Good morning. I don't know if you heard me the first time, a little technical glitch. So we're doing this press conference remotely because of COVID-nineteen. We'll be giving you the presentations by video conference and an unusual organization for questions. The first part will be as usual, and I suggest Right away, you watch the film for 2020 events summing up the highlights of the year.
The French Air Force and Navy And now, at the end of 2019, the first operational capability of the Rafael F3R standard, a major step towards the implementation of 2 new capabilities offered by this tender, the Talios laser targeting pot and the METEOR Air Dominance Missile. On January 15, Eric Troppier inaugurated the expansion of the Dassault Falcon Service H3 Maintenance Hangar at Le Bourget, which can now accommodate 4 Falcon aircraft at once. Terceaux Aviation took part in the first La Fabrique Defense trade show in Paris on January 17 18, Florence Parly inaugurated the show, which is aimed at promoting the spirit of defense, strengthening the connection between the armed forces and the French nation and encouraging the emergence of a European strategic culture. On February 20, 2020, the French Ministry of Armed Forces in Paris, France, Germany and Spain officially signed the contract on the launch of a demonstrator for the FCAAS, Generation Fighter, NGF, in 2026. This program is under the responsibility of Dassault Aviation.
Confronted with the unprecedented COVID-nineteen pandemic crisis and to comply with government guidelines, our CEO, Eric Tropier, requested that an emergency measure plan be set up on March 16, prioritizing the health and safety of employees and their families. As soon as this crisis hit us, we took emergency measures. We asked vulnerable people to work from home. We halted production and even stopped on-site work for development while determining the best measures we needed to adopt. The best measures were defined and presented to our social partners, which even resulted in a Central Works Council.
After much discussion, our unions overwhelmingly approved this start up plan, provided that our measures are properly implemented and are trusting us to launch it. To support Dassault Aviation, the Board of Directors, decided that no dividend will be paid to shareholders, but employee profit sharing incentive schemes will be maintained. Our crisis task force chaired by the CEO met twice a day. It was supported by dedicated crisis task forces. Employees quickly adapted to working from home, which became the norm and became more effective and efficient.
2,200 laptops were distributed. More than 1500 teleconferences were held on a daily basis. To guarantee the safety of our On-site employees, all measures were taken. Masks were supplied and distributed on our sites And it is now mandatory to wear these masks, providing support to the is in particular for ongoing operations, but also to maintain the missions of the permanent air defense posture was one of the top priorities for Dassault Aviation. The company's efforts and determination guaranteed that our essential tasks quickly resulted in the resumption of air activities and the fulfillment of The Minister of Armed Forces visited the company headquarters on May 15.
This really highlighted state support in this crisis period. Thank you all for your work, mobilization and conscientiousness and for the climate of trust in which our relations have continued. I am pleased to see that you have found the ways and means to create Completely different working conditions. This is a fundamental resource. You have taken into consideration our urgent needs.
Thank you very much and we will continue to work together with great confidence in the coming weeks months. I have 2 priorities relating to these topics. The short and medium term priority is the Rafale and the short and medium term priority that requires long term action is the NGF program. We really need to work well together in these two areas to ensure longevity. And they will ultimately ensure that we always have a manufacturing base in France and an effective design office to help with this in the future.
Dassault Aviation is committed to the fight against the pandemic by making 2 Falcon aircraft available to the French Armed Forces to transform medical personnel quickly as part of the operation resilience. Flights were also provided for the Aviation Without Borders charity. The company gave 130,000 masks to regional healthcare agencies at the beginning of the crisis. Taso Aviation employees were also involved in different charitable operations supported by the company. PESO Aviation has been fully committed within GIFAZ to establish a plan to support the aviation industry with the government.
This plan helps limit the disaster that could have occurred without it. Secondly, We set up a fund with our 4 major contractors. The Big For our allocating money, about €200,000,000 and the state is also giving €200,000,000 And using the 4 100 €1,000,000 will raise private capital to release around €1,000,000,000 not only to prevent the bankruptcy of certain companies, but also to help modernize
because the supply chain must be even stronger
at the end of the crisis to be competitive. [SPEAKER UNIDENTIFIED COMPANY REPRESENTATIVE:] The supply chain must be even stronger at the end of the crisis. To be competitive, we need to accelerate the digital transformation of our supply chain in the big four. We're working from now up to 1 or 2 years in the future because the crisis will last this long, but we're also keeping an eye on the future, keeping an eye on decarbonized aircraft and everything digital with our design offices. Thanks to the cohesion, responsiveness and determination of our employees and constructive dialogue with the staff representatives, Tassos Aviation is in the best position to manage this crisis in the short, medium and long term.
We can thus pursue the activities that ensure our company's future and continue deploying the Leading Our Future Transformation Plan. In the first half year. The company also pumped up resources into developing the F-four standard of the Rafale. The training sessions for Indian pilots and mechanics continued in Mariner Yag, as did acceptance of completed Rafales. The delivery of a new upgraded ATL2 took place in Istria.
In the civilian domain, Dassault Aviation made the Falcon 6X a priority. The development schedule for this new aircraft still has the objective of entry into service in 2022. Eric Trappier signed a patronage agreement with General Christian Baptiste, National Delegate for the Order of Liberation on June teen. Created by Charles de Gaulle in 1940 to reward the stakeholders in the French Liberation, this order now aims to develop the spirit of defense. This is an essential quality when dealing with this unprecedented global crisis.
For the 2nd consecutive year, Dassault Aviation came in first in AIN satisfaction survey on Business Aircraft Fleet Support. On July 27, the first 5 Indian Air Force Rafale aircraft operated by Indian pilots flew from Merynag to the Ambala Air Base to help Lebanon after the tragic explosion in Beirut on August 4, 2020 and in response to the Call to arms made by the French President, Tassos Aviation established a support agreement with the Lebanese NGO, Nowraj. On December 23, medical equipment worth €150,000 was handed over to the Serdu Rozier Hospital in Beirut. The layout of the Falcon 6A cabin won the Private Jet Design Award. This cabin, the largest on the market with smooth curves, redefines the passengers' flight experience.
