Airbus 2015 Annual Report Download - page 57

AIRBUS GROUP REGISTRATION DOCUMENT 2015 l 25 l
Informationon GroupActivities
Registration Document 2015
1.
1.1 Presentation of the Group
Radio business, and defence electronics, that have better
perspectives in ownership structures more tailored to the
nature of these businesses.
To achieve this goal, AirbusGroup is using the following
strategic levers:
3. Pursue incremental innovation potential within product
programmes while pioneering and fostering disruptions
in our industry, and developing necessary skills and
competencies required to compete in the future
AirbusGroup innovates every day to increase its competitive
advantage by enhancing product performance, creating
new customer benefits, and reducing costs. Our cutting-
edge technologies and scientific excellence contribute to
global progress, and to delivering solutions for society’s
challenges, such as environmental protection, mobility, and
safety.
After many new product developments in recent years, the
majority of the Group’s revenues are generated today in
segments where we have competitive, mature products that
are far from the end of their lifecycle. Innovation will therefore
target maintaining, expanding, and continually leveraging
the competitiveness of the current products.
The Group raised its ambitions to pioneer and disrupt the
aerospace industry in areas that will shape the market and
our future and made a substantial effort in breakthrough
innovation. Giving broader populations access to the
“3rddimension” by fostering air mobility is a dedicated
target of the Group. In 2016, the Group will further explore
innovation hot-springs beyond the Silicon Valley where the
new Corporate Venture Capital fund and the Innovation
Centre A3 are currently ramping up their activity. Other
examples include the Group’s engagement in the OneWeb
low cost satellite constellation of 900units as well as the
further expansion of dedicated facilities and tools for early
stage innovation (e.g., Airbus Bizlab).
4. Exploit digitalization to enhance our current business
as well as pursue disruptive business models
At AirbusGroup, we realise that digitalization is a mega trend
that needs to be addressed at a strategic level and also at
all levels of the organisation. Our business can become
more efficient with a mature use of digital technologies to
drive higher quality of services, cost efficiency and improved
operations performance. Therefore, digitalization has been
validated as the 8th strategic path for AirbusGroup. This
new initiative will support the Group’s transformation
by focusing on 5 main axes: (i)enabling high employee
engagement, (ii)digital operational excellence, (iii)mastering
our product data value chain and turning product data into
insight, (iv)capturing the end user experience and (v)driving
our business agility.
5. Adapt to a more global world as well as attract and
retain global talents
With 77% of our backlog and 69% of our revenues coming
from outside Europe, AirbusGroup remains, more than
ever, a global company. The strategy and the constant
effort to globalize our businesses, especially in countries
with substantial growth, have paid. This global footprint is
also reflected in the diversity of our staff and skills, with
employees outside Europe almost doubled in the last five
years. Workforce in Asia and Latin America experienced the
most important growth. Locally, products may need to be
adapted and definitely serviced, but the main logic going
forward is that the industry will retain its “global products for
local markets” dynamic. Greenfield approaches have proven
to ensure the Group a controlled entry and real citizenship,
whilst partnerships and acquisitions are complementary
tools. The setup of training JVs in Singapore and Malaysia
as well as greenfield training investments in Mexico are
the best example of the implementation of this strategy.
AirbusGroup is streamlining its set-up by consolidating
its international presence, for example in India, China, and
Middle East (Dubai), using a “one-roof” policy under the
Airbus name.
6. Focus services on and around the Group’s platforms
The strategy going forward is to focus on services where
the Group can differentiate and add value for its customers
according to the motto “no one knows our products better
than we”, aiming at developing long-term customer intimacy
and bring competitive advantage to its customers. As
services are executed locally, the portfolio will be adapted to
the increasingly global customer base. The Group revenues
in the service segment are around 13% of its total business.
The ongoing acquisition of Navtech aims at supporting our
strategy by strengthening our offering of flight operations
solutions. Cooperation with military customers is set to
increase substantially through maintenance and support
services thanks to the new platforms to be delivered in the
coming years, including over 250 Eurofighters, over 150
A400M aircraft, around 250 NH90s and 50 Tiger helicopters.
In commercial, with production rates above 600aircraft
a year, the installed base is expanding rapidly, and new
innovative services are being offered successfully.
7. Strengthen the value chain position
The Group’s core capability is to master programme
management and architect/ integrator capabilities in
order to market, develop, and manufacture large-scale
aeronautics/ space platforms, integrated systems, and
related services. As the Group is much based on a strong
platform prime role, managing the supplier base towards
delivering to the final customer is key. We aim to strengthen
and optimise selected strategic value chain areas to protect
Financial Statements 2015
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Annual Report 2015 Financial Statements 2015
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