada, Spain, the United States, the United
Kingdom, France, Italy, Mexico and Singapore.
The employee offering was divided into two tranches:> shares subscribed for by qualifying employees in Group
employee savings plan were offered for a price of€ 8.86 per share;> shares subscribed for by qualifying employees directly were
offered for a price of € 7.93 per share.
The employees are generally restricted from selling the shares
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A total number of 2,022,939 shares were subscribed for in theemployee offering. Shares were delivered on 4 December 2002.

4.3.2.4 ESOP 2003
In October 2003, EADS offered to qualifying employees amaximum of 0.25% of its total issued share capital before theoffering. This employee offering was for up to 2,027,996 sharesof a nominal value of € 1 each.

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Back to Contentsin Germany, Belgium, Canada, Spain, the United States, theUnited Kingdom, France, Ireland, Mexico, the Netherlands,
Singapore, Australia and Finland.
The employee offering was divided into two tranches:> shares subscribed for by qualifying employees in Group
employee savings plan were offered for a price of€ 18 per share;

The employee offering (note d’opération approved by the COB on
25 September 2003 under number 03-836) was given only toemployees who:

> shares subscribed for by qualifying employees directly were
offered for a price of € 18 per share.

> had at least three months’ seniority;

The employees are generally restricted from selling the shares
offered in this employee offering for one year and sometimes
more in certain countries.

> were employed by (i) EADS or (ii) one of its subsidiaries or (iii) a
company in which EADS holds at least 10% of the share capitaland over whose management it has a determining influence andwhose registered office is located in Germany, Belgium, Canada,
Spain, the United States, the United Kingdom, France, Ireland,
Mexico, the Netherlands and Singapore.
The employee offering was divided into two tranches:> shares subscribed for by qualifying employees in Group
employee savings plan were offered for a price of€ 12.48 per share;> shares subscribed for by qualifying employees directly were
offered for a price of € 12.48 per share.
The employees are generally restricted from selling the shares
offered in this employee offering for one year and sometimes
more in certain countries.
A total number of 1,686,682 shares were subscribed for in theemployee offering. Shares were delivered on 5 December 2003.

4.3.2.5 ESOP 2004
In October 2004, EADS offered to qualifying employees amaximum of 0.25% of its total issued share capital before theoffering. This employee offering was for up to 2,018,000 sharesof a nominal value of € 1 each.
The employee offering (note d’opération approved by the AMF
on 10 September 2004 under number 04-755) was given only toemployees who:
> had at least three months’ seniority;> were employed by (i) EADS or (ii) one of its subsidiaries or(iii) a company in which EADS holds at least 10% of theshare capital and over whose management it has adetermining influence and whose registered office is locatedA total number of 2,017,822 shares were subscribed for in theemployee offering. Shares were delivered on 3 December 2004.

4.3.2.6 ESOP 2005
In June 2005, EADS offered to qualifying employees amaximum of 0.25% of its total issued share capital before theoffering. This employee offering was for up to 2,025,000 sharesof a nominal value of € 1 each.
The employee offering (note d’opération approved by the AMF
on 4 May 2005 under number 05-353) was given only toemployees who:
> had at least three months’ seniority;> were employed by (i) EADS or (ii) one of its subsidiaries or(iii) companies in which EADS holds at least 10% of the sharecapital and over whose management it has a determining
influence and whose registered offices are located inGermany, Australia, Belgium, Canada, Spain, the UnitedStates, Finland, France, the United Kingdom, Ireland,
Mexico, the Netherlands, Poland and Singapore.
The employee offering was divided into two tranches:> shares subscribed for by qualifying employees in Group
employee savings plan were offered for a price of€ 18.86 per share;> shares subscribed for by qualifying employees directly were
offered for a price of € 18.86 per share.
The employees are generally restricted from selling the shares
offered in this employee offering for one year and sometimes
more in certain countries.
A total number of 1,938,309 shares were subscribed for in theemployee offering. Shares were delivered on 29 July 2005.

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4.3.2.7 ESOP 2007

4.3.2.8 ESOP 2008

In 2006 no employee offering took place. The employee offering
originally scheduled for June 2006 was postponed to March 2007.

In June 2008, EADS offered to qualifying employees amaximum of 0.25% of its total issued share capital before theoffering. This employee offering was for up to 2,035,000 sharesof a nominal value of € 1 each.

In March 2007, EADS offered to qualifying employees amaximum of 0.25% of its total issued share capital before theoffering. This employee offering was for up to 2,040,000 sharesof a nominal value of € 1 each.
The employee offering was given only to employees who:
> had at least three months’ seniority;> were employed by (i) EADS or (ii) one of its subsidiaries or(iii) companies in which EADS holds at least 10% of the sharecapital and over whose management it has a determining
influence and whose registered offices are located inGermany, Australia, Belgium, Canada, Spain, the UnitedStates, Finland, France, the United Kingdom, Ireland,
Mexico, the Netherlands, Poland and Singapore.
The employee offering was divided into two tranches:> shares subscribed for by qualifying employees in Group
employee savings plan were offered for a price of€ 19.62 per share;> shares subscribed for by qualifying employees directly were
offered for a price of € 17.16 per share.
The employees are generally restricted from selling the shares
offered in this employee offering for one year and sometimes
more in certain countries.

The employee offering was given only to employees who:
> had at least three months’ seniority;> were employed by (i) EADS or (ii) one of its subsidiaries or(iii) companies in which EADS holds at least 10% of the sharecapital and over whose management it has a determining
influence and whose registered offices are located inGermany, Australia, Belgium, Canada, Spain, the UnitedStates, Finland, France, the United Kingdom, Ireland,
Mexico, the Netherlands, Poland and Singapore.
The employee offering was divided into two tranches:> shares subscribed for by qualifying employees in Group
employee savings plan were offered for a price of€ 12.79 per share;> shares subscribed for by qualifying employees directly were
offered for a price of € 11.70 per share.
The employees are generally restricted from selling the shares
offered in this employee offering for one year and sometimes
more in certain countries.
A total number of 2,031,820 shares were subscribed for in
the employee offering. Shares were delivered on 25 July 2008.

A total number of 2,037,835 shares were subscribed for in theemployee offering. Shares were delivered on 9 May 2007.

4.3.3 Long Term Incentive Plans
At its 26 May 2000, 20 October 2000, 12 July 2001,
9 August 2002, 10 October 2003, 8 October 2004,
9 December 2005 and 18 December 2006 meetings, the Boardof Directors of the Company, using the authorisation given to
it by the shareholders’ meetings of 24 May 2000, 10 May 2001,
6 May 2003, 11 May 2005, and 4 May 2006 approved the grantingof stock options for subscription of shares in the Company.

At its 7 December 2007 meeting, the Board of Directorsof the Company approved the granting of performance units
and restricted units in the Company.

At its 18 December 2006 meeting, the Board of Directorsof the Company, using the authorisation given to it by theshareholders’ meeting of 4 May 2006 approved the grantingof performance shares and restricted shares in the Company.

The principal characteristics of these options, performanceand restricted shares and performance and restricted units as at

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At its 13 November 2008 meeting, the Board of Directorsof the Company approved the granting of performance units
and restricted units in the Company.

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31 December 2008 are set out in the “Notes to the Consolidated Financial Statements (IFRS) — Note 36: Share-based payment”.
They are also set out in the table below:
First tranche

Second tranche

Date of shareholders’ Meeting

24 May 2000

24 May 2000

Date of Board of Directors Meeting (grant date)

26 May 2000

20 October 2000

Number of options granted

5,324,884

240,000

Number of options outstanding

1,555,220

32,000720,000

60,000

Options granted to directors and officers
Total number of eligible employees

Exercise date

Expiry dateConversion right
VestedExercise price850
34
50% of options may be exercised after a period of two years and four weeks
from the date of grant of the options; 50% of options may be exercised as of the third
anniversary of the date of grant of the options (subject to specific provisions contained in
the Insider Trading Rules - see “General Description of the Company and its Share Capital— 3.1.11 Disclosure of Holdings”).
8 July 2010

8 July 2010

One option for one share

One option for one share

100%

100%

€ 20.90€ 20.90

Exercise price conditions

110% of fair market value of the shares at the date of grant

Number of exercised options

2,892,020

188,000

Third tranche

Fourth tranche

Date of shareholders’ Meeting

10 May 2001

10 May 2001

Date of Board of Directors Meeting (grant date)

12 July 2001

9 August 2002

Number of options granted

8,524,250

7,276,700

Number of options outstanding

3,499,919

2,547,121> Mr Philippe Camus

135,000

135,000> Mr Rainer Hertrich

135,000

135,000

738,000

808,000

Options granted to:> the 10 employees having being granted the highest number of options

during the year 2001 (third tranche) and 2002 (fourth tranche)
Total number of eligible employees

Exercise date

Expiry dateConversion right
VestedExercise price

1,650
1,562
50% of options may be exercised after a period of two years and four weeks
from the date of grant of the options; 50% of options may be exercised as of the third
anniversary of the date of grant of the options (subject to specific provisions
contained in the Insider Trading Rules - see “General Description of the Company
and its Share Capital — 3.1.11 Disclosure of Holdings”).
12 July 2011

8 August 2012

One option for one share

One option for one share

100%

100%

€ 24.66€ 16.96

Exercise price conditions

110% of fair market value of the shares at the date of grant

Number of exercised options

3,492,831

4,305,066

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Fifth tranche

Date of shareholders’ Meeting

Sixth tranche

6 May 2003

6 May 2003

10 October 2003

8 October 2004

Number of options granted

7,563,980

7,777,280

Number of options outstanding

4,729,593

6,057,766> Mr Philippe Camus

135,000

135,000> Mr Rainer Hertrich

135,000

135,000

808,000

808,000

Date of Board of Directors Meeting (grant date)

Options granted to:> the 10 employees having being granted the highest number of options

during the year 2003 (fifth tranche) and 2004 (sixth tranche)
Total number of eligible employees

Exercise date

Expiry dateConversion right
VestedExercise price
Exercise price conditions
Number of exercised options

1,491
1,495
50% of options may be exercised after a period of two years and four weeks from the dateof grant of the options; 50% of options may be exercised as of the third anniversaryof the date of grant of the options (subject to specific provisions contained in the Insider
Trading Rules - see “General Description of the Company and its
Share Capital — 3.1.11 Disclosure of Holdings”).
9 October 20137 October 2014

One option for one share

One option for one share100%

100%(1)€ 15.65€ 24.32

110% of fair market value of the shares at the date of grant
2,517,623

2,400(1) As regards to the sixth tranche, vesting of part of the options granted to EADS top Executives was subject to performance conditions. As a result, part of these conditional options have notvested and were therefore forfeited during the year 2007.

Seventh tranche

Date of shareholders’ Meeting
Date of Board of Directors Meeting

11 May 2005
9 December 2005

Number of options granted

7,981,760

Number of options outstanding

6,294,951(1)Options granted to:> Mr Thomas Enders

135,000> Mr Noël Forgeard

135,000> the 10 employees having being granted the highest number of options

during the year 2005 (seventh tranche)
Total number of eligible beneficiaries

Exercise date

Expiry dateConversion right
VestedExercise price
Exercise price conditions
Number of exercised options

940,000
1,608
50% of options may be exercised after a period of two years from the dateof grant of the options; 50% of options may be exercised as of the third anniversary of thedate of grant of the options (subject to specific provisions contained in the Insider Trading
Rules - see “General Description of the Company and
its Share Capital — 3.1.11 Disclosure of Holdings”). As regards to the seventh tranche,
part of the options granted to the top EADS Executives was performance related.
8 December 2015
One option for one share100%(1)€ 33.91
110% of fair market value of the shares at the date of grant0(1) As regards to the seventh tranche, vesting of part of the options granted to EADS top Executives was subject to performance conditions. As a result, part of these conditional options have notvested and were therefore forfeited during the year 2008.

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Eighth tranche

Date of shareholders’ Meeting

4 May 2006

Date of Board of Directors Meeting

18 December 2006
Stock option plan

Number of options granted

1,747,500

Number of options outstanding

1,678,000

Options granted to:> Mr Thomas Enders

67,500> Mr Louis Gallois

67,500> the 10 employees having being granted the highest number of options

425,000

during the year 2006 (eighth tranche)
Total number of eligible beneficiaries

Date from which the options may be exercised

221
50% of options may be exercised after a period of two years fromthe date of grant of the options; 50% of options may be exercised as of
the third anniversary of the date of grant of the options (subject to specific provisions
contained in the Insider Trading Rules - see “General Descriptionof the Company and its Share Capital — 3.1.11 Disclosure of Holdings”)

Date of expiration

16 December 2016

Conversion right

One option for one share

Vested50%

Exercice price
Exercice price conditions€ 25.65
110% of fair market value of the shares at the date of grant

Number of exercised options

0
Performance and restricted shares plan
Performance shares

Restricted shares

Number of shares granted

1,344,625

391,300

Number of shares outstanding

1,291,375

378,475> Mr Thomas Enders

16,875-> Mr Louis Gallois

16,875-

137,500

28,200Shares granted to:> the 10 employees having being granted the highest number of shares

during the year 2006 (eighth tranche)
Total number of eligible beneficiaries
Vesting date

Number of vested shares

1,637
The performance and restricted shares will vest if the participant is still employedby an EADS company and, in the case of performance shares, upon achievementof mid-term business performance. The vesting period will end at the date of publicationof the 2009 annual results, expected in March 2010.
1,750

0

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Ninth tranche

Date of Board of Directors Meeting

7 December 2007
Performance and restricted unit plan
Performance units

Restricted units

Number of units granted

1,693,940

506,060

Number of units outstanding

1,653,500

496,260

33,700-239,900

43,500

Units granted to:> Mr Louis Gallois> the 10 employees having being granted the highest number of units

during the year 2007 (ninth tranche)
Total number of eligible beneficiaries

Vesting dates

1,617
The performance and restricted units will vest if the participant is still employed by an EADS
company at the respective vesting dates and, in the case of performance units,
upon achievement of mid-term business performance.
Vesting schedule is made up of 4 payments over 2 years:- 25% expected in May 2011;- 25% expected in November 2011;- 25% expected in May 2012;- 25% expected in November 2012.

Number of vested units

1,680

0

Tenth tranche

Date of Board of Directors Meeting

13 November 2008
Performance and restricted unit plan

Number of units granted

Performance units

Restricted units

2,192,740

801,860

40,000-304,000

68,200

Units granted to:> Mr Louis Gallois*> the 10 employees having being granted the highest number of units

during the year 2008 (tenth tranche)
Total number of eligible beneficiaries

Vesting dates

*

1,684
The performance and restricted units will vest if the participant is still
employed by an EADS company at the respective vesting dates and,in the case of performance units, upon achievement of mid-termbusiness performance. Vesting schedule is made up
of 4 payments over 2 years:- 25% expected in May 2012;- 25% expected in November 2012;- 25% expected in May 2013;- 25% expected in November 2013.

For more information in respect of units granted to the Chief Executive Officer, see ”Notes to the the Company Financial Statements — Note 11: Remuneration”.

The information in respect of stock options and performance andrestricted shares cancelled and exercised during the year are set
out in “Notes to the Consolidated Financial Statements (IFRS)— Note 36: Share-based payment”.

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For information on the transactions carried out by the membersof the Board of Directors and the Executive Committee see
EADS’ website and/or the relevant stock exchange authorities’
website.

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SHAREHOLDING IN THE COMPANY OF THE MEMBERS OF THE BOARD OF DIRECTORSMember of the Board of Directors

Shareholding- 5 ordinary shares- 67,500 stock options*- 16,875 performance shares*> Mr Louis Gallois> Mr Dominique d’Hinnin- 61 ordinary shares> Mr Arnaud Lagardère- 2 ordinary shares*

See eighth tranche as set forth in the above table.

The other members of the Board of Directors do not hold shares or other securities in the Company.

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Corporate Responsibility& Sustainability
5.1

GOVERNANCE, ETHICS ANDCOMPLIANCE

5.4
168

HUMAN RESOURCES: EMPLOYER— EMPLOYEE RELATIONSHIP

189

5.1.1

EADS Code of Ethics

168

5.4.1

Workforce Information and Organisation of Work

189

5.1.2

Ethics and compliance programme

169

5.4.2

Human Resources Organisation

191

5.4.3

Human Resources Policies and Performance

191

5.2

SUSTAINABLE GROWTH

175

5.2.1

Product Quality and Customer Satisfaction

175

5.5

CORPORATE CITIZENSHIP

198

5.2.2

Sustaining and Protecting Innovation

177

5.5.1

Maintaining an Open Dialogue with EADS’ Stakeholders

198

5.2.3

Supplier Management: Fostering a Mutually Beneﬁcial
Relationship with EADS’ Suppliers

5.5.2

Encompassing Community Interests in EADS’ Global Strategy

200

180

ENVIRONMENTAL CARE

184

5.3.1

Policy184

5.3.2

Organisation

185

5.3.3

Performance and Best Practices

185

5.3

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CORPORATE RESPONSIBILITY & SUSTAINABILITY

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EADS was founded eight years ago, as the result of a European
industrial ambition to create a world leader in the field of
aeronautics, defence and space. Built as a challenger and driverof change, EADS is at the head of some of the greatest European
technological and industrial achievements, such as Airbus,
Ariane, Eurofighter or Eurocopter programmes, to name but afew. As part of this ambition and vision are shared values of

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integrity and social and ethical responsibility. The Group iscommitted to the principles and values that are laid down in
its Code of Ethics as well as to the Corporate Responsibility& Sustainability (“CR&S”) policies which were formalised in
2004. Since then, these policies are continuously updated inorder to take into account the environment and the challenges
faced by the Group.

