Bernstein Conference. September Tom ENDERS Airbus President & CEO

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1 Bernstein Conference September 2011 Tom ENDERS Airbus President & CEO

2 Contents 2 Market Deliveries/ Production Development Programs Services Strategy Profitability

3 Market: Air travel resilient to external shocks 3 World annual traffic (RPKs - trillions) Oil Crisis Oil Crisis Gulf Crisis Asian Crisis WTC Attack SARS Financial Crisis +45% Steady 5% growth Source: ICAO, Airbus * since 2000

Market: Strong growth in 2011 4 Sources:

4 Market: Strong growth in Sources: Global Insight, OAG, IATA, ATA, AEA, Airbus

5 Market: GMF 2011 Highlights 5 GMF 2011 key numbers and 20-year change World fleet forecast % change RPK (trillion) % Passenger aircraft fleet 15,000 31, % New passenger aircraft deliveries - 26,920 - Dedicated freighters 1,600 3, % New freighter aircraft deliveries Total new aircraft deliveries 27,850 Market value of $3.5 trillion

6 Market: Airbus order backlog 6 Undisclosed 27 (1%) North America 479 (11%) Lessors 819 (19%) Corporate Jet, Private, Military 45 (1%) Latin America 254 (6%) Europe 536 (13%) Africa 83 (2%) Middle East 418 (10%) Asia/ Pacific 1572 (37%) 4,233 aircraft, worth $570 billion

7 Market: Gross order comparison over the last decade 7 Annual gross orders Largest aircraft manufacturer 9 out of last 10 years To end August 2011

8 Market: Delivery comparison over the last decade 8 Annual deliveries Largest aircraft manufacturer 8 out of last 10 years

Market: 2011 gross market share 9 2124 industry orders $223.

9 Market: 2011 gross market share industry orders $223.4 bn industry Airbus to August 31 th, 2011, Boeing 30 th August Assume 737-MAX average price of $90m

10 Market: Single-Aisle Replacement 10 Region 20 years new Singleaisle demand Percent of World Single-aisle demand Europe % Asia % USA % Rest of the world (excl. USA, Europe and Asia) 4765 ~25% US market: a need for new passenger aircraft; thereof 86% Single Aisle US Single Aisle market size is similar to the total Asian market (incl. China and India) With NEO, Airbus is well positioned for replacement market

Market: Financing of Airbus Deliveries to 31 st August 2011 11 ECAs:

11 Market: Financing of Airbus Deliveries to 31 st August ECAs: 26% Commercial Market: 74% $ availability/cost of long-term financing?

12 Market: Orders versus Deliveries 12

Series Programs 13 A320 7922 net orders, 3132 backlog Continuous Development: Sharklet A330 807 A330 delivered 700 A330s sold since B787 launch 57

13 Series Programs 13 A net orders, 3132 backlog Continuous Development: Sharklet A A330 delivered 700 A330s sold since B787 launch 57 orders for A Freighter A in service Current Rate: R2,5 Airframe RC in 2011: -33% compared to 2009 Challenges: RC, Ramp-up Data end of August 2011

Development Programs 14 A320NEO 15% less fuel consumption >1,200 orders since launch (12/2010) Minimum change approach Fraction of development costs of new design Premium price Safeguard for long

14 Development Programs 14 A320NEO 15% less fuel consumption >1,200 orders since launch (12/2010) Minimum change approach Fraction of development costs of new design Premium price Safeguard for long term profitability growth A order from 35 customers Challenges: Industrial maturity for FAL start and readiness for ramp up Development of improved A A400M Type Certification (civil & military) On track for delivery Q1 2013

15 Services Strategy 15 SERVICES PROVIDED BY AIRBUS ATM Services Airline Information Solutions Connectivity On-Air Integrated Material Services Training ATM Provider T/O ~$60M Spare parts distribution T/O $403M Further acquisition opportunities are being identified

16 Profitability: Restore Competitiveness 16 Power 8 ( ) exceeded the initial objectives: delivering 2.5b savings (offsetting cost increase due to escalation & business growth) generating over 9B in cash, and also: Better Capex control Lean setup for all functions Reshaped industrial footprint Integrated organization Power 8+: Continuous Improvement of Performance and Profitability offsetting cost escalation & cost due to Company growth

17 Mitigate the dollar risk through hedging 17 Approximately 50% of EADS US$ revenues naturally hedged by US$ procurement In H1 2011, hedges of $ 8.9 bn* matured at an average hedge rate of 1 = $ 1.37 In H1 2011, new hedge contracts of $ 9.9** bn were added at an average rate of 1= $ 1.38*** Ø Yearly Rate 1,5 1,45 1,4 1,35 1,37 1,47 1,39 1, Spot /$ 16 th Sept.: 1.384$ # # 1,38 1,37 1,38 # 1,3 1,33 1,25 1,2 1,26 1,26 1,15 1,1 1,05 1 1,18 1,16 Ø Market Rate /$ 1,12 Ø Hedge Rate /$ Market Rate as of t Stabilisation of hedging rate at around 1.38 /$ Note: this chart refer to EADS figures largely driven by Airbus * Total hedge amount contains $/ and $/ designated hedges ** Including $ 1 bn of options *** Includes collars at their least favourable rates

18 Profitability: Flight path to profitability target main drivers Production rate increase Year on year pricing improvement a premium price A320 residual value protected beyond 2015 Continue P8+ efforts offsetting cost increase & escalation A380: from significant loss contribution to gross margin/ebit breakeven R&D expenses decrease (A350 XWB) Negative gross margin of early A350 XWB deliveries (RoS dilution)

19 Safe Harbour Statement 19 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 19 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.

20 BACKUP - Guidance guidance is based on :$ 1.35 Airbus Orders & Deliveries: Airbus deliveries : commercial aircraft; Gross orders expected to be above 1,000. Revenues: EADS revenues above the 2010 level EBIT* before one-off: EADS still expects 2011 EADS EBIT* before one-off to remain stable compared to the 2010 level, at around 1.3bn. H2 EBIT before one off at Airbus will be clearly positive but lower than H1 due to higher R&D expenses and a less favourable mix. EBIT*/EPS: Going forward, the reported EBIT* and EPS performance of EADS will be dependent on the Group s ability to execute on the A400M, A380 and A350 XWB programmes, in line with the commitments made to its customers Reported EBIT* and EPS also depend on exchange rate fluctuations At 1 = $ 1.35, EADS still expects 2011 EPS to be above the 2010 level of 0.68; it may be below at 1 = $ 1.45 Free Cash Flow: Free Cash Flow is expected to be around 1 bn before investment for acquisitions 2012 EBIT* before one-off: Should materially improve thanks to Airbus with volume increase, better pricing and A380 improvement * Pre-goodwill impairment and exceptionals

Commercial Update. John Leahy Chief Operating Officer Customers Airbus. Global Investor Forum 2009, Broughton, 1 st & 2 nd April 2009

Commercial Update. John Leahy Chief Operating Officer Customers Airbus. Global Investor Forum 2009, Broughton, 1 st & 2 nd April 2009 Commercial Update John Leahy Chief Operating Officer Customers Airbus Global Investor Forum 2009, Broughton, 1 st & 2 nd April 2009 1 1 Safe Harbour Statement Disclaimer This presentation includes forward-looking