The company came in 1st in the Aviation Marine Space category of the challenges prize for the most virtuous companies in reducing greenhouse gases. TESO Aviation Co organizes the Paris Region Challenge AI for Industry 2020 with the I de France region in which a dozen startups took Part, the goal was to use AI algorithms to develop virtual sensors. Just like in 2019, in 2020, Dassault Aviation was the 3rd most popular company for students and engineering graduates from all sectors according to an Epico Harris Interactive study. The Minister of Armed Forces Visited our cyclone plant near Lille, November 2019, the presence of the cheers of the defense committees of the French National Assembly and Senate. On this occasion, Florence Parley announced an order contract for the maritime surveillance and intervention aircraft, FC MAR program named Albatros.
A symbol of the civil military duality of Dassault Aviation, this aircraft is based on the Falcon 2000 LXS. Yes, it includes a multifunction radar under the fuselage, high performance electronic turret, observation windows, a search and rescue kit release system and dedicated communication systems. On December 8, in Marniag, the first e rollout in history took place, the Falcon 6XE rollout. With the COVID-nineteen crisis, this ceremony was original in terms of content form and distribution. As stated by Greece, on January 25 in Athens, Eric Troebier and Theodoros Lajios, the General Director of the General Director for Defense Investments and Armistice At the Greek Ministry of National Defense signed 2 contracts for the purchase of 18 Rafale aircraft and related logistics support.
Ceremony was held with the French Minister of Armed Forces and the Green Minister of Defense in attendance. The order for the 18 Rafale aircraft covers aircraft currently in service in the French Air and Space Force and 6 new aircraft manufactured in Industrial Aviation's production plants. To satisfy the Greek's authorities' urgent needs, Deliveries will start in December 2020 for 2 years. The arrival of Rafales at the LAIC Air Force illustrates the quality of the strategic ties between Greece and France. It highlights the continuing good relations with the Tassos Aviation and its industrial partners, which have been going strong for 45 years.
During her tour of our Argonne plants in the Otsawa region, where the flight control systems for all Dassault aircraft have been produced since 1963. Florence Parley, Minister of Armed Surface, announced the decision to order 12 Rafale aircraft to replace those sold to the Greek Air Force. This sort of means that the French Air and Space Force will be equipped with 129 Rafale aircraft by the end of 2025. And now after The film presenting 2020 highlights, let's present results. Like you saw in the film, there are post year end events not included in the figures we'll be showing you, The Greek contract, the 12 aircraft pre owned by the French Air Force were selling to Greece and new ones, 12 aircraft to replace these aircraft going to Greece.
2020 was marked by the COVID-nineteen crisis, is, of course, which is a global crisis. I'll come back to it. For France and Dassault Aviation in particular, International tensions all over the place, which remain a concern for our governments. Terrorism still hitting France and other countries and the rise of environmental concerns in France, Europe and the world. 2021, we will continue with These uncertainties with more hope with COVID-nineteen with vaccines coming in and the ramping up of donation throughout the year.
And this should enable a return to Quasi normal conditions by the end of the year and the years to come. The aeronautics crisis, The industry crisis may last a bit longer. So French aviation support plan. So French aviation remains the main topic between different companies Airbus, Safran does so and Safran to a lesser extent. So we need a plan to ensure and support the supply chain because behind these big companies, there are 500 companies in France that suffered are still suffering from a lower workload because airlines are buying fewer aircraft and have not commissioned a lot of aircraft.
So there's a plan, it started with Chifles, it was You negotiated with the Ministry of Economy and it was announced this past June beyond partial furlough, temporary unemployment plans, which allowed our companies to keep employees on board and maintain skills in house instead of laying off people for the most part, even though some layoffs are happening. The state guaranteed loans to cover cash shortage in SMEs mostly. And we ourselves worked on a fund to be able to look a bit Further into the future, this investment fund was implemented by Desotel Santander Fund and co funded by the French government. We chose Aerofund. We raised our funds on the institutional market as well.
This is an operational fund. And it started working King with watch towers defined a chief that identified the entire supply chain and the DJ did the same for the defense industries To be able to access the fund, it has twofold aim. One, offer capital if needed [SPEAKER UNIDENTIFIED COMPANY REPRESENTATIVE:] Because we have to modernize the supply chain, like we mentioned, to be competitive in the future. It's not about surviving today and waiting out the crisis. We also have to be future ready, be ready for things to pick up again.
And lastly, other funds were rolled out by the Ministry of Economics, the economy to modernize the economy. And then CORAC, that's a preparation of the future of commercial aviation as well as helicopters and business chats and airport equipment. It's about looking into the future with breakthrough Technology and getting ready for what the French government and Europe want With the plan developed and the Paris conference and the issues presented to decarbonate part of Aviation in the years to come. So that's €1,500,000,000 for 3 years. That's the core package.
And this prevents the collapse of the supply chain. If I'm saying everything is fine. There are problems, and there will still be problems when things get better, I. E, when the state So poor stubs with the guaranteed loans or temporary furlough plan. And it remains to be seen how we will organize the reimbursement.
But so the fund will be there to help. Dassault Aviation benefited from part of these aids, but not much, €6,000,000 of state temporary furlough allowance. And right now as we speak, that has ended at Thanks to the Rafael contracts. We also received €8,000,000 from CORRECT and we'll get more in the future. And we ourselves paid €1,000,000 into the investment fund Out of our €13,000,000 commitment in the coming months.
So Therefore, throughout this crisis, we have set up the health protocol, which was fundamental, Protect our employees and the ability to go back to work, thanks to this health protocol. We were [SPEAKER UNIDENTIFIED COMPANY REPRESENTATIVE:] Very much helped by the various federation, the UMM, the MedEV, so as to harmonize all these measures visavishehealth Measures announced by the public authorities. And then we resumed our authorities. Flights were resumed, as you saw in the film. So to say that we did not have any delays, that everything went off well, no.