EADS Approach to Corporate Responsibility and Sustainability
A year ago, EADS defined a fresh strategic outlook called
Vision2020. Based on its Vision2020 strategic posture, EADS istransforming. To do it in a sustainable way, the company has tomanage stress fields and balance various factors altogether, e.g.:

30 years, balancing short term priorities with long term
objectives is a must, and is sound management.

> how to foster EADS position as a global player while sticking
to strict business ethics rules;> must be business-oriented and value creating, in supportof competitive advantage, or of risk reduction;> how to keep on providing EADS customers with state of
the art aerospace and defence technology while becoming
an eco-efficient company; or> must be embedded in operations, through tangible projects
and objectives;

EADS CR&S policies and initiatives:> how to develop talent and pool of experts to foster EADS’
innovation base while sharpening their awareness of social
responsibilities?

> aim at constantly improving the way the group is doing
business while taking fully into account that societies in
the 21 century expect more from companies than just highquality products.

EADS believes that corporate responsibility and sustainability
is in the very nature of its business: in an industry of long
lifecycles, with products that will be on the market for the next

The benefits of this vision of entrepreneurial responsibility
support the best interest of the group’s external stakeholders;
and the pride of its employees.

Corporate Responsibility Organisation at EADSThe EADS approach to corporate responsibility andsustainability:> is coordinated by the Group’s Corporate Secretary who (1) isthe architect of a comprehensive group-wide organisation toaddress corporate responsibility issues in a structured way;(2) coordinates an internal CR&S network to ensure visibility
and consistency of EADS’ approach both internally andexternally; (3) identifies and explores emerging issues facing

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the field of CR&S, and defines the means to respondaccordingly; (4) makes proposals and recommendations to
the EADS management regarding all CR&S matters; and(5) represents EADS before outside networks and maintains
the dialogue with stakeholders;> provides a framework setting out guidelines for the Divisions
and BUs that are responsible for the day to day business andthat ensure dialogue with their direct stakeholders.

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EADS CR&S Policies
EADS’ policies have been designed to support and implement EADS’ long-term vision and strategy in terms of CR&S and aresupported by an internal control system in areas such as anti-bribery and export compliance, IP protection, research and development,
environmental care, HR etc. (See “Corporate Governance — 4.1.6 Enterprise Risk Management System”).
CORPORATE RESPONSIBILITY POLICIES ON DOMAINS IDENTIFIED AS MOST RELEVANT FOR EADSCSR Domains

Governance, Ethics and Compliance

Sustainable Growth
Environmental Care

Employee-employer relationship

Corporate CitizenshipSpecific Policy Items

Corporate Governance standards
Ethics and Compliance Programme
Business Ethics Policy and Rules
Export Compliance
Product quality and customer satisfaction
Sustaining and protecting innovation
Fostering a mutually beneficial relationship with EADS’ suppliers
Minimising environmental impacts of EADS’ activities throughout the products’ life cycle
Promoting environmental consciousness and maintaining constant dialogue with stakeholders
Promoting proactive dialogue with EADS’ employees
Ensuring equal opportunity for all EADS employees
Ensuring efficient management of skills and know-how
Caring for EADS employees and know-how
Providing a safe workplace for EADS’ employees and subcontractors
Maintaining an open dialogue with EADS’ stakeholders
Encompassing community interests in EADS’ global strategy

The policies and related practices are set out in more detailbelow.
The present chapter aims at illustrating that the EADS CR&S
policies are increasingly embedded in the management systemsof the group and into daily business, by describing best practices

identified throughout the Group and reporting performanceindicators. A number of quantitative and qualitative Key
Performance Indicators, based upon the Global Reporting
Initiative, the Global Compact principles and tailored to EADS’
business were indeed defined, starting with the 2004 report,
to reflect some of EADS’ achievements.

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5.1 GOVERNANCE, ETHICS AND COMPLIANCE
Good governance standards are a cornerstone of EADS
coporate responsibility. EADS is committed to meet and evenexceed social, legal and statutory requirements to ensuretransparent management and recording. EADS commits toproviding the most accurate and reliable information andrecords in all decision-making processes and business relations,both inside and outside EADS. To achieve the highest
standard of reliability, EADS continuously improves its
Internal Control and Risk Management procedures. A detailed
presentation of EADS governance is provided under“Corporate Governance”.

5.1.1 EADS Code of Ethics
At the time of the creation of EADS, the Code of Ethics wasestablished and communicated to the employees of the Group.
This Code of Ethics aimed at emphasising values that were key
success factors for achieving an efficient integration of different
companies into one group. In 2005, EADS updated the Code of
Ethics which sets out in one single comprehensive document theGroup’s business guidelines related to the ethical standards that
the Group adheres to.
The Code of Ethics serves as a core EADS business guideline ofan architecture of documents in which the code also refers topre-existing, detailed policies as laid out in the EADS Corporate
Handbook as well as Division or BU specific policies andprocesses. It is based on EADS’ underlying values and is fully inline with internationally recognised standards as laid out incharters, declarations or guidelines, such as the Universal
Declaration of Human Rights, the International Labour
Organisation’s Declaration and OECD Convention on combating
bribery of Foreign Public Official in International BusinessTransactions. EADS, as a signatory of the United Nations
Global Compact, is committed to promoting, within its sphereof influence, the application of fundamental values regarding
Human Rights, Labour, Environment and Anticorruption.
EADS is willing to report on the Group’s success in
implementing its sustainable development strategy.
Since April 2006, the Code of Ethics is available in the four
EADS languages on the Group intranet and can be downloaded
from the EADS website www.eads.com.

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The Code of Ethics covers the full scope of EADS’ CR&S
policies, addressing in its five chapters the principal linesof ethical behaviour:> “Creating a positive working climate” describes EADS’
principles in terms of, e.g. dialogue and representation, equal
opportunities policy, and management of HR development;> “Doing business ethically” discusses issues such as conflictsof interest, export control and contracting with governments,
as well as the hiring of former government officials;> “Fostering sustainable growth” deals with proper use of
information and intellectual property rights, as well as
relationships with suppliers;> “Respecting the environment” covers developing
environmentally sound processes and products; and> “Living in our communities” describes the ways in which
EADS contributes to the life and development ofcommunities where it operates.
The Code of Ethics, therefore, gives guidance to all employees
about appropriate conduct in their professional environment.

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5.1.2 Ethics and compliance programme
5.1.2.1

GROUP COMPLIANCE ORGANISATIONThe Group has publicly committed to ethics, compliance andtransparency and the EADS vision2020 places the promotion of
ethical behaviour as a key Company’s responsibility. Moreover,
the adoption of a comprehensive compliance approach has
become critical to sustain the Group development as it enables
the company to protect itself and to maintain its
competitiveness.
The Group is committed to conduct its business in compliancewith applicable laws and regulations as well as with ethicalprinciples and best practices endorsed by the Group.
In order to substantiate the Company commitment and design
an efficient compliance approach, the Board and Management
extensively reviewed the Group compliance practices.
This review confirmed that the Group had a solid base ofcompliance policies and processes, notably in areas where EADS
seems to be the most exposed. In international marketing
namely, anti-bribery and export control policies and practices areextensively defined and applied.
The Group has adopted demanding standards on its international
trade activities, with the detailed policies and rules having been
continuously improved and reinforced in keeping with thehighest ethical and compliant industry standards. The Group has
also put a special focus on compliance with export control
regulations and laws. Accordingly, the Company has establisheda cascading system of export control procedures and policies
which are implemented by export control professionals amongst
the Group.
Notwithstanding, it was decided to develop an integrated
compliance approach embracing all the areas of compliancethrough the setting up of a comprehensive group-wide
compliance organisation. This organisation aims at further
developing the awareness of the principles laid down in the
Code of Ethics as well as at ensuring that individual behaviour
is in line with the Group’s commitments and policies.
In order to do so, the Group believes that the management,
which is overall responsible for compliance, should be provided
with appropriate support from a compliance resource on theways to reach profitable business in a compliant way. This
compliance resource should also be entrusted with controlling
responsibilities on successful compliance.
The Board hence decided in 2008 to set up a complianceorganisation and to appoint a Chief Compliance Officer(“CCO”).

This Board and management commitment to compliance now
focuses on the core compliance risks i.e. those linked to export,
through the integration of the Group International Compliance
Officer and the appointment of a Group Export Compliance
Officer. Other areas of risks are also addressed such as
procurement and further risk areas will be treated as the needarises.

Organisational Structure
In order to reach efficiency as early as possible, the complianceorganisational approach is based on a right balance between
independence and proximity to the business of the complianceresource. At all levels of the company, a double reporting
principle is therefore applied, any compliance resource having
both a compliance hierarchy and an operational hierarchy.
The CCO then reports to the CEO while his independence isguaranteed through a direct access to the Board and its Audit
Committee.
In each division, a Compliance Officer was appointed in 2008.
The Division Compliance Officers report to the CCO and totheir respective division head. Their role is to cascade down theGroup ethics and compliance programme while supporting
division management in performing business in a compliant way.
Within their respective division, the Division Compliance
Officers implement adequate resources so as to reach every areasof compliance and every businesses and locations.
At Group level, Functional compliance Officers support the
CCO in defining and deploying the compliance programme intheir respective Function and/or for their specific domain ofexpertise. The Group International Compliance Officer was
appointed years ago to develop and implement the Group’s
Foreign Trade Rules aiming namely at fighting corruption inbusiness (see “— 5.1.2.2 Business ethics policy and rules”). In
addition, a new Group Export Compliance Officer was
appointed in 2008, building on the matrix organisation ofnational and division heads of export control (see “— 5.1.2.3
Export Compliance”). Both of these two Group Compliance
Officers rely on already well developed networks of complianceprofessionals covering all EADS operations, they respectively
deploy the Group business ethics policies and rules and cascadedown export control policies and procedures. At Group level,
they support the Strategic and Marketing Organisation insecuring compliant exports. Group Compliance Officers havealso been appointed in other Functions such as Finance, Human
Resources and Security. They each provide valuable complianceexpertise to their respective Function and support the CCO in
defining and deploying the ethics and compliance Programme.

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The programme roadmap
The missions and objectives of the CCO were set by the CEO
in 2008, discussed and agreed on by the Board’s Audit
Committee. The roadmap is defined to meet the objectives
set by the Board at the time of the creation of the complianceorganisation, including the nurturing of compliance culture
and strengthening of EADS credibility; the identification andmanagement of compliance risks; and the maintaining of
up-to-date compliance rules and processes as well as theirefficient implementation.
The programme is thus based on five blocks of action identified
for efficiency: identification of risks, integration and updatingof guidelines and policies, starting with the EADS Code of
Ethics; organisation and reporting; communication and training
aimed at raising awareness in order to promote compliance asa corporate culture; alert system and auditing programme.

Outlook 2009
For each of the programme’s five pillars, targets have been set
and approved.
Within these objectives, a high priority has been placed in 2009
on a specific assessment of the compliance risks, identifying theexisting and potential risks, such as the risk of corruption, therisk of violation of export control regulations or insider trading,to which the Group may be exposed. This risk review will be
performed in keeping with the company Enterprise Risk
Management process. Part of this risk assessment will include
proposals for adequate risk mitigation measures together withadequate compliance policies and processes.
Other immediate tasking concerns the update of the EADS
Code of ethics and the definition of its implementation
programme as well as the integration of communication andtraining initiatives, such as those already implemented inbusiness ethics (see “— 5.1.2.2 Business ethics policy and rules”)
and in export compliance (see “— 5.1.2.3 Export Compliance”)
or those implemented at division level.
A special attention is finally placed on the definition andputting in place of an Ethics and Compliance alert system forreceiving and addressing, in full confidentiality, employees’
concerns.

5.1.2.2 BUSINESS ETHICS POLICY AND RULES
Doing international business requires being especially vigilant
so as to ensure that all companies belonging to the EADS Group
always comply with all applicable laws and regulations relating
to international sales, as well as with very high business ethics
and integrity standards. EADS aims at setting standards togovern its business ethics and integrity policies which often
go beyond applicable laws and regulations.

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To achieve this aim, EADS has been implementing
a comprehensive set of rules and processes since 2000 aimed
at ensuring compliance with such laws, regulations and businessethics and integrity standards.

PolicyEADS is accountable to its shareholders, employees and otherstakeholders, as well as to the communities where it conducts
national or international business transactions, to comply withhigh standards of corporate governance and corporate social
responsibility. EADS is particularly committed to always act
in accordance with business integrity requirements (as set out
in the EADS Code of Ethics), and to put in place policies andprocedures consistent with all such constraints and aspirations.
The Business Ethics Policy and Rules apply to all national andinternational business transactions with Business Partners.
The fight against corruption launched by the international
institutions regulating the global business (such as the World
Bank, OECD, UN, EU, and the Council of Europe) has givenrise to a significant number of instruments. The 1997 OECD
Convention on Combating Bribery of Foreign Public Officials inInternational Business Transactions (the OECD Anti-Corruption
Convention) is presently the most efficient legal instrument tocombat corruption. Two other important international
conventions with a wider scope are the Council of Europe’s
Criminal Law Convention signed in 2005 which contains
provisions on bribery in the private sector or “private-to-private
bribery” and the United Nations Convention against Corruption(UNCAC), which entered into force in 2005 and which isrecognised to be the most comprehensive international anticorruption instrument to date, as it covers the broadest range ofcorruptive practices, including active and passive bribery ofdomestic and foreign public officials, obstruction of justice,illicit enrichment and embezzlement. In addition, one should
mention the Tenth Principle of the United Nations Global
Compact of June 2004, to which EADS has subscribed.
Together, those initiatives have led countries to establish aframework of legal instruments for fighting corruption. This is
the case for EADS’s home countries — France, Germany, Spainand the UK — which have legislation inspired by the provisionsof the OECD, UN and Council of Europe Conventions (please
see in appendix for further information).
Honesty, integrity, fairness and prudence should always drive
the behaviour of EADS executives, officers and employees in all
business transactions. EADS will not tolerate any deviation fromits Business Ethics Policy (“the Policy”) in the conduct of its
operations worldwide. There is no “opt-out” from this principle.
As a global company, EADS considers it as its duty to prohibit
all forms of corruption, whether public or private, at any stageof the negotiation or execution of a Commercial Contract.
Appropriate sanctions will be applied to EADS executive, officer
or employee for evidenced cases of infringement.

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Reducing the risk of unethical behaviour requires strict
compliance with the key EADS principles listed below, which
are the backbone of the Policy and which are to be implemented
through the EADS Business Ethics Rules (“the Rules”):> transparency for the selection;> collegiality for the decision;> centralisation for the validation;> traceability through appropriate books and records; and> monitoring of contractual relationships with third parties.
The Policy is implemented through the Rules as amended inJuly 2008. The Policy also sets forth general rules concerning,among others, gifts and hospitality granted to Foreign Public
Officials by EADS executives, officers and employees.
The Policy and the Rules shall be applied in full consistency
with the EADS Code of Ethics and in compliance withinternational anti-corruption legislations.
The Policy shall be observed wherever the EADS Group carries
out national and international business transactions. Carefulconsideration shall also be given to national legislation applicablein the context of such business transactions. A number ofcountries which have not yet signed the above mentioned
international anti-corruption conventions have, or are about tohave, introduced comparable anti-corruption provisions into
their internal legislation. EADS shall always abide by such
legislation within the context of its international business,
including when they set forth stricter provisions than the Rules.

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undergone a strict engagement procedure, based on (i) a due
diligence aimed at confirming that the prospective business
partner is reputable and qualified to work for EADS,(ii) internationally recognised standards (location, credentials,
ethical track record, etc.) and (iii) a commitment to abide by
the Group’s policies prohibiting corruption and payment ofbribes;> “Appropriate remuneration for legitimate services”. EADS isvery keen to ensure that all payments due and payable to any
business partner are justified by legitimate services rendered
and do not exceed sound market practices; and> monitoring of the contractual relationships with suchbusiness partners (and the related payments) until satisfactionof all contractual duties.
Those policies and procedures shall apply to all operations
directly or indirectly relating to foreign and national trade.
Furthermore, EADS conducts regular audits of implementationof all related agreements entered into by BUs to verify thatGroup policies and procedures are properly implemented and the
BUs are instructed to report on a yearly basis on theimplementation of such policies and procedures. This isespecially the case concerning the payments made to thebusiness partners, which must at all times be fully justifiable.
In 2008, EADS has a network of around 20 International
Compliance Officers (“ICOs”) representing each division/BU.
ICOs are responsible for ensuring the correct application of thepolicies and procedures within their respective BUs. They arealso in charge of nominating appropriate “ICO correspondents”
in each BU’s controlled entity with a view to properly cascading
the compliance duties in all operating countries.

