Cassidian Drivers of Business Success
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1 Cassidian Drivers of Business Success Bernhard Gerwert Chief Executive Officer Cassidian Page 1
2 Safe Harbour Statement Disclaimer This presentation includes forward-looking statements. Words such as anticipates, believes, estimates, expects, intends, plans, projects, may and similar expressions are used to identify these forward-looking statements. Examples of forward-looking statements include statements made about strategy, ramp-up and delivery schedules, introduction of new products and services and market expectations, as well as statements regarding future performance and outlook. By their nature, forward-looking statements involve risk and uncertainty because they relate to future events and circumstances and there are many factors that could cause actual results and developments to differ materially from those expressed or implied by these forward-looking statements. These factors include but are not limited to: Changes in general economic, political or market conditions, including the cyclical nature of some of EADS businesses; Significant disruptions in air travel (including as a result of terrorist attacks); Currency exchange rate fluctuations, in particular between the Euro and the U.S. dollar; The successful execution of internal performance plans, including cost reduction and productivity efforts; Product performance risks, as well as programme development and management risks; Customer, supplier and subcontractor performance or contract negotiations, including financing issues; Competition and consolidation in the aerospace and defence industry; Significant collective bargaining labour disputes; The outcome of political and legal processes, including the availability of government financing for certain programmes and the size of defence and space procurement budgets; Research and development costs in connection with new products; Legal, financial and governmental risks related to international transactions; Legal and investigatory proceedings and other economic, political and technological risks and uncertainties. As a result, EADS actual results may differ materially from the plans, goals and expectations set forth in such forward-looking statements. For a discussion of factors that could cause future results to differ from such forward-looking statements, see EADS Registration Document dated 12th April Any forward-looking statement contained in this presentation speaks as of the date of this presentation. EADS undertakes no obligation to publicly revise or update any forward-looking statements in light of new information, future events or otherwise. Page 2
3 Cassidian Activities: 6 bn Profitable Business Air Systems & Services MBDA ~ 40% of Cassidian Revenues Eurofighter, combat and unmanned aircraft Services for platforms and systems including MRO*, through life services, training, and logistics services ~20% of Cassidian Revenues Missiles & missile systems for land, sea and air Prime contractor for series of strategic multinational programmes (Meteor, Aster ) Security Systems & Solutions Sensors ~20% of Cassidian Revenues Command and Control Systems Border, maritime and coastal Surveillance Secure Communications & Emergency Response ~10% of Cassidian Revenues Radars, electronic warfare, IFF**, optronics and protection electronics for defence & security Page 3 Other ~10% of Cassidian Revenues Including Mission Avonics, Test & Services, other subsidiaries * Maintenance, Repair & Overhaul * *Identification Friend or Foe
4 Cassidian: Market Environment Trends in Cassidian s Key Markets Security Defence Border/ Coastal Surveillance, Emergency Response Secure Communications and Cyber Ministry of Interior Combat and Unmanned Aircraft, Defense Electronics Command & Control Systems, Missiles Ministry of Defense Home Countries New Cassidian Countries Rest of World Home Countries: France, Germany, Spain, UK New Cassidian Countries: Brazil, India, Middle East, USA Page 4
5 Cassidian: Major Achievements Transformation programme on track Integrated division with operational and country dimension Increased global footprint and global revenue share Sound financial performance in recent years Stable revenues and solid order book of nearly 3 years of revenues EBIT* performance in recent years burdened by higher R&D, restructuring costs and high investments in transformation and globalisation Significant change in leadership team and structure mid Revenues 20% 80% Domestic Global EBIT* ( m) /RoS 2011 Revenues 70% 30% Transformation Plus launched Simplification of organisational structure Extended Competitiveness and Improvement programme Doubling Profitability Transformation and sustainable global growth Page 5 * pre goodwill impairment and exceptionals