It was a difficult year. We started working again progressively and very quickly right from April, we Resumed work little by little until the summer where things became almost normal, almost normal with a lot of working from home. The fact that a lot of people were working from home and that the resumption was done gradually, this generated a lot of delays in our programs. We could negotiate this with the ministry, but we had a priority plan. Our priority plan was to Our Armed Forces, which was done without any further ado, without any drop of support.
Our Teams remained on the spot abroad to support our aircrafts at the other end of the world, and we could deliver our aircraft, the Rafale, which was done throughout 2020 for India, particularly right on time in spite of The COVID and our Falcons, as you will see later on with our figures, with a slight drop because some of the clients put off their deliveries. But the delivery plan was more or less on time, the 6x also. I'll talk about this. And the work was pursued with our subcontractors, not just with Dassault, but our entire subcontracting chain, The French one and the foreign ones were to pursue their activities. And so They did their work so that we could pursue our preparation and the development of the 6X.
As for the Rafale export, we delivered 13 Rafale in 2020. We'll go back to the figures later on. The major fact That was well described in the film was the arrival of the Rafale in India. There was the 1st ferry and others afterwards, and the Rafale Aircraft are operational in the Indian Air Force, and this was really awaited for by our Indian friends. We also pursued in spite of the travel restrictions, in spite of the issues with traveling, We could pursue prospection abroad.
And one of the results was Greece. As for France, we pursued with the standard F-four. The F-three is being installed in the French aircraft, this is underway. The F4 is being developed for the future years. That will be the standard in a few years from now.
Known Rafael deliveries, there's still a production delivery gap in France because of France's military procurement law. This will be the case again next year. We will resume deliveries To France from 2022 onwards, not only for the 28, we're talking about the 40 to 20 2 aircraft from 'twenty two onwards, but the 12 additional ones that were ordered at the beginning of this year. So that means 40 Rafales to be delivered from 2022 onwards until we have the 5th batch in France, which will be delivered from 2027 onwards with orders planned in 2023. But we've already begun some work to prepare the arrival of This 5th batch and the work will be pursued in 2021.
Support, that is very important. This is very dear to our Armed Forces Ministry. And the RAVEL France, the RAVEL Contract, which is the vertical, MC vertical means that Daseo takes the responsibility of the entire support chain for all the equipment apart from the engine. That is the subject of a separate contract. So therefore, the RAVAL is deployed within the French Air Force.
This contract was signed in 2019, over 10 years. With the notable element is the setting up of a big data platform that we are going to implement with the help of our Dassault Systemes partner and with the Common use, the joint use between the armed forces and industrialists. Rafalexport, you've seen it too. The important Point is that we could continue training our pilots. Part of this training is done in the French Air Force.
Another part is done In Marnier, where we've built a conversion training center where we can Carry out this training for the pilots and mechanics for both. Deploying technical support [SPEAKER UNIDENTIFIED COMPANY REPRESENTATIVE:] Personnel in the countries using the Rafale, this was pursued. They pursued all their assignments, including during the COVID-nineteen crisis, which did not only impact France. As for the ATL2, we are pursuing the modernization of ATL2. This was announced, and now we are implementing The modernization of ATL2.
We have signed with the DMA Verticalized MCO contract, which is called Ocean, and this contract arrived in 2020. It is the same principle. We take the entire chain of suppliers, and we have the engines That's right. It is the same principle and this is a 10 year commitment. The Multi mission Falcons.
So we have the Albatros 7 Falcon 2000 Lxs for maritime surveillance were ordered, and there is an option for 5 more. We are pursuing the development of the Arcanche, which is the electronic war program, which will replace the Transat Gabriel. 2 were ordered in 2019, and there's one in option. We have pursued our work on the Falcon 50. Falcon 50 is continuing its operations until the arrival of the Falcon 2000 with Modifications in the aircraft so that it can drop SAR kits.
So therefore, we will add dropping hatches. Japan has ordered 6 Falcon 2000 maritime surveillance aircraft, and we ordered we delivered the 5th 1 in 2020. Germany, we delivered the DLR. The DLR is the German Space Research Center, we delivered 1 FOCON 2000 to the DLR, and this will be useful so that they can carry out a certain number of experiments. Future Combat Air System, I'd like to remind you that The GCS, because the joint concept studies are this is pursued.
The contract was signed beforehand. We signed the contract for Phase 1a For the studies on the demonstrators and especially the NGF, a new generation fighter. And throughout 2020, first, it was difficult to work because of the COVID, which stopped the work. But Work was pursued, and we could move forward in this Phase 1a, the arrival of Spain. The NGF was 2 countries for its fronts, and Germany and Spain has arrived, and we'll talk about it again.
And it has asked for onethree of the work. So now we have a rationale where each country has onethree of the work. And France is the leader of I'm going to take your questions later on. But it's true that right now we have a difficulty to develop Phase 1b, when I mean Develop that is come up with a proposal that would be agreed upon by all the partners And that would enable us to have a contract before this summer. But there are a lot of hurdles.
The breakdown, 1 third, 1 third, 1 third has Let the 3 manufacturers actually the 2, Dassault on the one hand that will have 1 third and Airbus that has its share in Germany and its share in Spain, and that will have 2 thirds. So 1 third for Dassault, 2 thirds for Airbus. That's the first difficulty. But this is a difficulty that Dassault has accepted. Then we have to share the work packages.
And there's a strong will from Airbus to have a lot more joint packages. Joint, that means no one is liable. We're doing it together. And here we have agreed on 1 third of the work packages are joint and the other half was shared Equally, between the 3, that means that Dassault has less responsibility in the remaining 50% than the other 2. And we have an additional request that is to balance out qualitatively the work packages that are sensitive or strategic.
And here again, there are a few hurdles. So therefore, we are carrying out discussions, and I'll take Your questions later on. So this is an additional difficulty in finding the right contracts on How we can be the leaders of prime contractors in this organization? And secondly, we have other issues related to intellectual property. The Eurodrone is the opposite.
