Airbus 2015 Annual Report Download - page 56

AIRBUS GROUP REGISTRATION DOCUMENT 2015 l 24 l
Informationon GroupActivities
1.1 Presentation of the Group
1.1 Presentation of the Group
1.1.1 Over view
With consolidated revenues of € 64.5billion in 2015, the Group
is Europe’s premier aerospace and defence company and
one of the largest aerospace and defence companies in the
world. In terms of market share, the Group is among the top
two manufacturers of commercial aircraft, civil helicopters,
commercial space launch vehicles and missiles, and a leading
supplier of military aircraft, satellites and defence electronics.
In 2015, it generated 82% of its total revenues in the civil sector
(compared to 82% in 2014) and 18% in the defence sector
(compared to 18% in 2014). As of 31December 2015, the
Group’s active headcount was 136,574employees.
Strategy
After the introduction of the new Group strategy in 2013, the
Group has successfully executed its rebranding and “Airbus”
has become the reference on our various markets. The
restructuring of our defence and space business is ongoing;
with progress in executing the portfolio decisions around the
mission statement “we make it fly”. Furthermore, the internal
transformation programme at Airbus Helicopters has made
significant progress.
AirbusGroup continues to focus on leadership in commercial
aeronautics, military aircraft, and space markets. The Group
is driving incremental innovation, globalization, services and
value-chain optimisation, all of which will result in improved
profitability and performance. AirbusGroup raises its ambition
by adding “Digitalization” as a further lever for change and by
developing a new innovation strategy to “pioneer and foster
disruptions in our industry”.
The 8 strategic paths of the AirbusGroup Strategy are as follows:
1. Strengthen market position and profitability while
remaining a leader in commercial aeronautics
Airbus aims to be largely self-sufficient going forward, rather
than attempting to rely on a balanced Group portfolio. Focus
upon on-time, on-cost, on-quality is paramount given the
huge backlog execution challenge. Therefore, the proven
management of cycles and shocks needs to be continued
and the efforts to mitigate against cycles and shocks
has to be even further strengthened through focusing on
innovation, services and a more global approach.
2. Preserve leading position in European defence, space
and government markets by focusing on military
aircraft, missiles, space and related services
Defence can no longer be a tool to manage and hedge
against commercial cycles, but our ambition is to remain
strong and actively shape our defence, space and
governmental business. The focus will involve (i)developing
high-performing, low-equity businesses such as missiles,
launchers, combat and transport aircraft, entering into new
growth areas when they are backed by government funding,
and (ii)focusing on productivity improvements both through
internal means and in the context of European optimisation
to enable efficiencies and improve the Group’s positioning
on export markets. In Space, AirbusGroup intends to
strengthen its position increasing its stake in Arianespace
and developing Ariane6, if it is able to conclude the creation
of Airbus Safran Launchers in its full scope.
Some business areas have been divested or are in the
process to be divested as they do not fit the strategic
goals and the Company sees possibilities to increase
their development potential in different set-ups. These
include satellite communication services (excluding key
governmental business), Rostock System-Technik, ESG,
or Fairchild Controls. The Group also maintains its path, of
an orderly exit from Dassault’s capital to maximise value.
Despite the Company’s strong track record and good
prospects, this minority stake has no strategic interest for
AirbusGroup and a 18.8% stake has been sold in the first
half of 2015 taking Airbus’ share down to 23.4%. Further
divestments are planned, e.g., the Professional Mobile
Due to the nature of the markets in which the Company operates and
theconfidential nature of its businesses, any statements with respect to
theCompany’s competitive position set out in paragraphs1.1.1 through1.1.6
below have been based onthe Company’s internal information sources,
unlessanother source has been specified below.
Financial Statements 2015
11 22 33 44 55
QRegistration Document 2015
Annual Report 2015 Financial Statements 2015