Airbus 2010 Annual Report Download - page 37

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LONG-TERM VALUE
Eurocopter is continuing to invest in its innovation strategy in spite of a challenging
environment for the helicopter market. The X3 demonstrator’s first flight showed how
this is promising enhancements of helicopter performance; subsequent innovations
are high on our agenda.
Finally, Cassidian advanced its globalisation strategy. 2010 gave birth to several new
partnerships, particularly in high-growth markets such as Brazil and India.
We are focusing on making EADS’ flight into the future a successful one. We know
our people are the key to achieving that. Therefore, management has challenged
the status quo and conducted the second round of the Engagement Survey in
2010. It revealed improving employee satisfaction and we are redoubling our
efforts to lift engagement up. We are committed to keeping EADS an innovative
and attractive employer.
Improvement programmes continue to be part of our flight plan, too, being yet
another key to competitiveness. At Group level, Future EADS is on track in terms
of delivering savings and, more importantly, fostering integration.
By the end of 2010, Power8 had met its targets, and had been instrumental in helping
Airbus to weather the economic crisis. Other cost saving plans which stretch across
Airbus and other parts of EADS, will maintain this positive momentum until 2014.
As our markets evolve, so must we. Astrium (AGILE) and Eurocopter (SHAPE)
are making progress with transformation programmes launched in 2010, while
Cassidian follows in 2011. Adapting to ever-changing dynamics is a prerequisite
for the Divisions’ success.
Being competitive and integrated is vital for the success of our Vision 2020 strategy.
We have a huge task ahead of us in better balancing our portfolio of activities and
becoming less dependent on Airbus commercial aircraft cycles, developing, in
particular, services, security, and defence outside Europe in a period of budget
constraints in our domestic countries.
This is why we are building EADS on three strategic pillars. Certainly, we will
maintain our presence in Europe where our roots are. In parallel, we must give a more
global base to our footprint to get access to the United States, a key market in our
industry, and emerging markets to benefit from their dynamism.
Now that we have entered our second decade of operations, I am convinced we
can realise the Group’s full potential. We are starting to demonstrate the power of
stability and maturity. We are committed to improving profitability, knowing it will
not only fuel our flight into the future but also ensure highest long-term value for
our shareholders, employees and customers.
Yours sincerely,
Louis Gallois
Chief Executive Officer
CHIEF EXECUTIVE OFFICER’S MESSAGE