Airbus is the prime leader. Dassault is the subcontractor with a certain number of responsibilities. We were partners in the upstream definition study. Now we are pure subcontractors. This does not pose any problem to mean, and we are Faithful subcontractors and Airbus is the prime contractor.
We're waiting for this contract to be finalized, and this will be done in 2021. As for the Falcon, the year was more difficult in terms of delivery. You remember that in July, I had Modify the objectives. So we have gone from 40 Falcons to 30 Falcons. And finally, we would have delivered 34 Falcons in 2020 compared to the 40 at the beginning of the year and 30, which was the revised figure in July.
This is explained by the fact that clients did not really travel much in 2020 because of the COVID, which restricted traveling. And this also generated an economic crisis, a lot of uncertainties about the future. And these uncertainties led Our clients to not order new aircraft, they came and collected their aircraft. There was a slight gap. There was this passage from 40 to 30 and then 34, and some aircraft were not sold.
So it was very difficult in terms of orders for us. So 15 orders in 2020, out of which the 7 For the French authorities, the National Navy and 7 Albatros, that means 8 Falcon aircraft sold in 2020. As for the 6X, we did our best to maintain our plans. I'm not saying we didn't have difficulties. I'm not saying we generated delays.
There were delays, especially at the beginning of the crisis. It was difficult for everybody. But finally, we managed to hold our program, And we wanted to start and have an entry into service at the end of 2022. But It remains difficult because the situation is still quite difficult with our subcontractors. Yesterday and today, We have 6X rolling.
The rolling is the phase just before the maiden flight. And I had indicated that the first maiden flight would take place in the Q1 of 2021. And so therefore, I think we will keep This promise. The 6X is a 5,000 farenautical aircraft with the largest Cabin on the market, and we have a certain number of orders and discussions underway with clients. The future of Falcon, I think this is the last time I'll be frustrating you.
We have prepared the announcement for this new aircraft. It will be done in presence if The conditions are better, but I will not wait for some more months to make the announcement. We have tested With the e rollout of the 6X, we can still keep working in our marketing presentations remotely. And if the conditions are not proper, we will not do it in presence, and we will do it as an e announcement in the coming months or in the coming weeks. As for the customer support, this is very important.
We have done a lot of efforts since a number of years. We're still number 1, according to the ARN Specialized Magazine, which is an American magazine specialized in this area and in many areas. So we are very satisfied. For 2 running years, we could win this competition of the best company in the area of business jets. Focal Care, that is the other part of The MCO with associated services associated Falcon Services, and we have signed our 500 Falcon Care contract.
I think that our clients are very satisfied by this type of support for their aircraft with all the reactivity required. Co responsibility, I said it at the beginning. Environment is very important. And what I think is the quickest to implement are the bow fuels of the alternative fuels. Our aircraft today can only use 50% of biofuels we're working so that they might be compatible at 100% with biofuels.
And we are going to set up a biofuel Line, we really wish it. This is not only in France, it's in the whole of Europe. And all the majors in the world would like To produce in a green way, we don't want to have deforestation to produce biofuels. Everything has to be compatible with the environment, environment friendly. And we should be able to distribute the biofuels, equip airports with this biofuel capacity and begin as soon as possible to introduce biofuels, not only in Commercial Aviation, but in our business jets.
This is something in the short term that can really bring down carbon emissions in Aviation, which account for 2% or 3% of the carbon emissions in the world. Another eco responsible approach in the entire aircraft cycle. We talk about recycling a lot. And Right from the beginning of the design of an aircraft, we will try to design the recycling through the different lines, the metal line, the battery line, etcetera, so that we can choose this equipment or that equipment because then it could be recycled. This process of extended design office has encompassed this 2, which is eco responsibility.
Active participation in the French, European and International Environmental Research Programs. Clean Aviation, we are in Clean Sky and Caesar. So we'll be able to prepare these future technologies in certain number of areas. Reducing our carbon footprint by the way in which we navigate, the way in which the Falcon Crews can use software that optimize flight plans according to the fuel utilization. If you have optimized routes, if you are on time, Then you can more easily reduce your consumption during a trip and this for each flight, for each crew.
And the last point, we are, of course, part of the Hydrogen, the new breakthrough technologies, and we want to lighten our aircraft and consume less also. The transformation plan, I'll just say one word. It was pursued in spite of the COVID crisis, It was slowed down. But we are still developing our new digital tools, for example, big data With the verticalized MCO and with our armies, this is being deployed. And we are pursuing the integration of new Dassault Systemes tools like 3 d EXPERIENCE, so as to generalize this in the company.
The industrial performance, We are preparing for the future. We want to be better in all areas. And the infrastructure upgrades that I've already mentioned. And this is being pursued. This was slowed down because the entire public sector was at a stands still for a certain number of months.
So there are certain delays in the setting up of this infrastructure, but we are following all this. And all our sites, as you can see, are affected by this upgrading. And this will allow the company to properly work in all these different lines with these different tools so that we can prepare for the This is true in France. This is true within Dassault Aviation and also at Le Bourget in our subsidiaries. It's also true in our foreign subsidiaries at DFG in India, where we are developing.
And you will see a film which will show you where we've reached in India, because we talked a lot about India in the past few years, and you're going to see the first results. And the plan covers the integration of our new service centers. We suffered about that in 2020 because of the drop in air traffic. And I'm going to show you the film, which will be very good in illustration rather than this slide. You're going to see the results we've acquired.
So you see work in progress. Our ambition is to go all the way to the final assembly of Rafale in 2000 and we already started making Rafale parts. So ramping up Indian style is always too long. But as you see in the film, it's not just Images, it's not just pictures. It's really happening.
We're very happy with the workforce. And when COVID hit, we repatriated our French teams from NAC Tour, because it was a bit more complicated there than on Indian Air Force bases. And Suppose as all our parts for Falcom's. As to CSR, We are interested in social impact at Dassault 2. We're very honored and proud to say we were ranked number 1 of French Aviation, EV and Space Companies in terms of GHG reduction.