6 Cassidian Target Cassidian RoS 10% by m 2012 Target Drivers towards 10% RoS target Focus on core Improved competitiveness Cost structure & headcount reduction Improved programme delivery Simplification: Organisation, R&D Success in key global markets 2011 Revenues 2015 Revenues 70% 30% 45% 55% Domestic Global Page 6
7 Key Enablers: Focus on Core % of total Revenues ~ 6 bn ~ 6 bn * Command, Control, Communications, Computers, Intelligence, Surveillance, Reconnaissance ** Lead Systems Integration *** Identification, Friend or Foe Page 7 Air Systems & Services Profitable Eurofighter secured deliveries until 2017 Profitable growing maintenance and support business for military platforms Market entry for UAE and Eurofighter export campaigns enhanced through partnerships MBDA Long-term projects and solid footprint in France, UK, Germany and Italy Secure MEADS / Follow on Ballistic Missile Defence Success in India and the Gulf, growing presence in the US Security Systems & Solutions Strong national position in C4ISR* in France & Germany Delivery on challenging LSI** programmes Widely deployed secure communication solutions (TETRA/TETRAPOL), network renewals and follow on services Sensors & Electronic Warfare Strong technology portfolio in electronic warfare, optronics, Radars and IFF*** Worldwide product support
8 Key Enablers: Improved Competitiveness (1/3) Cost Structure & Headcount Reduction Continuation and extension of work of existing Transformation programme until 2015 Headcount reduction mainly in management and indirect support functions Significant annual cost reduction MBDA Improvement Programme Page 8
9 Key Enablers: Improved Competitiveness (2/3) Improved programme delivery Improved programme execution & de-risking OTOCOQ* focus at business line level Application of LEAN methodology e.g. Eurofighter lean management system Optimisation of engineering architectures, establishment of global competence centres Simplification of integrated systems delivery model by development of standard modules for global re-use and increase own value add by inclusion of own products (Sensors) Page 9 * On time, on cost, on quality
10 Key Enablers: Improved Competitiveness (3/3) Simplification: Organisation More streamlined organisation less interfaces and complexity Leaner, more agile and international executive committee Accelerated decision making and reduced bureaucracy Simplification: R&D Increase level of modularisation: product building blocks and family concepts enabling re-use in other programmes globally Modular basis can be applied flexibly in both defence and security systems Page 10
11 Key Enablers: Success in Key Global Markets Objective of 50% global business in 2017 Regional Sales Org. Follow on Business Local Presence Strengthen internationalisation with new regional sales organisation: Asia Pacific, EMEA* Americas Programme delivery as door opener: leverage strong reference customers in Eurofighter and security business Eurofighter export, follow on support services Operational development and training in LSI** Larsen & Toubro (India), Emiraje (UAE) Centres of Excellence Engineering India, Electronic Warfare S. Africa Strong project teams in UAE and Saudi Arabia Local company in US (Cassidian Communications Inc., Fairchild Controls) * Europe, Middle East & Africa ** Lead Systems Integration Page 11
12 Example on the Ground Eurofighter Lean Management System Manching & Getafe WIP** & Material Reductions Standardisation of key processes Capabilities enhancements Simplification of IS* delivery model Development of standard modules and solutions for global re-use R&D to mature solution portfolio for re-use in products globally Optimisation of Engineering Architecture Mission Planning One architecture replacing four Capable of supporting multiple platforms NH90; Eurofighter, Tornado, Tiger Data Links Reduction of solutions to 2 by combining available capabilities spread across various centres of competence Page 12 * Integrated Systems ** Work In Progress
13 Conclusion Cassidian is and remains profitable in a difficult market environment Well set to target 10% RoS in 2015 Key enablers are: Focus on core businesses Further headcount reduction and cost reduction Improved competitiveness: Improved programme delivery Simplification in organisation and R&D processes Success in strategic key global markets Strong order backlog and secured programmes provide stability and secure workload in the medium term Page 13
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Ferrari posted a record Q3 2015 performance Shipments were 1,949 units, up 21% Net revenues were up 9% (3% at constant currencies) to Euro 723 million EBIT reached Euro 141 million, 610bps margin increase
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