Organisation
The EADS Business Ethics Policy and Rules

EADS has implemented a detailed corporate policy, the EADSBusiness Ethics Policy and Rules, which applies to allinternational and national operations of the Group’s entities, andwhich is intended to detect and prevent bribery and unfair
dealing in international sales.
The policy entails effective control of international and national
operations, through the conduct of appropriate due diligence ofbusiness partners, regular audit and reporting mechanisms andenhanced training sessions within all Divisions and Business
Units of the Group. It also sets out appropriate guidelines
regarding the acceptance of gifts and hospitality.
The main pillars of the Business Ethics Rules are the following:> transparency in the selection of all business partners. All
business partners engaged by an EADS company havePartnerships and initiatives
EADS is also developing regular contacts with international
bodies such as the OECD, the International Chamber ofCommerce (“ICC”) and the European Union (“GRECO”) andpeer companies with a view to setting and promoting integrity
standards in the aerospace and defence sector. In this respect,
EADS works closely with the European Aerospace & Defence
Industries Association of Europe (“ASD”) and its members(such as CIDEF and GIFAS in France, BDLI in Germany,
ATECMA & AFARMADE in Spain or SBAC in the UK), andalso with major European aerospace and defence companies. As aconsequence, ASD has produced, in 2007, a “Common
Industry Standards” document (“CIS”) approved by the ASD
Council, to promote and enhance integrity practices amongst its
members. This document defines the principles aiming at
setting high standards, exchanging best practices, promoting
training and compliance programmes, and more generally
generating and disseminating common European industry
positions on ethics and anti-corruption issues to observe andEA DS REGIS T RAT ION DOCUME NT 2 0 0 8

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apply national legislation on anti-corruption rules implementing
the 1997 OECD Convention against corruption and the United
Nation Convention Against Corruption (“UNCAC”) as well as
any other applicable laws. The largest international aerospaceand defence companies and associations have adhered to the CIS.

The Group has also updated in September 2008 the leaflet
entitled “EADS Business Ethics Policy and Rules: Transparency &Substantiation”, which is given to all prospective business
partners. This leaflet summarises the Group policies andprocedures regarding selection of business partners.

EADS promotes and opens dialogue with other companies andindustry associations, especially those belonging to OECD
countries (e.g. US), but also non-OECD countries at a later stage.
As a matter of fact, EADS views such an international initiative
as a perfect opportunity to enhance the level playing field which
the OECD Convention, and thereafter the UN Convention,
have started to establish i.e. criminalise corrupt practices,develop national institution’s to prevent corrupt practices and toprosecute the offender, cooperate with other governments torecover stolen assets and help each other to fight corruption,
reduce frequency and reinforce integrity.

The Group’s ICOs meet periodically to share concerns and bestpractices. An annual ICO Conference has been organised since2003 involving more than 100 people involved in foreign/national trade business and operations. The last “International
Compliance Officers Workshop” held on September 2008 in
Paris was focused on the EADS Rules dedicated to:

EADS is also maintaining a relationship with the ICC anticorruption Commission and the French Corruption Monitoring
Council (Service central de prévention de la corruption), which
signed a convention with EADS in 2003.
According to a survey conducted by Novethic and the SCPC(Service Central de Prévention de la Corruption) in 2006, only
seven companies amongst those belonging to the French CAC
40 are reported as being transparent and meeting international
standards. EADS is one of these companies.

Performance and Best Practices
In July 2008, EADS made the last amendment of the Business
Ethics Policy and Rules, as a result in particular of advice
received from reputable international experts in business ethics
and anticorruption laws and practices. The main objective of
these amendments was to adapt the Rules to the evolution of
the Group, and to disseminate the identified best practices
across the Group as a whole, with the aim to constantly monitor
the Rules according to the industry standards and best practices.
EADS conducts regular assessments and audits to detect andspread Group best practices in business ethics.
In addition, the Group has developed a comprehensive training
policy so as to disseminate an awareness culture within all BUs.
All employees dealing with international and national businessattend such training sessions. In order to communicate andexplain the Group’s corporate values and policies to allconcerned, around 90 training sessions took place in 2008 across
EADS, sometimes with the attendance of third parties(prosecutors, representatives of international bodies, lawyers,etc.). This represents a very high number of training sessions,which demonstrates that the dissemination of the EADS
compliance culture in all BUs is a key element of EADS’management system.

172 EAD S R EG I S TR ATI O N DOC U ME N T 2 0 0 8> the evolution of the legal environment re. corruption;> the new update of the Business Ethics Policy and Rules;> real-case examples of judicial practices re. investigation ofcorruption cases;> corporate Audit findings on compliance inside the Group;> criminal liability;> the market-access projects to increase EADS footprints.
The workshop also details the achievements made regarding theimplementation of the Business Ethics Policy and Rules.
EADS also releases Group-wide internal bulletins on a regularbasis, the so-called ICP Info Newsletters (International
Compliance Programme Newsletters). These focus on theevolution of the regulatory environment for foreign trade andhighlight information reported by international media regarding
the fight against corruption and economic crime worldwide.
These bulletins complete and update the information given to
EADS employees during the training sessions.
In relation with its businesses, EADS uses business partners inorder to provide appropriate assistance and expertise to BUs on
current or potential business for EADS and/or promote EADS
products or services in various countries. The contractual
arrangements for such services are governed by internal rules
and policies that describe the entire contractual process, fromthe selection of the partner to the implementation and executionof the agreed service. In order to ensure that the rules areunderstood and strictly applied, consultant, service providers
and offset service providers agreements are audited. The purposeof these audits is to check the substantiation of the contractual
duties delivered by the business partners in exchange forremuneration. The table below presents information concerning
the percentage of consultant and other business partners files
audited in each of the past three years.

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CORPORATE RESPONSIBILITY & SUSTAINABILITY> 5.1 | Governance, Ethics and Compliance1Consultants & other business partners files audited*

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2008

2007

2006

91.9%

95.2%

94.9%

Number of ICP Info Newsletters issued

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3

Number of training sessions held by ICOs

90

87

76

Scope: EADS.
* Total audited files/Total active files of consultants and other business partners.
Improvement of the Rules’ implementation process within existing, and new EADS controlled entities, has increased the number of Consultants and other Business Partners files received by
EADS International Operations. Consequent adjustment in EADS perimeter has lead to additional audits in 2008.

5.1.2.3 EXPORT COMPLIANCE
Policy> “EADS complies with all national, EU, and UN import andexport control related laws and regulations for commodities,
technical data, software, and technical support.
> EADS follows the guidelines of the applicable export control
administrations The Group always obtains licenses and othergovernment approvals prior to exporting controlled goods
or technology.
> EADS is committed to implementing industry best practices,and has established internal policies and processes also to
optimise its overall business objectives worldwide, which may
exceed the requirements of national laws and regulations.”
The EADS CEO in this context has stated the following:“EADS Group is a global enterprise that provides high technology
products and services to its customers utilising the talent, resourcesand expertise of its international workforce. The products andservices we provide include cutting edge technologies and productsthat are relied upon by armed forces and domestic security
organisations. These products and services not only can be used toprotect national and international peace and security but also canbe used to threaten our peace and security if allowed to fall into
the wrong hands.
Each of the nations in which the EADS Group does business has
controls on the export and transfer of its goods and its technologies
that are considered to be important to its national security and its
foreign policies. As a global enterprise, it is our responsibility, as
well as in our business interest, to respect and to comply with eachof those controls. Failure to comply with applicable national controls
could prevent the EADS Group from doing business in our key
markets and could result in serious penalties for the Group and forthe individuals concerned.”
To underline the top management commitment to Export
Compliance, the EADS CEO has issued an “Export ComplianceDirective” defining the EADS policies and giving guidance fororganisations and processes. Furthermore, the Chief Compliance
Officer and the Chief of Strategy and Marketing have jointly
issued a detailed definition of “Responsibilities within the
EADS Export Compliance Organisation”.

Organisation
For strengthening the Export Compliance Organisation, aGroup Export Compliance Officer has been appointed,
reporting to both the Chief Compliance Officer and the Chiefof Strategy and Marketing Organisation. This dual reportingreflects the spirit of “independence and effectiveness” whichis the basic principle for the whole compliance organisation.
He chairs the “Export Compliance Council” consisting of thenational and the divisional heads of Export Control, who also
report to the Group Export Compliance Officer in addition
to their reporting within the operative units.
Building upon this organisation, the Group Export Compliance
Officer can rely on a well developed matrix of professionals
covering all EADS operations.
The national export control organisations in each country
assure compliance with the respective national laws andregulations. They give approval or advice for all export
activities (prospecting, negotiation, offers, proposals, licensing,shipment…) at the earliest possible point in time. These
organisations are also responsible for adequate education andtraining of all export control officers in the Divisions, andcommunication of applicable laws and regulations. They also
ensure harmonised licensing procedures according to therespective national regulations. Meetings between the national
export control organisations are held on a regular basis.
The cross country divisional export control organisations handle
the business specific issues and the day to day business andcontrolling compliance with licenses at the final stage of thedelivery of the goods, technologies or services.
In each of its home countries, EADS is known as a reliable
exporter. It works closely together with the government in
the ultimate goal of preventing proliferation of sensitive goods
and technologies to non reliable countries or persons. For any
delivery, EADS checks the reliability of the end use and theend users according to various criteria.
In recognition of EADS seriousness and reliability, the Groupis a privileged partner to the governments of its home countries
and e.g. holds Global Project Licences and simplified approvaland exporting procedures.

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Although the responsibility and liability for exports is in thehands of its BUs, the CEO reserves personally the assessmentof any export in sensitive countries by a special directive andspecial procedures. This procedure is based on a case by casereview in which EADS’ Strategy and Marketing Organisation
provides EADS’ top management with legal elements andgeo-politics inputs for the final review.
If a planned export may be of concern for one of EADS’ homecountries, the situation is checked in close connection withgovernmental authorities.

Performance and Best Practices
The Export Compliance Council holds quarterly meetings forexchanging information, establishing specific cross country andcross divisional procedures tailored to the needs of the operative
business (aeronautics, defence and space).
The national heads of Export Control are responsible for issuing
and keeping up to date national export control compliancemanuals on the basis of the CEO’s directive, and on EADS
internal policies, principles and rules.
Export control education is part of EADS’s management
development programmes. Training and education sessions areheld for employees and managers of all disciplines and operative
organisations which are involved in Export Control matters(sales, procurement, contracts, engineering, programmemanagement, logistics, etc.).
Some countries apply their export and re-export regulations
extraterritorially (e.g. the US), and defence items procured in
the Global Supply Chain may contain re-export limitations
and provisos. In order to ensure compliance, and to avoid both
legal and economic risks derived therefrom, EADS has issued
a Directive for the Procurement of Export Controlled Items.
In doing so, Export Control Classification of items is managed
from the beginning of the supply chain in the whole lifecycle,
thus also minimising economic risks of compliance cost in later
programme phases.

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The EADS Export Compliance System is regularly audited andreviewed both internally and by governmental authorities. Also,
governmental export controls of compliance with laws andregulations for exports are performed.
In 2005, in addition to regular external audits, a comprehensive
internal audit took place for the Export Control Systems in eachcountry and in each division with no major complaints.
Export Compliance matters are also integrated in EADS’Enterprise Risk Management System.

5.1.2.4 COMPLIANCE WITH THE OTTAWA TREATY
AND THE OSLO CONVENTION
Recent international conventions proscribe anti-personnel
landmines (Ottawa Treaty) and certain munitions(“clustermunitions”, as defined in the Convention on Cluster
Munitions, “Oslo Convention”).
EADS conducts its business in full compliance with allapplicable laws and regulations. In this respect, EADS complies
with the Ottawa Treaty. Moreover, as a part of its values ofsocial and ethical responsibility, EADS is already committed tothe terms and principles that are laid down in the Oslo
Convention even though this convention is not yet binding.
EADS wishes to underline that neither it, nor any of its
subsidiaries, is involved in the production, use, maintenance,
offering for sale, distribution, import or export, storage ortransportation of anti-personnel landmines or cluster munitions
targeted by the Oslo Convention.
Since EADS is always consistent with the highest industry
standards, we are committed to respect and implement the
Ottawa Treaty and the Oslo Convention throughout theGroup and, as part of our overall approach towards corporate
responsibility, the present statement has been included in
the annual report.

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5.2 SUSTAINABLE GROWTHEADS supplies some of today’s most advanced technology inthe field of aerospace and defence. EADS strives to meet thecustomers’ requirements for competitive, cost effective andinnovative technology. The Group’s development relies on

its ability to deliver products and services that meet customers’
requirements. Sustaining this development requires focus
on the product quality, continuous innovation and the best
supplier management.

5.2.1 Product Quality and Customer Satisfaction
As an industry leader in aerospace and defence, EADS isconstantly striving to build upon its solid reputation for
excellence in its products, processes and people. With a focus
on continual improvement and on building customer confidence
by improving On-Time and On-Quality Delivery (“OTOQD”),
EADS demands that every area of its operational businesschallenges and improves its levels of quality and operational
excellence, internally and throughout the supply chain.

5.2.1.3 PERFORMANCE AND BEST PRACTICES
A major initiative, the EIP, was launched to deliver enhanced
Customer confidence and satisfaction through driving
operational improvements in those industrial processes which
contribute to achieving OTOQD of products and services to
end customers. In 2006, the EADS Improvement Programme
was deployed throughout all EADS BUs.
This EIP acts on four key areas for improvement:

5.2.1.1

POLICY> “EADS is fully committed to achieving the highest levels ofcustomer satisfaction, driving continuous improvements in thequality of its products, processes and people and deploying themost demanding Quality Management Systems.
> EADS actively seeks key customer feedback through a structured
Group-wide process of Customer Reviews.”

5.2.1.2 ORGANISATIONThe Head of Corporate Quality & Business Improvement,
reports to the Chief Technology Officer (“CTO”), is in chargeof stimulating, coaching and supporting the BUs to implement
continual improvements in operational level OTOQD
performance and to maintain and improve customer confidence
in EADS.
In particular, he chairs an EADS Quality Council with seniorlevel representatives from each BU to agree on actions andpriorities and to drive OTOQD deployment in all BUs.
CQBI animates, supports and drives a network of BU
operational level experts to ensure that the EADS Improvement
Programme (“EIP”) is tuned directly to the needs, priorities
and maturity of each BU in line with EADS 2020 Vision.
CQBI also represents EADS in relevant Quality, Standards
and Regulatory bodies at both National and International levelcommensurate with the status of EADS as a global aeronautic,
space and defence company.

Customer Confidence
EADS operates in a business where long term relationship isneeded with Customers. An EADS products’ average life span is
40 to 50 years. Customer confidence is therefore absolutely key.
A common methodology was introduced in early 2005, witha view to deploying it consistently throughout the Group. This
Customer Review process (“CRp”) methodology is based ona structured series of interviews targeting the key decision
makers at EADS’ strategic customers. These interviews are
performed by the BUs’ top management.
The goal is to measure the level of customer confidence, which
is more important than satisfaction in determining its loyalty.
EADS aims to assess and to continuously improve therelationships with each of its customers. Improvement plans
which result from these interviews are reported to theinterviewees.
A total of more than twenty CRps have been launched fromthe beginning of the programme.
More complex CRps are implemented for Defence customers.
They are conducted at national level rather than at BU level,
governments’ procurement activities being by nature cross-BUs.
A Defence CRp was performed in each of the four EADS
home nations.

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The approach has been warmly welcomed by Customers
worldwide. In some cases, the EADS culture of “actively
listening to the Customer” supported the Group in winning
new contracts.

First outputs are a unified EADS Career Path model, a core PM
foundations training, specific Development Centers and an
adapted Mentoring approach for Programme and Project
managers.

The French and UK MoD praised and valued EADS’ “Customer
attitude” and fully support the continuing process.

Being the basis for a common EADS PM language andterminology, the EADS PM framework has been created andissued as the common referential, defining the key
characteristics of the processes for managing programmes.

Most BUs have now engaged in the process and some thirdrounds are being launched when results from the previous
rounds can be witnessed by Customers.
The Customer mindset is spread throughout the Company withthe target of embedding it in EADS’ culture and Quality
Management System.

Programme Management
In order to significantly improve the EADS programme
performance and as a consequence boost customer confidence,
EADS has launched a group-wide initiative in 2008 under thesponsorship and special mission of the Airbus COO.
Following the creation of a dedicated PM Council and PM
Network in 2007, a PM Steering Board with decision making
authority for group-wide performance improvement actions has
been created in 2008, comprising the most recognised
Programme Directors and Heads from each of the EADS
divisions complemented by representatives of the support
functions Finance, HR, Business Improvement and Quality.
The Steering Board is chaired by the Airbus COO in his special
mission for the EADS group, and> defines the roadmap and the action plan;> sets the priorities of work to the PM Council;> legitimates the role and the PM Council action.
An action plan for PM performance improvement has beendeveloped, approved and issued by the PM Steering Board forcross-business deployment starting in 2009.
The actions are clustered into the three domains:> Capability Development: to define and implement thecompetence development strategy for the core PM population> Methods & Tools: to develop, deploy and continuously
improve programme and project management processes andtools> Operational Support: to provide operational support toprogrammes.