So Our determination to pay attention to those areas is paying off. It's an effort significant for a tour making on all of our sites. For example, Marignac, we planted 100, if not 1000 of trees to offset buildings we built. And now to the financials. You can see the 15 falcons I mentioned here, the 34 deliveries I mentioned, which gives us a backlog of 34.
Rafael, no additional order because the Greeks came in and the French Delta came in, in early 2021. So it will be in this year's results. 13 deliveries planned will go Up in the coming year, it adds up to EUR 62,000,000 but this does not include The Greek and other aircraft, we already delivered to India And the French orders. So EUR 3,500,000,000 For our order intake, net sales of 5.5 and a backlog of 15,900,000,000 euros at the end of 2020. What's most representative of the business and the balance between your two business is what you see in the middle, the net sales.
You see it's basically 10% of What we do is in France, 40% from Falcons and 50% from exports. So you see the civilian military balance 60, 40. And France, International is 10% reference, 90% international. Investments in spite of the crisis So, in agreement with our shareholders, as recommended by the Board, we did not Reduce our investments, be it in terms of getting ready for the future, technology investments or modernizing infrastructures, I. E.
Industrial Investments. R and D, self funded R and D, EUR 538,000,000 Similar to the previous year, so we did not reduce our effort. And in spite of the crisis, we kept up The effort, thanks to 6X and the new Falcon, I can't tell you about yet, as well as technologies to be future ready. Talos published its results Yesterday, EUR 937 adjusted net result. And part of that [SPEAKER MARCO TRONCHETTI PROVERA:] Down compared to 2019, like for many of us.
And on that basis, we are calculating our net Income. So operational operating income EUR 261,000,000 So that's 4.8% operating margin, which is down from 2019, of course. So after reducing taxes and Computing the link with TELUS, the net income is €396,000,000 and net Margin of 7.2 percent, earnings per share of €47,600,000 down from 2019, once again, we didn't pay any dividends, not even any installment. While we kept paying incentives and profit sharing, Cash, we're using the cash to deliver Rafales. So it's natural.
It goes down. That's the way the working capital works. Dividends, We paid EUR 103,000,000 in 20.20 [SPEAKER MARIA ALBERTO LOPEZ OWENSIA:] For 2019, when we were supposed to pay EUR 212,000,000 the payout is still the same. So the dividend per share is €12.3 Next to that, in 2019, we kept to paying profit sharing and incentives to employees. And in 2020, the level It will be €85,000,000 Split of the par value of the share, we've been wondering We've been people have asked us about this for years.
So with the agreement of the Board, we're going to propose A split by 10. So we can align our share value with our peers in the industry. So if it's 9:30 years, I'm not sure exactly what it is yet. Today, if you divide it by 10, it will be just below 100. And when it goes up, it will be just above 100.
Sometimes it's gone up to above 1,000. So this will allow small investors to buy our shares. So we'll make the share more liquid. And this will happened in the second half year, because it takes time. One of the conclusions for 2020 is that, First of all, our dual model is quite relevant and resilient in such an extraordinary crisis.
For 2021, our top actions will be to keep exporting Rafales. It's fully mature. And the advent of the first export contracts, Egypt, India, Qatar and now Greece are giving rise to more demand from other Countries, I would like to honor these as soon as possible. I know you'll ask me when, it's harder to say. Secondly, we're going to go back to selling falcons.
[SPEAKER UNIDENTIFIED COMPANY REPRESENTATIVE:] It will depend on how the crisis pans out and its aftermath. After the end of the health crisis, will we see An economic recovery, in which case sales will pick up again quite naturally. Otherwise, it might take a bit longer. And for us, it does so on Falcon, we're looking at the new aircraft coming in with the Falcon 66 and the new aircraft we'll be presenting soon. What will drive Military developments, the new Falcons that's underway, keeping our engineers busy, our design team busy.
And we are wondering about SCAF and NGF. Will we be able to launch this future phase? Will Airbus But secure the Eurodrone contract is another question. We have. We'll keep supporting our aircraft, and I hope we stay at the top of the pyramid in terms of support ranking might be harder to achieve because we flew less.
And we'll continue with our With our make in India, developing the activities for us to drill. Our guidance for 2021, delivery of 25 [SPEAKER MARCO TRONCHETTI PROVERA:] Rafael, that's the context we signed. And [SPEAKER UNIDENTIFIED COMPANY REPRESENTATIVE:] As usual, a careful guidance of 25,000,000,000 Fakkan. And there's still a lot of uncertainty because of the COVID crisis and its impact on the business jet market. But sales will be going up this year.
That's what I wanted to share with you by way of introduction. And now we can take We'll do this a bit differently. We have Mathieu Durand, who's going to be Sharing the questions you sent ahead of time and real time, and I'll answer them. Mathieu, you have the floor.
A question from Thierry Dubois, Aviation Week for the Rafale. Where have you reached in Switzerland, in Finland, in Indonesia and in Croatia. The question as such is very interesting. There are already 4 countries that are mentioned, and I'd like to confirm that they are under discussions with us. There are countries where It is a standardized discussion.
There's a call for tender, which is the case for Switzerland and Finland. There are other countries where it is a bilateral discussion. As you know, you're used to this. I won't say more, but I have Hopes that among these four countries, we will have results in 2021. Question from Bernie Guillermo, Figaro and Geshe Weber from the Persson Seitung.
What about the global Business Aviation market, [SPEAKER MARCO TRONCHETTI PROVERA:] North American, Chinese, etcetera. It was very difficult in 2020 at the beginning, but it's less difficult than commercial aviation, Civil Aviation. The air activity of the business jets took off more easily than Civil Aviation. We observe 80% compared to a normal year, a lot of domestic flights, [SPEAKER UNIDENTIFIED COMPANY REPRESENTATIVE:] Of course, for Business Aviation. And secondly, we do not sell a lot of new aircraft.
And there was a strong drop among our competitors in terms of percentage or drop in the activity, around 30%. Pre Owned Aircrafts, The market did very well. You have the new arrivals in business, Just they don't want to have a new aircraft because they don't want to wait for it. And they're ready to put in a little money to have a pre owned aircraft and fly immediately with the business jet considering the crisis in civil aviation. So that is encouraging for us.
