Q&A

Question 1

What are the companies priorities

Answer 1

“Prepare the future now!
1/Enhance E&C standards
2/Pursue Digitalisation transformation ( DDMS/Skywise
3/ Improve the eco efficiency of our products and services with incremental developments and prepare the next generation ( Urban AIr Mobility, New green A/C
4/ Reduce our industrial environmental footprint ( -5% energy consumption, -5% C02 emissions)
5/ Optimise international footprint and regional setup
6/ develop new skills to prepare job evolution and adopt WoW that favor collaboration and empowerment
7/ SImplify the Airbus BMS
Customer
1/ Improve customer satisfaction before, & after deliveries ( OT& OQ deliveries)
2/ Deliver enhanced support and increase service overing
3/ Achieve sales targets ( focus on WB/A220 & services)
Finances:
1/ Delivery quarterly EBIT & free cash flow
2/ Achieve RC and NRC targets per program
Operations:
1/ Improve operational efficiency & implement E2E industrial perfo solutions ( AOS route to mat B)
2/ Be reliable on committed targets @each step of the process ( QG green)
3/ Ensure Product safety & quality in adhering to standards & processes
4/ Meet criticial development milestones
People:
1/ Live up to our values? Integrity/creativity/reliability/ Respect/We are one & customer @ heart
2/ Make Health & Safety everyone’s priority.
3/ Enable a speak up and listen culture
4/ Proactively improve diversity “

Question 2

What is the Airbus strategy

Answer 2

“3 I and an E: Integration; Internationalisation, Innovation and Engagement
this is the previous MOTTO of the former CEO but still used by the current one:
Engagement: People is a key asset for Airbsu. Iniatives like MyWE recently or Engagement surveys before, is an example of feedback on engagement. The next Chapter initiaitive put the emmployee experience at the hearth of its transformation plan.
Integration: keep going in improving the overall performance of teh company by reducing the number of reporting lines and layers. Former Gemini, integrating core function @ Airbus Group level Ex: no more CEO ACA
Internationalisation. Wa are no more a european company, but a global one , with global footprint
Innovation. We need to keep develop our product and service by incremental steps and prepare the foundations for the next breaktough
ex: A321 XLR announce @ LE Bourget for incremental developments, the FCAS signed with European defense or the new H165 which is coming soon are breakthrough “

Question 3

What is the Airbus vision

Answer 3

“2 items:
- Reduce our environmental footprint &
- Enhance safety
How? : Grenner propulsion /reduce waste use more biomaterials. Objective 2030~ first electrical AC of ~100 PAX
“

Question 4

What is the financial situation of Airbus

Answer 4

“Airbus has a strong financial situation, rated as A- by credit agencies.
Its revenues in 2018 are about 64 b€ with an EBIT à 5 b€ (ROS , the double from last year.
The cash situation remains difficult with a current free cash flow status @ 2,3 b€, below the 2017 situation of 4,4 b€ Could become an issue as we need quite a lot of cash to run our operations.
The difficulty comes as it’s an unbalanced situation.
if we have a look @ divisional level:
ACA revenues: 47 b€ & EBIT@ 4.3 b€,
AH revenues: 6 b€ & EBIT @ 366 m€
ADS revenues: 11 b€ & EBIT @ 676 m€”

Question 5

What do we expect from a BDIV?

Answer 5

“1/ key shaper, enhancing the business
A/ By shaping the corporate strategy and modifying the strategy of your own area abnd ensure thata decisions you take have a strategic relevance,
with MT& LT impact
B/ Leading Complex program, you know how to focus on : budgeting/ROI & ROCE
C/ Generating strategic Value
D/ Inspire innovation
2/ Key developper
A/ You lead managers :
-You select & develop your futur leaders
-You set example and clear leadership expectations
-You inspire people across the bounderies
-You engage international and remote teams
-You diffuse optimism and diversity
- BdIV represent the middle management. You manage managers, you are the link between executives and first line manager. You keep an eye to
the horizon and your feet on the ground.”

Question 6

What are your strengths?

Answer 6

Courage / Humor and Energy

Question 7

how would you describe yourself?

Answer 7

Energetic & authentic

Question 8

What concrete action have you performed on Safety

Answer 8

13th dimension of the leadership model.

Question 9

How do you inspire people

Answer 9

Stay as you are, and support others, stay connected to their difficulties. Bring positive attitude and stay calm even in controversion situation.Never forget to thank people. Ex team booster inprod

Question 10

what do you think about emotions @ work

Answer 10

I believe that Emotional intelligence is greater than the pure Intellectual intelligence. So this is good to share your emotions the same way as you do in live. Carefully & Respectflully.

