The last Social and Economic Committee (SEC) was held on May 28, 2025, you will find below the main points to remember.
Commercial Situation Airbus Commercial Aircraft at the end of April 2025
Since the beginning of the year, Airbus recorded 291 gross orders (54% market share) compared to 249 gross orders for Boeing (46% market share)
Airbus' order book is 8,671 aircrafts, including 7,711 Single Aisle and 970 Wide Body, compared to 6,282 aircrafts for Boeing, or respectively 58% and 42% market share.
Concerning deliveries, Airbus delivered 192 aircrafts at the end of April compared to 175 aircrafts for Boeing, or respectively 52% and 48% of deliveries.
As a reminder, the delivery target for 2025 is set at 820 aircraft.
Accidentology Airbus SAS - FR1 (Airbus Déclaration)
Since the beginning of 2025, three work accidents with stoppage were recorded
Consequently, the accident frequency rate over the last 12 rolling months is for the Airbus SAS scope is:
0.35 for the FR1 rate for the Airbus SAS perimeter at the end of April 2025
1,40 for the FR1 rate for the Airbus Commercial Aircraft perimeter at the end of April 2025
As a reminder, 6 accidents were recorded in 2024
For the year 2025, the global accidentology shows
24 Work Accidents (AT) with stoppage
25 AT without stoppage
34 minor AT or first aid
125 almost accidents
The Airbus Commercial objective for the year 2025 has been set at 1.40 and the Airbus SAS 2024 objective 0.5
As a reminder, the FR1 rate taken into account for the calculation of the incentive bonus is that of the ACA (Airbus Commercial Aircraft) scope.
Information on organizational developments within Social Policy Industrial Relations, SPIR (MHCF)
Management presented the organizational changes to the Labor Relations Department (SPIR).
This change aims to simplify, streamline, and optimize the current organization for greater efficiency and demonstrates a desire to separate the Commercial Aircraft and Group activities for better transnational alignment and clarification of roles and responsibilities between the Group and Division.
At the group level, Catherine Delmotte will take over as head of SPIR Group (social and legal policy), and Jean-François Saboulard, who was the Chairman of the Blagnac Social and Economic Committee (CSE-E), will become Head of Social Relations for the Airbus Group Committee in France (CGAF).
At the Airbus Commercial level, Sadika Houari will be the French HR Director, and Aurélie Des Grottes will be Head of SPIR France.
At the Blagnac site, Eric Delpont, Director of the Blagnac site, will also become Chairman of the CSE-E.
Information and consultation on changes to the internal regulations and their annexes - vote
Airbus SAS management presented us with changes to the Internal Regulations in several areas.
In this new version of the regulations, FO welcomes the introduction of CE-compliant "high-visibility" clothing for cyclists, thus expanding the range of approved clothing available on the market, not just vests.
Among the other proposed changes, some concern general obligations, including the prohibition of alcohol and illicit substances, clothing, smoking, and access and movement within the facility.
Following the presentation by Airbus management representatives, our union, FO, submitted an abstention notice after reading the attached FO statement.
Following all the information presented, our FO organization has issued an abstention notice after reading the attached FO statement.
=> Read the FO Airbus SAS Statement
Debrief of the CSSCT-E Extra of May 12, 2025
See our report published by the FO members of the CSSCT-E
Point dedicated to work on the P1/P2 car park
=> Read the publication from FO's Airbus SAS members of CSSCT-E
Information on organizational developments within “Maintenance & Retrofit Engineering” (SIM)
Internal Airbus Information - Not for Distribution
The Maintenance & Retrofit Engineering department consists of two cross-functional organizations with a strong cross-functional focus on the Retrofit scope and limited integration across the entire SIM scope.
The rationale for this change is to achieve a collaborative, integrated, and efficient organization. To foster closer collaboration between business lines for the development of new solutions for customers and better preparation of future programs.
Ultimately, SIM's five operational activity areas will remain, and a cross-functional organization encompasses all areas.
In detail, SIMR/SIMB activities will be consolidated into a single cross-functional team, Business Management activities will be centralized, as will Methods and Tools activities, the creation of an Innovation team, and overall harmonization of certification activities between SIM and 1IAZ, with the transfer of DAE activities (approximately 5 people) to 1IAZ.
In France, there will be no staff reductions, nor any changes to contracts or working conditions. Of the 255 employees in the SIM organization, 76 will have their acronym changed, 8 will have their roles adapted, 9 will have roles changed, and 1 manager position will be eliminated.
The rollout management plan includes a GO LIVE on September 1, 2025, and internal communications preparation starting in Q2/2025, once the CSE information phases are completed.
The next steps are a specific briefing for all managers, with communication materials being made available to the relevant teams (standard web live for general messages as well as a team work session).
Information on organizational developments within Costing (FMV)
We were presented with a presentation of the missions and developments of the Costing organization.
The Costing team's missions primarily include cost estimation and decision-making support to support Strategy and Programs for new products or derivatives, cost optimization and recommendations for competitiveness (internal and external), and the development of a "cost culture" across various Airbus functions.
To date, 161 people work in Airbus Commercial Costing, more than 40% of whom are in France at Airbus SAS.
The planned changes should improve well-being following the previous reorganization, optimize governance and improve the organization, and strengthen the customer focus by streamlining interfaces.
The ambition is to involve the MFV teams so that they can play a key role in designing the future organization. (Listen / Regain trust / Develop ideas for improvement)
This new organization was designed after taking into account team feedback, namely, misunderstandings regarding direction or vision, ambiguity regarding roles, a lack of autonomy, and a lack of hands-on management.
Improvements will be made to product lines (reducing from 7 to 4 competence centers with strong customer relationships), simplifying value chains, and optimizing cross-functional teams.