This means that the number of potential global clients in Business Aviation is increasing, and that is positive. Geographically speaking, it's difficult to say as very often. When you come out of a crisis, you see it coming from the West When you live here in Europe and we observe in the United States a slight recovery, It's quite recent because the United States were very strongly hit by the COVID crisis, but They have an ability to rebound. They are very flexible. And so therefore, they recover very quickly.
In the United States, we observe a slight brightness in the field of Business jets. In Asia, things are more difficult because China, things are highly controlled. It's always been so, but it's even worse today. And the rest of the Asian countries, it is picking up, but this is just the beginning. The crisis did not improve all this, But some countries are interested in Asia.
Europe is the continent that is most affected. Everything's Chopped and halted in Europe, the crisis was the most difficult for the European countries where aviation stopped. We even saw, considering the increase in the environmental pressures, Some internal flights were stopped, whereas other countries are developing domestic transport because that is a sector that helps create more momentum in the economy. So to do that, you have to have more air transport, not to mention train and the other modes of transportation. This is what I wanted to tell you about the market throughout 2021.
We will observe this hope, which is coming from the United States,
Question from Michel Cabieron, La Tribune on NGF. How can So be a leader if Airbus has 2 thirds of the load. Are you respecting the principal the best athlete principal? I'm sure we'll have questions on NGF. This is a good question.
I've already accepted it. I we can handle the project with this 1 third, 2 third Workload is possible where architects if the roles are distributed well. If [SPEAKER UNIDENTIFIED COMPANY REPRESENTATIVE:] We can manage the project, we can do this. What would be more difficult would be onethree, onethree for all packages, then it would not work anymore because I need the tools to be able to manage the project. So onethree, onethree, onethree is complicated.
But if it should also apply to the work packages and even the strategic work packages, for example, that's The flight controls, if I'm told there's no leader in flight controls that can't work, you need someone in charge. I'm just mentioning that example. There are [SPEAKER MARCO TRONCHETTI PROVERA:] Several. That's the issue today. If we accept too much Joint work, so there's no leader anymore.
Or if we give too much responsibility to Airbus, Who is counting Spain and Germany, then it becomes difficult So to play the role of the prime contractor, Airbus accepts Dassault is the prime contractor. But we also need to be able to commit to the 3 countries to play that Roll, that's a difficulty now.
Question from Pierre Tran, SLD Info and Thomas Hargot from Handelsblatt on the NGF. As for intellectual property, the French say that the German want access to all the know how from their partners, But the Germans want access only to the work carried out together. What is the reality according to you? What would be the compromises. And how can we reach such compromises?
We must not caricature this issue regarding intellectual property. First of all, as in any area, the one who creates is the owner of his technology. The creator must be protected, not the one paying. Often we confuse the one paying and the one creating. The creator remains the owner of his intellectual property.
And especially the background, as we call it, that is Verdeso, 70 years of experience, that is our property in terms of technology. That doesn't mean that we're not ready to use this [SPEAKER UNIDENTIFIED COMPANY REPRESENTATIVE:] Intellectual capacity to build a future program. No. But you cannot force me to give intellectual Property, it belongs to me. I can share it if I wish to share it, but I remain the owner.
As for the studies that will be carried out from tomorrow onwards together. This is the foreground. In the field of foreground, there are no [SPEAKER UNIDENTIFIED COMPANY REPRESENTATIVE:] Problems regarding the topic we have clauses that allow us to protect the foreground, Considering third parties, that will not be part of the foreground. So that is done. And so from that point of view, the issue is not Between Airbus and Dassault, we share the same values as industrialists.
It is between the states, and that is where We have certain issues. I'd like to reassure those who mix up intellectual property, those who The black box is an American aircraft. It's a black box. You cannot even look into the box and find out what is inside. There'll be no black box.
In the FCS from just so, everything will be open. All The companies developing our programs, even if some responsibilities are strictly Dassault or strictly Airbus, states will have access. They will know what is in the black box. So there's no black box. It's got nothing to do with intellectual property.
Question from Thomas Hanke from Handelsblatt for NGF. Dassault is talking about its technological superiority vis a vis Airbus. [SPEAKER UNIDENTIFIED COMPANY REPRESENTATIVE:] But what about fight controls, stealthiness, etcetera? I mean, is it that easy? [SPEAKER UNIDENTIFIED COMPANY REPRESENTATIVE:] It's not very easy to know who is superior compared to the other.
This question was never there. This is just imagination. It does not exist. The topic today is to ensure a proper implementation. We need to have levers.
I need to take responsibility to Commit myself vis a vis the states. And it is within this responsibility and the sharing of tasks that we have this problem. [SPEAKER UNIDENTIFIED COMPANY REPRESENTATIVE:] As for superiority or no superiority, I cannot measure. It's not up to me to do that. I just know that For the past 70 years, I built flight controls for fighters and I built flight controls for my Falcon I do this alone.
And this gives me a certain amount of experience. Maybe others have other experience. I have a lot of respect for Airbus and the flight controls of Airbus, but that's the design office that is in Toulouse. And we can talk about all the different topics like that. So there is no Comparison as such, there is an experience that we are trying to highlight.
But the issue right now is the sharing of the workload to have a proper control of all this. A question from Dominguez Peri and Ann Boer, Liseko. The German trade unions would like to build a second NTF demonstrator in Germany. Do you think there is a possibility or a need for that to happen. [SPEAKER UNIDENTIFIED COMPANY REPRESENTATIVE:] Well, the question is generating a lot of other questions.
I'll answer all these issues one after the other. First, if we build a demonstrator and if we were to build another one, which is not planned today, this is not asked for by the states. But if we were to build the second one, we would build it in the same way. We're not going to have a manufacturing plan for a demonstrator that would be shared between France, Germany and Spain and the second demonstrator done differently. So it would be a second identical demonstrator.
