PROCUREMENT POLICYMBDA GERMANY

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Content

1. Preamble and purpose of the Policy 4

2. Introduction of MBDA 4

2.1 MBDA Group 4

2.2 MBDA Germany 5

3. Procurement Strategy 6

4. Procurement Principles 7

5. Quality Requirements and Regulations 8

5.1 Quality Certifications 8

5.2 Export Control Regulations 8

5.3 Environmental Regulations 8

6. Procurement Practices 9

6.1 Supplier Selection 9

6.2 Supplier Base Categorisation 10

6.3 Supplier Evaluation and Development 10

6.4 Preferred Suppliers 10

6.5 Risk and Opportunity Sharing 11

6.6 e-Procurement 11

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1. Preamble and purpose of the Policy

MBDA Germany (hereafter also referred to as MBDA-GE) commits itself to deliver out-standing products and services to its current and future customers along the entire pro-duct life cycle. Therefore, MBDA-GE sets high standards not only for its own business,but also for each stakeholder within the entire Supply Chain.

In alignment with MBDA-GE’s strategic procurement goals, we aim to purchase highquality products and services at best prices within requested delivery times. Additionally,there are legal, ethical, procedural and environmental requirements we and thereforealso our suppliers have to meet.

This Procurement Policy is intended to inform current and potential suppliers aboutthe business environment and requirements to be met as prerequisite for partneringwith MBDA-GE.

We encourage you to keep in mind this procurement policy and to contact MBDA-GEProcurement Office in case you require any clarification or further information.

2.1 MBDA Group

MBDA, a world leader in missiles and missile systems, is a multi-national group withover 10,000 employees in France, the United Kingdom, Italy, Germany, Spain andthe United States. MBDA has three major aeronautical and defence shareholders -BAE Systems, EADS and Finmeccanica - and is the first truly integrated Europeandefence company.

MBDA is the only group capable of designing and producing missiles and missilesystems to meet the whole range of current and future operational requirementsfor the three armed forces (army, navy, air force). Altogether, the Group offers arange of 45 products in service and another 15 in development. MBDA coopera-tes with over 90 armed forces worldwide and is prime contractor for a series ofstrategic multi-national programmes such as Storm Shadow/SCALP, TAURUS,Aster, Meteor, Milan or MEADS.

37.5% 37.5% 25%

100%100%

100%100%

MBDA Spain MBDA USA

MBDA Germany MBDA France, MBDA ItalyMBDA UK integrated organisation

2. Introduction of MBDA

Systems House forEffective Engagement

100%Centre of Competencefor Warhead Systems

100%Centre of Competencefor Missile Propulsion

* holds 50% of MEADS International

euroMEADSGmbH*

GLVS mbH COMLOGGmbH

RAM-SystemGmbH

PARSYSGmbH

SysFlaGmbH

TSG mbH EUROMISSILEG.I.E.

MBDA Germany

MBDA Deutschland GmbH

TDW GmbH Bayern Chemie GmbH5

2.2 MBDA Germany

In 2006, MBDA Group acquired Germany’s No. 1 guidedmissile systems house, MBDA Deutschland GmbH (formerlycalled LFK-Lenkflugkörpersysteme GmbH) and its subsidiaries,and with that consolidated the Group’s world-leading positionin the industry.

Together with its associated subsidiaries, partners and subcon-tractors, MBDA-GE develops and produces Air Defence Systems,Stand-Off Missile Systems and Battlefield Engagement Systems.

MBDA-GE has 1,300 employees in Schrobenhausen, Unterschleiß-heim, Ulm and Aschau, generating sales of approx. 500 M € peryear.

MBDA-GE’s Procurement Division is divided into three specialistdepartments:

Whereas our Subcontractor Management is responsible for all activities withsuppliers that provide high-value, complex, customised or strategic products andservices, our Commodities department procures mainly standardized goods aswell as indirect supplies and services.

