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STRATEGY
VISION 2020
Following the initiative of CEO Louis Gallois, EADS has formulated a strategic roadmap called Vision 2020. This blueprint for EADS' future was presented to the Board of Directors in January 2008. Since then, it has been turned into a Group-wide action plan, applied by every Division.
We aim to achieve:
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A better balance between commercial aircraft and our other activities. Commercial aircraft is an extremely capital intensive and cyclical business, with great sensitivity to the US Dollar exchange rate. In 2008 it represented 63% of Group revenues. Our goal is to increase the share of our other activities, especially defence and institutional business, in order to reach a 50/50 balance.
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A better balance between platforms and services. With a strong customer base for advanced platforms and systems. EADS is in a position to develop high-value related services, which are not only highly profitable but also counter-cyclical. Our target is to raise service's share of revenues from 10% to 25% by 2020.
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A better balance between our European roots and our global footprint. To gain access to new markets and technology resources, as well as low-cost and multi-currency-based sourcing, we need to expand our international footprint. Our target is to have 20% of employees and 40% of sourcing outside Europe.
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Furthermore, we aim to become truly eco-efficient. We are determined to demonstrate our responsible attitude and to make eco-efficiency a competitive advantage.
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Reaching these targets will require significant technological and human resources. We will continue to deliver the best of European technology, and will encourage greater mobility and international diversity.
VISION AT WORK in 2008
The drive to implement Vision 2020 has already achieved significant
objectives in 2008:
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Focusing on our core business: we carved out major aerostructure activities, establishing Aerolia in France and Premium AEROTEC in Germany. We completed the sale of Filton (UK) and Laupheim (Germany), and 70% of EADS Socata.
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Working toward better efficiency: we exceeded the targets of Power8. We launched Power8 Plus and “Future EADS” to further strengthen profitability and improve organisational effectiveness. (read more...)
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Reinforcing programme management: in 2008 we delivered 12 A380 according to plan and met A350 XWB development targets. The production of Ariane 5 ramped up as planned. All Light Utility Helicopters delivered to the US Army were ahead of schedule.
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Continuing globalisation: we acquired US-based PlantCML in the field of secured networks and set up a new A320 final assembly line in China. Partnering with Northrop Grumman, we won the initial US Air Force tanker competition.
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Expanding services: we defined ambitious roadmaps in all Divisions, focusing on high-value services.
TOP PRIORITIES FOR 2009
We will:
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Adapt EADS to the downturn of its commercial markets, with a clear priority on cash-generating and cost-saving programmes. We will sharpen the focus on our core business and grow our presence in the defence, security and services markets.
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Implement a leaner, faster, more integrated organisation through “Future EADS”.
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Reshape A400M contracts via customer and supplier negotiations to achieve a better balance, and we are also implementing a new A400M programme organisation inside Airbus.
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Demonstrate excellence in delivering on operations in all Divisions and all major programmes.
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Achieve significant progress in organic growth of services activities and make acquisitions as financial markets and our cash situation allow.
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Continue progressing in globalisation with a special focus on the US and Asia.
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Move towards an eco-efficient enterprise, developing eco-efficient products.
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Maintain and develop key competencies and skills.
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Reinforce communication with employees and seek to connect them more closely with the success of the Company.
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Promote innovation and reduce the lead time for implementation.
In addition to historical information, this web site includes forward-looking statements. The forward-looking statements are generally identified by the use of forward-looking words, such as “anticipate”, “expect” “estimate”, “intend”, “plan”, “predict, “project”, “will”, “believe”, “should”, “may” or other variations of such terms, or by discussion of strategy that involves risks and uncertainties. These statements relate to EADS’ future prospects, developments and business strategies and are based on analyses or forecasts of 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 be otherwise required by law. The forward-looking statements in this web site involve known and unknown risks, uncertainties and other factors that could cause EADS’ actual future results, performance and achievements to differ materially from those forecasted or suggested herein. These factors include changes in general economic and business conditions and currency exchange rates, as well as those described in the EADS Registration Document 2008 - Section: Risk Factors.
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