Then the problem is not from Dassault. If I'm paid for a second demonstrator, I'm very happy. It's a question of the different States, so it's an issue between the different nations, between the different states. A question from Pierre Tran. The Franco German discussions on the FCAS, are they on this question regarding exports?
The answer is no. There was this entire issue of the continuing the continuation of the Brecht Schmidt agreements. So today, there is nothing of all that in the FCAS. That is not the topic. There's a fact.
The perception in Germany and the perception in France can be different, but there were agreements signed between the states for the ability to Sport, a fighter done together. But now we're not just 2, we're 3. We're talking about the French and the German, but now we have the Spanish also. Question from Matthew Rauchaud, AFP. The current discussions on NGF and FCS, Does it allow us to have an agreement signed in time for the validation of the electoral [SPEAKER UNIDENTIFIED COMPANY REPRESENTATIVE:] The electoral constraints in Germany.
Well, each country has its own constraints. A cooperation, Fighter aircraft program in the defense industry, these are programs that will take place over 30 to 40 years. So To just look at the elections in each country, it is not only Germany. We will have elections in France. We'll have elections in Spain, too.
So that is a difficulty. We need to have a governance process that can do I mean, the elections will take place. The governments will stem from the results of these elections. But we need to have a certain amount of resilience and persistence in the decisions. We shouldn't have a strategic and industrial calendar based on the electoral calendar.
So there are elections in Germany, we know that it's going to be in 2021. There'll be another one in 2022 in France. Fine. But we have to agree, of course, but We cannot agree. And especially if there are disagreements, solve the disagreements just because there are elections in Germany.
Question from Michel Cabirole. How are the French specificities managed For the FCS, the Nuclear Navy, who's going to pay? Well, listen, as So leader of NTF, I have clear request to take into account in the future An aircraft that will be on an aircraft carrier. And the aircraft carrier that was launched a few months ago in France, So I have an imperative from my government so as to put that aircraft on the aircraft carrier. Therefore, we need certain choices, need certain arbitrations.
We need to make certain number of decisions. As for the nuclear, it's the same thing.
And I won't say anything more. Question from Dominique Perry from FlightCasso and France. Could they do Yes, FCAS and NGF alone. Well, you have to ask France, it would be a political decision. But on technical terms, Tesla couldn't make of aircraft alone, of course, we make Rafale and Falcons alone every day.
Secondly, Safran can make fighter plane Engines, they've done it for Rafa. And 3rd, TELUS can make radars, countermeasures, number of electronic equipment. So if you add Dassault, Safran, Nantelus and MBDA for missiles, the answer technically is yes. But the real The real challenge here is efficacy. Do we want to make a fighter plane cooperation, Faro Pointe meets the operational needs of the 3 countries for 2,040 and that's effective that we can export because It's competitive compared to American and Chinese, even competition if I listen to Americans fearing Chinese and Russian competition and at what price for each country?
You see, what's the budget for each country? That's a question that each country needs to [SPEAKER UNIDENTIFIED COMPANY REPRESENTATIVE:] We're working in cooperation to be more effective, not just for the fun of it. There's an operational need, we feel, a commitment to keep and budgets. And the DGA Reminds us every day that we have to be that we have to lead to keep to but should so can I be the pawn contractor when I'm told who the subcontractor should be, how we should work And there are 3 of us deciding? That's all because I'm alone facing 2.
Question from Dominique Perry, Thomas Hanke. Do you think that the FCAS and the British Tempest could merge Later at a later stage. And if so, don't you think you'll have the same intellectual property issues with the British And this will be made worse because of the links between the British and the American links. Oh, this gives me an opportunity to talk about [SPEAKER UNIDENTIFIED COMPANY REPRESENTATIVE:] The cooperation between the United States and the British on the F-thirty five, I don't know if the intellectual properties with Lockheed, the Americans there, technology, the stealth The technologies are very well locked, especially the black box vision generated in Germany that must have this vision of the black box by the American experience and not by the French experience. So yes, we have to know that there will be difficulties with the British in that area.
But we had begun with the Studies with the British. And we can work with the British also, merge the FCAS and the Tempest. That is not on our agenda. A question from Olivier Ghesse, Usinouve, Vincent, Michel Ange, Mr. Cabiral and Maurice Lave, Tebere Miro.
Don't you think that So the FCS might die in the near future. And don't you think we need to have something else? The Americans have the F-fifteen, which is regularly upgraded and which will remain operational for decades to come. [SPEAKER UNIDENTIFIED COMPANY REPRESENTATIVE:] Well, I do not know. I don't think that the it's going to die soon, but I cannot Say that the patient is not in a difficult state.
So that is where we are. But we still believe in it. We still believe that we can succeed. And if we don't succeed, the question would be, what is our plan B? [SPEAKER UNIDENTIFIED COMPANY REPRESENTATIVE:] And our plan B, well, I'll not talk about that today, but it must integrate the ability of states to have a plan B.
Each company always has a plan B. It does everything so that plan A might succeed. But The day when plan A does not succeed, it needs to have a plan B. So either plan A works or you go directly to plan B.
Question from Stefan Balsky. What about The FCAS Deported Parts Well, Germans are responsible for the Eurozone and others are responsible for remote carriers and the system of systems. We don't have any responsibility in those areas. And now to the Eurdrone from Dominique Peri. There are questions about Spain being able to honor its part in development costs of Jordan.
What would happen if being pulled out of the program. I'm not saying this for Spain, because Spain is a respected and respectable partner. But let me say this, generally speaking, to the partner. But let me say this, generally speaking, when you have a cooperation of several countries, each country wants more for its own country. It's only natural.
And so they say they can put a lot of money into it. Right now, there are 3 of us. So at least 1 third of the development and the whole program, because then it will be When the aircraft come out, each will say they want more, as many as possible. And then you have to be Able to come up with a budget. And once you start with a certain architecture [SPEAKER MARIA ALBERTO PEREIRA DE OLIVEIRA:] Sure.
