Watch CNBC's full interview with Airbus CEO Guillaume Faury

Good morning Charlotte, thanks for the question. Indeed, we have a lot of demand for our commercial airplanes. Again last year, we had a book-to-bill of more than one, meaning more new contracts with customers than what we have delivered, and we have now a backlog of more than 8,000 airplanes to deliver in the years to come. We're limited by supply; that's really the biggest challenge. The speed at which we're ramping up is limited by the ability of some key suppliers to find solutions. We call them the bottlenecks of the ramp-up, and we're focusing on them. They are limiting our ability to ramp up. We think the 820 mark, or what we call around 820, is a good balance between the risk and the opportunities that we see in the industry. But probably like last year, or maybe even more than last year, we have uncertainties. There are things ahead of us that we don't know at the beginning of the year, and we believe we will have to continue to navigate, to adapt, and eventually reach this objective of around 820 aircraft for 2025.

On the single-aisle aircraft, I mean the A320 family, we've been limited by engines mostly. There was the Pratt GTF engine two years ago with the difficulties they encountered with a metal powder issue that is leading to a big recall campaign, and that is limiting the number of engines going for new fit for us. But also last year with difficulties, production difficulties faced by CFM and their supply chain, that has led to a difficult end of 2024 and also some shortages at the beginning of this year. So that's one of the challenges we have on the single-aisle, probably the most important bottleneck. On the A220 and on the A350, the difficulties of Spirit AeroSystems are the main ones, and we don't manage to ramp up at the speed we had prepared mainly because of these difficulties with Spirit. As you probably have observed, we are in the phase of buying from Spirit the work packages that serve Airbus primarily: the section 15, so a big section of the fuselage of the A350 manufactured in Kinston in the US, and the A220 wings which are manufactured in Belfast in the UK. So we are in the process of trying to acquire those activities. We hope for a signing in the next weeks and the closing targeted mid of the year. That would be a way for us to own those activities and to be able to do the investment to put the focus that will enable the ramp-up. For the rest of our own activities and own supply chain, it's moving forward at good pace, so it's really a pity to be limited by those work packages. Then we have other issues that are more linked to customer by customer situation for the seats, for the interiors, sometimes other kind of equipment. But the structural limitations are more with aero structure, engines, and sometimes interiors and seats.

We have the tide has to go up, and when we look at the fairness of the complete production system, we are moving forward at good pace. We have short-term limitations that I mentioned before which are not endangering the more long-term perspective. That's why we have reconfirmed the rates that we're targeting for the A220, for the A320, and for the A350. It's really a growth story. And with the A330, which is the fourth product line we have, we are now at rate four; it's more modest and we are stabilizing at rate four. So at Airbus, we are really in the investment and the ramp-up to go to much higher production rates by 2026, 2027, 2028 on the different products.