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The process of spreading best-practices between programmes anddivisions started, using the outcomes of technical programme
assessments, best practice marketplaces and seminars, technology
readiness reviews, and others to establish the areas where
maximum benefit could be gained by cross-divisional
collaboration.

Lean Operation
Lean Operations at EADS is driving Continual Improvement in:> the elimination of non-value-adding activity;> forging closer links throughout the Global Supply Chain; and> ensuring processes are robust in all Operational workflows.
All EADS divisions have been actively working in lean-based
performance improvements in the manufacturing and supply
chain areas for several years. EADS is now focused on leveraging
these individual improvement actions to accelerate deployment
across the Group by actively spreading Best Practices (e.g. EADS
Lean Day for Plant & Operations Managers on June 2008 in
Manching was focused on Manufacturing & Supply Chain Best
Practice through Airbus Sup@irworld — common presentation
made by Airbus & Eurocopter).
In order to effectively drive this, EADS has created a Lean
Operations council (quarterly meetings starting in 2007)
comprising Senior Executives from each division having boththe expertise and authority to drive lean-based improvements
within their respective division and an additional initiative
through the Lean Development Council is running fromJanuary 2008 (Quarterly meetings) and is mainly focused on an
EADS framework for a Lean assessment model.

DRIVER and EADS Black Belt
EADS equips managers with an “Improvement Methodology
and Toolkit”. This is the purpose of the “DRIVER”
methodology defined in 2005, along with the complete training
syllabus (more than 10 training modules and 30 tools). DRIVER
is EADS’ specific Improvement methodology. The
corresponding training can be delivered in the format of“Executive Black Belt” (0.5 day), “EADS Silver Belt” (2.5 days),“EADS Green Belt” (4 days) or “EADS Black Belt” (16 days). To

CORPORATE RESPONSIBILITY & SUSTAINABILITY> 5.2 | Sustainable Growth1

be recognised as Qualified Improvers, EADS Black Belts mustcomplete, on top of their training, an improvement project thatcan deliver measured benefits in terms of On Time on Quality
Performance, costs savings, Customer Confidence or a mixtureof the three elements.
A learning management system (“LMS”) supports and monitors
the programme deployment, also enabling candidates to share
best practices and use trans-BU networks for mutual support. At
the end of 2008, 540 people had been enrolled as EADS Black
Belts in the sessions held across EADS divisions and BUs. A
total of 1,019 Executive Black Belts, 788 EADS Silver Belts and1,117 EADS Green Belts have been achieved.

5.2.1.4 STANDARDISATION
Standardisation is a driver of competitiveness and can make thedifference in an increasingly more demanding market. Standards
imposed through regulation continuously challenge ourorganisation, with a direct impact on our products, people andcompany, and a direct link to legal and penal consequences incase of failure.
The domain of standardisation is very extensive; it involves
many organisations that produce, publish, manage or apply
standards that have an impact on the business, operation andproducts of EADS. The ability to focus on those standards thatare most relevant to our business is vital. Having selected thetype of standard relevant to each business areas, EADS with its
divisions must then be in a position to influence theirproduction and understand the results.

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An EADS Standardisation Policy, for the whole EADS Group,
defines how EADS will do this in the framework of ourinternational and national organisations. This policy states thelong-term vision against which the EADS Group can test any
decisions that we make regarding external standards and outlines
the strategy we shall adopt to achieve it and the principles of
implementation.
This policy also describes the process for reviewing andinfluencing external standards and how to purchase and to makethem available within the EADS divisions and Business Units.
The EADS Standardisation Panel, composed of representativesof each division and Business Unit and chaired by CQBI, hasdeveloped this policy.

5.2.1.5 TECHNICAL ASSESSMENTS
The EADS Chief Technical Officer is responsible for Technical
Assessments upon request of the EADS CEOs/Executive
Committee or EADS divisions and Business Units.
For the benefit of CTO and to support programme activities,CQBI is in charge of leading the technical assessment using
independent experts mainly coming from the different EADS
divisions and Business Units. Different assessments have been
performed in 2008, for example focussing on SIDM, A400M
and NH90 programmes, with the aim to propose
recommendations and to resolve main issues addressed.

5.2.2 Sustaining and Protecting Innovation
2008 SUMMARY
In 2008, the Corporate Technical Office introduced initiatives tosupport Vision 2020’s strategic goals, while further improving
research and technology productivity. The EADS Corporate
Technical Office (CTO) introduced measures to foster EADS’sustainable growth by developing leading edge, including “ecoefficient”, technologies. At the same time, it continued to
improve the efficiency of research and technology (R&T),
technical processes and information management.

RESEARCH AND TECHNOLOGYThe CTO continued to pursue many measures needed to achieve
the R&T goals associated with Vision 2020. These included
establishing roadmaps for key technologies, starting a groupwide ‘green’ technologies group, planning how to recruit
sufficient engineering talent, and improving R&T management.

EADS now has an R&T leadership team across the Divisions,
implementing a streamlined approach to capture synergies. For
example, EADS Innovation Works, the research arm of theGroup, and the Defence & Security division have a new
co-located research facility in Newport, Wales in the United
Kingdom.
Management focuses R&T spending on a number of larger
projects, thereby ensuring more concentrated investment of
R&T funds in strategic directions. To maximise the resources of
the R&T budget, EADS continued to increase its contracting
activities with European governments. Additionally, R&T
operations targets are to increase efficiency by approximately
10% and to reinvest the proceeds in technology development.
Global R&T collaboration continued to grow outside Europe inorder to access a diverse pool of scientific and engineeringexpertise. Partnerships with leading research institutes expanded
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in Canada, India, Russia, Singapore, China and the UnitedStates.
Across EADS, 2008 was a significant year for technology
development, with notable innovations ranging from civil
aircraft fuel cell research, to synthetic fuel testing, low emission
diesel helicopter propulsion and technologies for the securityof the public.

CORPORATE TECHNICAL OFFICE ORGANISATIONThe Chief Technical Officer’s (CTO) mission is to be R&T focal
point for the entire Group. The CTO ensures that businessstrategy and technology strategy are closely linked. He is
responsible for the development of design and manufacturing
tools and innovation across EADS. The CTO is a member of the
EADS Executive Committee and has the responsibility for theentire R&T budget and R&T production in EADS. The CTO
delivers shareholder value through a disciplined, leading-edge
R&T portfolio that enables the introduction of new technologies
on future products with strong returns-on-investment. The
CTO also aims at maximising customer excitement by providing
high-value solutions that meet the technological, performance,
safety, and cost-competitive requirements. In addition, the CTO
addresses broader public concerns of with solutions thatencompass safety, security, environmental compatibility andenergy efficiency.
The EADS Executive Technical Council (“ETC”), chaired by the
CTO, is made up of the technical directors of each division. The
ETC is responsible for ensuring alignment with the Group’s
technology strategy and implementation through the GroupR&T road map. The ETC ensures that a balance is maintained
between the top-down strategic guidance and bottom-up.
Group Innovation Networks and their leaders (“GINs” 1-5) in
the CTO’s team report to the Chief Operating Officer
Innovation to ensure that R&T synergies are exploited
throughout EADS divisions and the EADS Innovation Works.
The COO Innovation is chairperson of the R&T Council (RTC),
which is made up of the R&T Directors of the Divisions/
Business Units, and the head of EADS Innovation Works.
The CTO steers the EADS-wide harmonisation of transversal
technical processes, methods and tools, and skills development
programmes, such as systems engineering, common tools for
Product Life-Cycle Management (PLM/Phenix) and systems
engineering training and qualification. The CTO team also
carries out technical assessments on behalf of the CEO and the
EADS Executive Committee.
The head of EADS Innovation Works (IW) reports to the CTO.
EADS Innovation Works manages the corporate R&T
production that develops the Group’s technical innovation
potential. Driven by the EADS R&T strategy, EADS IW
identifies new technologies that will create long term innovation
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value for the group. EADS Innovation Works operates two mainsites near Munich and Paris and employ approximately 650
people including doctorates and university interns. Proximity
centres are maintained in Toulouse, Nantes and Hamburg tosupport the knowledge transfer to business units. A liaison
office operates in Moscow, which coordinates relations withleading Russian scientific institutes. EADS operates R&T
centres in UK, Spain, Singapore, and is establishing a presencein India in 2009.
EADS Innovation Works and the EADS R&T community in the
Divisions maintain and continually grow partnerships withleading universities and high-tech engineering schools throughemployment of thesis students, post-graduate interns anddoctorates, and by research contracts.

PERFORMANCE AND BEST PRACTICESa) The R&T Strategic Approach
The strategic obligations for EADS include the developmentof core competencies and core technologies for platform andplatform-based systems architecture and integration. In parallel,
EADS strives to keep the innovation pipeline flowing in orderto replace ageing technologies and processes.
Building on the identification, evaluation and clear prioritisationof critical technologies for the Group, EADS is shaping atechnological policy that strengthens group synergies and is
aimed at maintaining and when needed, increasing EADS R&T
efforts. Each division is responsible for proposing its own
targets, and at securing public and private R&T funding.
The EADS R&T strategy is driven by:> Shareholder Value: a stringent, leading-edge R&T portfoliothat enables flawless introduction of new technology on
future products and delivers strong Return-on-Investment;> Customer Excitement: High-value solutions that meet
the technological, performance, safety, and cost-competitive
pressures that challenge the future;> Upstream contribution to successful on-time, on-quality,
on-price introduction of new products and processes;> Technology leadership to fuel business growth;> Societal Responsibility: R&T solutions that contributeto mobility, environmental protection, safety and security
requirements.

b) R&T Production and Management
EADS R&T activities cover a wide spectrum of technologicaldomains and they are targeted at the different levels in the value

CORPORATE RESPONSIBILITY & SUSTAINABILITY> 5.2 | Sustainable Growth1

chain and structured according to the timelines of short-term
committed programmes, medium-term optional programmes andlong-term advanced concepts for the introduction of newtechnologies into the company’s product and manufacturing
pipeline:
R&T for Advanced Concepts - Integrated Demonstrators
Technological/Operational Studies

All EADS divisions work to generate new product concepts inline with the R&T strategy to maximise future businesspotential. These concepts explore and generate new ideas, while
pushing the limits of what is technically possible, today.
The portfolio is currently focused around four growth axes:
Mobility (e.g. air traffic management), Environmental Protection(e.g. energy solutions, optimised platforms), Defence, Safety andSecurity (e.g. illicit materials detection and aircraft
communications protection), and Services.

c) EADS Corporate Foundation for Research
In September 2004, the Corporate Foundation for Research(Fondation d’entreprise EADS) was founded in France topromote multidisciplinary research in air and space technologies
and foster exchanges between researchers in government, private
industry and higher education research institutes.
With a total endowment of € 24 million over 5 years, theFoundation is now in its fifth year and its extension for anotherfive years is under consideration. It has funded more than 60
research projects (including doctoral and post-doctoral) as well as
three scientific chairs.
One of the Foundation’s goals is to build ties between the
public research community and the education sectors. To thisend, each year it awards excellence in the field of Research,which promotes exemplary male and female scientists whoachieve milestones in their research work in collaboration with
the industrial sector. Every year, it also gives six ‘Best Thesis’awards in mathematics, engineering sciences, earth sciences,
physics, information technologies and interdisciplinary domains.
The Foundation supports other organisations with which it
shares common objectives, namely the French Aeronautics andSpace Research Foundation, the Institute for Higher Scientific
Studies (IHES), which is dedicated to advanced research inmathematics and theoretical physics, and the C. Génial
Foundation, which helps to increase scientific and technicalinterest, particularly among young people. Through this latest
effort, the Foundation supports the “Science in Schools”
initiative aimed at creating a new image for teaching science in
middle schools, grammar schools and foundation courses.

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Back to Contentsd) Bauhaus Luftfahrt (an Aviation Research Think Tank)
EADS and the government of the German state of Bavaria
joined forces with two other German aerospace companies tofund Bauhaus Luftfahrt, a think tank for creative andinterdisciplinary research activities in the field of aeronautics.
Bauhaus Luftfahrt will enable EADS to consider new,groundbreaking research in the field of aeronautics by adopting
an innovative approach to future-oriented, visionary solutions.
e) Competence Management
In 2005, EADS implemented an Expert policy in order to
identify and promote employees mastering the Group’s criticaltechnical capabilities. Experts are indeed a corner stone of EADS
policy to reinforce its technological leadership. About 1,150
experts, senior and executive experts from EADS’ five divisions
and covering all technical fields contribute to:> support customers into complex problem solving;> implement innovations into new products and services;> increase and share technical knowledge;> secure intellectual property.

f) Recognising Talent as a Strategic Human Capital
In November 2007, EADS hosted the first Hall of Fame
ceremony, which award prizes to nine of its employees fromacross the Group. Four categories of awards were given: the best
inventors, those that are developing and patenting newtechnological inventions; the best innovators, the people who
implemented innovative projects during last two years that
helped generate a significant revenue increase or competitive
advantages; the craftsmen, those individuals with unique skills,
which give the company a valuable competitive advantage anda “Special Prize” to a team, in order to recognise the best
improvement initiatives to generate savings, to deliver on timeor to increase quality (in 2007: the “Best Lean Manufacturing
Team”). The next nomination process and ceremony will takeplace in 2009.
5.2.2.1 PROTECTING INNOVATION:INTELLECTUAL PROPERTYIntellectual Property (“IP”), such as patents, trademarks,
copyrights and know-how plays an important role in the
production and protection of EADS technologies and products.
IP rights are the primary instrument for a technology-driven
company. Patent portfolio development and territorial coverageis therefore key for availability and control of technology tosupport for future growth. The use of IP rights enables EADS
to remain competitive in the market and to manufacture and sell
its products freely. It is EADS’ policy to establish, protect,maintain and defend its rights in all commercially significant IP
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and to use those rights in responsible ways. In 2008, EADS was
ranked number 4 in the United States for the total number ofaerospace and defence patents the company filed.

Organisation
The general management of IP in EADS is conducted throughan IP Council led by the EADS Chief IP Counsel. Executives
responsible for IP at the main subsidiaries sit on this council.
Each of the subsidiary companies of the Group owns the IP
which is specific to its particular business and has been generated
by this subsidiary. Where IP is of common interest throughout
the Group, the subsidiary that generated it may issue a license
allowing its use elsewhere (respecting the interests of the othershareholders when appropriate). EADS also owns IP directly or
under license agreements with its subsidiaries. EADS centralises
and coordinates the Group’s IP portfolio, participates with thesubsidiaries in its management and promotes licensing ofcommon IP between the subsidiaries. EADS controls theprotection of its IP made in the strategic countries.

Performance and Best Practices
To increase the added value of the Group, the EADS CTO teampromotes sharing within the Group of all the knowledge of the

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BUs and the sharing of resources, skills, research and budget todevelop new knowledge, while respecting existing contractualand legal frameworks. For example, all the contracts between BUsof the Group concerning shared R&T must have provisions
allowing for the flow of knowledge (EADS R&T Network rules).
In 2008, the EADS IP portfolio comprised approximately
7,000 inventions (approximately 6,350 in 2007), which arecovered by more than 25,600 patents throughout the world. The
increase in the number of patents filed during 2008 gives a good
indication of the greater momentum in R&T and productdevelopment. 1,088 patents were filed in 2008, comparedwith 957 in 2007. As a result of an increased effort EADS
climbed in the Wall Street Journal’s Patent Scorecard ranking of
top patent filers from 9th to 6th in the US Aerospace & Defense
hit list, which is underlining EADS’ emphasis in the US market.
For international patent protection, EADS uses the Patent
Cooperation Treaty, which provides a simplified system forinternational patent filing. In 2007, 386 international
applications were published for EADS and its divisions
according to World Intellectual Property Organization’s annual
report. EADS is therefore the number 1 Aerospace & Defence
company in the world in terms of international patent filing.

2008

2007

2006

2005

New inventions filed (some of which covered by several patents)

1,088

957

792

586

EADS patents portfolio (year end)

25,66520,65318,36615,036

Scope: EADS.

5.2.3 Supplier Management: Fostering a Mutually Beneﬁcial Relationship with EADS’ Suppliers
EADS’ Sourcing Vision is to deliver a competitive advantage by
winning, integrating and developing relationships with theworld’s best suppliers. The EADS Sourcing Strategy is designed
to support this vision.

5.2.3.1 POLICYThe EADS BUs Procurement Policies reflect the following
statements:> “suppliers represent a high proportion of the value of EADS’
products, and play an important part in customer satisfaction.
As such, EADS endeavours to integrate them fully in an ethicalway of doing business;

180 EADS R EG I S TR ATI O N DO C U ME N T 2 0 0 8> fostering a mutually beneficial relationship with suppliers,
EADS’ sourcing principles require all suppliers to be responsible
and to implement its standards and requirements across alllevels of the supply chain;> EADS is committed to long term relationships and partnerships
with its suppliers, in particular in the engagement in thedevelopment of technological know-how”.