And the workload sharing, it's very hard to say, okay, you're not going to have the budget a couple of years from now, then we can switch No, it's too late. So it's really at this start, everything is decided. And right now, it's 3 thirds.
Question from Ann Boerle Zico and Dominique Peri. The first deliveries of the Eurodrone will arrive later than planned, In 2029, according to Airbus, how can you be sure that the plane will have right technical levels? Well, I suggest you ask the question to the person building the Eurodrone that is Airbus. Maurice [SPEAKER UNIDENTIFIED COMPANY REPRESENTATIVE:] Pierre, just to be in a row, the project, Franco German project, will it follow the same winding road as the FCAS? [SPEAKER MARCO TRONCHETTI PROVERA:] No, I don't think so, because the major difference today between the Franco German program, maritime surveillance is that we have Mr.
Schall, who knows what he's talking about outside that he's just so. Who has the experience since 1958 of the maritime surveillance aircraft. Who else? We had Atlantic 1, Breguet. We had Atlantic 2, that was Dassault.
We had the upgrading of ATL2 that is Dassault and is still the case. We have Ocean, the verticalized support of our maritime surveillance And for truth, and that's our skill. And so the topic is different. Is it on a better path? I'll let you analyze that.
Question from Matthew Rauchaud, AFP. What do you think about the competition with the Rafale in the midterm, with the new American projects of Fighter aircraft to take over the F-sixteen. Well, I think it's very bright. We have an operational Aircraft fighter demonstrated by the French Army or the National Navy. We are successful in exports.
The first feedback we can have from the countries that have bought the Rafale is also very positive. We have a compact Craft that can do everything, air, air ground, air sea, because this is in the hands of the Navy too. It is the smallest aircraft that can do all this with the range with drag, which is very good with the Payload is very good. So the smallest versatile aircraft, that is the Rafale. And this is why it is going to in the passages, it was known.
It had never been exported. But now we can see that it's a success for France. It's a success in terms of export, And it has a bright future for the French industry. Question from Jerry Dubois. Egypt, India and Qatar, could they Make new Rafael orders.
We wish so, but you have to ask them the question.
Question from Veronique Giammar Figaro, Editionshoefer from the Bernstein Saitsung. What are the assets of the business jet market in the current context? Could this push some companies to invest in your aircraft? Well, its strength is flexibility, modularity, The ability to go through much less crowded airports. So you can save time.
We're going to have fewer trips. As a consequence of COVID, the business travels will go down because for the use of Video conferencing, even though I believe seeing people for real is key when you want to see your Customers or providers and work together, but it will be more effective. So business just meet This and Americans have known this for a while. Your business is starting to realize it. So it will develop responsibly And we'll be able to introduce ways of decarbonizing through biofuel or new clean technologies.
The business jet market compared to the rest of the aviation market is very small compared to the global aviation, which accounts for 2% to 3% of carbon emissions. So it's a tool in the service of companies to continue developing relationships and being in touch with Something we really need and miss today. A question from Dominique Peri. What is your roadmap for the green plane in 2,035? We ducking here as Dassault Nachifas, we're part of the CORAC program, But the technology we're looking at, the need to meet certain programs.
The C6 Program is consuming less because the use of past technologies comes into play today. So we're seeing a drop in the carbon footprint. And this will also apply to the Newfalcon Breakthrough Technologies. That's for later. And we'll discuss this a few years from now.
Question from Terre Dubois, what is the role of Dassault Aviation in the biofuel line. Well, we are not going to create the biofuels. So we are encouraging to use them because we can use them already today. I'd like To repeat, 50% right from today, we can easily go to 100 Use of biofuels. Our clients are ready to do that.
Of course, you're going to pay a little bit more. You're going to pay a little bit more for the fuel. Our clients in Business Aviation and Falcons are ready to pay a little more for their fuels to fly with biofuels. So therefore, we're encouraging the big ones. And we're working with some of the majors in this area so that we Can do that very quickly.
This will happen before the breakthrough technologies. Question from Gishu Ruper. What about the business pre owned business jet market? They're doing very well. As I said earlier on, it developed during the crisis.
A lot of clients went Two business jets because civil aviation had halted. They didn't want to go into airports that are less crowded today, but [SPEAKER UNIDENTIFIED COMPANY REPRESENTATIVE:] That we're still crowded. So there's a greater health safety, which is brought through the use of business jets. A question from Thierry Dubois. All the French Rafales, were are they at the F3R standard?
Yes, they will follow that standard. As far as I remember, this should be in 2022. This is underway. The retrofitting is underway. It should be ready by 2022.
Last two questions. Michel Cabiro, Latribon for the Rafael. Could you increase Your production, if you obtain new orders, this is a question I've been hearing for the past 10 years. 10 years ago, the question was the number of orders. And today, Some believe that if we have too many orders, we won't be able to do this.
But I don't care. It's going to give a headache to our Producers, because you have to increase the speed and it's a lot of work, but this is not the same type of issues as we had 1 year ago, where we thought that the chains would stop. Yes, we can increase the speed of our lines. We were at Speed 1, and now we're at speed 2. We can go to speed 3.
Not that simply, we would need more time. Maybe we would need more tools. Maybe the people would have to be repositioned at the right stations, but we can reach speed 3. And last question, Veronique Le Guillermo, Lafigue 1, the Aubert and Duval d'Orsiers, do you want them to be solved quickly? How come that Company is strategic for Dassault.
Yes, that company is strategic for the entire French aviation sector. It's true for Airbus, Safran, Dassault, Aviation, all our subcontractors use this equipment. This Material, the way we qualify material to be used in aeronautics, that is vital for the French aeronautical sector. So it is very important to stabilize this company in the coming weeks. It's been too long we've been talking about the difficulties with this company.
We are in favor of a sustainable solution with this company. And we really wish to Well, time is flying, although you're not here in front of me, but I have The screen in front of me, and I can see a few faces, and that's very nice. I'd like to wish you a very pleasant day. And we'll have the opportunity to talk again, particularly for the first flight of the 6X, which will be in the near future. Thank you very much.