Airbus 2015 Annual Report Download - page 60

AIRBUS GROUP REGISTRATION DOCUMENT 2015 l 28 l
Informationon GroupActivities
1.1 Presentation of the Group
Relationship between AirbusGroupSE andtheGroup
AirbusGroupSE itself does not engage in the core aerospace,
defence or space business of its Group but coordinates
related businesses, sets and controls objectives and approves
major decisions for its Group. As the parent company,
AirbusGroupSE 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 AirbusGroupSE are in support of the business
activities and strategy of the Group. In connection therewith,
AirbusGroupSE provides or procures the provision of services
to the subsidiaries of the Group. General management service
agreements have been put in place with the subsidiaries and
services are invoiced on a cost plus basis.
For management purposes, AirbusGroupSE acts through its
Board of Directors, Group Executive Committee, and Chief
Executive Officer in accordance with its corporate rules and
procedures as described below under “Corporate Governance”.
Within the framework defined by AirbusGroupSE, each Division,
Business Unit and subsidiary is vested with full entrepreneurial
responsibility.
1.1.2 Airbus
Airbus is one of the world’s leading aircraft manufacturers of
passenger airliners, ranging in capacity from 100 to more than
544seats. Across all its aircraft families Airbus’ unique approach
ensures that aircraft share the highest commonality in airframes,
on-board systems, cockpits and handling characteristics.
This significantly reduces operating costs for airlines. See
“—1.1.1Overview” for an introduction to Airbus.
Strategy
Airbus’ primary goal is to deliver strong results in a sustained
manner, while commanding a further increased share of the
worldwide commercial aircraft market over the long-term and
expanding its customer services offering. To achieve these
goals, Airbus is actively:
Building a Leaner, More Fully Integrated Company
In order to build a leaner, more fully integrated company and
thereby bolster its competitiveness, Airbus is adapting its
organisation to foster an entrepreneurial spirit and empower
more teams, while maintaining harmonised processes across
all sites. For series programmes, additional responsibilities and
means have been delegated to plants for delivery at increased
rates.
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, while also improving its
existing product line. The A330neo (new engine option) is one
of the evolutions to the A330 Family and the A320neo (new
engine option) is one of many product upgrades to the A320
Single-Aisle Family to maintain its position as the most advanced
and fuel-efficient single-aisle aircraft family.
Airbus is also currently pursuing (i)development and production
on the A350 XWB programme, and (ii) research on the
development of new aircraft in the short-range, medium-range
and long-haul segments.
To support the A350XWB ramp-up and other production
increases, a new super transporter is under development, with
the first of five Beluga XL aircraft to enter into service in 2019.
Expanding its Customer Services Offering
Airbus seeks to remain at the forefront of the industry by
expanding its customer services offering to meet customers’
evolving needs. As a result, Airbus has developed a wide range
of value-added and customised services which customers
can select based on their own make or buy policy and needs.
This approach provides Airbus operators with solutions to
significantly reduce their operating costs, increase aircraft
availability and enhance the quality of their operations.
Market
Market Drivers
The main factors affecting the commercial aircraft market
include passenger demand for air travel, cargo activity,
economic growth cycles, national and international regulation
(and deregulation), the rate of replacement and obsolescence
of existing fleets and the availability of aircraft financing sources.
The performance, competitive posture and strategy of aircraft
manufacturers, airlines, cargo operators and leasing companies
as well as wars, political unrest, pandemics and extraordinary
events may also precipitate changes in demand and lead 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 first and fourth most important
markets by aircraft delivery value, respectively, in the next
twenty years. As a result, Airbus has sought to strengthen its
commercial and industrial ties in these countries. New aircraft
demand from airlines in the Middle East has also become
increasingly important, as they have rapidly executed strategies
to establish a global presence and to leverage the benefits the
region can deliver.
Financial Statements 2015
11 22 33 44 55
QRegistration Document 2015
Annual Report 2015 Financial Statements 2015