Question 11

What are the values of the company

Answer 11

Respect/ Reliability/Integrity/Creativity/ Customer satisfaction/team work

Question 12

what do you know about our company?

Answer 12

Airbus is a pioneering company in the aerospace industry. We design, manufacture and deliver aeropace products and services or solutions to our ccustomer on a large scale. We aim for a better connected, safer & more prosperous world

Question 13

how do you deal with setbacks?

Answer 13

I take it with philisophy, but I don’t stop pushing, as I know that we need to deploy a lot of Energy to get things done in Airbus. Ex A350, many back & forth on CR management+ Always keep the individual contact

Question 14

in which areas would you like to learn and develop?

Answer 14

I’m still working on my efficiency through better time maganement and more self discipline

Question 15

What was the most difficult leadership decision you made last year?

Answer 15

I fired an Airbus employee, not because he has made a mistake but because he has hidden it.

Question 16

How do you resolve disputes among employees?

Answer 16

F2F with mediation. If they were not able to find a agreement by themsleves, i split physically

Question 17

What is different about your leadership behavior today than five years ago?

Answer 17

Leadership is less and less Formal. You cannot count on your managerial situation to get a legitimate position as a leader. Move from a boss situation to a coach/catalyst role

Question 18

what would your current supervisor criticize about you?

Answer 18

getting sometimes too emotional.Too much pugnacity, I need some “ lacher prise”

Question 19

Did you once have a different opinion than your superior?

Answer 19

Yes, often. Speak up is the only solution. As a labda employee in the compagny you have one core duty:”Tell what you think “

Question 20

How do you motivate employees sustainably?

Answer 20

Keep the motivation high, depends a lot on individual & collective situation: something I’have learnt is not to apply always the same receipe : from a basic need of clarifying objective till inspiring with your personnal behavior, there is a gradation

Question 21

what differences do you see between direct management of employees and indirect leadership by your subordinate executives?

Answer 21

Differences: When middle manager you manage collective targets, when first line manager exclusively individual objectives . MM you supervise adn get mid to long term vision, FLM you are in the daily organisation and deliverables. MM you make the link between Top & executive management, while FLM is coordinating activities between individuals and other stakeholders

Question 22

What does it mean to become BD IV for you?

Answer 22

“To be even more involve into the company strategy while staying in contact with the operators. More autonomy in the decision making and team selection.
It means recognition & trust evidence from my management”

Question 23

If you are manager, how do your develop individually your team members?

Answer 23

F2F and feedback . Request to project themselves into their futur.

Question 24

What is leadership for you?

Answer 24

Leadership is being able to to show others’ potential so clearly that they are getting inpired in seeing it in themsleves

Question 25

How do you describe yourself as a leader

Answer 25

I’m encouraging my team to get things done and preserve harmony within the group by making everyone feel included. I do a good job organizing activities and seeing that they happen.

Question 26

What is your personal added value within a team ?

Answer 26

” - Good understanding of the business

• Speak up & listen
• clear communication
• Bring Energy”

Question 27

How do you provide feedback to your team members

Answer 27

many ways: F2F is the most efficient. SQDCDP for technical subjects. Weekly team review for people related subject. + 360° answers,

Question 28

what is your biggest weakness?

Answer 28

My lack of organisation

Question 29

what is your greatest strength?

Answer 29

My Energy

Question 30

what would your current colleagues criticize about you?

Answer 30

” - Better manage my time

• adapt my communication to the audience
• Delegate more”

Question 31

what do you expect from your superior?

Answer 31

Trust/engagement/ be a light house for the team

Question 32

What do you like best in your current position?

Answer 32

diversity of missions, the people spred around europe, supplier facing

Question 33

What are your constrains? What can you do to reduce them?

Answer 33

not enough time to work. 2 way of reducing this constraints: the easiest is working at home ! The hardest is being more efficient at work by removing useless information/meeting

Question 34

In which situation are you comfortable? Uncomfortable?

Answer 34

Technical or organisational discussion very comfortable.I feell very uncomforable when I must talk about myself

Question 35

What are your development needs? And how do you work on it?

Answer 35

Communicate my personal values to the team/ inspiring the pionneering spirit within the company/ structure my communication

Question 36

What is your biggest mistake

Answer 36

Under estimate the power of Unions

Question 37

Why people trust me

Answer 37

• because I know them individually
• I share clear instruction trhough common language
• Give evidence of self confidence –>sheltering
• Reliable : I share my habits and my patterns. I express my feelings and never forget to thank them
• prepare the roadmap : explaining the goals and the link with the strategy
• Deliver results -make things happens “

Question 38

What will be different in your field of work in five years’ time than it is today?