5.2.3.2 ORGANISATION
Sourcing Strategy
EADS Corporate Sourcing is the strategic architect of sourcing
functions and provides overall orientation for sourcing activities

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across the Group, in particular regarding the key elements of the
Sourcing Strategy, which are Procurement Marketing and Global
Sourcing, Joint Sourcing, Supplier Evaluation and Risk andOpportunity Sharing:> procurement marketing and global sourcing aim at
identifying the best potential suppliers worldwide and atevaluating them with regard to their capabilities and theircertifications. Procurement marketing is extremely important
as EADS targets new global supply markets to support EADS’
globalisation objective (40% sourced outside Europe in 2020);> joint sourcing activities allow purchasing power to beleveraged across EADS. A group of Lead Buyers bundles
procurement volumes of selected material groups for common
negotiation. The Joint Sourcing also allows all EADS BUs touse a common EADS contract per supplier;> the EADS supplier evaluation and development process
guarantees that suppliers’ performances are regularly
evaluated. Suppliers can expect that the same processes andcriteria (Commercial, Logistics, Quality, Technical andCustomer Support) are applied across all BUs. Evaluations areshared with suppliers in order to discuss further
improvement and development plans. Due to the complexityof the procured systems, EADS favours long-term, mutually
beneficial, reliable and stable relationships with key
suppliers. Consideration for partnerships is limited tosuppliers who continuously show excellence in theirperformance, who can demonstrate a credible long terminterest and who are able to support their business interest
with their own developments and investments. In that
context, suppliers are involved at the early stages of productdevelopment;

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have organised Sourcing networks in order to coordinate otherstrategic topics across EADS divisions. Listed amongst thesestrategic topics, CSR is managed by a dedicated Sourcing CSR
Network. The Sourcing CSR network pursues the objective offormalising the EADS CSR Sourcing management processes andassociated documentation. This Network is composed of focal
points in each division’s Procurement organisations and iscoordinated by EADS Corporate Sourcing.

5.2.3.3 PERFORMANCES AND BEST PRACTICES
Sourcing context in 2008
With three fourths of its revenues sourced from external
suppliers, efficient and effective supplier relationshipmanagement is a key factor of EADS’ success. EADS’ top 50
suppliers account for 61% of the sourcing volume and the top
250 suppliers account for 75%.
Complex systems and equipment account for 39% of EADS
procurement. Structures, material and product-related services
also account for 38%, while non product related material
accounts for 23%.
While EADS likes to see itself as an important customer for its
key suppliers, EADS wants them to be independent and at theedge of technological development. On average, EADS’ suppliers
make no more than 11% of their revenues from EADS. Most of
EADS’ sourcing volume is provided by large companies. The
remaining Sourcing volume (15%) is spread across a large numberof small and medium sized enterprises, as per the European
Commission definition, i.e. with less than 250 employees or lessthan € 50 million turnover.

> both business risks and opportunities should be adequately
shared with suppliers. Procurement Policies of EADS’ BUs
address all typical business risks, including risks attached to
CSR, and suggest how they should be dealt with in EADS’contractual agreements. Procurement Policies also set out the
principles and guidelines for conducting business with current
and prospective suppliers. These guidelines describe how
partnerships should be handled in an equitable manner in theinterest of all parties concerned and how disputes should be
dealt with professionally and as quickly as possible inaccordance with the agreed partnership arrangements.

Sourcing activities focus on the EADS home countries France,
Germany, UK and Spain, and on the US Sourcing outside the
EU and North America is still limited. However, EADS sees its
global sourcing activities increasing to better use opportunities
and to support sales. As in past years, most of EADS’ suppliers
are located in the EU (77%) and North America (21%) regions inwhich social, economical and environmental practices are
regulated by applicable norms and laws. EADS’ Sourcing
contractual terms request that these suppliers shall comply at
any time with laws and regulations on economical,
environmental and social standards and make best efforts toanticipate forthcoming changes in these standards.

Sourcing network
Each EADS division and BU has its own sourcing function.

To reinforce supply chain compliance to EADS CSR related
requirements, EADS tier one suppliers are contractually boundto flow-down these requirements to tier two suppliers.

The five EADS divisions’ Chief Procurement Officers compose
the Chief Procurement Officers Council (“CPOC”) which ischaired by the EADS Chief Procurement Officer. This Council
is responsible for implementing the EADS Sourcing Strategy
within each division of EADS. The Chief Procurement Officers

Procurement policies also reflect the principles of the UN
Global Compact. As a member of the UN Global Compact,
EADS is committed to apply these principles to its supply chain
and to require its suppliers adhere to common standards in theareas of human rights, the environment and employment.
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CSR projectIn 2007, the Sourcing CSR Network validated with selectedsuppliers various tools (the CSR Supplier Code; a CSR Supplierevaluation Questionnaire; a CSR contractual clause — available
on the EADS website www.eads.com; and various metrics tomeasure the compliance of Suppliers to EADS CSR policies),
which are progressively cascaded down within the BUs. In 2008,
EADS Environmental requirements for suppliers have been
established as a Group recommendation. These requirements are
already implemented by Airbus.
Sourcing Contractual terms related to CSR

A CSR clause is being included in the EADS General
Purchasing Conditions which are attached to Purchase Orders.

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REACH compliance has been organised by several
multifunctional teams in each Business Unit under the lead of
the EADS Environmental Network. Procurement function has
strongly supported this compliance exercise by allocating
dedicated ressources to this project. The Buyers community has
worked intensely with the suppliers to identify and avoid risks
of non-compliance or supply chain disruption which are now
mitigated.
BUs best practices

In addition to the top-down approach described above, CSR in
Sourcing has been progressing well as shown in the following
examples:AirbusThe various CSR aspects are already considered through EADS’
Sourcing Risk and Opportunities Management (“ROM”) which
recommends contractual guidelines for the key contractual
chapters. These guidelines are published in the EADS Sourcing
Information Tool which explains the principles for drafting
contracts, disclaims the typical contractual clauses and gives
practical comments for the use by the buyer. For each domain,
the requirements are contractually cascaded on to sub-tiersuppliers.
For example, regarding environmental responsibility, principles
for drafting contracts state that: “The purchase contract should
provide that the supplier shall comply with all applicable laws,
regulations, etc. as well as all commitments to which EADS has
subscribed (e.g., Global Compact initiative) and end-customer
requirements, in particular: (1) suppliers are asked to support
a precautionary approach to environmental challenges; (2)undertake initiatives to promote greater environmental
responsibility; and (3) encourage the development and diffusionof environmentally friendly technology.” The recommendation
to the buyer also states that EADS encourages suppliers to
implement an environmental management system complying
with international standards such as ISO 14000 or EMAS.
Moreover, it is recommended that the contract includes EADS’
key engagements such as the support, respect and protectionof international human rights within the supplier’s sphere of
influence; the respect of freedom of association and the effective
recognition of the right to collective bargaining; the eliminationof all forms of forced and compulsory labour; the qualityof working conditions such as but not limited to, appropriate
level of remuneration, and protection of health and safety ofthe employees.
The impact of the financial crisis in the supply chain receivesa special attention from Procurement teams. A standard set ofcounter measures is being defined in order to react promptly
in an organised manner if a supplier happened to face financial
difficulties.

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In January 2007, Airbus became the first aerospace company
in the world to receive ISO 14001 “full life-cycle approach”
environmental certification. The supply chain plays a strategicrole in fulfilling ISO 14001 objectives. The Airbus
environmental project receives continuously full support from
Airbus Procurement.
Environmental policies of Airbus Procurement are posted on
Airbus Intranet. Airbus Procurement staff is also regularly
invited to go through e-learning modules in order to learn how
to introduce Airbus environmental requirements into contractual
agreements. The “Airbus Environmental pocket-guide” iscommunicated to all Procurement employees in Airbus. In thisGuide, the CEO of Airbus presents the Airbus environmental
challenges and the head of Procurement explains theEnvironmental Commitment and Objectives for Procurement,
the golden rules for environmental contribution. This guideshows also the organisation in charge of Environmental
Management within Procurement.
The Suppliers have online access to the Airbus environmental
requirements in a specific chapter of the “Airbus Supplier
Portal” in Internet. Various external communication events havebeen organised, in order to raise awareness about environmental
issues within the Supply Chain.
Astrium

CSR requirements are considered in the Supplier pre-selection
process as part of the basic Supplier requirements which areprepared in order to ensure in particular: (1) Compliance to
EADS Code of Ethics and CSR policies, and (2) Awareness anddemonstration of compliance with applicable statutory andregulatory requirements: WEEE, RoHS, etc. The Environmental
Health and Safety requirements of Astrium are presented ina dedicated Intranet page for the attention of Astrium
procurement teams.
The 2008 CSR performance of more than 90 suppliers has been
evaluated.

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Defence

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6

A Procurement Compliance programme has been developed, andincludes procurement “golden rules and processes”, and key
performance indicators.

Sourcing data
All figures below have been calculated using the following
euro-dollar exchange rates (2008: 1.4708; 2007: 1.4000;
2006: 1.2556; and 2005: 1.2441).

Importance of Sourcing Outside of EADSIn percentage of revenues

2008

2007

2006

2005

72

73

74

70

Sourcing Volume:
Breakdown by Country for Top 10 Countries
In percentage of total sourcing volume

2008

2007

2006

2005

France

31

31

32

31

Germany

21

21

21

22

US

20

21

20

22

UK

14

14

14

12

Spain

4

3

4

4

Italy

2

2

2

1

Netherlands

1

1

1

1

Belgium

1

1

1

1

Canada1

1

1

1

Switzerland

<1

1

1

1

2008

2007

2006

2005

The geographic Sourcing breakdown is stable.
Purchasing Breakdown by Geography
In percentage of total purchase

Europe

77

76

77

75

North America

21

22

21

23

Rest of the World*

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Scope: EADS.
* Including < 1% in non-OECD countries.

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5.3 ENVIRONMENTAL CARE
Protection of the Environment is a global priority that requires
engagement and responsibility by citizens, politicians, andindustry alike, often in partnership. EADS makes a key focus
of concern in the fulfilment of its mission, to provide
individual mobility, communication and security, which are
the essence of our modern societies.

products and services to our customers and other stakeholders
while minimizing the environmental impact of operating andmanufacturing these products throughout their life cycle.
Thus, innovative and eco-efficient technologies and processes
are key factors of the company’s sustainability, increasing theattractiveness of its products and its overall competitiveness,benefiting growth, safeguarding employment and creating
added value for all stakeholders.

Eco-efficiency is a major goal of the company’s “Vision 2020”
strategic roadmap. It aims at maximizing the benefits of our

5.3.1 Policy
An update of the Environmental policy fully endorsed by the
EADS Executive Committee has been published in 2008 as key
cornerstone of the EADS Corporate Environmental Management
System (EMS).

performance. It strives to nurture scientific debates onenvironmental issues with the concerned community
through the provision of accurate and relevant data;
5.

EADS is committed to environmental excellence intechnology and mobilization of expertise, towards theresearch, the design and the development of the optimallyclean and green technologies and products, withoutcompromising quality, technical requirements and safety;

6.

EADS is eager to offer its best technologies and products toserve the purpose of protecting the environment, todiagnose, to mitigate the possible sources of environmental
degradation and to adapt to unavoidable changes of ourenvironment;

7.

EADS seeks to contribute to the establishment of aninternational industry framework of goals, practises,
standards and rules based on dialogue and voluntarycommitments;

8.

EADS strives to increase the awareness of environmental
challenges among its stakeholders. It particularly expects its
partners and suppliers to acknowledge this EADS
environmental policy towards the protection of theenvironment;

9.

EADS believes that its employees are key actors in theimplementation of its eco-efficiency strategy. The Group
promotes and supports concrete changes towards individual
environmental-friendly behaviours.

The Group commits to a continuous assessment of its
environmental performance throughout the life cycle of its
products, so as to find out the best way to improve it, and toprovide comprehensive information to all legitimate
stakeholders.
EADS is committed to respect and implement the following
policy based on nine principles wherever the company operates,
as part of its overall corporate social responsibility policy:
1.

EADS is committed to managing its manufacturing andservice activities in compliance with applicable
Environmental laws and regulations and endeavours toremedy any potential divergence there from. Beyond legal
compliance, the Group’s entities strive to develop andimplement state of the art environmental standards;

2.

EADS endeavours to evaluate the main environmental
aspects, opportunities and risks of its operations andproducts and set up appropriate actions to effectively
minimise their harmful impact throughout their life cycle;

3.

EADS strives towards the establishment of formal and life
cycle oriented advanced environmental management systemwith the aim to cover all the company’s activities andproducts related aspects. As such the Group encourages
certifications of environmental management systems;

4.

EADS is committed to provide transparent, reliable andregular reporting on the company environmental

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5.3.2 Organisation
Each EADS division, Business Unit, entity and corporate
function is responsible and accountable for the operational
implementation of the EADS Environmental policy.
The consistency of the various initiatives is ensured through an
overall Group wide coordination provided by the EADS
Environmental Network formally composed of representatives ofmain business areas and placed under the responsibility of the
Corporate Secretary.
The mission of the Environmental Network is to guarantee acontinuous improvement of the environmental performance, topromote cross-fertilisation of best practices, to monitor
opportunities and risks and consistently anticipate any new
relevant regulatory framework. Sub-working groups on specifictopics that matter for the Company have been established suchas on Climate Change/Energy, REACH.
Periodic review of the achievements against corporate objectives
is performed at various levels thanks to a set of appropriate KPIs
and advanced reporting tools, in the frame of the Environmental
Management Systems (EMS).

EADS strives to develop joint initiatives within the industry
in order to improve the overall environmental performance ofthe sector in the most effective, consistent and economic way.
EADS is already leading or participating in various European
and international sectorial environment-related committees orworking groups such as:> ICCAIA (International Coordinating Council of Aerospace
Industries Associations — Aircraft Noise & Engine Emissions
Environment Committee: Vice-Chaired by Airbus);> ASD (Environment Committee and REACH Working Groups
Chairmanships);
EADS is also participating in environmental working groupsof national industry organisations such as the GIFAS in France,
ATECMA in Spain, BDLI in Germany and the SBAC in the UK
Cooperation has also been initiated with AIA (Aerospace
Industries Association of Americas) and SAE to develop
appropriate Standards to ease the supply chain’s response tocomply with the REACH regulation.

5.3.3 Performance and Best Practices
EADS strives to continuously improve the environmental
performance of its facilities but also of its products throughout
their life cycle, from design to end of life. EADS aspires to makeEnvironment a true driver for cultural change and relevant value
creation for the Company.
While promoting the environmental culture and eco-efficient
behaviour within the Company through an appropriate advanced
Environmental Management, EADS maintains a high degree ofefforts in research to ensure the cleanest and greenest
technologies and products are constantly proposed to its
customers, in line with a Corporate Environmental Roadmap
recently established.

EADS ENVIRONMENTAL ROADMAP TOWARDS
ECO-EFFICIENCYEADS is committed to move towards an Eco-EfficientEnterprise. In order to substantiate this vision through aneffective series of concrete projects and actions, a corporate
Environmental roadmap has been established which provides a
general framework and timeline of aggressive goals for thewhole Company to be achieved by 2020, including in particularmanagement, operational and products oriented performancegoals, among which:Environmental Management goals:> 100% EADS covered by ISO 14001 with a life cycle
orientation and a single corporate certification;> 100% of new EADS products eco-efficiently developed;> 100% EADS assessed with a global Environmental footprint
methodology;> reviewing 80% of the main industrial processes aiming
at more eco-efficiency;> top 300 main suppliers engaged towards ISO 14001 or other
EMS.

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> 50% reduction of waste, water consumption, CO2 and VOCemissions;> 30% reduction of Energy consumption ;> 20% of energy from renewable sources;> meeting ACARE research goals fo Aviation and the various
defined goals for other products portfolio;> develop eco-efficient solutions for core and adjacentcustomers segments, which provide sustainable value creation
for the Company.

ENVIRONMENTAL MANAGEMENT ISO 14001/EMAS
As part of the policy and the roadmap, EADS encourages not
only the environmental certification of its operations but also
the development of a full life cycle orientation as this remains
the best economic and practical way to effectively reduce theEnvironmental impact. Robust certified Environmental
Management Systems (“EMS”) have been already progressively
implemented across EADS manufacturing sites, with theobjective to achieve a full coverage of EADS and a single
corporate certification against ISO 14001.
Implementing an EADS group-wide EMS allows the Company
to facilitate its path to eco-efficiency. Since 2004, the number ofsites concerned has more than doubled and as of 31 December
2008, more than 80% of EADS’ total workforce now operates
according to an EMS.
For example, Eurocopter achieved the ISO 14001 certificationof its German sites during 2007, and further expansion wasreached in 2008. The Site and Product oriented EMS, asestablished by Airbus since 2006, covers all European Airbus
production sites, including the Airbus headquarters as well as
all product related activities throughout their life cycle. It
allows, through an innovative approach, to set the appropriate
actions to efficiently minimize the environmental impacts where
it makes sense in the life cycle. Significant progress was madewith the coverage of Airbus China (Beijing Campus) and allmain sites in the US Further worldwide expansion is being
expected in 2009 in particular in China (FAL in Tianjin), in
the US and India.
Monitoring of the various achievements against objectives isbeing performed through the collection of a carefully chosen
set of indicators. Consistency and reliability of the reporting
exercise is being ensured through corporate procedure andguidelines derived from GRI requirements combined with anadvanced Environmental Management Information System(EMIS/reporting tool) being expanded to all EADS.
Airbus is participating in the promotion and the disseminationof its EMS throughout the aerospace community and the supply
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chain as a key means to systematically address and improve its
environmental performance but also of the air transportation
sector as a whole and create added value. Airbus contributed
to various initiatives in 2008 in particular joined forces withseveral other organisations (Chamber of Commerce, National
Trade Associations, EADS Germany…) towards setting
guidelines for this new lifecycle oriented management. Support
to implement EMS within various customers’ organizations has
also been provided.