Changes include strengthening the role of the Costing Authority - a direct link to the HO, creating middle managers to improve outreach and career paths, and rebalancing resources to improve efficiency.
In terms of impacts, the Costing team's missions remain the same: to act as cost engineers whose goal is to improve Airbus' competitiveness and value. The workload allocation by country remains the same. Across the entire organization, 109 people will change managers, and 24 will have a different role.
In France, this change will lead to the creation of six middle management positions, and three senior management roles will be eliminated through natural attrition (no forced mobility).
Information on the 2024 annual review of the implementation of the collective agreement in favor of people with disabilities
To date, two collective agreements have been approved for Airbus Operations SAS and Airbus SAS for the period 2020-2022. These agreements have been renewed for a period of three years (from 2023 to 2025).
At Airbus SAS, the employment rate of employees with disabilities was 4.81% in 2024, with a target of 6%. As a reminder, it was 4.08% in 2022 and 4.16% in 2023.
Means to increase this rate include a dedicated diversity application unit at the Group level, focusing on sourcing and coaching aspects, enabling job offers to be made visible (digital presence), an asset for all, with the publication of generic offers (work-study programs, internships) on the networking platform, AGEFIPH (Airbus company page created in 2021, automatic recruitment of offers from the Airbus.com/careers website), and a dedicated email address emploi.handicap@airbus.com available on the Airbus Careers website.
There are also external partnerships for participation in specific recruitment forums that have proven their value, collaborations with Pôle Emploi/France travail de Blagnac (publication of generic internship/apprenticeship offers, sourcing, candidate information sessions, coaching, employer space on the website), partnerships to maintain and develop (Atouts pour tous convention, Hanvol), university and school meetings, and networking.
Among internal collaborations, regular communications are made with HRBL HRBPs and recruitment teams, as well as coordination between the Disability Mission and the Diversity Unit to promote applications to HRBPs and managers.
Information on the Team Talk “Environment and high5+ Commitments”
The figures presented to us are in line with "Ambition 2030" compared to the emissions/consumption observed in 2015 and "absorbing" changes in staffing and buildings.
CO2 => -85% (1,511 tons in 2024)
Consumption must decrease by 1,424 tons/year to achieve the 2030 target.
Energy => -20% (37,070 MWh consumed in 2024)
Consumption must decrease by 1,600 MWh/year to meet our targets.
The consumption breakdown is 67% electricity and 33% gas.
Among the 2025 objectives:
Launch preliminary studies for photovoltaic parking lots in line with the RFP
Continue the LED lighting retrofit master plan for hall MQ3, parking lot P22, and restaurant R02
Continue energy audits and develop the associated master plan
Continue the Energy Performance Contract actions
Optimize the operation of hot/cold production equipment on weekends
Waste and raw materials => -20%, 0 landfills and 0 incineration without energy recovery (602 tons in 2024)
Objective achieved if we install biochemical composters - call for tenders from waste service providers
Among the 2025 objectives:
Follow the Catering RFP - Industrial biowaste composter
Monitor the volume of paper and cardboard waste from Waste Status
Involve and contract managers for selective sorting of MOVE operations Consideration of large volumes in catering (grease traps)
Water => -20% (71,450 M3 consumed in 2024)
Approximately 3,300 m3/year to be saved each year to meet our objectives
In the tertiary sector, the main areas are locker rooms and restrooms (50%), followed by restaurants.
Among the 2025 objectives:
Continue research into anomalies (leaks) and optimize treatment times (repairs)
Continue optimization of sanitary fittings: adjust time delays and add aerators
Continue actions under the Energy Performance Contract
Install new water meters and remotely connect existing meters
Collect rainwater from new buildings (B21, B25/B26)
Dismantle the company vehicle wash station
VOCs and air emissions => 0% gradual absorption of ramp-ups (0.279 tons in 2024)
Currently, the scope includes only the Airspace Customer Showroom.
Among the 2025 objectives:
Monitor the VOC activities of the MQ3 Airspace Customer Showroom
Communication kits have been created for managers so they can communicate the Hight5+ objectives to all employees.
Report of the Culture and Leisure Commission
During the CSE meeting, the committee secretary gave us an update on the Culture and Leisure Committee's activities.
As a reminder, the committee's objectives are to promote access to culture and leisure activities, to participate in improving the offering with the ANCV (the only national partner of holiday vouchers) as part of a CSR approach (CVCO), to continue to guarantee the CESU and E-CESU offerings, always in line with a CSR approach, to provide URSSAF vouchers (birth, back-to-school, Christmas), and to develop the ticketing offering via the platform selected following a call for tenders.
The Culture & Leisure division is divided into four activities: holiday vouchers, CESU and E-CESU, URSSAF vouchers (Christmas, birth, back-to-school gift vouchers), and ticketing. This committee operates through monthly meetings with elected officials, weekly meetings between the secretary and the department head and activity managers, quarterly meetings with ANCV & UP, the CESU/E-CESU provider, and finally bi-monthly meetings with Meyclub (ticketing provider).
In figures, the gross amount of AISC subsidies in 2024 was:
€3,700,000 for ANCV, €670,000 for CESU, €2,490,000 for URSAFF vouchers, and €1,585,000 for ticketing.
For any further information, please do not hesitate to contact our FO Airbus SAS representatives, Hélène BURREN (committee secretary) and Valérie LOUVET.
At the conclusion of this CSE and on the occasion of the departure of its President, Mr. Jean-François Saboulard, the FO delegation wished to make a specific statement.
=> Read the FO Airbus SAS Statement
The next SEC will be held on 04 July 2025.