Answer 38

Driven by data,develop service in Supporting aircraft operations

Question 39

what changes have you initiated in the last three years?

Answer 39

” - People: Half of the staff have been renewed, 100% of the management

• Collocation: We mixed people to foster collaboration (MFT approach)
• Improve the overall understanding of the company for the team ( Awareness ex Airtac 2.0 )
• Foster team buidling : Team induction days”

Question 40

Which three success factors characterize good change management?

Answer 40

communication / energy / planification

Question 41

what would you do if you were to set up a project group for the Corporate Strategy 2020?

Answer 41

Starting a new project / program is always about : defining the Scope/ Time/ Costs : you start with a project charter, then a lot of communication to explain the benefits of the change to convince the different stakeholders. Find the right project team members with complementary background . Organise the Change management and set up the project drumbeat…. and always record progress

Question 42

What is innovation for you?

Answer 42

” The process of translating an idea or invention into a good or service that creates value or for which customers will pay.
“

Question 43

How can you contribute to the market leadership of our company?

Answer 43

Improving the performance of the partners who are supplying airbus OTD, OCD; OQD

Question 44

what are the current challenges facing our industry?

Answer 44

business restructuration around a duopoly ina complicated geopolitical situation

Question 45

what are the three main characteristics of our industry?

Answer 45

Long lead time developement, heavy investments, high technology products

Question 46

how do you develop corporate strategies?

Answer 46

I see my role in translating strategical vision in clear operational guidelines. Using the local strategy ( ex: Composites workshare) or overall Industry challenge ( product Eco effiency ) to influence for pragmatic solutions. ( ex: Derisking projects, qualification of new sites closer to plants)

Question 47

Which three strategic goals are particularly important in the new position?

Answer 47

ensure upmost performance of Suppliers/ Derisk supply chain / prepare the material of tomorrow ( Low cost, ecofriendly(Reach))

Question 48

How do you bring strategic goals to your employees in their day-to-day work?

Answer 48

• As Ho POMC In February, I organized a specific team talk with all the team where i presented the corporate Airbus presentation used with the suppliers at Executive level for a global update of we are ( market / organisation/ governance).I added the local procurement strategy define together with PMC team and described what I was expected from them to support that strategy. Ex define 3 champions for composites means more qualification. Then the team objectives were presented and now they have global & individual objectives in MyPulse

Question 49

tell us about a strategy you pursued that didn’t work:

and Why

Answer 49

Configuration management of our industrial system ( Make and Buy) like we have for the Product Definition.
Probably not good enough to convince the HoQ so not real sponsor. This would have a huge impact on how we manage our business

Question 50

What does customer satisfaction mean to you?

Answer 50

Customers derive satisfaction from a product or a service based on whether their need is met effortlessly, in a convenient way that makes them loyal to the firm. Hence, customer satisfaction is an important step to gain customer loyalty.

Question 51

in which way do you show employees that you are interested in their opinions?are interested in?

Answer 51

active listening / refomulate sentences/ Put them in a leadership position themselves –> Empower : Ex Pablo with Portelli

Question 52

how do you react to conflicting opinions in meetings?

Answer 52

I cut the elephant in slices: I recap expectations and areas of difficulties. Get aknowledgement of agreed areas and refocus attention to the none agreed ones; little by little I deep dive into every items. If at some point I still cannot find a conscensus, I idecide myself or I ask for arbitration at an upper level if it’s out of my area of responsability.

Question 53

how do you convince difficult employees?

Answer 53

First, I see and share the good part ( knowledge/potential/good feedback) of the employee to make him more relax and open to discussion. Secondly I’m using my energy and broader vision of the company to integrate my request into the overall business demand. I try to use the pride of the employee to be part of a bigger thing than himself. I finish the need of the team and stakeholder to have him on board.

Question 54

What have you done in recent years to improve your communication skills? improve it?

Answer 54

The most difficult part about my communication is my modulus. I have difficulties to adapt it to the audience. I can be a bit too “raw”. For that my experience as EA was a good way to smouth my comunication and pass messages without naming our blaming anyone.

Question 55

What have you done in recent years to improve your communication skills? improve it?

Answer 55

The most difficult part about my communication is my modulus. I have difficulties to adapt it to the audience. I can be a bit too “raw”. On that matter, my experience as EA was a good way to smouth my comunication and pass messages without naming our blaming anyone.