CLIMATE CHANGE AND ENERGY RELATED ISSUES
Recognising that Climate Change and energy related issues aresome of the main environmental challenges to be addressed,a Climate Change and Energy initiative have been launched.
This initiative, which mobilises a wide range of complementary
expertise from all EADS business areas, intends to provide
EADS with a robust and detailed assessment of EADS
challenges and opportunities in a “low carbon economy”.
In order to meet increasing stakeholders’ demands in carbon
related information, and anticipating more stringent regulations(e.g. Emission Trading Schemes), a complete carbon footprint has
been initiated according to the Green House Gas Protocol (GHG
protocol) with key international partnership. This shall allow theidentification of the various risks, but also of the opportunities
to further reduce the GHG emission and the relevant carbon
dependencies.
A potential risk from climate change to EADS operations comesfrom the expected scarcity of fossil fuel, the subsequent
increasing pressure on energy costs combined with the plannedbuildings of new infrastructures and increase of air traffic.
However, both from a cost, operational efficiency andsustainability, the Group recognises that it has a responsibility
to massively reduce energy usage where possible in order todecouple the impact from the expected growth. This is why
numerous improvement programmes have been already initiatedacross EADS to reduce the overall energy footprint of theinfrastructures and install some renewable sources of energy,
such as solar panels.
Some of the EADS facilities are already part of the EU Emission
Trading Scheme and have implemented strong energy reduction
initiatives. Recent inclusion of aviation into the EU ETS (ECdirective 2008/101) is also being addressed in close relation with thestakeholders of the air transport sector, which recalls for a fairinternationalisation of the EU ETS under the supervision of ICAO.
Whereas EADS operations have a relatively limited impact interms of greenhouse gas emissions (e.g. according to the IPCC
(Intergovernmental Panel on Climate Change), air transport
currently causes 2% of the total CO2 man-made world
emissions), the Group is committed to mobilise all necessary
expertise and significantly increase its R&T efforts towards thedesign, the development and the manufacturing of the cleanest,

CORPORATE RESPONSIBILITY & SUSTAINABILITY> 5 .3 | Environmental Care1greenest and lowest energy demanding technologies andproducts.
In the R&T area, EADS participates or leads major international
and European technology programmes to address climate change
related matters such as EU “Clean Sky” Joint Technology
Initiative (JTI). The Clean Sky JTI is the largest research project
ever set up jointly with the European Commission and will runover a seven-year period with a total budget of € 1.6 billion (halffinanced by the European Commission and half by theindustry). Supporting the ACARE (Advisory Council for
Aeronautics Research in Europe) goals, “Clean Sky” intends toradically improve the impact of air transport on the environment
in delivering innovative technologies and solutions, supporting
step changes in the reduction of noise (50% reduction inperceived noise), emissions (50% reduction of CO2 and 80% ofNOX) and consumption for the next generation of aircraft by
2020. It also includes research on green product lifecycle design
including manufacturing, maintenance and disposal.
While Airbus Eurocopter and EADS CASA each co-lead a
specific Integrated Technology Demonstrator (respectively Smart
Fixed-Wing Aircraft, Green Rotorcraft and Green Regional
aircraft), EADS Innovation Works and ATR participate asassociate companies. Following a 2006 agreement, the official
launch took place in February 2008.
Other initiatives dedicated to reduce the emissions of CO2, towhich EADS participates, include the SESAR (Single European
Sky ATM Research) programme which aims at improving the
EU Air traffic Management through the implementation of theSingle European Sky.
Strong efforts of research are being devoted within Airbus in
joint cooperation with key external partnerships to movetowards environmentally friendly alternatives to fossil fuels. In
2007, Airbus signed an agreement with Qatar Airways, Qatar
Petroleum, Qatar Fuels, Qatar Science and Technology Park,
Rolls-Royce plc, and Shell International Petroleum Company
Limited to research the potential benefits of Synthetic Jet Fuelin aviation engines. This led to the flight of an A380 between
Filton and Toulouse on 1 February 2008 with one engine
powered by GTL (Gas To Liquid) obtained from natural gas
conversion through a Fischer-Tropsch chemical process.
Complementary researches are being heavily developed in thatfield but this preliminary step demonstrates Airbus’ dedication
to a more eco-efficient and carbon neutral aviation.

WASTE AND NATURAL RESOURCES
Various initiatives have been implemented across the Group to
further reduce the level of total waste produced or eliminated.
Considering the expected scarcity of some raw materials as wellas the volatility of their relevant prices, reverse supply chain
might certainly become of growing interest.

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Thanks to the use of the most appropriate elimination,
valorisation and recovery paths together developed with themain Waste Management companies, strong reduction has beenachieved in 2008 (10% reduction compared to 2007).
Recycling of cured and uncured CFR composites has been
carefully studied with the aim to separate and reuse recovered
carbon fibres in some aerospace or secondary industry
applications; promising technologies have been already identified
such as pyrolysis and industrial developments launched.
Airbus has set up a three steps approach to develop
environmentally friendly dismantling practices. Further to thelife supported project called PAMELA (Process for Advanced
management of End of Life Aircraft), it has been evidenced thatsignificant improvements can be obtained compared to currently
developed dismantling practices. The optimised combination ofadvanced 3D techniques (Decommissioning, Disassembling andDismantling) allows for a materials recovery rate of over 80%
compared to less than 60% today. Careful extraction andknowledge of materials from the aircraft are essential to comply
with current EU regulatory framework and respect the mostenvironmentally friendly applicable standards. Following thisinitiative, the TARMAC-AEROSAVE Company now aims tooffer appropriate industrial services in that field and set up aworldwide dedicated network.

AIR POLLUTANTS
Reducing the air pollutants from the operations and processes
and throughout the life cycle has been considered a key priority
for years. The main emissions are currently associated with
Volatile Organic Compounds (VOC) as well as with other air
pollutants emitted at ground level from infrastructures or
products. Significant reduction in VOC has been obtained
thanks to the development and the implementation of a new
VOC smart painting technique. In all Divisions ambitious
programmes to substitute some critical solvents such astrichloroethylene were conducted and paint schemes now
generally incorporate low VOC either aqueous based orcontaining compounds in most coatings processes.

REACH AND HAZARDOUS SUBSTANCESMANAGEMENTThe European REACH (Registration, Evaluation andAuthorisation of Chemicals) regulation (EU No. 2007/1906)
came into force on 1 June 2007. REACH aims at improving theprotection of human health and the environment through closer
regulation of chemical use by industry; it replaces thepre-existing EU regulatory framework on chemicals. REACH
introduces a range of new obligations over a period of 11 years
which are intended to reduce risk that the 30,000 mostfrequently used chemicals may cause. The regulation will also
bring about the phased withdrawal from use of some of the

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CORPORATE RESPONSIBILITY & SUSTAINABILITY> 5.3 | Environmental Care1substances that are considered to be of very high concern forhuman health and environment.
Taking on board the lessons learned from the management of
the RoHS and WEE directives and in order to provide a
consistent compliance approach for the whole Company andsupport its supply chain, a dedicated Working Group has beencreated as part of the EADS Environmental Network, bringing
together all EADS business areas.
EADS, Airbus and other divisions are also joining forces at
an international level (ASD, AIA) together with other major
aerospace companies to further structure the entire sector’scompliance approach. As REACH requires new flows of
information to be managed throughout the supply chain,standardisation of the various requests has been rapidly
recognised as vital to limit the burden, costs and discrepancies.
A set of REACH Interpretation Guidelines have been issued
or updated in 2008 explaining the ways of implementing its
requirements through current commonly acceptedinterpretations.
All necessary pre-registration of substances have beensuccessfully managed in 2008. Anticipating possible disruptions
that might result from restrictions, ambitious elimination plans
have been initiated to get rid of the most critical substances. For
example, at Airbus, a major project called Airbus Chromate Free
(ACF) aims to develop, qualify and implement chromated freetechnologies for all the concerned applications in manufacturing
operations and maintenance of civil aircraft: pickling, anodising,chemical conversion, coatings, electronic, hard chrome; theresults are exchanged through dedicated platforms to ensure thedevelopment of the most standardised solutions within EADS.
Lead Free and Cadmium Free initiatives are also currently
running. While proactively moving towards the elimination ofthese substances, EADS and its Divisions are committed to thehighest achievable control of emissions, in full compliance withapplicable regulatory framework.

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SERVING THE ENVIRONMENT PROTECTION
COMMUNITY WITH WORLD CLASS SERVICES
AND PRODUCTS
Through its technologies and in particular its satellites,
produced by EADS Astrium, EADS has continued in 2008 to
significantly contribute to the preservation of our environment.
The meteorological satellites have continuously provided thedata that are used to improve weather understanding. They will
be seconded by observation satellites (as for example Cryosat
or GOCE to cite only the most recently developed ones) that are
producing continuously data that have a unique impact on thecomprehension of climate change. They showed ice recession orland cover evolutions on large time and geographical scales
making major progress on the measurement of long term
evolutions. Air, seas and grounds are now monitored on a global
level (Envisat, GOME). Furthermore, on the basis of thesedevelopments, EADS Astrium has created a whole rangeof services that are directly used by those who are in charge ofenvironment protection (Infoterra or Spot Image kept on
developing their activities in this field in 2008). It should also
be noted that Planet Action (www.planet-action.org), a non-forprofit collaborative initiative launched in June 2007 by Spot
Image, has entered its operational phase in 2008 to encourage
the Earth observation industry and geographic information
professional communities to help and tackle the climate change
related issues.

KEY PERFORMANCE INDICATORSEADS is committed to improve transparency on operational
environmental performance. In order to achieve this objective,
EADS undertakes efforts to implement a consolidated reporting
system based on harmonised KPIs definitions derived from GRI
and consistent calculation methods.
Since end 2008, a company wide Environmental Reporting toolis currently being implemented to improve the collection of
the various data and its reliability.
The scope and the accuracy of the environmental reporting will
therefore progressively be extended and improved as respective
information become available.

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2008

62 (1)

ISO 14001 certification/EMAS registration — Number of sites covered by a certificate
Number of sites covered by EU-ETS

10Total Direct CO2 emissions (in tonnes)

325.000 (3)Toral Indirect CO2 emissions (in tonnes)*

415,000 (3)Total CO2 emissions declared under EU ETS (in tonnes)

150.000 (2)3,190,000 (3)Total Energy use (in MWh)

3,000 (2)Volatile Organic Compound Emissions (in tonnes)
Total water use (in m )4,710,000

Total water discharge volumes (in m3)

2,385,000 (3)3Total hazardous waste production (in tonnes)

35,500Total Non-hazardous waste production (in tonnes)

66,300Figures do not purport to be exact, but are as accurate as current reporting system allows.
Figures are based on available data provided by EADS subsidiaries at date of reporting.
The scope of reporting covers EADS sites of European subsidiaries. More than 93% of EADS work force is based at those sites.
Definitions and calculation methods for environment KPIs may differ in various countries in which EADS operates.
Except for the number of sites, all figures are rounded.
* Indirect CO 2 emissions associated to Total Electricity Consumption.
(1) Without taking in consideration Airbus Non-EU sites, which successfully passed the certification, audits in 2008.
(2) Estimate, as data were not complete at the date of reporting.
(3) Comparison with 2007 is not possible as the scope and definitions have been aligned to the GRI definitions and the GHG protocol.

5.4 HUMAN RESOURCES: EMPLOYER — EMPLOYEERELATIONSHIPThe HR function ensures that the EADS Group attracts,
develops, motivates, and retains a world-class workforce.
In addition to this on-going role of business partner, the HR
function supports the business challenges by facilitating thecontinuous integration, the management of competencies, theinternationalisation of the Group and the development of acommon spirit across the Group’s organisational andoperational structures.
Maintaining high standards of health and safety in theworkplaces is also a major priority of the EADS Group. In 2008,

several initiatives have been taken to be more efficient in termsof competency management, shared services and to better shaperesource planning. In the field of industrial relations, the HR
function coordinates the social dialogue which takes place atgroup level or division level.
In the context of the restructuring of the Group and theevolution of EADS’ organisation, the social dialogue has been
intensified and additional information and consultation
procedure has been defined with staff representatives.

5.4.1 Workforce Information and Organisation of WorkOn 31 December 2008, the EADS workforce was composed of
118.349 employees. Since 2007, MBDA workforce has been
consolidated at 37.5% (instead of 50% previously), resulting in adecrease of the workforce figure for 2007. However, the total
headcount has increased by 1,856 employees compared to 2007.

In 2008, 97.6% of the workforce were permanent employees.
Depending on country and hierarchy level, the average working
time is between 35 and 40 hours a week.

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In 2008, 7,081 employees worldwide joined EADS (6,860 in2007). At the same time, 5,078 employees left the company(4,648 in 2007).

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WORKFORCE BY DIVISION AND BY GEOGRAPHY
The tables below set out the number of EADS employees bybusiness sector and by geographic area. Employees of companies
accounted for by the proportionate method (such as ATR, MBDA)
are included in the tables on the same proportionate basis.

In total, 94.4% of EADS’ active workforce is located in Europe
on more than 80 sites.

“Other businesses” includes ATR, Elbeflugzeugwerke GmbH, EADS Sogerma, and EADS Socata.
EADS Employees by division

31 December 2008

31 December 2007

31 December 2006

Airbus53,90656,02956,966

Defence & Security*

22,787

22,11323,268Eurocopter

15,667

14,65813,422

Military Transport Aircraft

4,910

4,459

4,212

Astrium

13,674

12,587

11,927

HQ, Innovation Works and other businesses

7,405

6,647

7,010

118,349

116,493

116,805

TOTAL EADS*The figures for 2007 reflect a change of consolidation for MBDA at 37.5% compared to 50% previously.

31 December 2008

31 December 2007

31 December 2006

EADS employees by geographic region

AmountIn percentage

AmountIn percentage

AmountIn percentage

France44,38037.5

44,02237.8

44,536

38.1

Germany

42,98736.3

43,43837.3

42,920

36.7

Spain

10,104

8.5

9,315

8.0

8,991

7.7

UK

13,826

11.7

13,652

11.7

14,309

12.3

Italy

455

0.4

474

0.4

701

0.6

US

2,555

2.2

1,777

1.5

1,932

1.7

Other countries*

4,042

3.4

3,815

3.3

3,416

2.9

TOTAL EADS

118,349

100.0

116,493

100.0

116,805

100.0*

The “Other countries” figure includes employees from 13 other countries.

Part Time Contracts

2008 In percentage

2007 In percentage

2006 In percentage

France

3.9

4.0

4.1

Germany

3.7

3.1

3.3

Spain

0.9

0.5

0.0

UK

1.8

1.5

1.6

US

0.1

1.9

n/a

Other countries

3.2

3.2

n/a

TOTAL EADS

3.3

3.0

3.2

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5.4.2 Human Resources Organisation

In 2006, the HR organisation was redesigned for greater
integration of the function, in line with the Group’s business
requirements. A new HR board and functional reporting lines
from the Divisions to the Group’s HR head were designed tofoster a coordinated Group policy.

Among other, they are responsible for:

The Corporate HR team operates worldwide as a strategic leader
in HR matters and works in close cooperation with divisions and
BUs, which keep the operational HR responsibility for most of
the employees, except for the top management of each BU whichis under Corporate HR operational responsibility.

> designing policies, guidelines and tools for all group-wide
HR processes, such as appointments, job rotation,international mobility, compensation and benefits, e-HRprojects, data and information systems, security policies etc.;

HR managers work closely together, coordinate and share bestpractices at a functional level. Regular meetings between headsof HR are organised at both at European and at national levels.
A global HR database is now available and is being continuously
developed in order to fulfil the needs for EADS integration.
At corporate level, seven departments make up the global EADS
HR management: HR Operations; Social Policy and Industrial
Relations; Compensation and Benefits, Competency
Development, Talent and Executive Management, HR integrationand processes; last, Security which is attached to HR.

> anticipating on key competencies and develop them;> managing HR Development for the top 200 positions;> organising and delivering executive education for all
executives and potential future executives through the
Corporate Business Academy and coordinating the training
within the Group for all employees;> improving the sharing of best practices within HR
community and other communities, e.g. programmemanagement.

