PowerPoint-Pr

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EADS The step beyond
Intercultural Competences in HighTech
Industries-Aeronautics, Space Defence,
Thorsten Möllmann, Vice President
HR-Marketing, 18/11/06
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Overview

• EADS at a glance
• II. Intercultural Competencies

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EADS at a glance
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The CompanyFoundation partners

• Foundation companies

CASA (Construcciones Aeronaúticas SA)
Aerospatiale Matra SA
DaimlerChrysler Aerospace AG
EADS
Date of foundation July 10, 2000
EADS is today the second-largest group in the
global aerospace and defence industry, with a
unique range of products and services.
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EADSManagement Structure
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The Company
EADS
Date of foundation July 10, 2000
Louis Gallois
Tom Enders
EADS Chief Executive Officers
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EADS Management Structure
Finance Hans Peter Ring
EADS North America Ralph D. Crosby Jr.
Human Resources Jussi Itävuori
Marketing, Strategy Global Development Jean-Pau
l Gut
Manfred Bischoff - Arnaud LagardèreChairmen of
the Board of Directors
Tom Enders - Louis GalloisChief Executive
Officers
Eurocopter
Airbus
Military Transport Aircraft
Space
Defence Security Systems
Louis Gallois Fabrice Brégier
Francisco Fernández-Sáinz
Stefan Zoller
François Auque
Lutz Bertling
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EADSCompetitors
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Competitive Position Revenues 2005 in bn
Boeing EADS Lockheed Martin Northrop Grumman BAE
Systems Raytheon General Dynamics Thales Finmecca
nica L3 Communications Saab
44.1
34.2
No. 2 worldwide
No. 1 in Europe
29.9
24.7
22.5
17.6
17.1
10.3
9.8
7.6
2.1
AD activities only. Eliminations not
considered
Based on 2005 average exchange rates /
1.245 / 0.684 /SEK9.269
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Competitive Position Orderbook 2005 in bn
EADS Boeing BAE Systems Lockheed
Martin Northrop Grumman General
Dynamics Raytheon Finmeccanica Thales L3
Communications Saab

253.2
No.1 worldwide
164.7
87.4
60.1
45.2
34.1
27.6
26.2
20.2
Aerospace and defence activities Commercial
aviation based on catalogue prices for EADS,
contractual prices for Boeing
5.6
4.6
Based on 2005 average exchange rates /
1.245 / 0.684 /SEK 9.269
Commercial aviation based on catalogue prices
for EADS, contractual prices for Boeing For
US players, the backlog presented above is the
total backlog (Funded backlog for L3)
Aerospace and defence activities only /
AgustaWestland 100 consolidated. Eliminations
not considered
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EADS Sites in Europe
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EADS InternationalA network of offices worldwide
Berlin
Munich
Warsaw
Moscow
Brussels
Paris
London
Beijing
Ankara
Madrid
Seoul
Ottawa
Washington
Hanoi
Rome
Cairo
Tokyo
Tripoli
Athens
Bangkok
Muscat
Taipei
Mexico
Abu Dhabi
Riyadh
New Delhi
Kuala Lumpur
Jakarta
Singapore
São Paulo
Pretoria
Santiago
Sydney
Canberra
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A Global Leader
Commercial Aircraft
No. 1
Helicopters
No. 1
No. 1
Commercial Launch Vehicles
No. 1
Missile Systems
No. 3
Satellites
No. 3
Military Transport Aircraft
No. 4
Military Aircraft
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(No Transcript)
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Strategic Goals and Priorities
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Strategic Goals Priorities
1. Maintain the long term commercial parity with
Boeing 2. Develop strong growth drivers in
non-Airbus portfolio - Focus on Defence
Security 3. Become a truly global industrial
group 4. Optimize profitability
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Means to achieve these goals EADS Triple I
Internationalisation Innovation Improvement
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EADSEmployees Structure
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EADS Employees by Divisionsas of December 31,
2005
7,536 (6.7) Headquarters Others
Defence Security Systems 23,237 (20.5)
54,721 (48.3) Airbus
Space 10,985 (9.7)
Eurocopter 12,755 (11.3)
3,976 (3.5) Military Transport Aircraft
Total number of employees 113,210
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EADS Employees by Countryas of December 31, 2005
France
Germany
Spain
United Kingdom
Other Countries
43,286 (38.2)
41,438 (36.6)
8,710 (7.7)
14,297 (12.6)
USA 1,877 (1.7) Rest of world 3,602 (3.2)
Total number of employees 113,210
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Overview

• Get to know EADS
• II. Intercultural competenicies

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What EADS expects. ?