With the support from Strategy & Methods, the MBDA-GE Supply Chain Managementorganisation is able to provide the company with products and services that are on-time, on-cost and on-quality.

SubcontractorManagement

Commodities &Material Management

Supply ChainStrategy & Methods

Supply Chain Management

3. Procurement Strategy

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MBDA-GE’s Procurement Strategy sets out a clear framework in order tosupport our business and overall company strategy

MBDA-GE company targetsSupply Chain Management contribution:

Compliance with Procurement Policy

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StrategicProcurement Goals

ActionsKey Performance

Indicators

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EXTE

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Fulfil specific demands with regard to individual requirements on time, cost and qualitySatisfy the internal customers current and future demandsEstablish and maintain sustainable process and tool landscapeMinimise risks by proactive management of a capable supplier base

Efficient supplier managementn Qualified supplier selectionn Pro-active Risk managementn Sustainable supplier development

Parameters

n Supplier performance

n Inter- and intra-functional organisation

n Employees

n Internal customers

n Tools and processes

Process optimisationn Continuous benchmarkingn Early engagement of all stakeholders

Quantitativemeasurement wherepossible, qualitativemeasurement where

reasonable

We are convinced that a good business relationship is based on mutualtrust and therefore we aim for long-term partnerships with the bestsuppliers.

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4. Procurement Principles

• MBDA-GE Ethical PrinciplesSuccessfully doing business and responsible behaviourin society is not a contradiction for us nor should it befor our suppliers. Fairness, transparency, accountabilityand sustainability are values that we expect our suppliersto adhere to as MBDA-GE does itself.

• Commitment to CompetitionValue for money is best achieved by competition. In order toensure competition among its suppliers, MBDA-GE continuouslyanalyses the market and requests tenders from various compa-nies.

• Industrial Co-Operation and OffsetAs it is often required to fulfil Offset obligations (compensationagreements) by foreign customers, MBDA-GE strives to use businessdone with its suppliers as much as possible to comply with these re-quirements. Therefore, it is important that suppliers inform us aboutthe workshare they can tender in MBDA-GE Offset countries on thebasis of activities generated by themselves, their subsidiaries or evensubcontractors.

• Global SourcingMBDA-GE procures worldwide in order to find suppliersdelivering best performance in quality, experience anddelivery targets. In terms of costs, we look at the TotalCost of Ownership rather than list prices.

• ‘One Face to the Supplier’The Procurement department is involved in all activitieswith MBDA-GE’s suppliers, thereby ensuring trans-parency and legal compliance.

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5. Quality Requirements and Regulations

5.1 Quality Certifications

Depending on the product or service procured, MBDA-GE may request the followingkey quality certifications from its suppliers:

• DIN EN 9100

• ISO 9001

• AQAP (Allied Quality Assurance Publications)

MBDA-GE or its customers may require audits at the supplier’s premises. The supplieris expected to support all audits.

5.2 Export Control Regulations

As MBDA-GE is a defence company, we and our suppliers are obliged to comply withnational and international export control regulations, in particular with the US Inter-national Traffic in Arms Regulations (ITAR).

Every supplier is required to support MBDA-GE and its customers in fulfilling allexport control requirements, e.g. by providing all relevant export control informationand documentation. Therefore, the supplier receives an export control questionnairefor materials intended to be supplied to us.

5.3 Environmental Regulations

MBDA-GE is committed to protect the environment and therefore requires thatsuppliers work in a way such that the impact on the environment and consumptionof resources is minimised.All suppliers are obliged to comply with the European REACH regulation andprovide MBDA-GE with the relevant required information.Suppliers should have or be in the process of developing an EnvironmentalManagement System in accordance with the requirements of ISO 14001.

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6. Procurement Practices

6.1 Supplier Selection

If necessary, MBDA-GE issues a Request for Information(RFI) to potential suppliers. Responses are analysed andtested with regard to our requirements. Based on the re-sults, qualified suppliers are asked to respond to a Requestfor Proposal (RfP), which will finally be negotiated with theselected candidate.