5.4.3 Human Resources Policies and Performance
5.4.3.1 HEALTH AND SAFETY: PROVIDINGA SAFE WORKPLACE FOR EADSEMPLOYEES AND SUBCONTRACTORS

place. Reporting on health and safety obeys to national
regulations according to the sites’ locations. However, somehealth and safety indicators have started to be drawn up
at the Division or BU level.

Policy> “EADS considers that protection of the health and safetyof employees in the work-place is key and a top priority for
the Group.

5.4.3.2 CARING FOR EADS EMPLOYEESAND EADS KNOW-HOW> EADS is committed to maintaining safe and healthy working
conditions for its employees. It is EADS BUs’ and subsidiaries’role to implement Health and Safety policies based on
evaluation, anticipation and risk management and taking into
account all specificities as well as people’s needs.”

Policy“Given the specific nature of the facilities of the EADS Group
which are used for many activities relating to national defence
and sensitive civil markets, the conditions governing accessto and movements inside the plants and facilities are specified inministerial orders and are based on two main principles:

Organisation and Performances
The management of Health and Safety is essentially handled atsite level and it accordingly allows for prevention and protection
measures for employees, contractors and partners to be definedand implemented to meet specific requirements of each work

> access to a plant is subject to prior authorisation by
the Company; and> entry into restricted and sensitive areas is regulated inaccordance with national and company regulations.”

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Organisation and Performance
EADS has a new security policy to improve the security of its
employees and to protect EADS’ expertise. A Security
Committee has been set up as a combination of Security leadersfrom each country and each division who supervises their local
security officers at BU and plant level, and who deal withnational security authorities and European security
organisations.
The network of security managers ensures the exchange of
information and the sharing of best practices. Working groups
are created to facilitate constant adaptation of security measuresto actual threats. Access to EADS facilities is subject to priorauthorisation, and entry into restricted and sensitive areas isregulated in accordance with national and company regulations.
The awareness of EADS employees is addressed as a main
success factor to protect EADS patrimony.
The increasing development of EADS’ business outside Europe
requires to closely monitor the safety of EADS employees
during their travel or their stay in risky countries and to
improve the security of EADS offices abroad.
Regarding IT security, appropriate improvements on tools andprocesses are permanently implemented and specific actions have
led to increase the security awareness of EADS’ employees. The
Group’s business is very sensitive indeed, and employees needto have secured tools and be able to always work in total
compliance with group security policies. As an example andamong other solutions, EADS implements secured nomad IT
connections and processes.

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5.4.3.3 DIVERSITY: COMMITMENTTO ENSURE EQUAL OPPORTUNITY
FOR ALL EADS EMPLOYEES
Policy> “EADS commits to offering equal opportunities for all its
employees and to refraining from any discrimination against its
employees based on gender, race, religion, nationality, politicalopinion, sexual orientation, social origins, age and handicap
with regard to its personnel.
> EADS commits to developing access for women to all of its
activities and shall ensure fair professional development as wellas equal remuneration for men and women employees for skill
and work of equivalent value.”

Performance and Best Practices
EADS has always promoted diversity through its existing
culture of cross-border collaboration. EADS principles regarding
respecting and promoting diversity are listed in the Group’s
Code of Ethics as well as in the “International Framework
Agreement” signed with the European Works Council. The
following examples illustrate the implementation of theseprinciples:
Nationalities

EADS welcomes 47 different nationalities among its employees
worldwide (each of the nationalities is represented by
10 employees at least).
Gender Diversity

Since 2007, a particular focus has been developed on IT security
issues, addressing and challenging all the security concerns
regarding business needs.

The percentage of women employed in 2008 in the Group is
15.9%. It has steadily increased since 2004, when the Groupstarted to reinforce its policy in this field; the increase in thepercentage of women was registered across all Divisions.
As of 31 December 2008, according to the Group-wide internal
grading system, around 5% of executive positions (highest EADS
management level) were held by women, and 8% of senior
manager positions.

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31 December 2008
In percentage

31 December 2007
In percentage

31 December 2006
In percentage

31 December 2005
In percentage

Airbus

13.2

12.9

13.2

12.7

Defence & Security

18.3

18.7

18.9

18.7

Eurocopter

14.8

14.0

13.1

12.6

Military Transport Aircraft

14.5

13.4

13

12.6

Astrium

20.4

19.6

19.6

19.2

HQ, Innovation Works and other businesses

22.0

18.5

17.6

15.7

TOTAL EADS

15.9

15.3

15.2

15

EADS has committed to a long-term plan for the promotionof women in aerospace and has set two priorities: at least 20%
of its annual recruitment are to be women, and EADS is to haveactive communication within universities and schools in order
to convince female students through lively role models andconcrete examples that the aerospace industry, and more
specifically EADS, is an attractive employer for women:

Other personnel marketing initiatives include:

Women at EADS

> since 1 January 2004, BUs are asked to report quarterly on
their performance in recruiting women. In 2008, therecruitment of women was 24.1% of total recruitment, hence
exceeding the Group’s target;> the EADS Corporate Business academy — CBA — promotes
diversity in all development programmes. Since 2006, thepercentage of women has increased in these programmes to beconsistent with the Group’s recruitment target;> since 2004, EADS has been involved in a partnership with
the FEMTEC university career centre for women
Berlin GmbH in Germany. Working in cooperation withwell-known companies, the aim of this cooperation between
FEMTEC and industrial companies is to promote engineeringstudies among young girls and women, and to help highpotential and specialized female students enter the aerospaceindustry. EADS takes an active part in career advice
workshops designed for FEMTEC students as well as inconference days;> in France, EADS sponsored the Irène Joliot-Curie award forthe fifth time in 2008 (See “— 5.2.2 Sustaining andProtecting Innovation”);> furthermore, EADS is an active member of the WIST
(Women Initiative in Science and Technology), a programme
funded by the European Commission and aiming at exploring
the partnerships between private and public research, as wellas the links between diversity and business performance;> Airbus also agreed on a partnership with the Academy ofToulouse to facilitate contacts between female professionals
and students, to provide information to students, teachersand career advisors on technological advances and new skills,
as well as to participate in relevant events.

> in Germany, the organisation of a “girls’ day” which is an
open day for girls at the EADS German sites to allow themto find out more about the engineering profession;> in France, participation in the “Elles bougent” (“they move”)
initiative. Led by major French engineering universities(ENSAM, ESTACA) together with key players from thetransportation industry (EADS, PSA, Dassault, SNCF…), thisproject aims at raising young women’s awareness of technicalstudies, getting them interested in complex technologies
through plant visits, conferences, as well as regular contacts
with female engineers currently working in the member
companies.
> in 2008, at the ILA Airshow in Berlin, a few specificworkshops about Gender Diversity have been organized with
FEMTEC and the association “Elles bougent”.
> a “Diversity Committee” was created in 2007 at EADS Grouplevel. It consists of 8 men and 8 women representing various
functions (Human Resources, Marketing and Sales, Strategy,
Finances, engineering, programs, etc.) and EADS entities. Itsrole is to define a strategic plan and to promote actions aiming
at developing diversity within the Group.
> EADS is one of the founding partner of a new created“Chaire Management et Diversité” at Dauphine University.
This “Chaire” (EADS will have a seat on both the Advisory
Board and the Scientific Board) will tackle the issues related
to management diversity, via: seminars, vocational training,
PhDs, case studies, international conferences, publications,etc. through a multi-disciplinary approach. The official
launch of the “Chaire”, with the participation of EADS CEOLouis Gallois, took place in January 2009.
> in France, a first agreement on gender diversity and equal
professional treatment (“Accord sur l’égalité et la mixité
professionnelle”) which was signed in 2004 with trade unions,is monitored by each EADS entity, and also at Group level,using a defined set of common indicators to evaluate results
and track progress with an action plan covering the 20042006 period. This action plan has to be re-negotiated every

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CORPORATE RESPONSIBILITY & SUSTAINABILITY> 5.4 | Human Resources: Employer — Employee Relationship1three years. Accordingly, a new agreement was signed inJuly 2007 by general management and trade unions,establishing key performance indicators to be followed,
notably for:> the harmonisation of compulsory reports,> the implementation of salary policy and careerdevelopment,> the promotion of aeronautics, space and defence
professions among female students,> the feminisation of recruitment.
Number of employees per age group

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Moreover, the “Label Egalité” has been renewed for three years(2008-2011) to Eurocopter and EADS France, by the French
Administration. And EADS has decided to set up a taskforce —through HR department — on diversity to get a mapping of thebest practices in each division of the Group regarding diversity.
Age diversity

A group agreement covering EADS’ entities in France signedwith trade union organisations in 2005 aims at banning all careerdevelopment based on age criteria. Other European entities of
the Group are also working on second half of careerdevelopment.
31 December 2008

31 December 2007

31 December 2006

18-25

7,288

7,763

7,578

26-35

31,31029,67829,621

36-45

36,14336,31537,02646-55

37,96937,32936,54556-65

12,634

12,521

12,227125,344

122,606

122,997

TOTAL EADS

Consolidated companies are counted 100%.
Average age of employees

31 December 2008

31 December 2007

31 December 2006

France

41.1

41.3

41.3

Germany

42.6

42.4

42.0

Spain

41.4

42.3

42.8

UK

42.5

41.7

42.3

US

45.1

44.7

44.2

Other countries

41.1

n/a

n/a

TOTAL EADS

41.8

41.9

41.8

2008 In years

2007 In years

2006 In years

Average length of service

Airbus

13.9

13.6

13.4

Military Transport Aircraft

16.7

19.3

20.1

Eurocopter

11.7

12.2

13.4

Defence & Security

16.0

16.4

16.3

Astrium

14.3

14.9

15

HQ, Innovation Works and other businesses

11.7

12.8

12.5

TOTAL EADS

14.1

14.3

14.3

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5.4.3.4 CAREER DEVELOPMENT: EFFICIENTMANAGEMENT OF SKILLSAND KNOW-HOW
Policy> “EADS ensures that working time, including overtime, isregulated so as to support a healthy balance between employees’
work and their private life;> EADS strives to develop the skills and know-how of its
employees, for their individual benefit as well as for its collective
success. The EADS personnel development policy aims at:> supporting training to enhance performance and quality ofwork;> encouraging cross-border and cross functional teamwork, inthe frame of intra-Group mobility;> assessing and recognising individual technical expertise via a
global scheme developed throughout the Group; and> associating personnel to the performances of the Group andits subsidiaries through a success sharing scheme.”

Performance and Best Practices
Recruitment and retaining of talent

EADS strongly believes that developing close contacts withtarget universities and their students will contribute to thestudents’ development and will efficiently brand the Groupamong potential future recruits.
EADS demonstrates its commitment in many different ways:
by sitting on boards, advising on classroom content, preparing
case studies, giving technical lectures or on-campus conferences,arranging plant visits, maintaining its presence at career fairs or
by enhancing cooperation in common research areas.
Recruiting events and Partnerships

EADS participates in more than 100 career fairs and recruitment
events in EADS home countries and worldwide such as thebonding student fairs at German key universities, the École
Polytechnique, the École Centrale and the Toulouse Technology
career fairs in France, as well as the MIT or Embry Riddle fairs
in the US, the KTH in Stockholm and TU Delft, just to
mention a few of them. Dedicated branding and recruitment
meetings are also held during major air shows such as the
Farnborough International Airshow and ILA Berlin Air Show
with more than 800 students invited and more than 30 different
workshops and conferences offered.
Within the framework of the internationalisation of thecompany, EADS HR renewed and fostered its presence at theSingapore Airshow thus promoting EADS’ employer brandamong real aerospace fans in the Asian market and proved its

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6commitment by launching the EADS Singapore Techmasters’
sponsorship. HR Marketing also entered the Brazilian aerospacemarket by participating in the Brazilian Aerospace competition
and the signing of a framework agreement with one of the mostimportant Brazilian universities.
EADS Group is maintaining a relationship with the Pegasus
Network (Partnership of a European Group of Aeronautics andSpace Universities) as well as many other networks and student
groups such as Euroavia. EADS, together with all EADS
divisions, is present on campus in order to foster contacts withthe leading “aeronautics and space” universities and to build
a powerful image of EADS as a desirable employer. In addition,
discussions with faculty members, professors and EADS
engineers helped to develop first steps into future education andskills of students to prepare them for a successful career within
the aerospace industry. Such partnerships also demonstrate
EADS’ long-term commitment to building and maintaining
a lasting relationship with key universities or networks.
In addition to increasing on-site presence among students
directly at universities, EADS also organises lots of factory tours
for students from our target engineering schools at various sitesof the group (e.g. Eurocopter in Marignane, Airbus in Toulouse,
IW and Eurocopter in Ottobrunn, etc.).
But EADS goes one step further and increasingly promotes
the passion for technology and the awareness of engineering
professions amongst school pupils. We promote scientificstudies to pupils, by organizing challenges, presentations inschools and by editing the “Flight Book” — a schoolbook with
fascinating, exciting and innovative aerospace facts. Within
the framework of the predicted and already experienced lackof engineers, EADS contributes to secure future engineering
competencies.
eRecruiting

The new eRecruiting@EADS platform has been rolled out.
This platform responds to the Company’s future workforce
requirements and brings transparency to the Group-wide job
market. Hundreds of thousands of applications are posted every
year on the EADS job platform.
Launched in November 2006, this new recruitment platform is
now fully operational and the system was delivered to the HR
population end of 2006 and opened to candidates on the internaland external job market on 30 January 2007. The new
eRecruiting tool responds to the Company’s workforce
requirements and grants transparency and integration on
a common platform to all Divisions.
Internships and entry options

With more than 5,000 internships offered each year in Europe,
EADS provides students with valuable technical and personal
experience as well as with the unique opportunity to have

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a closer look at the industrial world. Most of EADS’ internships
target students in the fields of aviation and space technology,
electronics, information technology, finance, or management.
In order to enhance the personal skills and abilities of its former
trainees, EADS developed the Juniors programme to follow-up
all EADS interns, and thus retain and recruit highly motivatedinterns.
A variety of other opportunities (depending on national
regulations and policies), including vocational training andscholarships programmes, are also offered to students.

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Back to Contentsinternally to contribute to the ongoing development of EADS’
workforce. A new programme called PROGRESS (PROfessional
Graduate Entry Support Scheme) consists of first stretchingassignments for talented recruitees in addition to mobility
within the EADS Group. The recruitement started in
October 2007. Fifty participants will be selected to be part of
the first PROGRESS promotion in September 2008.
Moreover, EADS Development Programmes (Financial
Management Development Programme and Advanced Marketingand Sales Programme) offered to professionals interested injoining EADS in key fields such as finance and sales have now
proven their efficiency.

In order to increase the efforts of integration, new specificrecruitment and development programmes have been created
Breakdown of employees per qualification

2008 In percentage

2007 In percentage

2006 In percentage

University (4 years and more)

25.8

24.5

24.4

University (up to 3 years)

18.9

19.4

19.3

Higher vocational school

8.8

8.7

9.9

Vocational school

41.3

42.9

40.9

General school

5.2

4.5

5.5

Development and training

Development is a priority for EADS employees. Personal
development includes training. EADS spends the equivalentof 4% of its salary costs in training per year. EADS trains morethan 70,000 employees every year for a total of 2.5 million
hours.

> the CBA, created in 2000 as an EADS’ Corporate University
to develop the current executives and prepare the next
generation of executives, has focused some of its programmes
to actively prepare EADS leaders on internationalisation,
improvement and innovation.
Competency Management

To improve the effectiveness of that significant investment,
EADS has set up a Learning Directorate with the ambition todeliver better training programmes, to share internal resources,
to be more proactive in that domain and to create more value
for the business. The Learning Directorate is managed by the
EADS head of Competency Development:> one of the decisions of that directorate has been to createa “Shared College” which will be the place where all theDivisions will share common training programmes andcommon resources, including internal trainers. Created in
2006, the Shared College has delivered its first programmes
in 2007 and has ramped up very quickly to face the needs of
EADS. The first programmes targeted within the Shared
College were on Quality, on System engineering, on
Programme management and sales.
> in keeping with this trend of integration, EADS has decided
to create a Leadership Model based on 6 principles which
illustrate the successful way of leading and managing within
EADS. This Model is used in development with tools such asa specific EADS 360° feedback processes, or Development
Centres.

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In 2008 EADS has initiated an offensive approach to secure
EADS core competencies with two main actions:> identification of EADS key competencies in the engineeringfunction with a strong willingness to increase the training
investment (30%) on these competencies. For example, System
Engineering was specifically developed in 2008 with anagreement with an international certification organisation —INCOSE — and the development of several training between
4 and 40 days. A new career path is currently being
implemented to develop System Engineers. This approach is
being replicated on most of our key competencies;> design of an information system to assess individualcompetencies, to build appropriate development plan and tobetter anticipate workforce needs.
Mobility

EADS employees are also offered a wide range of mobility
opportunities. Mobility at EADS means mobility acrossfunctions, BUs and divisions in its four home countries, France,

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Germany, Spain and the UK, as well as appointments to regions
such as America or Asia.
Remuneration
Success Sharing Practices

EADS’ reward schemes policy is strongly linked to theachievement of individual and Company objectives, both foreach division and for the overall Group. In 2007, a performanceand restricted shares unit plan was established for the senior
management of the Group (See “Corporate Governance —4.3.3 Long Term Incentive Plans”).
Since 2005, the success sharing schemes which are implemented
in EADS in France, Germany, Spain, and the UK follow one setof common rules of the Group, ensuring a consistent applicationin these four countries.

