• “EADS ensures that working time, including overtime, is regulated so as to support a healthy balance between employees’ work and their private life.
• EADS strives to develop the skills and know-how of its employees, for their individual benefit as well as for its collective success. The EADS personnel development policy aims at:
  • Supporting training to enhance performance and quality of work;
  • Encouraging cross-border and cross functional teamwork, in the frame of intra-Group mobility;
  • Assessing and recognising individual technical expertise via a global scheme developed throughout the Group; and
  • Associating personnel to the performances of the Group and its subsidiaries through a success sharing scheme.”

Astrium and Eurocopter have implemented knowledge transfer programmes, which seek to ensure knowledge transfer on the occasion of employees’ retirement.

Recruitment and retaining of talent

EADS strongly believes that developing close contacts with target universities and their students will contribute to the students’ growth and will efficiently brand the group among potential future recruits.

EADS demonstrates its commitment in many different ways: by sitting on boards, advising on classroom content, preparing case studies, giving technical lectures or on-campus conferences, arranging plant visits, maintaining a presence at career fairs, or by enhancing cooperation in common research areas.

For instance: EADS attends more than 40 recruitment events per year such as the Bonding student fairs in Germany, the Polytechnique, Centrale and Supaero career fairs in France, as well as the MIT or Berkeley fairs in the U.S. to name but a few. Dedicated branding and recruitment meetings are also held during major air shows such as ILA or Paris Air Show, thus promoting EADS’ employer brand among real aerospace fans and attracting talented candidates.

In addition to increasing on-site presence among students directly at universities, EADS also organises more than 60 factory tours at most of its BUs.

Such partnerships also demonstrate EADS’ long-term commitment to building and maintaining a lasting relationship with a key universities or networks such as Pegasus (Partnership of a European Group of Aeronautics and Space Universities).

Specific recruitment and development programmes have also been created internally to contribute to the ongoing development of EADS’ workforce. In addition to the Corporate Young Manager Programme, which is available for young graduates, EADS Development Programmes (Financial Management Development Programme and Advanced Marketing and Sales Programme) are offered to young professionals who are interested in key fields such as sales and finance.

In addition, with more than 5,000 internships offered each year in Europe EADS provides students with valuable technical and personal experience as well as with the unique opportunity to have a closer look at the industrial world. Most of EADS’ internships concern students in the fields of aviation and space technology, electronics, information technology, finance, or management.

In order to enhance the personal skills and abilities of its former trainees, EADS developed the Juniors programme to follow-up all EADS interns, and thus retain and recruit highly motivated interns.

A variety of other opportunities (depending on national regulations and policies), including vocational training and scholarships programmes, are also offered to students.

Development and training

Personnel development starts at EADS on the first day of recruitment. From then on, several formal or informal meetings are organised at BU or corporate level, for example the Welcome Event.

Contributing to the induction and motivation of newly recruited employees, EADS performs one “EADS welcome event” each year, welcoming around 400 newcomers from all entities. Hosted by the CEOs, these events enable EADS employees to discover the diversity of the Group, to fully experience its global dimension from the moment they arrive and to initiate their own network.

Recognising the development of technical expertise as a major asset, EADS has developed a specific policy for engineering experts, who are key to EADS maintaining its competitive advantage through R&T developments.

Aiming at creating attractive career paths for engineering experts, the policy also includes development programmes customised for the specific requirements of technical experts.

Personal development also includes training. EADS’ expenses amount to approximately 4% of its payroll (over €150 million) in training per year. EADS trains more than 70,000 employees every year for a total of 2.5 million hours.

EADS created the CBA in 2000 as its Corporate University to develop the current executives and prepare the next generation of executives, as well as optimising the global investment in training within EADS. CBA was recognised as the most innovative Corporate University in the world by its peers. CBA has developed and run several activities in Asia and the United States in 2005 in order to cope with the new expertise requested at Group level.

In 2005, the Centre for Executive Education of EADS, in Villepreux close to Bordeaux has hosted more than 1,000 guests for its first year. This centre has been designed to provide facilities to the whole Group for top management meetings, training sessions and executive seminars.

At EADS, training is considered a joint responsibility. Employees are expected to be proactive in their personal development, and line managers must identify training needs.

Mobility

EADS employees are also offered a wide range of mobility opportunities. Mobility at EADS means mobility across functions, BUs and divisions in its four home countries, France, Germany, Spain and the U.K., as well as appointments to regions such as America or Asia.

As of 31st December 2005, EADS had 1,800 expatriate employees, 75% of them working in one of the European countries.

Remuneration

The total wage bill amounted to €8.46 billion in 2005 (€7.9 billion in 2004), including employee and salary cost, success and profit sharing, restructuring cost, pensions and other costs.

Success Sharing Practices

EADS’ reward schemes policy is strongly linked to the achievement of individual and Company objectives, both for each division and for the overall Group. For the sixth year in 2005, a stock option plan has been established for the senior management of the group (See “Part 1 / Options Granted to Employees”) and employees were offered shares at favourable conditions at the time of the public offering and listing of EADS (See “Part 1 / Employee Share Offering”).

For the first time in 2005, the success sharing schemes which are now implemented in EADS in France, Germany, Spain, the U.K. follow one set of common rules of the Group, ensuring a consistent application in these four countries.