Suppliers have to fulfil certain criteria in order to be selected asprovider for goods or services. The most important criteria forthe supplier selection are:

• Product portfolio, variety, technology and information providedby the supplier through Request for Information or supplierquestionnaire

• Capability of the supplier to fulfil expectations regarding quality,cost, technology, logistics, customer service and business behaviour

• Relevant certifications and legal obligations, such as:

- EN ISO 9001- DIN EN 9100- AQAP- REACH- RoHS- ITAR- AEO

• Experiences on Shareholder or Group level

• The supplier’s ability to support us in our offset obligations

• Social and environmental governance

• Willingness of the supplier to accept our Terms and Conditions of Purchase

6.2 Supplier Base Categorisation

MBDA-GE classifies its suppliers into followingcategories based on their impact on business:

Strategic Suppliers:

• Significant contribution to MBDA-GE’s overall per-formance & success, often joint product development

• Long-term relationship• Imposed by customer or senior management• Very high contract volumes

Key Suppliers:

• Significant impact on project success• Long-term relationship• Relationship mostly project/contract driven• High contract volumes

Standard Suppliers:

• Limited financial and technicalrisks, easily replaceable

• Low contract volumes• Focus on ‘OTOCOQ’ (On Time,On Cost, On Quality) performance

6.3 Supplier Evaluation andDevelopment

MBDA-GE evaluates suppliers on variouscriteria. Based on the results, MBDA-GE setsup action plans where necessary in order todevelop strengths and eliminate weaknesses.

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It is a systematic and long-term approach to drive supplierperformance towards excellence.

The Supplier Evaluation and Development (SED) information is alsoshared among the shareholders’ procurement network.

The supplier’s commitment to improvement is prerequisite forfuture co-operations.

6.4 Preferred Suppliers

MBDA GE’s Preferred Suppliers are a small group of select suppliers whohave proven their ability and willingness to deliver excellent performance.These are the suppliers MBDA GE prefers to rely on for current and futureactivities.

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Supply Complexity

StrategicKey

Standard

ExcellentGood

Mandatory improvements

Unacceptable

Outstanding PerformanceRequirements met

Requirements not fully met

Requirements not met

A/B

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6.5 Risk and Opportunity Sharing

The development and production of complex systems andproducts with new technologies, global co-operation andlong life-cycles implicates a high risk potential. MBDA-GEtherefore requires its suppliers to manage their risks in atransparent and consistent way.Depending on their business criticality, we demand suppliersto

• Install adequate Risk Management Procedures,Processes & Structures

• Identify and track risks throughout the product or systemlife-cycle

• Report the risk status in MBDA-GE compatible format

MBDA-GE may invite some suppliers to participate in the developmentand marketing of new products. Furthermore, MBDA-GE expectssuppliers to be accountable for the on-time delivery, performance andquality of their products and services. Our goal is to minimise risks andcreate opportunities for both MBDA-GE and the supplier.

6.6 e-Procurement

Minimising process costs and duration are important goalsfor the MBDA-GE procurement organisation. For standardproducts, we offer competitive suppliers to upload theirelectronic catalogues into the Electronic CatalogueCenter. All articles, prices and delivery conditions arenegotiated prior to the catalogue upload. Once thecatalogue is uploaded, MBDA-GE’s employees canchoose the products required and procure them viaweb-based interface. The supplier then receiveselectronic purchase orders. Both MBDA-GE andthe supplier benefit from the lower cost and easyhandling of automated purchase orders.

March 2012

www.mbda-systems.com

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MBDA Contact

MBDA Deutschland GmbHSupply Chain ManagementHagenauer Forst 2786529 Schrobenhausen – Germany

procurement@mbda-systems.de

For further information, please visit

www.mbda-procurement.de