5.4.3.5 EMPLOYEE RELATIONS: A PROACTIVE
DIALOGUE
Policy> “EADS emphasises its belief that a continuous and high quality
social dialogue is key to the Group. In particular, the European
Works Council (“EWC”) facilitates a pro-active and fluid
dialogue with employee representatives.
> EADS ensures that the representation of personnel is conducted
throughout all its BUs in a constructive atmosphere. This
maintains a proper balance between the interests of employees
and the economic interests of the Group.”

Performance and Best Practices

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Back to Contents> the EWC also comprises an economic committee which meetsfour times a year and focuses on economic matters;> European sub-committees have also been set up in various
BUs such as Airbus, Eurocopter, Astrium and EADS DS andreplicate the EADS EWC model;> the principle of establishing National committees in France,
Germany, UK and Spain to enable dialogue on national
matters, under the subsidiarity principle is agreed;> the rules defining the different topics subject to informationand to consultation are clearly defined;> the rules about confidentiality of information given bymanagement during meetings already defined in 2007 in
an attached agreement were included.
International Framework Agreement

Placed in the context of the globalisation of EADS’ activities
and as an illustration of the continuous dialogue principle the
EADS Group and the Group’s European Works Council
concluded in June 2005 an International Framework Agreement.
By this agreement, the signatories expressed their commitment
to common principles and social standards which they recognise
as fundamental, and which they intend to promote worldwide,in the countries where EADS’ activities are implemented. EADS
and the Group’s European Works Council expressed their strong
belief that CSR is a key to long-term success.
The European Metalworkers’ Federation (EMF) and theInternational Metalworkers’ Federation (IMF) associatethemselves with these principles and are, accordingly,
co-signatories of the agreement.

European Works Council

On 23 October 2000, at an early stage of the formationof EADS Group, EADS’ Central management and employee
representatives from the unions and works council operating
within EADS in France, Germany, Spain and UK signed anagreement for the establishment of the EWC. In 2008, thisagreement was revisited in order firstly to adapt it to actual
practices within the EWC and secondly to take in accountthe provisions of the new European directive which wasin preparation. The special negotiating body signed the newagreement on 30 October 2008. According to this new
agreement:> the EWC meets twice a year for information and consultation
on evolution of the business and the prospects of the Group;

The principles contained in the International Framework
Agreement are aligned with the general rules of ILO
conventions, the OECD Guidelines for Multinational
Enterprises and the principles laid down by the UN Global
Compact, which EADS signed in October 2003, and they arein compliance with the Code of Ethics.
They cover the fields of equal opportunities and nondiscrimination in respect of employment, of working conditions
and environmental protection, condemn recourse to child labour,
recognise the principles of freedom of association and theprotection of trade unions’ rights.
EADS expects all its suppliers to recognise and apply theprinciples of this framework agreement.

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Overview of collective agreements/works agreements signedwith Unions/Works Councils since 2000

EADS Group Agreements were concluded on the following
matters:> establishment of a European Works Council (1);> establishment of a success sharing scheme linking personnel
incentive bonus to the business performance of the Group (2);and> International Framework Agreement:> in Germany, Tariff Agreements were concluded in relation
to such matters as holiday pay, Christmas bonus, sick pay,and early retirement, as well as agreements with the works
council on success sharing, insurance package, company
pension, early retirement deferred compensation,suggestion scheme, family and work life balance, disabled
people, and time saving system,

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to such matters as employment issues, union’s rights andsocial dialogue, pre-retirement, management of the second
half of careers, health cost coverage, French national
committee and unions coordinators, professional equalityand diversity, working time, career-long training, newframe for health insurance, skills management,> in Spain, a collective bargaining agreement coveringvarious subjects regarding salary, working time andorganisation of work includes also social benefits such as
aid to children of employees, collective transport,retirement, life insurance, loans, prize at retirement,
canteens, aids to worker association.
It has to be noted that collective agreements can be signed at the
BU level on matters directly related to their specific social
perimeters.

5.5 CORPORATE CITIZENSHIP
5.5.1 Maintaining an Open Dialogue with EADS’ Stakeholders
5.5.1.1

POLICY“As one of the largest European companies, EADS is aware ofits duties and is willing to develop its contribution to the cultural,
educational and social background in the countries where EADS
operates. In particular, EADS aims at reinforcing project
partnerships with universities and research centres, through, forexample, the EADS Research Foundation.
EADS shall do its best to maintain an open dialogue with its
stakeholders and to provide clear answers to requests forclarifications within the limits of its obligations.”

However, EADS has implemented donation guidelines (under
the responsibility of EADS’ Corporate Secretary) as well as
sponsoring guidelines (under the responsibility of EADS
Corporate Communications) which set out criteria for granting
contributions to projects.
The guidelines also provide certain thresholds above which suchactivity has to be reported to the Corporate Secretary or
Corporate Communications respectively and approved at thelevel of the CEOs.

5.5.1.3 PERFORMANCE AND BEST PRACTICES
5.5.1.2 ORGANISATIONEADS’ initiatives include sponsorships, donations, orpartnerships. Wherever located, EADS contributes to a rangeof activities, conferences or institutions, which address social,educational, cultural or sport subjects. In most cases, suchactivities are initiated by EADS’ local entities which are also in
daily contact with relevant stakeholders.

Corporate sponsorships and donations
EADS is supporting science and educational oriented projects(e.g. EADS TechMaster Awards for aerospace students (UK,Singapore); partnership with London Science Museum;
SAE Brazil Aerodesign Competition for aerospace stundents).

(1) Agreement for the establishment of a European Works Council and its sub Committees for information and consultation of the workforce between EADS NV
and its Employee Representatives dated 23 October 2000.
(2) Group Agreement on implementation of a success sharing scheme within EADS- NV Group between Head of EADS NV HR and the EADS NV European
Worker Council dated 29 June 2004.

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EADS also contributes to humanitarian activities by donating
and giving material, or providing expertise and capacities whennecessary. To name but a few examples:> EADS has a long-term partnership with “Aviation sans
Frontières” (“ASF”) a non-profit organisation in France,
Germany and Spain, a humanitarian organisation which
provides air transport for, in particular, seriously ill children;> EADS funded social project Gotas de Flor com Amor, a NGO
created in 1992 with the aim of educating children andteenagers in risk situation, as well as their respective families.
It was recognized as a Civil Society Organization of Public
Interest (OSCIP) in 1993. EADS has been supporting Gotas
de Flor since 2004;> EADS supported the global emergency relief efforts in theprovince of Sichuan following the earthquake on 12 May
with donations, information, hardware and technicalassistance: Airbus and Eurocopter made financial donations;Astrium provided detailed satellite imagery of the affectedarea to aid emergency relief on the ground; Defence &Security division provided tents for Sichuan; Eurocopter
established crisis management cell for helicopters in rescue
operations.
Furthermore, EADS encourages its employees who individuallyparticipate actively and responsibly in local initiatives — which
contribute to the overall development of local communities.

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themes of humanitarian and community support, youth
development and the environment.
In the field of environment the foundation is tasked to focus
on protecting, improving and increasing awareness of theenvironment, and supporting projects with a particular focus
on biodiversity. The foundation will also help young people
to develop the skills they will need later in life - in particularfostering cross cultural and global citizenship. The third themeof the foundation is to provide aid and relief in cases of natural
disaster and reaching out to develop local communities where
Airbus is present.

Dialogue with Stakeholders
EADS strives to maintain an open dialogue with stakeholders
who seek additional information on EADS’ businesses,
operations or CSR activities.
Particularly, in order to provide the most accurate information
to stakeholders and stockholders, the Group proactively interacts
with the main sustainability rating agencies. EADS aims at
continuously improving the ways of integrating CSR into its
day-to-day business. In keeping with this objective, the agencies’
analyses contribute to EADS’ efforts in assessing the Group’
strengths and weaknesses and point out possible gaps in CSR
reporting. They also provide an indication of the benchmark
positioning of EADS within the aerospace and defence industry
which is currently behind the other industries in terms of CSR
reporting.

EADS Corporate Foundation

The EADS Corporate Foundation (Fondation d’entreprise
EADS) was created in France in September 2004 to promote
multidisciplinary research in air and space technologies andfoster exchanges between researchers in government, private
industry and higher education research institutes(See “— 5.2 Sustainable Growth”).
Airbus Corporate Foundation

The Airbus Corporate Foundation, established in December 2008,
aims at facilitating charitable activities worldwide within aninternational network of employees, associations and internationalorganisations. Starting off with a budget of 2.5 million euros, theAirbus Corporate Foundation will focus its support on the three

EADS CSR Day

As a sign of the Group’s proactive approach, EADS held its first“CSR Day” on 19 November 2008 in Toulouse, an event that
EADS initiated to discuss its corporate responsibility initiatives
with the CSR/SRI community.
During this event, EADS’ Chairman and the Chief Executive
Officer, as well as key executives, described the group’s position
with respect to CSR issues such as governance, ethics andcompliance, human resources and environment. The agenda ofthis event and the presentations are available for download on
EADS website: http://www.eads.net/1024/en/corporate_
governance/csr/csr-day.html

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5.5.2 Encompassing Community Interests in EADS’ Global Strategy
5.5.2.1 POLICY> “EADS is proud of selling its products and providing its services
to an increasing number of countries, thanks to the trust placed
by international customers in its global reputation.
> EADS is conscious of its responsibility as a global company
in the spreading of sound international business practices that
foster the expansion of a balanced and fair globalisation
benefiting all countries.
> EADS encourages industrial cooperation with local industries
whenever possible in order to support the development of skills
and competencies.
> EADS supports local initiatives dedicated to the promotionof corporate social responsibility-oriented projects.”

5.5.2.2 PERFORMANCE AND BEST PRACTICESEADS pursues international development through setting up
plants and engineering centres in strategic countries, completing
acquisitions or partnering with local industry. As a responsible
local citizen, EADS is committed to emcompassing local interests
in its global strategy, creating high value jobs, in-sourcing worldleading technology, investing in education and training programs,
supporting local initiatives dedicated to the promotion of CSRoriented projects, or implementing policies that favours qualityof the job environment and career development for local
employees. In that regard, 2008 was another year of successful
partnerships. To mention but a few examples:
Eurocopter will continue its expansion in South America
following the signature of a contract (50 EC725 helicopters) toprovide Brazil armed forces with a fleet that is capable ofperforming an extremely wide range of missions. Eurocopter has
been in Brazil for more than 30 years through its subsidiary
Helibras located in Itajuba in the state of Minas Gerais. Helibras
employs 270 people and is the only helicopter manufacturer withan established presence in South America. The new contract will
double the production capacity and the number of staff at the
Itajuba plant, where the EC725 helicopters will be manufactured,assembled and undergo maintenance support activities after
delivery. This contract will also make a significant contribution
to the development of Brazil’s aeronautical industry, as local
companies will be closely involved in the manufacturing
activities and will benefit from technology transfers.
On July 2008, EADS and Mubadala Aerospace, a Division of
Mubadala Development Company of the United Arab Emirates

200 EADS R EG I S TR ATI O N DOC U ME N T 2 0 0 8(Abu Dhabi), have signed a multi-faceted supplier agreement.
The partnership will allow EADS to extend its footprint in the
Middle East in terms of suppliers and production capabilities.
The cooperation is expected to generate in excess of US$1 billionof revenue for Mubadala Aerospace over ten years. As part of
the agreement, EADS will work with Mubadala Aerospace todevelop an Engineering Centre as well as Research andDevelopment facilities in Abu Dhabi. These facilities will becreated to provide full design and development capabilities forcomposite aerostructures. As a result, aerostructures will
ultimately be designed developed and manufactured in Abu
Dhabi. Both parties, recognising the long term opportunities
this partnership presents, have agreed to invest significantly in
education and training programs. Agreements with Universities
based in the Emirate of Abu Dhabi and vocational training
courses within EADS and Mubadala aerospace facilities are
therefore planned.
EADS and the Qatar Ministry of Interior have set up
a dedicated TETRA competence centre which will include
a training centre as well as a test bed for applications andservices. It epitomises the strong long term partnership between
the Qatar Ministry of Interior and EADS Secure Networks. The
teams from the former will notably benefit from a steady andhigh-value transfer of competences from the experts of thelatter. This will be the first TETRA centre of excellence in the
Middle East.
In India, Astrium has signed a Long Term Agreement with
Antrix Corporation, the commercial arm of the Indian Space
Research Organisation (ISRO), on utilisation of the Indian Polar
Satellite Launch Vehicle (PSLV) launch services. Over the past
5 years, both companies have been successfully cooperating in
the field of space activities, as evidenced by the award of two
telecommunication satellite contracts, W2M for Eutelsat and
HYLAS for Avanti Systems. These co-operations represent
a major breakthrough for the partnership between the European
and Indian space technology organisations.
In the US, EADS North America is committed to increasing
its investment, expanding its industrial presence, creating highvalue jobs and in-sourcing world-leading technology andproducts to the US marketplace. On April 2008, EADS
announced the acquisition of California-based PlantCML,
a leading provider of emergency response solutions. Moreover,as a responsible local citizen, EADS North America is actively
contributing to associations and institutions in the communities
where its employees live and work.

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Entity Responsible
for the Registration Document
6.1

ENTITY RESPONSIBLE
FOR THE REGISTRATION DOCUMENT

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6.2

STATEMENT OF THE ENTITY RESPONSIBLE
FOR THE REGISTRATION DOCUMENT
204

6.3

INFORMATION POLICY

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6.4

UNDERTAKINGS OF THE COMPANYREGARDING INFORMATION205

SIGNIFICANT CHANGES

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6.5

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ENTITY RESPONSIBLE FOR THE REGISTRATION DOCUMENT> 6.1 | Entity Responsible for the Registration Document

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6.1 ENTITY RESPONSIBLE FOR THE REGISTRATIONDOCUMENT
EADS

6.2 STATEMENT OF THE ENTITY RESPONSIBLE
FOR THE REGISTRATION DOCUMENTThe Company declares that, having taken all reasonable care to ensure that such is the case, the information contained in
the Registration Document is, to the best of the Company’s knowledge, in accordance with the facts and contains no omission
likely to affect its import.
EADS represented by:Louis Gallois
Chief Executive Officer

6.3 INFORMATION POLICY
Contact details for information:
Ms. Nathalie Errard
Head of Investor Relations and Financial Communication
EADS
37, boulevard de Montmorency
75781 Paris cedex 16 France
Telephone: +33 1 42 24 28 00
Fax: +33 1 42 24 28 40
E-mail: ir@eads.com
A website, www.eads.com, provides a wide range of
information on the Company, including the Board of Directors
Report. Additionally, for the life of this Registration
Document, copies of:> the Articles of Association;
204 EADS R EG I S TR ATI O N DO C U ME N T 2 0 0 8> the Registration Document filed in English with, andapproved by, the AFM on 25 April 2007;> the Registration Document filed in English with, andapproved by, the AFM on 24 April 2008, and> the Consolidated Financial Statements (IFRS) and theCompany Financial Statements of EADS for the years
ended 31 December 2006, 2007 and 2008, together withthe related auditors’ reports, may be inspected at EADS’registered office at: European Aeronautic Defence and Space
Company EADS N.V., Mendelweg 30, 2333 CS Leiden,
the Netherlands, Seat (statutaire zetel ): Amsterdam,
Tel: + 31 (0)71 5245 600.
Special toll-free hotlines are available to shareholders
in France (0 800 01 2001), Germany (00 800 00 02 2002)
and Spain (00 800 00 02 2002). An e-mail box is dedicatedto shareholders’ messages: ir@eads.com.

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6.4 UNDERTAKINGS OF THE COMPANYREGARDING INFORMATION
Given the fact that the shares of the Company are listed onEuronext Paris (the “Paris Stock Exchange”), in regulierter
Markt (in the sub-segment Prime Standard) on the Frankfurter
Wertpapierbörse (the “Frankfurt Stock Exchange”) and on
the Madrid, Bilbao, Barcelona and Valencia Stock Exchanges(the “Spanish Stock Exchanges”), the Company is subject tocertain laws and regulations applicable in France, Germany andSpain in relation to information, the main ones of which aresummarised in “General Description of the Company and its
Share Capital — 3.1.3 Governing Laws and Disclosures”.

6.5 SIGNIFICANT CHANGESAs of the date of this registration document, there has been no significant change in EADS’ financial or trading position since
31 December 2008.

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WWW.EADS.COM

European Aeronautic Defence
and Space Company EADS N.V.
P.O. Box 32008
2303 DA Leiden
The Netherlands

This document is also available
at the following addresses:
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Defence and Space Company
EADS N.V.
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