• The highest degree of professional excellence /
• technical and functional qualifications
• Team-working / networking skills
• Management and leadership skills
• Creativity and initiatives entrepreneurship
• Mobility Continuous individual development
• ? Functional
• ? Cross-divisional
• ? Geographical
• Intercultural awareness and adaptation

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Human Aspect of Internationalisation

• Importance of international mindset
• ? Openness
• ? Sensitivity
• ? Flexibility
• ? Trust
• Importance of maintaining your own roots
• ? National heritage and identity
• ? Values, behaviours

...enhance cultural awareness and adaptability,
while respecting your own heritage and identity
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Competencies for International Managers

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Introduction

• Globalization of the business world continues the
  trend of organizations utilizing managers for
  expatriate assignments or to work internationally
  on a day-to-day basis in transversal
  multi-national teams.
• One of the key contributors to success in todays
  global organizations is the cross-cultural
  adaptability of leaders to various environments,
  people, situations, and different working styles
• Being successful in working internationally in
  todays global business environment requires
• A different kind of competencies of managers and
  leaders
• A different set of knowledge, skills, abilities
  and other characteristics
• The following depicts some of the key areas
  needed to be successful internationally

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What is the knowledge of cross-culturally
adaptable leaders?

• A must for international managers/leaders is
• extensive past travel moving experiences within
  their own country and internationally
• high technical competence in their respective
  area of expertise
• superior knowledge of global business and
  geopolitics
• indepth knowledge of various countries, its
  culture, history, people, systems, etc.
• excellent knowledge in organizational positioning
  / political savyness

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What type of personality do cross-culturally
adaptable leaders have?

• Cross-cultural adaptable leaders usually have a
  personality
• described as
• highly extroverted
• very open to new experiences
• highly conscientious
• very agreeable
• highly emotionally stable
• very humble, modest and respectful
• authentic
• Empathetic
• inclusive and encouraging towards others

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What are the skills and abilities of
cross-culturally adaptable leaders?

• A comprehensive study of international managers
  has shown that
• cross-culturally adaptable managers/leaders have
• a sophisticated ability to develop and maintain
  relationships and networks
• a strong willingness and ability to communicate
  effectively with anybody anywhere
• outstanding conflict resolution and perspective
  taking skills
• a high tolerance for stress and excellent stress
  management skills
• the ability to substitute reinforcement, meaning
  a repertoire of leisure time activities/favorites
  to choose from independent from which country
  they are inthey find  fun things to do )

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• Developing todays and
• tomorrows leaders
• for sustained business success

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EADS HR Organization
AIRBUS
AERONAUTICS
SPACE
EUROCOPTER
DEFENCE SECURITY SYSTEMS
MTA
Divisions
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Target Population
ManagementLevels
ResponsibilityOwner
L0
Corporate HR
Executives
L 1
L 2
L 3
Senior Manager
L4
Manager
Div/BU HR
L 5
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Leadership Development Strategy
Develop system solutions
Exploit cross-Div/BU synergies
Focus on global leadership
Strengthen global competitive position
Triple I Strategy
Cross-functional mobility
International Mobility
Cross-Div/BU mobility

• Develop, retain Top Talents through international
  assignments (EU/RoW)
• Plan succession

• Recruit and deploy diverse workforce
• Develop INTERNATIONAL management and global
  leadership

• Recruit and deploy diverse workforce
• Develop INTERNATIONAL management and global
  leadership

• Develop a management able to think in broad
  systems
• Reinforce continuous IMPROVEMENT and
  entrepreneurial spirit

• Increase group-wide exchange
• Enhance integration
• Support INNOVATION

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EADS Future LeadersKey Management Competencies

• International mindset, cultural awareness
• Managing complexy and uncertainty
• People and diversity management
• Team spirit and commitment
• Transparency and openness
• Creativity and innovation
• Entrepreneurial spirit result driven
• High level of technical / professional skills and
  competencies

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Management Developmentto ensure that we have
the right leaders

• in the right places
• at the right time
• delivering business results

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Career tools
Management Development

• on-the-job
• Job Rotation
• Mobility
• Transversal Projects
• Special Assignments /Exchange programmes
• Mentoring Programme

• off-the-job
• Management Leadership Programmes
• Executive Education
• Strategic Platforms
• Action Learning Expeditions

Compensation and benefits

• Variable pay
• Stock options

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LDL Portfolio
T.E.C.

• SHARE COMMON LEADERSHIP MANAGERIAL CULTURE,
• SECURING THE SUCCESSION PLANNING

T.E.T.
CREATING SHARING COMMON STRATEGIC VISIONS IN
EADS
Executive Forums
ActionLearning Exped.
L2
ACHIEVE
Summer academy
Hot Topics
Development Center
FROM MANAGEMENT TO LEADERSHIP
L3
EXPAND
L4
Sales Marketing
Program managers
Human resources
experts
procurement
Finance
DEVELOPMENT OF MANAGERIAL COMPETENCIES
FAST
TRAINEE PROGRAM
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Thank you for your attention