2. Introduction
• Type – subsidiary.
• Industry –aerospace.
• Founded -1970 (as airbus industry)
2001 (airbus as SAS)
• Headquarters - Toulouse, France.
• Key people - fabrice brégier (chief executive officer)
gunter butschek (chief operating officer)
• Products - commercial airliners.
• Revenue - €33.10 billion (2011)
• Net income - €1.597 billion (2008)
• Employees - 63,000.
3. History
• Airbus Industrie began as a consortium of European aviation
firms to compete with American companies such
as Boeing, McDonnell Douglas, and Lockheed.
• in 1991, Jean Pierson, then CEO and Managing Director of
Airbus Industrie, described a number of factors which
explained the dominant position of American aircraft
manufacturers.
4. • At the 1965 European airlines informally discussed
their requirements for a new "airbus" capable of
transporting 100 or more passengers to medium
distances at a low cost.
5. Airbus's vision for "smarter skies"
These are five-fold:
Eco-climb –. Since planes use so much power to leave the
ground, the idea is to source that power from devices on the
ground, rather than have them weighing down the plane.
Then you could shorten the runways and lighten the aircraft.
Express skyways –In Airbus's example, three aircraft heading
east from Las Vegas, Los Angeles and San Francisco would
meet over Utah and fly onwards together. Planes could also
reduce the distances they have to fly if they take direct routes
between A and B, rather than zig-zagging.
6. Free-glide approaches and landings – with better air-traffic
management planes would be able to glide smoothly into
airports, as opposed to descending in stages and wasting
energy.
Ground operations – "autonomous receiving vehicles" that
would get planes from runway to gate faster are among the
ideas for improving operations at the airport.
Power - biofuels and other alternative sources of energy
would reduce CO2 emissions and improve the security of
energy supply.
7. Quality policy
• Delivering aircraft on time, on cost and on quality – getting it
right first time – drives Airbus policy with safety as number
one priority in the design, building and performance of its
aircraft.
• Safety, reliability, comfort and maintenance costs are key
areas where quality is crucial in an airline’s judgment of an
aircraft.
• Before an aircraft achieves its final type certificate it must
undergo around 1,200 hours of test flying.
8.
9. Organization chart
• CEO (chairman airbus).
• CFO,EADS and Airbus.
• Chief human resource officer.
• COO.
• Cooperate secretary.
• Head of airbus military.
• Head of public affairs.
• President and CEO, Airbus japan.
• President and CEO, Airbus china.
• President and CEO, Airbus middle east.
10. AIRBUS IN INDIA
• Airbus’ industrial cooperation with India began in
1988 when an agreement was reached with
Hindustan Aeronautics Limited (HAL) to manufacture
passenger doors for the A320 aircraft.
• Today, Indian companies – and over 1,500 Indian
employees – contribute to virtually all Airbus aircraft
programmes.
11. AIRBUS IN CHINA
• China is poised to become one of the world’s largest
aviation markets, and it already is a major
geographical region for Airbus – with more than 800
aircraft in service with Chinese airlines as of June
2012
• The country also is home to a growing number of
Airbus manufacturing and support operations –
including its first assembly line outside of Europe.
12. STRONG TIES TO CHINESE
MANUFACTURERS
• Airbus not only values its relationship with airlines in
China, it also appreciates the enormous potential
offered by Chinese industry.
• Currently, over half the Airbus fleet in service
worldwide has parts produced by Chinese companies
with whom Airbus already enjoys strong relations.
13. A STRATEGY OF PARTNERSHIPS
• Airbus also seeks to form new industrial partnerships
whenever possible.
• For example, the A318 is the first new Airbus aircraft
developed with support from a Chinese engineering
team.
